- Shortcuts to:
- Vision 2030
- Value creation
- Reputation & Customer satisfaction
- Sustainable port
- 4 roadmaps
Port of Amsterdam seeks to contribute to a sustainable world for current and future generations in the region, the business community and shipping. The port plays an increasingly important role in the city and region’s metabolism: supply and disposal, the ‘roundabout’ of circular waste and resources, and the battery role for clean energy.
Vision 2030: faster, smarter, cleaner
By 2030, the Amsterdam port region will be more than a hub – it will be a dynamic metropolitan port that combines the strengths of Amsterdam’s three main assets: the world-class logistics hub, the high-quality regional industry and the diverse urban services industry. By connecting these three assets as effectively as possible, we create cross-pollination, synergy and innovation. This ensures that the Amsterdam port region remains one of Europe’s leading ports and a driver of the economy – one that is fast, smart and clean.
Koen Overtoom CEO Port of Amsterdam
'The port offers a variety of facilities that the city needs, ranging from water purification and energy to logistics innovation and construction materials. This is only set to increase in the coming years due to the growth of Amsterdam and the port’s investment in circular activities.'
Our aim is to generate healthy financial returns coupled with a high quality of life and significant added value for the region. Our mission is to create value by breaking new ground. A clean environment and high-quality public space are our permanent goals, and the living environment and societal aspects within and outside the company remain a priority throughout. We ensure that our efforts and targets are in line with the Dutch Energy Agreement for sustainable growth (2013), the Commodities Agreement and international CSR guidelines such as the OECD guidelines and the Sustainable Development Goals (SDGs). This enables us to demonstrate our value creation in a wider context. We set concrete targets for ourselves and closely monitor progress.
Michiel de Brauw CFO Port of Amsterdam
‘Solid turnover and profits only tell one side of the story. There are many factors that determine a company’s health. There is your licence to operate, for example, which is granted to you not just by your shareholders and investors, but also by the general public, your employees and the market.’
Our strategy is one of sustainable growth, ensuring that we will be among the leading sustainable ports in Europe by 2030: economically strong, with a good competitive position and a focus on the environment (both the natural environment and our living environment) and society. This also means we are committed to reducing disturbance and environmental impact to a minimum: a large port with a small footprint.
Due to the presence of industry, an airport and a sea port, the North Sea Canal Area has a substantial impact on the immediate environment. Since we are, and want to remain, a smart, clean and efficient port, we invest in sustainability. We do this, for example, by establishing programmes aimed at improving the quality of life, promoting the use of biofuels, promoting solar and wind energy, and providing alternatives for cleaner shipping. The Community Health Service (GGD) has been measuring air quality for many years, and its findings have shown that the port area amply fulfils the European standards. Yet we still want to work with the industry to further reduce shipping emissions and reduce their environmental impact. Our targets and specific measures for 2021 are described in our Clean Shipping Vision.
Jordy Husslage & Eline Huiting Harbour Masters ad interim
‘We are very proud of our Clean Shipping Vision. It is an ambitious plan, one that contributes to the sustainability of the logistics supply chain and quality of life in the urban area around the port. This is what socially responsible business represents to us.’
Reputation & customer satisfaction
The city and its port are highly dependent on each other in a variety of ways, making the free and efficient exchange of ideas all the more important to both parties. It also enables us to create long-term value for the city and region.
We regularly conduct surveys among our stakeholders in order to gather feedback on our actions.
In addition to periodic customer satisfaction surveys, studies on the use of the waterways, and employee satisfaction surveys, we conduct a reputation survey twice a year.
4 Strategic roadmaps
Energy transition »
Digital Port »
Circular economy »
Logistics & Accessibility »