Germany: The Bundeswehr Special Fund & Defence Expenditure<\/h3>\n\n\n\n\n- In 2022, Germany decided on a special Bundeswehr fund<\/strong> of 100 billion euros<\/strong> , which has its own credit authorization and is managed separately from the federal budget. Purpose: Strengthening the alliance and defence capability. Federal Government+1<\/u><\/a><\/li>\n\n\n\n
- It is constitutionally safeguarded by amending Article 87a of the Basic Law. Federal Government+1<\/u><\/a><\/li>\n\n\n\n
- For 2025, Germany’s defense spending is planned at around 86.49 billion euros<\/strong>. Of this, about 62.43 billion euros<\/strong> are attributable to the regular budget and 24.06 billion euros<\/strong> from the special fund. Compared to 2024, this is an increase of a total of about 14.74 billion euros<\/strong>. German Bundestag<\/u><\/a><\/li>\n\n\n\n
- Despite this increase, the NATO target of at least 2% of GDP for defence on a permanent basis has not yet been achieved, according to studies. A study by the German Economic Institute expects a gap of just under 18 billion euros for 2022\u20132023, and without higher budgets beyond the special fund, a gap remains forecast for 2026 et seq. FAZ.NET<\/u><\/a>+1<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
EU & NATO: Joint Strategies and Programmes<\/h3>\n\n\n\n
The EU has created a wide range of instruments:<\/p>\n\n\n\n
\n- ReArm Europe \/ Readiness 2030<\/strong>: A plan to enable additional defence spending of up to \u20ac800 billion<\/strong> . Council of the European Union+1<\/u><\/a><\/li>\n\n\n\n
- SAFE<\/strong> (“Security Measures for Europe”): An EU instrument that provides \u20ac150 billion<\/strong> in loans to help member states procure and develop the defence industry. Council of the European Union+1<\/u><\/a><\/li>\n\n\n\n
- EDIP<\/strong> (European Defence Industry Programme): Until the end of 2027, 1.5 billion euros<\/strong> are earmarked as financial aid for defence industry projects. Council of the European Union+1<\/u><\/a><\/li>\n\n\n\n
- Further funds for joint procurement, promotion of ammunition production, research and development. Council of the European Union+2Council of the European Union+2<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
Defence spending by EU member states rose to about \u20ac343 billion<\/strong> in 2024, with an estimate of \u20ac381 billion for 2025<\/strong>. These are increases of +19% compared to 2023 and +37% compared to 2021. Council of the European Union+1<\/a><\/p>\n\n\n\nAutomotive & Supplier Industry: Crisis Meets Opportunity<\/h2>\n\n\n\n
Where does the automotive industry stand<\/strong><\/p>\n\n\n\n\n- The automotive industry<\/a> and its suppliers are under pressure: falling demand, rising costs, the switch to electromobility and software-driven components. Margin erosion and job cuts are the order of the day. Several suppliers are reporting cost-cutting programs, departments are being closed. Deloitte+2HNA.de+2<\/u><\/a><\/li>\n\n\n\n
- At the same time, arms companies have full order books, demand is booming. One example: the defense technology group Hensoldt<\/strong> has a record order backlog of about 6.5 billion euros<\/strong>. Financial Times<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
Initial reactions & changes<\/h3>\n\n\n\n\n- Takeovers and changes<\/strong>: Some automotive supplier employees have been taken over by armaments companies or are moving to these areas. Example: Continental brake plant in Lower Saxony \u2013 about 100 employees were offered by Rheinmetall to move to an ammunition factory. Hensoldt plans to take over employees of Continental and Bosch. SWR+1<\/u><\/a><\/li>\n\n\n\n
- Conversion of production lines<\/strong>: Rheinmetall is considering converting civilian plants into armaments production as part of its corporate structure. For example, plants that previously manufactured components for vehicles could produce military components in the future. imi-online.de<\/u><\/a>+1<\/u><\/a><\/li>\n\n\n\n
- Medium-sized suppliers see opportunities<\/strong>: According to a study by Roland Berger (Germany, Austria, Switzerland), more than 75%<\/strong> of medium-sized suppliers see diversification into the defense industry as a priority. Competencies such as precise manufacturing, quality standards and series production benefit them. Press portal<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
![\"Flowchart](\"https:\/\/felss.com\/wp-content\/uploads\/2025\/11\/38f87a_2285bee3deb34d9696d7896795cf8086mv2-994x1024.webp\" "\\"Process")
<\/figure>\n\n\n\nStart-ups and tech companies<\/h3>\n\n\n\n\n- ARX Robotics<\/strong>: The start-up has delivered autonomous mini-tanks to Ukraine, among other things, and is often cited as an example in the context of DefenceTech. ZDF<\/u><\/a><\/li>\n\n\n\n
- Quantum Systems, Helsing, etc.<\/strong>: These technology companies are setting new standards, e.g. in AI, drones, the networking of sensor systems. HNA.de<\/u><\/a><\/li>\n\n\n\n
- Start-up procurement and regulatory problems<\/strong>: Many young companies complain about high regulatory hurdles, slow procurement processes, a lack of venture capital, and a lack of appreciation. In a Bitkom survey of DefenceTech start-ups, 59% said that they would choose another location if they were to start again. founders Magazine<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
Opportunities & Barriers: Who Wins, Who Has to Be Careful<\/h2>\n\n\n\n![\"Table](\"https:\/\/felss.com\/wp-content\/uploads\/2025\/11\/38f87a_cf261e826367442b9aeb5135cc16aab7mv2-scaled.webp\" "\\"Opportunities")
<\/figure>\n\n\n\nSome Quotes & Cases<\/h3>\n\n\n\n
“Currently, the freeing up of resources in the automotive and automotive supply sector in Germany offers special opportunities to quickly ramp up armament capacities, especially in the area of larger series. The motto could be: ‘Cars to armaments’!” \u2014 Hans Christoph Atzpodien, Chief Executive Officer of the Federal Association of German Security and Defense Industries. <\/em>imi-online.de<\/u><\/em><\/a><\/p>\n\n\n\n“With Palladion, we are opening new doors, breaking new ground and proving that DefenceTech start-ups not only compete with large manufacturers, but also make a big difference in defence capability.” \u2014 Christian H\u00f6sle, Head of Palladion (Bundeswehr Accelerator) <\/em>ZDF<\/u><\/em><\/a><\/p>\n\n\n\n“The Bundeswehr does not always procure what works on the modern battlefield, but what was planned years before. This process dates back to peacetime, when technology cycles have spanned decades. Nowadays it’s weeks.” \u2014 Marc Wietfeld, ARX Robotics. <\/em>ZDF<\/u><\/em><\/a><\/p>\n\n\n\n“91 percent of executives demand faster procurement” \u2013 from the study <\/em>“Defense Insider Priorities”<\/em><\/strong> by Horv\u00e1th. <\/em>Horv\u00e1th Management Consultants<\/u><\/em><\/a><\/p>\n\n\n\nThe top companies in the industry<\/h2>\n\n\n\n![\"Table](\"https:\/\/felss.com\/wp-content\/uploads\/2025\/11\/38f87a_169e46c8904144dd983f1bfd195a1a36mv2.webp\" "\\"Overview")
<\/figure>\n\n\n\nTop 20 in the DACH region<\/h2>\n\n\n\n![\"Table](\"https:\/\/felss.com\/wp-content\/uploads\/2025\/11\/38f87a_ee4b00c8523b429fbd932479477fdea3mv2.webp\" "\\"Defense")
<\/figure>\n\n\n\nBacklog & Intake<\/h2>\n\n\n\n\n- Backlog <\/strong> Order backlog = long-term visibility<\/strong> (planning, stability).<\/li>\n\n\n\n
- Intake <\/strong>Order intake = short-term dynamics<\/strong> (growth, market opportunities).<\/li>\n<\/ul>\n\n\n\n
Backlog (order backlog)<\/h3>\n\n\n\n\n- Definition<\/strong>: The order backlog includes all contracts that have already been signed\/orders<\/strong> that a company still has to fulfill in the coming years.<\/li>\n\n\n\n
- Example<\/strong>: If Rheinmetall is supposed to deliver tanks for 5 billion euros, but the delivery is spread over 5 years, this amount will appear in the backlog.<\/li>\n\n\n\n
- Meaning<\/strong>:\n
\n- Shows the planning security<\/strong> for a company.<\/li>\n\n\n\n
- Signals to investors and suppliers how stable and busy the business is.<\/li>\n\n\n\n
- A high backlog = full order books, even if sales are not yet high in the current year.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n
Intake<\/h3>\n\n\n\n\n- Definition<\/strong>: Order intake refers to the new orders that <\/strong>have come in during a certain period of time (usually in the financial year).<\/li>\n\n\n\n
- Example<\/strong>: Hensoldt reports an order intake of 2.9 billion euros for radar systems and sensors in 2024.<\/li>\n\n\n\n
- Meaning<\/strong>:\n
\n- Reflects a current trend<\/strong> : If incoming orders increase, demand is strong.<\/li>\n\n\n\n
- A high intake in relation to sales shows that the company is growing.<\/li>\n\n\n\n
- If the intake drops significantly, this may indicate less demand or delays in tenders.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n
Interaction of Backlog & Intake<\/h3>\n\n\n\n\n- Backlog<\/strong> = long-term visibility<\/strong> (planning, stability).<\/li>\n\n\n\n
- Intake<\/strong> = short-term dynamics<\/strong> (growth, market opportunities).<\/li>\n<\/ul>\n\n\n\n
For example, a company may have a huge backlog<\/strong> (large projects over 10 years), but only a moderate intake<\/strong> in the last year (because new projects have to be put out to tender first). Conversely, a young company can report a very dynamic intake<\/strong> , but not yet a huge backlog.<\/p>\n\n\n\n![\"Bar](\"https:\/\/felss.com\/wp-content\/uploads\/2025\/11\/38f87a_8e437e7bad304c19b2636104a140794fmv2.webp\" "\\"Comparison")
<\/figure>\n\n\n\nHow to get the funds \u2013 conditions and mechanisms<\/h2>\n\n\n\n
In order for companies or start-ups to successfully obtain the new funds, several levers are important:<\/p>\n\n\n\n
Knowledge of funding programmes and tendering mechanisms<\/h3>\n\n\n\n
Companies need to understand how EU instruments such as SAFE, EDIP, joint procurement, ammunition funding work. Applications must meet formal requirements and consortia or partnerships are often desired.<\/p>\n\n\n\n
Capacities & technical\/legal requirements<\/h3>\n\n\n\n
Anyone who wants to supply parts for defence projects needs certifications, security checks (e.g. secret protection, reliable supply chains), production sites, and often series production. Standards and quality assurance are crucial.<\/p>\n\n\n\n
Financial strength and planning security<\/h3>\n\n\n\n
Projects in the defence sector often have long lead times. Investments must <\/strong>be advanced \u2013 in machinery, personnel, infrastructure. Those who do not have capital or good financing partners run the risk of making initial offers, but failing in implementation.<\/p>\n\n\n\nNetwork & political\/administrative proximity <\/h3>\n\n\n\n
Contacts with the Bundeswehr, the Ministry of Defence and EU authorities help. Participation in accelerators (e.g. Palladion) and collaborations with established arms companies can open doors.<\/p>\n\n\n\n
Risk management and ESG awareness<\/h3>\n\n\n\n
Investors and partners are increasingly looking at sustainability, human rights responsibility and reputation. Companies must be transparent about how their products are used. Dual-use can be helpful (if civilian applications exist at the same time).<\/p>\n\n\n\n
Summary: Between departure and stumbling blocks<\/h2>\n\n\n\n\n- There is a real turning point<\/strong>: financial resources, political will and threat perception have changed fundamentally. Defense is no longer a niche topic.<\/li>\n\n\n\n
- New market opportunities are emerging for companies that have their expertise in precision manufacturing, electronics, sensor technology, AI, etc. \u2013 especially for suppliers and start-ups.<\/li>\n\n\n\n
- But: the path is not easy. The switching costs are high. Production changes, legal and safety requirements, long approval and procurement times, high initial investments \u2013 all of this can be a brake track.<\/li>\n\n\n\n
- In addition, the risk of funds being used inefficiently is too high. If political promises do not translate into long-term budget planning (e.g. beyond the special fund), there is a risk of gaps. NATO’s two percent target shows that momentum can be lost without stabilizing budgets. FAZ.NET<\/u><\/a><\/li>\n\n\n\n
- The following also applies socially \/ reputatively: Anyone who invests in armaments must be prepared for debates \u2013 moral questions, export ethics, dual-use, risks of abuse. Transparency and regulation will be key.<\/li>\n<\/ul>\n\n\n\n
![\"Bar](\"https:\/\/felss.com\/wp-content\/uploads\/2025\/11\/38f87a_0629acd43f7e4908bb94c70acf00f3fcmv2.webp\" "\\"Defense")
<\/figure>\n\n\n\nPolarizing assessment<\/h2>\n\n\n\n
EU & NATO: Joint Strategies and Programmes<\/h3>\n\n\n\n
The EU has created a wide range of instruments:<\/p>\n\n\n\n
- \n
- ReArm Europe \/ Readiness 2030<\/strong>: A plan to enable additional defence spending of up to \u20ac800 billion<\/strong> . Council of the European Union+1<\/u><\/a><\/li>\n\n\n\n
- SAFE<\/strong> (“Security Measures for Europe”): An EU instrument that provides \u20ac150 billion<\/strong> in loans to help member states procure and develop the defence industry. Council of the European Union+1<\/u><\/a><\/li>\n\n\n\n
- EDIP<\/strong> (European Defence Industry Programme): Until the end of 2027, 1.5 billion euros<\/strong> are earmarked as financial aid for defence industry projects. Council of the European Union+1<\/u><\/a><\/li>\n\n\n\n
- Further funds for joint procurement, promotion of ammunition production, research and development. Council of the European Union+2Council of the European Union+2<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
Defence spending by EU member states rose to about \u20ac343 billion<\/strong> in 2024, with an estimate of \u20ac381 billion for 2025<\/strong>. These are increases of +19% compared to 2023 and +37% compared to 2021. Council of the European Union+1<\/a><\/p>\n\n\n\n
Automotive & Supplier Industry: Crisis Meets Opportunity<\/h2>\n\n\n\n
Where does the automotive industry stand<\/strong><\/p>\n\n\n\n
- \n
- The automotive industry<\/a> and its suppliers are under pressure: falling demand, rising costs, the switch to electromobility and software-driven components. Margin erosion and job cuts are the order of the day. Several suppliers are reporting cost-cutting programs, departments are being closed. Deloitte+2HNA.de+2<\/u><\/a><\/li>\n\n\n\n
- At the same time, arms companies have full order books, demand is booming. One example: the defense technology group Hensoldt<\/strong> has a record order backlog of about 6.5 billion euros<\/strong>. Financial Times<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
Initial reactions & changes<\/h3>\n\n\n\n
- \n
- Takeovers and changes<\/strong>: Some automotive supplier employees have been taken over by armaments companies or are moving to these areas. Example: Continental brake plant in Lower Saxony \u2013 about 100 employees were offered by Rheinmetall to move to an ammunition factory. Hensoldt plans to take over employees of Continental and Bosch. SWR+1<\/u><\/a><\/li>\n\n\n\n
- Conversion of production lines<\/strong>: Rheinmetall is considering converting civilian plants into armaments production as part of its corporate structure. For example, plants that previously manufactured components for vehicles could produce military components in the future. imi-online.de<\/u><\/a>+1<\/u><\/a><\/li>\n\n\n\n
- Medium-sized suppliers see opportunities<\/strong>: According to a study by Roland Berger (Germany, Austria, Switzerland), more than 75%<\/strong> of medium-sized suppliers see diversification into the defense industry as a priority. Competencies such as precise manufacturing, quality standards and series production benefit them. Press portal<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
<\/figure>\n\n\n\nStart-ups and tech companies<\/h3>\n\n\n\n
- \n
- ARX Robotics<\/strong>: The start-up has delivered autonomous mini-tanks to Ukraine, among other things, and is often cited as an example in the context of DefenceTech. ZDF<\/u><\/a><\/li>\n\n\n\n
- Quantum Systems, Helsing, etc.<\/strong>: These technology companies are setting new standards, e.g. in AI, drones, the networking of sensor systems. HNA.de<\/u><\/a><\/li>\n\n\n\n
- Start-up procurement and regulatory problems<\/strong>: Many young companies complain about high regulatory hurdles, slow procurement processes, a lack of venture capital, and a lack of appreciation. In a Bitkom survey of DefenceTech start-ups, 59% said that they would choose another location if they were to start again. founders Magazine<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
Opportunities & Barriers: Who Wins, Who Has to Be Careful<\/h2>\n\n\n\n
<\/figure>\n\n\n\nSome Quotes & Cases<\/h3>\n\n\n\n
“Currently, the freeing up of resources in the automotive and automotive supply sector in Germany offers special opportunities to quickly ramp up armament capacities, especially in the area of larger series. The motto could be: ‘Cars to armaments’!” \u2014 Hans Christoph Atzpodien, Chief Executive Officer of the Federal Association of German Security and Defense Industries. <\/em>imi-online.de<\/u><\/em><\/a><\/p>\n\n\n\n
“With Palladion, we are opening new doors, breaking new ground and proving that DefenceTech start-ups not only compete with large manufacturers, but also make a big difference in defence capability.” \u2014 Christian H\u00f6sle, Head of Palladion (Bundeswehr Accelerator) <\/em>ZDF<\/u><\/em><\/a><\/p>\n\n\n\n
“The Bundeswehr does not always procure what works on the modern battlefield, but what was planned years before. This process dates back to peacetime, when technology cycles have spanned decades. Nowadays it’s weeks.” \u2014 Marc Wietfeld, ARX Robotics. <\/em>ZDF<\/u><\/em><\/a><\/p>\n\n\n\n
“91 percent of executives demand faster procurement” \u2013 from the study <\/em>“Defense Insider Priorities”<\/em><\/strong> by Horv\u00e1th. <\/em>Horv\u00e1th Management Consultants<\/u><\/em><\/a><\/p>\n\n\n\n
The top companies in the industry<\/h2>\n\n\n\n
<\/figure>\n\n\n\nTop 20 in the DACH region<\/h2>\n\n\n\n
<\/figure>\n\n\n\nBacklog & Intake<\/h2>\n\n\n\n
- \n
- Backlog <\/strong> Order backlog = long-term visibility<\/strong> (planning, stability).<\/li>\n\n\n\n
- Intake <\/strong>Order intake = short-term dynamics<\/strong> (growth, market opportunities).<\/li>\n<\/ul>\n\n\n\n
Backlog (order backlog)<\/h3>\n\n\n\n
- \n
- Definition<\/strong>: The order backlog includes all contracts that have already been signed\/orders<\/strong> that a company still has to fulfill in the coming years.<\/li>\n\n\n\n
- Example<\/strong>: If Rheinmetall is supposed to deliver tanks for 5 billion euros, but the delivery is spread over 5 years, this amount will appear in the backlog.<\/li>\n\n\n\n
- Meaning<\/strong>:\n
- \n
- Shows the planning security<\/strong> for a company.<\/li>\n\n\n\n
- Signals to investors and suppliers how stable and busy the business is.<\/li>\n\n\n\n
- A high backlog = full order books, even if sales are not yet high in the current year.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n
Intake<\/h3>\n\n\n\n
- \n
- Definition<\/strong>: Order intake refers to the new orders that <\/strong>have come in during a certain period of time (usually in the financial year).<\/li>\n\n\n\n
- Example<\/strong>: Hensoldt reports an order intake of 2.9 billion euros for radar systems and sensors in 2024.<\/li>\n\n\n\n
- Meaning<\/strong>:\n
- \n
- Reflects a current trend<\/strong> : If incoming orders increase, demand is strong.<\/li>\n\n\n\n
- A high intake in relation to sales shows that the company is growing.<\/li>\n\n\n\n
- If the intake drops significantly, this may indicate less demand or delays in tenders.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n
Interaction of Backlog & Intake<\/h3>\n\n\n\n
- \n
- Backlog<\/strong> = long-term visibility<\/strong> (planning, stability).<\/li>\n\n\n\n
- Intake<\/strong> = short-term dynamics<\/strong> (growth, market opportunities).<\/li>\n<\/ul>\n\n\n\n
For example, a company may have a huge backlog<\/strong> (large projects over 10 years), but only a moderate intake<\/strong> in the last year (because new projects have to be put out to tender first). Conversely, a young company can report a very dynamic intake<\/strong> , but not yet a huge backlog.<\/p>\n\n\n\n
<\/figure>\n\n\n\nHow to get the funds \u2013 conditions and mechanisms<\/h2>\n\n\n\n
In order for companies or start-ups to successfully obtain the new funds, several levers are important:<\/p>\n\n\n\n
Knowledge of funding programmes and tendering mechanisms<\/h3>\n\n\n\n
Companies need to understand how EU instruments such as SAFE, EDIP, joint procurement, ammunition funding work. Applications must meet formal requirements and consortia or partnerships are often desired.<\/p>\n\n\n\n
Capacities & technical\/legal requirements<\/h3>\n\n\n\n
Anyone who wants to supply parts for defence projects needs certifications, security checks (e.g. secret protection, reliable supply chains), production sites, and often series production. Standards and quality assurance are crucial.<\/p>\n\n\n\n
Financial strength and planning security<\/h3>\n\n\n\n
Projects in the defence sector often have long lead times. Investments must <\/strong>be advanced \u2013 in machinery, personnel, infrastructure. Those who do not have capital or good financing partners run the risk of making initial offers, but failing in implementation.<\/p>\n\n\n\n
Network & political\/administrative proximity <\/h3>\n\n\n\n
Contacts with the Bundeswehr, the Ministry of Defence and EU authorities help. Participation in accelerators (e.g. Palladion) and collaborations with established arms companies can open doors.<\/p>\n\n\n\n
Risk management and ESG awareness<\/h3>\n\n\n\n
Investors and partners are increasingly looking at sustainability, human rights responsibility and reputation. Companies must be transparent about how their products are used. Dual-use can be helpful (if civilian applications exist at the same time).<\/p>\n\n\n\n
Summary: Between departure and stumbling blocks<\/h2>\n\n\n\n
- \n
- There is a real turning point<\/strong>: financial resources, political will and threat perception have changed fundamentally. Defense is no longer a niche topic.<\/li>\n\n\n\n
- New market opportunities are emerging for companies that have their expertise in precision manufacturing, electronics, sensor technology, AI, etc. \u2013 especially for suppliers and start-ups.<\/li>\n\n\n\n
- But: the path is not easy. The switching costs are high. Production changes, legal and safety requirements, long approval and procurement times, high initial investments \u2013 all of this can be a brake track.<\/li>\n\n\n\n
- In addition, the risk of funds being used inefficiently is too high. If political promises do not translate into long-term budget planning (e.g. beyond the special fund), there is a risk of gaps. NATO’s two percent target shows that momentum can be lost without stabilizing budgets. FAZ.NET<\/u><\/a><\/li>\n\n\n\n
- The following also applies socially \/ reputatively: Anyone who invests in armaments must be prepared for debates \u2013 moral questions, export ethics, dual-use, risks of abuse. Transparency and regulation will be key.<\/li>\n<\/ul>\n\n\n\n
<\/figure>\n\n\n\nPolarizing assessment<\/h2>\n\n\n\n
- Intake<\/strong> = short-term dynamics<\/strong> (growth, market opportunities).<\/li>\n<\/ul>\n\n\n\n
- Example<\/strong>: Hensoldt reports an order intake of 2.9 billion euros for radar systems and sensors in 2024.<\/li>\n\n\n\n
- Example<\/strong>: If Rheinmetall is supposed to deliver tanks for 5 billion euros, but the delivery is spread over 5 years, this amount will appear in the backlog.<\/li>\n\n\n\n
- Intake <\/strong>Order intake = short-term dynamics<\/strong> (growth, market opportunities).<\/li>\n<\/ul>\n\n\n\n
- Quantum Systems, Helsing, etc.<\/strong>: These technology companies are setting new standards, e.g. in AI, drones, the networking of sensor systems. HNA.de<\/u><\/a><\/li>\n\n\n\n
- Conversion of production lines<\/strong>: Rheinmetall is considering converting civilian plants into armaments production as part of its corporate structure. For example, plants that previously manufactured components for vehicles could produce military components in the future. imi-online.de<\/u><\/a>+1<\/u><\/a><\/li>\n\n\n\n
- At the same time, arms companies have full order books, demand is booming. One example: the defense technology group Hensoldt<\/strong> has a record order backlog of about 6.5 billion euros<\/strong>. Financial Times<\/u><\/a><\/li>\n<\/ul>\n\n\n\n
- SAFE<\/strong> (“Security Measures for Europe”): An EU instrument that provides \u20ac150 billion<\/strong> in loans to help member states procure and develop the defence industry. Council of the European Union+1<\/u><\/a><\/li>\n\n\n\n