Resilient tourism

 

  

 

    Yvonne Nassar is the CEO of the Netherlands Board of Tourism & Conventions (NBTC).  

Looking ahead is important for tourism in the Netherlands

The hospitality industry does not stand alone but is intertwined with broader societal and economic developments. Just think of the impact of the coronavirus pandemic, geopolitical tensions, economic fluctuations and climate change. Some trends are clearly visible, while others are more subtle and touch on socio-cultural behaviour, for example. Not everything can be influenced: we have control over some developments, but not over others. When the sun shines, more people naturally go out. Economic downturns lead to a decline in purchasing power and changes in travel behaviour. Precisely because we cannot influence everything, it is essential to look ahead.

Looking ahead helps destinations and businesses to make strategic choices. Early this year, NBTC and CELTH released the Forecast 2035 publication, with expectations for domestic and inbound tourism up to and including 2035 at national and provincial levels. Forecast 2035 shows what developments are likely, based on data on macro-economic developments and demographic trends. It is one of the many tools that can be used to lay the foundation for policy and plans. Insights gained from such tools help destinations to, among other things:

• better control visitor flows: not only considering how many visitors there are, but also who they are and what their impact is.
• plan ahead in supply and product development: a city that expects, for example, more visitors from Germany can anticipate this by offering amenities and language courses for entrepreneurs.
• define a forward-looking ambition: what does a destination need? More jobs? A livelier city centre? Or perhaps more balance and tranquillity?

Tourism and recreation account for 3.8% of the Dutch economy and 6.7% of total employment.

If considered in a timely manner, tourism and recreation can contribute to a valuable, liveable and sustainable environment. The challenge is not only to anticipate well in time, but also to actively direct a sector that contributes economically and socially while it is aware of its ecological impact.

Perspective 2030: the outcome of a forward-looking vision

In 2018, the hospitality industry released the national vision Perspective 2030. In recent years, this long-term approach has led to significant progress in how we direct and organise tourism in the Netherlands. Thinking about tourism has now evolved: from numbers to impact, from growth to broad values, and from a stand-alone sector to an integrated part of broader social and spatial developments.

Due to Perspective 2030, more and better data are available and monitoring has become simpler. As a result, more insight has been gained into the impact of visits. NBTC, for instance, published the renewed impact monitor last year. By using it, we are trying to not only strive for growth, but also for the right balance: how do you ensure that tourism contributes to general welfare, without putting pressure on destinations, nature and societies. More and more municipalities and regions are developing strategies that put this broader societal value of tourism central. We are proud of that.

Furthermore, Perspective 2030 shifted the tourism focus from a promotional challenge to a matter that touches on spatial planning, mobility and quality of life. New partnerships ensure that destinations look at not only how many visitors they attract, but also which visitors they want to welcome at what time and how they can organise that in a responsible manner. This means that tourism is no longer considered solely as a sector attracting visitors, but also as a system in which residents, entrepreneurs and policymakers collaborate on a sustainable future.

This change raises questions. Managing tourism more cleverly does not mean that promotion is unnecessary. Its economic value remains high: tourism and recreation account for 3.8% of the Dutch economy and 6.7% of total employment. Yet, the focus is shifting to the question for whom this growth is successful and under what conditions. The challenge is to make choices that benefit not only visitors and match a short-term perspective, but also contribute to residents’ well-being and the quality of life at destinations.

Major challenges for the coming years

We are already seeing that hotter summers and more extreme weather conditions affect both visitors’ travel behaviour and the quality of life at destinations. While higher temperatures offer opportunities for the Netherlands as a summer destination, extreme rainfall and heatwaves elsewhere in Europe may cause problems. The tourism industry must be better prepared for this new reality, which calls for close cooperation between (local) authorities, entrepreneurs, knowledge institutes, and other civil organisations.

Photo: NBTC - Sjoerd Bracke & Cuno de Bruin

The speed of digital and technological developments, such as generative AI, is also having an increasing impact – both on the traveller experience and behind the scenes at companies. Some major players are already well advanced in their digital transformation, but smaller entrepreneurs also need to be able to keep up. This will ensure that their offerings remain competitive and that the Dutch hospitality industry as a whole does not fall behind. AI is already widely used in many sectors, while the hospitality industry still lags behind. A boost in momentum is needed, and that requires cooperation. With the Digital Expedition – the industry’s joint vision for digital transformation – we are accelerating the use of data and technology. Not as an end in itself, but to contribute to valuable visitor experiences and to the agility, competitiveness and sustainable growth of the hospitality industry.

Furthermore, geopolitical developments and polarisation in society pose major challenges. Scenarios enable us to better prepare for what may lie ahead. At NBTC, we continuously monitor developments and share trend insights and developments with recommendations with the sector.

Making tourism truly sustainable for the future

An ambitious vision is valuable, but will only become meaningful through targeted actions and concrete results. In recent years, good process has been made to better direct tourism and recreation in the Netherlands and to make the sector future-proof. Still, the question remains: how do we translate ambitions into practice and how can we move forward quickly together?

Firstly, it is essential that authorities at all levels pursue active policies on tourism and recreation. Tourism affects not only entrepreneurs and visitors, but also residents and the quality of life at destinations. It is therefore important that (local) authorities and other stakeholders consciously take control of the development of tourism and its contribution to the environment.

Additionally, we will have to keep investing in knowledge and data. Not only in sharing them, but also in optimising algorithms and in sustainable use of data: what really needs to be stored? After all, it is about data that matters. By better understanding who visits the Netherlands, how visitors behave and what their impact is, we can manage tourism more effectively. Insight into the supply side is also important, of course. Think of the number of beds or seats per type of accommodation and per region. This requires cooperation between public and private sectors, translating insights from data into concrete policy.

Entrepreneurs also play a crucial role. They must be given the opportunity to adapt to changing circumstances, such as climate change and digitalisation. Initiatives such as Vitale Vakantieparken (Vital Holiday Resorts) show how cooperation within the sector can contribute to future-proof offerings. It is also important that businesses – including small and medium-sized ones – are supported in the adoption of AI and digital tools to keep the entire sector competitive.

Tourism affects not only entrepreneurs and visitors, but also residents and the quality of life at destinations.

Finally: moving forward together

The future of tourism and recreation lies not in isolated initiatives, but in taking ownership and working together in an integrated way. It requires strategic choices – based on scenarios where necessary – and implementation power. In short: action. That power grows through experimentation and scaling up based on the results. To make this possible, we need a culture in which learning is central, mistakes are allowed, and different perspectives are utilised. In other words, giving each other space. This precisely aligns with the three core values of the Netherlands: open, inclusive and inventive.

By working together towards a resilient approach both within the sector and across sectors, we will ensure that tourism and recreation continue to make a positive contribution to the Netherlands. For residents, entrepreneurs and visitors. Now and for future generations.