Netherlands’ Path: Balancing Growth, Experience, and Local Impact

Anouk van Eekelen, Destination Development Manager at the Netherlands Board of Tourism & Conventions, is at the forefront of shaping a sustainable and balanced future for Dutch tourism. In this interview, she discusses the vision behind Perspective 2030, innovative strategies for responsible visitor management, and how the Netherlands is preparing for a more resilient and inclusive tourism sector by 2030.

How does Perspective 2030 prioritise sustainability, responsible visitor management, and the long-term well-being of destinations? How do you see the development of the Netherlands as a tourist destination in 2030, balancing the needs of visitors, communities, and the environment?

The Netherlands recognised the growth of tourism early on and, in response, introduced a new vision for the Netherlands as a destination in 2018: Perspective 2030. This vision was developed through collaboration with more than one hundred experts working in tourism, mobility, education, and culture, alongside local populations, and various levels of government.

The vision focuses on the sustainable development of the Netherlands as a destination, with five priorities:

• Benefits and burdens are in balance, more benefits from tourism than burdens.

• All of the Netherlands is attractive: put more cities and regions on the map as attractive destinations.

• Accessible and achievable: easily accessible cities and regions.

Sustainability is a must: a living environment with less waste and pollution.

• A hospitable industry: the Netherlands as a welcoming destination.

Perspective 2030 is embraced by many parties, including the Dutch government, and advocates for an approach that balances tourism’s social, environmental, and economic impacts. The COVID-19 pandemic reinforced the importance of sustainable tourism and responsible visitor management, making these principles more relevant than ever. Collaboration between public and private partners is crucial in maintaining this balance. Many provinces and cities have integrated principles of Perspective 2030 into their own strategies, working collectively towards a future-proof sector that benefits visitors, residents, and businesses alike.

Overtourism presents significant challenges for many destinations. What innovative strategies has NBTC developed to sustainably manage visitor flows, enhance visitor experiences, and distribute tourism’s economic and social benefits more evenly? Can you provide examples of initiatives aligned with your long-term goals?

NBTC has embedded the principles of Perspective 2030 into its own strategy, which focuses on visitor dispersion, sustainability, and resident benefits.

Some examples of the outcomes of this approach are:

• Hotspots: Within a network of municipalities and regions experiencing overcrowding, we collaborate to exchange knowledge and strengthen control over visitor flows. We explore ways to better regulate these flows and reduce their impact on the environment. This is done both strategically and practically, for instance by guiding visitor flows effectively and improving visitor information. • Resident benefits: We work with a pioneering group of local destinations, destination marketing organisations, and research institutes to identify the benefits of tourism for residents. To measure these benefits, we explore relevant indicators and methodologies, which we present in the form of a decision-making tool. Additionally, we assess practical interventions to increase resident engagement. This supports policymakers in making informed choices for their destination’s development, ensuring that tourism contributes positively to the local community.

• Promoting dispersion: We focus on regions that have potential for growth and support them in positioning themselves more attractively. We also encourage the arrival of visitors who provide social, environmental, and economic value.

A concrete example is the ‘Welcome to the Slowlands’ campaign, promoting the Dutch countryside as an appealing destination. We are also working on agritourism, an initiative that connects the agricultural and tourism sectors. This provides farmers with an additional source of income while offering visitors the opportunity to engage directly with the origins of their food – from farm visits to local tasting events.

In addition, we actively promote knowledge-sharing and cooperation with regions that are still relatively unknown to many visitors. Successful dispersion requires making these regions not only more accessible but also better known among visitors. A good example is our collaboration with the Hanseatic cities, where we have helped draw attention to lesser-known historical towns. Another success is our partnership centred around Vincent van Gogh, one of the Netherlands’ most iconic artists. We have increased the visibility of Van Gogh-related destinations in Drenthe and Brabant, allowing visitors not only to admire his art in museums but also to experience the landscapes that inspired him – on foot or by bike.

By fostering innovation, collaboration, and strategic promotion, NBTC ensures tourism is spread more evenly and provides positive impacts for visitors, residents, and businesses alike.

How does NBTC ensure that economic growth does not come at the expense of long-term sustainability? What specific policies or mechanisms are in place to protect natural and cultural heritage, promote community well-being, and create a resilient tourism sector?  

NBTC is committed to ensuring that tourism contributes to broader societal goals, such as preserving cultural heritage, strengthening local communities, maintaining local facilities, fostering community pride, and promoting a more sustainable tourism industry.

An example is our collaboration with UNESCO World Heritage sites in the Netherlands. New heritage sites, like the Colonies of Benevolence, remain unknown. Visitors can have a positive impact here by contributing to the preservation of these historical locations and the surrounding communities. Tourism can play an essential role in protecting these heritage sites while supporting local businesses and boosting employment in these regions.

In addition, the Netherlands adheres to strict sustainability guidelines for new developments in the tourism sector. New investments must meet environmental standards, while natural and cultural assets are protected through national strategies. As NBTC, we also promote sustainable mobility, for instance, by collaborating with partners to enhance international train connections to the Netherlands. The Netherlands is already a European frontrunner in renewable energy in transport, which helps make tourism more future proof eventually.

By combining policy, collaboration, and innovation, we ensure that economic growth goes hand in hand with sustainability and societal value.

How does NBTC use data and technology to foster smarter, more sustainable tourism development? Can you provide examples of how data-driven strategies help optimise visitor management and contribute to the long-term objectives for tourism?

Perspective 2030 highlights the need for more data and insights to measure tourism’s broader impact and guide it more effectively. Beyond figures on overnight stays and expenditures, there is a growing need for data on tourism’s social impact, crowd dynamics, and ecological footprint. NBTC plays a facilitating and coordinating role by bringing together knowledge, sharing data sources, and building partnerships. To improve visitor management, we employ several data-driven strategies:

• Providing essential visitor data: Data-driven decision-making starts with reliable basic data. Our data provides policymakers and entrepreneurs with insights into visitor behaviour and experiences, as well as the available tourism offerings. This allows them to better respond to visitors’ preferences and minimising the impact on the environment.

• Developing indicators for impact and balance: We are developing relevant indicators to track tourism’s impact and provide policymakers with insights to help maintain balance in destinations. An example is the Tourism Impact Monitor, which offers insights into tourism’s economic, social, and ecological effects. In collaboration with partners in the Data & Development Lab, we have also published guidelines for measuring destination balance.

• Data-driven segmentation and marketing: By combining and modelling data from various sources, we gain a better understanding of how different visitor segments impact destinations. For instance, we use the Glocalities Model to identify different visitor types, based on values and lifestyles. This helps us target those visitors who generate the greatest positive impact – such as travellers interested in nature and culture, who respect local communities, choose sustainable transport options, or are open to exploring less-visited areas.

• Collaboration and knowledge-sharing: NBTC acts as the programme office and contact point of contact for the National Data Alliance. This alliance coordinates national data collection efforts, ensuring consistency and better-informed decisions in visitor management and sustainable tourism development.

Data is crucial for managing visitor flows, but measuring alone is not enough. The challenge lies in how policymakers, entrepreneurs, and regional stakeholders use this data to develop future-proof tourism strategies. This is why NBTC focuses not only on technological innovation but also on fostering cooperation and knowledge-sharing, ensuring that data-driven insights genuinely contribute to a sustainable and well-managed tourism landscape in the Netherlands.

The success of tourism depends on collaboration between different sectors. How does NBTC work with local communities, businesses, and policymakers to create a shared vision for the future? What are the key components of these partnerships, and how do they contribute to a sustainable and inclusive tourism sector?  

To achieve the objectives set out in Perspective 2030, NBTC, together with many partners, has developed the destination management model. This model outlines seven steps for effective destination management. It supports municipalities and provinces in implementing and applying the vision. Together with provincial governments, the Ministry of Economic Affairs, destination and city marketing organisations, and industry organisations, we make destination management more concrete and applicable.

One of the most important partnerships is the National Council for Recreation and Tourism. Within this council, governmental bodies, educational institutions, businesses, and social organisations work together to shape the future of tourism in the Netherlands. This broad, integrated approach ensures that economic, ecological, and societal interests are all considered.

We also collaborate closely with partners to maximise the positive impact of tourism in the Netherlands. A good example is our collaboration with Deutsche Bahn and destination marketing organisations to promote sustainable train travel between Germany and the Netherlands. This initiative encourages visitors to take the train for city trips, contributing to more sustainable tourism while also helping to spread visitors to destinations where they can make a positive contribution to the local economy.

Additionally, we collaborate with other sectors to strengthen the Netherlands’ international position. New Dutch is one such initiative – a broad positioning strategy through which the Netherlands will present itself in 2026 as an open, inclusive, and innovative destination. This initiative connects tourism with other industries, such as business and the creative sector, to highlight the Netherlands’ innovative and creative character on the international stage.

By joining forces with both public and private partners, we ensure that tourism in the Netherlands contributes to a future-proof destination, where the balance between visitors, residents, and businesses remains a central focus.

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