Report on the State of Limburg's Digital Infrastructure
This report evaluates regional digital infrastructure and service providers in the Dutch province of Limburg. Our evaluation focused on key aspects of sustainability, transparency, and local impact. Our goal was to assess local value creation and the environmental impact of IT infrastructure and service providers in the province, and to evaluate how transparent companies are about these aspects.
Key Takeaways
Digital Infrastructure gap
Digital Infrastructure gap
Transparency across digital providers is limited
Transparency across digital providers is limited
Sustainability issues
Sustainability issues
Local impact is under-communicated
Local impact is under-communicated
Procurement practices show little focus on sustainability or local sourcing
Procurement practices show little focus on sustainability or local sourcing
# of companies in digital ecosystem
# of companies in digital ecosystem
# of companies in digital ecosystem
# of which publish their local impact initiatives
# of which publish their local impact initiatives
# of which publish their local impact initiatives
# of which publish their procurement criteria
# of which publish their procurement criteria
Balance Sheet Categories by European Classification
Balance Sheet Categories by European Classification
Balance Sheet Categories by European Classification
# of which have a public sustainability strategy
# of which have a public sustainability strategy
# of which have a public sustainability strategy
# of which publish their environmental impact
# of which publish their environmental impact
# of which publish their environmental impact
Size Classification by European Classification
Size Classification by European Classification
Size Classification by European Classification
About the Report
This report presents the findings of an evaluation of regional digital infrastructure and service providers headquartered in the Dutch province of Limburg, corresponding to the NUTS-2 region (NL42) as defined in European statistical and regional planning. Our evaluation focused on reviewing both digital policies and policies that may impact digital infrastructure development and performing market analysis. For the market analysis, we evaluated values-based performance (sustainability, transparency, and local impact). Our goal was to assess the state of digital infrastructure policies (vision, strategies, or objectives) as well as the regional market, assessing the local value creation and the environmental impact of IT infrastructure and service providers.
The evaluation revealed a lack of policies that shape the digital infrastructure market in the region. This is reflected in the market analysis which shows that providers in Limburg do not operationalize the regional ambitions when it comes to climate change, circularity and regional economic development and do not deliver their full potential when it comes sustainability and local impact.
About the Report
This report presents the findings of an evaluation of regional digital infrastructure and service providers headquartered in the Dutch province of Limburg, corresponding to the NUTS-2 region (NL42) as defined in European statistical and regional planning. Our evaluation focused on reviewing both digital policies and policies that may impact digital infrastructure development and performing market analysis. For the market analysis, we evaluated values-based performance (sustainability, transparency, and local impact). Our goal was to assess the state of digital infrastructure policies (vision, strategies, or objectives) as well as the regional market, assessing the local value creation and the environmental impact of IT infrastructure and service providers.
The evaluation revealed a lack of policies that shape the digital infrastructure market in the region. This is reflected in the market analysis which shows that providers in Limburg do not operationalize the regional ambitions when it comes to climate change, circularity and regional economic development and do not deliver their full potential when it comes sustainability and local impact.
About the Report
This report presents the findings of an evaluation of regional digital infrastructure and service providers headquartered in the Dutch province of Limburg, corresponding to the NUTS-2 region (NL42) as defined in European statistical and regional planning. Our evaluation focused on reviewing both digital policies and policies that may impact digital infrastructure development and performing market analysis. For the market analysis, we evaluated values-based performance (sustainability, transparency, and local impact). Our goal was to assess the state of digital infrastructure policies (vision, strategies, or objectives) as well as the regional market, assessing the local value creation and the environmental impact of IT infrastructure and service providers.
The evaluation revealed a lack of policies that shape the digital infrastructure market in the region. This is reflected in the market analysis which shows that providers in Limburg do not operationalize the regional ambitions when it comes to climate change, circularity and regional economic development and do not deliver their full potential when it comes sustainability and local impact.
Objectives
Review existing digital policies and adjacent policies (e.g. energy, climate, circularity, economic development)
Assess the current state of the digital infrastructure market in Limburg.
Identify gaps between the region’s digital policy ambitions and the current state of region’s digital infrastructure market—particularly around sustainability, transparency, and regional value creation.
Highlight risks associated with the current trajectory of digitalization, especially if infrastructure remains imported, non-transparent, or unaccountable.
Establish a framework for ongoing monitoring and development.
By identifying where the region stands today, this report offers policymakers and stakeholders an objective view of the digital infrastructure market and creates a foundation for shaping policies and monitoring future market development.
Objectives
Review existing digital policies and adjacent policies (e.g. energy, climate, circularity, economic development)
Assess the current state of the digital infrastructure market in Limburg.
Identify gaps between the region’s digital policy ambitions and the current state of region’s digital infrastructure market—particularly around sustainability, transparency, and regional value creation.
Highlight risks associated with the current trajectory of digitalization, especially if infrastructure remains imported, non-transparent, or unaccountable.
Establish a framework for ongoing monitoring and development.
By identifying where the region stands today, this report offers policymakers and stakeholders an objective view of the digital infrastructure market and creates a foundation for shaping policies and monitoring future market development.
Objectives
Review existing digital policies and adjacent policies (e.g. energy, climate, circularity, economic development)
Assess the current state of the digital infrastructure market in Limburg.
Identify gaps between the region’s digital policy ambitions and the current state of region’s digital infrastructure market—particularly around sustainability, transparency, and regional value creation.
Highlight risks associated with the current trajectory of digitalization, especially if infrastructure remains imported, non-transparent, or unaccountable.
Establish a framework for ongoing monitoring and development.
By identifying where the region stands today, this report offers policymakers and stakeholders an objective view of the digital infrastructure market and creates a foundation for shaping policies and monitoring future market development.
Limburg’s Vision for a Future-Proof Economy
The Province of Limburg is working toward an ambitious transformation, as outlined in their Coalition agreement (Coalitieakkoord 2023-2027): building a resilient, sustainable, and future-proof economy that creates opportunities for every resident ("Iedere Limburger telt").
This includes:
Strengthening local industry clusters through applied digitalization
Limburg focuses on reinforcing its key economic domains—life sciences & health, agrotech, manufacturing, logistics, chemistry and e-commerce—by embedding digital solutions like AI, smart supply chains, and digital health applications that increase competitiveness and regional relevance.
Building a future-proof energy infrastructure
As mentioned in the Coalition agreement (Coalitieakkoord 2023-2027), Limburg is taking an active role in shaping its infrastructure to prevent bottlenecks—such as grid congestion—and to support the transition toward a circular, resilient economy. Future-proof infrastructure is essential for powering innovation, business transformation, and sustainable services across the region.
Building an adaptive education and workforce development system
With an aging population and shifting labor market needs, Limburg is investing in a regionally rooted system for training, retraining, and up-skilling its workforce. The province is working to build a flexible and inclusive education system that supports lifelong development, connects more directly with businesses, and equips residents with the skills needed for both the digital and circular economy. This includes the development of a Lifelong Development infrastructure, stronger collaboration between schools and employers, and targeted programs aimed at addressing labor shortages and creating future-proof job opportunities.
Investing in circular entrepreneurship and innovation
Limburg aims to achieve 50% circularity by 2030, aligning with the Netherlands’ broader sustainability and climate ambitions. This includes stimulating circular business models, accelerating innovation through public procurement (targeting 25% circular procurement by 2027), and acting as a launching customer to support sustainable SMEs. These efforts support the goals of the Dutch Climate Act (2019), which commits the country to reducing greenhouse gas emissions by 49% by 2030 and 95% by 2050, compared to 1990 levels. By reducing resource use, waste, and emissions across the economy, circularity plays a key role in helping Limburg contribute to these national climate targets from the ground up.
Enabling local production and economic resilience
The province emphasizes the importance of “being able to make things locally”—not only as a sustainability strategy but also as a means of strengthening sovereignty, retaining business activity, and increasing regional self-reliance.
While these ambitions outline a clear direction, Limburg’s own Strategic Exploration of the Digital Society in Limburg emphasizes that realizing them will require more than infrastructure and sectoral strategies alone. The province recognizes that digitalization is a broad societal transformation, one that affects nearly every domain—healthcare, education, energy, mobility, and governance.
To ensure this transformation benefits all residents, the province calls for a shared, value-driven digital vision—one that safeguards privacy, inclusivity, transparency, and autonomy as core public values. The strategy stresses the need for cross-sector collaboration between government, education, businesses, and social institutions, especially to ensure vulnerable groups are not left behind in an increasingly digital world.
At the same time, the province acknowledges that Limburg lags behind in terms of digital infrastructure and ICT sector development. Despite strong industrial and agri-food sectors, the regional digital backbone remains underdeveloped. However, this also presents an opportunity: Limburg can shape its digital ecosystem in a way that directly supports its broader economic and social goals.
In their Environmental Vision, Limburg outlines a strong commitment to sustainability and circular development, emphasizing the need for infrastructure that supports future needs. It highlights the importance of integrating digital and physical infrastructure, ensuring that spatial planning supports innovation, compact development, and resilient systems. The vision emphasizes infrastructure that is adaptable to climate challenges and aligned with broader circular and energy goals—creating the foundation for a digital ecosystem that contributes to both regional competitiveness and ecological wellbeing.
The strategic outlook identifies clear priorities to move forward: strengthening digital literacy, embedding ethical and public values into digital policies, enabling innovation through experimentation, and investing in secure, future-ready infrastructure. These elements are essential to building a digital society that is not only technically advanced—but also socially inclusive, economically resilient, and locally grounded.
Beyond provincial ambitions, a wider set of strategies from both the province of Limburg and its municipalities shows a strong, shared commitment to sustainability, circularity, and digital transformation. Limburg’s own frameworks (Policy for a Future-Proof Economy and the Strategic Exploration of the Digital Society) make it clear that better digital infrastructure, digital inclusion and innovation across sectors like health, agrotech, manufacturing, and logistics are key priorities.
Similarly, local strategies such as Maastricht’s coalition agreement (2022-2026), Parkstad’s push toward energy neutrality and sustainability, and various municipal sustainability agendas highlight the importance of combining technology, circular practices, and cross-border cooperation to strengthen the province.
Turning this vision and goals into reality starts with a strong digital ecosystem—the foundational layer that enables every other part of the system to grow, connect, and deliver local impact. A digital ecosystem consists of infrastructure, providers and competence to deliver on the societal goals set out by the region.
Limburg’s Provincial Strategy on Spatial Planning and the Environment recognizes that infrastructure alone isn’t enough. Demographic change, the energy transition, and digitalization are deeply intertwined—and navigating them successfully requires a regionally rooted, systematic, human-centered approach. That means investing not only in digital systems, but also in people: through re-skilling, education reform, and stronger collaboration between educators and employers.
Limburg’s Vision for a Future-Proof Economy
The Province of Limburg is working toward an ambitious transformation, as outlined in their Coalition agreement (Coalitieakkoord 2023-2027): building a resilient, sustainable, and future-proof economy that creates opportunities for every resident ("Iedere Limburger telt").
This includes:
Strengthening local industry clusters through applied digitalization
Limburg focuses on reinforcing its key economic domains—life sciences & health, agrotech, manufacturing, logistics, chemistry and e-commerce—by embedding digital solutions like AI, smart supply chains, and digital health applications that increase competitiveness and regional relevance.
Building a future-proof energy infrastructure
As mentioned in the Coalition agreement (Coalitieakkoord 2023-2027), Limburg is taking an active role in shaping its infrastructure to prevent bottlenecks—such as grid congestion—and to support the transition toward a circular, resilient economy. Future-proof infrastructure is essential for powering innovation, business transformation, and sustainable services across the region.
Building an adaptive education and workforce development system
With an aging population and shifting labor market needs, Limburg is investing in a regionally rooted system for training, retraining, and up-skilling its workforce. The province is working to build a flexible and inclusive education system that supports lifelong development, connects more directly with businesses, and equips residents with the skills needed for both the digital and circular economy. This includes the development of a Lifelong Development infrastructure, stronger collaboration between schools and employers, and targeted programs aimed at addressing labor shortages and creating future-proof job opportunities.
Investing in circular entrepreneurship and innovation
Limburg aims to achieve 50% circularity by 2030, aligning with the Netherlands’ broader sustainability and climate ambitions. This includes stimulating circular business models, accelerating innovation through public procurement (targeting 25% circular procurement by 2027), and acting as a launching customer to support sustainable SMEs. These efforts support the goals of the Dutch Climate Act (2019), which commits the country to reducing greenhouse gas emissions by 49% by 2030 and 95% by 2050, compared to 1990 levels. By reducing resource use, waste, and emissions across the economy, circularity plays a key role in helping Limburg contribute to these national climate targets from the ground up.
Enabling local production and economic resilience
The province emphasizes the importance of “being able to make things locally”—not only as a sustainability strategy but also as a means of strengthening sovereignty, retaining business activity, and increasing regional self-reliance.
While these ambitions outline a clear direction, Limburg’s own Strategic Exploration of the Digital Society in Limburg emphasizes that realizing them will require more than infrastructure and sectoral strategies alone. The province recognizes that digitalization is a broad societal transformation, one that affects nearly every domain—healthcare, education, energy, mobility, and governance.
To ensure this transformation benefits all residents, the province calls for a shared, value-driven digital vision—one that safeguards privacy, inclusivity, transparency, and autonomy as core public values. The strategy stresses the need for cross-sector collaboration between government, education, businesses, and social institutions, especially to ensure vulnerable groups are not left behind in an increasingly digital world.
At the same time, the province acknowledges that Limburg lags behind in terms of digital infrastructure and ICT sector development. Despite strong industrial and agri-food sectors, the regional digital backbone remains underdeveloped. However, this also presents an opportunity: Limburg can shape its digital ecosystem in a way that directly supports its broader economic and social goals.
In their Environmental Vision, Limburg outlines a strong commitment to sustainability and circular development, emphasizing the need for infrastructure that supports future needs. It highlights the importance of integrating digital and physical infrastructure, ensuring that spatial planning supports innovation, compact development, and resilient systems. The vision emphasizes infrastructure that is adaptable to climate challenges and aligned with broader circular and energy goals—creating the foundation for a digital ecosystem that contributes to both regional competitiveness and ecological wellbeing.
The strategic outlook identifies clear priorities to move forward: strengthening digital literacy, embedding ethical and public values into digital policies, enabling innovation through experimentation, and investing in secure, future-ready infrastructure. These elements are essential to building a digital society that is not only technically advanced—but also socially inclusive, economically resilient, and locally grounded.
Beyond provincial ambitions, a wider set of strategies from both the province of Limburg and its municipalities shows a strong, shared commitment to sustainability, circularity, and digital transformation. Limburg’s own frameworks (Policy for a Future-Proof Economy and the Strategic Exploration of the Digital Society) make it clear that better digital infrastructure, digital inclusion and innovation across sectors like health, agrotech, manufacturing, and logistics are key priorities.
Similarly, local strategies such as Maastricht’s coalition agreement (2022-2026), Parkstad’s push toward energy neutrality and sustainability, and various municipal sustainability agendas highlight the importance of combining technology, circular practices, and cross-border cooperation to strengthen the province.
Turning this vision and goals into reality starts with a strong digital ecosystem—the foundational layer that enables every other part of the system to grow, connect, and deliver local impact. A digital ecosystem consists of infrastructure, providers and competence to deliver on the societal goals set out by the region.
Limburg’s Provincial Strategy on Spatial Planning and the Environment recognizes that infrastructure alone isn’t enough. Demographic change, the energy transition, and digitalization are deeply intertwined—and navigating them successfully requires a regionally rooted, systematic, human-centered approach. That means investing not only in digital systems, but also in people: through re-skilling, education reform, and stronger collaboration between educators and employers.
Limburg’s Vision for a Future-Proof Economy
The Province of Limburg is working toward an ambitious transformation, as outlined in their Coalition agreement (Coalitieakkoord 2023-2027): building a resilient, sustainable, and future-proof economy that creates opportunities for every resident ("Iedere Limburger telt").
This includes:
Strengthening local industry clusters through applied digitalization
Limburg focuses on reinforcing its key economic domains—life sciences & health, agrotech, manufacturing, logistics, chemistry and e-commerce—by embedding digital solutions like AI, smart supply chains, and digital health applications that increase competitiveness and regional relevance.
Building a future-proof energy infrastructure
As mentioned in the Coalition agreement (Coalitieakkoord 2023-2027), Limburg is taking an active role in shaping its infrastructure to prevent bottlenecks—such as grid congestion—and to support the transition toward a circular, resilient economy. Future-proof infrastructure is essential for powering innovation, business transformation, and sustainable services across the region.
Building an adaptive education and workforce development system
With an aging population and shifting labor market needs, Limburg is investing in a regionally rooted system for training, retraining, and up-skilling its workforce. The province is working to build a flexible and inclusive education system that supports lifelong development, connects more directly with businesses, and equips residents with the skills needed for both the digital and circular economy. This includes the development of a Lifelong Development infrastructure, stronger collaboration between schools and employers, and targeted programs aimed at addressing labor shortages and creating future-proof job opportunities.
Investing in circular entrepreneurship and innovation
Limburg aims to achieve 50% circularity by 2030, aligning with the Netherlands’ broader sustainability and climate ambitions. This includes stimulating circular business models, accelerating innovation through public procurement (targeting 25% circular procurement by 2027), and acting as a launching customer to support sustainable SMEs. These efforts support the goals of the Dutch Climate Act (2019), which commits the country to reducing greenhouse gas emissions by 49% by 2030 and 95% by 2050, compared to 1990 levels. By reducing resource use, waste, and emissions across the economy, circularity plays a key role in helping Limburg contribute to these national climate targets from the ground up.
Enabling local production and economic resilience
The province emphasizes the importance of “being able to make things locally”—not only as a sustainability strategy but also as a means of strengthening sovereignty, retaining business activity, and increasing regional self-reliance.
While these ambitions outline a clear direction, Limburg’s own Strategic Exploration of the Digital Society in Limburg emphasizes that realizing them will require more than infrastructure and sectoral strategies alone. The province recognizes that digitalization is a broad societal transformation, one that affects nearly every domain—healthcare, education, energy, mobility, and governance.
To ensure this transformation benefits all residents, the province calls for a shared, value-driven digital vision—one that safeguards privacy, inclusivity, transparency, and autonomy as core public values. The strategy stresses the need for cross-sector collaboration between government, education, businesses, and social institutions, especially to ensure vulnerable groups are not left behind in an increasingly digital world.
At the same time, the province acknowledges that Limburg lags behind in terms of digital infrastructure and ICT sector development. Despite strong industrial and agri-food sectors, the regional digital backbone remains underdeveloped. However, this also presents an opportunity: Limburg can shape its digital ecosystem in a way that directly supports its broader economic and social goals.
In their Environmental Vision, Limburg outlines a strong commitment to sustainability and circular development, emphasizing the need for infrastructure that supports future needs. It highlights the importance of integrating digital and physical infrastructure, ensuring that spatial planning supports innovation, compact development, and resilient systems. The vision emphasizes infrastructure that is adaptable to climate challenges and aligned with broader circular and energy goals—creating the foundation for a digital ecosystem that contributes to both regional competitiveness and ecological wellbeing.
The strategic outlook identifies clear priorities to move forward: strengthening digital literacy, embedding ethical and public values into digital policies, enabling innovation through experimentation, and investing in secure, future-ready infrastructure. These elements are essential to building a digital society that is not only technically advanced—but also socially inclusive, economically resilient, and locally grounded.
Beyond provincial ambitions, a wider set of strategies from both the province of Limburg and its municipalities shows a strong, shared commitment to sustainability, circularity, and digital transformation. Limburg’s own frameworks (Policy for a Future-Proof Economy and the Strategic Exploration of the Digital Society) make it clear that better digital infrastructure, digital inclusion and innovation across sectors like health, agrotech, manufacturing, and logistics are key priorities.
Similarly, local strategies such as Maastricht’s coalition agreement (2022-2026), Parkstad’s push toward energy neutrality and sustainability, and various municipal sustainability agendas highlight the importance of combining technology, circular practices, and cross-border cooperation to strengthen the province.
Turning this vision and goals into reality starts with a strong digital ecosystem—the foundational layer that enables every other part of the system to grow, connect, and deliver local impact. A digital ecosystem consists of infrastructure, providers and competence to deliver on the societal goals set out by the region.
Limburg’s Provincial Strategy on Spatial Planning and the Environment recognizes that infrastructure alone isn’t enough. Demographic change, the energy transition, and digitalization are deeply intertwined—and navigating them successfully requires a regionally rooted, systematic, human-centered approach. That means investing not only in digital systems, but also in people: through re-skilling, education reform, and stronger collaboration between educators and employers.
Making the Vision Work: Future-Proofing Limburg's Digital Ecosystem
To deliver on the vision and ambitions described above—whether it is circularity, digital inclusion, innovations in agri-tech or future-proof energy infrastructure and labor market—digital infrastructure and services must be seen not just as a technical necessity, but as a strategic priority. If this foundation is built with regionality, sustainability and sovereignty in mind, it can facilitate positive local impact and the achievement of the goals set out by the province.
To understand the various layers within the digital ecosystem, we have developed a ’School of Thought’ to support policy making. It shows that a digital society, economy or administration require digital services. Digital services require digital technologies (’machinery’) and digital resources (’fuel’) to be available.
Making the Vision Work: Future-Proofing Limburg's Digital Ecosystem
To deliver on the vision and ambitions described above—whether it is circularity, digital inclusion, innovations in agri-tech or future-proof energy infrastructure and labor market—digital infrastructure and services must be seen not just as a technical necessity, but as a strategic priority. If this foundation is built with regionality, sustainability and sovereignty in mind, it can facilitate positive local impact and the achievement of the goals set out by the province.
To understand the various layers within the digital ecosystem, we have developed a ’School of Thought’ to support policy making. It shows that a digital society, economy or administration require digital services. Digital services require digital technologies (’machinery’) and digital resources (’fuel’) to be available.
Making the Vision Work: Future-Proofing Limburg's Digital Ecosystem
To deliver on the vision and ambitions described above—whether it is circularity, digital inclusion, innovations in agri-tech or future-proof energy infrastructure and labor market—digital infrastructure and services must be seen not just as a technical necessity, but as a strategic priority. If this foundation is built with regionality, sustainability and sovereignty in mind, it can facilitate positive local impact and the achievement of the goals set out by the province.
To understand the various layers within the digital ecosystem, we have developed a ’School of Thought’ to support policy making. It shows that a digital society, economy or administration require digital services. Digital services require digital technologies (’machinery’) and digital resources (’fuel’) to be available.
With open-source, digital technology without IP-licensing is available in abundance. Digital resources are available through either regional IT infrastructure providers or sourced from closed global market operators (Cloud Providers).
Digital resources are produced by data centers, by combining ICT equipment and electricity. Data centers require significant cooling for the ICT equipment as well as water, land and materials.
The more of this system of value-creation, from digital services, technologies to resource production, is present in a region, the more sovereign that region is, and the larger the economic benefits. On the flip-side, when left unregulated, it can also increase the environmental burden for the region.
Each part of the value-chain can also be imported from outside the region, which can create dependence and a loss of value-creation for the region, but avoid resource use within the region. Regions like Middle Franconia and Bavaria should make strategic choices about the acceptable level of dependence, resource and land allocation and desired local value creation. This can result in digital infrastructure strategies that address this system as a whole, addressing gaps and bottlenecks, increasing the added-value for the region. Having more parts of the value-chain locally, also delivers broader benefits: IT competence, job creation and resilience to fast-paced changes imposed by suppliers.
Based on a national study for the German Ministry of Economic Affairs, we showed the jobs creation across the digital infrastructure value chain. The following overview is based on the assumption of 1 Megawatt (1 MW) of power consumption for the digital infrastructure in a region.
With open-source, digital technology without IP-licensing is available in abundance. Digital resources are available through either regional IT infrastructure providers or sourced from closed global market operators (Cloud Providers).
Digital resources are produced by data centers, by combining ICT equipment and electricity. Data centers require significant cooling for the ICT equipment as well as water, land and materials.
The more of this system of value-creation, from digital services, technologies to resource production, is present in a region, the more sovereign that region is, and the larger the economic benefits. On the flip-side, when left unregulated, it can also increase the environmental burden for the region.
Each part of the value-chain can also be imported from outside the region, which can create dependence and a loss of value-creation for the region, but avoid resource use within the region. Regions like Middle Franconia and Bavaria should make strategic choices about the acceptable level of dependence, resource and land allocation and desired local value creation. This can result in digital infrastructure strategies that address this system as a whole, addressing gaps and bottlenecks, increasing the added-value for the region. Having more parts of the value-chain locally, also delivers broader benefits: IT competence, job creation and resilience to fast-paced changes imposed by suppliers.
Based on a national study for the German Ministry of Economic Affairs, we showed the jobs creation across the digital infrastructure value chain. The following overview is based on the assumption of 1 Megawatt (1 MW) of power consumption for the digital infrastructure in a region.
With open-source, digital technology without IP-licensing is available in abundance. Digital resources are available through either regional IT infrastructure providers or sourced from closed global market operators (Cloud Providers).
Digital resources are produced by data centers, by combining ICT equipment and electricity. Data centers require significant cooling for the ICT equipment as well as water, land and materials.
The more of this system of value-creation, from digital services, technologies to resource production, is present in a region, the more sovereign that region is, and the larger the economic benefits. On the flip-side, when left unregulated, it can also increase the environmental burden for the region.
Each part of the value-chain can also be imported from outside the region, which can create dependence and a loss of value-creation for the region, but avoid resource use within the region. Regions like Middle Franconia and Bavaria should make strategic choices about the acceptable level of dependence, resource and land allocation and desired local value creation. This can result in digital infrastructure strategies that address this system as a whole, addressing gaps and bottlenecks, increasing the added-value for the region. Having more parts of the value-chain locally, also delivers broader benefits: IT competence, job creation and resilience to fast-paced changes imposed by suppliers.
Based on a national study for the German Ministry of Economic Affairs, we showed the jobs creation across the digital infrastructure value chain. The following overview is based on the assumption of 1 Megawatt (1 MW) of power consumption for the digital infrastructure in a region.
From Bottleneck to Backbone: Digital Solutions for Energy Resilience
Grids around the world are becoming bottlenecks that slow the roll-out of renewables and the Netherlands is case in point. According to Statistics Netherlands (CBS), in 2023, the Netherlands produced a total of 120 billion kilowatt-hours (kWh) of electricity. Of this, 58.56 billion kWh (approximately 49%) was generated from fossil fuels, with natural gas accounting for 44.84 billion kWh (about 38% of total electricity production). Although there are clear ambitions to reduce fossil fuel use and replace with renewables, due to grid congestion issues, challenges emerge.
A potential solution the lack of real-time forecasting and with that the ability for energy consumers to respond to grid congestion by adjusting their demand.
In provinces like Limburg, these grid limitations are already stalling progress. In 2022, TenneT suspended new large-scale grid connection requests in parts of Brabant and Limburg due to capacity constraints, effectively blocking the entry of new electricity consumers into the system. According to the Netherlands Environmental Planning Agency, these gridlock issues are not expected to be resolved before 2030.
The Opportunity
The issue of congestion is an opportunity to create new digital services that support better grid integration of energy customers and strengthen the regional power grid. By making the challenges of the energy system visible and quantifying the value of a solution, a potential market for new digital companies emerges in which they can innovate.
When these digital products utilize locally-produced digital resources, a larger share of value-creation stays within the province. An analysis by Andreessen Horowitz, a Silicon Valley venture capital firm, showed that startups spent up to 60% of their revenue on digital resources. When digital companies purchase these resources outside Limburg, this value-creation is lost to the region.
Similarly, local grid operators and energy sector can engage IT service providers within the province to help implement the digital products built within the Limburg’s digital economy. This engagement helps retain competencies within the province and fosters collaboration that supports the ambition of a future-proof energy system, while simultaneously building digital skills and generating local value.
Lastly, developing local digital infrastructure that is deeply integrated into the energy system and responds to grid congestion can further support the ambitions of the regions. Such an approach ensures that the value creation from digital resource production stays local.
These steps would not only help to alleviate grid congestion; they also open new opportunities for local businesses, create high-skilled jobs, and strengthen Limburg’s energy resilience. After all, digital infrastructure is not a separate domain. It is the backbone that will determine whether Limburg’s energy infrastructure becomes more sustainable—or remains a bottleneck for years to come.
Bridging the Digital Divide Through Regional Digital Ecosystems
Limburg faces a dual challenge: an aging population and a digital divide. Many people in the province (especially older residents and those outside of urban centers) lack basic digital skills, making it harder to participate in a labor market that is increasingly shaped by digitalization. At the same time, the province wants to ensure that Limburg remains an attractive place to live and work, with enough local opportunities for both younger generations and those looking to transition into future-proof sectors.
The Opportunity
This is where a strong regional digital ecosystem becomes essential. Digital infrastructure alone will not solve the problem. Yet, when combined with local IT and digital companies that actively invest in education and the regional workforce—through digital skills training, partnerships with schools, and re-skilling programs—a strong regional digital ecosystem can emerge. This ecosystem supports the development and retention of local talent, drives innovation and economic growth, and helps ensure no one is left behind in the digital transition.
Strengthening Regional Businesses With A Digital Ecosystem
Today, much of Limburg’s digital infrastructure is sourced from outside the province—some from elsewhere in the Netherlands or Europe, but predominantly from US-based providers. These providers operate large marketplaces for digital resources and services (”Cloud”). This is not because they are better, but because they are more visible and have fostered relationships with many local IT providers to resell their resources and services.
These markets are designed with a lock-in strategy in mind, luring businesses with steep discounts and free resources, only to increase prices once the customer is locked in. This results in economic extraction—the more companies digitalize by using foreign services and the more digital products are built with digital resources from these foreign markets, the more value is lost for a region.
Local providers, both for infrastructure and services, are often better suited to meet regional needs. They are physically closer, speak the local language, adapt better to local needs, and are more likely to contribute to Limburg’s economy, skill development, workforce, and sustainability goals. As a result, they can also be regulated and held accountable from within the province. Still, these advantages alone do not seem to be enough for broad market adoption within Limburg—creating a largely untapped value-creation opportunity.
The Opportunity
By enabling a strong regional digital ecosystem, Limburg could shift from digital dependency to regional self-reliance and positive local impact through job creation, skills development, and economic value retention.
A strong regional digital ecosystem:
Keeps more economic value in the region through local job creation and business growth stemming from the local production of digital products, resources and infrastructure.
Supports local industry clusters (agri-food, manufacturing, logistics) with digital products that are tailored to their needs and enhance productivity as well as competitiveness.
Enables faster response, greater trust, and more control—especially important in times of disruption or geopolitical tension. Furthermore, local companies in the digital ecosystem can be monitored and held accountable.
Builds regional self-reliance by developing local digital capabilities and infrastructure, which strengthens Limburg's economic sovereignty while supporting sustainability goals.
But to unlock the full potential of a thriving digital ecosystem, it all has to start with values. Without transparency, we can’t track progress. Without accountability, we can’t ensure sustainability. And without a regional strategy, Limburg misses out on the opportunity to turn the digital ecosystem into something that benefits the people and local economy.
In other words, future-proofing Limburg’s economy is not just about building digital infrastructure. It’s about fostering a regional digital ecosystem that supports the province’s goals and ambitions while acting within the guardrails of societal values. Limburg isn’t starting from scratch—it already has a strong foundation of capable local players. What’s missing is a clear strategy to recognize their value and harness their potential.
From Bottleneck to Backbone: Digital Solutions for Energy Resilience
Grids around the world are becoming bottlenecks that slow the roll-out of renewables and the Netherlands is case in point. According to Statistics Netherlands (CBS), in 2023, the Netherlands produced a total of 120 billion kilowatt-hours (kWh) of electricity. Of this, 58.56 billion kWh (approximately 49%) was generated from fossil fuels, with natural gas accounting for 44.84 billion kWh (about 38% of total electricity production). Although there are clear ambitions to reduce fossil fuel use and replace with renewables, due to grid congestion issues, challenges emerge.
A potential solution the lack of real-time forecasting and with that the ability for energy consumers to respond to grid congestion by adjusting their demand.
In provinces like Limburg, these grid limitations are already stalling progress. In 2022, TenneT suspended new large-scale grid connection requests in parts of Brabant and Limburg due to capacity constraints, effectively blocking the entry of new electricity consumers into the system. According to the Netherlands Environmental Planning Agency, these gridlock issues are not expected to be resolved before 2030.
The Opportunity
The issue of congestion is an opportunity to create new digital services that support better grid integration of energy customers and strengthen the regional power grid. By making the challenges of the energy system visible and quantifying the value of a solution, a potential market for new digital companies emerges in which they can innovate.
When these digital products utilize locally-produced digital resources, a larger share of value-creation stays within the province. An analysis by Andreessen Horowitz, a Silicon Valley venture capital firm, showed that startups spent up to 60% of their revenue on digital resources. When digital companies purchase these resources outside Limburg, this value-creation is lost to the region.
Similarly, local grid operators and energy sector can engage IT service providers within the province to help implement the digital products built within the Limburg’s digital economy. This engagement helps retain competencies within the province and fosters collaboration that supports the ambition of a future-proof energy system, while simultaneously building digital skills and generating local value.
Lastly, developing local digital infrastructure that is deeply integrated into the energy system and responds to grid congestion can further support the ambitions of the regions. Such an approach ensures that the value creation from digital resource production stays local.
These steps would not only help to alleviate grid congestion; they also open new opportunities for local businesses, create high-skilled jobs, and strengthen Limburg’s energy resilience. After all, digital infrastructure is not a separate domain. It is the backbone that will determine whether Limburg’s energy infrastructure becomes more sustainable—or remains a bottleneck for years to come.
Bridging the Digital Divide Through Regional Digital Ecosystems
Limburg faces a dual challenge: an aging population and a digital divide. Many people in the province (especially older residents and those outside of urban centers) lack basic digital skills, making it harder to participate in a labor market that is increasingly shaped by digitalization. At the same time, the province wants to ensure that Limburg remains an attractive place to live and work, with enough local opportunities for both younger generations and those looking to transition into future-proof sectors.
The Opportunity
This is where a strong regional digital ecosystem becomes essential. Digital infrastructure alone will not solve the problem. Yet, when combined with local IT and digital companies that actively invest in education and the regional workforce—through digital skills training, partnerships with schools, and re-skilling programs—a strong regional digital ecosystem can emerge. This ecosystem supports the development and retention of local talent, drives innovation and economic growth, and helps ensure no one is left behind in the digital transition.
Strengthening Regional Businesses With A Digital Ecosystem
Today, much of Limburg’s digital infrastructure is sourced from outside the province—some from elsewhere in the Netherlands or Europe, but predominantly from US-based providers. These providers operate large marketplaces for digital resources and services (”Cloud”). This is not because they are better, but because they are more visible and have fostered relationships with many local IT providers to resell their resources and services.
These markets are designed with a lock-in strategy in mind, luring businesses with steep discounts and free resources, only to increase prices once the customer is locked in. This results in economic extraction—the more companies digitalize by using foreign services and the more digital products are built with digital resources from these foreign markets, the more value is lost for a region.
Local providers, both for infrastructure and services, are often better suited to meet regional needs. They are physically closer, speak the local language, adapt better to local needs, and are more likely to contribute to Limburg’s economy, skill development, workforce, and sustainability goals. As a result, they can also be regulated and held accountable from within the province. Still, these advantages alone do not seem to be enough for broad market adoption within Limburg—creating a largely untapped value-creation opportunity.
The Opportunity
By enabling a strong regional digital ecosystem, Limburg could shift from digital dependency to regional self-reliance and positive local impact through job creation, skills development, and economic value retention.
A strong regional digital ecosystem:
Keeps more economic value in the region through local job creation and business growth stemming from the local production of digital products, resources and infrastructure.
Supports local industry clusters (agri-food, manufacturing, logistics) with digital products that are tailored to their needs and enhance productivity as well as competitiveness.
Enables faster response, greater trust, and more control—especially important in times of disruption or geopolitical tension. Furthermore, local companies in the digital ecosystem can be monitored and held accountable.
Builds regional self-reliance by developing local digital capabilities and infrastructure, which strengthens Limburg's economic sovereignty while supporting sustainability goals.
But to unlock the full potential of a thriving digital ecosystem, it all has to start with values. Without transparency, we can’t track progress. Without accountability, we can’t ensure sustainability. And without a regional strategy, Limburg misses out on the opportunity to turn the digital ecosystem into something that benefits the people and local economy.
In other words, future-proofing Limburg’s economy is not just about building digital infrastructure. It’s about fostering a regional digital ecosystem that supports the province’s goals and ambitions while acting within the guardrails of societal values. Limburg isn’t starting from scratch—it already has a strong foundation of capable local players. What’s missing is a clear strategy to recognize their value and harness their potential.
From Bottleneck to Backbone: Digital Solutions for Energy Resilience
Grids around the world are becoming bottlenecks that slow the roll-out of renewables and the Netherlands is case in point. According to Statistics Netherlands (CBS), in 2023, the Netherlands produced a total of 120 billion kilowatt-hours (kWh) of electricity. Of this, 58.56 billion kWh (approximately 49%) was generated from fossil fuels, with natural gas accounting for 44.84 billion kWh (about 38% of total electricity production). Although there are clear ambitions to reduce fossil fuel use and replace with renewables, due to grid congestion issues, challenges emerge.
A potential solution the lack of real-time forecasting and with that the ability for energy consumers to respond to grid congestion by adjusting their demand.
In provinces like Limburg, these grid limitations are already stalling progress. In 2022, TenneT suspended new large-scale grid connection requests in parts of Brabant and Limburg due to capacity constraints, effectively blocking the entry of new electricity consumers into the system. According to the Netherlands Environmental Planning Agency, these gridlock issues are not expected to be resolved before 2030.
The Opportunity
The issue of congestion is an opportunity to create new digital services that support better grid integration of energy customers and strengthen the regional power grid. By making the challenges of the energy system visible and quantifying the value of a solution, a potential market for new digital companies emerges in which they can innovate.
When these digital products utilize locally-produced digital resources, a larger share of value-creation stays within the province. An analysis by Andreessen Horowitz, a Silicon Valley venture capital firm, showed that startups spent up to 60% of their revenue on digital resources. When digital companies purchase these resources outside Limburg, this value-creation is lost to the region.
Similarly, local grid operators and energy sector can engage IT service providers within the province to help implement the digital products built within the Limburg’s digital economy. This engagement helps retain competencies within the province and fosters collaboration that supports the ambition of a future-proof energy system, while simultaneously building digital skills and generating local value.
Lastly, developing local digital infrastructure that is deeply integrated into the energy system and responds to grid congestion can further support the ambitions of the regions. Such an approach ensures that the value creation from digital resource production stays local.
These steps would not only help to alleviate grid congestion; they also open new opportunities for local businesses, create high-skilled jobs, and strengthen Limburg’s energy resilience. After all, digital infrastructure is not a separate domain. It is the backbone that will determine whether Limburg’s energy infrastructure becomes more sustainable—or remains a bottleneck for years to come.
Bridging the Digital Divide Through Regional Digital Ecosystems
Limburg faces a dual challenge: an aging population and a digital divide. Many people in the province (especially older residents and those outside of urban centers) lack basic digital skills, making it harder to participate in a labor market that is increasingly shaped by digitalization. At the same time, the province wants to ensure that Limburg remains an attractive place to live and work, with enough local opportunities for both younger generations and those looking to transition into future-proof sectors.
The Opportunity
This is where a strong regional digital ecosystem becomes essential. Digital infrastructure alone will not solve the problem. Yet, when combined with local IT and digital companies that actively invest in education and the regional workforce—through digital skills training, partnerships with schools, and re-skilling programs—a strong regional digital ecosystem can emerge. This ecosystem supports the development and retention of local talent, drives innovation and economic growth, and helps ensure no one is left behind in the digital transition.
Strengthening Regional Businesses With A Digital Ecosystem
Today, much of Limburg’s digital infrastructure is sourced from outside the province—some from elsewhere in the Netherlands or Europe, but predominantly from US-based providers. These providers operate large marketplaces for digital resources and services (”Cloud”). This is not because they are better, but because they are more visible and have fostered relationships with many local IT providers to resell their resources and services.
These markets are designed with a lock-in strategy in mind, luring businesses with steep discounts and free resources, only to increase prices once the customer is locked in. This results in economic extraction—the more companies digitalize by using foreign services and the more digital products are built with digital resources from these foreign markets, the more value is lost for a region.
Local providers, both for infrastructure and services, are often better suited to meet regional needs. They are physically closer, speak the local language, adapt better to local needs, and are more likely to contribute to Limburg’s economy, skill development, workforce, and sustainability goals. As a result, they can also be regulated and held accountable from within the province. Still, these advantages alone do not seem to be enough for broad market adoption within Limburg—creating a largely untapped value-creation opportunity.
The Opportunity
By enabling a strong regional digital ecosystem, Limburg could shift from digital dependency to regional self-reliance and positive local impact through job creation, skills development, and economic value retention.
A strong regional digital ecosystem:
Keeps more economic value in the region through local job creation and business growth stemming from the local production of digital products, resources and infrastructure.
Supports local industry clusters (agri-food, manufacturing, logistics) with digital products that are tailored to their needs and enhance productivity as well as competitiveness.
Enables faster response, greater trust, and more control—especially important in times of disruption or geopolitical tension. Furthermore, local companies in the digital ecosystem can be monitored and held accountable.
Builds regional self-reliance by developing local digital capabilities and infrastructure, which strengthens Limburg's economic sovereignty while supporting sustainability goals.
But to unlock the full potential of a thriving digital ecosystem, it all has to start with values. Without transparency, we can’t track progress. Without accountability, we can’t ensure sustainability. And without a regional strategy, Limburg misses out on the opportunity to turn the digital ecosystem into something that benefits the people and local economy.
In other words, future-proofing Limburg’s economy is not just about building digital infrastructure. It’s about fostering a regional digital ecosystem that supports the province’s goals and ambitions while acting within the guardrails of societal values. Limburg isn’t starting from scratch—it already has a strong foundation of capable local players. What’s missing is a clear strategy to recognize their value and harness their potential.
The Risks of Inaction
As our analysis has shown, much of Limburg’s current digital ecosystem is small, fragmented and reliant on imported digital products, resources and infrastructure.
This poses several risks:
Loss of digital skills: Limburg has one of the lowest numbers of digitally skilled people, with 24% of the population having low digital skills as of 2023.
Demographic aging: The province is aging rapidly with more people over 50 and declining birth rates, reducing the pool of skilled working-age individuals.
Brain drain in the digital ecosystem: Limburg risks losing digitally skilled talent to other regions due to lack of visible career pathways in advanced digital roles.
Increased dependence on foreign providers and loss of value creation
As Limburg continues to import digital resources and services from closed, foreign-owned markets to drive its digital transformation, the region becomes increasingly dependent.
This trend is reflected at the national level:
According to estimates from The Netherlands Authority for Consumers and Markets (ACM), in 2020, Microsoft Azure held the largest share of the cloud market (40-45%), followed by AWS (30-35%), while Google Cloud Platform and Oracle each maintained market shares between 5-10%. In other words, international companies dominated 80-90% of the Netherlands' cloud market in 2020. At the European level, Microsoft Azure, AWS, and GCP together hold more than 65% of the European cloud market.
This growing reliance on a small number of non-European tech giants reduces regional control over infrastructure. But more importantly, it leads to missed opportunities for local value creation. As businesses rely on foreign digital services, which they need to tailor to their specific needs, they often lack the competence to do so. While local digital businesses can step in by developing better digital services, they still rely on imported digital resources (network capacity, compute, memory, and storage). And as more parts of digital value creation become outsourced, fewer incentives exist to strengthen digital skills and capabilities in the province.
Loss of digital skills to build, implement and operate digital services & infrastructure
Limburg is one of the provinces with the lowest number of digitally skilled people—those proficient in using the internet, software, and computers. A significant portion of Limburg’s population is at risk of being left behind in the digital transition. In 2021, nearly 20% of people aged 12-75 had low digital skills, becoming increasingly vulnerable in today’s digital society.
The Risks of Inaction
As our analysis has shown, much of Limburg’s current digital ecosystem is small, fragmented and reliant on imported digital products, resources and infrastructure.
This poses several risks:
Loss of digital skills: Limburg has one of the lowest numbers of digitally skilled people, with 24% of the population having low digital skills as of 2023.
Demographic aging: The province is aging rapidly with more people over 50 and declining birth rates, reducing the pool of skilled working-age individuals.
Brain drain in the digital ecosystem: Limburg risks losing digitally skilled talent to other regions due to lack of visible career pathways in advanced digital roles.
Increased dependence on foreign providers and loss of value creation
As Limburg continues to import digital resources and services from closed, foreign-owned markets to drive its digital transformation, the region becomes increasingly dependent.
This trend is reflected at the national level:
According to estimates from The Netherlands Authority for Consumers and Markets (ACM), in 2020, Microsoft Azure held the largest share of the cloud market (40-45%), followed by AWS (30-35%), while Google Cloud Platform and Oracle each maintained market shares between 5-10%. In other words, international companies dominated 80-90% of the Netherlands' cloud market in 2020. At the European level, Microsoft Azure, AWS, and GCP together hold more than 65% of the European cloud market.
This growing reliance on a small number of non-European tech giants reduces regional control over infrastructure. But more importantly, it leads to missed opportunities for local value creation. As businesses rely on foreign digital services, which they need to tailor to their specific needs, they often lack the competence to do so. While local digital businesses can step in by developing better digital services, they still rely on imported digital resources (network capacity, compute, memory, and storage). And as more parts of digital value creation become outsourced, fewer incentives exist to strengthen digital skills and capabilities in the province.
Loss of digital skills to build, implement and operate digital services & infrastructure
Limburg is one of the provinces with the lowest number of digitally skilled people—those proficient in using the internet, software, and computers. A significant portion of Limburg’s population is at risk of being left behind in the digital transition. In 2021, nearly 20% of people aged 12-75 had low digital skills, becoming increasingly vulnerable in today’s digital society.
The Risks of Inaction
As our analysis has shown, much of Limburg’s current digital ecosystem is small, fragmented and reliant on imported digital products, resources and infrastructure.
This poses several risks:
Loss of digital skills: Limburg has one of the lowest numbers of digitally skilled people, with 24% of the population having low digital skills as of 2023.
Demographic aging: The province is aging rapidly with more people over 50 and declining birth rates, reducing the pool of skilled working-age individuals.
Brain drain in the digital ecosystem: Limburg risks losing digitally skilled talent to other regions due to lack of visible career pathways in advanced digital roles.
Increased dependence on foreign providers and loss of value creation
As Limburg continues to import digital resources and services from closed, foreign-owned markets to drive its digital transformation, the region becomes increasingly dependent.
This trend is reflected at the national level:
According to estimates from The Netherlands Authority for Consumers and Markets (ACM), in 2020, Microsoft Azure held the largest share of the cloud market (40-45%), followed by AWS (30-35%), while Google Cloud Platform and Oracle each maintained market shares between 5-10%. In other words, international companies dominated 80-90% of the Netherlands' cloud market in 2020. At the European level, Microsoft Azure, AWS, and GCP together hold more than 65% of the European cloud market.
This growing reliance on a small number of non-European tech giants reduces regional control over infrastructure. But more importantly, it leads to missed opportunities for local value creation. As businesses rely on foreign digital services, which they need to tailor to their specific needs, they often lack the competence to do so. While local digital businesses can step in by developing better digital services, they still rely on imported digital resources (network capacity, compute, memory, and storage). And as more parts of digital value creation become outsourced, fewer incentives exist to strengthen digital skills and capabilities in the province.
Loss of digital skills to build, implement and operate digital services & infrastructure
Limburg is one of the provinces with the lowest number of digitally skilled people—those proficient in using the internet, software, and computers. A significant portion of Limburg’s population is at risk of being left behind in the digital transition. In 2021, nearly 20% of people aged 12-75 had low digital skills, becoming increasingly vulnerable in today’s digital society.
More recent data from CBS (Centraal Bureau voor de Statistiek) indicates that this share rose to 24% in 2023, highlighting a growing digital divide in Limburg. This group faces challenges in effectively using digital tools—such as email, websites, online services, and apps—which are increasingly essential for participating in education, employment, and everyday life. Without targeted action, this skills gap threatens to widen social inequality, limit access to future-proof jobs, and undermine Limburg’s ambitions for a resilient, innovation-driven economy.
Digital skills are often an indirect byproduct of thriving digital businesses and IT providers. When they are regional, they can participate in skills-development in the region and have an incentive to engage in the up-skilling of their community–so they are able to leverage the digital products they are providing.
Demographic aging poses a risk to the long-term competitiveness of Limburg
While Limburg’s overall population has grown in recent years, the age composition reveals a pressing challenge: the region is aging rapidly. The largest population groups are now those aged 50 and above, while birth rates have steadily declined, and natural population growth has turned negative. In 2023, for example, more people died than were born, continuing a trend seen in previous years.
More recent data from CBS (Centraal Bureau voor de Statistiek) indicates that this share rose to 24% in 2023, highlighting a growing digital divide in Limburg. This group faces challenges in effectively using digital tools—such as email, websites, online services, and apps—which are increasingly essential for participating in education, employment, and everyday life. Without targeted action, this skills gap threatens to widen social inequality, limit access to future-proof jobs, and undermine Limburg’s ambitions for a resilient, innovation-driven economy.
Digital skills are often an indirect byproduct of thriving digital businesses and IT providers. When they are regional, they can participate in skills-development in the region and have an incentive to engage in the up-skilling of their community–so they are able to leverage the digital products they are providing.
Demographic aging poses a risk to the long-term competitiveness of Limburg
While Limburg’s overall population has grown in recent years, the age composition reveals a pressing challenge: the region is aging rapidly. The largest population groups are now those aged 50 and above, while birth rates have steadily declined, and natural population growth has turned negative. In 2023, for example, more people died than were born, continuing a trend seen in previous years.
More recent data from CBS (Centraal Bureau voor de Statistiek) indicates that this share rose to 24% in 2023, highlighting a growing digital divide in Limburg. This group faces challenges in effectively using digital tools—such as email, websites, online services, and apps—which are increasingly essential for participating in education, employment, and everyday life. Without targeted action, this skills gap threatens to widen social inequality, limit access to future-proof jobs, and undermine Limburg’s ambitions for a resilient, innovation-driven economy.
Digital skills are often an indirect byproduct of thriving digital businesses and IT providers. When they are regional, they can participate in skills-development in the region and have an incentive to engage in the up-skilling of their community–so they are able to leverage the digital products they are providing.
Demographic aging poses a risk to the long-term competitiveness of Limburg
While Limburg’s overall population has grown in recent years, the age composition reveals a pressing challenge: the region is aging rapidly. The largest population groups are now those aged 50 and above, while birth rates have steadily declined, and natural population growth has turned negative. In 2023, for example, more people died than were born, continuing a trend seen in previous years.
More recent data from CBS (Centraal Bureau voor de Statistiek) indicates that this share rose to 24% in 2023, highlighting a growing digital divide in the region. This group faces challenges in effectively using digital tools—such as email, websites, online services, and apps—which are increasingly essential for participating in education, employment, and everyday life. Without targeted action, this skills gap threatens to widen social inequality, limit access to future-proof jobs, and undermine Limburg’s ambitions for a resilient, innovation-driven economy.
Digital skills are often an indirect byproduct of thriving digital businesses and IT providers. When they are regional, they can participate in skills-development in the region and have an incentive to engage in the up-skilling of their community–so they are able to leverage the digital products they are providing.
Demographic aging poses a risk to the long-term competitiveness of Limburg
While Limburg’s overall population has grown in recent years, the age composition reveals a pressing challenge: the region is aging rapidly. The largest population groups are now those aged 50 and above, while birth rates have steadily declined, and natural population growth has turned negative. In 2023, for example, more people died than were born, continuing a trend seen in previous years.
This shift reduces the pool of skilled, working-age individuals, putting pressure on the labor market, innovation capacity, and long-term economic sustainability. As older residents retire, the need to attract and retain younger, digitally skilled workers becomes more urgent—not only to maintain productivity but also to ensure that essential sectors such as healthcare, digital services, and public infrastructure remain robust.
This creates a downward spiral: fewer local jobs → more people leave → lower demand and investment → more infrastructure and services imported → even fewer local jobs.
A thriving digital ecosystem can create job opportunities for the next generation of local residents and can engage the aging population for knowledge transfer. Older generations often posses deep sector expertise that is vital for creating digital services that meet the needs of various industries. As young digital entrepreneurs often lack this specific sector knowledge, intergenerational knowledge transfer can lead to more focused innovation as well as success of the digital ecosystem.
Brain drain in the digital ecosystem
Limburg faces the growing risk of losing its digitally skilled talent to other regions or countries. While the province invests in education and digital literacy, there is a lack of clear, visible career pathways in advanced digital roles—especially compared to tech hubs like the Randstad or nearby German cities. As a result, young professionals and graduates in IT, data science, and engineering may relocate in search of better opportunities, innovation ecosystems, or career development.
This can be addressed by a regional digital ecosystem. By making digitalization goals and opportunities in local businesses, infrastructure, and government visible, opportunities for new digital products and businesses can emerge (entrepreneurs). Investing in local capabilities to produce digital resources can lead to new highly skilled job opportunities. Lastly, the implementation of digital products in business and government processes can lead to further job opportunities for tech-adjacent labor—from project and change management to human resources.
More recent data from CBS (Centraal Bureau voor de Statistiek) indicates that this share rose to 24% in 2023, highlighting a growing digital divide in the region. This group faces challenges in effectively using digital tools—such as email, websites, online services, and apps—which are increasingly essential for participating in education, employment, and everyday life. Without targeted action, this skills gap threatens to widen social inequality, limit access to future-proof jobs, and undermine Limburg’s ambitions for a resilient, innovation-driven economy.
Digital skills are often an indirect byproduct of thriving digital businesses and IT providers. When they are regional, they can participate in skills-development in the region and have an incentive to engage in the up-skilling of their community–so they are able to leverage the digital products they are providing.
Demographic aging poses a risk to the long-term competitiveness of Limburg
While Limburg’s overall population has grown in recent years, the age composition reveals a pressing challenge: the region is aging rapidly. The largest population groups are now those aged 50 and above, while birth rates have steadily declined, and natural population growth has turned negative. In 2023, for example, more people died than were born, continuing a trend seen in previous years.
This shift reduces the pool of skilled, working-age individuals, putting pressure on the labor market, innovation capacity, and long-term economic sustainability. As older residents retire, the need to attract and retain younger, digitally skilled workers becomes more urgent—not only to maintain productivity but also to ensure that essential sectors such as healthcare, digital services, and public infrastructure remain robust.
This creates a downward spiral: fewer local jobs → more people leave → lower demand and investment → more infrastructure and services imported → even fewer local jobs.
A thriving digital ecosystem can create job opportunities for the next generation of local residents and can engage the aging population for knowledge transfer. Older generations often posses deep sector expertise that is vital for creating digital services that meet the needs of various industries. As young digital entrepreneurs often lack this specific sector knowledge, intergenerational knowledge transfer can lead to more focused innovation as well as success of the digital ecosystem.
Brain drain in the digital ecosystem
Limburg faces the growing risk of losing its digitally skilled talent to other regions or countries. While the province invests in education and digital literacy, there is a lack of clear, visible career pathways in advanced digital roles—especially compared to tech hubs like the Randstad or nearby German cities. As a result, young professionals and graduates in IT, data science, and engineering may relocate in search of better opportunities, innovation ecosystems, or career development.
This can be addressed by a regional digital ecosystem. By making digitalization goals and opportunities in local businesses, infrastructure, and government visible, opportunities for new digital products and businesses can emerge (entrepreneurs). Investing in local capabilities to produce digital resources can lead to new highly skilled job opportunities. Lastly, the implementation of digital products in business and government processes can lead to further job opportunities for tech-adjacent labor—from project and change management to human resources.
More recent data from CBS (Centraal Bureau voor de Statistiek) indicates that this share rose to 24% in 2023, highlighting a growing digital divide in the region. This group faces challenges in effectively using digital tools—such as email, websites, online services, and apps—which are increasingly essential for participating in education, employment, and everyday life. Without targeted action, this skills gap threatens to widen social inequality, limit access to future-proof jobs, and undermine Limburg’s ambitions for a resilient, innovation-driven economy.
Digital skills are often an indirect byproduct of thriving digital businesses and IT providers. When they are regional, they can participate in skills-development in the region and have an incentive to engage in the up-skilling of their community–so they are able to leverage the digital products they are providing.
Demographic aging poses a risk to the long-term competitiveness of Limburg
While Limburg’s overall population has grown in recent years, the age composition reveals a pressing challenge: the region is aging rapidly. The largest population groups are now those aged 50 and above, while birth rates have steadily declined, and natural population growth has turned negative. In 2023, for example, more people died than were born, continuing a trend seen in previous years.
This shift reduces the pool of skilled, working-age individuals, putting pressure on the labor market, innovation capacity, and long-term economic sustainability. As older residents retire, the need to attract and retain younger, digitally skilled workers becomes more urgent—not only to maintain productivity but also to ensure that essential sectors such as healthcare, digital services, and public infrastructure remain robust.
This creates a downward spiral: fewer local jobs → more people leave → lower demand and investment → more infrastructure and services imported → even fewer local jobs.
A thriving digital ecosystem can create job opportunities for the next generation of local residents and can engage the aging population for knowledge transfer. Older generations often posses deep sector expertise that is vital for creating digital services that meet the needs of various industries. As young digital entrepreneurs often lack this specific sector knowledge, intergenerational knowledge transfer can lead to more focused innovation as well as success of the digital ecosystem.
Brain drain in the digital ecosystem
Limburg faces the growing risk of losing its digitally skilled talent to other regions or countries. While the province invests in education and digital literacy, there is a lack of clear, visible career pathways in advanced digital roles—especially compared to tech hubs like the Randstad or nearby German cities. As a result, young professionals and graduates in IT, data science, and engineering may relocate in search of better opportunities, innovation ecosystems, or career development.
This can be addressed by a regional digital ecosystem. By making digitalization goals and opportunities in local businesses, infrastructure, and government visible, opportunities for new digital products and businesses can emerge (entrepreneurs). Investing in local capabilities to produce digital resources can lead to new highly skilled job opportunities. Lastly, the implementation of digital products in business and government processes can lead to further job opportunities for tech-adjacent labor—from project and change management to human resources.
Assessing the State of Digital Infrastructure in Limburg
The Sustainable Digital Infrastructure Alliance (SDIA) initiative aims to address the challenges mentioned above by promoting the development of values-based, thriving digital ecosystems based on sustainability, transparency, and local impact. In the following part we present our findings from our preliminary assessment. We highlight key performance indicators (KPIs) for determining the state of the regional digital ecosystem.
For many KPIs, data is missing or incomplete in which case we use estimations and our own economic models to fill those gaps. Whenever we use estimations, we clearly indicate this in the footnotes of each metric.
Our overall conclusion is that Limburg, with its strategic location, has the potential to develop a distinctive digital ecosystem that operationalizes sustainability, transparency, and local impact. By fostering a balanced local ecosystem the province can realize its larger ambitions and create more resilient economic growth while ensuring that the ecosystem creates lasting positive local impact.
Detailed Analysis of Digital Infrastructure Market
Data center providers (DCP):
Among the data center providers assessed in Limburg, none of them published information on environmental impact, maintained a public sustainability or procurement strategy, nor mentioned any form of local impact.
Internet service providers (ISP):
None of the assessed ISPs published environmental impact data, had published procurement or sustainability strategies. Only one company—Toren7—partially referenced local impact through its initiative to illuminate the Roermond television tower for public events and holidays.
IT infrastructure providers (IaaS):
None of the assessed IaaS providers published their environmental impact, procurement strategies, or local impact initiatives.
DynaLinq was the only provider in this group with a published CSR report, latest released in 2023. While DynaGroup outlined several sustainability-related initiatives (such as zero-emission transport, energy-efficient buildings, and repair/recycling programs), there was no evidence of regular, quantitative environmental reporting. The ESG report remained largely qualitative and did not include measurable indicators.
Cloud Infrastructure Providers (CIP):
None of the assessed CIPs published information about their sustainability strategy, procurement practices, or environmental impact. Open Line partially disclosed local impact initiatives through its involvement in digitalizing local governments and healthcare services.
Managed Service Providers (MSPs):
Sustainability strategies:
TrustTeam published a 2023 ESG report that included greenhouse gas assessments, marking a positive step toward transparency. However, additional environmental indicators (such as energy use, waste, or Scope 1–3 emissions) were not publicly available, nor was a 2024 update.
While several sustainability initiatives were outlined (e.g., renewable energy use, fleet electrification, DE&I policy, ISO 27001), the strategy lacked measurable targets, timelines, and a comprehensive framework for environmental impact reduction.
Procurement was briefly mentioned, but no publicly available criteria addressed sustainability, transparency, or local impact. Making such criteria and data accessible would strengthen TrustTeam's sustainability position.
DynaGroup outlined a broad sustainability strategy that included initiatives such as the Dyna TalentWheel (focused on employee development), Social2Gether (community engagement), recycling and repair programs, infrastructure sustainability, and the DynaHealth business unit. These reflected a clear commitment to sustainability across multiple areas. However, the strategy was primarily qualitative and did not include specific targets, metrics, or timelines related to reducing environmental impact. A more structured environmental strategy with measurable goals would strengthen this approach.
Kembit demonstrated a moderate commitment to sustainability and local impact. They outlined clear environmental objectives, including waste reduction, equipment reuse, energy efficiency, and collaboration with environmentally conscious suppliers.
NLcom showed signs of local engagement through regional partnerships and sponsorships.
Local engagement:
ZeroPlex demonstrated strong local engagement by sponsoring various regional organizations and events—including the Equestrian Association Zeldenrust, volleyball clubs Hovoc Horst and Civitas, Venlo On Ice, the Summer Park Festival, and The Venloop.
B/Focused highlighted its support for local community activities, such as sponsoring sports clubs and cultural events. These actions suggested a degree of local engagement, although detailed documentation or measurement of these initiatives was not provided.
Open Line and TCC partially contributed to local impact—Open Line through public sector digitalization, and TCC via social employment partnerships and youth IT training (DigiWise).
Toren7 partially referenced local impact through its initiative to illuminate the Roermond television tower for public events and holidays.
Kembit engaged locally through initiatives like the 100% Limburg Bike program and responsible hardware disposal in partnership with LEVANTO groep.
The remaining MSP providers assessed in Limburg did not demonstrate any publicly available commitments or initiatives related to sustainability, transparency, procurement criteria, or local impact. None of the MSPs evaluated published their environmental impact data.
Cloud service providers (CSP):
None of the CSPs assessed published sustainability strategies, environmental impact reports, procurement criteria, and did not show any local value creation or initiatives.
Hosting providers (HP):
Among the hosting providers, only B/Focused demonstrated local engagement through its support of community activities, including sponsorship of sports clubs and cultural events. While these efforts indicated some commitment to the local community, the company did not provide detailed information. None of the assessed hosting providers published sustainability or procurement strategies, or reported on environmental indicators.
Software as a service providers (SaaS):
Plan-IT started preparing for the CSRD (Corporate Sustainability Reporting Directive), demonstrating its intent to monitor and report impact. However, no environmental data or impact figures were published. The company stated it was working toward developing a sustainability strategy. In 2023, Plan-IT donated to a local food bank instead of giving Christmas gifts, showing some awareness of local social needs. However, broader or ongoing local engagement was not documented.
Phact demonstrated a moderate commitment to sustainability and local impact. While they outlined efforts like reducing energy use, using green hosting, and fostering inclusion, they did not publish their sustainability strategy or environmental impact data. Locally, they engaged through partnerships with educational institutions, internships, and support for regional talent development—indicating a degree of local value creation.
Genzai showed signs of local engagement through regional partnerships and sponsorships.
None of the other assessed SaaS providers published environmental performance data, sustainability or procurement strategies, or information about local impact.
Assessment summary and implications for Limburg’s digital future
Inconsistent Local Impact
While some providers demonstrate local engagement, most lack structured approaches to maximizing local value creation. Local impact is under-communicated. Many providers likely contribute to the regional economy—through employment, local procurement, or partnerships—but fail to make this visible. This represents a missed opportunity. As Limburg progresses toward developing a regional digital ecosystem, showcasing local contributions becomes essential to attract investment, gain public trust, and align infrastructure growth with regional development goals.
Underdeveloped Procurement Practices
None of the providers assessed publish procurement criteria that outline how they select their own suppliers—for example, whether they prioritize sustainable, transparent, or local sourcing when purchasing hardware, IT equipment, or services. While some providers informally mention working with local partners, these practices are not formalized or made publicly available. This lack of transparency limits the ability of public sector institutions—or sustainability-focused purchasers—to make informed decisions.
In a future-proof digital ecosystem, procurement is a powerful tool—not just for buyers, but also for providers themselves. Even though it is not always possible to source everything locally, clear procurement strategies that favor sustainable or regional suppliers where feasible can significantly boost local value creation, reduce reliance on global tech supply chains, and reinforce regional resilience.
Without published procurement standards, Limburg's digital infrastructure risks continued economic leakage, with value and opportunity flowing out of the region.
Limited Transparency
Transparency is a major blind spot—not only across Limburg’s digital infrastructure providers, but also as a broader trend within the industry. None of the assessed providers publish environmental performance data on a regular and comprehensive basis. While some providers have released occasional sustainability-related reports, these are often limited in scope, infrequently updated, and cover only a narrow set of indicators—typically focused on CO₂ emissions or renewable energy usage. Broader environmental metrics such as total energy consumption, water usage, waste generation, or biodiversity impact are rarely, if ever, disclosed.
Moreover, no provider maintains a public dashboard or reporting platform offering real-time or regularly updated environmental data. This lack of visibility makes it difficult for stakeholders to track progress, compare performance, or hold providers accountable.
Without transparent and ongoing reporting, Limburg faces serious challenges in building a sustainable and future-proof digital ecosystem—one that can align with broader climate goals, meet rising regulatory expectations, and earn the trust of regional stakeholders.
Absence of Sustainability Strategies
The lack of transparency around environmental impact makes it difficult to develop meaningful sustainability strategies. While a few providers have published CSR or ESG reports, these documents tend to be narrow in scope—typically limited to basic metrics such as CO₂ emissions or renewable energy use. Most lack measurable goals, defined timelines, or a broader set of environmental indicators like energy consumption, water usage, waste management, or biodiversity impact.
A comprehensive sustainability strategy should go beyond general commitments. It should clearly define how a provider intends to reduce its environmental footprint—supported by transparent data, concrete targets, and a timeline for implementation. Without this, it is impossible to track progress or ensure alignment with regional and national sustainability goals.
Assessing the State of Digital Infrastructure in Limburg
The Sustainable Digital Infrastructure Alliance (SDIA) initiative aims to address the challenges mentioned above by promoting the development of values-based, thriving digital ecosystems based on sustainability, transparency, and local impact. In the following part we present our findings from our preliminary assessment. We highlight key performance indicators (KPIs) for determining the state of the regional digital ecosystem.
For many KPIs, data is missing or incomplete in which case we use estimations and our own economic models to fill those gaps. Whenever we use estimations, we clearly indicate this in the footnotes of each metric.
Our overall conclusion is that Limburg, with its strategic location, has the potential to develop a distinctive digital ecosystem that operationalizes sustainability, transparency, and local impact. By fostering a balanced local ecosystem the province can realize its larger ambitions and create more resilient economic growth while ensuring that the ecosystem creates lasting positive local impact.
Detailed Analysis of Digital Infrastructure Market
Data center providers (DCP):
Among the data center providers assessed in Limburg, none of them published information on environmental impact, maintained a public sustainability or procurement strategy, nor mentioned any form of local impact.
Internet service providers (ISP):
None of the assessed ISPs published environmental impact data, had published procurement or sustainability strategies. Only one company—Toren7—partially referenced local impact through its initiative to illuminate the Roermond television tower for public events and holidays.
IT infrastructure providers (IaaS):
None of the assessed IaaS providers published their environmental impact, procurement strategies, or local impact initiatives.
DynaLinq was the only provider in this group with a published CSR report, latest released in 2023. While DynaGroup outlined several sustainability-related initiatives (such as zero-emission transport, energy-efficient buildings, and repair/recycling programs), there was no evidence of regular, quantitative environmental reporting. The ESG report remained largely qualitative and did not include measurable indicators.
Cloud Infrastructure Providers (CIP):
None of the assessed CIPs published information about their sustainability strategy, procurement practices, or environmental impact. Open Line partially disclosed local impact initiatives through its involvement in digitalizing local governments and healthcare services.
Managed Service Providers (MSPs):
Sustainability strategies:
TrustTeam published a 2023 ESG report that included greenhouse gas assessments, marking a positive step toward transparency. However, additional environmental indicators (such as energy use, waste, or Scope 1–3 emissions) were not publicly available, nor was a 2024 update.
While several sustainability initiatives were outlined (e.g., renewable energy use, fleet electrification, DE&I policy, ISO 27001), the strategy lacked measurable targets, timelines, and a comprehensive framework for environmental impact reduction.
Procurement was briefly mentioned, but no publicly available criteria addressed sustainability, transparency, or local impact. Making such criteria and data accessible would strengthen TrustTeam's sustainability position.
DynaGroup outlined a broad sustainability strategy that included initiatives such as the Dyna TalentWheel (focused on employee development), Social2Gether (community engagement), recycling and repair programs, infrastructure sustainability, and the DynaHealth business unit. These reflected a clear commitment to sustainability across multiple areas. However, the strategy was primarily qualitative and did not include specific targets, metrics, or timelines related to reducing environmental impact. A more structured environmental strategy with measurable goals would strengthen this approach.
Kembit demonstrated a moderate commitment to sustainability and local impact. They outlined clear environmental objectives, including waste reduction, equipment reuse, energy efficiency, and collaboration with environmentally conscious suppliers.
NLcom showed signs of local engagement through regional partnerships and sponsorships.
Local engagement:
ZeroPlex demonstrated strong local engagement by sponsoring various regional organizations and events—including the Equestrian Association Zeldenrust, volleyball clubs Hovoc Horst and Civitas, Venlo On Ice, the Summer Park Festival, and The Venloop.
B/Focused highlighted its support for local community activities, such as sponsoring sports clubs and cultural events. These actions suggested a degree of local engagement, although detailed documentation or measurement of these initiatives was not provided.
Open Line and TCC partially contributed to local impact—Open Line through public sector digitalization, and TCC via social employment partnerships and youth IT training (DigiWise).
Toren7 partially referenced local impact through its initiative to illuminate the Roermond television tower for public events and holidays.
Kembit engaged locally through initiatives like the 100% Limburg Bike program and responsible hardware disposal in partnership with LEVANTO groep.
The remaining MSP providers assessed in Limburg did not demonstrate any publicly available commitments or initiatives related to sustainability, transparency, procurement criteria, or local impact. None of the MSPs evaluated published their environmental impact data.
Cloud service providers (CSP):
None of the CSPs assessed published sustainability strategies, environmental impact reports, procurement criteria, and did not show any local value creation or initiatives.
Hosting providers (HP):
Among the hosting providers, only B/Focused demonstrated local engagement through its support of community activities, including sponsorship of sports clubs and cultural events. While these efforts indicated some commitment to the local community, the company did not provide detailed information. None of the assessed hosting providers published sustainability or procurement strategies, or reported on environmental indicators.
Software as a service providers (SaaS):
Plan-IT started preparing for the CSRD (Corporate Sustainability Reporting Directive), demonstrating its intent to monitor and report impact. However, no environmental data or impact figures were published. The company stated it was working toward developing a sustainability strategy. In 2023, Plan-IT donated to a local food bank instead of giving Christmas gifts, showing some awareness of local social needs. However, broader or ongoing local engagement was not documented.
Phact demonstrated a moderate commitment to sustainability and local impact. While they outlined efforts like reducing energy use, using green hosting, and fostering inclusion, they did not publish their sustainability strategy or environmental impact data. Locally, they engaged through partnerships with educational institutions, internships, and support for regional talent development—indicating a degree of local value creation.
Genzai showed signs of local engagement through regional partnerships and sponsorships.
None of the other assessed SaaS providers published environmental performance data, sustainability or procurement strategies, or information about local impact.
Assessment summary and implications for Limburg’s digital future
Inconsistent Local Impact
While some providers demonstrate local engagement, most lack structured approaches to maximizing local value creation. Local impact is under-communicated. Many providers likely contribute to the regional economy—through employment, local procurement, or partnerships—but fail to make this visible. This represents a missed opportunity. As Limburg progresses toward developing a regional digital ecosystem, showcasing local contributions becomes essential to attract investment, gain public trust, and align infrastructure growth with regional development goals.
Underdeveloped Procurement Practices
None of the providers assessed publish procurement criteria that outline how they select their own suppliers—for example, whether they prioritize sustainable, transparent, or local sourcing when purchasing hardware, IT equipment, or services. While some providers informally mention working with local partners, these practices are not formalized or made publicly available. This lack of transparency limits the ability of public sector institutions—or sustainability-focused purchasers—to make informed decisions.
In a future-proof digital ecosystem, procurement is a powerful tool—not just for buyers, but also for providers themselves. Even though it is not always possible to source everything locally, clear procurement strategies that favor sustainable or regional suppliers where feasible can significantly boost local value creation, reduce reliance on global tech supply chains, and reinforce regional resilience.
Without published procurement standards, Limburg's digital infrastructure risks continued economic leakage, with value and opportunity flowing out of the region.
Limited Transparency
Transparency is a major blind spot—not only across Limburg’s digital infrastructure providers, but also as a broader trend within the industry. None of the assessed providers publish environmental performance data on a regular and comprehensive basis. While some providers have released occasional sustainability-related reports, these are often limited in scope, infrequently updated, and cover only a narrow set of indicators—typically focused on CO₂ emissions or renewable energy usage. Broader environmental metrics such as total energy consumption, water usage, waste generation, or biodiversity impact are rarely, if ever, disclosed.
Moreover, no provider maintains a public dashboard or reporting platform offering real-time or regularly updated environmental data. This lack of visibility makes it difficult for stakeholders to track progress, compare performance, or hold providers accountable.
Without transparent and ongoing reporting, Limburg faces serious challenges in building a sustainable and future-proof digital ecosystem—one that can align with broader climate goals, meet rising regulatory expectations, and earn the trust of regional stakeholders.
Absence of Sustainability Strategies
The lack of transparency around environmental impact makes it difficult to develop meaningful sustainability strategies. While a few providers have published CSR or ESG reports, these documents tend to be narrow in scope—typically limited to basic metrics such as CO₂ emissions or renewable energy use. Most lack measurable goals, defined timelines, or a broader set of environmental indicators like energy consumption, water usage, waste management, or biodiversity impact.
A comprehensive sustainability strategy should go beyond general commitments. It should clearly define how a provider intends to reduce its environmental footprint—supported by transparent data, concrete targets, and a timeline for implementation. Without this, it is impossible to track progress or ensure alignment with regional and national sustainability goals.
Assessing the State of Digital Infrastructure in Limburg
The Sustainable Digital Infrastructure Alliance (SDIA) initiative aims to address the challenges mentioned above by promoting the development of values-based, thriving digital ecosystems based on sustainability, transparency, and local impact. In the following part we present our findings from our preliminary assessment. We highlight key performance indicators (KPIs) for determining the state of the regional digital ecosystem.
For many KPIs, data is missing or incomplete in which case we use estimations and our own economic models to fill those gaps. Whenever we use estimations, we clearly indicate this in the footnotes of each metric.
Our overall conclusion is that Limburg, with its strategic location, has the potential to develop a distinctive digital ecosystem that operationalizes sustainability, transparency, and local impact. By fostering a balanced local ecosystem the province can realize its larger ambitions and create more resilient economic growth while ensuring that the ecosystem creates lasting positive local impact.
Detailed Analysis of Digital Infrastructure Market
Data center providers (DCP):
Among the data center providers assessed in Limburg, none of them published information on environmental impact, maintained a public sustainability or procurement strategy, nor mentioned any form of local impact.
Internet service providers (ISP):
None of the assessed ISPs published environmental impact data, had published procurement or sustainability strategies. Only one company—Toren7—partially referenced local impact through its initiative to illuminate the Roermond television tower for public events and holidays.
IT infrastructure providers (IaaS):
None of the assessed IaaS providers published their environmental impact, procurement strategies, or local impact initiatives.
DynaLinq was the only provider in this group with a published CSR report, latest released in 2023. While DynaGroup outlined several sustainability-related initiatives (such as zero-emission transport, energy-efficient buildings, and repair/recycling programs), there was no evidence of regular, quantitative environmental reporting. The ESG report remained largely qualitative and did not include measurable indicators.
Cloud Infrastructure Providers (CIP):
None of the assessed CIPs published information about their sustainability strategy, procurement practices, or environmental impact. Open Line partially disclosed local impact initiatives through its involvement in digitalizing local governments and healthcare services.
Managed Service Providers (MSPs):
Sustainability strategies:
TrustTeam published a 2023 ESG report that included greenhouse gas assessments, marking a positive step toward transparency. However, additional environmental indicators (such as energy use, waste, or Scope 1–3 emissions) were not publicly available, nor was a 2024 update.
While several sustainability initiatives were outlined (e.g., renewable energy use, fleet electrification, DE&I policy, ISO 27001), the strategy lacked measurable targets, timelines, and a comprehensive framework for environmental impact reduction.
Procurement was briefly mentioned, but no publicly available criteria addressed sustainability, transparency, or local impact. Making such criteria and data accessible would strengthen TrustTeam's sustainability position.
DynaGroup outlined a broad sustainability strategy that included initiatives such as the Dyna TalentWheel (focused on employee development), Social2Gether (community engagement), recycling and repair programs, infrastructure sustainability, and the DynaHealth business unit. These reflected a clear commitment to sustainability across multiple areas. However, the strategy was primarily qualitative and did not include specific targets, metrics, or timelines related to reducing environmental impact. A more structured environmental strategy with measurable goals would strengthen this approach.
Kembit demonstrated a moderate commitment to sustainability and local impact. They outlined clear environmental objectives, including waste reduction, equipment reuse, energy efficiency, and collaboration with environmentally conscious suppliers.
NLcom showed signs of local engagement through regional partnerships and sponsorships.
Local engagement:
ZeroPlex demonstrated strong local engagement by sponsoring various regional organizations and events—including the Equestrian Association Zeldenrust, volleyball clubs Hovoc Horst and Civitas, Venlo On Ice, the Summer Park Festival, and The Venloop.
B/Focused highlighted its support for local community activities, such as sponsoring sports clubs and cultural events. These actions suggested a degree of local engagement, although detailed documentation or measurement of these initiatives was not provided.
Open Line and TCC partially contributed to local impact—Open Line through public sector digitalization, and TCC via social employment partnerships and youth IT training (DigiWise).
Toren7 partially referenced local impact through its initiative to illuminate the Roermond television tower for public events and holidays.
Kembit engaged locally through initiatives like the 100% Limburg Bike program and responsible hardware disposal in partnership with LEVANTO groep.
The remaining MSP providers assessed in Limburg did not demonstrate any publicly available commitments or initiatives related to sustainability, transparency, procurement criteria, or local impact. None of the MSPs evaluated published their environmental impact data.
Cloud service providers (CSP):
None of the CSPs assessed published sustainability strategies, environmental impact reports, procurement criteria, and did not show any local value creation or initiatives.
Hosting providers (HP):
Among the hosting providers, only B/Focused demonstrated local engagement through its support of community activities, including sponsorship of sports clubs and cultural events. While these efforts indicated some commitment to the local community, the company did not provide detailed information. None of the assessed hosting providers published sustainability or procurement strategies, or reported on environmental indicators.
Software as a service providers (SaaS):
Plan-IT started preparing for the CSRD (Corporate Sustainability Reporting Directive), demonstrating its intent to monitor and report impact. However, no environmental data or impact figures were published. The company stated it was working toward developing a sustainability strategy. In 2023, Plan-IT donated to a local food bank instead of giving Christmas gifts, showing some awareness of local social needs. However, broader or ongoing local engagement was not documented.
Phact demonstrated a moderate commitment to sustainability and local impact. While they outlined efforts like reducing energy use, using green hosting, and fostering inclusion, they did not publish their sustainability strategy or environmental impact data. Locally, they engaged through partnerships with educational institutions, internships, and support for regional talent development—indicating a degree of local value creation.
Genzai showed signs of local engagement through regional partnerships and sponsorships.
None of the other assessed SaaS providers published environmental performance data, sustainability or procurement strategies, or information about local impact.
Assessment summary and implications for Limburg’s digital future
Inconsistent Local Impact
While some providers demonstrate local engagement, most lack structured approaches to maximizing local value creation. Local impact is under-communicated. Many providers likely contribute to the regional economy—through employment, local procurement, or partnerships—but fail to make this visible. This represents a missed opportunity. As Limburg progresses toward developing a regional digital ecosystem, showcasing local contributions becomes essential to attract investment, gain public trust, and align infrastructure growth with regional development goals.
Underdeveloped Procurement Practices
None of the providers assessed publish procurement criteria that outline how they select their own suppliers—for example, whether they prioritize sustainable, transparent, or local sourcing when purchasing hardware, IT equipment, or services. While some providers informally mention working with local partners, these practices are not formalized or made publicly available. This lack of transparency limits the ability of public sector institutions—or sustainability-focused purchasers—to make informed decisions.
In a future-proof digital ecosystem, procurement is a powerful tool—not just for buyers, but also for providers themselves. Even though it is not always possible to source everything locally, clear procurement strategies that favor sustainable or regional suppliers where feasible can significantly boost local value creation, reduce reliance on global tech supply chains, and reinforce regional resilience.
Without published procurement standards, Limburg's digital infrastructure risks continued economic leakage, with value and opportunity flowing out of the region.
Limited Transparency
Transparency is a major blind spot—not only across Limburg’s digital infrastructure providers, but also as a broader trend within the industry. None of the assessed providers publish environmental performance data on a regular and comprehensive basis. While some providers have released occasional sustainability-related reports, these are often limited in scope, infrequently updated, and cover only a narrow set of indicators—typically focused on CO₂ emissions or renewable energy usage. Broader environmental metrics such as total energy consumption, water usage, waste generation, or biodiversity impact are rarely, if ever, disclosed.
Moreover, no provider maintains a public dashboard or reporting platform offering real-time or regularly updated environmental data. This lack of visibility makes it difficult for stakeholders to track progress, compare performance, or hold providers accountable.
Without transparent and ongoing reporting, Limburg faces serious challenges in building a sustainable and future-proof digital ecosystem—one that can align with broader climate goals, meet rising regulatory expectations, and earn the trust of regional stakeholders.
Absence of Sustainability Strategies
The lack of transparency around environmental impact makes it difficult to develop meaningful sustainability strategies. While a few providers have published CSR or ESG reports, these documents tend to be narrow in scope—typically limited to basic metrics such as CO₂ emissions or renewable energy use. Most lack measurable goals, defined timelines, or a broader set of environmental indicators like energy consumption, water usage, waste management, or biodiversity impact.
A comprehensive sustainability strategy should go beyond general commitments. It should clearly define how a provider intends to reduce its environmental footprint—supported by transparent data, concrete targets, and a timeline for implementation. Without this, it is impossible to track progress or ensure alignment with regional and national sustainability goals.
Appendix
Methodology
This report evaluates both the IT infrastructure provider landscape and the policy environment that shape Limburg’s digital infrastructure ecosystem. The geographic focus of this report corresponds to the NUTS-2 classification for the Province of Limburg (NL42), as defined by Eurostat for regional statistical and policy analysis.
Classification System for Digital Infrastructure
Companies can operate across multiple business categories listed below. While companies vary in size, "hyperscale" refers to their level of integration. The key differentiator is their output product and pricing model.
Provider Types
Data Center Provider (DCP)
Provides rack space or white space, electricity and redundancy. Bundles electrical power, cooling and space.
Examples:
Shared/dedicated white-space provider (retail/wholesale co-location)
Corporate IT department white-space provider
Internal building entity of IT/Cloud Infrastructure provider
Telco entity providing connectivity-related white-space
Internet Service Provider (ISP)
Provides network connectivity to internet or point-to-point connections.
Examples:
Internet Exchange connectivity providers (e.g. Eurofiber, Global Connect)
Telcos offering dedicated dark fiber or private connectivity
IT/Cloud providers with direct connectivity solutions
IT Infrastructure Provider (IaaS)
Offers computing, storage and network capacity as a service with monthly/annual fees. Can be virtualized/shared or dedicated.
Examples:
Virtual machine providers using rented DCP space
Dedicated server providers using own DCP facilities
Cloud Infrastructure Provider (IaaS)
Similar to IT Infrastructure Provider but with minute-by-minute purchasing options.
Examples:
Pay-per-minute virtual machine providers
Network-as-a-service with minute-by-minute billing.
Managed Service Provider (MSP)
Operates specific services (e.g. databases, inventory systems) for customers, often including IT capacity. Fixed monthly/annual fee model.
Cloud Service Provider (CSP)
Offers managed IT services with hourly pricing, similar to MSP but more flexible.
Hosting Provider
Bundles IT capacity with common internet services like WordPress CMS or Drupal.
Software as a Service (SaaS)
Combines Cloud Infrastructure and Services into software products, typically using pay-per-use pricing enabled by cloud flexibility.
Provider Assessment
We reviewed 135 digital infrastructure providers headquartered in Limburg, across eight business categories:
Our assessment focused on four critical dimensions that reflect the maturity and sustainability of Limburg's digital ecosystem:
Environmental Impact Reporting: Do providers publish comprehensive and regular environmental performance data? (transparency & sustainability)
Value-Based Procurement: Do they maintain and publicly share procurement criteria that prioritize sustainable, transparent, or local sourcing? (transparency & sustainability)
Sustainability Strategy: Have they established and published comprehensive sustainability strategies with measurable goals and defined timelines? (sustainability)
Local Impact Creation: Do they actively contribute to the regional economy through employment, skills development, and community engagement? (local impact)
Research was conducted through public sources only - primarily company websites and published reports (CSR/ESG).
Note: Assessment is based on publicly available information. "Yes" indicates clear evidence, "Partial" indicates some evidence, "No" indicates no public evidence.
Policy Analysis
We conducted a comprehensive review of regional and local policies, strategies, and visions related to digitalization, digital infrastructure, sustainability, circularity, the energy transition, and regional economic development.
Appendix
Methodology
This report evaluates both the IT infrastructure provider landscape and the policy environment that shape Limburg’s digital infrastructure ecosystem. The geographic focus of this report corresponds to the NUTS-2 classification for the Province of Limburg (NL42), as defined by Eurostat for regional statistical and policy analysis.
Classification System for Digital Infrastructure
Companies can operate across multiple business categories listed below. While companies vary in size, "hyperscale" refers to their level of integration. The key differentiator is their output product and pricing model.
Provider Types
Data Center Provider (DCP)
Provides rack space or white space, electricity and redundancy. Bundles electrical power, cooling and space.
Examples:
Shared/dedicated white-space provider (retail/wholesale co-location)
Corporate IT department white-space provider
Internal building entity of IT/Cloud Infrastructure provider
Telco entity providing connectivity-related white-space
Internet Service Provider (ISP)
Provides network connectivity to internet or point-to-point connections.
Examples:
Internet Exchange connectivity providers (e.g. Eurofiber, Global Connect)
Telcos offering dedicated dark fiber or private connectivity
IT/Cloud providers with direct connectivity solutions
IT Infrastructure Provider (IaaS)
Offers computing, storage and network capacity as a service with monthly/annual fees. Can be virtualized/shared or dedicated.
Examples:
Virtual machine providers using rented DCP space
Dedicated server providers using own DCP facilities
Cloud Infrastructure Provider (IaaS)
Similar to IT Infrastructure Provider but with minute-by-minute purchasing options.
Examples:
Pay-per-minute virtual machine providers
Network-as-a-service with minute-by-minute billing.
Managed Service Provider (MSP)
Operates specific services (e.g. databases, inventory systems) for customers, often including IT capacity. Fixed monthly/annual fee model.
Cloud Service Provider (CSP)
Offers managed IT services with hourly pricing, similar to MSP but more flexible.
Hosting Provider
Bundles IT capacity with common internet services like WordPress CMS or Drupal.
Software as a Service (SaaS)
Combines Cloud Infrastructure and Services into software products, typically using pay-per-use pricing enabled by cloud flexibility.
Provider Assessment
We reviewed 135 digital infrastructure providers headquartered in Limburg, across eight business categories:
Our assessment focused on four critical dimensions that reflect the maturity and sustainability of Limburg's digital ecosystem:
Environmental Impact Reporting: Do providers publish comprehensive and regular environmental performance data? (transparency & sustainability)
Value-Based Procurement: Do they maintain and publicly share procurement criteria that prioritize sustainable, transparent, or local sourcing? (transparency & sustainability)
Sustainability Strategy: Have they established and published comprehensive sustainability strategies with measurable goals and defined timelines? (sustainability)
Local Impact Creation: Do they actively contribute to the regional economy through employment, skills development, and community engagement? (local impact)
Research was conducted through public sources only - primarily company websites and published reports (CSR/ESG).
Note: Assessment is based on publicly available information. "Yes" indicates clear evidence, "Partial" indicates some evidence, "No" indicates no public evidence.
Policy Analysis
We conducted a comprehensive review of regional and local policies, strategies, and visions related to digitalization, digital infrastructure, sustainability, circularity, the energy transition, and regional economic development.
Appendix
Methodology
This report evaluates both the IT infrastructure provider landscape and the policy environment that shape Limburg’s digital infrastructure ecosystem. The geographic focus of this report corresponds to the NUTS-2 classification for the Province of Limburg (NL42), as defined by Eurostat for regional statistical and policy analysis.
Classification System for Digital Infrastructure
Companies can operate across multiple business categories listed below. While companies vary in size, "hyperscale" refers to their level of integration. The key differentiator is their output product and pricing model.
Provider Types
Data Center Provider (DCP)
Provides rack space or white space, electricity and redundancy. Bundles electrical power, cooling and space.
Examples:
Shared/dedicated white-space provider (retail/wholesale co-location)
Corporate IT department white-space provider
Internal building entity of IT/Cloud Infrastructure provider
Telco entity providing connectivity-related white-space
Internet Service Provider (ISP)
Provides network connectivity to internet or point-to-point connections.
Examples:
Internet Exchange connectivity providers (e.g. Eurofiber, Global Connect)
Telcos offering dedicated dark fiber or private connectivity
IT/Cloud providers with direct connectivity solutions
IT Infrastructure Provider (IaaS)
Offers computing, storage and network capacity as a service with monthly/annual fees. Can be virtualized/shared or dedicated.
Examples:
Virtual machine providers using rented DCP space
Dedicated server providers using own DCP facilities
Cloud Infrastructure Provider (IaaS)
Similar to IT Infrastructure Provider but with minute-by-minute purchasing options.
Examples:
Pay-per-minute virtual machine providers
Network-as-a-service with minute-by-minute billing.
Managed Service Provider (MSP)
Operates specific services (e.g. databases, inventory systems) for customers, often including IT capacity. Fixed monthly/annual fee model.
Cloud Service Provider (CSP)
Offers managed IT services with hourly pricing, similar to MSP but more flexible.
Hosting Provider
Bundles IT capacity with common internet services like WordPress CMS or Drupal.
Software as a Service (SaaS)
Combines Cloud Infrastructure and Services into software products, typically using pay-per-use pricing enabled by cloud flexibility.
Provider Assessment
We reviewed 135 digital infrastructure providers headquartered in Limburg, across eight business categories:
Our assessment focused on four critical dimensions that reflect the maturity and sustainability of Limburg's digital ecosystem:
Environmental Impact Reporting: Do providers publish comprehensive and regular environmental performance data? (transparency & sustainability)
Value-Based Procurement: Do they maintain and publicly share procurement criteria that prioritize sustainable, transparent, or local sourcing? (transparency & sustainability)
Sustainability Strategy: Have they established and published comprehensive sustainability strategies with measurable goals and defined timelines? (sustainability)
Local Impact Creation: Do they actively contribute to the regional economy through employment, skills development, and community engagement? (local impact)
Research was conducted through public sources only - primarily company websites and published reports (CSR/ESG).
Note: Assessment is based on publicly available information. "Yes" indicates clear evidence, "Partial" indicates some evidence, "No" indicates no public evidence.
Policy Analysis
We conducted a comprehensive review of regional and local policies, strategies, and visions related to digitalization, digital infrastructure, sustainability, circularity, the energy transition, and regional economic development.
Source
Title
Province Limburg
Province Limburg
Province Limburg
Province Limburg
Municipality Maastricht
Leitmotiv
Arbeidsmarkt
Klimaat- akkoord
Klimaat- akkoord
Autoriteit Consument & Markt (ACM)
AlleCijfers - Statistieken provincie Limburg
Netherlands Statistics
Source
Title
Province Limburg
Province Limburg
Province Limburg
Province Limburg
Municipality Maastricht
Leitmotiv
Arbeidsmarkt
Klimaat- akkoord
Klimaat- akkoord
Autoriteit Consument & Markt (ACM)
AlleCijfers - Statistieken provincie Limburg
Netherlands Statistics
Source
Title
Province Limburg
Province Limburg
Province Limburg
Province Limburg
Municipality Maastricht
Leitmotiv
Arbeidsmarkt
Klimaat- akkoord
Klimaat- akkoord
Autoriteit Consument & Markt (ACM)
AlleCijfers - Statistieken provincie Limburg
Netherlands Statistics
