Speech by Dutch Minister Brekelmans of Defence at Defence Experts of Industry Dinner
Your Excellencies, distinguished industry leaders, colleagues, ladies and gentlemen,
History rarely announces itself – but sometimes, it knocks loudly. Yesterday, it did just that. In the early hours, the United States launched targeted strikes on Iran’s nuclear facilities. Whether you agree with this action or not, we can all agree these attacks have a fundamental impact, for the region and for the rest of the world.
For us gathered here tonight, this moment is a powerful reminder of why we are here. In a world growing more unstable due to aggressive autocrats, it is our responsibility to step up our defence efforts – to protect our security, our freedom, and our way of life. We are here to build new partnerships. To unite, to innovate – and above all, to deliver.
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, not so far away from the frontline, our Chief of Defence and myself stepped into an improvised command centre. There, we witnessed something fascinating: Ukraine’s military, industry, students, and civilians – working together as one.
Students and volunteers were looking at big screens, watching live images from drones, analysing 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 these people, 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 lies in our ability to adapt and renew every three 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 might, this cooperation can shift the balance.
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.
So in order to maintain our deterrence towards Russia, we need to do more. We can get there. On time, within a few years. But only if we have the courage to work together in new ways.
As we gather here today – and again tomorrow at the NATO Summit Defence Industry Forum – all the key ingredients are in place. We have a strong industrial base. We have world-class engineers, a highly skilled workforce, the best and brightest entrepreneurs. And in 48 hours’ time, we expect all NATO Allies to agree on the 5% The Hague Defence Investment Pledge. So yes, then we will also get the budget. That means the moment has come to move to the next level.
Let me first commend you – as industry leaders – for what is already under way. In the Netherlands alone, the turnover of our defence industry has nearly doubled in just three years. And this is not unique to the Netherlands.
Across the Alliance, we are seeing the same acceleration. Poland is investing boldly in local production, joint ventures, and rapid procurement. Norway is deepening transatlantic cooperation, building advanced industrial partnerships in cyber, space, and maritime systems. And the Patriot production line in Germany stands as a prime example of smart, multinational cooperation – strengthening the European defence industry, deepening ties with the US, while scaling up production. These examples show our drive, our capabilities, and our sense of urgency.
But we must be honest with ourselves: things are not moving fast enough. If we want to leave no doubt that any act of aggression against NATO will be met with overwhelming force, now and in the future, we must act faster. We must grow stronger, smarter, and above all – we must work together more intensively.
The bottom line is this: if we intend to fight together, we must also produce and innovate together. And that requires a whole new approach to cooperation.
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, 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 aggregate demand internationally, so we can issue large and long term contracts, leading to big investments and a bigger defence industry.
On the other hand, I face pressure to buy weapon systems and other equipment in The Netherlands, at home, at our national industries. To make 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.
I am sure business leaders do also face many dilemmas. The pressure to scale up production vis-a-vis the pressure to not take disproportionate 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.
The optimal outcome is to aggregate demand, pool resources, standardize weapon systems, simplify procurement, and 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. The Dutch and Belgian marine corps are highly integrated – often operating as one. A proud symbol of deep and long-standing cooperation. But now, we’re entering a new phase. 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 more 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 an example of two neighbours and close friends working closely together, but let’s look beyond that. Let’s be pragmatic, work closely together with our allies within NATO, but also involve Ukraine and expand our horizon to more distant partners like the Indo-Pacific Four.
But the real challenge goes much further than a single policy or programme. We need a fundamental change in how we 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.
All of that might work in peacetime. But that era is over. We live in a grey zone between war and peace.
In this new reality – only one thing will carry us forward. The answer is given by command center in Charkiv: true partnerships, that are much deeper and closer than we were used to. Partnerships that cross borders. That unite ministries, industries, and knowledge institutions. Which are built on transparency, trust, a long-term horizon and strategic purpose. Not just procurement, but real co-creation.
In the Netherlands, a concrete example is our Brainport Innovation & Technology for Defence initiative, where government and academia come together with high-tech companies such as ASML and Philips, to push the boundaries of innovation. Right now, they’re developing secure, wireless optical communication – a technology that’s virtually impossible to intercept. It has the potential to be a driver of change in modern warfare.
And yes, these new partnerships require stepping into the unknown. We have to do something bold: countries and companies will have to set aside their ordinary procedures. Switch from competition to new ways of cooperation. Sometimes even join forces with their economic rivals.
This new approach challenges old habits. It challenges instincts. It challenges systems. But even if your only motive were to be profit – it would still be the smartest move. Because the growth that lies ahead is massive. And there is a huge opportunity for everyone to benefit from that growth.
Ministers, CEOs, directors, here is my call to us all: let’s team up and reach out to one another. Change starts with us. Let’s not complain about what others should do, but ask ourselves what we can do drive this change. Our leadership and personal networks can spark new partnerships and new ways of cooperation. We are all leading big organizations, often big bureaucracies with many organizational layers, with complicated procedures. Let’s set the right example and push for the fundamental change that is needed.
Tonight, and tomorrow at the NATO Summit Defence Industry Forum, we have a rare opportunity. A unique gathering of visionary minds and influential leaders, all in one place – to meet, to connect, to implement. So let’s seize this moment.
Ladies and gentlemen,
This museum is home to the final, unfinished masterpiece of famous painter Piet Mondriaan. The painting is called Victory Boogie Woogie. Where Picasso’s Guernica in Madrid captures the horror and despair of war, Victory Boogie Woogie stands as its powerful counterpoint – a bold, vibrant celebration of freedom, colour, and life after darkness.
Piet Mondriaan broke radically with tradition. He stripped away the old, and built something entirely new: on the basis of geometry, balance, and imagination. Today, it’s our turn. Let us break with convention. Let us spark a fundamental change in how we work together, and put big words into big action. Ukrainians can serve as our source of inspiration. Let us unite. Innovate. And above all, deliver.
Thank you.