Royal Schiphol

The administrative, management and supervisory bodies play a crucial role in Schiphol Group's governance structure. As stated on page 3, Pieter van Oord assumed the role of CEO of Royal Schiphol Group on 1 June 2024, succeeding Ruud Sondag who stepped down on 1 March. From March until June, CFO Robert Carsouw served as interim CEO. The CEO and management team are responsible for strategic decision-making and operational oversight. Board biographies are provided on page 64, detailing the backgrounds and qualifications of leadership team members. The governance structure includes oversight of sustainability matters, with the Board responsible for RSG's long-term ambition outlined in Vision 2050 to create the world's most sustainable, high-quality airports.

Information provided to administrative, management and supervisory bodies includes sustainability matters as part of the strategic framework. As outlined in the Vision and strategy section, RSG's strategy is reviewed every five years, with a new strategic plan process started in August 2024 to be completed in 2025. The Board addresses material sustainability topics identified through the double materiality assessment, including climate change mitigation, climate change adaptation, air pollution, soil pollution, biodiversity, resource use and circular economy, affected communities and noise, employment practices, safety, security, cybersecurity, business ethics and corporate culture, and supplier and procurement practices. The Board oversees Top Performance Indicators (TPIs) that measure progress on sustainability objectives, including CO2e emissions reduction targets and other environmental and social metrics.

Risk management and internal controls over sustainability reporting are managed through RSG's integrated approach to risk management. As outlined in the Risk management and internal control section on page 76, RSG maintains comprehensive risk management processes. The company has embraced the Corporate Sustainability Reporting Directive (CSRD) voluntarily in 2024, implementing appropriate systems and controls for sustainability data collection and reporting. The double materiality assessment process ensures systematic identification and assessment of sustainability-related risks and opportunities. RSG's Integral Safety Management System (ISMS) provides structured oversight of safety-related sustainability matters, while compliance and integrity programmes monitor environmental and social performance across operations.

RSG's strategy, business model and value chain are comprehensively described starting on page 10. RSG is the owner and operator of Amsterdam Airport Schiphol (AAS), Rotterdam The Hague Airport and Lelystad Airport, with a majority stake in Eindhoven Airport (51%) and stake in Maastricht Aachen Airport (40%). The business model is concentrated within three business areas: Aviation, Schiphol Commercial and Alliances & Participations. As one of the largest hub airports within Europe, RSG serves a range of market segments to sustain societal value for the Netherlands and beyond. Revenue sources include aeronautical revenue from airlines, concession fees from retail operators, rental revenues from real estate, parking fees, advertising revenue and income from international alliances and participations. The value chain includes four sectors: 1. aviation, 2. construction and real estate, 3. retail, food & beverage and 4. services and transport, with three value chain scopes: upstream impacts, airport location impacts, and downstream impacts. RSG's core activities connect cultures, families, holidaymakers and business travellers, contributing to broader prosperity and the Netherlands' open economy.

RSG engages with various stakeholder groups and considers their interests and views in strategy development and operations. Key stakeholders include shareholders (Dutch state 69.8%, municipality of Amsterdam 20.0%, municipality of Rotterdam 2.2%, with 8% held as treasury shares), local communities affected by airport operations, employees across the value chain, passengers, airlines, and regulatory bodies. RSG conducts social dialogues with unions, executives and companies in security, cleaning, cargo and temporary employment sectors. The company organised social dialogues in 2024 to discuss progress on Social Agreements from 2022 and 2023. Community engagement includes addressing noise disturbance concerns through the Minder Hinder programme partnership with Air Traffic Control the Netherlands (LVNL). The Environmental Fund, successor to the Schiphol Quality of Life Foundation, provides 10 million euros annually through 2030 for measures to improve quality of life in surrounding areas. Stakeholder feedback influences RSG's approach to balancing aviation activities with community well-being and environmental protection.

RSG has identified 16 material impacts, risks and opportunities through its double materiality assessment, which are integrated with strategy and business model considerations. Material topics include: Climate change mitigation and 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 value chain, Airports' attractiveness to consumers and end-users, Safety, Security, Cybersecurity, Business ethics and corporate culture, and Supplier and procurement practices. These material topics are linked to RSG's four strategic Qualities (Network, Life, Work, Service) and two enablers (Safety first, Robust organisation). The materiality assessment considers both impact materiality (significant impacts on people or environment) and financial materiality (risks and opportunities with financial effects). Key challenges include balancing connectivity needs with environmental constraints, noise disturbance management, climate change adaptation, and ensuring quality of work across the value chain while maintaining operational excellence and financial resilience.

RSG conducts a yearly materiality assessment to identify material topics, taking into account the entire consolidated Royal Schiphol Group. The company has fully embraced the CSRD and performed a double materiality assessment compliant with this framework. The double materiality assessment considers both 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. The value chain analysis was used to identify impacts, risks and opportunities (IROs) within the value chain, serving as input for the double materiality assessment. The process involves systematic evaluation of upstream impacts, airport location impacts (encompassing both own operations and activities by third parties on premises) and downstream impacts across four sectors: aviation, construction and real estate, retail food & beverage, and services and transport. Results are presented in a butterfly figure with two axes representing impact and financial materiality at the topic level.

RSG's sustainability statement covers disclosure requirements from multiple ESRS standards based on the materiality assessment results. The company reports on ESRS 2 (General Disclosures), E1 (Climate Change) covering climate change mitigation and adaptation, E2 (Pollution) addressing air and soil pollution, E4 (Biodiversity and Ecosystems), E5 (Resource Use and Circular Economy), S1 (Own Workforce) including employment practices and diversity, S2 (Workers in the Value Chain), S3 (Affected Communities) particularly relating to noise impacts, S4 (Consumers and End-Users) covering airports' attractiveness, and G1 (Business Conduct) addressing business ethics, corporate culture and supplier practices. The sustainability statement provides detailed information and reporting on each material topic aligned with the CSRD framework, with cross-references to specific sections throughout the annual report where relevant disclosures are presented.

RSG has established a comprehensive transition plan for climate change mitigation as part of its Most Sustainable Airports roadmap with objectives to be achieved by 2030 and towards 2050. The plan includes targets aligned with the Intergovernmental Panel on Climate Change (IPCC) to remain within planetary boundaries. RSG has achieved net-zero for Scope 1 and 2 emissions two years ago, primarily through the shift to 100% Dutch wind and solar electricity in 2018. The company continues efforts to phase out natural gas (Scope 1) by delivering central ATES systems for heat and cold storage. For Scope 3 emissions, RSG works with partners to reduce HVO100 fuel consumption for ground operations. The transition plan addresses the challenge that keeping emissions from outbound flights below 2005 levels by 2030 requires accelerated innovation and scaling up efforts. RSG actively participates in policy-shaping and invests in R&D for sustainable aviation fuel (SAF) and hydrogen propulsion through partnerships like the TULIPS alliance.

RSG's policies related to climate change mitigation and adaptation are integrated into its sustainability strategy and Most Sustainable Airports roadmap. The company has set ambitious goals for 2030 and 2050, committed to exploring practical solutions and working collaboratively with industry partners. Climate change mitigation policies focus on reducing CO2e emissions across Scope 1, 2 and selected Scope 3 categories, with particular emphasis on transitioning to renewable energy and phasing out fossil fuel usage. For climate change adaptation, RSG policies ensure airports are resilient to changing climate conditions and extreme weather events. The company monitors greenhouse gas emissions continuously and maintains dialogue with various stakeholders to jointly define metrics and progress measures. Policies include preparing for forecasted weather events and implementing measures to ensure asset resilience while accepting certain levels of climate risk that cannot be completely mitigated.

RSG has implemented numerous actions and allocated significant resources for climate change policies. In 2024, the company invested 1 billion euros in sustainability, maintenance, repair and quality improvements. A major 6 billion euro investment programme over five years was announced, focusing on high-quality and quieter operations. Specific actions include: installation of 56 additional preconditioned air units (PCAs) on airside to replace auxiliary power units; continuation of ATES system rollout with connection of office buildings planned for 2025; renovation of Pier E including replacement of gas-powered boilers; transition of ground operations from fossil diesel to HVO100 renewable fuel; collaboration through TULIPS alliance to accelerate innovative technology rollout; partnership with Rotterdam Port for sustainable aviation fuel supply chain development; and implementation of updated arrival and departure procedures to reduce emissions. The company also supports policy development and invests in R&D for SAF and hydrogen propulsion technologies.

RSG has established specific targets for climate change mitigation and adaptation. The primary mitigation target is CO2e emissions reduction of 65% compared to 2019 levels, achieved in 2024. The company targets net-zero carbon emissions by 2050, aligned with the 1.5°C pathway. For Dutch aviation sector collaboration, there is a shared target to keep emissions from outbound flights below 2005 levels by 2030. For climate adaptation, RSG's goal for 2025 includes researching historical data on operational disruptions due to extreme weather events and quantifying both operational and financial impacts. The company aims to quantify the financial impact of climate change on new and existing assets. Additional targets relate to transitioning to renewable energy sources, phasing out natural gas usage through ATES systems, and reducing emissions from ground operations through fleet electrification and sustainable fuel adoption.

RSG has transitioned to 100% renewable electricity from Dutch wind and solar sources since 2018, reducing market-based Scope 2 emissions to zero. The company continues efforts to phase out natural gas usage through implementation of ATES (Aquifer Thermal Energy Storage) systems for heating and cooling. Ground operations at airports have transitioned from fossil diesel to HVO100, a renewable fuel with lower emissions. Eindhoven Airport ended its use of fossil diesel for diesel-powered equipment on 15 August 2024, switching to HVO100. Energy consumption patterns show continued focus on renewable sources and efficiency improvements through building renovations and system upgrades. The energy mix reflects RSG's commitment to decarbonisation, with ongoing projects including Pier E renovation featuring replacement of gas-powered boilers and connection of additional office buildings to central ATES systems planned for 2025.

RSG reports CO2e emissions across Scope 1, Scope 2 and selected Scope 3 categories. The TPI Sustainability shows -65% CO2e emissions reduction compared to 2019 levels, meeting the 2024 target. Scope 1 emissions include natural gas and fuels used by own vehicle fleet. Scope 2 emissions are zero on a market-based method due to 100% renewable electricity procurement since 2018. Selected Scope 3 items include 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. The historic overview shows significant reduction in absolute emissions even as passenger numbers recovered. Total CO2e emissions from all scopes combined demonstrate substantial progress toward the net-zero target by 2030 for own operations. Scope 3 emissions remain challenging to reduce, particularly kerosene-related emissions from aircraft operations, which require industry-wide collaboration and technological innovation.

RSG recognises that climate change poses significant financial risks and opportunities. Extreme weather events cause disruption to airport performance, pose risks to employee and passenger health, and can cause serious damage to assets. Since the aviation network is global, RSG airports can be impacted by situations at other airports. Climate change affects flight times, delays and kerosene consumption, all with financial implications. The company's goal for 2025 includes quantifying the financial impact of climate change on new and existing assets. RSG accepts a certain level of climate risk due to inability to completely shield airports from extreme weather events. Physical risks include infrastructure damage from extreme weather, while transition risks include regulatory changes and shifting market demands. Climate-related opportunities include potential competitive advantages from early adoption of sustainable technologies and meeting evolving customer expectations for environmental responsibility. The 6 billion euro investment programme includes climate adaptation and mitigation measures to address these financial risks and opportunities.

RSG's policies related to pollution focus on reducing emissions from aircraft, fossil-fuel-powered ground activities and road transport to and from airports to limit air pollution. The company's ambition is to reduce emissions at airport sites and in neighbouring communities as much as possible. Policies address various air pollutants including NOx, ultrafine particles (UFPs), carbon monoxide (CO), particulate matter (PM10 and PM2.5) and polycyclic aromatic hydrocarbons (PAHs). RSG operates airports in strict alignment with national and regional regulations and prioritises proactive engagement with local communities. The company collaborates with partners to develop and implement innovative solutions to minimise environmental impact. Soil pollution policies focus on managing contamination from historical activities and preventing new pollution incidents through prudent handling of fuels and hazardous materials according to permits and regulations.

RSG has implemented numerous actions and allocated resources to address pollution. In 2024, the company introduced 56 additional preconditioned air units (PCAs) on airside, replacing auxiliary power units in aircraft and reducing emissions and pollutants harmful to human health. Together with Air Traffic Control (LVNL), airlines and ground handlers, RSG works on updated arrival and departure procedures to reduce emissions by having departing aircraft start engines as far from gates as possible. The company investigates scenarios like efficient taxiing and single-engine operation. For soil pollution, RSG applied for permits in 2024 to install a soil remediation facility, with construction hoped to begin in late 2025 pending permit approval. Contaminated soil (203,274 tonnes in 2024) is stored on-site in accordance with Dutch legislation. Since 2020, fire-fighting foam with PFAS substances is no longer used. RSG has initiated modified departure procedures at gates with high UFP concentrations and conducted studies on water droplet use for UFP removal.

RSG has established targets to reduce various forms of pollution. The company aims to minimise exposure of own and third-party employees to harmful pollutants to create safe and healthy working environments. Specific targets include reducing aircraft engine use within the Green Zone by end of 2027, as required by the Dutch Labour Inspection (NLA). The company targets continued reduction of air quality emissions through fleet electrification and sustainable fuel adoption. For soil pollution, RSG aims to construct and operate a soil remediation facility to address contaminated soil storage. The company also targets improvement in air quality through partnership collaboration and procedural changes. These pollution reduction targets align with broader sustainability goals and regulatory compliance requirements, contributing to improved working conditions and community well-being.

RSG monitors and reports on pollution of air, water and soil across its operations. Air pollution includes aviation-related emissions of NOx, UFPs, CO, PM10, PM2.5 and PAHs. Due to higher traffic levels in 2024, air quality emission levels were higher compared to 2023. The company operates airside electric vehicle fleets and has transitioned ground operations to HVO100 renewable fuel to reduce emissions. Water and soil impacts are managed through strict adherence to permits and regulations. Historical soil contamination exists from past activities including use of PFAS-containing fire-fighting foam (discontinued since 2020). Contaminated soil storage totaled 203,274 tonnes in 2024, approximately equal to 2023 levels. RSG does not intentionally cause soil pollution but acknowledges potential impacts from fuel use and handling activities. When incidents occur, the company acts prudently within permit requirements to limit environmental impact.

RSG manages substances of concern including PFAS (perfluoroalkyl and polyfluoroalkyl substances) from historical fire-fighting foam use. Since 2020, Schiphol Group no longer uses fluids that emit PFAS. The company handles various substances in airport operations including aviation fuels, cleaning chemicals, and maintenance materials. All substance handling follows strict regulatory requirements and permit conditions. RSG collaborates with partners to minimise use of harmful substances where possible, including transition to electric vehicles and sustainable fuels. The company maintains awareness of emerging substance regulations and proactively adapts operations to address new restrictions on substances of concern.

RSG recognises potential financial effects from pollution-related impacts, risks and opportunities. The company faces regulatory compliance costs and potential penalties for pollution incidents. Investment requirements include the planned soil remediation facility and ongoing fleet electrification to reduce emissions. The transition to cleaner technologies requires significant capital expenditure but provides long-term operational benefits and regulatory compliance. Pollution-related risks include potential operational restrictions, community opposition, and regulatory enforcement actions that could impact airport operations and financial performance. Opportunities include competitive advantages from environmental leadership, improved stakeholder relationships, and potential cost savings from cleaner technologies. The 6 billion euro investment programme includes pollution reduction measures that address both compliance requirements and stakeholder expectations.

RSG has policies related to biodiversity and ecosystems recognising its role as owner and manager of extensive land areas. The company acknowledges that land use for safe airport operations can influence biodiversity, and that emissions and pollution from value chain activities impact biodiversity. RSG is enhancing knowledge of the global biodiversity crisis and exploring how to directly contribute to biodiversity enhancement on premises without increasing operational risks. The nature permit describes steps the aviation sector must take to reduce NOx emissions that negatively impact nature, with maintaining this permit crucial for the license to operate. RSG works to preserve ecosystems while operating airports safely, recognising that airport land is part of greater ecosystems. Policies focus on balancing operational requirements with ecosystem preservation and enhancement.

RSG has implemented actions and allocated resources for biodiversity and ecosystem preservation. In 2024, the company continued efforts to maintain the weasel population at Schiphol as natural and eco-friendly pest control while beginning capture of American crayfish, an invasive species threatening the local ecosystem and damaging ditch banks. RSG collaborates with partners to reduce CO2e emissions and pollutants, contributing to biodiversity preservation both on airport premises and throughout the value chain. The company plans to establish a biodiversity baseline in 2025 by collaborating with third-party experts, aiming to enhance biodiversity resilience to climate change while actively supporting and preserving ecosystems.

RSG has established targets for biodiversity and ecosystem management. 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. The company targets maintaining and improving natural pest control through species like weasels while controlling invasive species that threaten local ecosystems. RSG aims to contribute directly to biodiversity enhancement on its premises without increasing risks related to local fauna. Targets include compliance with nature permit requirements to maintain the license to operate.

RSG's policies on resource use and circular economy date back to 2016 as an early adopter of circular economy principles. The company operates to preserve natural resources and derivative materials, remaining within planetary boundaries. Policies focus on the shift from linear to circular economy as fundamental to quality of life for current and future generations. RSG recognises that materials used in production, products and services, as well as waste streams, are part of Scope 3 emissions, with circularity and CO2e reduction being interlinked. The circular economy approach where resources remain valuable and in use for longer significantly reduces need for virgin natural resources and fossil fuels. RSG engages partners and suppliers to consider circular principles in design, material use and consumption, supported by CSRD-driven conversations and data exchange with stakeholders.

RSG has implemented numerous actions and allocated resources for circular economy initiatives. The company started construction of the almost fully circular security checkpoint Doorlaatpost 90, built by placing existing structures in new positions and using materials from demolished buildings. A new food and beverage covenant with Schiphol concessionaires was established in 2024, engaging retail partners in circularity ambitions and setting targets to decrease environmental footprint of food and beverage items. Together with partners, RSG plans to expand plant-based food options and reduce packaging waste. The company collaborates with other airports to discuss metrics that best reflect progress towards zero-waste ambitions. Various measures have been planned with partners to improve the quality of separated residual streams. RSG incorporates circular principles into construction projects and procurement processes.

RSG has established targets for resource use and circular economy. The company aims for zero waste and focuses on total waste reduction, waste per passenger reduction, and improved separation rates for operational residual streams. For Amsterdam Airport Schiphol, total waste was 7.5% lower in 2024 compared to 2023, with waste per passenger reaching 0.18 kg (down from 0.2 kg in 2023). The company targets increasing the separation rate of operational residual streams, expecting improvement in 2025 through planned measures with partners. RSG aims to improve quality of separated residuals and advance towards circular principles across operations. The updated corporate strategy will incorporate insights on metrics that best reflect progress towards zero-waste ambitions.

RSG monitors resource inflows including materials for construction projects, retail and F&B operations, and general airport operations. The value chain analysis identifies upstream activities including extracting, manufacturing and delivery of construction materials for the CAPEX portfolio, materials for retailers and F&B stores, and goods for terminal use. Resource inflows include materials for infrastructure development, commercial operations, and operational requirements. The company works to optimise resource use and promote circular principles in procurement and supply chain management. Resource inflow monitoring supports circular economy objectives and waste reduction targets.

RSG monitors and manages resource outflows including waste streams from various airport operations. Total waste at Amsterdam Airport Schiphol was 7.5% lower in 2024 compared to 2023. The separation rate for operational residual streams was 33.7% in 2024, lower than 2023 due to exclusion of post-separation on site and inclusion of construction residuals from small terminal projects. Construction residuals, retail and F&B waste, and passenger-generated waste constitute major outflow categories. The company reports on separation at source and works with partners to improve residual stream quality. Resource outflows are managed according to waste hierarchy principles, with focus on reduction, reuse, and recycling before disposal.

RSG's policies related to own workforce focus on creating a workplace where employees feel welcome, comfortable, valued, inspired and proud to work. The company prioritises employee well-being and career growth by offering fair pay, work-life balance, career progression and a safe, secure and private work environment. These elements are fundamental to creating a supportive and engaging workplace. RSG is committed to improving working standards and conditions, focusing not only on directly employed people but also workers across the entire value chain. The Quality of Work agenda encompasses both policy initiatives and social dialogue, vital for supporting and monitoring efforts. The company aims to provide a rewarding work environment and prioritises well-being and development of employees, including fair wages, good work-life balance, career opportunities and safe working conditions until retirement.

RSG engages with its own workforce through various channels and processes. The company organised social dialogues in 2024 with unions, executives and companies across different sectors including security, cleaning, cargo and temporary employment sectors. These social dialogues discuss progress on Social Agreements from 2022 and 2023, covering relevant topics related to quality of work. The dialogues provide platforms for critical voices to express improvement needs and jointly seek solutions. RSG conducts employee satisfaction surveys and measures Employee Promoter Score (eNPS) to gauge engagement. The company introduced a new Employee Satisfaction metric where employees rate their experience working at Schiphol Group on a scale from 1 to 10. Social dialogues ensure continuous attention for initiatives that improve quality of work and contribute to stable employment relationships.

RSG takes action on material impacts through comprehensive Quality of Work initiatives. The company introduced measures such as improving rest areas and support mechanisms to enhance work environment. Schiphol works with contractors to develop and execute investment strategies including renovating employee facilities and implementing innovative working condition improvements. Actions include installing lifting aids at every workplace in baggage halls - more than 280 installed by end 2024, with aim for all 385 workplaces to be equipped by 2025. The company focuses on full automation of baggage handling long-term and participates in BOOST programme to reduce physical strain through new technologies. Extensive renovations of rest and sanitary areas are underway with 50 areas renovated by end 2024 and 190 more planned for 2025-2026. RSG integrates quality of work requirements and award criteria in tenders for labour-intensive services.

RSG employed 3,527 total average FTE in 2024 (compared to 2,833 in 2023), showing significant workforce growth. Employee turnover data shows: Schiphol 186 leavers (6% turnover rate), Eindhoven 4 leavers (4% turnover rate), Rotterdam 14 leavers (10% turnover rate), Lelystad 6 leavers (12% turnover rate), and Kappé 61 leavers (22% turnover rate), for a total RSG turnover of 271 employees (7% turnover rate). The workforce characteristics show continued tight labour market conditions and ongoing organisational reputational pressure, underlining the importance of employee engagement initiatives.

RSG tracks non-employee workers through airport badge data. The number of employees with airport badges totaled 80,374 across all locations: Schiphol 73,865, Eindhoven 3,842, Rotterdam 2,319, and Lelystad 348. This represents the broader airport ecosystem of workers beyond direct RSG employment, including contractors, service providers, airlines, and other third-party workers operating at RSG airports. The company recognises the importance of working conditions across this extended workforce and integrates quality of work considerations into contractor relationships and service agreements.

RSG engages in collective bargaining and social dialogue through organised discussions with unions, executives and companies across various sectors. In 2024, the company organised social dialogues with unions and companies in security, cleaning, cargo and temporary employment sectors. These dialogues review progress on Social Agreements from 2022 and 2023 and address sector-specific quality of work topics. The social dialogues provide platforms for discussing improvements needed in working conditions and jointly seeking solutions. This collaborative approach ensures continuous attention for initiatives improving quality of work and contributes to stable employment relationships and attractive workplace conditions.

RSG reports 34% female employees in 2024, an increase from 31% in 2023, demonstrating progress in gender diversity. This improvement reflects the company's commitment to diversity, equity and inclusion as a material topic. The increase in female representation across the workforce indicates positive progress in RSG's efforts to create a more inclusive workplace and advance gender diversity objectives within the organisation and across airport operations.

RSG demonstrates commitment to accessibility for persons with disabilities through innovative solutions. At Schiphol Airport, travellers with reduced mobility can be transported to their gates by self-driving wheelchairs made by WHILL. This innovation aims to enhance independence of travellers with reduced mobility and make travelling as easy as possible for them. The implementation shows RSG's focus on inclusive design and accessible services for all passengers, including those with disabilities.

RSG maintains strong focus on health and safety metrics through its Safety Improvement Roadmap Schiphol and Integral Safety Management System (ISMS). The Net Safety Score reached 97.8 in 2024, surpassing the target of 95.6. This represents the percentage of days without serious incidents minus percentage of days with serious incidents, including all safety-related incidents. Four serious incidents in 2024 involved a runway excursion, employee injury on aircraft stand, and two accidents involving falls from height. The Lost Time Incident Frequency (LTIF) for construction projects increased slightly from 1.2 to 1.45 but remained well below the target of 2.8. Safety remains the top priority with continued efforts to enhance safety-related systems and foster safety culture across operations.

RSG's policies related to value chain workers extend its Quality of Work commitments beyond direct employees to the broader airport ecosystem. The company is committed to improving working standards and conditions focusing not only on people directly employed by RSG but also workers across the entire value chain. RSG integrates quality of work-related minimum requirements and award criteria in tenders for labour-intensive services such as cleaning, security and taxi services. Examples include attractive and adequate income, predictable work schedules, and working conditions contributing to safe, healthy and attractive work. Service companies commit to these principles and are assessed on quality of work with the purpose of increasing attractiveness of working at Schiphol. RSG encourages sustainable cooperation with contractors supporting the vision of being a socially responsible employer.

RSG engages with value chain workers through social dialogues with unions, executives and companies across different sectors. The company organised social dialogues in 2024 involving participants from security, cleaning, cargo and temporary employment sectors. These dialogues discuss progress on Social Agreements from 2022 and 2023 and address sector-specific quality of work topics. The social dialogues provide platforms for critical voices to express what needs improvement in quality of work terms and give discussion partners opportunity to jointly seek solutions and improvements. This engagement ensures continuous attention for initiatives improving quality of work and contributes to stable employment relationships and attractive workplace conditions across the value chain.

RSG takes action on material impacts for value chain workers through comprehensive initiatives. The company announced new long-term contracts with cleaning companies GOM, Hago Airport Services and Victoria in 2024, working more closely with cleaning companies and their employees with quality of work as top priority alongside cleaner terminals. Tendering processes for security work and baggage handling concessions include requirements and award criteria aimed at quality of work for employees involved. RSG implements major programmes like working conditions baggage, installing lifting aids at every workplace in baggage halls. The BOOST programme focuses on reducing physical strain in baggage handling through new technologies, involving collaboration with other international airports. Extensive renovations of rest and sanitary areas provide clean, attractive break spaces for companies involved in airport operations.

RSG's policies related to affected communities focus on reducing noise disturbance and improving the balance between airport activities and community well-being. The company is committed to reducing noise disturbance for communities surrounding its airports through collaboration with Air Traffic Control the Netherlands (LVNL) on the Minder Hinder noise reduction programme. RSG operates airports in strict alignment with national and regional regulations and prioritises proactive engagement with local communities to keep them informed of developments. This includes sharing updates on innovative solutions developed with partners to minimise environmental impact and contribute to community well-being. The company supports Dutch government efforts to maintain good balance between Schiphol and surrounding environment, with focus on reducing noise disturbance and strengthening legal protection of local residents.

RSG engages with affected communities through various channels and initiatives. The company maintains proactive engagement with local communities to keep them informed of developments and shares updates on innovative solutions being developed with partners. RSG participates in the Minder Hinder noise reduction programme in partnership with LVNL, involving community input on measures to reduce noise disturbance. The Environmental Fund, successor to the Schiphol Quality of Life Foundation, has definite form and will start work in early 2025 with 10 million euros annually through 2030 for measures to improve quality of life in the local environment. The company supports government efforts in the Balanced Approach procedure to create better balance between aviation and local environment, seeking input from communities and stakeholders on proposed measures.

RSG takes action on material impacts for affected communities primarily through noise reduction measures and community investment. The company published new airport charges at end of October with newer, quieter aircraft paying lower fees while older, noisier aircraft pay higher fees, with night flights costing about three to six times more than day flights depending on aircraft type. This promotes use of quieter, cleaner fleet. The Environmental Fund provides 10 million euros per year through 2030 for measures improving quality of life in surrounding areas. RSG lifted land reservation for second Kaagbaan runway development in July 2024 as part of its 8-point plan. The company collaborates on innovative solutions to minimise environmental impact, including studies on ultrafine particle removal and modified departure procedures to reduce emissions near gates.

RSG's policies related to consumers and end-users focus on providing unrivalled service through Quality of Service as one of four strategic qualities. The company aims to provide passengers and customers with unrivalled service by harnessing digital tools and processes and working closely with partners to introduce innovative concepts and services. RSG seeks to orchestrate smooth and inspiring airport experiences for all visitors. Policies emphasise high-quality service delivery to airlines and travellers, with focus on passenger satisfaction and customer experience. The airports' attractiveness to consumers and end-users is recognised as a material topic, encompassing network destinations, airport capacity, accessibility and business continuity considerations that contribute to overall attractiveness of RSG's airports.

RSG engages with consumers and end-users through various feedback mechanisms and service improvement initiatives. The company measures passenger satisfaction through the Passenger Experience Score, conducting regular surveys to assess customer experience across departure, transfer and arrival journeys. RSG introduced real-time baggage claim wait time information in April 2024 so passengers know how long their suitcase will take to arrive. The company uses technology and data analytics to continuously improve passenger and airline experience, collaborating with partners through the Airport Operations Centre (APOC) for comprehensive aviation process management. RSG engages with retail partners and concessionaires to improve service offerings and works with airlines on innovative concepts like Smooth Boarding to enhance the passenger experience.

RSG takes comprehensive action to improve consumer and end-user experience through major investment programmes and service enhancements. The company announced a 6 billion euro investment programme over five years focusing on high-quality infrastructure, working conditions and passenger service. Specific actions include completing Pier A construction (expected April 2027), renovating Pier C, upgrading baggage basement, improving climate control systems, escalators and aircraft stands. RSG opened new section of Lounge 1 after major redevelopment, adding 5,000 square metres of passenger space. The company enhanced retail offerings with new luxury brands and renewed restaurant options. Service improvements include introduction of self-driving wheelchairs for passengers with reduced mobility and testing of innovative solutions. Airport Sprinter service was introduced in December providing eight trains per hour between Schiphol and Amsterdam. These investments aim to address passenger satisfaction levels that are currently below desired targets.

RSG has established targets related to managing impacts and pursuing opportunities for consumers and end-users. The Passenger Experience Score target for 2024 was 3.96, though the actual result was 3.78, indicating room for improvement. The company targets position 2 for on-time performance among Top-5 European Airports, successfully achieving this ranking in 2024. RSG aims to maintain 124+ intercontinental destinations (achieving 124 in 2024 against target of 125). The company targets improved passenger satisfaction across all journey types (departure, transfer, arrival) through the major investment programme and service enhancements. Specific improvement areas include cleanliness, state of maintenance, waiting times and ease of finding directions throughout the airport.

RSG upholds the highest standards of integrity through a robust compliance and integrity programme designed to monitor employee behaviour and effectively mitigate compliance and integrity risks. The company's Ethics Annual Plan details new developments and preventive measures, including promotion of ethical behaviour and evaluation of culture. In line with corporate strategy, RSG pioneers a vision for sector-wide integrity and social safety in aviation. Business conduct policies focus on maintaining ethical standards across operations and creating a culture of integrity. The company's governance structure includes oversight of business ethics and corporate culture as material topics identified through the double materiality assessment.

RSG manages relationships with suppliers through comprehensive procurement practices that integrate sustainability and quality of work considerations. The company actively integrates quality of work-related minimum requirements and award criteria in tenders for labour-intensive services such as cleaning, security and taxi services. Examples include requirements for attractive and adequate income, predictable work schedules, and working conditions contributing to safe, healthy and attractive work. Service companies must commit to these principles and are assessed partly on quality of work. RSG encourages sustainable cooperation with contractors who support the vision of being a socially responsible employer. Supplier and procurement practices are identified as a material topic, reflecting the importance of responsible supply chain management in RSG's operations.

RSG's prevention and detection of corruption and bribery is managed through its robust compliance and integrity programme. The programme is designed to monitor employee behaviour and effectively mitigate compliance and integrity risks. The Ethics Annual Plan details preventive measures and promotes ethical behaviour throughout the organisation. RSG upholds the highest standards of integrity as part of its robust organisation enabler. The company evaluates its culture regularly and implements measures to prevent corruption and bribery across all operations and business relationships.