Toespraak minister Brekelmans bij Dutch Transformation Forum
De toespraak is alleen beschikbaar in het Engels.
Ladies and gentlemen,
Since I’ve been in office, I visit Ukraine on a regular basis.
Three times over the last year.
These visits serve the goal of expressing our unwavering support to Ukraine – but they are also moments for learning.
Learning from the raw reality of modern warfare, and from the rapid innovations emerging directly from the battlefield.
During my last visit to Charkiv, a city the size of Amsterdam and Rotterdam combined, only 40 kms away from Russia, so pretty close to the front line, our Chief of Defence and myself stepped into an improvised command centre.
There, we witnessed something fascinating: Ukraine’s military, industry, civilians, mostly volunteers and students – working together as one.
Students and volunteers were looking at big screens, watching live images from drones, analyzing data and graphs to optimize their operations.
Military commanders were leading this effort, guiding the soldiers at the front line, deploying attack drones and other assets.
Entrepreneurs and engineers were in close contact with them, constantly adapting their technologies, based on latest developments at the battle field and data analyses.
Together, the Ukrainians were developing and deploying cutting-edge drone technology – with urgency, creativity, and a shared purpose.
I spoke to a Ukrainian colonel who, before the war, worked in IT.
He told me: ‘Our strength is our ability to adapt and renew every 3 weeks.
We evolve constantly – and that makes us strong, fast and unpredictable.
That’s the only reason why Russia hasn’t taken over Charkiv.’
These words have stayed with me.
Because they speak to a deeper truth: when armed forces, industry, academia, and society unite – and are backed by international partners – speed and adaptability become game-changers.
Even in the face of overwhelming conventional military power, this cooperation can Make the difference.
In February 2022, Ukraine was not ready for a full-scale war.
Today, NATO is ready for a high intensity conflict, we can fight tonight, but we are not ready for a full-scale, modern and multi-year war.
That’s why the summit in The Hague was so essential. And the decision to invest 5% in defense and security was so historic. Because 32 allies agreed to do what is necessary to defend our countries. And to deter our ennemies.
And why is this all necessary?
Putin has made it very clear that Ukraine is not his final stop on his campaign to the imperial past.
He will continue his aggressive efforts to increase the influence and territory of the Russian empire; towards his dream to re-establish the Russkiy Mir, the Russian world.
Russia is producing more and more weapons, recruiting more soldiers, and strengthening its military machine. Not only now, or next years, but also over the next years. Production numbers are only going up.
This is also in the interest of Russia, because it’s economy has become largely dependent on the war industry.
So to summarize, Putin has the intent, the capabilities, and the incentives to continue his imperial aggression.
Our military intelligence agency (MIVD) has estimated the following.
If there is a ceasefire or a peace agreement in Ukraine, Russia could regroup and reallocate its troops in slightly more than a year.
Can you imagine Russia is moving hundreds of thousands of soldiers away from Ukraine towards the border of the Baltic States?
Can you imagine Russia doing a large military exercise there? The typical large scale exercise, called Zapad.
From our experience with Ukraine, we know only know one week in advance if it’s just a military exercise, or the preparations for a large scale attack.
Can you imagine how much stress and panic this would cause? In the Baltic States, in Europe, within NATO? This is the reality we must prepare for.
We should be prepared for this scenario, and reinforce our deterrence.
This means we should not only strengthen our military, but also our defence industry.
Because if Defence budget goes up, but prices and delivery times increase as fast, then at the end of the day we do not have a stronger military.
This is the reason why the first day of the NATO Summit was all about the Defence industry, with a big event called the Industry Forum.
Let me start by saying, the industry is already doing a lot.
In the Netherlands alone, the size of our defence industry has nearly doubled in just 3 years.
And this is not unique to the Netherlands.
Across the NATO Alliance, we are seeing the same acceleration.
But the reality is, it is not enough. For many weapon systems and types of ammunition, Russia is outproducing us. And still, prices and delivery times are going up.
So we should move to the next level.
And we do have all the ingredients.
We have a strong industrial base.
We have world-class engineers, a highly skilled workforce, the best and brightest enterpreneurs.
We have all committed to 5%, so the budgets are coming.
So we should ask ourselves very seriously. Why are we not moving faster? Even after 3 years of large scale war in Europe?
The best professor I ever had, Michael Ignatieff at Harvard University, taught me not only to think in theories and in concepts, but to think in dilemmas.
So let’s be frank about the dilemmas we face. What is holding us back to scale up, and to work together more intensively?
For me as a national minister of Defence, I face the following dilemma. On the one hand, it is most effective to cooperate internationally. We should aggregate our demand for military goods, so we can issue large and long term contracts, leading to big investments and a growing defence industry.
On the other hand, I face pressure to buy weapon systems and other equipment in The Netherlands, at home, for our national industries. In order to have our local companies and entrepreneurs also benefit from an increasing Defence budget.
It’s a traditional prisoners dilemma. If we all cross the bridge to international cooperation, we are all better off. But I am even better off if others cross the bridge, but I stay on my side by buying in The Netherlands. As a result, many Defence ministers do not cross the bridge, keep buying from their own industries. As a result, we remain trapped in a suboptimal position.
This is one of the key obstacles, and I am sure business leaders do also face many dilemmas. The pressure to scale up production vis-a-vis the pressure to not take disproportonate risks, to maximize shareholder value and to win against your competitors.
We need to discuss these dilemmas. Define what we see as the optimal outcome. And then find ways to align ourselves towards these optimal outcomes.
I believe the optimal outcome is to aggregate demand, pool resources, standardize weapon systems, simplify procurement, and to break down bureaucracy.
Of course the most effective way to do this is at the NATO and EU level. But in practice, it’s not always possible to coordinate and align efforts with 32 or 27 countries.
We can also set the example and initiate change from the bottom up, for example by bilateral partnerships or working in flexible, smaller coalitions.
Let me give you an example close to home, regarding The Netherlands and Belgium.
In the Netherlands, the former VDL/NedCar factory – until last year a production facility for cars – is coming back to life.
Not to build cars, but to build drones and other defence capabilities.
Meanwhile, Belgium still has some traditional industry facilities and is reviving its weapons and ammunitions production.
So Belgian Minister of Defence Theo Francken and I asked ourselves: why not join forces?
The Netherlands needs weapons and ammunition.
Belgium needs drones.
Let’s try to create a package of mutual procurement and investments. This is beneficial for both of us.
This is just an example, and we should do this much more.
In addition to this international cooperation, we need a fundamental change in how the Ministry of Defence and companies work together.
Government and industry can’t keep playing the old ‘buyer and seller’ game – locked into rigid contracts, siloed responsibilities, and short-term fixes.
We need to create dynamic and stronger partnerships, that go much deeper than we were used to.
Take for example drones, I don’t what drones I need in 1 year, let alone in 5 years. And the industry doesn’t know what types of drones they can deliver in 5 years.
So we do not need a typical procurement contract for drones, but a partnership that provides enough flexiblity to innovate, and enough certainty to invest.
This means we need to build close partnerships which are built on transparency, trust, a long-term horizon and strategic purpose.
Ladies and gentleman,
We do not only see a military threat at the eastern flank of NATO.
Also in the Netherlands, we experience hybrid threats.
We do not live in war, but we do not live in peace either.
We live in a grey zone between war and peace.
We face daily cyber-attacks on our hospitals, police and universities.
We experience espionage and preparations of sabotage, with Russian ships mapping our wind parks and undersea internet cables.
Russian trolls flood the internet with lies and disinformation.
This new reality does not just require more investment. It requires preparedness. And not only from our armed forces.
Because in the grey zone between war and peace, the question is not what the military can do for society, but what society can do for the military.
Security does depend on military readiness, and the resilience of society.
Today, over 90% of military transport in crisis depends on civilian logistics. Over 70% of satellite communications used by defence are delivered by commercial providers. 95% of military data flows through privately owned undersea cables.
So the truth is: our collective defence does not just rest on shoulders in uniform, but also with private companies, civil actors, and local infrastructure.
That shift in mindset must happen now. Not later. Not once a crisis erupts. Now, while we still have time to prepare.
That is why we are assessing what military readiness requires in practice.
What infrastructure must be reinforced to move heavy equipment east?
How many hospital beds do we need, if wounded soldiers return from the front?
What level of reserves would we need to sustain a prolonged crisis?
And – perhaps most importantly – what lessons are we learning from the war in Ukraine?
Many companies already reach out to us with a simple question: “What can we do?”
A good example is the Logistics Ecosystem, developed together with the Dutch transport sector.
With partners like Jan de Rijk Logistics, we are making concrete agreements on how to mobilise civilian trucks and drivers for defence tasks – if and when needed.
We are doing the same with TenneT and Gasunie, to safeguard access to electricity and gas.
With Shell, on the availability and security of energy reserves.
And with NS and ProRail, on how to transport military equipment efficiently across the railway network.
This is what modern defence looks like: a network of public and private actors, preparing together.
And it’s not only about preparing on paper, we are already seeing that cooperation in action. Let me share a few practical examples of what is already happening:
- Last year, during NATO’s “Steadfast Defender” exercise, Dutch and allied civilian logistics providers were fully integrated into military supply chains in Lithuania – demonstrating how fast, large-scale coordination can work in practice.
- In the North Sea, Defence and civilian partners - like Fugro - are installing sensor networks to protect critical offshore infrastructure. This cooperation shows how advanced civilian expertise can strengthen national security.
- In the Port of Rotterdam, Defence is investing in military mobility: €51 million in EU funding is used to upgrade key railway side-tracks in Rotterdam-Noord and Waalhaven-Zuid. Together with ProRail, we’re preparing everything to safely handle sensitive cargo like ammunition – efficiently and under time pressure.
- Also, the financial sector is coming on board. Where defence investments were once seen as not done, there is now More willingsness to invest in Defence. We are working closely together to see what we all can do to make investments in the Defence Industry and dual use goods easier and more attractive.
These examples are promising, but they should become the standard.
Fundamental change starts with leadership. With us, here in this room. Many of us are leading big organizations, often big bureaucracies with many organizational layers, with complicated procedures.
Let us set the right example and push for the fundamental change that is needed.
That’s why I would like to ask you 3 questions:
- Is your own organisation resilient?
It’s no longer a question of if, but when disruption strikes, via cyberattack, system failure, or supply chain breakdown.
If your organisation lost electricity, internet, or water for days, do you have a plan B? - What can your organisation contribute to defence in times of crisis?
Whatever your sector - energy, logistics, healthcare, finance, tech - ask yourself: what can you contribute, both now and in times of crises.
For many companies, with just a small shift in focus, support to defence may be entirely possible.
And if that’s the case, your organization is a strategic partner in our national security. Keeping this country running under pressure depends on you too. - Do you have people in your organisation who could become a reservist?
Reservists have civilian jobs but stand ready to support the military when needed. They can only do this, if it’s facilitated by their employer. Areements vetween VNO-NCW and FNV help make this possible. We set up specific arrangements with Rabobank, Heymans and many others to make this possible. In return, you gain more disciplined, skilled and resilient employees, who know exactly what to do in a crisis.
Finally, ladies and gentlemen,
The NATO Summit and 5% Investment Pledge are more than a political milestone. It is a commitment to act.
To act with urgency, with purpose, and with the right partners at the table.
The decisions we make now shape our security for years to come.
So how do we move forward?
The answer is given by the command center in Kharkiv: true partnerships, that are much deeper and closer than we were used to.
Let the Ukrainians be a source of inspiration to us.
I look forward to continuing that work, with all of you.
Thank you.