2015 Annual Report

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HomeAbout usOur position in the value chain

Our position in the value chain


Many parties are involved in the development of Mainport Schiphol, and our core activities are a vital link in a complex value chain. 

The passenger and cargo transport processes together constitute an airport's value chain. Schiphol Group plays a critical role in this chain: as an airport operator, we are responsible for these processes. This is also laid down in legislation and licences.

Under the Aviation Act, our core responsibility is to act as the airfield operator. Our socio-economic function is to promote the airport's optimum use as a high-quality hub for domestic and international air traffic.

Airports provide infrastructure and facilities for departing, transferring and arriving passengers and cargo, and for the businesses involved in the transportation 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. A large number of parties are involved in these processes. Our most important value chain partners are airlines, handling agents, Air Traffic Control the Netherlands (LVNL), Customs and the Royal Netherlands Marechaussee. We also work with a wide array of business partners, including tenants, retail and catering companies and cleaning and security companies.

In many cases, responsibilities are shared. Airports do not always have complete control over the final performance: this is simply an inherent part of collaborating with multiple parties. Incidents can occur due to an error not only on the part of a Schiphol employee, but also on the part of employees of other partners in the chain. Reduction of noise impact and CO2 emissions are also areas of shared responsibility, but Schiphol can exert its influence with partners to make air traffic more environmentally friendly and quieter. Schiphol Group also shares responsibility for spatial planning of the airport site, which is developed in close cooperation with municipal, regional and national authorities.

It is vital that we take due account of these diverse responsibilities. They have a major influence on our growth ambitions, which must conform to environmental standards and noise level limits.

To provide insight into the long-term impact of its activities within the value chain, Schiphol Group uses a value creation model. This model explicates the relationship between input, output and outcome. Input are the resources that we use to create value, such as the airport infrastructure, our workforce potential and our partnerships. Our business activities generate output – in other words, things we produce – which include not only high-quality facilities and services but also a safe working environment, noise levels and waste flows, for example. Business activities combined with output represent the outcome, which is the added value that we are continually seeking to provide. This value is expressed, for example, by the extensive network of connections, economic value and strong popular support, all of which act to boost prosperity and well-being both in Netherlands and beyond. In 2015 we began translating our outcome into actual monetary impact. For further details, see Valueing our Impact.

The airport process

Our process roughly comprises three elements: transport to and from the airport, the terminal and the apron and runways. These activities determine the material aspects on which we report, such as accessibility, capacity, safety and air quality. Further details can be found under Stakeholders and materialityStakeholders and materiality.