Cologne-Deutz. In August, the exhibition centre at the river Rhine was transformed into a hotspot for the international gaming scene for five days. Visitors could test new games, eliminate high scores, snap up merchandise and take selfies with their favourite e-sports idols. Gamescom once again set new visitor records in 2026, with 36,000 trade visitors and 332,000 computer and video game fans, many of whom were cosplayers in colourful costumes, flocking through the halls.

Controller as an application portfolio

Teamwork and multitasking skills, strategic thinking, a high level of digital literacy and the ability to cope with frustration: regular gamers possess skills that are also of interest to technology companies. And so, numerous companies and organisations once again showcased themselves in the ‘Jobs & Career Area’ to inspire members of the gaming community to start their careers with them.

Since 2022, Rheinmetall has been using the fair as an innovative recruitment platform. This year, a special attraction awaited visitors at the defence group’s stand: a haptic simulator of an off-road vehicle. Visitors sat behind the virtual steering wheel wearing VR headsets, with only the bonnet in view, surrounded by a computer-generated environment that allowed them to experience the sensation of driving an off-road vehicle with all their senses. The crowd was corresponding in large numbers. Meanwhile, visitors who preferred to test their short-term memory could try their hand at a digital memory game featuring product cards of infantry fighting vehicles, transport vehicles, and reconnaissance drones. Discussions about job vacancies, training programmes and career opportunities took place between the stations.

A cross-section of society

“The focus was originally on recruiting IT specialists”, reports Nils-Hennes Over, Recruiting Media and Events Manager at Rheinmetall. However, it has since become clear that the Gamescom audience is significantly more diverse and spans all occupational groups. Female technicians, mechatronics engineers, and administrative staff were just as likely to be found at the fair as female electrical engineers or production staff, ranging from trainees to experienced professionals. “What unites the gaming community is their enthusiasm for technology and complex systems”, says Over. “This openness allows us to reach out to people who had not previously considered a career in the security and defence industry, but whose skills are an excellent fit for the wide range of roles at Rheinmetall”.

Large scope guaranteed

Rheinmetall attracted considerable attention from gamers thanks to its joint campaign with the eSports team of its sponsorship partner, Borussia Dortmund. Fans were invited to a meet-and-greet with the team’s players at the stand, including an autograph session, a photo shoot and a gaming session against the professionals. The team celebrated its greatest eFootball success to date in March when they won the Virtual Bundesliga Club Championship title. Such events increase Rheinmetall’s outreach and strengthen its ties with the gaming and eSports community.

Playing not to loose

Alongside commercial enterprises such as Rheinmetall, the Bundeswehr and the BND are also present in Cologne. The connection between games and the military has a long tradition. As early as 1824, the Prussian War Game revolutionised officer training. This tactical simulation game replaced dry theory, providing valuable knowledge for complex combat situations using maps and game pieces.

Nowadays, almost all of the world’s armed forces use wargames to test strategies in realistic settings. The United Kingdom and the United States are regarded as leaders in this area. Unlike first-person shooter games, however, these simulations are not intended for entertainment purposes, but rather to provide insight. They present participants with strategic dilemmas and encourage them to test possible solutions and hone their ability to make decisions under time pressure. This method has long been an integral part of officer training at leadership academies and Bundeswehr universities, whether analogue, hybrid or digital and supplemented by artificial intelligence. In a risk-free, ‘safe-to-fail’ environment, soldiers gain experience through simulation to prepare them for real-life emergencies.

“What unites the gaming community is their enthusiasm for technology and complex systems. At Gamescom, we can reach out to people who had not previously considered a career in the security and defence industry, but whose skills are an excellent fit for the wide range of roles at Rheinmetall”.

Nils-Hennes Over, Recruiting Media & Events Manager bei Rheinmetall

More than just a gaming fair

At the trade fair, the defence group demonstrated how ‘gamification’ is being implemented at Rheinmetall with its off-road vehicle simulator. Technologies originating from the gaming world are being used in professional training, development and simulation solutions. This offers numerous linking-points. Consequently, Gamescom has become much more than just a computer games trade fair for Rheinmetall; it is also a meeting place for talent, technological enthusiasm and future career prospects.

The repeated incidents at Munich Airport and other European airports make one thing abundantly clear: a single drone can bring operations to a complete standstill, leave passengers stranded and cause economic damage. What used to be isolated incidents is now an everyday occurrence. Whether over critical infrastructure such as chemical plants, power grids and ports, or at major sporting events – unmanned aerial vehicles pose a serious threat. Major urban events such as public screenings, parades or political gatherings are being threatened. The current geopolitical situation is further exacerbating the problem. Hybrid warfare, targeted acts of sabotage and the steadily growing threat are forcing Germany to protect its critical infrastructure effectively. Conventional defence systems are hereby become quickly inadequate. This threat requires new, intelligent responses.

Two partners, one goal

This is precisely where the cooperation between Rheinmetall and Deutsche Telekom comes in. The Düsseldorf-based defence company contributes many years of experience in drone defence, while the Bonn-based telecommunications provider offers a nationwide mobile network and extensive expertise in securing major events. Together, the two DAX-listed companies are developing a modular protection system that can be flexibly adapted to different threat situations. The approach: multi-threat protection. While phase one focuses on drone defence, the future solution is also intended to address threats on land, at sea and in cyberspace.

Modular architecture for flexible solutions

From detection and identification through to defence, the two partners combine different technologies to suit the specific scenario and threat situation. Both companies have expertise in sensor technology. Rheinmetall is responsible for the effectors. Deutsche Telekom contributes secure communications and 5G campus networks, cloud technology and data analytics. The individual capability modules can be flexibly combined to create tailored solutions. After all, power plant operators and industrial companies require different protective mechanisms from those needed at an airport or by an emergency services organisation. However different the requirements may be, the objective is always the same: to detect drones at an early stage and counter the threat using interfering signals (jamming), interceptor drones or – depending on the environment and regulatory requirements – laser-based defence systems.

The network as an intelligent guardian

Most of the drones currently available on the market still fly because a pilot controls them within visual range via remote control using a radio frequency. To detect them, Telekom comprises a combination of video, audio, radio frequency (RF), Remote ID sensors and radar. In densely built-up urban areas, passive RF sensors have proven particularly effective. Because they do not transmit an active search signal themselves, they can be installed on radio masts without difficulty. They currently detect more than 90 percent of all drones in low-altitude airspace.

Nowadays, both commercially available and homemade drones are increasingly being controlled via the internet using a smartphone. The widespread roll-out of high-performance mobile networks allows control over long distances, virtually from anywhere. For companies and government agencies, this poses a new dimension of threat level. Telekom is therefore researching how such mobile-network-controlled drones can be identified, in cooperation with the Helmut Schmidt University, aka the University of the Federal Armed Forces in Hamburg, and as part of the SENSATION project funded by the German Federal Ministry of Education and Research. Its innovation: the mobile network itself will become an active component of the defence system. The network detects suspicious communication patterns and reports potential threats in real time. This approach goes far beyond conventional radar or camera systems and opens up a new dimension in early detection. Technically, it is even possible to actively block such control data streams. The legal framework is still under clarification.

Nationwide Drone Situation Centre

This new method of drone detection is also set to be incorporated into the joint project between Rheinmetall and Telekom. Looking ahead, the two partners are envisioning a nationwide drone situation centre. Unlike military air situation pictures, this platform will be unclassified and accessible to all customers. In this way, companies and infrastructure operators will benefit not only from detections made by their own systems, but also from detections made by other users and from publicly available sources. Data fusion combined with AI-supported forecasts will assess current threats and enable follow-up analyses. This will create a protective shield that operates both regionally and nationally, supported by Telekom’s high-performance mobile network and a corresponding terrestrial network.

Tested in real-life situations

Telekom has been testing the capabilities of drone detection since 2016. Its customers include various governmental agencies, the Bundeswehr, airports and companies. The Group has already secured critical infrastructure, facilities, and major events against drones both in Germany and abroad. During the 2024 European Football Championships, the telecommunications company reliably detected illegal drone flights on behalf of the police. Thanks to pinpoint localisation, emergency services were able to find the pilots quickly.

Rheinmetall is one of the leading systems providers in close-range and short-range air defence. Effectors from the Düsseldorf-based technology group are currently in use in the Ukraine and the Middle East. In December 2025, Rheinmetall entered into a strategic partnership with the Hamburg Police Force and the Hamburg Port Authority to develop drone detection and defence concepts for one of Europe’s most demanding locations: because of its dense infrastructure, maritime conditions and the variety of radio sources, the Port of Hamburg is regarded as a particularly challenging environment for detection systems.

Rapid availability, wide range of applications

The timelines are ambitious. Individual solutions are already in operational use with various customers. The components from phase one for detecting, identifying and countering drones are ready and will become commercially available within a few months – hence, by combining the capabilities of both Groups. From phase two and subsequent development stages onwards, additional protection functions against cyberattacks will be integrated. This will be of particular interest to small and medium-sized enterprises.

Responsibility in uncertain times

Both DAX-listed companies are convinced that security today can only be approached in a networked way. Armin Papperger, CEO of Rheinmetall, summarises the project’s strategic dimension: “The threat posed by drones is highly digital. This is why effective defence requires a combination of sensors, effectors, and secure communication networks. Rheinmetall and Deutsche Telekom bring together precisely these capabilities”. Tim Höttges, CEO of Deutsche Telekom AG, emphasises: “Sovereignty is achieved not only through discussion but through action. With our expertise in connectivity, cloud, and data analytics, we are elevating drone defence to a new level”. Deutsche Telekom and Rheinmetall are thus jointly strengthening sovereignty and are helping to alleviate concerns among the public.

I grew up in the fire station – I lived there for 22 years,” says Thomas Schlicht, laughing. He joined the youth fire brigade at the age of ten, so it was almost inevitable that he would follow in his father’s footsteps later on. Gerhard Schlicht headed the Unterlüß plant fire brigade from 1988 to 2003, a position that Thomas took over in 2009. His wife, Angela, also has close ties to the company, working as a logistics coordinator at Rheinmetall Landsystems. “Rheinmetall and the fire brigade are a big part of our lives,” says the former soldier of the Bundeswehr, also a trained master craftsman and technician. The Barbara 7 armoured fire engine is more than just an emergency vehicle: it symbolises the new direction taken by the plant fire brigade.

The situation at the Unterlüß site has changed fundamentally since Russia’s invasion of Ukraine. “People used to point fingers at us,” recalls Schlicht. “Today, we employees are proud to be working to ensure the security of our country.” However, the turning point brought challenges as well as progress. Rheinmetall built Europe’s largest ammunition plant at the site in record time, with an annual production capacity of up to 300,000 rounds of artillery ammunition. This meant that the fire brigade at the plant had to be expanded significantly, from five full-time staff members to 29. This development was personally overseen by the plant’s chief fire officer and the Rheinmetall Corporation’s fire safety officer.

Schlicht reports that recruiting new employees went surprisingly smoothly. “The great thing is that they are all people who were already firmly established in the working world. They all have experience of working with the volunteer fire brigade.” However, the plant fire brigade received more than just personnel reinforcement – it also received unparalleled non-human support in the form of the armoured fire engine Barbara 7.

Barbara – patron saint on eight wheels

“Our main concern was that we needed to protect our firefighters better. Since 1899, we have been firing different calibres into the heather landscape on our test site, and our team works in areas contaminated with ammunition,” explains Schlicht. The solution was found quickly: a MAN Rheinmetall recovery vehicle which was converted in-house. Barbara 6, the “little sister” with a capacity of 10,000 litres of water and an armoured cabin of Level 2 standard, has been in active service since 2021. Its unique feature is that firefighters do not have to leave the vehicle, as the extinguishing unit can be operated entirely by radio remote control. Barbara 7, the latest firefighting vehicle built by Rheinmetall, is now providing life-saving support for the Unterlüß plant firefighting team. The 13,000-litre water tank offers additional flexibility in the event of a fire, and the further reinforced Class 3 protective armour means that the passengers can survive even large explosions unscathed.

However, progress at the site is not limited to the fleet: a new fire station is already under construction. “It’s a gigantic building,” says Schlicht enthusiastically. According to a letter of recognition from the state authorities, the Unterlüß plant fire brigade is one of the largest in Lower Saxony, with a particularly high hazard potential. With 125 fire calls, 189 assistance calls, 53 ambulance calls, and 424 fire watch assignments last year alone, the emergency responders are kept busy. Fortunately, Thomas Schlicht and his team are always ready. They have ­Barbara at their side, and the will to make a valuable contribution to the safety of their colleagues.

The Gesundbrunnen subdistrict of Berlin has a long industrial tradition. As early as the 19th century, large factory buildings, such as those belonging to the locomotive manufacturer Schwartzkopff, dominated the townscape. Until recently, Rheinmetall subsidiary Pierburg manufactured valves, pumps, and cooling water systems for the automotive industry on this historic site, not far from Humboldthain train station.

Everything has changed since last year. Rheinmetall strategically realigned its business. Going forward, the Group intends to focus exclusively on its armaments business. Negotiations regarding the sale of the Power Systems civilian automotive division, which includes Pierburg, are expected to conclude in spring 2026. However, the Berlin plant is unaffected. Since July 2025, the site has belonged to Rheinmetall Waffe Munition GmbH. Soon, 80-centimetre-long, 42-kilogramme projectile bodies for 155-millimetre NATO-standard-calibre artillery ammunition will be hardened and processed here.

Everything turned inside out

Andreas Müller has been with Pierburg, or rather Rheinmetall, since 1999, and has been managing the Berlin plant since 2014. The electrical and production engineer with a PhD, whom many colleagues simply call “Doc Müller”, emphasises that the conversion of the site to military production is a “real stroke of luck for the Berlin plant”. This applies to both the nearly 300 employees who will all stay on board and to Müller himself. Even though almost nothing will remain the same in the course of the reorganisation.

A tour of the production halls shortly before the turn of the year 2025/26 provided insight into what this process involves. The conversion is carried out during ongoing operation. The old production facilities are still being used to fulfil remaining orders for the automotive sector and to support sister companies, such as the one in Szeged, Hungary. Next door, a large factory hall has been completely cleared and fitted with a new floor at great expense. Machines for manufacturing projectile bodies stand, still fully packed, in the cleared areas, waiting to be put into operation.

“We’re already starting production of warheads for loitering munitions”, explains the “Doc”. These are intended for use in both the loitering munition from Rheinmetall Electronics (FV-014) and UVision (HERO) and in other systems. However, there are still a few temporary solutions in place, and some of the work can only be completed at a later date. “It’s like building a house,” says Müller. “You move in even if the attic hasn’t been painted yet.”

Supplier for Unterlüß

From 2027 onwards, Rheinmetall plans to manufacture up to 1.1million artillery shells per year. The Berlin plant will produce around 120,000 of the required shell bodies. These robust steel bodies will later be used for both live and training artillery ammunition. In addition to these, the Berlin plant supplies all the small mechanical parts required for the projectiles. Other types of ammunition are also manufactured there, including individual components, though no explosives. The customer for all of these products is the new Rheinmetall plant in Unterlüß, Lower Saxony, which began operating in August 2025 as Europe’s largest factory for large-calibre ammunition.

The plant manager believes that 2026 as the transitional year will be even be more challenging. “After that, we’ll be in calmer waters.” In the future, Rheinmetall will produce about 50 different series components in Berlin. Currently, this includes artillery shell bodies and associated small parts, as well as multipurpose shell bodies and components for loitering munitions. This represents a significant reduction in logistical complexity compared to the automotive era. “Back then, a single production line sometimes covered over 25 different products for various customers,” recalls Müller.

Attention to every detail

The plant manager’s office is covered in charts containing tables and timetables. When will the factory floor be ready? When can the old production lines be dismantled and replaced with the new ones? When can the hardening furnace and the new machines be commissioned? He and his team must keep track of every detail. Andreas Müller is no stranger to challenges like these. In 2004, he helped set up the Pierburg plant in Ústí nad Labem in the Czech Republic. Nevertheless, the transformation of the Berlin site is far from routine for him. “It’s not every day that a company decides, ‘Okay, we’re going to do something completely different now.’”

A renovation with challenges

And that’s not all. Modernising an old facility is often more complicated than building a new one. “Renovating the hall floor, for example, takes a lot of time,” explains Müller. “First, we have to remove the existing 4,000-square-metre surface before we can lay the new screed. The new floor must then meet certain groundwater protection requirements.”

Particularly when demolishing the floor, problems can arise that have remained hidden for decades. The site on which the plant in Berlin stands has been used for industrial purposes since 1883. “Wherever the construction workers break ground, there are surprises,” says the plant manager. “A pipeline is lifted, and suddenly they discover old Eternit, meaning asbestos, which requires special disposal. That doesn’t happen with a new building.” To ensure that they are not building on contaminated soil, Andreas Müller is taking soil samples at all relevant locations.

Retraining for new tasks

The complete reorientation of production also brings new tasks for the production staff. ­Rheinmetall is investing not only in machinery but also in a comprehensive training programme. “This retraining is particularly challenging for employees who have previously worked on highly complex machines on the assembly line,” explains Andreas Müller. “In future, these skilled workers will primarily be deployed in the equally demanding field of lathe machining.” There are also fundamental differences in tool setting compared to previous workflows. Training courses will take place in both Berlin and Unterlüß, as well as online. “For those colleagues who were already working in lathe machining before the restructuring, little will really change.”

The “Mini-Factory” stays

Despite the fundamental transformation of the plant, one thing that remains unchanged is the mini-factory. This agile working model has already proven its worth during the Pierburg era. Rather than rigid department settings, specialists from production, logistics, and quality assurance work together across divisions. “The teams decide for themselves how to prioritise incoming work orders and issues that arise on a daily basis,” explains Müller. “We only specify the production goals and the how – production processes, material logging, and quality standards.” From the plant manager’s perspective, this extensive freedom of decision-making not only makes the work more efficient, but also more attractive. “In everyday business, colleagues act independently within the framework of established processes. That’s motivating.”

Times change

Rheinmetall Waffe Munition is located right in the heart of the German capital. Even though nothing which is manufactured in Berlin is subject to the War Weapons Control Act (see “Weapons, yes – but safely!”) the site’s reorientation is sparking heated discussions. The security situation in Europe has changed, as has the public perception of the defence industry. This rethinking is also evident among the workforce. All 300 employees decided to stay. In a very short amount of time.

“In a way, the whole plant has taken this step together,” says “Doc Müller” with pride. “The team is fully motivated, as we are literally realising everything at once.” He adds thoughtfully: “As a supplier to the struggling automotive industry, a site like ours would be unprofitable in the future.” At the same time, he emphasises that for the people here, it is about more than just a secure job: “We are contributing to our own security,” says Andreas Müller. This is important to many. There is also the fact that with the plant, the industrial tradition in Gesundbrunnen lives on. Since the 19th century, this area of what is now Berlin’s Mitte district has been a centre of production – and that is certainly not going to change any time soon.

As early as mid-2024, Rheinmetall had launched a pilot project for its newly developed curb charger together with the charging point operator TankE. In the Cologne urban area and a surrounding community, this form of kerbside charging was tested extensively under real-life conditions. The study examined acceptance and frequency of use among e-mobility users, as well as the reliability, ergonomics, and overall technical availability of the technology. This pilot phase was deliberately designed to run for a relatively long period to cover all seasons and their specific requirements.

In the meantime, a great deal of electricity has flowed through the charging devices, generating international interest in this unconventional method of “fuelling” electric vehicles. As a result, the first curb chargers are already in use in several cities, including Düsseldorf, Cologne, Dortmund, and Braunschweig. Further installations in Hamburg, Stuttgart, Leipzig, and Potsdam are currently being planned. The developers have also seen equally high levels of private interest.

“Nevertheless,” says Dr Dirk Kamarys, Head of the operational business unit, “our target market will remain the B2B sector. The reasons for this is the potential quantity, not to mention our company’s existing key account sales structure. This sector alone is already a highly attractive market for us.”

“Our system is needed”

Added to this is the unique positioning of ­Rheinmetall’s curb charger, which is protected by a large number of patents. Dr Felix Stracke, who is responsible for the basic concept of the curb chargers alongside his team, and who has also played a key role in their development for series production, comments: “At present, the proportion of electric or electrified vehicles in the total vehicle fleet is still in the single-digit percentage range. However, based on current trends and not least the renewed government funding, it is already clear today that we will need 10 to 15 times the current public charging infrastructure in the future. It is impossible to imagine covering this demand in our urban landscapes with charging stations alone. That is the reason why our system is needed!”

Award-winning product design

This is the general justification for the system, which has already demonstrated an impressive availability of over 99 per cent, even in its pilot phase. Conventional charging points typically achieve 95–97 per cent availability. This is a remarkable achievement, given that the developers in Neuss and their colleagues in the business section are operating in an entirely new branch. Nevertheless, they have developed their new product to perform reliably even under harsh environmental conditions, a product that has also been honoured with the renowned Red Dot Design Award.

Better than charging stations

developers of the Curb Charger wanted to gather as much objective feedback as possible, so they collaborated with the operators to conduct a case study. This involved analysing anonymous reviews from over a hundred customers who had used the chargers. Overall, the feedback was extremely positive. Any limitations perceived by e-mobility users in terms of the visibility of the charging points, which were not yet listed in the relevant apps during this initial phase, were more than compensated for by their high charging stability and reliability, as well as the innovative appeal of this novelty.
Compared with conventional charging stations, the curb chargers received better ratings for accessibility and easy handling. Additional advantages included an improved cityscape, preserved sightlines, clear pavements, and low susceptibility to vandalism. Last but not least, the technology is so robust that even being accidentally driven over does not really matter. Charging point operators also quickly became real fans of the curbs.

No electricity, no revenue

Long-term availability is a crucial factor in the overall cost analysis, particularly with regard to charging infrastructure. In addition to reliability, another important factor to consider is how quickly the charging point can be repaired in the event of a failure, since the operator inevitably loses revenue during any downtime. Again, the new technology scores highly in this respect, as the electronic module can be replaced within a short time if it shows a malfunction. However, this is by no means the end of the modules’ development story. Examples include an expanded international service network, bi-directional charging, replacing special concrete with grey cast iron, and a special cable protection programme. After all, the same principle applies: better is the enemy of good!

More information about Rheinmetall’s innovative curb charger can be found here.

Weapons are being misused worldwide to violate human rights and breach international humanitarian law, whether they are in the hands of Somali paramilitaries, Islamist terrorist groups, or pirates on the Nigerian coast. Behind this lies a global illegal market. These examples alone demonstrate the considerable dangers posed by the unregulated trade in arms. Nevertheless, weapons are necessary for maintaining internal security, defending the nation and its alliances, ensuring peace through deterrence, and carrying out military and humanitarian missions.

In Germany, this ambivalence is primarily governed by the Basic Law (constitution): acts intended to disrupt the peaceful coexistence of nations or to prepare for a war of aggression are unconstitutional and will be punished. The federal government must approve the production, transport, and sale of weapons which are intended for warfare (“weapons of war”), and this naturally also applies to Rheinmetall. Other armaments, including weapons and ammunition, that are not weapons of war are also subject to strict state approval and secondary obligations.

No export without controls

The Federal Republic of Germany has one of the strictest export control systems in the world. In addition to the Basic Law, German arms exports are governed by the War Weapons Control Act and the Foreign Trade and Payments Act (AWG) in conjunction with the Foreign Trade and Payments Ordinance (AWV). This serves the purpose of maintaining peace and preventing war. It regulates the production, transfer, placing on the market, acquisition, and transport of items, substances, and organisms that are classified as weapons of war. The law clearly defines what is considered to be a weapon of war – the intended purpose is a particularly crucial factor. Examples include main battle tanks, armoured combat support vehicles, machine guns, certain types of ammunition, warships, and fighter aircraft.

Also, the export of other military equipment is regulated by law. For example, the export of weapons and ammunition is governed by the Weapons Act, while the export of explosives is governed by the Explosives Act. The relevant export licences are required depending on the end users.

Every step requires approval

Any production, storage, or transport of weapons of war and other types of weapons and ammunition, even within Germany, requires a licence under the relevant legal provisions, even within Germany. This also applies to the transport by German ships or aircraft outside German territory, also comprising imports, exports, and transit. At Rheinmetall, employees in the operating companies who have received the necessary training and possess sufficient experience ensure strict compliance with these regulations. Every delivery and every transport must be reported, even when a Puma infantry fighting vehicle, for example, is transported to an exhibition at the Day of the Bundeswehr in Wunstorf. So-called dual-use items, which can be used for both civilian and military purposes, are controlled by the Federal Office for Economic Affairs and Export Control (BAFA). These include chemicals, electronics, machine tools, software, and technology.

The federal government’s political principles also limit the discretion of the licensing authorities. One key element is the end user’s compliance with human rights. If there is reasonable suspicion that the military equipment will be misused for internal repression or other ongoing, systematic human rights violations, the export is prohibited. Furthermore, Germany distinguishes between EU and NATO countries, NATO-equivalent countries (Australia, New Zealand, Japan, and Switzerland), and third countries. The German government authorises exports to third countries only where, in individual circumstances, particular foreign or security policy interests of Germany are involved – for example in counterterrorism or efforts to combat international drug trafficking. In critical cases, the Federal Security Council, which meets in closed sessions, decides on the export licence. As a general rule, a licence for the export of armaments is only granted if it is guaranteed that they remain in the recipient country. The end user must usually confirm this with an end-use certificate. Following delivery, BAFA and the relevant German embassy may verify this by means of on-site checks.

Global standards and embargoes

Germany implements international arms embargoes through the AWV. Under the Wassenaar Arrangement, 42 participating states have agreed to standardise their controls on the export of conventional arms and dual-use items, as well as related technology. Under the Arms Trade Treaty, more than 100 states have committed themselves to comply with internationally agreed standards for trading armaments. Germany does not deliver goods to war zones or crisis regions as a matter of principle. One exception is Ukraine in its defence against Russia’s aggressive war. German export regulations also ensure compliance with various sanctions regimes, including those of the UN and the EU. Various authorities work hand in hand in this regard: BAFA, the German Federal Criminal Police Office, the Federal Office of Administration, and Customs exchange data to monitor all relevant exports.

Zero tolerance for violations

Strict laws, a restrictive authorisation process, and rigorous checks, combined with the comprehensive internal compliance programmes of the respective manufacturers – including Rheinmetall – ensure that violations remain rare. However, if they do occur, penalties can range from fines to prison sentences of several years, depending on the severity of the offence, particularly in cases involving commercial activities. Germany sets the standard for export control at both state and corporate levels. This fosters trust and security, ensuring that weapons do not fall into the wrong hands.

Until now, Weeze’s nationwide popularity was mainly due to cheap flights to ­Mallorca and the annual Parookaville music festival held at the airport. However, this small town in the district of Kleve is now making a name for itself in a completely different way. Since the summer of 2025, it has been the site of production for the “heart of the Lower Rhine’s fighter jets” (Frankfurter Allgemeine Zeitung) – a symbol of Germany’s new direction in security policy. Here, Rheinmetall is manufacturing 400 centre fuselage sections for the F-35 fighter jet on behalf of the US corporation Northrop Grumman. Following the start-up phase, the new plant is set to produce up to 36 of these sections each year. The 30,000-square-metre factory for the fifth-generation stealth fighter is located in the immediate vicinity of Weeze Airport. Construction took less than a year and a half, and North Rhine-Westphalia’s Minister-President, Hendrik Wüst, visited the site for the inauguration ceremony. The head of government explained that the new facility represents a “significant contribution to this new era and to Europe’s collective security”.

A new role in aviation

Rheinmetall Aviation Services GmbH operates this state-of-the-art production facility. Founded in Bremen in 2019, the subsidiary of Rheinmetall AG embodies the Group’s growing ambitions in the field of military aviation. Initially established as a strategic service provider for maintenance and repairs, the company now also manufactures key aircraft components. Until 2026, the company was responsible for managing the CH-53G helicopter fleet at Bundeswehr bases in Diepholz, Laupheim, and Holzdorf, providing services ranging from basic and full scale maintenance to repairs and daily support for flight operations. However, as the model is being phased out, this service will end in the near future.

Transatlantic partnership

In February 2023, Rheinmetall, Lockheed Martin, and Northrop Grumman signed a letter of intent for the construction of F-35 fuselage centre sections in Germany. The aim was to establish an integrated assembly line and increase the share of the F-35 programme held by the European industry. While Lockheed Martin is responsible for development, sales, and final assembly as the prime contractor, Northrop Grumman supplies key technologies such as sensors, avionics as well as aircraft and training software. The fuselage centre section manufactured by Rheinmetall is a vital component of the F-35, connecting avionics, weapon systems, fuel cells, electrical and hydraulic systems, and parts of the propulsion system. The new Rheinmetall production line in Weeze is very similar to the one operated by Northrop Grumman in Palmdale, California.

Why Weeze?

The decision to choose Weeze as the appropriate location followed an intensive search. Out of over 70 potential sites in twelve of the German federal states, the 60,000-square-metre site on the Lower Rhine was ultimately chosen. Decisive factors included its proximity to the airport, favourable ground conditions, and the support of local and state politicians. The proximity to the industrial centres of the Ruhr region and the Rhineland was another key factor. Just under 18 months passed between the groundbreaking ceremony in late summer 2023 and the start of production in July 2025.

Long-term perspective

The production of 400 F-35 Lightning II fuselage centre sections is scheduled to continue for at least 20 years. This secures the site’s long-term future – well beyond 2040. Around 400 highly skilled jobs will be created. Not only will Weeze become part of a global supply chain, it will also become a visible symbol of the turning point in European security policy.

Precision craftsmanship in ­women’s hands

Sewing cartridge pouches, filling powder, or assembling projectiles: women kept ammunition production running in the factory halls, not only during the years of war – as cheap labour and with greater manual dexterity than their male colleagues. Such traditional gender roles are now considered to be old school. Today, women are involved in shaping the future of the Rheinmetall Group as technicians, engineers, and in leadership roles.

In modern warfare, so-called loitering munitions are becoming increasingly important. These kamikaze drones, equipped with a warhead, circle in the airspace undetected until they are given their target and attack command via a data link. Rheinmetall has several precision weapon systems in its portfolio.

In the late 1970s, automation entered factory halls, with industrial robots reducing error rates, boosting productivity, and shortening delivery times. Rheinmetall’s latest major investment is its highly automated plant in Unterlüß, Lower Saxony, which opened in 2025. At Europe’s largest munitions factory, the defence group plans to produce up to 350,000 rounds of highly demanded 155 mm ammunition per year.

Only a few months have passed since Rheinmetall subsidiary Nitrochemie in Aschau am Inn completed its latest major expansion. Located in the Bavarian Alpine foothills, the company primarily produces propellant powder. Between 2023 and now, the workforce has grown by 20 per cent to over 700 employees. Work is carried out in shifts around the clock. The plant now produces 1,700 tonnes of powder and around 200,000 propellant modules per year. “The capacity expansion has been a resounding success,” says Pascal Schreyer, Nitrochemie’s CEO. Besides its location in Aschau, the company is also present in Wimmis, Switzerland. “This gives us a real boost. It will help us to tackle the challenges ahead of us.”

For there is much more happening at Nitrochemie. Over the next 24 months, production of powder and propellant charge modules is set to more than double. “Our goal is to produce an additional 2,500 tonnes of powder and 550,000 modules in Aschau,” says Oliver Becker, Aschau’s Senior Vice President of Operations. In addition, Rheinmetall’s sites in Wimmis, and in Burgos, Spain, are involved in the Firepower project. To achieve these ambitious goals, the company plans to recruit around 500 new employees in Aschau and around 50 in Wimmis.

Ammunition Initiative

Day by day, it is becoming increasingly clear just how significant the defence backlog is in Germany and the EU. Countries must be robust enough to withstand the upheavals and challenges that influence global events. With Project Firepower, Rheinmetall is responding to the urgent need for ammunition. A key component is the propellant charge, often referred to as gunpowder. Upon ignition, it propels the projectile out of the gun barrel at high speed, giving the projectile the energy it needs to reach its target. “Unlike explosives, there is no explosion when the propellant charge is fired,” explains Becker, “but rather a sudden, controlled combustion of the powder in the barrel.” The projectile itself can ultimately take effect at the target through its kinetic energy. He continues: “Based on the type, this may also be aided by an explosive charge.”

Demand for ammunition within NATO, the EU, and the Bundeswehr is enormous – and it’s not just about Ukraine anymore. Rheinmetall is investing heavily in its production facilities by building new ammunition plants, such as the one in Unterlüß, and expanding existing sites, such as Nitrochemie. The Düsseldorf-based technology group supplies the “full shot” from a single source, covering everything from the projectile and fuse to the primer, propellant charge, and payload. “None of these components shall be a bottleneck,” says Schreyer. “This is particularly important when it comes to propellant, as there are only a few manufacturers worldwide. Our self-sufficiency is therefore crucial.”

New processes, increased output

Capacity expansions are almost always accompanied by far-reaching changes in production processes. For instance, Wimmis has primarily supplied nitrocellulose pulp to Aschau, where it is manually processed into powder in several stages of production. “In future, we will receive pre-processed granules from Wimmis,” says Becker, explaining the changes. “Instead of rolling the raw material as we have done until now, we will soon be producing it using the granulate pressing process, thereby significantly increasing output once again.” Dozens of further process changes and a significantly higher degree of automation are being implemented. At the same time, the Burgos site needs to be integrated into the project workflow. Highly complex processes must be modified and re-coordinated as quickly as possible. “We now have extensive capabilities and expertise in project management and plant installation,” says Schreyer. “We are confident we can do this.” The initial test results for products manufactured using the new process route provide additional reasons for optimism. “We have tested a small production batch on a ballistic system belonging to the Bundeswehr in Unterlüß,” says Schreyer. “The results are very good.”

450 million for increased firepower

The scale of the investment underlines the importance of the Firepower project for Nitrochemie. “We are investing around €250 million in Aschau, around €100 million in Switzerland, and roughly €100 million in Spain,” says Schreyer. In this way, the subsidiary is helping the parent company to achieve its ambitious goal of producing 20,000 tonnes of propellant powder annually by 2030. This will be used to manufacture propellants for around 1.1 million rounds of artillery ammunition, 150,000 rounds of tank ammunition, and 3.2 million rounds of medium-calibre ammunition, amongst other things.

A tour of the Aschau site reveals the scale of the changes taking place there. The capacity expansion requires space, which Nitrochemie is creating by purchasing land in the immediate vicinity and through land clearance. The company fully offsets the latter through reforestation elsewhere. “All these measures are being carried out in strict compliance with construction regulations, environmental protection laws, and safety regulations,” emphasises Becker.

The challenge of generational change

The planned growth in staff numbers is ambitious in itself. However, the site faces an additional challenge in the form of a generational change, as many industrial companies are currently experiencing: the baby boomers are retiring. “We need to replace them, not just in terms of numbers, but also in terms of the quality of their expertise,” emphasises CEO Pascal Schreyer. In recent years, his company has taken significant steps to ensure that this transition is as smooth as possible. “We are currently recruiting skilled workers who are helping to set up the new facilities, which they will operate later,” reports Becker. The roles are varied, ranging from shift workers to production managers.

The forward-looking HR strategy is paying off today. Two years ago, Nitrochemie launched intensive recruitment campaigns as part of its capacity expansion. This experience is helping to attract qualified staff. On top of that, two further factors are working positively for Nitrochemie and its parent company, Rheinmetall. Firstly, the economy is faltering in other sectors, particularly the automotive industry. Many of the skilled workers made redundant in these sectors have precisely the skills in demand at Rheinmetall and Nitrochemie. At the same time, attitudes towards the defence industry have shifted. “The situation on the labour market has changed in our favour. Rheinmetall’s appeal as an employer brand has increased considerably,” says Becker. “We are now in the public eye, and the polarising element has largely disappeared.”

These days, job applicants are looking for a sense of purpose in their work, and they find it at Rheinmetall. “Many people say, ‘I want to make a difference. I want for those who are protecting us to have the right equipment, whether in Ukraine or at NATO’s external borders’,” says Pascal Schreyer.

Keeping supply chains secure

Skilled workers are one thing. However, for Project Firepower to be successful, the supply of raw materials must also be secured. This is a major issue, and not just for Rheinmetall. The Group is thinking ahead here, too. “We are constantly evaluating our supply chain and making adjustments where necessary,” says Schreyer. The Nitrochemie CEO explains how this works in practice using a current example: “As part of our capacity expansion, we will be manufacturing an explosive in-house that we have previously bought externally.” A production facility for this purpose is already in the planning stage. Although these quantities are small, they are essential, according to Schreyer. Oliver Becker adds: “For other raw materials, we can rely on a large stock.” In some cases, Nitrochemie has stockpiled supplies for the next three years.

Remain competitive

One issue is clear: the high demand for ammunition and propellant powder is a direct result of ongoing geopolitical crises and conflicts. Like most people, the team at Nitrochemie yearns for peace. Nevertheless, the defence industry remains relevant. “By expanding our capacity, we are improving our production processes and are hence strengthening our competitiveness,” says Schreyer. “There will be times when we will have to stand more firmly in the face of international competition. We are seizing this opportunity to optimise our position in this respect.”

At Nitrochemie, it’s now time to tackle the job. Project Firepower requires new facilities, new processes, and additional staff to be implemented. The management team is approaching this task with optimism. “We have every confidence in the capabilities of our organisation and our workforce,” says Pascal Schreyer. “With this foundation, nothing can go wrong.”