Self-driving wheelchairs at Schiphol Airport: Behind the scenes with Arlande

Schiphol made the headlines last year with the launch of a new pilot for self-driving wheelchairs, helping passengers with reduced mobility to their gate. Jasper Wildenberg, market lead for Aviation at Arlande, was responsible for the implementation of this innovation project from the start – we spoke with him on the project’s background, the challenges and Arlande’s role.

In 2024, 66.8 million people flew from, via or to Schiphol, making it the world’s fifth busiest airport. An increasing number of passengers require mobility support, and in order to better serve passengers with reduced mobility (PRM in aviation jargon), the airport set out to improve its services to this group of passengers.

“The question arose as to how we could improve our service for passengers who have difficulty walking and the long distances at Schiphol, and how autonomous and independent travel could be provided,” says Jasper Wildenberg. “The idea of self-driving wheelchairs came from the service owner of PRM. So the idea was already there, but there was no clear business case. Research was also needed into the technical feasibility.”

Wildenberg came on board the project as a consultant, just after the intention to test self-driving wheelchairs had been expressed.

Complex stakeholder landscape

One of the biggest challenges was the crowded stakeholder landscape at Schiphol. “You have airlines, of course, who are responsible for requesting assistance for their passengers,” Wildenberg explains. “The Ministry of Infrastructure and Water Management was also involved because of legislation and regulations. In addition, internal stakeholders, such as fire safety experts, also joined in due to the increasing number of batteries being charged in the terminal.”

Within this complex field of stakeholders, Wildenberg played a pivotal role. His task was to ensure that the project maintained momentum amid the complexity of operational interests at hand – keeping everyone well-informed, and rowing in the same direction with regards to the autonomous wheelchair pilot.

Focus on the passenger experience

With a robust and broadly supported plan, the project team managed to bring all parties on board. A crucial element of buy-in was the fact that the project was worth the investment because it contributes to a better experience for passengers with reduced mobility. They can still opt for personal support from the airport, but now also have an additional option of choosing to travel autonomous.

“They are always ready,” says Wildenberg. “Passengers can now be helped in the way they prefer. Due to this approach, Schiphol’s management ultimately chose for the importance of individual passenger experience and needs. Quality is the most important driver and that is what sets Schiphol apart from other airports, which are often more focused on efficiency.”

The pilot phase

During the pilot phase, 10 self-driving wheelchairs have been deployed across Schiphol. The technology has been provided by a Japanese company which already has experience with self-driving wheelchairs at other airports, including Tokyo, Miami and Los Angeles. “We went to Japan to see how the wheelchairs work and react to passengers there,” says Wildenberg.

The first results of the pilot have been positive: passengers rated the self-driving wheelchairs with a score of 4.2 on a 5-point scale. “Despite raising a few eyebrows among bystanders, when they drive back empty after a passenger has been dropped off at a gate”, highlights Wildenberg.

Also the airlines have reacted positive to the innovation. Passengers who have some form of disability, visible or invisible, are provided a better service.

The project has meanwhile caught the public imagination beyond the airport, too, featuring in a number of national news stories. Encouraged by the good reception, Schiphol is fully promoting its innovation, including through press releases and social media.

The next steps

As the pilot draws to a successful close, Wildenberg has drawn some important lessons from the experience. Most important, he says, is that it is “crucial to remain flexible” when implementing new ideas.

He expands, “If a stakeholder does not cooperate, you have to switch: either you have to adjust your goals, or you have to see if the project is still effective and feasible if such a stakeholder drops out.”

For Wildenberg, this is almost the end of his role. Reflecting on his contribution, he says he is proud to have worked on such an impactful project – because “as a consultant, you naturally want to make a difference”. Now thousands of passengers with reduces mobility will in the foreseeable future be able to enjoy a better travel experience.