Global food systems face mounting pressure as livestock production contributes disproportionately to greenhouse gas emissions (Aiking et al., 2018). Airports, as high-volume food consumption environments, represent both a source of this impact and an opportunity for change. Royal Schiphol Group has committed to a 50% reduction in Food & Beverage-related CO₂ emissions by 2030, with a key strategy of shifting its food assortment to 60% plant-based ingredients (Royal Schiphol Group, 2024).

Despite this ambition, plant-based sandwiches account for only 5% of total sandwich sales at Loaf, one of Schiphol’s main F&B outlets. At the same time, Schiphol’s passenger satisfaction scores rank below those of comparable international hubs, with the F&B experience scoring particularly low (Schiphol data, 2024–2025). Plant-based options introduced so far have been largely rejected by passengers, putting both sustainability targets and commercial viability at risk (RSG Sustainable Food Route, 2024). This project therefore addressed the question: “How can a design intervention at Schiphol Airport nudge passengers towards sustainable food options?”

A Human-Centered Design approach, structured around the Double Diamond framework, guided the project. Research combined desk research on the protein transition, consumer behaviour theory (including the COM-B model and nudging theory), and airport F&B trends with qualitative user research through travel diaries (n=5), semi-structured interviews (n=14), and terminal interviews (n=6). Insights were synthesised into an empathy map and a choosing mechanism model, and validated through a co-creation session with passengers (Sanders & Stappers, 2012).

The research showed that passengers rely on familiar food as a coping strategy to make a confident choice during a stressful and uncertain travel day. Three must-have design criteria were identified: familiar positioning, guidance, and enabling imagination of taste (Papies et al., 2020; Farrar et al., 2024). This led to the design challenge:
“Design a guiding intervention that enables imagination of taste and builds familiarity around a plant-based sandwich at Loaf.”

Four concept directions were developed and evaluated through co-creation sessions, stakeholder discussions, an experiment with Schiphol employees (n=9), and a between-subjects survey with passengers (n=27). This process resulted in the final concept: Your Schiphol Mix.

The intervention combines three elements. First, Schiphol acts as a guiding selector, presenting a curated set of sandwiches as reliable travel-day options without emphasizing their plant-based nature. Second, a Mix & Match format allows passengers to combine two half sandwiches at no extra cost, lowering perceived risk and enabling imagination of taste. Third, a personalized hospitality interaction, where the employee writes the passenger’s name on the plate and wishes them a good flight, adds a meaningful human gesture to an otherwise anonymous environment (ACI, 2025).

A terminal test validated the Mix & Match format: the plant-based share increased from 16% to 21%, a 31% relative increase, representing roughly a 5% shift from animal-based purchases without explicitly promoting sustainability. Lifecycle assessment estimates suggest that this shift could reduce emissions by approximately 44,500 kg CO₂eq annually at Loaf alone (RIVM, 2024; The Big Climate Database, 2024).

The concept fits within the existing Schiphol–HMSHost partnership and shows potential for scaling across the airport. The project demonstrates that encouraging plant-based choices in airports does not require sustainability messaging, but rather a choice environment that helps passengers make a confident decision before boarding.

As global air travel continues to rise, airports are investing in smoother passenger experiences: particularly during the departure process. Yet for many passengers, the moment of arrival remains stressful. At airports, this problem is particularly present for leisure passengers carrying heavy baggage. This thesis investigates how the Bag-to-Remote concept (wherein checked baggage is delivered directly from the airport to the passenger’s hotel) can enhance the arrival experience. Based on a user-centred design approach and structured by the Double Diamond model, the research consists of passenger interviews, expert consultations, journey mapping, case studies, and design methods to uncover insights across the baggage journey.The findings show that passengers experience peak stress at two moments: waiting for baggage and continuing onward travel. For families and group passengers in particular, baggage creates a mental and physical burden. Interviews and evaluations confirmed that passengers would value a service that removes this burden, as long as it is built into trust, integrated seamlessly into existing booking and travel routines, and clearly demonstrate relief. As a solution for this problem, the thesis proposes a modular, opt-in Bag-to-Remote service built on those three core principles: trust, integration, and relief. Passengers can join the service at five different stages: from booking their trip until arriving at the airport. Each stage is linked to a tiered benefit level. The service is supported by six key features, including one-click airline and/or airport integration, real-time tracking via email and a personal bag portal, and physical service closure via baggage tags. A detailed service blueprint visualizes how frontstage passenger actions align with possible backstage logistics.The proposed solution not only offers value to the passengers, but also airlines, airport operators, customs authorities, hotels, and logistics partners. The thesis also outlines a three-phase roadmap for implementation: a pilot phase, scaling up, and full integration. In conclusion, Bag-to-Remote is more than a convenience service. By transforming the baggage journey from a burden into a supportive, passenger-centred solution, the service has the potential to redefine arrival at airports, seeking to modernize the arrival journey experience.

The aviation industry faces increasing pressure from sustainability concerns, labour shortages, and operational inefficiencies, driving airports toward automation solutions. This research addresses the challenge of orchestrating semi-autonomous and fully autonomous systems within airport operations, focusing on Schiphol Airport’s vision for autonomous airside operations by 2050. While automation technologies are looking promising in isolation, the development of an integrated system remains limited. As a result, there is a risk of creating isolated solutions that can obstruct coordinated efficiency gains if not addressed. This study uses a foresight-driven methodology combining backcasting and forecasting approaches, integrated with a specifically constructed six-layer maturity model which spans from manual operations to full autonomy. Using aircraft docking operations as a use case, the research develops a strategic roadmap for implementing remote monitoring and interventions functions that enables centralised orchestration of autonomous systems while maintaining human oversight. Findings reveal that successful automation integration requires a phased approach prioritising human-machine collaboration over an approach that solely focuses on technology implementation without sufficient organisational and ecosystem readiness. Current airport control operations are not sufficient for managing fleets of autonomous vehicles and processes, requiring new orchestration frameworks that balance automated efficiency with human decision-making capabilities. The proposed roadmap establishes three strategic horizons necessary for reaching the future vision: Foundation (controlled operations with basic automation support, Collaboration (intelligent operations with AI-assisted decision-making, and Autonomy (remote and resilient operations with minimal human intervention). To achieve this, Schiphol must adopt maturity-layered deployment strategies, leverage AI-growth strategically, and integrate co-development with change management. This research contributes a practical framework for Schiphol’s transition toward autonomous operations while maintaining operational safety, workforce trust, and regulatory compliance. The findings have broader implications for complex socio-technical systems which require coordinated automation integration.

Transatlantic in-flight catering generates substantial avoidable food waste, an issue with significant economic (approximately $6 billion annually) and environmental implications. This thesis investigates the drivers of this waste and evaluates feasible, passenger-centric strategies for its reduction while maintaining service quality. Utilizing a mixed-methods approach, including literature reviews, empirical fieldwork at Hartsfield-Jackson Atlanta International Airport with catering services like Newrest, expert consultations with flight attendants and industry professionals, and co-creation sessions, the research identifies operational over-catering, demand forecasting inaccuracies, data fragmentation across the passenger journey, and a critical communication disconnect concerning passenger meal preferences as primary contributors.

Findings highlight strong passenger demand for meal customization, variety, and digital pre-selection, alongside a willingness to participate in waste reduction initiatives; for instance, 73% of passengers are willing to pay extra for customized meals. The study concludes that passenger-centric strategies—encompassing enhanced preference communication (potentially through a unified system like the proposed SkyTag), journey-aware catering optimization, and redesigned choice architecture (such as opt-in meal systems and portion control)—can significantly curtail food waste. Leveraging digital platforms, AI-driven forecasting (e.g., KLM’s TRAYS model reducing waste by 63%), and integrated journey management, these approaches can improve passenger satisfaction and align economic incentives with environmental objectives, navigating challenges of legacy systems and systemic economic entrenchment. The research proposes actionable short-term and long-term recommendations for a more sustainable and responsive in-flight catering model.

This thesis investigates the development of Pathfinder, a wearable navigation system designed to help Visually Impaired Passengers (VIPs) navigate airports more independently. Large-scale transport hubs like Schiphol can be particularly challenging for VIPs due to their unfamiliar layouts, limited sensory cues, and reliance on visual information. Pathfinder explores whether smartphone-based Visual Simultaneous Localisation and Mapping (VSLaM), combined with intuitive feedback mechanisms, can offer a more autonomous alternative to traditional airport assistance.

The project followed a human-centred mixed-methods design approach, starting with contextual research and user analysis. Insights were gathered through desk research, interviews with experts and the user group, basic solution tests, and simulated context studies, where the researcher blindfolded himself and studied how blind navigation works. These methods helped identify key user needs, such as the importance of spatial orientation, environmental feedback, and a sense of control throughout the travel experience. Findings informed the development of a low-fidelity prototype and a refined system concept supported by flowcharts, user flows, and interface sketches.

The prototype was evaluated in a simulated airport setting at TU Delft to test how effectively it guided users along designated paths, responded to directional changes, and conveyed spatial and relevant information. Although testing did not directly involve blind users, the results indicated that the system enhanced route awareness and reduced reliance on human assistance. Participants responded positively to the audio-haptic feedback and the structured, intuitive nature of the guidance provided.

Limitations remain, particularly in real-time environmental adaptation and the prototype’s dependency on static maps for references. The lack of testing with actual VIPs also limits the depth of validation. Nevertheless, the project outlines a clear path forward, recommending steps such as API integration, improved feedback personalisation, and deeper co-design with blind users for future iterations.

Ultimately, Pathfinder demonstrates how VSLaM technology can be reimagined to meet the accessibility needs of visually impaired travellers. With further refinement and collaboration, systems like this could contribute to more inclusive, independent, and empowering travel experiences in airports and beyond.

The in-flight entertainment (IFE) systems provided by airlines significantly contribute to the environmental footprint of air travel. A common example of this impact is the distribution of millions of disposable headsets to passengers each year. These headsets not only generate considerable material waste but also add to aircraft weight, thereby increasing fuel consumption and associated carbon emissions.
This project explores alternative forms of IFE aimed at reducing the environmental impact of current systems. Conducted as part of the SESAME project—a collaboration between Airbus, various airlines, equipment suppliers, and the Georgia Institute of Technology—this research focuses on identifying and developing more sustainable IFE solutions that align with broader aviation industry goals.
The project presents several key findings that influence the final design showcase. These include the identification of distinct consumer groups and the behavioural reasoning behind their headphone use, a sustainability impact analysis of current IFE systems, an examination of the relevant EU Green Deal legislation influencing airline operations, and a market analysis of the current IFE systems.
This thesis presents a strategic framework to assist airlines in moving toward carbon neutrality by 2050. The strategy offers a method for integrating sustainability into business planning, which can also be used to create similar strategies in different settings. One of these is worked out into a product-intervention combination. This comprises a modular Bluetooth adapter and a set of digital touchpoints designed to encourage passengers to use personal headphones instead of disposable ones. Together, these components aim to reduce waste, lower emissions, and enhance the overall sustainability of in-flight entertainment.

The Port of Santa Fe was once a major hub for both domestic and international trade, but changing river dynamics have reduced its accessibility and economic importance. As a result, the port now faces the challenge of redefining its role and exploring new functions that reconnect the port with the public. The Dyke 2 waterfront in the Port of Santa Fe, is currently in a deteriorated and underdeveloped state, lacking essential public facilities, accessible green spaces, and safe access to the river. Most importantly, the site faces severe riverbank instability, confirmed by a calculated Safety Factor (SF) of 0.67.

This report presents an integrated vision and technical design for the sustainable redevelopment of the project site area, commissioned as an advisory document for the Ente Administrador del Puerto de Santa Fe (EAPSF). The project employed a strategic track, guided by four pillars, and a slope protection track, using a Multi-Criteria Decision Analysis (MCDA) to select a solution, resulting in a design containing both technical stability and a public urban concept.

The resulting urban concept, The Santa Fe Riverside Park, serves as a project embodying the strategic vision. The design integrates adaptive infrastructure, including stepped terraces and docking places, engineered to accommodate significant seasonal river fluctuations. This concept is supported by the delivery of a 15-year long-term roadmap. The unstable slope is protected using an ecosystem-friendly Articulated Concrete Block mattress system, improving the calculated sliding SF from 0.67 to 1.9, and achieving an erosion SF of 2.10.
Finally, the report provides the Port Authority with a strategic foundation of recommendations to realise the project.

Introduction — Servitization in B2B
This doctoral study investigated servitization in the B2B manufacturing industry, focusing on the shift from product sales to integrated product–service value propositions. Servitization was defined as the transformation from product-centric to service-oriented business models that deliver value throughout a product’s lifecycle. We used this definition to study a manufacturer's downstream value creation, emphasising the end-user as the ultimate recipient of value rather than limiting focus to direct B2B customers.
Servitization has become a key strategy for incumbent manufacturers seeking to differentiate themselves from digital disruptors, who challenge traditional models by leveraging data and service platforms. As a result, manufacturers must rethink their value propositions and adopt relational business models centred on recurring revenue and long-term customer relationships.
The scoping review in Chapter 2 identified a major gap in the literature: most B2B servitization research focuses on direct customer relationships, neglecting the end-user—the ‘customer-of-the-customer’. This narrow view limits insight into downstream value creation, particularly relevant in capital goods sectors. To address this, we introduced ‘Overarching Servitization’: a strategic perspective that includes end-users and ecosystem partners as value co-creators, extending beyond traditional B2B relationships.
To investigate how manufacturers might adopt this approach, we, grounded my research in strategic design theory. Using methods such as service design and design roadmapping, we explored how end-user and future-oriented servitization strategies could be developed. Through a series of Action Research Cycles (ARCs), we examined how design-driven methods support the reconfiguration of end-user focused value propositions and foster engagement across the entire value chain.
Research Design
This doctoral research explored how B2B manufacturers can design overarching servitization strategies that go beyond direct customer relationships to also address end-users across the value chain. Existing practices in B2B industry typically focus on services for immediate customers, overlooking opportunities to create value for end-users.
To address this gap, the main research question was:
‘How can B2B manufacturers design overarching servitization strategies?’
Supported by three sub-questions:
‘What are the enablers and barriers of servitization within a B2B manufacturer?’
‘How can a B2B manufacturer explore end-users’ values?’
‘How can a B2B manufacturer organise a servitization transition?’
This research aimed to uncover design principles and strategic mechanisms that enable B2B manufacturers to co-create advanced service systems with multiple stakeholders. Realising this potential requires a transition beyond operational optimisation towards rethinking service innovation processes and business models to create sustainable value for all actors in the value chain, including end-users.
To operationalise overarching servitization and unlock new value across B2B networks, we adopted a strategic design lens—drawing on service design and design roadmapping—to explore how manufacturers can identify latent end-user needs, co-develop services, and build long-term collaborative relationships.
Guided by a pragmatic stance, we chose a qualitative Action Research approach, well suited to the iterative and participatory nature of design methods. Over a five-year longitudinal study (2018–2023), we worked closely with a Dutch B2B manufacturer of intelligent logistics systems for the aviation sector. Across four ARCs, we followed Coghlan’s (2019) framework of Constructing, Planning, Taking, and Evaluating Action, integrating reflective practice to guide decisions and adaptations.
Process theory informed my analysis of how strategic change unfolded over time, while practical knowledge was developed through action. we used Atlas.ti™ for coding and thematic analysis of qualitative data—including interviews, discussions, visual artefacts, and Miro™ boards—following Saldaña’s strategies. Though the findings are context-specific, they offer deep insight into how B2B manufacturers can design and implement end-user-focused servitization strategies.
Insights Derived from ARC 1
During the first Action Research Cycle (ARC), we gained valuable insights into how a B2B manufacturer can initiate the design of overarching servitization strategies. we reflected on 29 insights derived from sub-ARCs 1.1, 1.2, and 1.3, which we initially clustered using five servitization lenses. As the research progressed, we introduced two additional lenses—Overarching Servitization and Future Strategy—which enabled us to formulate design criteria for subsequent design interventions as part of follow-up ARCs.
Overarching Servitization – End-User Value as a Strategic Driver
The company’s innovation practices remained largely technology-driven, limiting its ability to fully embrace overarching servitization. To address this, we identified two critical shifts required for transformation. The first was the need for deeper engagement with end-users. Methods such as user trend research, context scenario development, and group discussions helped uncover latent needs and reframe the innovation process from the end-user’s perspective. This user-centred shift empowered the in-house design team to act as a catalyst for more meaningful, servitized offerings.
Building on these insights, we identified nine enabling factors that support this transformation—among them, the integration of strategic designers into innovation teams, a conscious shift from technological feasibility to end-user desirability, and the application of design-led interventions throughout the development process.
The second shift concerned the evolution of organisational capabilities. Engineers began acquiring foundational service design skills and, in mixed teams with designers, contributed to more relevant and user-centred solutions. Interdisciplinary collaboration, alongside the shift in focus from technical feasibility to user desirability, proved essential for identifying and exploring new service directions.
Future Strategy – Long-Term, Ecosystem-Driven Transformation
A key strategic shift was the move beyond short-term innovation. The innovation department had primarily focused on isolated, short-term projects, limiting its ability to pursue long-term, value-driven transformation. To address this, we introduced Strategic Design Roadmapping as a means to embed long-term thinking into the organisation. Collaborating with novice designers—less constrained by the company’s technical conventions—helped reframe the service innovation strategy from a fresh, forward-looking perspective.
Despite these efforts, four major barriers became apparent: persistent short-term thinking, a lack of strategic design capabilities, limited market foresight, and siloed innovation processes. These challenges underscored the need for a more integrated, future-oriented approach to innovation.
In parallel, we identified digital platforms and ecosystem thinking as essential enablers of future servitization strategies. Digital capabilities opened up new business models, while stakeholder analysis beyond the traditional value chain revealed opportunities for collaboration with non-traditional partners.
Through ARC 1, we concluded that designing overarching servitization strategies requires a deliberate shift:
• from internal, technological expertise to end-user empathy,
• from engineering silos to multidisciplinary teams,
• and from merely reactive product innovation projects to proactive, long-term product-service innovation strategies.
By embedding these transformation principles into the organisation, we established a foundation for subsequent ARCs to investigate how servitization could evolve into a future-oriented practice that creates value not only for customers, but also for end-users and partners across the value chain.
Insights Derived from ARC 2
In ARC 2, we addressed a key gap identified in ARC 2.1: the lack of a structured Explore phase to initiate product-service system innovations. Through ARCs 2.2 and 2.3, we developed and refined strategic design interventions to integrate future-oriented, end-user-driven innovation into the company’s servitization strategy. Three overarching themes appeared:
1. Strengthening Organisational Capabilities for Service Design
Embedding service and UX Design, along with cross-disciplinary collaboration, proved vital. Concept models supported communication of value propositions, while mixed teams encouraged knowledge sharing and a more open innovation culture.
2. Embedding a Future-Oriented Perspective in Innovation
To compensate for the absence of long-term exploration mechanisms, we introduced design interventions focused on future contexts and latent user needs. Adopting future visioning and cyclical trend research to uncover new opportunities are recommended.
3. Enhancing Organisational Agility and Resilience
Overarching Servitization required time and employee adjustment, particularly within R&D. Reframing disruptions like the COVID-19 pandemic as strategic opportunities helped improve adaptability.
Insights Derived from ARC 3
In ARC 3, we sought to embed an overarching servitization strategy process—referred to as The Long Now (TLN)—within the company’s existing innovation framework. This involved designing and facilitating exploratory, future-focused, and end-user-centric interventions, while also navigating the practical constraints of a large corporate environment, such as limited participant availability. The process provided key insights into how to structure and operationalise overarching servitization, which in turn informed the development of my research sub-questions.
TLN began with a kick-off intervention to establish its purpose and create a shared foundation. In the following Creative Trend Research intervention, participants identified 107 relevant trends in European travel and clustered them into 37 categories, which informed the next steps.
During interventions Empathising with End-Users and Envisioning the Future Context, participants developed four future scenarios and formulated a vision statement for the Airports business unit. These scenarios framed the subsequent intervention, Ideating End-User Value Propositions, in which participants designed new product–service offerings tailored to a future end-user lifeworld.
In the final intervention, Roadmapping & Connecting Dots, participants selected three promising propositions and mapped out the activities, resources, and partnerships required for implementation. This output shaped a preliminary Strategic Design Roadmap aligned with the company’s overarching servitization strategy.
ARC 3 thus introduced TLN, a six-part design process that deepened our understanding of how B2B manufacturers can create end-user value in a future-oriented context. Three interventions—Empathising with End-Users, Envisioning Future Contexts, and Ideating End-User Value Propositions—were particularly novel in the B2B setting.
Building on these insights, we contributed to the theory of Strategic Design Roadmapping by refining existing roadmap frameworks. By introducing three distinct value perspectives—Value Context, Value Exchange, and Value Creation—we advanced overarching servitization in the B2B industry and provided a new lens for designing end-user-focused, future-oriented product–service innovations.
Insights derived from ARC 4
ARC 4 demonstrated the full potential of the TLN strategy design process as both a strategic framework and catalyst for product–service innovation across three business units. TLN marked a shift from fragmented, short-term initiatives toward a cohesive, end-user-focused, future-oriented strategy.
Interviews with 14 TLN participants and a survey among 50 participants indicated that TLN supported cross-departmental alignment and prompted management to reconsider the company’s evolving role within Product–Service Systems (PSSs) and Product–Service Ecosystems (PSEs)—for example, as orchestrator, integrator, supplier, or partner. However, its long-term impact depends on successful organisational embedding.
To support continuity, we identified key measures:
• establishing a digital documentation system,
• embedding TLN as a recurring process,
• forming a cross-functional governance team, and
• securing consistent leadership support.
TLN contributed to a meaningful mindset shift: it encouraged participants to look beyond immediate challenges, adopt end-user perspectives, and embrace long-term, scenario-driven thinking. Its iterative, design-driven nature fostered learning through exploration, synthesis, and implementation.
The process also strengthened internal cohesion, fostering shared ownership of strategic goals across departments. Although only two TLN cycles (ARCs 3 and 4) were completed, momentum was building to institutionalise TLN in the company’s strategic planning.
To ensure continuity, we recommended TLN be governed by the Strategic Design Department, under the Strategic Design Manager. ARC 4 showed that TLN enables B2B manufacturers to structure service innovation around future user needs, laying the groundwork for sustainable, end-user-driven servitization.
Conclusion
In this doctoral research, we examined how a technology-driven B2B manufacturer of capital goods can strategically design and implement a servitization transition, with a focus on end-user value in future scenarios. Action research was conducted within the organisation, collaborating closely with designers and engineers to develop and evaluate strategic design interventions for enabling overarching servitization.
The thesis presents five main findings. First, we introduced the concept of ‘Overarching Servitization’, which extends beyond traditional B2B models by positioning end-users as central stakeholders in value creation. This approach encourages manufacturers to co-create value downstream through direct engagement with end-users and ecosystem partners.
Second, we identified nine enabling factors—including the integration of strategic designers, a shift towards end-user desirability, and design-led interventions—and four key barriers: short-term thinking, lack of strategic design capabilities, limited foresight, and siloed processes.
Third, we developed and validated the TLN process (The Long Now), a structured framework of six design interventions supporting the exploration of future user scenarios and alignment of innovation with long-term servitization goals. Evidence from ARCs 3 and 4 confirmed its value across three principles: Exploring End-user Perspectives, Envisioning Future Contexts, and Organisational Embedding of TLN.
Fourth, the Roles & Relationships framework helped redefine the manufacturer's position within PSSs and PSEs, enabling value co-creation as an orchestrator in multi-actor constellations.
Fifth, the Value-Driven Strategic Design Roadmap supports cross-departmental alignment through three value lenses—Value Context, Value Exchange, and Value Creation—across three-time horizons, enabling future-oriented, user-centred innovation.
Together, these frameworks offer a coherent methodology for designing and implementing servitization strategies in B2B settings, directly addressing the thesis’s main research question and sub-questions.
The research is grounded in four ARCs, embedded and implemented within a single company. This provided deep empirical insights but limits generalisability. My dual role as researcher-practitioner and contextual disruptions (e.g. COVID-19) may have introduced bias and complexity.
These frameworks hold relevance for design and engineering practice. They encourage engineers to incorporate end-user value and offer strategic designers practical tools for aligning innovation efforts. The TLN process also supports managers in embedding servitization into strategic planning and ecosystem positioning.
Finally, this research contributes to education by offering frameworks for teaching design strategy and service innovation. Further testing is recommended across other sectors—such as healthcare or government—to assess the broader applicability of overarching servitization.

The aviation industry is at a critical crossroad, facing increasing pressure to reduce its environmental impact while managing rising operational costs. As a significant contributor to global CO2 emissions, the sector must find innovative solutions to balance sustainability with economic challenges. However, strict regulations, high material costs, and fragmented supply chains complicate efforts to drive change. This project explores how the Circular Cabin model—a framework for recycling and reusing cabin interior parts to reduce waste and extend material lifecycles—could be integrated into KLM Royal Dutch Airlines' Maintenance, Repair, and Overhaul (MRO) operations.

Cabin interior parts, particularly seats, were identified as high-potential areas for circularity due to their frequent replacement and material composition. A pilot study on seat backrests demonstrated that recycled polycarbonate can meet stringent aviation fire safety certification, representing a major milestone in advancing circular cabin practices. This breakthrough paves the way for further testing and offers a practical approach to scaling recycling practices within aviation.

To translate these findings into actionable steps, a playbook was developed to guide KLM E&M employees in embedding circularity into their operations. The playbook includes tools such as a decision tree for assessing recycling potential, a strategic roadmap for implementation, and focus areas for further research. By connecting strategic vision with practical application, the playbook provides a clear pathway for operationalizing circularity within KLM Engineering & Maintenace’s (E&M) operation.

This project highlights the transformative potential of circularity in aviation. By adopting circular practices, KLM E&M can reduce material costs, enhance supply chain resilience, and create a more level playing field with Original Equipment Manufacturers (OEMs). With a commitment to the tools and insights developed in this project, KLM E&M has the opportunity to become a frontrunner in sustainable innovation, setting a powerful precedent for the industry and redefining the role of aviation in shaping a sustainable future.

From the 2020s onwards, our society has dealt with many high-impact crises, such as the COVID-19 pandemic, the Suez Canal obstruction, and the Russo-Ukrainian war. These crises exposed multiple fragilities in our transportation system, supply chains and national security. In reaction to these crises, the interest in operationalising resilience by translating resilience aspiration to actionable interventions (e.g. training, products and strategies) peaked within multiple organisations. In this context, the Delft University of Technology in collaboration with the Royal Schiphol Group, the operator of Amsterdam Airport Schiphol, initiated a PhD research project to investigate how to operationalise resilience. Key to this project was its action research approach, through which I, as the PhD researcher, closely collaborated with the Innovation Hub and Operational Resilience team of the Royal Schiphol Group. This fruitful exchange between academia and practice resulted in five studies, each presented as a separate chapter, contributing a key piece to the puzzle of operationalising resilience...

With the rise of digitization and the increasing emphasis on sustainability, future mobility systems are expected to rely more on multimodal journeys, where various transport modes are combined into a seamless travel experience. This approach shifts the focus from individual transport modes to the overall passenger experience. In the air transport sector, air&rail integration exemplifies such multimodal journeys, providing opportunities to reduce congestion at airport hubs, enhance airports’ competitive position, and promote more sustainable mobility. However, achieving seamless multimodal travel at airports is a challenge due to the integration of separate transport systems into a cohesive network.

Research goal 
This dissertation investigated the integration of transport modes at airport hubs to improve passenger-oriented multimodal air journeys and offers insights for practitioners in the mobility sector, designers, and researchers, to design connections between transport modes. The following research questions guided the study:
1. What are the properties of a passenger-oriented multimodal air journey?
2. What influences the effective delivery of a passenger-oriented multimodal air journey?
3. What tensions arise when stakeholders engage in the (co-)creation of integrated multimodal air journeys, and how can these be mitigated?

Methodology
A qualitative Action Research approach was employed, beginning with a preliminary exploration of the context and purpose, followed by three iterative and reflective research cycles. This method facilitated an in-depth understanding of how passenger-oriented multimodal air journeys are developed and delivered in practice, as well as the identification of opportunities for improvement. In each research cycle, the primary researcher engaged at different levels: starting with reflections on personal experiences and assumptions through first-person practice, moving to interviews with field experts via second-person practice, and finally examining dynamics within the system related to the researched air&rail case from a third-person practice. The research focused on the integration of passenger-oriented multimodal air travel, using air&rail as the primary case, with each research cycle conducted in a comparable European context involving different participants and data sources.

Context & purpose
The Action Research began with a literature review and an embedded field study within an airport organization to understand real-world practices. This exploration led to three guiding principles: prioritizing the passenger experience, adopting a systems perspective to address the complexity of multimodal integration, and providing actionable recommendations for
practice. These principles proved to be essential in both the literature and practice for understanding and improving multimodal air travel and shaped the remainder of the study.

Research cycle 1
The first research cycle aimed to better understand the travel phases involved in multimodal air journeys, the factors influencing the passenger experience, and the role of airports in facilitating these journeys. Through autoethnography, the research cycle reflected on the travel experiences of both researchers and practitioners. The study identified eight key integration factors: journey explanation and preparation, personalized and proactive assistance, wayfinding, proximity of modalities and facilities, multimodal transfer services, balanced transfer time, waiting environments, and in-travel comfort. The findings show that multimodal air journeys cannot be treated as separate segments but must be designed as a seamless whole. From the passenger’s perspective, each transfer between modes represents a system boundary crossing, setting multimodal travel apart from single-mode journeys. This highlights the need for close collaboration between transport systems to place the passenger experience at the center of multimodal air travel.


Research cycle 2
The second research cycle aimed to enhance the understanding of delivering passenger-oriented multimodal air journeys by interviewing transport and airport hub operators. This research cycle employed service blueprinting to analyze the processes that support the delivery of these journeys. The research identified five key factors influencing passenger experience: integrated
booking systems, whole journey guidance, transfer time and ease, baggage management, and disruption management. An important insight was that the passenger experience already starts before departure, making pre-journey factors such as booking systems and journey preparation essential. To ensure that these factors are perceived in a positive way by travelers, processes – such as IT, infrastructure, scheduling, operations, commercial activities, inter-organizational activities, and strategic efforts – and external conditions – like market dynamics and regulations – should be aligned. The study further indicate that airlines often lead in shaping multimodal air journeys, through the “baseline modality” concept, which tends to implicitly set standards and
shaping passenger expectations. Progress towards multimodal air journeys is hindered by delivery mechanisms that fragment responsibilities and goals among operators, and perpetuate competition in the market. Successful multimodal air transport delivery relies on collaboration within and across systems and regulations that promote integration.

Research cycle 3
In the third research cycle, interviews and co-creation activities were used to explore how stakeholders experience and shape the integration of air&rail transport in practice. The research identified six system-level tensions that emerged during co-creation: no control over airport slots, conflicting priorities in train stop allocation, misaligned scheduling, different business models, fragmented booking systems, and different passenger experiences. Additionally, three collaboration-level tensions were observed: limited mutual understanding, challenges in applying systems thinking within organizations, and differences in organizational momentum. These tensions extend beyond collaboration among individual partners and demonstrate the need for an orchestrator in decision-making, as well as for a European governing body to establish a supportive regulatory framework.


Conclusions
This research demonstrated that integrating transport modes with aviation necessitates a fundamental redefinition of the airport as a multimodal transport hub, where the airport is not seen merely as a physical junction but as a strategic actor in multimodality. At these hubs, various boundaries converge: between modalities, organizations, countries, and regulations, as well as within the transport systems themselves. These multiple boundaries explain why multimodal ecosystems are likely to stagnate. Furthermore, the research found that the baseline modality concept often steers passenger expectations toward a dominant modality (often the flight segment). As long as passengers base their experience on one (the dominant) modality, fragmentation in passenger experiences is likely to persist. The baseline modality also emerges in the delivery and development of multimodal air journeys. Airlines play a dominant role in this process, exerting significant influence on the design of the multimodal journey. This gives rise to a paradox: insufficient coordination between transport systems can undermine the performance of the overall multimodal system, while passengers may simultaneously benefit from certain services provided by the air transport system throughout the entire journey.
Successful multimodal integration requires collaboration among various transport systems, joint decision-making with diverse stakeholders, and regulatory frameworks that are both flexible and supportive, all facilitated by effective orchestration. The transition to multimodal air transport largely depends on reconfiguring existing structures. This process is driven by collaboration, design practices, and experiential learning, where knowledge and practices are reshaped through open and shared innovation processes.

Future research and recommendations
The thesis outlined future research opportunities, such as exploring other contexts, diversifying participant groups, further developing key concepts, applying design interventions in transport, and studying the impact of digitalization on mobility. It concludes with action-oriented recommendations.
Operators should focus on ensuring clear communication, coordinated information, trained staff, consistent service quality, direct airport connections, aligned timetables, interoperable systems, simplified baggage handling, and brand-integrated partnerships.
Airports and other hubs can support multimodal air journeys by training staff, providing clear signage, ensuring efficient transfer infrastructure, streamlining processes, and offering comfortable waiting areas for each mode of transport.
Governments can enhance multimodal air travel by supporting reliable rail systems, offering financial incentives to stakeholders, facilitating negotiations, and ensuring viable business models for operator alliances.
Finally, the thesis emphasizes that successful multimodal air integration requires collaboration among stakeholders built on experiential learning (such as going on field studies), long-term internal anchoring of insights, and continuity in participation to ensure understanding and trust.

This thesis aims to enhance wayfinding experiences for rail-air passengers at train stations, facilitating efficient and effective navigation during the initial phase of their journey. By improving wayfinding at train stations, this project seeks to promote multimodal travel, particularly the use of trains as a sustainable alternative to short-haul flights. This research contributes to the European Green Deal's objective of reducing transport emissions by 90% by 2050 (EU Action, n.d.).

This research process follows the double diamond model as shown in figure 0.0 (Design Council, 2005). This structured approach consists of 4 phases: Discover, Define, Develop, and Deliver. The ‘Discover’ phase involves the study of literature, existing practices, field research, and journey mapping to gain an understanding of the context. The ‘Define’ phase involves analyzing the rich data & insights from the previous phase to find the gap and define the design direction. For this thesis, the discover & define phase was repeated twice- first to identify the gap in wayfinding & rail-air journeys and second focused on a case study of KLM Air&Rail, to identify specific wayfinding challenges faced by their passengers at Brussel Zuid train station. The ‘Develop’ phase involved an iterative ideation process. The ‘Deliver’ phase involved an iterative concept testing.

The final design is a signage that allows KLM Air&Rail passengers at Brussels Zuid train station to begin their wayfinding journey confidently and navigate to the KLM Air France Air&Rail terminal in a composed manner. By enhancing the wayfinding experience for the first phase of their rail-air journey, KLM Air&Rail passengers will have a more positive perception of the overall Air&Rail service provided by KLM.

De Rijke Noordzee (DRN) is a Dutch organization with a mission to enhance nature utilizing the opportunities which offshore wind farms offer. The organization is currently working on several nature enhancement projects in offshore wind farms in the Dutch part of the North Sea. However, DRN’s mission to enhance biodiversity does not stop at the borders of the North Sea. Therefore, I explored in this report the opportunities for DRN to collaborate with the North Sea countries in offshore wind farms (OWFs).

To find opportunities for DRN, I started with an analysis of De Rijke Noordzee by interviewing employees of DRN. Based on this analysis, I found two critical needs regarding international collaboration. The need for a strategy on international collaboration between North Sea countries and a way to share knowledge on nature enhancement. Furthermore, I identified three valuable strengths of DRN: 1) connector between science, industry and government, 2) practical performer in nature enhancement projects, 3) opportunity focussed.

Thereafter, I created future contexts on Enhancing biodiversity in the North Sea by 2030 with the so called ViP method. I selected the most promising two future contexts which align with DRN’s needs and strengths: A) North Sea cooperation plays a significant role in educating people about nature topics and B) Nature education starts by engaging locally.
Based on the two analyses, I primarily focussed on the development of a strategy on North Sea collaboration (including looking for a country to start knowledge sharing with). Furthermore, on the development of ideas for DRN to share knowledge on nature enhancement projects by engaging locally.

To assess the North Sea countries, I built a decision tree based on a list of factors which influences the suitability for DRN to share knowledge with this country. The North Sea countries Germany, Denmark, UK and Belgium appeared to be suitable for collaboration from 2024 on, where Germany has the highest score. Furthermore, France and Norway might be suitable to share knowledge with in the future.

To come up with different ideas on sharing knowledge on nature enhancement by engaging locally, I organized multiple brainstorm sessions. Four ideas were selected for DRN which create the highest impact and at the same time acquire low effort to be implemented in 2024.

Consequently, I formulated a strategy on how to approach the North Sea collaboration to enhance biodiversity by 2030. This strategy is illustrated in a roadmap including selected ideas for horizon 1. The strategy is summarized as following:

Horizon 1: Share knowledge with Germany by engaging locally while: eating OWF seafood in restaurants, walking along the coast line or joining a music festival.

Horizon 2: Share and gain knowledge with and from Denmark, the UK and Belgium.

Horizon 3: Scale knowledge with France and Norway.

Besides the developed strategy, the decision tree is a structured tool for DRN to evaluate countries for collaboration in the future. Together with DRN, I discovered how the decision can be feasible, viable and desirable for them. As a result a poster was developed to inspire DRN employees. Besides, the decision tree is valuable in acquiring new funding and informing new and current stakeholders.

In addition to these outcomes for DRN, I discovered the contribution for Accenture. Together with fellow design consultants from Accenture, I explored the use of the ViP method within Accenture. I organized a brainstorm session to discuss the potential value. The session resulted in a positive response towards a VIP by a majority of my colleagues. Therefore, I designed a guide to integrate the ViP method within Accenture.

In the era of increasing global connectivity, Schiphol Airport aims to transform into a Multimodal Transport Hub (MTH) to meet the growing demand for seamless travel experiences. This shift from the traditional hub-and-spoke model to an MTH not only enhances passenger satisfaction but also positions Schiphol as a leader in the aviation industry and the Dutch global city region.
The transition to an MTH aligns with the global trend of promoting sustainable transportation alternatives, emphasizing the importance of integrating various transport modes to create efficient and user-friendly connections. Royal Schiphol Group (RSG) is committed to develop the world’s most sustainable and high-quality airports, reflecting the societal push for responsible transport systems.
The mobility industry’s increasing focus on the intersections of various transport subsystems emphasizes the need for integrated services and a seamless journey experience. By adopting the role of an MTH, Schiphol can meet the evolving expectations of travellers.
However, implementing a multimodal service and infrastructure is complex, and understanding passenger dynamics, constraints, and needs during intermodal transfers is crucial. Schiphol already serves as a hub between various transport modes, but there is a lack of insights into non-air travellers, including as bus and train travellers.
To bridge this knowledge gap and enhance rail-bus transfers, this project aims to design a support system for the S&AP department of RSG. This system will provide valuable insights into traveller needs and desires during rail-bus transfers. These insights will serve as argumentation for decision-making in construction projects. Through these insights, Schiphol can make well-informed decisions to enhance passenger satisfaction, streamline the rail-bus transfer process, and ultimately solidify its position as a customer-centric MTH.
The core objective of this project is the development of a support system that utilizes analysed data to present traveller preferences. To achieve this goal, various aspects require comprehensive understanding, which is categorized into three key themes,
First, the support system needs to create value for RSG by providing insights relevant to the organization and ensuring these insights contribute to the company’s objectives.
Secondly, the support system must be optimized for usability and interaction, ensuring that RSG employees can easily access the desired insights.
Lastly, there needs to be a seamless integration of the support system into RSG’s workflow, system operation and digital environment.
The support system should provide valuable insights but must avoid overloading users with information. Therefore, it focuses on three key aspects: differences between travellers, their needs and desires, and the transfer direction between bus and train. The system’s architecture enables users to specify their preferences and receive insights tailored to their criteria. To strike a balance between providing in-depth insights and maintaining a clear overview, the system categorizes traveller needs and desires into six main categories, with the option to explore detailed insights within each category.
The system design has been validated through usability studies and consultations with relevant departments, aligning with the organization’s workflow. In conclusion, the project has successfully met all criteria, indicating that the support system adds substantial value to RSG.

Financial literacy is an essential component in design innovation projects, holding the potential to transform both the practice and education of design. The capacity to make effective financial decisions, encompassing knowledge, skills, and self-efficacy, is pivotal in the context of innovation (Warmath & Zimmerman, 2019). This capacity empowers designers to manage risks, budget projects, and effectively communicate with stakeholders, ensuring the evaluation of economic viability and sustainability (HBS Online, 2020).
This research underscores the importance of financial literacy within design innovation. By enhancing designers’ financial competence, it shifts their focus from exploratory innovation towards strategic innovation. This transition involves combining elements of exploratory, design, and viable innovation, aligning innovation efforts with long-term project goals. This shift becomes possible by leveraging financial knowledge, resulting in choices that provide a competitive advantage, adaptability to changing market conditions, and entry into new markets (Lusardi & Messy, 2023).
While acknowledging the organisational influence on financial literacy, this research focuses on its significance at a project level, particularly during the fuzzy front end of innovation. The study adopts the double diamond approach, a popular process among design practitioners (Brown, 2009; Martin, 2009; Liedtka, 2014), to evaluate financial literacy's impact on the innovation process.


The culmination of this research is the Design Innovation Viability (DIV) Dashboard, an innovative tool that guides designers and professionals through the intricacies of financial literacy in design innovation. It features a series of 16 learning modules, each focusing on specific components of financial literacy, and provides a structured learning assessment to gauge one's financial competence, by use of Bloom’s Taxonomy.

The implications of this work are substantial, equipping designers with comprehensive financial literacy, enhancing design innovation competence, and enabling effective stakeholder communication. However, it is important to recognize the study’s limitations. it is essential to further explore and expand the understanding of financial literacy in design innovation. Moreover, a more comprehensive framework for presenting a Value Case or Business Case in the final stages of design projects is needed (Duréndez et al., 2023).
In summary, this research pioneers integrating financial literacy with design innovation, making financial competence a fundamental element. The findings resonate with the importance of financial literacy for designers and professionals, reinforcing the significance of making informed financial decisions, assessing viability, and fostering strategic innovation. This work serves as an inspiration for future research in the domain of financial literacy in design innovation, ultimately advancing design education and practice.

Reducing the impact of flying is a concern in the aviation industry, especially on the short haul flights. KL Cityhopper (KLC) noticed they create food waste onboard of their European flights because they have a one-fits-all catering solution. They are aware that all back-up food and beverage options brought into the air cause extra weight and extra CO2 emission. They want their catering to have the option to be personalized to the needs of their passenger. This graduation project explores a new more sustainable way of providing a catering service to the passenger for the KLC Fairline.
The internal and external analyses have been done to explore the current aviation catering and the behaviour of passengers; all gave valuable insights. The internal analysis showed that the catering on short haul is not possible to customize in advance. It is a free product provided during the flight and the passengers are not completely informed about what can be expected. While the longer flights have communications and choices in advance for the different types of catering onboard. Next to that, there is limited insights to the actual use of the service onboard. The competitors show in advance what can be expected of the free or paid services, using onboard magazines or websites with short movies. Resulting in insights about specific use per location.
The passengers of KLC are demographically quite different, better to describe them by their needs during the journey. These diverse needs in the passenger travel journey are further explored by interviews, with the focus on the time they spend waiting at the airport.
The future economy catering service of the KLC Fairline should be a brand store at the major airports, so KL can make use of this store too. The passengers can pick-up their own food and beverages and take it with them on the plane. The service will provide more options to fit better with the diverse food and beverage needs of passengers.
The brand store is more sustainable solution because it will remove all catering trolleys from the planes on the short haul, it reduces weight and CO2 emission. The food waste will decrease significantly since the store has a system to keep track of the actual use of the service, further optimization of the service use is possible. The passengers informed of what is possible with the catering using information online, in e-mails and the KL-app.
A roadmap for the KL catering service is made that includes the short, medium and long-haul flights. The steps for KLC from the current situation to the vision service are described, including how the current A La Carte product on the long haul can be extended to the medium haul.

Introduction
An assignment for Royal Schiphol Group, the project aimed to create a future vision that aligns all stakeholders towards a shared ambition to transform towards a multi modal hub as well as identify user needs that could facilitate new strategic initiatives for Schiphol group as a MMH.
In order to create the future vision a trend analysis and co-creation workshop was conducted that resulted in insights such as; 1) Water Natives due to increase in water levels, redefined work culture due to remote workers and 3) isolation over socialisation. Stakeholders reacted to these trends which led to insights such as; 1) People will remain resilient, 2) congestion might increase if not dealt with properly and 3) the future is experience economy.

Future Vision
Based on the research, a future vision for RSG’s MMH was created that states, ‘‘By 2050, Schiphol Group should envision, a flex mobility ecosystem that adapts to situations and user needs resulting in an antifragile way of working. The goal is to create tailored services and seamless experiences for users and passengers. The ambition is achieved by increasing proactive collaboration, on time network performance, and decentralizing hub functions.’

Strategic Solutions
The future vision can be achieved through strategic solutions such as;
1) Preparing change by creating a team of strategic advisors.
2) Proposing initiatives significant to transformation of a MME by creating a digital platform.
3) Facilitating change by creating a better experience for their users through pop up experiences. In the process learning and gathering new insights that could lead to expanding into new opportunity windows.
These solutions perfectly fit RSG’s overall vision of having the most sustainable and high quality airports in Europe. It also allows RSG to implement multi modality correctly, anticipate the transformation of the mobility industry and design a user centred multi modal ecosystem.

Recently, Deloitte, Nibud and ING conducted a study on financial health in the Netherlands. As a next step, the involved parties have taken the initiative by creating the Financial Health Index (FHI), a tool to measure people’s financial health via fifteen questions. Deloitte is searching for new channels that they could use to stimulate the usage of the FHI and other initiatives that could create a positive impact on the financial health of the Netherlands. The retail channel is an important financial health channel were customers make the actual financial spending decisions, and could therefore be a promising new direction. This lead to the initial research question of this project: ““Is the retail channel a feasible and impactful way to reach end-users for the FHI, in order to help them improve their financial health?“

Because of the newness and abstractness of the topic, a qualitative research study was conducted. Nine highly experienced professionals in the retail industry were interviewed, giving an understanding of retailers attitude concerning customers’ financial health, as well as a possible implementation of the FHI and other interesting initiatives. This showed that in order for retailers to contribute, the FHI might not be the best solution, mainly due to the privacy constraints, the lack of use cases and missing business case. It was found that in order to get retailers to contribute, it might be better to offer more generic financial health solutions, that do not include the profiling of customers.

Other existing initiatives were identified and analyzed, in the financial health domains “to loan”, “saving”, “spending”, “income” and “planning”. After a selection process and re-clustering, interesting clusters appeared. The requirements and wishes gained through the research showed that the area of “saving” seemed most promising to leverage the retail channel to improve customers’ financial health. In order to generate the biggest impact, it was chosen to focus on a retail saving program for Christmas, as “a lot of Dutch citizens struggle with financial health which increases in January, because they are not prepared for the extra retail expenses in December”. This was the problem statement starting the design phase.

In the design phase, a research into the simulation of saving behavior was done. Next, two design iterations were conducted. The first iteration included a user research, through two user questionnaires. The second iteration included co-creation sessions with retailers. The focus of the design phase was on gaining insights into the options and best solutions for the four most important design choices for the retail saving program. These were the “saving goal”, “user journey channel”, “business model” and “user saving process”.

The outcome is the “CareFree Christmas” initiative. This initiative allows customers to save for a specific retail product, while gaining a reward for their positive financial healthy saving behaviour. For retailers, this allows them to create a social impact by helping customers with their financial health, while at the same time increasing customer loyalty, purchase guarantee and a better cashflow.

By 2029, a baggage handling capacity shortage at Amsterdam Airport Schiphol is expected due to the foreseen growth in the aviation industry. Research has shown that the current method of baggage handling already puts pressure on the baggage handling system and its stakeholders, resulting in critical peaks during the day, especially in the holiday season. Schiphol wants to optimize the current baggage handling process with innovative solutions since expanding baggage capacity with implementing new assets is not sustainable due to governmental restrictions.
Research stated that 20% of the check-in baggage must be inserted into the baggage handling system before peak hours to realize the desired spread of baggage handling throughout the day (peak shaving). Schiphol can realize this if the check-in baggage arrives at the airport earlier than in the current situation. Therefore, passengers need to be nudged to change their travel behavior with hold baggage. Commercial baggage pick-up services exist in the market, and such a type of baggage service (BaaS) was the starting point of this research.
The research question stated: How can we build a BaaS ecosystem in order to nudge passengers to use early entry baggage check-in services to make optimal use of the baggage handling capacity at AAS?
Conclusions from this thesis indicate that Schiphol should collaborate with existing commercial baggage pick-up parties to use their infrastructure as part of the ecosystem. Secondly, airlines are the key factor in offering the baggage pick-up service to their passengers since passengers prefer to book the service as part of the travel booking with the airline. The challenge of the project was to design a unique baggage service concept that will be attractive for airlines to offer to their passengers, that will be valuable for passengers to use, and that will realize peak shaving. The challenge included identifying the role of Schiphol in setting up this ecosystem.
A baggage home pick-up service is designed for passengers traveling with hold baggage, called the EASY TRAVEL service. The service is created to attract holiday travelers by responding to the need for convenient traveling without hold baggage to and at Schiphol. The EASY TRAVEL service consists of three features that provide extra value to passengers and help nudge them to use the service; a trustworthy and transparent baggage service, a reward & benefit system and personalized travel advice.
This thesis recommended that Schiphol should take the lead in building the ecosystem by collaborating with the necessary third parties to provide the baggage service. By introducing the EASY TRAVEL service, Schiphol can influence the timing of processing check-in baggage to shave the expected capacity peak. Airlines will be the interface towards their passengers and will offer the EASY TRAVEL service as an additional service on their booking platform. Schiphol will develop an Application Programmed Interface (API) that will serve as an interface tool to support this ecosystem where the backend of the three service features is arranged. This API can be easily integrated by the existing apps of airlines and can be adapted to their own brand, making it attractive for airlines to implement it.
An implementation roadmap is created for Schiphol, which emphasizes starting with a pilot of the EASY TRAVEL service and ecosystem with a few airlines who are interested in participating and one commercial third party. The evaluation and learnings from the pilot will help create a working and proven service that will attract more airlines and third parties to participate and realize the desired peak shaving on a larger scale by 2029.

This thesis has the goal to improve the commercial wayfinding at Schiphol. Commercial wayfinding entails tertiary wayfinding activities, which are not related to the travel process (shopping, eating/drinking, relaxing), whereas functional wayfinding gives information about passenger activities related to the airport process. Individuals can find satisfaction and enjoyment from the (commercial) wayfinding activity itself, which is referred to as recreational wayfinding (Fewings, 2001). This thesis explores how recreational wayfinding can enhance the passenger’s experience during their waiting time at the airport: Passengers at Schiphol seek pastime to fill their waiting time before their flight departs. They are looking for activities to do in the lounges, but mostly visit the known locations such as shops and restaurants (current territory). Many passengers just visit the shops only to have something to do and to counteract the boredom, without the intention to buy anything. However, Schiphol has many other (free) services to offer, which most of the passengers are not aware of (hidden gems). The existence of the commercial services (e.g. Rijksmuseum, Airport Library, Nemo, spa) surprises the passengers and they would like to be notified about their existence and location, so that they can visit them (territory to discover). Currently, the commercial services are not intuitively found, as passengers do not know that they exist. But even when actually searching for the services, the current wayfinding does not suffice and does not easily guide the passenger to the services. The digital wayfinding solutions are user unfriendly, as not all facilities are included, routeplanning is not possible and filtering options are limited. To solve this two-pronged problem, an integrated concept for wayfinding and awareness has been developed. A locative audio tour which leads the passengers along hidden gems in lounge 2 has been developed. Passengers experienced the audio tour as calming, explorative and eye opening. To raise awareness among passengers about this audio tour, a concept for awareness was created and tested.