Schiphol Group is a leading international airport operator, constantly looking to create value and opportunities. These include value optimization of international assets and expansion of the airport family abroad. By operating internationally, we strengthen our position as an international hub and airport operator.

Schiphol Group develops a corporate strategy for the medium to long term, in close cooperation with relevant departments throughout the organization and, when necessary, with external stakeholders. Strategy products, such as Vision 2050, the strategic plan and various roadmaps, are the starting point for renewal and implementation of the strategy.

All expertise on sustainability and environmental impact on the surroundings of the airport come together at Schiphol Group. We develop the strategies and programs to make the airport and its surroundings more sustainable, in close cooperation with the relevant departments and external stakeholders. Consultations and good contact with regional partners, the government and international counterparts are also important.

The focus for innovation is on sustainable aviation, future baggage, healthy environments, digital identity, autonomous airside and multi-model hub. Schiphol Group has many activities concerning long-term transformational (H2) and disruptive (H3) innovations. We also innovate existing products and services at the airport, so we keep improving continuously.

Master planning for the (medium) long term at Schiphol is indispensable. Core products include a robust Master Plan that includes space reservations for (possible) future developments. This gives direction to the further development of the airport (focus ca. 10-30 years).
And the more detailed Medium Term Plan which outlines a development strategy for the next 10 years. Schiphol Group is also closely involved in regional planning. Think of various MIRT projects (Multiyear Infrastructure, Spatial Planning and Transport Program of the central government).

The primary goal in compiling the portfolio is integrated airport development. In doing so, functions must be well matched in time and place (feasible and achievable), fit within the available budget and align with the long-term vision of the Master Plan and Mid-Term Plan.