Our performance in 2018: Our progress
reported in
four clusters

Continue to develop and determine the vision for Schiphol Airport’s post-2020 development, and for the phased development of capacity - Support (both public and private) will be essential in this regard, along with the move towards a smart, sustainable aviation sector and being ready for the opening of Lelystad Airport.
Even though no agreement was reached within the Schiphol Local Community Council (ORS), the Management Board is positive about the meetings that were held. The different positions of various stakeholders have come closer together. The dialogue with the local communities will be actively continued. Schiphol and the aviation sector are aiming for moderate and controlled growth with a decrease in noise. This was received positively. Within the ORS, there is also broad support for the opening of Lelystad Airport in accordance with the agreements made in 2008.

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Maintain the connectivity of the Mainport network - Such as by continuing to offer over 300 destinations and retaining a top-three position in cargo volume, despite the current slot shortages.
As of end-2018, Schiphol has 327 direct destinations. The cargo volume decreased by 2.5% but the top-three position in Europe is maintained.

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Maintain high levels of process quality and customer satisfaction at competitive costs ­- Reach both internal and external quality targets, and develop a model for measuring airline satisfaction. Create an efficient and streamlined consultation process under the new Aviation Act, and adjust charges to reflect the actual rise in costs following consultation with the airlines.
The first consultation process under the new Aviation Act was satisfactory and the charges were adjusted in such a way that the actual rise in costs is reflected. The model for measuring airline satisfaction has been developed, although the targets on quality, both external and internal, were unfortunately not entirely met.

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Carry out investment projects, and commence implementation of the Capital Programme projects - This includes various capacity-related projects, and initial construction work on the landside roads and new pier.
The construction work on the landside roads and the new pier has commenced. In general, not all projects have been realised in accordance with planning.

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Full implementation of the Digital Airport Programme, and producing usable data on the resulting revenue and efficiencies, and the associated benefits for airlines.
A new digital strategy for 2019 onwards was launched. A decision was taken on the organisational structure of 'digital', and the benefits for airlines and associated costs are included in the airport charges.

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Maintain safe operations and address the recommendations by the Dutch Safety Board in conjunction with sector partners - Envisaged results include implementation of the Integral Safety Management System (ISMS) and the Schiphol4Safety programme, as well as a greater focus on the necessary advancements in information security.
The ISMS was successfully launched. The Roadmap Safety Improvement Schiphol was published online in October. The Schiphol4Safety programme is showing its effect on safety culture; examples include the Group leadership's safety commitments.

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Make progress on our objectives to achieve climate-neutrality and become a zero-waste airport, and adopt a leading sustainability role in the sector.
Schiphol is leading the joint sustainability agenda of the Dutch aviation sector and is taking initiatives to actively reduce emissions on airside. An energy vision is finalised and the ambition was set to achieve zero-emissions status in 2030. At this point in time Schiphol Group is on track to achieve this target. The roadmap for zero-waste has been integrated within the 'Vision 2050' process.

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Optimise retail and parking spending, and further develop the real estate portfolio.
Retail spend per passenger on airside and parking revenue per departing Dutch passenger were below budget. Spend on food and beverage increased. It should be noted that in absolute terms passenger spend increased. The development of the real estate portfolio has been satisfactory. Occupancy rates are high.

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Organisational development - Invest in the further professional development and effectiveness of the organisation, as well as in improvements in performance management and talent management.
Considerable effort was made to develop management and leadership and to implement strategic workforce planning. Further work will be done to optimise the organisational modes per business area and to align cooperation.

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