Bijlage 1. CEO search profiel Royal Schiphol Group NV.pdf

CEO search profile Royal Schiphol Group About Royal Schiphol Group Royal Schiphol Group (RSG) is an airport company operating in both the Netherlands and internationally. RSG has four shareholders: the Dutch state (69.8%), the municipality of Amsterdam (20.0%) and the municipality of Rotterdam (2.2%). In December 2022, RSG bought back the 8,00% Groupe ADP had held in RSG due to the termination of the HubLink agreement with Groupe ADP. Amsterdam Airport Schiphol (AAS) is the main airport of RSG, connecting the Netherlands to the rest of the world. The regional airports in the Netherlands play an important role in extending the reach and impact of RSG. RSG is owner and operator of Rotterdam The Hague Airport and Lelystad Airport and holds the majority share in Eindhoven Airport (51.0%). On an international level, RSG has an interest in Brisbane Airport (19.61%) and Hobart Airport (35.0%). RSG also manages terminal and retail operations in Terminal 4 JFK International Airport in New York and is engaged in strategic collaboration and interests in the Asia Pacific region and the Caribbean. RSG is an airport company with an important social-economic task. The airports of RSG create value for society and for the economy and contribute to its mission ‘Connecting your world’.

By facilitating optimal links as effectively as possible, RSG contributes to prosperity and wellbeing in the Netherlands and elsewhere. Vision 2050 RSG’s ambitions and commitments for the future are articulated in its Vision 2050, which is built around four pillars: Quality of Network, Quality of Life, Quality of Service and Quality of Work. The four qualities guide the organization through the challenging period that lies ahead of it and the entire aviation industry. RSG has the ambition to be a frontrunner in the transition towards sustainable aviation. An important element is the need for RSG to continue a business model of diversified revenue streams. Underlying is existing legislation around aviation charges that does not allow RSG to build (equity) capacity to absorb unexpected losses. Strategic Plan 2021-2025 In the Strategic Plan, RSG describes four main goals to emerge from this crisis stronger under ‘Building Back Better'. 1. Quality of Network: recover connectivity Recovering connectivity starts with facilitating safe and responsible travel. RSG contributes to this by adjusting the airport processes and effectively using capacity. 2.

Quality of Life: reduce emissions and hindrance RSG is working constructively with the government and sector partners to achieve a reduction of negative environmental, noise and climate impact in the most effective way, also given the Cabinet’s intention to reduce capacity to 440K ATM per year. RSG is on course with investments to become zero-emission and zero-waste airports by 2030.

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Through innovation and (inter)national collaboration RSG wants to lead the efforts of the aviation industry to become truly sustainable. RSG has recently announced an 8-point plan to reduce the noise hindrance at AAS, which includes among others reducing night flights and terminating private jets. With its plan RSG wants to take a fundamental step in reducing the burdens for the environment and neighbours of AAS. RSG is currently working on obtaining the nature permits for its locations Amsterdam Airport Schiphol, Eindhoven Airport, Rotterdam The Hague Airport and Lelystad Airport. 3. Quality of Service: improve essential airport services. Over the next few years, RSG urgently needs to focus on operational services and the quality of its assets that matter most to its customers. In 2022 RSG’s reputation was seriously damaged due to the upscaling issues and consequently long queues. RSG is focusing on restoring the reputation and rebuilding trust from relevant stakeholders, starting with passengers and airlines. To improve the service levels, RSG is taking steps towards Total Airport Management (joint preparation and decision making at the airport with all sector parties and with the help of relevant data) together with RSG’s partners. Reinforcing enabling technology and making operational, commercial and asset data centrally available are very important.

In addition, it is important that the capex portfolio and maintenance program is executed. 4. Quality of Work: improve working conditions at the airport RSG’s strategy was originally based on three qualities. Recently, RSG included Quality of Work. It was part of Robust Organization (as an enabling quality), but that did not provide sufficient focus. Quality of Work expresses that people are at the core of our orientation and business processes. After the pandemic it is crucial to rebuild a thriving social ecosystem at the airport to ensure excellent performance of the airport. RSG is therefore taking more responsibility now for working conditions and decent wages through the entire chain at the airport. RSG is reviewing the operating model at AAS, including the ground handling, to ensure quality of work for the airport-wide staff. Precondition: improving our efficiency, flexibility and resilience. As experienced in 2022 RSG’s adaptability needs to improve. Control and joint steering of outsourced services, strategic adaptability, large scale crowd management and an approach of constant adjustments are competencies that need to be installed and maintained structurally. The precondition for the achievement of RSG’s goals pertaining to the four qualities are improvements in efficiency, flexibility and resilience.

To remain resilient, AAS needs to ensure it operates as a financially healthy organization. This requires a diversification of sources of income, including international partnerships and/or acquisitions. Current situation Following the resignation of RSG’s CEO Dick Benschop in September 2022, Ruud Sondag has been appointed as interim CEO from 1 November 2022. Key responsibilities of the CEO of RSG in essence: • Leadership to drive the strategic direction of RSG • Stakeholder relationships and stakeholder management

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Leadership to drive the business operations at AAS

The Role includes: • Long term sustainable strategy of the group and shaping RSG’s recovery • Responsibility for stakeholder relations in and outside RSG • External communications and positioning RSG (both nationally and internationally) • Health of the wider RSG organization • Act and decide with the (Dutch) public interest in mind, including safety and sustainability for people and the environment • Personal leadership and steering of the operational transformations • Executing the capex portfolio and asset maintenance program • Strengthening RSG’s organizational capability, foster inclusion and emphasize team building and individual development Personal characteristics

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Experience in complex multi-stakeholder and strongly operational environment Being a leader in the transition to sustainable business processes Demonstrating presence and maturity to have an immediate impact with a high focus on improving the passenger experience as well as rebuilding trust with all stakeholders Power and capability to negotiate and have constructive dialogues with all stakeholders in a multi-stakeholder eco-system Strong decision-making and execution skills in complex situations Leadership skills and the capability to guide RSG on the short as well as long term towards its vision while building and strengthening the culture together will all people of RSG and its partners Knowledge and understanding of (Dutch) public shareholder structures and political influence, and having the ability to deal with this