SPECIAL REPORT | LOCAL CONTENT
Investment in human capital through Delft University and Top Sector Energy programmes could help rejuvenate an ageing nuclear workforce. Source: TU Delft
Westinghouse makes promises about local content, but with EDF this partnership is already reality, it has worked with our companies on numerous occasions.” Westinghouse counters by emphasising the proven delivery strength of its partnership with Hyundai E&C, which has consistently achieved “on time and on budget” performance on APR-1400 projects in South Korea and the United Arab Emirates. Several Dutch stakeholders attending the Made for Nuclear event praised the robustness and reliability of the Korean supply chain, viewing it as a key advantage in an industry plagued by delays. The AP1000 design itself has matured significantly following completion of the final Vogtle units in 2023–2024, substantially reducing first-of-a-kind risks. Geopolitically, some within the Dutch government
value the diversification offered by a US-based vendor, avoiding over-reliance on France while still enabling strong European supply-chain integration. Although Westinghouse has yet to provide detailed timelines for local involvement, its more open, Hyundai-supported model is seen by some as better suited to integrating Dutch SMEs into flexible international chains, in contrast to EDF’s historically more centralised approach around Framatome. Officials from KGG are aware not only of differences between the vendors’ offer for local content but also their delivery model: “Westinghouse’s business model is to construct nuclear plants and hand them over,
24 | May 2026 |
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while EDF has historically had a much more active involvement during operation.” For Martin Scheepers, senior consultant at TNO, whether
the government (NEO NL) will be capable of operating the plant after construction is a big unknown, meaning that it needs to think carefully about which delivery model it favours. For example the goal may be to build a long-term partnership which includes the possibility of the vendor operating the reactors. Ultimately, the Dutch nuclear programme stands at a
crossroads: how much localisation to demand without jeopardising the core goals of delivering reactors on time and within budget. While rigid percentage targets risk inflating costs and delaying schedules – as several industry voices have warned – a balanced, pragmatic approach could deliver meaningful economic benefits for Dutch firms, skills development and long-term value creation. NEO NL’s upcoming tender will be the litmus test. By staying flexible on local content criteria for as long as possible, as the authorities intend, the government maximises vendor competition and real-world offers. Yet political pressures for visible job creation and economic returns will remain intense. The final choices – vendor, localisation level, delivery model – will not only shape the success of the first two reactors. They will also influence public confidence in nuclear as a reliable, affordable pillar of the Netherlands’ energy future through 2040 and beyond while also contributing to broader European energy resilience in an uncertain geopolitical context. ■
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