Schiphol Group operates the Netherlands' largest airport, Amsterdam Airport Schiphol, and several regional airports. Schiphol Group creates value by connecting the Netherlands and increases prosperity and well-being in this country and elsewhere.
Airports in the value chain
The passenger and cargo transport processes constitute an airport's value chain. An airport provides infrastructure and facilities for departing, transferring and arriving passengers and cargo, and for the businesses involved in this process. In addition to being a multimodal hub, we are an attractive marketplace for products and services and offer a wide range of location options for businesses. The most important partners in this chain are airlines, handling agents, Air Traffic Control the Netherlands (LVNL), Dutch Customs and the Royal Netherlands Marechaussee, business partners such as retail and catering companies, and security businesses.
- Material aspects: significance for the region, operating capacity, accessibility, customer appreciation, safety, CO2 emissions, air quality, circular economy, supply chain responsibility, financial solidity.
- The quality and capacity of the total chain have enabled us to create a vast network of destinations, offer a high-quality visitor environment and ensure that all activities conducted here generate considerable economic spin-off for the region, the Netherlands and Schiphol Group. Schiphol Group develops, builds and operates real estate in the airport grounds, and is the owner of the terminal and various other buildings. The company also leases out land under long leases. Schiphol develops a large number of office buildings, warehouses and other buildings such as hotels on behalf of or in collaboration with users/lessees. Schiphol Group shares joint responsibility with government authorities for the spatial planning of the airport grounds.
- Material aspects: accessibility, CO2 emissions, air quality.
- Schiphol Group owns the car parks and controls their use by means of parking charges. Picking up and dropping off passengers involves four vehicle movements; parking only two. Schiphol issues concessions for taxi transport at the airport. In collaboration with NS (Dutch Railways) and ProRail, Schiphol is working to optimise rail transport. Schiphol builds roads and bus lanes at the airport, and is developing a high-quality bus network together with bus operators and government authorities.
- Material aspects: operating capacity, customer appreciation, safety, CO2 emissions, supply chain responsibility, circular economy, employment practices.
- The terminal is infrastructure owned by Schiphol Group. The airport's own employees work in the terminal as well as those of sector and business partners. The check-in desks and baggage system are Schiphol Group assets. Sector partners (airlines and handling agents) use the airport infrastructure. The safe and efficient screening of passengers and cargo is carried out jointly by the security companies (Schiphol Group suppliers), the Royal Netherlands Marechaussee and Dutch Customs. The departure lounges located after border/security control featuring seating areas, retail and catering outlets are Schiphol Group assets. Schiphol grants concessions for operating retail and catering outlets. Schiphol develops retail and leisure concepts in association with its business partners.
- Material aspects: operating capacity, safety, CO2 emissions, supply chain responsibility, circular economy, air quality.
- The gates where passengers board an aircraft are Schiphol Group assets. Schiphol Group is responsible for the infrastructure for the embarkation and disembarkation process. Aircraft are owned by the relevant airlines. The airlines are responsible for the safe carriage of passengers, baggage and cargo. The aprons and runways are Schiphol Group assets. Schiphol Group is responsible for the maintenance, availability and safety of the apron and runway infrastructure. Air Traffic Control the Netherlands (LVNL) indicates which take-off or landing runways should be used and the LVNL air traffic control tower maintains contact with pilots. Airline operations (flights) cause noise disturbance to local residents.
Read more about the material aspects in stakeholders and materiality.
A large number of parties are involved in the passenger and cargo transport processes. As an airport operator, Schiphol Group is responsible for these processes. This is set out in legislation and in our operating licences. The parties concerned collaborate closely with each other to perform the complex, daily airport operations process. Airports do not always have complete control of the performance results; this is a shared responsibility of multiple parties. A runway incursion can, for instance, occur as a result of an incorrect act by a Schiphol employee or by an airline, LVNL or handling agent employee. The decreasing number of runway incursions is a good example of the joint efforts undertaken by all parties concerned.
The airport also is the party which is largely held accountable for noise disturbance and CO2 emissions, whilst noise and emissions are largely attributable to air traffic. Fleet renewal enables the airlines to operate technologically advanced, quieter and cleaner aircraft, in turn reducing the number of complaints from local residents, even though the improvement is not attributable to the airport operator. The same applies to CO2 emissions, which are largely generated by air traffic. In consultation, KLM and Schiphol Group have decided to accelerate the development of biofuels. ArkeFly has undertaken a similar initiative.
The job the airport fulfils in this process is that of the airfield operator. The operating requirements are laid down in the Aviation Act (Wet luchtvaart). The Act states that it is our social responsibility to promote the optimum use of the airport as a high-quality hub for domestic and international air traffic, with due observance of the safety and environmental standards. The airport is responsible for providing the facilities required to ensure the proper handling of air traffic and the associated passenger and cargo transport at the airport.
Schiphol Group has set out this responsibility in its mission: Connecting the Netherlands. In its business model Schiphol Group's mission is reflected in four core activities: Aviation, Consumer Products & Services, Real Estate and Alliances & Participations. For more information, see business model.
We have developed a strategy with which to accomplish our mission in the years ahead, taking account of trends and developments, risks and the operating environment. We have linked our objectives to our ambitions in our 2013-2017 Strategic Plan. For more information, see strategy.
Organisations provide insight into how they add value in a value creation model. The input for the model consists of resources that create value. Based on this input, business activities generate a certain output (e.g. products, services and waste). Business activities combined with the output represent the outcome. The outcome reflects the changes in value arising from business activities in both positive and negative terms.