2018 Management Agenda
The Supervisory Board each year approves the Management Agenda, which includes the management’s priorities. More detailed objectives have been linked to the priorities set out on this page. These set the course for the entire Schiphol organisation. The evaluation is also used to determine the variable remuneration. More information can be found in the section on Remuneration.
Concise background information on the results achieved is set out below for each priority.
2018 Management Agenda
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.
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.
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.
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.
Full implementation of the Digital Airport Programme, and producing usable data on the resulting revenue and efficiencies, and the associated benefits for airlines.
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.
Make progress on our objectives to achieve climate-neutrality and become a zero-waste airport, and adopt a leading sustainability role in the sector.
Optimise retail and parking spending, and further develop the real estate portfolio.
Organisational development - Invest in the further professional development and effectiveness of the organisation, as well as in improvements in performance management and talent management.
Target mostly achieved
Target partially achieved
Target marginally achieved
Our performance, as well as the other topics discussed in these chapters, relates primarily to our operations at Amsterdam Airport Schiphol and the wider impact of the Schiphol hub.
We present our performance along our material aspects. We have grouped the material aspects in four clusters: (1) Network, capacity and security, (2) Portfolio of services, (3) People, environment and community, and (4) Financial and business performance. The performance of our regional airports and our overseas airport activities are presented in two separate chapters: Our regional airports and Our international activities.
Facts and figures- 327 destinations from Schiphol, 79.2 million passengers in total ...
Passenger and airline journey- As an airport operator, we are responsible for the ...
Strategic themes- The guiding principles of our strategy have been formulated in ...
2019 Management agenda- Every year, we translate our long-term strategy into a four-year ...
Network of destinations- Schiphol welcomed 71.1 million passengers ...
Financial Statements- Our consolidated and company financial statements ...