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Royal Schiphol Group

Annual Report

2016

Value creation

Connecting the Netherlands

Royal Schiphol Group’s mission is Connecting the Netherlands: We facilitate optimal links with the rest of the world in order to contribute to prosperity and well-being both in the Netherlands and elsewhere; connecting to compete and connecting to complete.

G
H

Network and special interest organisations

a

Knowledge institutions
Alliances
&

M

o

Participations
Employees
Outcome

s

Sustainable
& Safe
Performance

R

Estate Real

B

Business partners

1

Ambition

D
Q

Development of the Group
Output

F

T

Financial

cstakeholders

Top
Connectivity

Consumer Products & Services

r

Travellers

C

Um

Competitive Marketplace
Business-

  • model
  • Mission

q

E

Government bodies
Excellent
Visit

A
2

Value O

S

Airlines
Aviation

Sector partners
Local residents

I

Input

SCHIPHOL ANNUAL REPORT 2016

1

Value creation

  • Why
  • What
  • Who

Mission

It is Royal Schiphol Group’s socio-economic task to
Schiphol has many stakeholders who represent a wide range of interests:

m1

Connecting the Netherlands: We facilitate optimal links with the rest of the world in order to contribute to prosperity and well-being in the Netherlands and elsewhere.

strengthen and develop Mainport Schiphol and the regional airports. To do this, Royal Schiphol Group must be successful across the board. Our strategy is embodied in five themes:

Travellers Airlines

rAO

Ambition

It is Royal Schiphol Group’s ambition to develop Schiphol into Europe’s Preferred Airport for travellers, airlines and logistics service providers.

Local residents
Top Connectivity

• Regional Alders Platforms • Schiphol Local Community Council • Local Community Contact Centre Schiphol

TE

The best connections

Connect

• Network of destinations and flight frequencies
• Airport infrastructure • Accessibility by road and rail

Sector partners

S

• Airlines

How

• Air Traffic Control the Netherlands
(LVNL)

Excellent Visit Value An attractive airport

Compete

In order to achieve our mission effectively and efficiently, we have clustered our core activities around four business areas:

• Handling agents • Dutch Customs
• Cost-efficient operations • Streamlined and distinctive passenger experience
• Competitive price/quality ratio
• Royal Netherlands Marechaussee

Government bodies

• Neighbouring municipalities • Provinces

qFB

Aviation, Consumer Products & Services, Real Estate, and Alliances & Participations. This business model guides the implementation of our joint strategy and

Competitive Marketplace A prime location

Attractive

• Ministries

CDs

Financial stakeholders

• Shareholders • Banks
• Location

determines the success of Royal Schiphol Group.

• Attractive business climate

  • • Logistics capacity
  • • Bond investors

  • Aviation
  • Development of the Group

A strong Group
Business partners

• Concessionaires • Lessees

2

Infrastructure and facilities for airlines, passengers, handling agents and logistics service providers at Schiphol, safety and security at Schiphol.

Strengthen

• International development • Organisational development • Synergy within the Group
• Security companies • Facility services providers • Construction and installation companies

Consumer Products & Services

Products and services for travellers and businesses at Schiphol.

Sustainable & Safe Performance Sustainability and safety

Future-proof

cRa

Employees

MGH

• People • Planet • Profit • Financial solidity

Network and special interest

  • organisations
  • Real Estate

• Safe environment for staff,

  • passengers and visitors
  • Operational and commercial

real estate at Schiphol and other airports.

Knowledge institutions
Alliances & Participations

Participating interests in airports in the Netherlands and abroad, other domestic and international activities.

2

SCHIPHOL ANNUAL REPORT 2016

Value creation

Value

  • I
  • Q
  • o

  • Capital
  • Input
  • Output

Ou Outcometcome

Produced

• Airport infrastructure • Buildings
• High-grade facilities and infrastructure
• Competitive airport charges
• Car parks • Roads
• Attractive real estate

3

Prosperity

Social and

• Infrastructure and network
• Accessibility of destinations

relationships

• Stakeholder dialogue • Collaborations
• Relationships with sector partners, business partners, suppliers and employees

4

• Local support base

Human

  • • Employees
  • • Skilled and trained

  • employees
  • • Schiphol workers
  • • Connections

• Economic value • Safety
• Diversity • Safe working

  • conditions
  • • Living and

working climate
• Support base • Reputation

5

Intellectual

• Knowledge • Expertise
• Brands and concepts • Innovation
• Committed and motivated workforce
• Ecological value

6

Nature

  • • Energy
  • • Emissions

• Raw materials • Drinking water • Land holdings
• Noise • Use of materials and residual waste flows
• Waste water • Water

Well-being

• Space requirements • Biodiversity

7

Financial

• Financial position • Creditworthiness
• Return • Credit rating • Taxes • Dividend

8

SCHIPHOL ANNUAL REPORT 2016

3

Contents

  • Message from the CEO
  • 7

Facts and figures

  • Key events in 2016
  • 10

  • About us
  • 11

12 14 16 22

page

12

Facts and figures Our organisation Our activities

Our position in the value chain

Our position in the value chain

page

22

  • Our strategy
  • 24

25 34

Strategic themes

Trends and developments Our strategy: Mainport development

page

34

  • Our results
  • 40

41 42 82 84
2016 Management Agenda Our results

Network of destinations

Partner views and recommendations Financial performance

page

43

  • Governance
  • 88

89

Partner views and recommendations

Report of the Supervisory Board

  • Supervisory Board
  • 98

page

82

Management Board Corporate Governance Remuneration
100 101 106

  • 110
  • Risk management

Annual Statements

Socio-economic accountability Financial Statements
120 135

ROYAL SCHIPHOL GROUP 2016 ANNUAL REPORT

  • 5
  • 6

ROYAL SCHIPHOL GROUP 2016 ANNUAL REPORT

Message from the CEO

Schiphol’s 100th anniversary: His Majesty King Willem-Alexander visits Amsterdam Airport Schiphol

The year 2016 was, for various reasons, an exciting, intense and turbulent year for Royal Schiphol Group. It was also a year in which we pulled out all the stops to celebrate the airport's 100th anniversary. Highlights included meetings with our partners and neighbours, receiving the 'Royal' designation and His Majesty the King's visit on our birthday, 19 September. The European Aviation Summit convened at Schiphol this year, bringing European aviation leaders together to discuss current issues facing the industry. It was also a year of unexpectedly strong growth in passenger volumes, which presented some major challenges.

as of 1 April 2016 our airport charges went down by an average of

Pressure on capacity and quality

In its centenary year, Amsterdam Airport Schiphol welcomed a record 63.6 million passengers, representing a 9.2% increase compared to 2015. This growth was most noticeable in Departure Hall 1 (passengers to destinations within the Schengen area), where passenger numbers rose by 17%. The unexpectedly strong growth may in part be due to airlines requesting additional slots in order to ensure they have sufficient capacity for future growth now that the capacity limit of 500,000 air transport movements is approaching. Cheaper plane tickets also contributed to higher demand, leading to increased passenger flows throughout the year. This has led to significant pressure both on the capacity and the quality of our airport. Added to this were the heightened terrorism alert, structural under-staffing at the Royal Netherlands Marechaussee and a number of operational disruptions.
11.6%.

Big investments ahead

Schiphol's new pier and terminal are set to significantly expand airport capacity. In 2016 we received the green light for construction, and preparatory work is now under way. The new pier will be finished in late 2019, and the new terminal in 2023.

To guarantee sufficient capacity and quality in the interim, Schiphol is building a temporary departure hall on top of Baggage Hall South. This decision was taken in September 2016 and the temporary hall will be commissioned in April 2017.

Working in cooperation with the Amsterdam Metropolitan Area and the Ministry of Infrastructure and the Environment, investments are also being made to improve access to Schiphol through the modification and expansion of roads, the railway station, bus station, Schiphol Plaza and Jan Dellaertplein. These plans are still in the decision-making phase.

Swift and adequate response

Thanks to the flexibility and ingenuity of many, we were able to act swiftly and effectively to ensure a safe and successful 2016. We are immensely grateful to our own employees and those of our partners for their commitment. Looking ahead, that commitment will remain vital to keep pace with the forecast continued growth of the aviation industry. Over the coming years, major investments to create additional space at Schiphol will be needed to keep capacity and quality up to par. Our motto is: Perform today. Create tomorrow. This means that we are working today to build the Schiphol of tomorrow, while at the same time offering a good product at a competitive rate during the construction period. As a case in point,

Lelystad setback

Under the selectivity policy we are working to create additional capacity not only at Amsterdam Airport Schiphol but also at Lelystad Airport. The Alders Agreement provides for Lelystad to take over a sizeable number of flights from Schiphol, mostly non-Mainportrelated holiday flights to destinations around the Mediterranean. All of the contracts for construction of the new terminal and runway were signed in June 2016, work got off to a flying start and the

ROYAL SCHIPHOL GROUP 2016 ANNUAL REPORT

7

Message from the CEO

infrastructure will be in place in April 2018. Therefore, it came as a disappointment to learn in late 2016 that Air Traffic Control the Netherlands (LVNL) will not be able to have air traffic control in place by that date, resulting in the delay of the opening of Lelystad. We are now seeking firm assurances from the Ministry of Infrastructure and the Environment and LVNL that Lelystad Airport will be ready to open in April 2019 with immediate capacity for 4,000 flights a year. framework will provide the solid foundation we seek for Schiphol's future sustainable growth.

Sustainable growth

The Sustainable Development Goals provide an incentive for us to make our business processes more sustainable and take the lead in the mobility debate. Royal Schiphol Group wants to assume greater leadership in these efforts. By anticipating future developments and embedding sustainability in our processes, we are demonstrating how growing airports and growing metropolitan regions can go hand in hand. Like our neighbouring municipalities, we are well aware of the need for circular enterprise and are taking concerted action to achieve it. Apart from partnering with local parties, we also seek to join forces with other airports. During Airports Going Green, the leading industry conference on sustainability, Schiphol therefore took the initiative for the signing of the Airports Sustainability Declaration, in which airports around the world have expressed their ambition to work together to make airports more sustainable.

Clarity on selectivity

As Schiphol is nearing the limits of its capacity, discussions about the selectivity policy are becoming more urgent. In the Alders Agreement it was determined that further growth would be premised on selectivity, with Schiphol to focus on Mainport-related air traffic: in other words, to destinations that contribute most to prosperity in the Netherlands.

With the increase in the number of low-cost carrier flights, Schiphol has been accused of disregarding the selectivity policy. However, it is not up to Schiphol to decide which airlines can land here. That is laid down in international laws and regulations, and the slots are subsequently issued by an independent slot coordinator. Schiphol's role in the selectivity policy therefore consists in nothing more nor less than facilitating the decisions of others. We call on the government to provide more clarity on the selectivity policy, what it entails and who bears responsibility for what.

Schiphol Action Agenda

In the Schiphol Action Agenda published in late April, the Dutch government affirmed the importance of Schiphol in promoting prosperity and well-being in the Netherlands. The Action Agenda sets out a number of measures to further improve Schiphol's competitive edge. According to the government, Schiphol's continued growth in balance with its surroundings is vital to enable it to compete with other airports in Europe and with rapidly growing airports in Turkey and the Gulf States. Royal Schiphol Group welcomes the Schiphol Action Agenda, although more must be done. The Action Agenda leaves various loose ends to which we will continue to draw attention, in the interests of our competitive position.

Nearing limits

The increase in passenger volumes means that Schiphol is rapidly nearing the limit of its growth potential. Under its agreement with the local community, Schiphol will be allowed to grow to a maximum of 500,000 air transport movements per operating year through the end of 2020. In 2016, we reached almost 479,000 air transport movements. Scope for further growth therefore is limited. Given that Schiphol is committed to the agreements it has made with the local community, it will not be long now before we will have to disappoint airlines. We have already asked the slot coordinator not to issue more than 500,000 slots.

Digital services vital

Sustainable growth, capacity expansion and quality improvement not only concern our physical environment but also entail digital solutions. The Digital Airport Programme was set up to accelerate the implementation of such solutions, putting Schiphol on the path to becoming the leading digital airport by 2019. We want to guarantee the best and smoothest possible travel experience by offering passengers more control over the travel process and personalised information through our digital channels such as the new Schiphol website and app launched in late 2016. In 2016 we also began testing innovative equipment for scanning hand baggage so that passengers will no longer have to unpack liquids and laptops. No-Q Passport Control was also expanded in 2016, in cooperation with the authorities.

Forward-looking agreement framework

The trajectory for Schiphol's development has been established for the period through the end of 2020, but what will happen after this is unclear. Agreement on a definitive course is urgently needed and must be reached in 2017 so that the airport, airlines, local residents and authorities all know what to expect further down the road.

Consultation with partners and the local community will be vital as we plot the course of Schiphol's future. Important as such consultation is, however, it is our experience that decision-making is sometimes unnecessarily protracted. It would make a great difference if we could incorporate the principles of flexibility, manoeuvrability, decisiveness and speed in the various consultation bodies that are concerned with Schiphol.

Creating success together

We create Schiphol's success together. We are grateful to our partners and neighbours for helping us to make Schiphol a success for the past 100 years. For example, our home carrier KLM and other airlines continually expand their networks, which boosts Schiphol's appeal. We also look to the government to create the right preconditions, among other things by ensuring sufficient capacity at the Royal Netherlands Marechaussee. Unfortunately this was not the case in 2016, nor will it be in 2017, despite promised expansion. The long queues continue to be a point of concern. Together with
We would like to work with everyone involved to establish a forward-looking agreement framework focused on the objectives rather than the means, and balancing the need for noise mitigation, Mainport development and quality of life. Such an agreement

8

ROYAL SCHIPHOL GROUP 2016 ANNUAL REPORT Message from the CEO

the government we are working hard to further digitise the border process, and we have every confidence that these efforts will be fruitful. Constructive collaboration and commitment from all sector partners will enable us to remain successful going forward.

Economic and social benefits

The sustainable growth of all Royal Schiphol Group airports and of Amsterdam Airport Schiphol in particular is a collaborative effort and serves a much broader interest. By connecting the Netherlands with the rest of the world, aviation provides economic and social benefits that are vital to the country's development. We are well aware of the challenges we face. Royal Schiphol Group is ready to take on those challenges as we head into the next 100 years. The aviation industry and the future of the Netherlands depend on it.

Jos Nijhuis President & CEO of Royal Schiphol Group

ROYAL SCHIPHOL GROUP 2016 ANNUAL REPORT

9

Key events in 2016

First quarter

4 January
5 March

Start of the Schiphol centennial year during the New Year’s reception for business relations
Start of major maintenance of Buitenveldert Runway (09-27)

16 March

Schiphol voted ‘Best Major European Airport’ at the IATA World Cargo Symposium in Berlin

15 March

Schiphol’s shareholders give their definitive go-ahead for the development of a new pier and terminal at Amsterdam Airport Schiphol

Second quarter

11 April

‘Schiphol’ tulip christened in honour of 100th anniversary

14 April

New sustainable Smart Parking car park opened at P3

12 May

Opening of online museum on the history of Schiphol in collaboration with the Amsterdam Museum

15 April

Start of European tender procedure for integrated design of the new pier

30 June

Contract signed for the construction of a terminal and integrated services for the new Lelystad Airport

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    Research Journal of Business and Management- RJBM (2020), Vol.7(3),p.149-156 Uzulmez, Ates METRO LINE ON ACCESS TO ISTANBUL AIRPORT AND SIMULATION STUDY OF THE COVID-19 EFFECT DOI: 10.17261/Pressacademia.2020.1278 RJBM- V.7-ISS.3-2020(3)-p.149-156 Mevlut Uzulmez1, Savas S. Ates2 1Erciyes University, Faculty of Aeronautics and Astronautics, Kayseri, Turkey. [email protected], ORCID: 0000-0002-4606-7468 2Eskisehir Technical University, Faculty of Aeronautics and Astronautics, Eskisehir, Turkey. [email protected], ORCID: 0000-0003-2462-0039 Date Received: July 9, 2020 Date Accepted: August 29, 2020 To cite this document Uzulmez M., Ates S.S., (2020). Metro line on access to Istanbul airport and simulation study of the covid-19 effect. Research Journal of Business and Management (RJBM), V.7(3), p.149-156. Permanent link to this document: http://doi.org/10.17261/Pressacademia.2020.1278 Copyright: Published by PressAcademia and limited licensed re-use rights only. ABSTRACT Purpose- It has increased the demand for air transport in the medium and long distance for about two and a half times in Turkey, as in all the world, over the last decade. This increase is for the city of Istanbul in which hosting such a rate of 50% of air traffic in Turkey has brought the need for a new airport. The first phase of Istanbul Airport (IST-LTFM), that is planned to meet the increasing air transport demand in Istanbul and to increase the existing passenger and cargo carrying capacity, was completed in October 2018. Transportation to Istanbul Airport, which is located further away from the places where the settlement is dense, has gained importance due to its location.
  • Powerpoint Sunusu

    Powerpoint Sunusu

    İSTANBUL NEW AIRPORT GUIDE www.igairport.com ACCESS PERMISSION RULES FOR OPERATING IN İGA EXCLUSIVE SERVICES IN İGA STAKEHOLDERS & CONTACTS ID-CARD REGULATIONS AIRPORT OPERATIONS İGA PRODUCTS & SERVICES MEETINGS AND COMMITTEES Registration SHY-14A İstanbul Airport City AOC Apply for ID-card İGA TOM (Terminal Operating AOCC Airport Hotel 24/7 MADKOM Security Awareness Test Manual) General Rules and Conditions İGA Passenger Lounges Stakeholder Meetings İGA Aerodrome Manual A-CDM Buggy Services PERMITS İGA Local Regulations Airside Planning and Capacity Fast Track CONTACTS Vehicle permit Management Dining Facilities Contacts İGA Tool & Working SAFETY MANAGEMENT Terminal Ad-Space Allocations Contacts Stakeholder Survey permit Safety Management System Signage and branding Commercial Fields and Office Contacts Goverment Agencies Photo and Filming Permit Safety Policy -General Rules Allocations Customs Advertising Permit Risk Assessment procedures -Branding Placement Car Parking Lot Passport Police Safety reporting procedures -Airline logos on İGA dynamic IT Services And Support Military Police COURSES signage (monitors) Electrical Concierge Services Health Services Visitor course General Aviation Terminal Health Services Driving course Fueling For GHE DOMESTIC / INTERNATIONAL Check-in counter allocation Other courses ECAC Gates PRM – persons with reduced OTHER SERVICES Domestic Gates mobility AUTHORITY APPROVAL -Power Plant, Water And Natural Transit Rules Self-Service products Catering
  • Financial Results of the Business Year 2012/2013

    Financial Results of the Business Year 2012/2013

    P R E S S I N F O R M A T I O N Result for the 2012/2013 business year (1 April 2012 to 31 March 2013) . Sales and earnings considerably improved . New customers acquired by all divisions and across all regions . Quality-focused business model secures sustainable growth and em- ployment SALES EUR 576.19 million +23.6% EBITDA EUR 58.44 million +13.4% EBIT EUR 41.31 million +27.5% VIENNA – 4 June 2013 – DO & CO Aktiengesellschaft today is publishing its results in accordance with IFRS for its 2012/2013 business year (1 April 2012 to 31 March 2013). In its 2012/2013 business year, the DO & CO Group achieved sales of EUR 576.19 million, an increase of 23.6% or EUR 109.84 million on the previous year’s period. BY 2012/13 BY 2011/12 Change Change Sales in Mio € in Mio € in Mio € in % Airline Catering 400.23 349.81 50.42 14.4% International 71.09 46.01 25.08 54.5% Event Catering Restaurants, Lounges 104.87 70.54 34.34 48.7% & Hotel Group sales 576.19 466.35 109.84 23.6% At the same time, the DO & CO Group also managed to increase its previous year’s results. 1 BY 2012/13 BY 2011/12 Change Change Group in Mio € in Mio € in Mio € in % Sales 576.19 466.35 109.84 23.6% EBITDA 58.44 51.52 6.92 13.4% Depreciation/amortization -17.13 -19.12 1.99 10.4% EBIT 41.31 32.40 8.91 27.5% EBITDA margin 10.1% 11.0% EBIT margin 7.2% 6.9% Employees 6,220 4,166 2,054 49.3% Consolidated earnings before interest and tax (EBIT) of the DO & CO Group amounted to EUR 41.31 million for the 2012/2013 business year, an increase of EUR 8.91 million on the previous business year.
  • Securing Smart Airports

    Securing Smart Airports

    Securing Smart Airports DECEMBER 2016 www.enisa.europa.eu European Union Agency For Network And Information Security Securing Smart Airports December 2016 About ENISA The European Union Agency for Network and Information Security (ENISA) is a centre of network and information security expertise for the EU, its Member States (MS), the private sector and Europe’s citizens. ENISA works with these groups to develop advice and recommendations on good practice in information security. It assists EU MS in implementing relevant EU legislation and works to improve the resilience of Europe’s critical information infrastructure and networks. ENISA seeks to enhance existing expertise in EU MS by supporting the development of cross-border communities committed to improving network and information security throughout the EU. More information about ENISA and its work can be found at www.enisa.europa.eu. Acknowledgements Over the course of this study, we have received valuable input and feedback from: Jean-Jacques Woeldgen, European Commission Vicente De-Frutos-Cristobal, European Commission Jean-Paul Moreaux, European Aviation Safety Agency Zarko Sivcev, EUROCONTROL Charles de Couëssin, ID Partners Khan Ferdous Wahid, Airbus Fillippos Komninos, Athens International Airport David Trembaczowski-Ryder, ACI Europe Francesco Di Maio, ENAV Theodoros Kiritsis, IFATSEA Costas Christoforou, IFATSEA Alcus Erasmus, Manchester Airport Alexander Doehne, Fraport AG Frankfurt Airport Iakovos Ouranos, Heraklion Airport Charles Badjaksezian, Geneva Airport Chris Johnson, Glasgow University Tim Steeds, British Airways Morten Fruensgaard, AVINOR Matt Shreeve, Helios Ruben Flohr, SESAR Joint Undertaking Giuliano D'Auria, Leonardo-Finmeccanica Philippe-Emmanuel Maulion, SITA ADP Group Amadeus Zurich Airport 02 Securing Smart Airports December 2016 Legal notice Notice must be taken that this publication represents the views and interpretations of the authors and editors, unless stated otherwise.
  • NLF Opinie 2018/46 De Dividendbelasting: Paul En Fred Leggen Het Nog Één Keer Uit Mr

    NLF Opinie 2018/46 De Dividendbelasting: Paul En Fred Leggen Het Nog Één Keer Uit Mr

    NLF Opinie 2018/46 De dividendbelasting: Paul en Fred leggen het nog één keer uit mr. P.M. de Haan en mr. F. van Horzen Fred van Horzen en Paul de Haan hebben eerder al in NLF Opinie 2018/0044 en 0045 aangegeven dat het spel van het kabinet rond de voorgenomen afschaffing van de dividendbelasting zwak is. Fred en Paul vatten nog eens samen wat er vóór afschaffing pleit. ‘De nacht is ver gevorderd, de dag is nabij. Laten wij dan de werken der duisternis afleggen en aandoen de wapenen des lichts!’1 Vrijdag 7 september was een opzienbarende dag. We hebben het dan niet over de kwestie rond de uitzetting van Lili en Howick, de Armeense kinderen die op last van rechterlijke uitspraken het land moesten worden uitgezet, maar vervolgens op last van de wegens bedreigingen inmiddels ondergedoken staatssecretaris Harbers toch mochten blijven. We hebben het over de dividendbelasting, het hoofdpijndossier van Rutte III. De dividendbelasting lijkt steeds meer op de paddenwratjes uit de recente roman van Rijneveld: als je ze kapot knijpt, ‘komt er een zurig goedje uit’.2 Aan zuur geen gebrek op dit dossier. De vaandelvlucht van AmCham Het begon rond het middaguur met een opmerkelijk persbericht van de American Chamber of Commerce in the Netherlands (AmCham). AmCham trok haar steun in aan het voorstel om de dividendbelasting af te schaffen. AmCham merkte op dat men aanvankelijk (lees: november 2017) begrip had voor het plan om de dividendbelasting af te schaffen. Het woord ‘begrip’ is enigszins een vertekening van de werkelijkheid. AmCham heeft zich al meer dan tien jaar helemaal suf gelobbyd om de dividendbelasting afgeschaft te krijgen.