Digital autonomy requires European strength and Dutch leadership

Digital autonomy requires European strength and Dutch leadership

Data and AI have become one of the ten priorities in the National Technology Strategy (NTS). They form the foundation of digital autonomy and are therefore of geopolitical significance.

Grotenhuis explains: “The volume of data is growing exponentially. Thanks to computing power and storage capacity, we can do more and more — but that makes ownership crucial. Who decides how data are used? If we leave that to other global powers, we lose control over our digital sovereignty.”

Sensitive cases

Grotenhuis points to several sensitive examples. Recently, it emerged that hackers had gained access to data on more than 850,000 women who took part in the national cervical cancer screening programme through Clinical Diagnostics NMDL. This included extremely sensitive information such as citizen service numbers (BSNs), addresses and medical test results. “As a society, we must decide how such information is stored, processed and secured. Trust arrives on foot and leaves on horseback. Ownership of these data must, at the very least, lie in Europe — not in Silicon Valley or Beijing,” Grotenhuis emphasises.

Strategic direction

Data science, analytics and spaces is one of the seven digital key technologies of Topsector ICT, which coordinates the development of the AI/Data Action Agenda in close collaboration with the Ministry of Economic Affairs and various coalitions and industry partners. “The NTS provides opportunities to make clear choices to maintain leadership in strategic technology areas. These choices are essential because the Netherlands cannot excel in every field. Through this action agenda, we’re developing strategic public–private innovation programmes in data and AI. By pooling forces and resources, we can connect, accelerate and create more impact,” says Grotenhuis.

From strategy to practice

While Grotenhuis outlines the strategic direction and coordination, Verkoulen focuses on practical implementation: “Our mission is clear: to help shape data-sharing initiatives, work on interoperability, stimulate the market — all within a European context. Only then can we innovate faster and avoid reinventing the wheel.”

The CoE-DSC supports companies, governments and knowledge institutions in setting up data-sharing agreements and infrastructures, drawing on a range of pioneering Dutch projects. Examples include Health-RI in healthcare, a key player in the European Health Data Space; DIL/BDI, the basic data infrastructure for efficient and secure digital collaboration in logistics; SCSN, an open network for secure data sharing in high-tech manufacturing, involving over 400 companies; and IBDS/FDS, a federated data system for responsible data use within government. “Each of these is a strong example of the Netherlands taking a leading role. These domains are the most advanced, but our ultimate goal is a generic data-sharing system. That requires both standardisation and sector-specific customisation,” says Verkoulen, adding that this is impossible without scaling up and structural funding.

European cross-pollination

Scaling also demands international cooperation. Verkoulen highlights initiatives such as Simpl, an open-source middleware platform initiated by the European Commission to promote interoperability between data spaces. “It’s crucial that we share knowledge and experience with other countries. This accelerates mutual learning. The Netherlands has a lot to offer — and a lot to gain.”

According to Grotenhuis, interoperability and digital sovereignty have become more geopolitically significant than ever. “Digital infrastructure is just as important as physical infrastructure. You can’t leave it entirely to the market. If we want to remain a frontrunner, the new government must invest structurally.”

Verkoulen adds: “The Ministry of Health receives €400 million per year for AI in healthcare. You could easily reserve €80 million of that for infrastructure — the data layer. We need such smart solutions, because time is running out.”

The Netherlands’ strength lies in its pragmatic approach, he says: “Testing quickly, learning and adapting helps get innovations off the ground.” The biggest challenges, in his view, are not technological but involve scaling, adoption, business models and governance. “We need an integrated approach across the entire stack — from data sharing to cloud services. AI and data are inseparable, so cross-pollination is crucial.”

This is why Verkoulen is closely involved in the core group working on the AI/Data Action Agenda, led by Topsector ICT: “Our goal is to ensure funding, governance and coherence, so the Netherlands can maintain its position in Europe.”

Political direction needed

Grotenhuis sometimes misses political decisiveness: “We don’t have a Minister for Digital Affairs, which means responsibilities are scattered across multiple ministries. A state secretary simply doesn’t have the mandate to make a real impact nationally and in Europe. If we don’t invest now, we’ll drop from the leading group to the peloton in Europe.”

He stresses that significant European investment funds are available, but they are only accessible if the Netherlands co-finances. “If we don’t, we’ll miss the boat.”

Verkoulen is also critical of the lack of additional Dutch investment in the European IPCEI programme for cloud infrastructure, which risks the Netherlands missing out in the programme’s second round. The Netherlands must therefore combine its strategic and pragmatic innovation power with structural investment and European cooperation.

“Digital autonomy is not a luxury; it’s a precondition for economic growth, security and societal progress,” Grotenhuis concludes. “If we want to maintain our leading position, we must act now — with collaboration and strong governance as the key words.”

Source: AG Connect 5 – 2025.

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