Royal Schiphol

The role of the administrative, management and supervisory bodies

Governance structure and responsibilities

Management Board and Executive Team

Royal Schiphol Group N.V. (RSG) is a public limited liability company with a two-tier board system ('volledig structuurregime') and three shareholders: the Dutch State, the municipality of Amsterdam and the municipality of Rotterdam.

The Management Board and Executive Team are jointly responsible for the management of Schiphol Group and for general affairs within Schiphol Group and its companies. The CEO and CFO are the statutory directors. Each statutory director has assumed responsibility for a specific portfolio approved by the Supervisory Board.

The term of Mr Sondag as interim CEO ended on 29 February 2024. From 1 March 2024 until 31 May 2024, Mr Carsouw acted as interim CEO and CFO. Per 1 June 2024, Mr Van Oord was appointed as CEO of Schiphol Group. His first term expires on 31 May 2028.

Executive Team Composition

The leadership structure secures direct and integrated control of Schiphol Group's key operational responsibilities. The broad composition of the Executive Team strengthens business operations and ensures the robust implementation of the strategic agenda. When appointing new Executive Team members, key considerations include sustainability expertise, engagement in sustainability matters and business conduct, among other important qualifications. Schiphol Group's Executive Team members are jointly responsible.

Supervisory Board

The Supervisory Board is responsible for supervising the management and general affairs of Schiphol Group.

Supervisory Board committees with sustainability oversight

The Supervisory Board has established four permanent committees:

1. Audit Committee - prepares and discusses matters relating to the Supervisory Board's approval of investment decisions (as stated in the articles of association and internal regulations).

2. Capital Programme, Operations & Investments Committee - prepares and discusses matters relating to the Supervisory Board's approval of investment decisions (as stated in the articles of association and internal regulations). The committee is closely involved in major projects (including Pier A, the expansion of the Quebec taxiway, Southern Development and the Redevelopment of Lounge 1), as well as (general) operational and commercial developments at the airport.

3. People Committee - prepares and discusses the Supervisory Board's decision-making regarding nominations, appointments and remuneration. The committee also engages in topics relating to diversity and inclusion, as well as succession planning, Schiphol Group's culture (including integrity) and employee-related matters.

4. Safety, Sustainability and Stakeholders Committee - prepares and discusses the Supervisory Board's decisions regarding safety, sustainability and ESG, and stakeholder-related matters.

The committees meet independently and carry out preparatory work as governed by the charters, which are part of the Supervisory Board Rules. The committees report on the outcome of their meetings in a Supervisory Board meeting. The Supervisory Board as a whole makes decisions based on these reports.

Composition and diversity

Supervisory Board Composition

At year-end, the Supervisory Board of Schiphol Group consisted of three female (43%) and four male (57%) members. Schiphol Group therefore complies with the objective to maintain gender diversity on the Supervisory Board to ensure that at least 30% of its members are women and at least 30% are men.

Management Board Composition

At year-end, the Management Board of Schiphol Group consisted of zero female (0%) and two male (100%) members. Schiphol Group therefore does not comply with the objective to achieve gender diversity within the Management Board to ensure that at least 30% of its members are women and at least 30% are men.

Executive Team Composition

Schiphol Group believes that gender-diverse management is important for the organisation. At year-end, the Executive Team of Schiphol Group consisted of two female (33%) and four male (67%) members, which is in line with the policy.

Senior Management Composition

At year-end, senior management consisted of six female (50%) and six male (50%) members. Schiphol Group therefore complies with the objective to maintain gender diversity within senior management to ensure that at least 30% of its members are women and at least 30% are men.

Cultural Diversity

Schiphol Group strives to increase the cultural diversity of the Supervisory Board, Management Board and senior management to ensure that by 2025, at least 15% of their combined members are international or bi-cultural. At year-end, three of their combined members have either an international (two) background or a bi-cultural (one) background (14%). Schiphol Group therefore does not comply with this objective and strives to enhance cultural diversity.

Rejuvenation

Schiphol Group pursues rejuvenation in the appointment of members to the Supervisory Board, Management Board and senior management. Schiphol Group consistently considers rejuvenation in its appointments and succession planning.

Sustainability governance and responsibilities

Primary Responsibility

The President and CEO of RSG holds primary responsibility for sustainability governance. The Executive Team, supported by the Safety, Sustainability & Stakeholders Committee of the Supervisory Board, defines the sustainability vision and policy.

Sustainability Integration

The sustainability programme manager is part of the Strategy and Airport Planning department, ensuring the effective integration of sustainability throughout Schiphol Group. Sustainability targets are a key component of the Executive Team's remuneration, aligning executive incentives with Schiphol Group's environmental, social and governance objectives.

The Executive Director of Operations ensures compliance with relevant safety and environmental legislation.

Sustainability Strategy Focus

Our sustainability strategy is aimed at building the world's most sustainable, high-quality airports by focusing on four key areas: Energy Positive, Circular Economy, Sustainable Aviation and Communities. Senior management from key departments periodically discuss these themes to ensure alignment and progress toward our sustainability ambitions.

Expertise and skills related to sustainability matters

The management and supervisory bodies are equipped with a range of expertise in sustainability and business conduct matters. These competencies are always part of the profiles when appointing management and supervisory members. The Supervisory Board includes members with diverse backgrounds and extensive sector-relevant knowledge. External experts and ongoing training are used to further enhance the sustainability-related skills and knowledge within Schiphol Group. The sustainability programme manager and other key roles within RSG ensure continuous integration of this expertise into the decision-making processes.

Oversight and management of impacts, risks and opportunities

Schiphol Group's statutory directors are ultimately responsible for managing the material topics along with managing the impacts, risks and opportunities. They do so—amongst other things—by ensuring that the material topics are regularly included on the agenda of formal Executive Team meetings, engaging in broad discussions and deep dive sessions with business experts regarding these material topics and discussing them during the bilateral meetings with relevant directors. The latter is important since the statutory directors delegate the managing of the material topics to executive directors in the organisation.

Sustainability plays a crucial role in decision-making as it involves balancing various aspects. Due to this, the Supervisory Board supervises and advises the statutory and executive directors in managing the material topics.

Setting and monitoring sustainability targets

The Executive Team collaborates with senior executive management to set sustainability targets and monitor progress. Sustainability developments and the strategy used to achieve our 2030 goals and 2050 ambitions are discussed regularly. Furthermore, sustainability is a fixed component of Schiphol Group's investment strategy, ensuring that it remains a central consideration in the decision-making processes.

The Supervisory Board supervises and advises in managing material topics through comprehensive discussions with business experts and relevant directors. This ensures sustained focus on sustainability goals and effective progress towards long-term objectives.

Compliance with legislation

Line managers are responsible for compliance with Health, Safety and Environment (HSE) legislation and regulation, and they must establish a supervisory system to monitor adherence. The HSE organisation independently assesses whether the line supervision is adequately organised and functions as intended.

Complying with the European Union Aviation Safety Agency (EASA) rules requires continuous attention. The EASA compliance monitoring manager oversees and coordinates compliance through the Compliance Monitoring Group. Additionally, RSG has a public-private partnership with four government bodies in safety and environmental legislation inspections and supervisory tasks. The partners include Human Environment and Transport Directorate, Rijnland Water Authority, the Omgevingsdienst Noordzeekanaalgebied (North Sea Canal Environment Agency) and the Royal Netherlands Marechaussee.

Safety and environmental risk control

Schiphol Group implements its objectives, tasks, responsibilities, authorisations and working agreements regarding safety control and environmental risks through safety management systems. At Schiphol Airport, the safety manager is accountable for the development and maintenance of this system. All system-related improvements are included in the annual Health, Safety and Environmental plan. Safety is a line responsibility, meaning that all operational managers are responsible for effectively managing safety risks within their respective processes.

Schiphol Airports HSE organisation is responsible for providing the operational departments with the necessary support to identify and manage safety risks and for ensuring that suitable systems, procedures and methodologies are in place. The Executive Director of Operations and relevant senior management are represented in the Safety Review Board (SRB). The SRB monitors the airport's progress on its safety goals and performance as well as compliance with all HSE regulations and EASA requirements. Safety is a chain responsibility at Schiphol Airport. Our sector partners work together within the Integral Safety Management System (ISMS) framework to identify, monitor, analyse and mitigate safety risks that affect more than one industry party.

Integration of sustainability-related performance in incentive schemes

Executive Team remuneration linkage

All TPI (Top Performance Indicator) targets are a key component of the Executive Team remuneration.

Sustainability KPIs tied to remuneration

TPI Sustainability

The 2024 target was to achieve a 65% reduction in CO₂e compared to the 2019 baseline. Although the decrease in fuel consumption was less than expected due to, for example, the delayed delivery of zero CO₂e emissions equipment, RSG was able to achieve the target.

In 2025, RSG will no longer use a single performance indicator for all airports and instead will report on each airport separately:

Climate-related targets in incentive schemes

For statement related to climate-related targets, please see climate change mitigation chapter.

Target setting process

RSG involves relevant stakeholders and consults the latest scientific reports to develop targets. TPI Sustainability is used to assess climate mitigation efforts for Scope 1, Scope 2 and partially for Scope 3, reported quarterly. It shows progress towards the zero CO₂e emissions 2030 goal. TPI Sustainability is expressed in CO₂e.

Energy efficiency target

The 2024 target was to achieve a 5% energy efficiency rating for Schiphol Group. A comprehensive assessment resulted in a set of measures to achieve this target, however, delays were experienced in the implementation. As such, the overall energy efficiency rating amounted to 3.6% in 2024.

Business model

Schiphol Group's core activities are concentrated within three business areas: Aviation, Schiphol Commercial and Alliances & Participations.

As one of the largest hub airports within Europe, we serve a range of market segments to sustain our societal value for the Netherlands and beyond. In addition to earning aeronautical revenue from our airlines, we also generate income from other sources. These include concession fees from retail operators, rental revenues from our existing real estate property, parking fees, advertising revenue and income from the provision of our (inter)national alliances and participations.

Value chain

Royal Schiphol Group's value chain outlines all the activities involved in running its airports, from start to finish. The value chain includes the four sectors that RSG contributes to, has responsibility for, or both. These are: 1. aviation, 2. construction and real estate, 3. retail, food & beverage and 4. services and transport. Within the four sectors, there are three value chain scopes. These include upstream impacts, airport location impacts (encompassing both our own operations and activities by third parties taking place on our premises) and downstream impacts.

We used the value chain to identify the impacts, risks and opportunities (IROs) within our value chain, which served as input for the double materiality assessment (DMA). The value chain also helps RSG identify its key partners and stakeholders, allowing for a better understanding of its position within the chain and how it connects to both upstream and downstream processes.

RSG's other policies, actions, metrics and targets mainly focus on the following upstream and downstream activities: air traffic arriving and departing, cargo transport to and from the airport, residual management, and passengers, staff and other visitors travelling to and from the airport. These are the activities where RSG has the most impact on its relevant stakeholders and can reduce its negative impact or even have a positive impact.

Interests and views of stakeholders

Overview

We remain in regular dialogue with our stakeholders to understand their needs and interests. The nature and frequency of these interactions and sustainability matters discussed varies. The stakeholder groups in the stakeholder engagement table are based on RSG's five main stakeholder groups.

All stakeholders listed in the table stakeholder management received an invitation to participate in a stakeholder engagement activity. The input from these dialogues is used as input for our policies. The policies are communicated back to the stakeholders in our Sustainability Statement on a yearly basis. Although not all stakeholders responded to the invitation for the stakeholder engagement sessions, we deem the stakeholders that were included in the stakeholder dialogue representative of their respective stakeholder group. The overview is not exhaustive. The Sustainability statement includes results for each material topic.

Identified stakeholder groups and engagement approach

Integration of stakeholder views into strategy and business model

Stakeholder interests are integrated into our Vision 2050 and Double Materiality Assessment (DMA). Regular dialogues ensure alignment with strategic priorities.

For the way that administrative, management and supervisory bodies are informed about views and interests of affected stakeholders with regard to sustainability-related impacts, we refer to the chapter Governance and Risk Management.

Double materiality assessment process and stakeholder involvement

For 2024, we expanded the engagement process to include our external stakeholders, ensuring diverse perspectives are integrated into the assessment. This expansion helps validate the findings and enriches the understanding of material topics from multiple viewpoints.

Through an updated double materiality assessment (DMA), we assessed both the financial and impact materiality of sustainability matters to help guide our efforts in operating the world's most sustainable and high-quality airports. This year's DMA follows the requirements of the CSRD, which comes into effect for Schiphol Group in 2024.

Mechanisms for reporting concerns

Schiphol Group has mechanisms in place for identifying, reporting and investigating concerns about unlawful behaviour or behaviour that contradicts our Code of Conduct or Responsible Business Policy (RBP). External stakeholders can report concerns. If necessary, we ensure that reports are handed over to and are adequately handled by the relevant (external) stakeholder responsible for the concern.

Communication of policies and outcomes

The due diligence process is described in the RBP. The outcomes are published internally via relevant channels and with relevant stakeholders in Dutch and English. The outcomes are externally reported in this chapter. Throughout the year, RSG communicates on progress in relation to specific actions, such as the VDME programme.

Material topics

We conduct a yearly materiality assessment to identify our material topics, taking into account the entire consolidated Royal Schiphol Group. The material topics are linked to our Qualities and enablers and hence our strategy, and help guide our sustainability efforts. In previous years, we performed the materiality assessment with reference to the Global Reporting Initiative (GRI) guidelines. Since we are a public interest entity, the Corporate Sustainability Reporting Directive (CSRD) is applicable to us from this year onwards.

We fully embraced the CSRD and performed a double materiality assessment that is compliant with this framework. The double materiality assessment considers both the impact materiality and financial materiality of sustainability matters, with impact materiality being the (actual or potential) significant impact Royal Schiphol Group has on people or the environment, and financial materiality being the risks and opportunities that (may) arise from a sustainability matter leading to a financial effect.

We identified 16 material topics during the double materiality assessment:

• Climate change mitigation
• Climate change adaptation
• Air pollution
• Soil pollution
• Biodiversity
• Resource use and circular economy
• Affected communities and noise
• Employment practices own workforce
• Diversity, equity & inclusion own workforce
• Employment practices in value chain
• Airports' attractiveness to consumers and end-users
• Safety
• Security
• Cybersecurity
• Business ethics and corporate culture
• Supplier and procurement practices

We conduct a yearly materiality assessment to identify our material topics, taking into account the entire consolidated Royal Schiphol Group. The material topics are linked to our Qualities and enablers and hence our strategy, and help guide our sustainability efforts. We fully embraced the CSRD and performed a double materiality assessment that is compliant with this framework. The double materiality assessment considers both the impact materiality and financial materiality of sustainability matters, with impact materiality being the (actual or potential) significant impact Royal Schiphol Group has on people or the environment, and financial materiality being the risks and opportunities that (may) arise from a sustainability matter leading to a financial effect. We used the value chain to identify the impacts, risks and opportunities (IROs) within our value chain, which served as input for the double materiality assessment (DMA).

Transition plan for climate change mitigation

Scope of the plan

The transition plan applies to Royal Schiphol Group (RSG) and encompasses Scope 1, Scope 2 and Scope 3 emissions across the entire value chain. The plan covers Amsterdam Airport Schiphol, Eindhoven Airport, Rotterdam The Hague Airport, and Lelystad Airport.

RSG follows the Trias Energetica approach:

• Reduce the use of energy and fossil fuels
• Use energy as efficiently as possible
• Produce and use renewable energy to replace fossil energy

Target years and net-zero commitments

Target years:

• 2030: Zero carbon emissions for Scope 1, 2 and selected Scope 3 activities
• 2050: Net-zero carbon emissions for Scope 3 or as per industry sector commitments
• 2050: Generate 100% renewable electricity on own airport sites for own consumption
• 2050: Fully circular airports

Paris alignment and 1.5°C pathway: RSG has set targets aligned with the Intergovernmental Panel on Climate Change (IPCC) to remain within planetary boundaries. The net-zero carbon target by 2050 is in line with the 1.5°C pathways. Absent a baseline, non-CO₂ emissions are not explicitly included in the target. However, the net-zero-carbon target by 2050—which is in line with the 1.5°C pathway—will also lead to a reduction in non-CO₂ emissions.

Scope 1, 2, 3 reduction milestones and baseline years

Scope 1 and 2:

RSG achieved net-zero for Scope 1 and 2 two years ago. Main driver was the shift to 100% Dutch wind and solar electricity in 2018, reducing market-based footprint for Scope 2 to zero.

Historic overview baseline: Data shows emissions from 2010 onwards, with significant reductions achieved.

2024 TPI Sustainability target: 65% reduction in CO₂e compared to the 2019 baseline. This target was achieved in 2024.

Transition path: The transition plan for Amsterdam Airport Schiphol shows reduction from:

• 2019: 21,207 tonnes CO₂e
• 2020: 16,389 tonnes CO₂e
• 2021-2023: Progressive reductions to 10,319 tonnes CO₂e
• 2024: ~10,000 tonnes CO₂e
• 2030 target: Zero emissions for own operations
• Overall reduction: 92% CO₂e emissions reduction compared to 2019 (90% threshold)

Scope 3:

Kerosene emissions are the largest contributor to Scope 3 (94%). The 2030 target set jointly by the Dutch government and aviation sector is to limit aviation emissions from outbound flights to below 2005 levels. In 2024, the aviation sector exceeded the 2005 emissions level for the first time since COVID-19 (2005: 10.3 MT; 2024: 10.5 MT CO₂e).

The International Civil Aviation Organisation (ICAO) member states adopted a collective long-term global aspirational goal of net-zero carbon emissions by 2050 for international aviation.

SBTi validation status

The Science Based Target initiative (SBTi) validated the near- and long-term net-zero targets in 2023. Schiphol was the first airport worldwide with a validated long-term and science-based ambition. Eindhoven Airport and Rotterdam The Hague Airport will be included in 2025.

Amsterdam Airport Schiphol, Eindhoven Airport and Rotterdam The Hague Airport have obtained the highest level (level 5) of the ACI Airport Carbon Accreditation. This implies net-zero carbon for Scope 1 and Scope 2 and a decarbonisation roadmap for Scope 3, verified by external parties.

Key decarbonization levers

Scope 1 levers:

The main decarbonisation lever for remaining emissions in Scope 1 is phasing out natural gas (90% reduction):

• Delivery of central ATES (Aquifer Thermal Energy Storage) system for heat and cold storage
• Renovation of Pier E including replacement of gas-powered boilers
• Connection of office buildings to central ATES
• For the 10% natural gas that cannot be phased out by 2030, RSG uses green gas

Energy efficiency measures remain important for responsible energy use. The 2024 target was 5% energy efficiency rating for Schiphol Group; the overall rating amounted to 3.6% in 2024.

Electrification of vehicle fleet: In 2024, fossil fuel vehicles were replaced by electric vehicles. RSG purchased 50 new electric buses for airside operations at Amsterdam Airport Schiphol.

Scope 2 levers:

The Dutch airports within Schiphol Group all run on 100% renewable Dutch wind and solar electricity, reducing market-based footprint for Scope 2 to zero. RSG aims to generate renewable energy on own sites to achieve energy-positive goal in 2050.

Grid strengthening: Investment in new high-voltage substation at Schiphol Centre, upgrade and replacement of other substations, and installation of new cable network.

Scope 3 levers:

Sustainable Aviation Fuel (SAF):

• Over 110,000 tonnes of SAF delivered at Schiphol in 2024, making it one of the leading SAF hubs in the world
• Between 2022 and 2024, RSG made 15 million euros available to incentivise SAF uptake by airlines
• ReFuelEU Directive requiring 2% SAF by 2025, ramping up to 6% by 2030
• Financial support for R&D and upscaling of SAF production facilities since 2019
• Synkero eSAF production facility set up in Port of Amsterdam in 2024

Hydrogen and battery-electric propulsion:

• Rotterdam The Hague Airport participating in GOLIAT project for liquid hydrogen aircraft operations
• Environmental permit obtained to build liquid hydrogen storage and dispensing facility
• Charging area for electric aircraft installed at Lelystad Airport in 2024

Sustainable taxiing:

• Working with consortium to roll out more sustainable taxiing at Schiphol
• Received 4.8 million euros for HERON project
• Successfully established more sustainable taxiing as SESAR solution

Ground operations electrification:

• 56 additional electric PCA (preconditioned air) units put into service in 2024
• HVO100 as default transition fuel at Dutch airports
• Ground operations share of carbon footprint reduced to 0% due to HVO100

Surface access:

• Bus station upgraded to facilitate public transport (19 million euros in 2024)
• Buses running to/from parking areas now electric (charging facilities: 2.5 million euros)

New buildings:

• Pier A (delivery 2027) will run on electricity and ATES system, LEED Gold certification process ongoing
• New security checkpoint (Doorlaatpost 90) EU Taxonomy aligned (1.9 million euros CAPEX)
• New car rental facility with solar panels, no gas connection (23 million euros CAPEX)

CapEx and investment commitments

Scope 1 investments:

• Central ATES at Schiphol Central Business District: 7.1 million euros
• Renovation of Pier E and two fire brigade stations: 8.7 million and 9 million euros respectively
• Phasing out natural gas in Terminal 1 and 2: 5.5 million euros on preparatory activities in 2024

Scope 2 investments:

• High-voltage substation and grid strengthening: approximately 41 million euros CAPEX in EU Taxonomy categories CCM 3.20 and CCM 4.9

New buildings:

• Pier A: EU Taxonomy aligned (179 million euros total CAPEX)
• Doorlaatpost 90: 5.7 million euros total CAPEX (1.9 million in 2024)
• Car rental facility: 23 million euros CAPEX

Scope 3 ground operations:

• Projects to facilitate electric ground handling equipment: 20 million euros in 2024 (EU Taxonomy category CCM6.17 and CCM6.20)
• European Commission granted 20 million euro subsidy via CEF Transport Alternative Fuels Infrastructure Facility (17 million for charging infrastructure, battery storage, PCA units; 3 million for electric ground power units)
• Electric PCA units: Last set tendered for delivery in late 2025

Surface access:

• Bus station upgrade: 19 million euros in 2024 (EU Taxonomy categories CCM6.15 and CCM6.16)
• Charging facilities for electric buses: 2.5 million euros (EU Taxonomy category CCM6.17)

SAF investments:

• 15 million euros available between 2022-2024 to incentivise SAF uptake (not continued in 2025 due to ReFuelEU Directive)

General approach: Investments are earmarked in the investment portfolio with sustainability as one of the key drivers. RSG allocates green financing funds to green buildings and clean transportation in accordance with Schiphol Group's Green Finance Framework. Many projects are EU Taxonomy eligible.

Locked-in emissions and stranded asset analysis

Scope 1 locked-in emissions: Apparent locked-in GHG emissions from gas-heated buildings will be phased out during natural replacement moments, such as when an asset is being renovated or demolished. Since 2019, Schiphol Group buys green gas for a part of its gas consumption (10% that cannot be phased out by 2030).

Scope 3 locked-in emissions: Locked-in emissions are apparent in aircraft. Current fossil-fuel-powered aircraft have an average lifespan of at least 25 years, making it difficult to move towards more sustainable alternatives. Once the lifespan of aircraft is expired, they will be replaced with more efficient aircraft, reducing CO₂e emissions.

RSG follows an integrated approach where assets are upgraded in line with sustainability goals at logical moments in time. For buildings still running on natural gas, the gas installation will be removed when the asset is renovated.

Use of carbon credits and removals

Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA): CORSIA, adopted by ICAO member states in 2016, is the first global market-based measure for any sector. On 1 January 2024, CORSIA entered its first phase, with 126 participating states. From 2027, all international flights will be subject to offsetting requirements. In 2023, 78% of departing flights from Schiphol went to countries covered by EU ETS; 22% went to countries covered by CORSIA.

Carbon removals for remaining Scope 1 emissions: Amsterdam Airport Schiphol, Eindhoven Airport and Rotterdam The Hague Airport compensate remaining Scope 1 emissions using carbon removals following ACI Airport Carbon Accreditation carbon offsetting guidelines.

RSG invested in a nature-based reforestation project in Tanzania, involving conversion of more than 10,000 hectares of degraded grasslands into forest. The project focuses on soil conservation, protection of water sources and enhancement of biodiversity. It is Verified Carbon Standard and Climate, Community and Biodiversity certified.

Carbon removals purchased:

• 2023: 11,000 tonnes (100% removal projects, 100% recognised quality standard)
• 2022: 14,000 tonnes (100% removal projects, 100% recognised quality standard)
• Carbon removals are purchased with one-year delay following finalization of Scope 1 and 2 emissions

Policy instruments pricing carbon:

• EU ETS for intra-European flights (78% of flights from Schiphol in 2023)
• Air passenger tax for departing origin and destination passengers at Dutch airports (since 1 January 2021)
• Dutch government exploring flown distance as criterion for air passenger tax height starting 2027

These instruments put a price on carbon emissions, reflecting external costs of aviation and providing incentives to reduce in-sector emissions.

Governance and accountability

RSG's Executive Team and Supervisory Board provide support to uphold and facilitate management of impacts, risks and opportunities (IROs). The Executive Team has endorsed the policy and transition plan.

Governance for climate change mitigation lies ultimately within Strategy & Airport Planning. The Director of Strategy & Airport Planning oversees implementation and provides regular progress and impact reports to the CEO.

Relevant departments carry out actual execution of mitigation measures. Each department is responsible for actions related to their emissions.

Climate-related considerations are factored into remuneration of Management Board members, including performance against GHG emissions reduction targets based on TPI Sustainability, directly linked to GHG emissions reduction targets.

Climate mitigation is routinely discussed with the Safety, Sustainability and Stakeholder Committee of the Supervisory Board.

Policies related to climate change mitigation and adaptation

Royal Schiphol Group has both a climate change mitigation and adaptation policy in place. The policies support RSG's goals for zero carbon emissions by 2030 for Scope 1, 2 and selected Scope 3 activities and include adaptation strategies and investment in resilient infrastructure.

Climate Change Mitigation Policy

Scope and targets:

• The policy encompasses the entire value chain, covering Scope 1, Scope 2, and Scope 3 emissions
• Applies to RSG and its consolidated group companies (Amsterdam Airport Schiphol, Rotterdam The Hague Airport, Eindhoven Airport, and Lelystad Airport)
• Targets include:
  • Net-zero carbon emissions for Scope 1 and Scope 2 by 2030
  • Net-zero carbon emissions for Scope 3 by 2050 or as per industry sector commitments
  • Generate 100% renewable electricity on own airport sites for own consumption by 2050
  • Follow the development of sectoral measures and standards on the inclusion of non-CO₂ GHG emissions closely

Governance and oversight:

• The Executive Team of RSG has endorsed this policy and the transition plan
• Governance for climate change mitigation lies ultimately within Strategy & Airport Planning
• The Director of Strategy & Airport Planning oversees the implementation of this policy and provides regular progress and impact reports to the CEO
• Relevant departments carry out the actual execution of mitigation measures, with each department responsible for carrying out actions related to their emissions
• Climate-related considerations are factored into the remuneration of members of the Management Board, including their performance against the GHG emissions reduction targets based on the Top Performance Indicator (TPI) Sustainability
• Issues are routinely discussed with the Safety, Sustainability and Stakeholder Committee of the Supervisory Board

Key content and approach:

• RSG follows the Trias Energetica approach:
  • Reduce the use of energy and fossil fuels
  • Use energy as efficiently as possible
  • Produce and use renewable energy to replace fossil energy
• The policy addresses actual negative impacts including CO₂e emissions due to the use of fossil energy in the value chain and other GHG (non-CO₂) emissions
• Risks addressed include governmental restrictions on air traffic movements related to CO₂e emissions and reputational damage and legal repercussions due to not meeting climate change mitigation ambitions
• The transition plan details goals and actions needed to achieve targets across Scope 1, 2, and 3
• RSG is committed to ensuring that its strategy and business model are compatible with the transition to a sustainable economy and in line with the Paris Agreement
• Investments needed to reach the 2030 zero-emissions target are earmarked in the investment portfolio

Alignment with international frameworks:

• Based on reports from the Intergovernmental Panel on Climate Change (IPCC), RSG has set targets to ultimately stay within planetary boundaries
• Targets are consistent with the objectives of the Paris Climate Agreement
• The net-zero-carbon target by 2050 is in line with the 1.5°C pathways
• RSG participates in initiatives aligned with International Civil Aviation Organisation (ICAO), International Air Transport Association (IATA), and Airports Council International (ACI) commitments
• EU Emissions Trading System (EU ETS) compliance for intra-European flights
• Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) participation
• Climate mitigation actively supports Sustainable Development Goals: Affordable and clean energy, Climate action

Monitoring and implementation:

• Three of four Dutch airports (Amsterdam Airport Schiphol, Rotterdam The Hague Airport, and Eindhoven Airport) are certified at the highest level (Level 5, Transition) of the ACI Airport Carbon Accreditation, with a verified net-zero carbon roadmap for Scope 3
• ISO 50001 standard for energy management provides essential guidance
• Regular progress and impact reports are provided to the CEO by the Director of Strategy & Airport Planning
• Performance is tracked through the TPI Sustainability metric
• RSG allocates green financing funds to green buildings and clean transportation in accordance with Schiphol Group's Green Finance Framework
• EU Taxonomy is being further embedded into the organisation, including the capital life cycle

Climate Change Adaptation Policy

Scope:

• The policy includes adaptation strategies and investment in resilient infrastructure
• Addresses climate change adaptation across RSG operations

Key content:

• RSG has calculated NOx deposition of both own operations and planes that fly over Natura 2000 areas in advance to allow for mitigating measures
• Investments in resilient infrastructure to address adaptation needs

Governance:

• The Supervisory Board provides support to uphold and facilitate the management of impacts, risks and opportunities related to climate adaptation

Public availability: The policies are disclosed in the company's 2024 Annual Report within the Sustainability Statement section.

Actions and resources in relation to climate change policies

Scope 1 and 2 decarbonisation actions

Target: Zero-emissions own operations by 2030 (92% CO2e reduction compared to 2019)

Key actions:

• Phasing out natural gas from buildings: Main decarbonisation lever for remaining Scope 1 emissions
• Energy efficiency measures: Implementation ongoing for responsible energy use
• 100% renewable electricity: Four Dutch airports run on 100% Dutch wind electricity and/or solar power, resulting in zero market-based Scope 2 emissions
• Electrification of own vehicles: Zero emissions target for own vehicle fleet
• Cogeneration power plant phase-out: Part of natural gas reduction strategy

Resources allocated:

• Investments earmarked in the investment portfolio to reach 2030 zero-emissions target
• Green financing funds allocated to green buildings and clean transportation in accordance with Schiphol Group's Green Finance Framework
• Climate-related considerations factored into remuneration of Management Board through Top Performance Indicator (TPI) Sustainability, directly linked to GHG emissions reduction targets

Governance:

• Each department responsible for carrying out actions related to their emissions
• Infrastructure department in close collaboration with pertinent departments carries out actual execution of mitigation measures

Scope 3 decarbonisation actions

Scope: Downstream value chain (aviation) and upstream value chain (suppliers, contractors)

Key actions:

• Sustainable Aviation Fuel (SAF) support: RSG financially supported SAF uptake at Schiphol between 2022 and 2024. Planned measure to work towards 14% SAF. In 2024, 110,000 tonnes of SAF delivered at Schiphol
• Differentiated airport fees: Airport fees established every three years (next period 2025-2027) to attract cleaner and quieter fleet at Amsterdam Airport Schiphol. Sustainability integrated into airport charges
• Partnership with Scope 3 stakeholders: RSG partners with airlines, suppliers, main contractors and operational business partners to stimulate decarbonisation efforts
• Industry collaboration:
  • Involvement in (inter)national working groups on decarbonisation roadmap for aviation
  • Leader of TULIPS consortium, including work packages on energy, hydrogen and SAF
  • Multiple hydrogen projects at Rotterdam The Hague Airport
• Advocacy: Lobbied for air passenger tax differentiated by travel distance

Target: Remaining below 2005 emissions level for outbound flights by 2030 (jointly set by Dutch government and aviation sector in 2018). Note: In 2024, aviation sector exceeded 2005 emissions level for first time after COVID-19

Climate adaptation actions

Scope: Own operations and infrastructure

Time horizon: Short term (2022-2030) and long term (2050)

Key actions:

• Resilience analysis: Conducted in 2022 using KNMI climate projections (KNMI '14 scenarios, Klimaatsignaal '21, KNMI '23 scenarios)
• Handbook for extreme weather: Adverse weather conditions handbook provides guidance on managing current extreme weather events and resuming operations
• Flooding studies: Multiple studies conducted. Amsterdam Airport Schiphol able to withstand rainfall with 1/100 years likelihood
• Climate-proof infrastructure design: For new infrastructure developments (e.g., redevelopment of Schiphol East and Terminal South), RSG takes into account climate projections after 2050 to anticipate long-term climate change

Resources allocated:

• Expenditures related to climate adaptation are integral part of project budgets for infrastructure developments
• Risk management: Climate adaptation covered in Enterprise Risk Management framework; extreme weather risks in Operational Risk Management framework

Clean transportation infrastructure (eligible green assets)

Categories:

• Electric buses airside: Airside e-buses and related infrastructure including charging stations
• E-vehicle charging infrastructure:
  • Airside e-vehicle charging stations (for ground-handling and equipment, excluding e-buses)
  • Landside e-vehicle charging stations (consumer car parks)
  • Infrastructure for landside e-bus charging stations
• Zero-emission handling equipment:
  • E-GPUs (zero-emission equipment for remote handling)
  • 400 Hz power supply equipment (zero emission equipment for handling at gates)

Note: Landside e-buses and charging stations owned by third party, not included in Schiphol asset portfolio

Investment approach

Framework: Trias Energetica approach:

1. Reduce the use of energy and fossil fuels
2. Use energy as efficiently as possible
3. Produce and use renewable energy to replace fossil energy

Portfolio management:

• From 2021 onwards, working with investment portfolio taking into account different drivers including sustainability
• Projects to reduce natural gas and enable transitions towards zero-emission ground operations are earmarked in portfolio
• External funding partially finances investments
• Many projects EU Taxonomy eligible

Green buildings and infrastructure:

• Individual investments include: renewable energy projects (solar panels), sustainable/circular furniture, energy-efficient lighting (LED), thermal energy storage systems, cool roofs, water and energy-saving technologies
• Buildings certified under LEED (Platinum, Gold), BREEAM (Outstanding, Excellent, Very Good), EPBD (Label A), or refurbished buildings with at least two-step improvement to minimum Label B

Targets related to climate change mitigation and adaptation

Climate Change Mitigation Targets

Scope 1 & 2 Targets:

Scope 3 Targets:

Other Targets:

Climate Change Adaptation

The document does not disclose specific quantified targets for climate change adaptation. The company monitors GHG emissions and maintains dialogue to define metrics for tracking progress, but specific adaptation targets are not provided.

Progress to Date (2024)

Scope 1 & 2:

• 2024 emissions: ~10,000 tonnes CO₂e* (*Scope 1 2024 emissions data noted as not final yet)
• 2023 emissions: 10,319 tonnes CO₂e
• All Dutch airports run on 100% renewable electricity (zero market-based Scope 2 emissions)
• On track to achieve 2030 zero-emissions target for Scope 1 and 2
• Gas consumption reduction planned: 52% by 2030 compared to 2019 (with current investment portfolio)

Scope 3:

• 2024: Over 110,000 tonnes of SAF delivered at Schiphol
• 2024: Aviation sector exceeded 2005 emissions level for the first time after COVID-19
• Reducing Scope 3 emissions remains challenging due to high demand for flights and extended timelines for aircraft innovations

Accreditation:

• ACA Level 5 accreditation achieved for Amsterdam Airport Schiphol, Eindhoven Airport, and Rotterdam The Hague Airport
• SBTi validated near-term and long-term net-zero targets in 2023 (Schiphol was first airport worldwide with validated long-term science-based ambition)
• Eindhoven Airport and Rotterdam The Hague Airport to be included in SBTi validation in 2025

Energy consumption and mix

Total energy consumption and mix

Royal Schiphol Group reported the following energy consumption for its Dutch airports (Amsterdam Airport Schiphol, Eindhoven Airport, Rotterdam The Hague Airport, and Lelystad Airport) in 2024:

Renewable electricity: All four Dutch airports within Schiphol Group run on 100% renewable electricity (Dutch wind and/or solar power), resulting in zero market-based Scope 2 emissions.

Scope and methodology: Emissions data covers Amsterdam Airport Schiphol (AAS), Eindhoven Airport (EIN), Rotterdam The Hague Airport (RTHA), and Lelystad Airport (LEY). Calculations follow the GHG Protocol. Emission factors are based on CO2emissiefactoren.nl and ACA Acert tool V7. Brisbane Airport, Hobart Airport, and Maastricht Airport are included in Scope 3 category 15.

Note: The company reports emissions data (tonnes CO₂e) rather than energy consumption in MWh/GWh. Natural gas is the primary fossil fuel source for Scope 1. The 2024 Scope 1 emissions figures are preliminary and will be finalized in the next reporting cycle. The company is phasing out natural gas, with a target of 90% reduction by 2030 compared to 2019 baseline (22,740 tonnes CO₂e).

Energy intensity

Energy intensity metrics per revenue were not disclosed in the 2024 report.

Gross Scopes 1, 2, 3 and Total GHG emissions

Scope and methodology

Royal Schiphol Group reports GHG emissions for its Dutch airports (Amsterdam Airport Schiphol, Rotterdam The Hague Airport, Eindhoven Airport, and Lelystad Airport), excluding Maastricht Aachen Airport (40% stake). The company uses 2019 as the baseline year and applies a market-based method for Scope 2. Since 2018, Schiphol Group procures 100% Dutch wind and solar electricity, reducing market-based Scope 2 emissions to zero.

The TPI Sustainability metric covers Scope 1, Scope 2 (market-based), and selected Scope 3 items:

• Scope 1: Natural gas and fuels used by own vehicle fleet
• Selected Scope 3: Natural gas used by third parties in buildings owned by Schiphol Commercial with their own environmental permits, airside fuels, commuter traffic, and business travel by own car or aircraft

Scope 3 emissions from outbound flights (Jet A-1 fuel usage) are tracked separately. The company aims to keep emissions from outbound flights below 2005 levels by 2030 (shared target with Dutch government and aviation sector).

Scope 1 emissions (Amsterdam Airport Schiphol)

Note: Values approximated from historic overview chart. Exact figures not provided in tabular form.

TPI Sustainability – CO₂e emissions reduction (Dutch airports, market-based)

Scope: Includes Scope 1, Scope 2 (market-based), and selected Scope 3 items (natural gas used by third parties in Schiphol Commercial buildings with own permits, airside fuels, commuter traffic, business travel by own car/aircraft).

The 2024 target was met exactly at -65%. Market-based Scope 2 has been zero since 2018 due to 100% renewable electricity procurement. Many airside parties replaced vehicles with zero-emission models. Fuel consumption decline was less than expected due to transition challenges but remained within budget. HVO100 is the default transition fuel at airfield.

Jet A-1 fuel usage – Outbound flights (Amsterdam Airport Schiphol)

Note: Values approximated from chart. In 2024, the aviation sector exceeded the 2005 emissions level for the first time since the end of the COVID-19 pandemic.

Shared 2030 target (Dutch government and aviation sector): Keep emissions from outbound flights below 2005 levels by 2030.

Scope 1 sub-breakdown

Not disclosed in disaggregated form (stationary combustion, mobile combustion, process emissions, fugitive emissions).

Scope 2 emissions

• Market-based: 0 tCO₂e (2024, 2023, and since 2018) due to 100% renewable electricity (Dutch wind and solar)
• Location-based: Not disclosed

Scope 3 emissions

Partial Scope 3 disclosure. Royal Schiphol Group does not report comprehensive Scope 3 emissions by GHG Protocol category. The following Scope 3 items are included in the TPI Sustainability metric (selected items only):

• Natural gas used by third parties in buildings owned by Schiphol Commercial with own environmental permits
• Airside fuels
• Commuter traffic
• Business travel by own car or aircraft

Outbound flight emissions (Category 11 – Use of sold products, aviation fuel) are tracked separately but not included in the consolidated Scope 3 total. In 2024, fuel usage per ATM and total emissions from outbound flights exceeded 2005 baseline levels for the first time post-COVID-19.

Other Scope 3 categories: Not disclosed comprehensively. Materials used in production, products and services, and waste streams are noted as part of Scope 3 but no quantified emissions are reported.

Total GHG emissions

No consolidated total (Scope 1 + 2 + 3) is disclosed. The TPI Sustainability metric covers Scope 1, Scope 2 (market-based = 0), and selected Scope 3 items, showing -65% reduction versus 2019 baseline.

GHG intensity

Not disclosed (no intensity metric per revenue, per passenger, or per ATM provided for total GHG emissions).

Biogenic CO₂ emissions

Not disclosed separately.

EU ETS and regulated emissions

Not disclosed separately.

Multi-year data availability

Historic Scope 1 and 2 data for Amsterdam Airport Schiphol (2010–2024) presented graphically. TPI Sustainability metric reported for 2023 and 2024. Jet A-1 fuel usage per ATM tracked from 2005 baseline to 2024.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Phase-in exemption applied

Phased-in option used, in line with ESRS 1 Appendix C. We are working towards reporting on the anticipated financial effects in the coming years.

Climate adaptation goals related to financial impact quantification

Our goal for 2025 includes researching historical data on operational disruptions due to extreme weather events and quantifying the impact. Additionally, we aim to quantify the financial impact of climate change on new and existing assets.

Physical risks

Climate change poses a significant risk for the aviation sector. Extreme weather events cause disruption to airport performance, pose a risk to the health of employees and passengers and can cause serious damage to assets. Since the aviation network is a global network, our airports can be impacted due to a situation at another airport, and vice versa. Climate change also affects flight times, delays and kerosene consumption.

We must therefore ensure that our airports are resilient to a changing climate. Schiphol Group is prepared for forecasted weather events. We also expect a shift towards more extreme weather events in terms of precipitation and days with tropical temperatures. Given the changing climate, we have taken measures to ensure that our assets remain resilient and to mitigate the risk of damage. Because we own our airports, we have direct control over activities related to climate adaptation—in contrast to climate change mitigation. Nevertheless, we accept a certain level of risk due to not being able to shield our airports from all extreme weather events.

Policies related to pollution

Royal Schiphol Group does not disclose named, standalone policies specifically addressing pollution under ESRS E2-1.

The company references its "approach and policy" for air pollution (p. 119) and soil pollution (p. 123), but no specific policy names, scopes, governance structures, approval processes, or links to international standards are provided in the excerpts.

The disclosure points to sections titled "Why it matters: our approach and policy" for both air and soil pollution, suggesting that policies exist but their detailed characteristics are not disclosed in the provided excerpts.

Actions and resources related to pollution

Royal Schiphol Group references actions and resources related to pollution on the following pages of their sustainability statement:

Air Pollution

• Reference: Actions to manage our IROs, p. 120-121
• Scope: Actions relate to air pollution management across airport operations
• Resources allocated: Not disclosed in the provided excerpts
• Expected outcomes/KPIs: Not disclosed in the provided excerpts

Soil Pollution

• Reference: Actions to manage our IROs, p. 124-125
• Scope: Actions relate to soil pollution management across airport operations
• Resources allocated: Not disclosed in the provided excerpts
• Expected outcomes/KPIs: Not disclosed in the provided excerpts

Link to Targets

The company explicitly states in ESRS E2-3/E2-4 that "We do not have any measurable targets (yet) in relation to this material topic for 2025."

Disclosure Note

The excerpts provided reference the page numbers where actions are disclosed (p. 120-121 for air pollution and p. 124-125 for soil pollution) but do not contain the actual content of those pages. Therefore, specific action names, time horizons, resource allocations, and expected outcomes cannot be extracted from the provided excerpts.

Targets related to pollution

Royal Schiphol Group explicitly states that they do not have measurable targets in relation to pollution for 2025.

Disclosure Statement

ESRS E2-3: Not applicable - Water pollution deemed immaterial.

ESRS E2-4: "We do not have any measurable targets (yet) in relation to this material topic for 2025. For the process of tracking the effectiveness of our actions to address our IRO's, we refer to the basis of preparation chapter."

No quantified targets, baseline years, target years, or progress metrics are disclosed for pollution-related targets.

Pollution of air, water and soil

Air Pollution Emissions

Royal Schiphol Group reports air pollutant emissions from both aviation sources (aircraft operations) and ground sources (ground support equipment, vehicles, construction activities, buildings). The emissions data covers Amsterdam Airport Schiphol (AAS), Eindhoven Airport, Rotterdam The Hague Airport, and Lelystad Airport.

Air Pollution Metrics 2024 vs 2023

¹ ZZS = Zeer zorgwekkende stof (substance of very high concern), as defined by the Dutch RIVM
² Emission of lead is only for Rotterdam The Hague Airport

Note on emissions increase: Due to higher traffic volumes and related processes on the ground, the level of local air quality emissions was higher in 2024 compared to 2023.

Soil Pollution Metrics

Royal Schiphol Group tracks soil contamination incidents and manages PFAS-contaminated soil storage.

Background on PFAS contamination: Contamination dates back to the use of PFAS-containing firefighting foam applied by the fire brigade from 1985 to 2020. Since 2020, Schiphol Group no longer uses fluids that emit PFAS. Contaminated soil is stored on site in accordance with Dutch legislation pending remediation solutions. Schiphol applied for permits to install a soil remediation facility in 2024 and expects to begin construction at the end of 2025, pending permit approval.

Regulatory Framework

Air Quality Reporting:

• Emissions from aviation sources are reported as prescribed by the RMI (Regeling Milieu Informatie) Schiphol, part of the LVB (Luchthavenverkeerbesluit / Air Traffic Decree)
• RMI requires reporting of CO, NOx, PM10, SO2 and VOCs from airplanes
• Modelling performed using the Netherlands Aerospace Centre LEAS-iT model
• Ground sources include aircraft engine testing, emergency power aggregates, fire department, ground support equipment, and vehicles in parking garages
• The LVB and RMI are currently being revised by the Dutch Government

Nature Permit:

• Ministry of Agriculture, Fisheries, Food Security and Nature granted RSG a nature permit for Amsterdam Airport Schiphol in 2023
• Schiphol must stay within NOx emissions requirements for landing/departing flights, ground operations, construction projects and road traffic
• Several NGOs have started court proceedings against the Dutch State regarding Schiphol's nature permit
• Court proceedings took place November 2024; verdict expected in 2025

Water Quality:

• Schiphol has a permit from the Rijnland Regional Water Authority describing quality requirements for surface water
• Impact on water pollution primarily related to use of de-icing and anti-icing agents (monopropylene glycol and potassium formate)
• Although biodegradable, these agents can deplete oxygen levels in water bodies

Key Methodology Notes

Air Emissions Calculation:

• Aviation emissions of NOx based on data from 01 November 2023 to 31 October 2024
• For all aviation emissions (excluding NOx), categories include: take-offs, landings, APU usage, and taxiing
• Airside emissions calculated include NMVOC, PM10, NOx, CO, and SO2
• Ground source emissions based on total fuel consumed multiplied by emission factors
• 2023 data was used for emergency power generators and central fire suppression system
• General aviation NOx excluded from 2024 reporting (will be included from 2025 onwards)
• Kappé included in Amsterdam Airport Schiphol numbers for air pollution

Scope Exclusions:

• Eindhoven Airport estimation methodology differs (total ATMs for commercial and general aviation, excluding NOx)
• Microplastics considered immaterial and excluded from water pollution reporting
• Water pollution deemed immaterial overall

Reduction Initiatives

2024 Progress:

• 56 additional electric preconditioned air units (PCAs) introduced on airside, replacing auxiliary power units (APUs) in aircraft
• APUs run on kerosene and cause harmful emissions and noise disturbance for apron workers
• Business partner KES replaced some GPUs with electric ground power units (eGPUs) on narrow-body stands
• Demonstrations of first hydrogen-powered GPU conducted
• HVO100 is the default transition fuel at Dutch airports while transitioning to electric and hydrogen-powered equipment

NOx Charge:

• Since 2022, specific NOx charge included in landing and take-off charges structure at Schiphol
• Current tariff period runs until March 2025
• For 2025-2027 period, NOx charge set at 4 euros per kilo
• Eindhoven Airport has NOx differentiation in landing and take-off charge
• Rotterdam The Hague Airport and Lelystad Airport considering similar implementation

PFAS Research - Community Impact

Rotterdam The Hague Airport commissioned external research showing increased PFAS concentrations in soil, groundwater and ditches around the fire brigade training site. The GGD (Public Health Service) conducted health-based assessment:

• PFAS levels exceeded recommended daily limit for consumption of self-grown food in most gardens at allotment associations Wilgentuin and Zuiderlaan
• Risk for individuals consuming food from garden on daily basis; occasional consumption presents limited health risk
• GGD advises gardeners to alternate eating vegetables from own garden with supermarket vegetables and consider growing crops in containers
• Advice against spraying vegetables with water from ditches
• Information sessions held for affected communities (approximately 75 residents attended session on 17 July 2024 in Lijnden)

Air Quality Monitoring

The Dutch government continuously monitors air quality around Schiphol:

• Province of North Holland operates three air quality monitoring stations near the airport
• Measurements published online
• In 2023, Schiphol met all government air quality requirements based on EU Directive 2008/50/EC
• RSG working on real-time airside air quality measurement system at Schiphol, expected to be ready in 2026

Substances of concern and substances of very high concern

Royal Schiphol Group references substances of very high concern (SVHCs) in the context of worker exposure risks and air quality impacts. The company states that it "remains highly focused on its impact on working conditions related to workers' exposure to emissions of UFPs and substances of very high concern." This impact extends to people working on platform, which is described as a small portion of RSG's own workforce.

The company has identified exposure to emissions of ultrafine particles (UFPs) and substances of very high concern as an actual negative impact (IRO 6) in relation to its own workforce. This is reflected in the strategy pillar Quality of Work and enabler Robust organisation.

RSG reports air pollution metrics including benzene, naphthalene and polycyclic aromatic hydrocarbons (PAHs), which are categorised as "zeer zorgwekkende stof" (ZZS) – the Dutch term for substances of very high concern as defined by RIVM:

The company notes that there are "additional pollutants in scope for ground operations due to health effects on our own workforce. This is due to the substances of very high concern reporting obligation."

RSG is working on initiatives to reduce exposure to emissions, including acquiring electric preconditioned air (PCA) units to reduce ground handlers' exposure to UFP emissions. By the end of 2024, 56 additional PCA units were operational.

The company also piloted a respiratory protection policy to minimise exposure to very dangerous materials and emissions for airside employees, though the pilot faced significant resistance from employees and supervisors.

No specific tonnages for total substances of concern generated, used or procured, or for total substances of very high concern, are disclosed.

Anticipated financial effects from pollution-related impacts, risks and opportunities

Phase-in exemption

Phased-in option used, in line with ESRS 1 Appendix C. We are working towards reporting on the anticipated financial effects in the coming years.

Transition plan and consideration of biodiversity and ecosystems in strategy and business model

Transition Plan Status

Development of biodiversity transition plan is underway for 2025. Actions related to managing biodiversity impacts, stemming from our business model are covered.

While a transition plan is underway, actions to restore, maintain and improve biodiversity do consider RSG's impact on Natura 2000 areas.

Biodiversity Targets

ESRS E4-4: We do not have any measurable targets (yet) in relation to this material topic for 2025. For the process of tracking the effectiveness of our actions to address our IRO's, we refer to the basis of preparation chapter.

Policies related to biodiversity and ecosystems

The disclosure reference table indicates that E4-2 (Policies related to biodiversity and ecosystems) is covered on page 126 under "Why it matters: approach and policy".

However, the provided excerpts do not contain the actual content from page 126. The excerpts only include the reference table itself (page 173) which points to where the policy information should be found, but do not include the substantive policy disclosures.

Based solely on the excerpts provided, no specific named policies, policy scopes, governance arrangements, or other policy details related to biodiversity and ecosystems can be identified or extracted.

Actions and resources related to biodiversity

Carbon removal reforestation project in Tanzania

Description: RSG invested in a nature-based reforestation project in Tanzania, involving the conversion of more than 10,000 hectares of degraded grasslands into forest. To promote environmental conservation, the project focuses on soil conservation, protection of water sources and enhancement of biodiversity.

Scope: Not explicitly stated (carbon removal for Scope 1 emissions compensation at Amsterdam Airport Schiphol, Eindhoven Airport and Rotterdam The Hague Airport)

Time horizon: Not explicitly stated

Resources allocated:

• Carbon credits provided by Anthesis
• Over 600 employees receive a salary and carbon income equal to 10% of the projected carbon revenue
• Financial resources not quantified

Expected outcomes:

• The project is a combination of climate change mitigation, biodiversity actions and social impact
• Socio-economic and biodiversity benefits for local communities and nature

Certifications:

• Verified Carbon Standard certified
• Climate, Community & Biodiversity Standards certified
• Monitored by International Carbon Reduction and Offset Alliance (ICROA)

Link to policy/target: Linked to carbon offsetting policy in line with ACI Airport Carbon Accreditation carbon offsetting guideline. Used to compensate remaining Scope 1 emissions at three Dutch airports.

Note: The document references "Actions to manage our IROs, p.127" for E4-3, but the excerpts provided do not include page 127 content with additional biodiversity-specific actions.

Targets related to biodiversity and ecosystems

Royal Schiphol does not have any measurable targets (yet) in relation to biodiversity and ecosystems for 2025.

For the process of tracking the effectiveness of actions to address impacts, risks and opportunities, the company refers to the basis of preparation chapter.

Biodiversity

As an airport operator, we own and manage extensive areas of land. The use of that land to ensure the safe operation of our airports can influence biodiversity. Emissions and pollution related to the activities in our value chain also impact biodiversity. The nature permit describes what steps the aviation sector needs to take to reduce NOx emissions that negatively impact nature. Keeping the nature permit is crucial for our license to operate.

In collaboration with our partners, we work to reduce CO2e emissions and pollutants, thereby contributing to the preservation of biodiversity both on airport premises and throughout our value chain. We remain committed to carefully evaluating these risks and implementing strategies to minimise their impact.

RSG is knowledgeable about the flora and fauna on its premises. Until recently, we primarily focused on what actions we can take to maintain the landscape in such a way that our operations are not disturbed by fauna. Now, we are enhancing our knowledge of the global biodiversity crisis. We also realise that our land is part of a greater ecosystem and are therefore exploring how we can directly contribute to enhancing biodiversity on our premises without increasing risks related to local fauna.

In 2024, we continued our efforts to maintain the weasel population at Schiphol as a natural and eco-friendly form of pest control. At the same time, we began capturing American crayfish, an invasive species in the Netherlands that threatens the local ecosystem and damages banks of ditches.

In 2025, Schiphol Group will establish a biodiversity baseline by collaborating with third-party experts, with the aim of enhancing the resilience of biodiversity to climate change while actively supporting and preserving ecosystems.

Anticipated financial effects from biodiversity and ecosystem-related impacts, risks and opportunities

Phased-in option used, in line with ESRS 1 Appendix C. We are working towards reporting on the anticipated financial effects in the coming years.

Policies related to resource use and circular economy

Royal Schiphol Group discloses that it has a resource use and circular economy policy, though a specific policy name is not provided.

Resource use and circular economy policy

Policy content and principles:

• The policy actively supports the Sustainable Development Goals, industrial innovation and infrastructure, sustainable cities and communities, and responsible consumption and production
• Focuses on three pathways to achieve fully circular airports in 2050:
  1. Circular design principles: designing to enable reuse of materials and reduce virgin materials needed in construction projects
  2. Reuse and recycling of materials and products in the highest possible form: minimising, separating and recycling materials to reduce the consumption of virgin raw materials
  3. Closed loops: reusing materials and products in high-value, next-life applications
• Uses the waste hierarchy and R-strategies to determine the optimal use of residual streams and to eventually reduce CO2e emissions
• Material flow management (MFM) approach focusing on the entire life cycle and value chain, including purchasing, use and end-of-use phases of products and materials
• Focus on front-end (design phase) and back-end (end-of-life stage) activities for both construction streams and operational streams
• For construction streams, focus on high impact streams in volume and environmental impact, with primary streams being asphalt and concrete

Scope:

• Construction projects (renovations and new construction) exceeding a threshold of 5 million euros are included
• Covers both construction streams (building materials used for infrastructure and assets) and operational streams

Implementation and monitoring:

• Actions for construction are centralised in the Building Without Waste programme and the project Meerwaarde door meer waarden ('Adding value by adding values')
• Materials hub created for main contractors to store materials that can be reused or recycled in other projects
• Building Circularity Index (BCI) used to make circular building efforts more measurable
• Reference is made to governance and risk management processes for setting and monitoring sustainability targets (page 72)

Link to sustainability goals:

• 2030 zero-waste goal as an important milestone towards the 2050 circular economy ambition
• RSG described as an early adopter of the circular economy philosophy

Actions and resources related to circular economy

Construction streams

The company references actions related to construction streams on page 129. The document indicates that:

• Scope: Activities and measures are prioritised on operational outflow streams
• Approach: Based on outflow data, the company defines front-end and back-end actions to reduce total amount of waste
• Target alignment: Actions are linked to targets set for Amsterdam Airport Schiphol for:
  • Total waste generated in the operation
  • Total amount of residual streams per passenger
  • Source separation rate

Process for tracking effectiveness

The company refers to the basis of preparation chapter for the process of tracking the effectiveness of actions to address IROs (Impacts, Risks and Opportunities).

Note: The excerpts reference E5-2 content on page 129 ("Actions to manage our IROs: Construction streams") but the detailed disclosure of specific actions, time horizons, and allocated resources (financial or non-financial) is not provided in the excerpts shown. Inflow metrics are explicitly omitted as not directly material to steer and measure progress.

Targets related to circular economy

Royal Schiphol Group states that targets have been set for Amsterdam Airport Schiphol for the following metrics:

• Total waste generated in the operation
• Total amount of residual streams per passenger
• Source separation rate

However, the specific target values, target years, baseline years, and baseline values for these metrics are not disclosed in the provided excerpts. The company references page 72 ("Setting and monitoring sustainability targets") and page 130 ("Metrics and targets") for further information, but these details are not included in the available text.

The company notes that activities and measures are prioritised on operational outflow streams, and that inflow metrics are not directly material to steer and measure progress.

Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities

Phased-in option used, in line with ESRS 1 Appendix C. We are working towards reporting on the anticipated financial effects in the coming years.

Waste

Schiphol Group aims to operate with zero waste by 2030. To measure progress towards this 2030 goal, the company focuses on total waste, waste per passenger and the separation rate for operational residual streams.

2024 Results for Amsterdam Airport Schiphol

For Amsterdam Airport Schiphol, total waste is 7.5% lower in 2024 compared to 2023. The lower amount of waste and the increasing number of passengers have resulted in 0.18 kg waste per passenger (2023: 0.2 kg). The separation rate is lower than in 2023 because post-separation on site was excluded. Next to that, construction residuals from small construction projects in the terminal were included in the operational residuals. From 2024 onwards, Schiphol reports on separation at the source. For 2025, the separation rate of operational residual streams is expected to increase again.

Percentage of separated operational residual flows

(per year at Amsterdam Airport Schiphol)

Excluding CAT1 aircraft waste.

Together with partners, Schiphol has planned several measures to improve the quality of the separated residuals.

Food and Beverage Covenant

The new food and beverage covenant with Schiphol concessionaires was a highlight in 2024. Schiphol engaged its retail partners in its circularity ambitions, collaborating to set targets to decrease the environmental footprint of food and beverage items served at Schiphol. Together, they will expand plant-based food options and reduce (packaging) waste. Since concessionaires are often active at multiple airports, it is hoped that this development will also have a positive effect outside of the Netherlands.

Construction and Demolition Waste

Reducing transport emissions from construction activities goes hand in hand with zero waste; by recycling more material on RSG's premises, total transport emissions are reduced. Schiphol Group signed the Covenant Schoon en Emissieloos Bouwen ('Clean and Emission-Free Building Covenant'). In doing so, RSG joined many other municipalities and organisations working to make their construction activities cleaner, healthier and quieter in the coming years.

Policies related to own workforce

Royal Schiphol Group has established several policies to address material topics related to its own workforce, particularly in the areas of employment practices and diversity, equity and inclusion (DE&I).

Responsible Business Policy (RBP)

Policy name: Responsible Business Policy (RBP)

Scope: Applicable to employees, employees in the value chain, customers and other stakeholders that RSG interacts with

Approval and oversight: Approved and implemented by RSG's Executive Team in 2024

Key content/principles:

• Replaces the old Human Rights Policy
• Includes a process for preventing and addressing potential negative human rights impacts
• Emphasises respectful communication, non-prejudice and equal treatment
• Applies to all interactions, including those with partners and suppliers
• Services are expected to be delivered sustainably and responsibly by respecting human rights, working conditions and the environment

Public availability: Published on RSG's website at Schiphol | Integrity within Royal Schiphol Group

International standards: Aligns with local and international standards, including:

• OECD Guidelines for Multinational Enterprises
• UN Guiding Principles on Business and Human Rights (UNGPs)
• ILO Declaration on Fundamental Principles and Rights at Work

Implementation monitoring: The Director Corporate Legal oversees the overall implementation of the RBP and reports on the progress and impact to the Executive Team. The Safety, Sustainability and Stakeholders Committee of the Supervisory Board is updated at least annually on the progress and results in relation to the RBP.

Code of Conduct

Policy name: Code of Conduct

Key content/principles:

• Outlines the establishment, development and promotion of corporate culture
• Sets general ethical guidelines and expectations for all employees
• Emphasises behaviours such as avoiding discrimination, sexual harassment, bullying
• Includes compliance with laws on competition, public procurement, data protection, fraud, anti-corruption and bribery
• Internal claims procedure outlines processes supporting reporting channels

Implementation monitoring: Supported by a robust compliance and integrity programme that aims to prevent non-compliance and mitigate integrity risks. This is a cross-functional training programme provided for all employees including the administrative, management and supervisory bodies and the functions-at-risk.

Collective Labour Agreement

Policy name: Collective labour agreement

Key content/principles:

• Offers attractive employment conditions that meet the diverse needs of employees
• The agreement is flexible, allowing employees to adjust their conditions to fit their life stages
• Creates a welcoming and rewarding workplace, prioritising well-being, career growth, fair pay, work-life balance and a safe work environment

Workplace Accident Prevention Policy or Management System

Policy name: Workplace accident prevention policy or management system

Key content/principles: Addresses safety and security in the work environment

Diversity Policy

Policy name: RSG Diversity Policy

Key content/principles: Being updated to promote inclusion and eliminate systemic inequities, with integration of DE&I principles into general policies, leadership profiles and assessments

Additional policy frameworks

Internal and external policies guide the execution of the own workforce policy, including:

• Health, Safety and Environment (HSE) management system
• Safety Leadership principles
• Performance 2.0 GROW/Treams tooling for employee performance, development and well-being

The Executive Director of Human Resources oversees the implementation of the policy, including actions taken to manage the IROs, as well as the associated metrics and achievement of targets. The Executive Director Human Resources provides regular progress and impact reports to the Executive Team. Issues related to the IROs are routinely discussed with the People Committee of the Supervisory Board to ensure constant dialogue and action.

Taking action on material impacts on own workforce

Cross-functional compliance and integrity training programme

Description: A robust compliance and integrity programme provided for all employees including the administrative, management and supervisory bodies and the functions-at-risk.

Scope: Own operations (all employees)

Time horizon: Ongoing programme, aim to train the entire organisation every two years

Components:

• Code of Conduct e-learning (available to all employees)
• Physical and digital trainings
• Attention to anti-bribery and corruption topics
• Ethics component integrated into onboarding process for new employees
• E-learning specifically on corruption and anti-bribery (in development)

Resources allocated: Non-financial resources mentioned (cross-functional training programme) but no specific financial amounts disclosed

Governance:

• Ethics Annual Plan created each year to provide direction and structure
• Integrity culture measured through employee surveys

Link to policy: Supports Code of Conduct and corporate culture

Diversity and Inclusion initiatives

Description: Various initiatives to promote diversity, equity and inclusion

Scope: Own operations

Components:

• Diversity and Inclusion ambition
• Diversity, Equity and Inclusion Board
• Diversity, Equity and Inclusion dimensions (communities)
• Diversity, Equity and Inclusion events

Resources allocated: No specific financial amounts disclosed

Expected outcomes:

• Gender diversity metrics tracked (34% female employees RSG, 31% female employees AAS)
• Gender pay gap monitoring (-7.9% Gender pay gap RSG)

Link to policy: Contributes to SDG 5 (Gender equality) and material topic on Diversity, equity and inclusion own workforce

Integrity reporting and investigation mechanisms

Description: Speak-Up tool and established reporting channels for concerns regarding fraud, bribery, corruption and other integrity issues

Scope: Own workforce and value chain employees

Components:

• Independent Integrity Committee
• Reporting to Executive Team (at least twice yearly, immediately for serious reports)
• Reporting to Supervisory Board's Audit Committee (every six months)
• Reporting to People Committee (annually)
• External auditor updates (two to four times a year)
• Whistleblower protection provisions in Code of Conduct

Resources allocated: Non-financial (committee structure, reporting mechanisms) but no specific financial amounts disclosed

Expected outcomes:

• 25 issues reported in 2024 (2023: 32)
• No human rights violations or material fraud incidents in 2024
• 1 discrimination incident reported (appropriate actions taken)
• Zero fines, penalties or damages

Link to policy: Aligned with Dutch law 'Wet bescherming klokkenluiders' and UN Convention against Corruption

Employee engagement and communication

Description: Employee engagement initiatives to support employment practices

Scope: Own workforce

Expected outcomes:

• E-NPS (Employee Net Promoter Score) AAS: 16

Link to policy: Material topic on Employment practices own workforce

Safety Leadership principles

Description: Safety management programme for working environments

Scope: Own operations

Expected outcomes:

• LTIF (Lost Time Injury Frequency): 2.3

Link to policy: Contributes to SDG 8.8 (safe and secure working environments) and Safety and Security material topic

Note: The disclosure states explicitly that "ESRS S1-4 43: Non concrete reference made to how human resources are allocated to the management of IROs. Actions are either project/initiative based or relying on foundational management systems and policies. If applicable and measurable, allocated resources are disclosed."

Targets related to own workforce

ESRS S1-5 42: We do not have any measurable targets (yet) in relation to this material topic for 2025. For the process of tracking the effectiveness of our actions to address our IRO's, we refer to the basis of preparation chapter.

Characteristics of non-employees in the undertaking's own workforce

Total number of non-employees

Royal Schiphol Group reports the following data on non-employees in its own workforce:

Definition and scope

Non-employees include both individual contractors supplying labour to RSG ("self-employed workers" or "ZZP") and workers provided by undertakings primarily engaged in "employment activities".

External employees is the RSG term for the CSRD definition of 'non-employees' who either have agreements with RSG to provide labour, known as 'self-employed' or 'ZZP', or individuals sourced by RSG primarily for 'employment activities'.

Methodology

• Counting method: Headcount
• Calculation approach: The total number of non-employees is calculated by counting all non-employees that worked for the group during the year
• Reporting period: Calendar year 2024

Breakdown by type

No detailed breakdown by type (contractor, agency, self-employed) is provided beyond the aggregated non-employee headcount figure.

Collective bargaining coverage and social dialogue

Coverage metrics

Note: Kappé is excluded in the 2023 data.

Social dialogue arrangements

RSG has established comprehensive social dialogue structures:

Works Council arrangements:

• Central Works Council represents employees across four airport locations (Amsterdam, Rotterdam, Lelystad and Eindhoven)
• Separate Works Councils for Amsterdam, Rotterdam and Eindhoven airport locations
• Several Supervisory Board members attend regular meetings with the Works Council, particularly members of the People Committee and members nominated by the Works Council

Social dialogue with unions and value chain:

In 2024, Schiphol organised social dialogues with unions, their executives and companies in security, cleaning, cargo and the temporary employment sector. These dialogues:

• Discussed progress on Social Agreements from 2022 and 2023
• Addressed sector-specific quality of work topics
• Provide a platform for critical voices to express what needs to be improved in terms of quality of work
• Enable discussion partners to jointly seek solutions and improvements
• Ensure continuous attention for initiatives that improve quality of work and contribute to stable employment relationships

Coverage: All RSG employees are covered by the health and safety management system and social dialogue processes.

Diversity metrics

Gender split at top management

Top management definition: One and two levels below the administrative and supervisory bodies. In the case of RSG, this category includes all members of the Executive Team of RSG including the CEO and CFO.

Gender split - total workforce

¹ Kappé is excluded in the 2023 data

Gender distribution methodology: Based on the gender that the employee is registered as in the HR system. Diversity metrics are reported in headcount, for which the actuals on 31 December 2024 are used.

Age band distribution

¹ Kappé is excluded in the 2023 data

Contract type by gender (2024)

Adequate wages

Disclosure statement

Royal Schiphol Group states that "all employees are paid an adequate wage" (ESRS S1-10, p. 175).

Benchmark used

The company specifies that "adequate wage is in line with benchmark" but does not disclose which benchmark is used for this assessment. The methodology note (p. 175) does not specify whether this is a living wage benchmark (e.g., Fair Wage Network, WageIndicator, Anker Methodology) or another standard.

Coverage

The disclosure indicates that the statement applies to all RSG employees (100% coverage is implied by the statement "all employees are paid an adequate wage").

Geographic scope

The disclosure covers Royal Schiphol Group employees. For Rotterdam The Hague Airport and Lelystad Airport, 2023 data was estimated using 2024 data due to lack of major fluctuations in employee numbers.

Actions and commitments

The company integrates "attractive and adequate wages" into employment practices and tender requirements (p. 143-144):

• Integrates "attractive and adequate income" as principles in new tenders for labour-intensive services
• Includes "attractive and adequate wages" as minimum requirements in tenders for airport security services and baggage handling concessions
• Works with contractors, unions, and employers to ensure fair remuneration across the value chain

No specific forward-looking targets for adequate wage coverage are disclosed.

Methodology

The company states: "Adequate wage is in line with benchmark" but does not provide details on:

• The specific benchmark used
• How adequacy is calculated or assessed
• Frequency of reassessment
• Whether this refers to a living wage standard or another measure

Value chain workers

The company addresses employment practices for value chain workers, including wage considerations in tender requirements, but does not provide specific adequate wage metrics or benchmarks for this group.

Social protection

Coverage

ESRS S1-11 74: All RSG employees are covered by social protection.

Post-employment benefits

Schiphol Group's pension plan is administered by Algemeen Burgerlijk Pensioenfonds (ABP). The pension plan is regarded as a group scheme involving more than one employer that qualifies as a defined-contribution plan.

ABP's funding ratio was 111.9% as at 31 December 2024 (110.5% as at 31 December 2023).

Employee benefits breakdown

| Employee benefit category | 2024 (€ thousands) | 2023 (€ thousands) | |---------------------------|--------------------|--------------------|| | Short-term employee benefits | 277,546 | 230,585 | | Post-retirement benefits | 49,323 | 35,710 | | Other long-term employee benefits | 5,041 | 3,930 | | Termination and unemployment benefits | 2,933 | 1,967 | | Other staff costs | 21,970 | 18,098 | | Total employee benefits | 356,813 | 290,290 |

Post-retirement benefits detail

| Component | 2024 (€ thousands) | 2023 (€ thousands) | |-----------|--------------------|--------------------|| | Pension charges (defined contribution plans) | 47,807 | 34,784 | | Early retirement benefits | 1,516 | 926 | | Total post-retirement benefits | 49,323 | 35,710 |

Other long-term employee benefits detail

| Component | 2024 (€ thousands) | 2023 (€ thousands) | |-----------|--------------------|--------------------|| | Jubilee benefits | 1,496 | 581 | | Other employee benefits | 3,545 | 3,349 | | Total other long-term employee benefits | 5,041 | 3,930 |

Scheme characteristics

Type: Defined-contribution pension plan administered by Algemeen Burgerlijk Pensioenfonds (ABP)

Key features:

• Members bear actuarial and investment risks practically in full
• No supplementary obligation to make additional contributions in event of deficit
• Annual premium set by ABP board
• Contributions payable are recognised as expense when incurred

Additional coverage:

• Supplementary disability benefits
• Long-service awards
• Sustainable employment budget
• Job-related early retirement benefits (defined benefit plan)

All RSG employees are entitled to family-related leave.

Persons with disabilities

Disclosure statement

Disabilities data is not disclosed due to GDPR restrictions on the collection of this data.

Status: Omitted

Methodology notes

The company has stated that GDPR restrictions prevent the collection and disclosure of disability data for employees.

Training and skills development metrics

Performance and career development reviews

Training hours

Not disclosed. Phased-in option used for ESRS S1-13 83 b, in line with ESRS 1 Appendix C, since this data is not yet available. The company is working on getting this data available in 2025.

Methodology notes

ESRS S1-13 83 a: The total number of employees by headcount provided in S1-6 is used to calculate the percentage of employees that participated in regular (annual) performance and career development reviews.

ESRS S1-13 83 b: Phased-in option applied - training hours data not yet available.

Health and safety metrics

Coverage

100% of RSG employees are covered by the health and safety management system.

Safety metrics

Methodology and scope notes

Coverage: All RSG employees are covered by the health and safety management system (ESRS S1-14 88a).

Fatalities: The number of fatalities as a result of work-related injuries and work-related ill health covers all employees working on RSG sites (Own Workforce and Value Chain Workers) (ESRS S1-14 88b).

LTIF calculation method: (Number of Lost Time incidents × 1,000,000) / (Total average FTEs (average of 12 months) × 1,600). For Amsterdam Airport Schiphol, a separate LTIF is reported for the fire brigade due to the nature of their work, which naturally results in a higher LTIF than the overall rate.

Value chain workers (2024): In 2024, RSG recorded 0 fatalities resulting from work-related injuries and work-related ill health among workers in the value chain working at RSG's sites. The number and rate of recordable work-related incidents (LTIF) were 12 and 2.3 per 100 FTE, respectively. Additionally, there were 41 cases of recordable work-related ill health, subject to legal restrictions on the collection of data. The number of days lost to work-related injuries, fatalities from work-related accidents, work-related ill health and fatalities from ill health totalled 266 days.

Scope limitation: Kappé is not included in the 2023 numbers, since the purchase of Kappé was done in 2024. For all metrics, Kappé Group acquisition impacts ESG reporting, primarily concerning employees.

Work-life balance metrics

Family-related leave

¹ Kappé is excluded in the 2023 data

Methodology note: All RSG employees are entitled to family-related leave. For Rotterdam The Hague Airport and Lelystad Airport, an estimation was used for 2023 data based on 2024 data, since there were no major fluctuations in employee numbers.

Return-to-work rate: Not disclosed.

Additional context

Royal Schiphol Group aims to provide a rewarding work environment that prioritises employee well-being and development, including offering a good work-life balance. The company has introduced a modern and flexible collective labour agreement that allows employees to adjust their conditions to fit their life stages, with the goal of creating a welcoming workplace that prioritises work-life balance among other employment conditions.

Compensation metrics

Pay gap

The gender pay gap for Royal Schiphol Group in 2024 was 7.8% (2023: 2.5%).

The significant increase in gender pay gap is due to the acquisition of Kappé, which is a different type of business compared to the rest of the group. The gender pay gap without Kappé for 2024 is 2.4%.

Methodology:

Average gross hourly pay of male employees is calculated by taking an average of the gross hourly pay of all male employees. The same methodology is applied to the calculation of the female average gross hourly pay. The gender pay gap is then calculated taking ratio of the difference between the average gross hourly payments between genders to the average gross hourly pay of male employees.

For Rotterdam The Hague Airport and Lelystad Airport, an estimation was used for 2023 data based on 2024 data, since there were no major fluctuations in employee numbers.

Remuneration ratio

The remuneration ratio (highest-paid individual to median employee) for 2024 was 1:6.11 (2023: 1:6.0).

Historical ratios:

• 2022: 1:6.2
• 2021: 1:6.2
• 2020: 1:7.0
• 2019: 1:7.2

The average annual remuneration of all employees (including the CEO), as included in the consolidated financial statements, is 109,716 euros in 2024 (2023: 91,854 euros).

This is in comparison to the CEO's total annual income in 2024, as included in the (consolidated) financial statements, totalling 671,201 euros (2023: 552,945 euros). The total CEO income is based on adding up the remuneration of Mr Sondag, Mr Carsouw (during his interim CEO period) and Mr Van Oord over 2024.

The difference between 2023 and 2024 is mainly driven by the fact that no variable remuneration was paid out in 2023, where it was paid in 2024 and will be paid in 2025. Furthermore, the calculation method differs following the Corporate Governance Code 2022.

Methodology:

The calculation method used is different from previous years. To calculate the 2024 ratio, the definition as described in the current Corporate Governance Code was used. This calculation method is different from the calculation method used in previous years, where the determination of income amounts was also calculated differently. The ratio has been calculated using an 'average' instead of a 'median'.

The remuneration calculation includes all employees who worked during 2024. Salaries, excluding bonuses, are annualised and adjusted to a full-time equivalent (FTE) basis to ensure that all salaries are standardised and can be compared. The total annual remuneration is then calculated taking the ratio of the annual total remuneration of the highest-paid individual in the organisation to the median annual remuneration of employees, excluding the highest-paid individual.

Incidents, complaints and severe human rights impacts

Royal Schiphol Group reports incidents, complaints and human rights impacts related to its own workforce under ESRS S1-17.

Business ethics metrics

Fines and convictions

Grievance mechanisms and remediation

Royal Schiphol Group has established multiple confidential channels for its own workforce to report issues:

• Employee reporting channels: Employees must report suspected Code of Conduct violations through internal channels (manager, Compliance & Ethics team, or Integrity Committee)
• Speak-up hotline: For employee-related grievances or complaints for both own employees and employees in the value chain
• Anonymous reporting: Through the Integrity Reporting Line or external authorities such as Meld Misdaad Anoniem
• Internal and external trusted persons

The company monitors awareness and trust in these mechanisms through annual employee surveys and pulse surveys, which include integrity-related questions and questions about employees' perceptions of the trustworthiness of grievance mechanisms.

In 2024, organization-wide trainings were implemented to provide better guidance to employees on how reporting and integrity channels work, following survey feedback that employees lacked sufficient insights into these processes.

Disclosure note

The company states that ESRS S1-17 104 is not applicable, as there are no severe human rights incidents connected to Own Workforce.

Policies related to value chain workers

Royal Schiphol Group (RSG) addresses policies related to value chain workers through its Responsible Business Policy, as referenced in the disclosure.

Responsible Business Policy

• Scope: The policy covers RSG's approach to Human Rights in relation to value chain workers
• Key content/principles: Details the company's approach to Human Rights
• Links to international standards: The disclosure indicates the policy addresses Human Rights, which aligns with international frameworks, though specific standards are not explicitly mentioned in this excerpt
• Cross-references: The policy is further covered in:
  • Business ethics and corporate culture chapter (p. 159)
  • Minimum safeguards chapter
  • Workers in the Value Chain chapter (p. 141)
  • EU Taxonomy disclosure FY24 (p. 96)

Note: The disclosure does not provide the full details of the Responsible Business Policy in the excerpts provided. It refers readers to multiple chapters for complete information on policies pertaining to material impacts, risks and opportunities (IROs) on workers in the value chain.

Workers in the value chain

Schiphol is taking proactive measures to safeguard working conditions across the value chain. We want our employees to feel welcome, comfortable, valued, inspired and proud to work for Schiphol Group. We prioritise employee well-being and career growth by offering fair pay, work-life balance, career progression and a safe, secure and private work environment.

Quality of work in tenders

In 2024, Schiphol was actively integrating quality of work-related minimum requirements and award criteria in tenders for labour-intensive services at the airport, such as cleaning, security and taxi services. Examples of requirements and criteria are attractive and adequate income, predictable work schedules, and working conditions that contribute to safe, healthy and attractive work. Service companies commit to these principles and are assessed in part on quality of work, with the purpose of increasing the attractiveness of working at Schiphol.

In order to improve the quality of work offered by cleaning companies in the terminal and baggage basement, Schiphol in 2024 announced that it would secure new, long-term contracts with GOM, Hago Airport Services and Victoria. Schiphol will work more closely with the cleaning companies and their employees. Quality of work for the staff, in addition to having a cleaner terminal, is a top priority.

The tendering processes for security work at the airport and the concession for baggage handling that started in 2024 also include requirements and award criteria aimed at the quality of work for the employees involved.

Social dialogues

In 2024, Schiphol organised a number of social dialogues with the unions, their executives and companies in security, cleaning, cargo and the temporary employment sector. As part of these dialogues, participants discussed progress as a result of the Social Agreements of 2022 and 2023. For separate sectors (i.e., security, cleaning, cargo), Schiphol, unions, executives and companies conducted a social dialogue on relevant topics related to quality of work.

These social dialogues provide a platform for critical voices to express what needs to be improved in terms of quality of work. It also gives discussion partners the opportunity to jointly seek solutions and improvements. The social dialogues ensure continuous attention for initiatives that improve the quality of work and contribute to stable employment relationships and an attractive place to work.

Targets related to value chain workers

ESRS S2-5 39-40: We do not have any measurable targets (yet) in relation to this material topic for 2025. For the process of tracking the effectiveness of our actions to address our IRO's, we refer to the basis of preparation chapter.

We have disclosed relevant company-specific metrics and applied the MDRs.

Policies related to affected communities

Royal Schiphol Group refers to its Responsible Business Policy for information about the approach to potential human rights impacts in relation to affected communities.

Responsible Business Policy

• Description reference: A full description of this policy is included in the EU-taxonomy chapter of the report (not included in the excerpts provided)
• Scope: The policy addresses potential human rights impacts in relation to affected communities
• Public availability: Not specified in the excerpts
• Link to international frameworks: Not specified in the excerpts
• Monitoring: Not specified in the excerpts

Note: The company references the Responsible Business Policy but does not provide the full policy details in the S3-1 disclosure section. Instead, it cross-references to the EU-taxonomy chapter for a complete description.

Affected communities and noise

Schiphol Group is and remains committed to reducing noise disturbance in the surrounding area. Noise disturbance from air traffic remained a key issue in our discussions with local communities in 2024. Direct community engagement and communication is crucial in navigating the delicate balance between aviation and the well-being of people who live near Schiphol Group's airports. This balance influences the future development of our airports and is therefore important for our license to operate.

Schiphol Group is committed to reducing noise disturbance for the communities surrounding its airports. We have been working with Luchtverkeersleiding Nederland ('Air Traffic Control the Netherlands'; LVNL) and with the support of airlines on the Minder Hinder noise reduction programme. This involves developing and implementing concrete measures that reduce noise disturbance in the area surrounding Schiphol.

The ambition to reduce noise disturbance in the surrounding area is also reflected in the new airport charges published at the end of October. Once the new airport charges come into effect, newer, quieter aircraft will pay lower fees while older, noisier aircraft will pay higher fees for landing at Schiphol.

Environmental Fund

Schiphol Group contributes to the mitigation of noise disturbance. In 2008, the Schiphol Living Environment Foundation was established in collaboration with the Province North Holland. The Environmental Fund, successor to the Stichting Leefomgeving Schiphol ('Schiphol Quality of Life Foundation'), now has a definite form and will start work in early 2025. The Environmental Fund has 10 million euros per year to spend on measures to improve the quality of life in the local environment until 2031.

Local residents reputation score

TPI Local Residents – Reputation Score: 6.6 Target 2024: 7; result 2023: 6.7

The TPI Local Residents is based on the results of the reputation score as surveyed quarterly by the research agency Motivaction among local residents. The average score obtained from these surveys in 2024 was 6.6 (6.7 in 2023). This means that the target of 7 has not been achieved. Over the past year, significant efforts have been made to streamline operations, improve the quality of work and foster a better balance with our surrounding environment. While progress has been made, local residents indicate that there are still opportunities for improvement, particularly in strengthening corporate responsibility such as sustainability, noise mitigation, improving living conditions and transparent communication.

Number of severely annoyed people

The number of severely annoyed people (48Lden) in the Schiphol area increased in 2024. Main reason is the rise in air traffic movements. The number of severely annoyed people per flight has not changed compared to 2023.

People that experienced noise disturbance at night: 12,835 (2023: 11,775)

Targets related to affected communities

ESRS S3-5: We do not have any measurable targets (yet) in relation to this material topic for 2025. For the process of tracking the effectiveness of our actions to address our IRO's, we refer to the basis of preparation chapter.

Policies related to consumers and end-users

Royal Schiphol Group references its approach to potential human rights impacts in relation to consumers and end-users in its Responsible Business Policy.

Responsible Business Policy

• Scope: Information about the approach on potential human rights impacts in relation to consumers and end-users
• Public availability: A description of this policy is included in the EU-taxonomy chapter of the report
• Key content: The policy addresses potential human rights impacts in relation to consumers and end-users

The disclosure does not provide detailed information on policy governance, oversight mechanisms, monitoring processes, or links to international standards such as UNGPs, OECD MNE Guidelines, ILO Conventions, or UNGC.

Airports' attractiveness to consumers and end-users

Passenger Experience Score: 3.78 Target 2024: 3.96; result 2023: 3.79

In 2024, we changed from a Net Promoter Score (2023: +36) to the average Passenger Experience Score, which declined slightly by -0.01 compared to 2023, reaching a 12-month rolling average of 3.78. While overall performance remained largely stable, there were differences between the three journeys. The Departure Journey saw a slight decrease of -0.01, reaching 3.81. This was primarily influenced by the topic 'Cleanliness of the airport'. The Transfer Journey experienced a decline of -0.07, dropping to 3.98, influenced by the topics 'State of maintenance of the airport' and 'Cleanliness of the airport'. The Arrival Journey was the only journey to show improvement, increasing by 0.04 to 3.62. This growth was driven by improvements in terms of 'Waiting time at passport control' and 'Ease of finding your way'. Despite these developments, the annual target was not met. The focus remains on improving specific touchpoints to further enhance passenger satisfaction in 2025.

Investment in passenger experience

In recent years, overall passenger satisfaction for Schiphol has declined. According to ACI's Airport Service Quality benchmark, passengers rated Schiphol the lowest of eight major European hub airports. The other seven are Paris Charles de Gaulle, Copenhagen, London Heathrow, Madrid, Munich, Istanbul and Zurich. In 2023, the benchmark once more put Schiphol in last place, indicating that despite efforts to improve the airport, the passenger experience is not yet at the level it should be.

In 2024, Schiphol announced that between 2024 and 2029, it will invest 6 billion euros to improve the airport facilities. Important aspects of the airport infrastructure—including Pier C, the baggage basement, climate control systems, escalators, aircraft stands and taxiways—are due for major maintenance or renewal. Pier A will be completed and new construction projects, such as the new baggage basement, will begin.

Network connectivity

TPI Network – Intercontinental destinations: 124 Target 2024: 125; result 2023: 126

The number of direct intercontinental destinations for passengers and cargo. In 2024, the TPI Network was 124 intercontinental destinations, which is one below the set target for the year and two fewer than in 2023. We welcomed six new destinations, while eight destinations were discontinued, resulting in a net loss of two destinations in 2024. Of the 124 destinations, 19 are cargo-only destinations.

Even though we did not reach our target in 2024, Schiphol has maintained its status as the second best connected airport in terms of direct connectivity, placing behind Istanbul but ahead of London Heathrow, Paris Charles de Gaulle and Frankfurt. This is according to the Airport Industry Connectivity Report 2024 by ACI Europe.

Passenger and traffic volumes

Total passengers RSG: 75,881,197 (2023: 70,946,209) Air transport movements RSG: 529,248 (2023: 498,194) Cargo: 1.49 million tonnes (2023: 1.38)

In 2024, 66.8 million passengers flew to, from or via Schiphol, an increase of 8% compared to 2023. The number of flights to and from Schiphol was 473,815, an increase of 7% compared to 2023.

Targets related to consumers

Royal Schiphol Group explicitly states:

ESRS S4-5: We do not have any measurable targets (yet) in relation to this material topic for 2025. For the process of tracking the effectiveness of our actions to address our IRO's, we refer to the basis of preparation chapter.

Business ethics and corporate culture

We uphold the highest standards of integrity. Our robust compliance and integrity programme is designed to monitor employee behaviour and effectively mitigate compliance and integrity risks. Our Ethics Annual Plan details new developments and preventive measures, including the promotion of ethical behaviour and evaluation of our culture. In line with our corporate strategy, we are also pioneering a vision for sector-wide integrity and social safety in aviation.

Supplier and procurement practices

In 2024, Schiphol was actively integrating quality of work-related minimum requirements and award criteria in tenders for labour-intensive services at the airport, such as cleaning, security and taxi services. Examples of requirements and criteria are attractive and adequate income, predictable work schedules, and working conditions that contribute to safe, healthy and attractive work. Service companies commit to these principles and are assessed in part on quality of work, with the purpose of increasing the attractiveness of working at Schiphol. We also encourage sustainable cooperation with contractors who support our vision of being a socially responsible employer.

Schiphol Group strives for a prudent overall financial policy aimed at maintaining healthy access to financial markets to (partly) finance its ambitious CAPEX portfolio and refinance its current debt position. A strong and stable credit rating is therefore key.

Incidents of corruption or bribery

Confirmed incidents

In 2024, Royal Schiphol Group received 25 reports via the integrity reporting line, mainly related to unwanted behaviour. No human rights violations or violations related to material fraud and bribery or corruption occurred in 2024.

There was 1 reported issue relating to discrimination on the basis of gender, race or ethnic origin, nationality, religion or belief, disability, age, sexual orientation or other forms of discrimination. Appropriate actions were taken.

Convictions and fines

In addition, there are no known incidents or complaints that have resulted in material, legal cases, fines, penalties or damages, nor are there any known human rights incidents involving RSG's employees that may have resulted in legal cases, fines, penalties or damages.

Investigation procedures and speak-up mechanisms

RSG encourages all employees and employees in the value chain to report any concerns regarding fraud, bribery and/or corruption through its established reporting channels and Speak-Up tool. The Integrity Committee operates independently of the management chain involved in the reported matter, ensuring objectivity and thoroughness.

Integrity reports are submitted to the Integrity Committee, which can investigate and advise on the necessary response to (possible) concerns. The Integrity Committee reports incident findings to the Executive Team at least twice a year, however, the Executive Team is informed immediately in the event of a serious report. The Committee also reports to the Supervisory Board's Audit Committee every six months and to the People Committee annually. The external auditor is updated two to four times a year.

Employees can report concerns anonymously using the Integrity Reporting Line or by contacting external authorities such as Meld Misdaad Anoniem. External stakeholders can also report concerns.

The Code of Conduct includes detailed provisions for internal reporting channels and measures to protect against retaliation in accordance with Dutch law ('Wet bescherming klokkenluiders'). Their protection and the integrity of the reporting process are of utmost importance to RSG.

Training and awareness

RSG conducts regular business conduct (integrity) training for its own workforce (all employees, including management). This includes both physical and digital trainings, including a Code of Conduct e-learning, which also addresses (topics that contribute to the prevention of) anti-bribery and corruption. The e-learning is available to all employees. RSG is currently working on an e-learning that focuses specifically on corruption and anti-bribery.

RSG aims to train the entire organisation every two years, with the ethics component integrated into the onboarding process for new employees.

Political influence and lobbying activities

Political engagement approach

Royal Schiphol Group (RSG) is committed to driving sustainability within the aviation industry. This commitment is reflected in lobbying activities, which emphasise environmental and public health considerations. RSG achieves this through a variety of initiatives, such as incorporating incentives for sustainable aviation charges, providing subsidies for sustainable aviation fuel (SAF) and advocating for structural sustainability improvements at both the national and European level.

RSG's lobbying activities are considerate of and advocate for environmental and public health concerns, representing a potential positive impact identified in the double materiality assessment.

EU Transparency Register

RSG is registered in the EU Transparency Register under the identification number 793750635630-82.

Governance and responsibility

• Executive Team: The CEO is the key representative responsible for lobbying activities.
• Supervisory Board: The Chair of the Supervisory Board holds ultimate responsibility. Additionally, several Supervisory Board members with political backgrounds play significant roles in shaping political influence and lobbying strategies.

Compliance and ethical standards

In 2024, there were no appointments of managing or supervisory directors who have or have had a position in public administration within the two years preceding their appointment. This ensures compliance with regulations and maintains the integrity of lobbying efforts.

RSG's lobbying activities are governed by the Responsible Business Policy (RBP), which outlines how the organization respects and ensures compliance with human rights, including taxation, fair competition, bribery and corruption, and lobbying activities.

Political contributions

The total monetary value of financial and in-kind political contributions made directly and indirectly by RSG is zero.

Financial or in-kind support being: provided directly to political parties, their elected representative or persons seeking political office. Financial contributions can include donations, loans, sponsorship, advance payments for services, or the purchase of tickets for fundraising events and other similar practices. In-kind contributions can include advertising, use of facilities, design and printing, donation of equipment, provision of board membership, employment or consultancy work for elected politicians or candidates for office. 'Indirect political contribution' refers to those political contributions made through an intermediary organisation such as lobbyist or charity, or support given to an organisation such as think tank or trade association linked to or supporting particular political parties or causes.

Lobbying focus areas in 2024

In 2024, RSG's lobbying efforts focused on the following themes:

• The 8-point plan, including night closure and phasing out the noisiest aircraft, as well as private jets and small traffic
• Quality of Work, including Aircraft and Diesel Engine Emissions (VDME), ultrafine particles and physical strain
• Opening of Lelystad Airport for commercial traffic
• European Entry Exit System
• Expansion North/South line (landside accessibility)
• Adjustment of the outdated EU Slots Regulation
• PFAS/soil
• Tariff consultation
• Expansion of the European emission trading system and higher blending of SAF

For many of these themes, RSG lobbies together with relevant (sector) partners.

Key lobbying topics and RSG's positions

Stakeholder engagement

RSG engages with network and special interest organisations on:

• Wildlife trafficking prevention
• Policies relating to sustainability initiatives aviation industry

Through:

• Partnerships
• Lobbying efforts
• Knowledge sharing and research initiatives

RSG also engages with shareholders on political decision-making through regular meetings.

Payment practices

Policy

Royal Schiphol Group's approach to all payment practices follows the policy that if the delivery of a product or service, as stated on the invoice, is agreed upon, payment will be made no later than the due date indicated on the invoice.

Metrics and targets

RSG closely monitors and optimises its payment processes to maintain robust supplier relationships and operational efficiency.

We take an average of 21 days to pay an invoice from the date when the contractual or statutory term of payment begins. This ensures timely settlement of dues and supports our commitment to financial responsibility.

Our standard payment terms by main categories of suppliers is 30 days, with a notable 79% of our payments being made within these established timelines. This adherence to standard payment terms highlights our reliability and consistency in financial dealings.

We currently have zero legal proceedings outstanding related to late payments.

¹ Kappé has a standard payment term of 45 days

Note on methodology: ESRS-G1-6 33b: There is no difference between sector categories, we have one payment term for all sectors. For the average payment time and percentage of payments that align with the standard payment term, data from Amsterdam Airport Schiphol was used as an estimation for the consolidated group numbers. For December 2024, an estimation was used that is in line with the weighted average of the prior 11 months. Since this is the first year reporting on this metric on a consolidated level, there are no comparative 2023 figures available.