During the Boardroom Dinner on September 29, Pieter van Oord, President & CEO of Royal Schiphol Group, will engage in a discussion with you regarding Schiphol’s master plan and the resulting strategic dilemmas. Central to the conversation are questions such as: how do you maintain Schiphol as a driving force behind the Dutch economy without increasing the pressure on the living environment? How can an organization operate stably within a politically volatile reality? And: does low public trust in politics offer opportunities for businesses?
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Event for Chief Executive Officers and Board Members
17:30 | Start of program (including presentation, discussion and 3-course dinner)
20:30 | End of formal program, opportunity for informal networking
Language: English
Headquarters, Schiphol
CEO
Pieter van Oord is an executive with a passion for infrastructure and social connection. Since June 2024, he has served as President and CEO of Royal Schiphol Group, where he works on a future-proof airport organization with a focus on quality, reliability, and a better balance with the environment. Under his leadership, the largest investment program in the airport’s history was announced, aimed at renewal, maintenance, and sustainability. Before joining Schiphol, Van Oord led the family business Van Oord for over fifteen years. There, he gained international experience in dredging, offshore energy, and major infrastructure projects.
Schiphol Group consists of a network of airports, including Amsterdam Airport Schiphol, Rotterdam The Hague Airport, Eindhoven Airport, and Lelystad Airport.
Schiphol operates in a complex arena where economic interests, social expectations, and politics converge. After years of underinvestment, further development is necessary, involving a fundamental shift in direction: from growth and low cost to quality and balance.
During the Boardroom Dinner on September 29, Pieter van Oord, President & CEO of Royal Schiphol Group, will engage in a discussion with you regarding Schiphol’s master plan and the resulting strategic dilemmas. Central to the conversation are questions such as: how do you maintain Schiphol as a driving force behind the Dutch economy without increasing the pressure on the living environment? How can an organization operate stably within a politically volatile reality? And: does low public trust in politics offer opportunities for businesses?
These issues extend beyond Schiphol alone. They touch upon social tensions surrounding growth, sustainability, quality of life, and national resilience. Especially in times of uncertainty, a well-functioning airport is essential for accessibility, logistics, and security. Within this dynamic, Schiphol sees itself as a connector: a platform where government, the business community, and society come together to make choices about the future. This also calls for greater mutual solidarity between companies within an ecosystem under pressure.
The core message is clear: Schiphol’s dilemmas are societal choices. They require collaboration, shared responsibility, and strategic leadership.
