Shortly after sunrise, Hermann Christoph Mielich enters the heathland at the edge of the Unterlüß firing range. The grass is still covered in dew, and the air is cool and clear. In the distance, the soft flutter of wings can be heard as a black grouse takes off and disappears over the heathland ridges. “Moments like these have become rare”, says the forestry engineer. “And that’s exactly why we must do everything we can to preserve them”.

A place of retreat amidst military use

The Unterlüß firing range is considered to be one of the largest in Germany. Ballistics tests are carried out here and military vehicles are tested – while at the same time, habitats are being protected. Covering around 50 square kilometres, the site has become a valuable refuge for many increasingly rare species, including the highly endangered Black Grouse. In Germany, this breeding bird with the Latin name Tetrao tetrix, is now found in only a few regions. Autochthonous populations exist solely in the Alps and in the Lüneburg Heath.

The open heathland areas, which have been preserved in northern Germany through military use, offer ideal conditions for this shy bird species. The site is inaccessible to the public and therefore remains largely undisturbed, which is an effective protective factor for species such as the Black Grouse.

Active Wildlife protection

“The heathland needs to be kept open. Without precise maintenance, it would overgrow with bushes and eventually turn into a forest, causing the Black Grouse to disappear”, Mielich explains. “Our task is to actively preserve this habitat. Black Grouse have lived in Germany since the last Ice Age. However, due to the almost complete disappearance of large open areas and the predominance of industrial agriculture, ground-nesting bird species have declined sharply in recent decades. Consequently, the Black Grouse, once found across large areas of Lower-Saxony, has disappeared from many areas and now only remains only in five sub-populations in the Northern Plain of Germany”.

“We don’t just consider protecting Black Grouse as an obligation, but as part of our identity. As a technology group, we bear responsibility – including for the natural environment on our grounds. Around 25 Black Grouse currently live on our site in Unterlüß”.

Hermann Christoph Mielich, forestry engineer at the Unterlüß site

Rheinmetall takes its responsibility for the environment and biodiversity seriously. In close cooperation with the authorities and external experts, the company has established precises measures to protect the Black Grouse in Unterlüß:

• Monitoring by in-house specialised staff: Annual spring counts during the mating season help to identify developments at an early stage and adapt protective measures accordingly. Hermann Christoph Mielich and his team report all findings to the state bird conservation office [ornithological institute] and the local nature conservation authorities.
• Habitat management: Controlled shrub clearance and precises heathland management preserve the open habitat required by the Black Grouse.

Research to preserve genetic diversity

A particular focus is placed on the scientific monitoring of the population. Small, isolated populations such as those in the Lüneburg Heath are struggling to maintain their genetic diversity. Rheinmetall therefore supports corresponding research projects with a donation of €10,000. Using modern genetic analyses, ornithologists examine the condition and connectivity of Black Grouse populations. “We work closely with experts and authorities in order to make data-based decisions”, Mielich explains. “Only if we understand how the population is developing, we can take appropriate measures”.

A partnership-based approach within the regional action plan

The protection of the Black Grouse is a joint project. Rheinmetall is part of a regional action plan that coordinates and prioritises measures. Partners involved include nature conservation authorities, forestry administrations, hunting associations and research institutions. Specifically, the following organisations are working together: the Nature Conservation Park Association (VNP), the state, federal and monastic forestry administrations, the Lower-Saxony Ministry of Food, Agriculture and Consumer Protection (ML), the Lower-Saxony Ministry for the Environment, Energy and Climate Protection (MU), the state bird conservation office of the Lower-Saxony Agency for Water Management, Coastal Defence and Nature Conservation (NLWKN), the Bundeswehr, the Lower-Saxony Hunting Association, the Northern German Academy for Nature Conservation (NNA), the Institute for Terrestrial and Aquatic Wildlife Research (ITAW) and, of course, Rheinmetall.

“Nature conservation only works as a joint effort”, Mielich emphasises. “No single player can tackle such a task alone. Our role is to contribute our land, expertise and resources”.

Technology and nature – not a contradiction

For forestry engineer Mielich, the firing range is not only an industrial site, but also a complex ecosystem. “Modern defence technology and sensitive natural habitats meet here directly”, he says. “That requires planning, dialogue and sometimes restraint”. The successful coexistence of defence research and species protection in Unterlüß shows that both are possible with foresight and cooperation. Rheinmetall demonstrates that modern defence technology and the protection of rare species do not have to be a contradiction.

“We think in terms of decades, not in years”, Mielich emphasises. “If we act correctly today, future generations will also be able to experience the Black Grouse on the heath”. Protecting the Black Grouse is part of the Group’s broader understanding of sustainability. Rheinmetall is implementing measures to preserve biodiversity at other locations, too, and is continuously developing them. What once seemed like a contradiction is now understood as an opportunity: protecting nature where technology is at work.

More information about the Rheinmetall Group and its responsible approach to nature and its resources can be found here.

When people talk about sustainability, they often think of regulative requirements from Brussels, working conditions in the textile industry or vegetarian sausages. For Sabine Becker, Head of Corporate Sustainability at Rheinmetall, however, it’s about something completely different. “We are working intensively to strengthen the resilience of our group. Sustainability in all its facets can contribute greatly to this goal”, she explains. “We are looking far ahead in terms of climate impact, determining the effects our sites can expect to face in ten, twenty or even thirty years’ time. Are the plants adequately prepared for flood risks, temperature changes, or tornadoes?” Last year, Becker and her team analysed Rheinmetall’s global manufacturing facilities using geolocation and climate data. In future, this will be used to derive measures that can be taken at the sites if necessary.

Reputation is a valuable commodity

However, there is much more to the group’s resilience than that. Sustainability is a form of systematic risk management. In business-to-government activities, the reputation of defence companies is important, as Caroline von Buchholz, the group’s Corporate Sustainability Manager, explains: “Anyone who wants to supply governments should also pay attention to their own reputation. This applies not only to the company itself regarding export controls and compliance, but also to the supply chain”, she continues. Responsibility does not end at the factory gates. Suppliers are also expected to respect laws, rules and social values, and this is verified through risk analyses. This is a standard practice and ultimately strengthens the reliability of the supply chain. Violations of the rules can result in the termination of business relationships.

Supply chains under close observation

In this regard, the Corporate Sustainability department works closely with the procurement department. Every Rheinmetall supplier undergoes a systematic analysis of their country, industry and risk potential. Any anomalies are subject to a more in-depth review. “ESG criteria (see box) have long been part of every procurement decision”, says Caroline von Buchholz. “The Supplier Code of Conduct commits our suppliers to climate protection, energy efficiency, and fair working conditions”. In order to consistently advance this issue, the procurement department has developed expertise and introduced new processes in recent years.

A mammoth project called CSRD

They are in contact with many departments, including procurement, compliance, finance, human resources, production and corporate security, as sustainability affects all business areas. Also, each Rheinmetall division has sustainability managers who are explicitly dedicated to ESG. Sabine Becker and her team collaborate with the specialist departments and the divisions’ ESG managers, forming a network that spans throughout the entire group.

They experienced just how well cross-divisional cooperation works within the group when the new EU directive on sustainability reporting was introduced: the Corporate Sustainability Reporting Directive, or CSRD for short. “We had very little time to implement this extremely complex set of rules, which required a great deal of interpretation”, recalls Sabine Becker. It was a mammoth task. “Each division had to provide corresponding data, some of which did not yet exist in this form”, she says. Processes were redesigned and interfaces created. New application instructions from Brussels had to be regularly observed, and implementation tips discussed. Rheinmetall’s acquisitions also played an important role, such as the takeover of US vehicle specialist Loc Performance at the end of 2024. The same applied here, too: ESG data and certificates had to be requested, processed and integrated. “Overall, it was a very exciting process for us because the directive had to be applied by all large companies in Europe for the first time, and we had no prior experience to draw on”, says von Buchholz in hindsight.

Apparently, the so-called traffic-light coalition (SPD for red, Greens and FDP for yellow) collapsed which led to the circumstance that the German government could no longer continue on passing the law on the national implementation of the CSRD through the German Parliament, the Bundestag. Rheinmetall was therefore faced with a decision: should we stay idle or should we press ahead? The group opted for the latter. “It’s important to emphasise that we did this voluntarily”, as von Buchholz states. What began as a regulatory obligation has developed into a strategic project that will provide valuable insights into the company’s resilience.

The people behind the figures

Rheinmetall is currently experiencing strong growth, and this expansion brings new challenges, not only in the media coverage. “Every month, new employees join the company”, says Becker. “The Human Resources team does a lot in terms of recruiting, but they also consistently address the question: How can we integrate a large number of new colleagues into the company in a sustainable manner?” New employees familiarise themselves with the Rheinmetall world through onboarding processes. When acquisitions take place, Corporate Communications organises ‘Welcome Days’ for the new members of the workforce.

“The acquired companies bring their own culture, processes and ideas about how a company should operate sustainably. Therefore, growing together ultimately requires commitment from either side, and it’s wonderful to experience this process”, as Sabine Becker points out.

Sustainable use of energy

In addition, the Corporate Sustainability department is working with the divisions’ energy management and ESG managers as to reduce greenhouse gas emissions within the company. The goal is ambitious: to achieve CO₂ neutrality for Scopes 1 and 2 by 2035. Rheinmetall uses data from its energy suppliers to calculate its Scope 2 CO₂ emissions, which is a market-based approach. By self-setting the deadline, the Düsseldorf-based DAX company is going beyond the EU timetable. The benchmarks have been set at 4.2 per cent fewer emissions and 1.7 per cent less energy consumption per year. While these may sound like small steps, they represent a significant undertaking for a company of this size. All large sites must implement an energy management system in accordance with ISO 50001. The proportion of certified energy consumption increased from 45 per cent in the previous year to over 70 per cent by the end of 2025.

The purchase of renewable electricity has more than doubled within two years. “We are able to achieve a large proportion of our emission savings by purchasing green electricity”, reports Becker. This is currently the most cost-effective and fastest measure to implement. In the coming years, Rheinmetall aims at getting 100 per cent of its electricity from renewable sources. However, it’s not just about electricity. Some plants are now heated by wood-chip burning plants, while others use district heating or recover waste-heat from paint shops. “In the first years, our energy goals were relatively easy to achieve”, explains the Head of Corporate Sustainability. “Across the group, we started with the obvious measures, such as replacing standard light bulbs with LEDs. That alone saves a significant amount of energy. These quick wins have now been realised. From now on, it will be more challenging”, says Becker.

Sustainability in transition

Rheinmetall is showing how the defence sector can be made sustainable to ensure resilience. The DAX-listed company is developing solutions to provide the armed forces with e-fuel-based fuels. The aim is to strengthen the long-term energy self-sufficiency and resilience of European armed forces, while also contributing to the stability of critical energy infrastructure. Further projects to promote greater independence are already in the pipeline. Sabine Becker reports, “Together with the divisions, we will examine the extent to which the circular economy could be relevant for Rheinmetall in the future” – both in terms of portfolio production and with regard to the supply chain for materials.

Safety as a guarantor of sustainability

For a long time, companies in the defence industry have had to justify their products. However, since the war in the Ukraine and the growing threat to Europe by Russia, their relevance can no longer be denied. Public perception has changed significantly. Security is increasingly recognised as a prerequisite for the sustainable development of states and societies. After all, a stable framework is necessary for climate and environmental protection, education and prosperity.

“We are not at war, but we are no longer at peace either”. With these words, the Chancellor of the Federal Republic of Germany, Friedrich Merz, outlines the security situation in which Germany and Europe are at present. It is difficult to determine who exactly is behind the unmanned drone attacks. There are many indications that it could be Russia, by using them as a means of hybrid warfare. However, there is no doubt that the European airspace remains inadequately protected against such threats. In Germany, there is another complicating factor. Politics, the armed forces, security forces, society and the judiciary are ill-prepared for the invisible fronts in hybrid warfare. Depending on the type of drone and the airspace violated, responsibility lies with either the Bundeswehr, the state police or the federal police. Furthermore, the military is only permitted to operate armed within the country during times of tension or defence, but not in times of peace. To date, a corresponding amendment to the law has not yet found a majority in parliament.

In response to the new nature of hybrid warfare, there are various approaches in EU and NATO to pursue an ambitious project: a so-called drone wall is to protect Europe’s eastern flank from unmanned aerial vehicles. Such a multi-stage defence system could consist of sensors, jammers and high-tech cannons.

Digital networking will increase efficiency

The focus is therefore on highly mobile, interoperable systems that can be flexibly deployed wherever they are needed. Oliver Dürr, Head of the Electronic Solutions Division and Managing Director of Rheinmetall Air Defence, explains: “Effective drone defence requires comprehensive networking of all sensors, effectors and units involved. This is the only way to detect and assess threats at an early stage, speed up command channels and respond to attacks with the appropriate level of intensity”. After all, using the proverbial sledgehammer to crack a nut can pose greater risks in a civilian environment than the drone itself. The key lies in proportionality – and in the speed of response. “As a systems provider and one of the world’s leading manufacturers of close- and short-range air defence systems, we have extensive expertise in developing appropriate solutions”.

Multi-layered air defence

Drones are easy to combat because they often fly at slow speed and at a low altitude. Nevertheless, there is no comprehensive defence technology, according to Dürr. “They are all too different”. The challenge is to detect small mini and micro drones, and in the defence against swarm attacks. According to Dürr, success in air defence requires the combination of several countermeasures. These range from electronic jamming devices (known as jammers) and microwaves via fighter drones, ram drones, tube weapons and high-energy lasers. Modern guided missiles are also effective at disabling UAVs. However, these methods are far more expensive than conventional ones.

Protection of civilian infrastructure

In the civilian sector, jammers are a widely used defence technique. They interrupt communication between the drone and its pilot. Hence, the UAV can be forced to land or to be ‘taken over’, or they crash. Some countries have also equipped their military with special fire control sights for handguns to take drones out of the sky with targeted shots as a rapid response measure. Other armed forces use scatterguns to shoot down flying objects at close range as their pellets quickly lose speed and energy. This makes scatterguns safer for use in urban environments than firearms with full metal jacket bullets. Some ammunition manufacturers have already responded by developing their own anti-drone formulations.

Cannons against swarms

And in the traditional military sector? Here, cannon-based air defence systems such as Rheinmetall’s Skyranger are impressive in terms of efficiency, reliability and cost-effectiveness. “Modern machine guns are in high demand as for the cost-effective counter measures against inexpensive drones at a closer range”, says Oliver Dürr. The Ukraine is set to receive the Skyranger with the 35 mm medium-calibre cannon before the end of the year. Further Skyranger 30 systems will be delivered to various NATO and EU countries from mid-2026 onwards. These include the Bundeswehr, who ordered 18 series-production anti-aircraft gun tanks on the Boxer vehicle, and have been testing a prototype since January 2025. The procurement of this new defensive weapon is part of the European Sky Shield Initiative. In addition to Germany, 23 other European countries are participating in the programme to contribute to a comprehensive air defence for Europe.

When fiction becomes reality

“In addition to electronic, drone and cannon-based defence technologies, laser weapon systems will become significantly more important in the future”, says Alexander Graf, Head of Programme Management for Beam Weapons and Research & Technology at Rheinmetall Weapon and Munition in Unterlüß. “The German Navy has already tested technologies that we have only seen in science fiction movies until now”. Rheinmetall is also on board. The company is investing heavily in developing modern laser weapon systems and is working alongside European partners to create practical solutions for usage by land and naval forces.

“Systems with outputs of around 30 kilowatts and above are seen as tactically deployable in the future, particularly for drone defence”, Graf reports. These systems offer decisive advantages over conventional weapons. They require only electric energy. If sufficient power is available, they can fire their photon beam at almost unlimited speed. Even small and agile targets such as drone sensors can be hit reliably and precisely from a distance of up to several kilometres. Since laser weapons do not use physical ammunition, the risk of collateral damage during operations in urban areas is extremely low. The cost per shot at around €1.50 is also reasonable.

When it comes to defending drones, Europe can learn a lot from the Ukrainian experience. Every day, Ukraine demonstrates how effective defence works today: flexible, with modular technology and staggered systems. The industry has the right solutions at its disposal. Now it’s up to the politics.

Many names, one projectile family

Within NATO, 155 mm shells are the standard calibre for artillery. This type of weapon continues to play a key role within the defence alliance. Together with the RH1412 ammunition type, this modular shell is suitable for different ranges. In addition to classic explosive applications, there are also illumination and smoke shells, for example.

“Full Shot”

As one of the world’s largest manufacturers of large-calibre ammunition, Rheinmetall has a high level of expertise and production capacity along the entire value chain. The Düsseldorf-based technology group supplies the “Full Shot” from a single source – from the projectile and fuse to the propellant charge.

Response to global challenges

Since Russia’s war of aggression, the demand for 155 mm artillery ammunition has risen dramatically. It is not only Ukraine that needs it for its defence. The armed forces of European NATO countries also need to replenish their empty stocks in order to be ready for war in case of emergency. Rheinmetall is expanding its production capacities at record speed. The company only started operating Europe’s largest ammunition factory in Unterlüß in 2025. A plant is currently being built in Lithuania, and production facilities in Ukraine and Latvia are already in the planning stage. By 2027, Rheinmetall aims to produce a total of 1.5 million artillery shells per year with its global production network, which also includes factories in Spain, Hungary, Australia and South Africa.

What makes the collaboration with BVB so special for Rheinmetall?
Caroline-Ann Schmitz: We work with Borussia Dortmund in a wide variety of areas as we have many points of contact and shared values. At Rheinmetall, we have been operating a comprehensive health management system with the appropriate structures in place for more than a decade. This means, among other things, that we actively promote the physical and mental health of our employees in a holistic manner. The cooperation with BVB ideally complements our work in this area.

Christian Diercks: Borussia Dortmund is much more than just a professional soccer team—it has over 1,200 employees who contribute their expertise. This diversity is what makes our partnerships so strong. We don’t work with a set formula, but rather develop customized solutions tailored to the needs of our partners. We always ask ourselves: How can we as a club have an impact on society? And how can we work with our partners to generate momentum?

The partnership has now been in place for over a year. What have been your favourite moments together?
Caroline-Ann Schmitz: It’s hard to say – I think all of our projects are great. The trainee health days are particularly close to my heart. At the start of the training program, we organize project days together with BVB and other partners focusing on exercise, mental strength, and healthy eating. It’s valuable for us as a company to communicate these topics. But when Christian Diercks and his team from the BVB Evonik Football Academy are there, the content takes on a whole new dimension. And when former BVB pros send video messages of congratulations and emphasize how important it is to stay physically and mentally fit, we reach our trainees on a much deeper level.

Christian, what was your personal highlight?
Christian Diercks: The Blue-Yellow Cross with Ukrainian children from Kharkiv, Kherson, and Zaporizhzhia coming to visit was particularly moving. They had to leave their homes because of Russia’s war of aggression. Together with Rheinmetall, we wanted to make a statement with an adventure day in Dortmund – and return a little bit of normality and joy to the children. The partnership made it possible to give these young people a little break. This shows the social added value we can create together.

Rheinmetall has been involved in health management for quite some time. What new perspectives does BVB bring to the partnership?
Caroline-Ann Schmitz: As a responsible employer, the health of our employees is very important to us. Job applicants also ask specifically about health services. The partnership with BVB opens up new opportunities for us: our health days and campaigns, which we have been organizing for years, are given a whole new dynamic by the presence of prominent BVB legends, coaches, and nutrition experts. Not only do they contribute their expertise, but they also attract a great deal of attention. This allows us to reach those who have not been particularly concerned with health issues in the past.

You not only work with professional players and those who want to become one, but also with children and young people in popular sports as part of the BVB Evonik Football Academy. These are all people who enjoy sports anyway. But how do you manage to motivate adults, perhaps even those who are not particularly interested in sports?
Christian Diercks: It’s true that children and young people are easier to inspire. But appealing to adults on an emotional level is crucial. We want to promote a positive image of sports – not just football. Our professional players and coaches are credible ambassadors. With the BVB logo on their chests, they immediately enjoy a high level of acceptance. I’ve been to Australia recently, where we cooperate with the German International School Sydney. There, I saw how naturally people of all ages exercise in the mornings—with a smile on their faces. Eighty-year-olds doing yoga together on the beach – that made a deep impression on me. I thought: that’s exactly what I want to achieve here. Exercise shouldn’t be seen as a chore, but as something enjoyable.

Has the cooperation with BVB changed the attention to and acceptance of your health offerings and services?
Caroline-Ann Schmitz: Definitely. Sports and exercise not only motivate physically, but also promote cohesion, team spirit, and resilience – social skills that are extremely important in everyday working life. When a BVB expert or club legend gives a talk at our company, their name alone attracts attention. Many may initially come to meet the person – and then happen to hear a lecture on health. If that’s what opens the door, we’ve achieved our goal. As Christian said, it’s about people taking responsibility for their own well-being out of their own motivation. We offer structures and strategies – but personal responsibility has to grow.

Our ‘Rh Active’ triathlon is deliberately designed to be accessible to everyone. It’s not about performance, but about the time spent exercising. So, we are looking for the team at our locations worldwide that spends the most minutes in one, two, or all three disciplines—walking, swimming, or cycling. The distance covered or the speed are completely irrelevant. The three most successful locations receive trophies made by our trainees themselves. The cash prizes go directly to health management at the respective location. The absolute highlight: BVB organizes a customized event on site for the winner. If that’s not motivation, what is?

How do you measure the success of your health management program at Rheinmetall? Are there any key figures that can be used to measure this?
Caroline-Ann Schmitz: Rheinmetall is growing quickly – demand for our products is high, and capacity utilization is correspondingly intense. At the same time, demand for our health services is increasing. I see this as a shift in thinking: our employees recognize that health is their most important asset. And that is a key encouraging aspect.

Christian Diercks: It’s about changing perspectives. We see that Borussia Dortmund is not only successful as a club, but also capable of raising awareness for issues in such a way that people are willing to change their usual behavioural patterns. If we manage to convey the ideas of exercise and health not as chores, but as an opportunity, we will be successful and make a real contribution considering the social responsibility we bear.

Would you agree with this conclusion? Health promotion works particularly well when it touches people. With credible ambassadors, authentic stories, and a common goal: taking responsibility for a healthier society.
Caroline-Ann Schmitz: We would both agree with that.
Christian Diercks: Absolutely!

Popular rapid-fire gun

While the High Command of the German Army initially decided against purchasing Rheinmetall’s innovative recoilless gun around 1900, the 7.5 cm field gun was in high demand internationally. Alongside Norway and the USA, Great Britain was among the first buyers. The advantage was that soldiers no longer had to reposition the gun after firing, which allowed a much higher firing rate per minute compared to static field guns.

After World War II, civil engineering and electrical engineering initially dominated business abroad. Following the acquisitions of Pierburg (1986) and Kolbenschmidt (1997), and the strategic focus on the automotive market, Rheinmetall’s international presence reached a new dimension. Exports of defence equipment remained low until the end of the Cold War due to the War Weapons Control Act. Alongside its main customer, the Bundeswehr, mainly NATO countries were placing orders at the Düsseldorf-based defence and technology corporation until 1991.

At the 2024 Summer Olympics in Paris, the German women’s 3×3 basketball team sensationally won the gold medal. This suddenly elevated the previously little-known sport into the spotlight. The capital of North Rhine-Westphalia is one of the strongholds of 3×3 basketball in Germany – with Rheinmetall as its sponsor. For almost three years, both the women’s team of the Düsseldorf ZOOS and the men’s team of the Düsseldorf LFDY have benefited from the commitment of the traditional corporation. Rheinmetall has signed a sponsorship agreement with D.SPORTS, the state capital’s sports marketing platform. Meanwhile, all eyes of top-level sport are firmly fixed on Los Angeles. In 2028, flag football, a sport similar to American football, will be part of the Olympic programme for the first time. Rheinmetall is supporting four national players on their way to the Olympics in California through the Düsseldorf Firecats women’s team.

WORLD-CLASS LEVEL FROM DÜSSELDORF

Other flagships of the “sports city of Düsseldorf” include the table tennis Bundesliga club Borussia Düsseldorf, with icon Timo Boll as its most prominent athlete in this sport. For the 44-yearold former number one in the world rankings, the Olympic Games in Paris were already the seventh at which he was able to compete for Germany. He looks back on the major sporting event in the neighbouring country with mixed feelings: “It was tough for me that we were kicked out in the quarterfinals. The disappointment right after the match, not being completely satisfied with my own performance, and the fact that all the hard work hadn’t paid off as I’d hoped, was all there”. Paris also marked the end of Boll’s table tennis career in the national team. “The chants overwhelmed me. Even though it was obviously great to get so much feedback from the crowd.” For Alexander Schilling, CEO of Borussia Düsseldorf, the sponsorship is hugely important: “The support of companies such as Rheinmetall enables us to secure the financial resources we need in order to develop the team, sponsor talented players, and stage events”. The table tennis club also says that the partnership with renowned companies strengthens its image and makes it more attractive for other sponsors.

RHEINMETALL SUPPORTS REGIONAL TOP-CLASS SPORT

The Düsseldorf-based technology corporation has been located in the state capital for more than 130 years and is involved in many ways in regional top-class sports. Since the 2024/25 ice hockey season, Rheinmetall has also been a premium partner of Düsseldorfer EG (DEG), one of Germany’s most traditional ice hockey clubs. DEG is currently facing a bitter sporting and economic setback with its relegation from the German Ice Hockey League, of which the club was a founding member. In order to organise the restructuring and manage this difficult phase, the DEG shareholders have appointed two former professionals as new CEOs: Andreas Niederberger and Rick Amann. Both won several German championships with the club. Successful former defender Niederberger firmly believes in DEG’s comeback: “With partners like Rheinmetall at our side, we not only have the economic foundation but also the necessary charisma to provide new impulses”.

The cooperation with Rheinmetall goes beyond traditional sponsorship. Through D.SPORTS and Rheinmetall’s support of top-class sport in the city, the popular sport activities and sporting culture in the city are enhanced. Timo Boll, who wants to be more involved in promoting young talents in future, sums it up: “Sometimes it’s not just talent that counts, but also someone having faith in you. Partners like these are priceless for sport.”

More information about Rheinmetall’s social commitment can be found here.

For over 100 years, electric motors have been manufactured in the small Saxon town of Hartha, which has a population of just 7,000. Over the past century, the company has built up extensive experience in the development and manufacture of all types and sizes of electric motors, which are used in a wide variety of products and industries. In addition to its technologies for combustion engines, the plant is therefore also at the cutting edge of electromobility. But not only there!

An example of German history

At the same time, the history of this traditional location in the triangle between Chemnitz, Dresden, and Leipzig reflects German history. Founded in the economically turbulent year of 1922, the plant’s product portfolio had already been affected by World War II, and its conversion into a state-owned enterprise in former East Germany did the rest. Hartha quickly became one of the most important and largest electric
motor manufacturers east of the river Elbe. With up to 3,200 employees at nine production sites, ELMO – then known as VEB Elektromotorenwerk Hartha Sachsen – also supplied the former Eastern Bloc with electric motors. This period also saw the emergence of a special defence technology facet of the site, which at the time carried out orders for the East German Army under the utmost secrecy, and even manufactured electric motors for the Soviet space programme, which were used to adjust cameras in space capsules and satellites.

Wide range of products

The list of innovations and components “Made in Hartha” is tremendous. To mention just a few: since the 1990s, the portfolio ranges from vacuum pumps and motors for electric fuel pumps to plastic suction pipes, electronic throttle controls, drives for truck exhaust gas recirculation systems, and secondary air pumps to the latest water circulation and coolant pumps. These are complemented by products for electromobility and new drive systems, such as a hydrogen recirculation blower for fuel cells
and an extremely powerful 2,000-watt electric coolant pump.

RISING FROM THE ASHES LIKE A PHOENIX

The site, which was literally lying on the ground after the fall of the Berlin Wall, has developed continuously since its takeover by the Rheinmetall group in mid-1992. The Rheinmetall subsidiary Pierburg invested heavily in renovating buildings in need of refurbishment and replaced the machinery. “We are proud of the growth and seamless integration into our corporate group that has developed under the changing management teams” says Mario Schäfer, who has been managing the Saxony plant since 2017. For the production specialist, the integration of his site into the corporation’s development activities is particularly important. “With our trained team on site and in cooperation with our central development department in Hartha, we have developed a significant number of products which today make a major contribution to the success of the site and the entire corporate group, and will continue to do so in the future. To accomplish this, we have a team of 51 people working in this area alone in Hartha. They make up more than an eighth of the total workforce.This illustrates another focus of this site in addition to our manufacturing expertise”.

From humble beginnings, Hartha saw growth not only in sales but also in its buildings as new products soon required new production halls. This even involved complex electromagnetic coupling of the hall floor, which ensures that employees are permanently earthed, so that sensitive circuit boards and electrical circuits are not damaged by flying sparks.

WATER CIRCULATION PUMP BECOMES A SUCCESSFUL PRODUCT

Together with their colleagues at the headquarters in Neuss, the Hartha team developed the “WUP”, an electrically commutated water recirculation pump that does not require any wearprone brushes. This outwardly unremarkable component, which can be used in a wide range of applications, quickly became a million-seller. By now, the fourth generation of this little all-rounder is rolling off the production line in the largely automated Saxony factory and has exceeded total production of 100 million units. In 2004, Hartha also became the central manufacturing site for an electrically driven coolant pump – a global novelty in the automotive sector at the time. It enables demand-based control of the coolant flow in the engine and is now an internationally sought-after product, not least in view of increasingly stringent exhaust emission regulations. It is also used in new drive forms.

Another positive effect of the plant’s successful story is reflected in the increased number of employees. Today, the plant has 360 employees, with current and future products potentially offering further growth opportunities.

Major supplier

Today, the site is not only an extremely important supplier to the automotive industry. Products from the small Saxon town are to be found in drivetrains but also, for example, in auxiliary heaters and in cooling systems for electronics and seats. In addition to this traditional portfolio, the plant is constantly driving forward a comprehensive transformation of its product range. The Hartha team is also focusing on new technologies in the fields of mobility, digitalisation, home automation, and energy.

But the proverbial Saxon inventiveness and the team’s constant focus on the future go even further. Innovative miniature capacitors, the latest product from Hartha, have recently elevated the plant into a completely new era and given it a huge lead over its global competitors. For this, several million euros have been invested in a new production hall and the corresponding production lines at the site. The latter are the only ones of their kind outside the USA.

FUNDED BY THE STATE OF SAXONY

The Free State of Saxony has also recognised this internationally outstanding position and decided to subsidise the manufacture of these new progressive products with seven million euros. These tiny technical marvels consist of thousands of microscopic nano-layers and are ultimately no bigger than a matchbox. “The areas of application for our capacitors, which are mainly used in inverters, are extremely diverse, not least because of their small size”, says Schäfer. “Our exceptionally space-saving components can be used wherever direct current needs to be converted into alternating current. In addition, our existing machinery enables us to produce larger high-voltage capacitors according to customer requirements.”

The range of applications for these products, which are new to the plant’s overall portfolio, stretch from solar and wind power systems to automotive engineering and (yet again) to aerospace. Numerous other industrial sectors can also be added. This gives lasting confidence in the future development. “In Hartha, we have extensive compensation options and an innovative product range”, says the plant manager, “which enable us to maintain and expand our favourable market position even in the current difficult times within the global automotive industry”. It is therefore no surprise that the Rheinmetall plant in Hartha, Saxony, has been located on what is now Sonnenstraße (eng. “Sun Street”) since the mid-1930s. “Nomen” is not just a proverbial “omen”.

From the meeting point in Cologne, BVB team buses took the guests to Dortmund, where a surprise awaited them at the Signal Iduna Park. Roman Weidenfeller, 2014 World Cup winner and long-time BVB goalkeeper, welcomed the group with a selfie session and autograph signing. After lunch and a tour of Germany’s largest stadium, the girls and boys, dressed in new BVB sportswear, began training at the academy: passing, dribbling, shooting goals. Playing football offered the guests a piece of carefree normality. A Ukrainian-speaking coach interpreted when language barriers arose.

More than 6.8 million people from Ukraine are currently living in exile abroad, 40 percent of them are children. Most of them have suffered from traumatic experiences. Even in Germany, the youngsters are confronted with images of the war in the media. This makes it all the more important to give them a short break with activities such as the visit to BVB, where they can forget their worries and fears for a moment.

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Combustion engine

A combustion engine isn’t just started; it’s more or less awakened to life. In idle mode, it vibrates with a gentle pulse, breathing in and out as it waits for new tasks. A quick jab of the accelerator and its eager babbling transforms into an aggressive snarl. There’s no doubt: this is an extroverted creature at work, eager to show off its strength with a roar. When driving, the engine and gearbox enter a symbiotic state that results in a unique, even sensual surge of power. It is not mathematically linear but follows its own laws; one can sense that experts with petrol in their veins have finetuned the complex interplay of torque and output to achieve an optimum performance. And when the work is done, a quick press of the off button interrupts the engine’s circle of life. The fuel supply and ignition are cut off, the crankshaft turns once more, and only the ticking and clacking as the engine cools bear witness to the previous display of muscle power. Compared to other drive concepts, the combustion engine may be an old-school roughneck, but it is one with a soul and character. Whether it’s a family van, sports car, heavy-duty truck, construction machine, or ocean-going liner on a long voyage – there’s no getting away from the combustion engine. This is especially true when high performance is required over long periods of time, such as in industrial applications, and also in motorsport. There is no such thing as giving-up in its world. As a powerful endurance athlete, it is the undisputed long-distance champion, while electric drives, with their overly expensive batteries, run out of steam after just a short sprint. With combustion engines, the range is defined solely by the tank capacity.

Emissions manipulation and fraud scandals cast a dark shadow over its past, but this can no longer be held against it today. Especially since, from a technical point of view, it undoubtedly has what it takes to be “Mr Clean”. The developers’ goal is “zero impact emissions”, i.e., pollutants in concentrations below the detectable limit. The necessary exhaust treatment systems are already available on the market; they just need to be properly dimensioned and adapted.

Concerning climate-damaging carbon dioxide, the only solution to that is to replace fossil fuels with alternative ones. Indeed, this idea is not new. Henry Ford actually wanted to run his legendary Model T on biofuel. Farmers in the USA were supposed to produce it from their crop waste and sell it directly off the roadside. As we know, things turned out differently because the oil industry took over the market very quickly with a large network of petrol stations.

When discussing alternative fuels, critics often point to the lower efficiency of their production compared to the direct use of electricity from wind and solar power plants in electric cars. Ultimately, this objection is pointless. If we seriously intend to meet the CO₂ goals we have set ourselves in Germany and the EU, it is needless to say that we will have to use both forms of energy at the same time. This is because it is simply not possible to build enough wind turbines, solar panels, and supply lines in Germany quickly enough to fulfil the huge demand for alternative energy sources that will be required when phasing out fossil fuels. Not to mention the insufficient market penetration of electric cars. So why not take a pragmatic approach and produce green energy in areas of the world that are sparsely populated but have sufficient wind and sun – and then import it? Both sides would surely benefit: these often underdeveloped regions would profit from an economic boost, and we would be less dependent on the ups and downs of the electromobility industry and its major players in China. We also wouldn’t end up slowing down our economy quite so drastically. Whether the price of fuel generated from renewable sources can compete with the direct use of locally generated solar and wind energy is something that should be decided by market forces rather than at negotiating tables. Another advantage of e-fuels – alternative fuels with chemical and physical properties similar to petrol or diesel, is their backward compatibility with vehicles already on the road. E-fuels can be mixed with fossil fuels or even used in their pure form, turning every vehicle in the existing fleet into a climate-friendly eco-mobile. The combustion engine is far from being out of fashion!

Electric drive

Battery-powered electric driving can be summed up in one simple phrase: hit the accelerator and have fun! The unrivalled performance of the electric motor, delivering maximum torque from the very first revolution, combined with direct power transmission without a power-sapping clutch or traction interruption during gear changes, results in acceleration that inevitably puts a smile on your face. By firmly pushing down the pedal, you can feel like being behind the wheel of a dragster trying to outrun its competitors in a quarter-mile acceleration duel. The triumphant glance goes to the car next to you, still trying to keep up with its antiquated combustion engine.

While the driver enjoys moments of exhilaration, the electric drive remains calm and restrained. It is present, but never intrusive, preferring to let its performance speak for itself. Instead of petrol, electrons flow through the electric car: plus and minus, cathodes and anodes, electrons and protons, charging and discharging – who would deny that a drive system based on the balancing of charges, which in a sense strives for perfect harmony, has something calming about it, especially in today’s polarised world? However, should drivers change their mind, the electric drive can also show a different side. You drive gently, glide along the road, and enjoy the smooth delivery of power. Since the electric drive is virtually silent, it is the sound of the tyres on the road, the rush of the wind and the hum of auxiliary systems like the air conditioning, power steering, and brakes that shape the pleasantly quiet ambience. The car is becoming a wellness oasis, often offering more comfort than the living room at home, with additional features such as massage seats and infotainment functions. The step towards automated driving, which completely relieves drivers of the stress and strains of daily traffic thanks to an electronic autopilot, is just around the corner. In addition, drivers can enjoy the fact that they are driving without locally producing CO₂ emissions.

The unrivalled comfort and ease of easy handling of electric drives were already key drivers of the first electric car boom, which began at the end of the 19th century. By 1900, 40 percent of all vehicles in the United States were electrically powered, and in New York, the figure was as high as 50 percent. The peak of the electric car wave came in 1912; after that, it was a steep decline until electric cars became nothing more than a footnote in the history of technology. After electromobility re-entered the race for the crown of future drive evolution a few years ago, it has been rapidly gaining ground on the combustion engine, and in many areas it has already overtaken it. There are many levers of technical progress. Concerning electric motors, these include high engine-speed concepts, improved thermal heat dissipation for higher continuous output, and general measures to increase efficiency in the specification sheet. The greatest potential for innovation, however, lies in battery technology. In the future, the gap between battery development is set to widen even further: on the one hand, there will be affordable but relatively low-performance systems for the mass market, such as lithium iron phosphate and sodium-ion batteries; on the other hand, there will be high-tech lithium-ion batteries designed for high performance and ultra-fast charging. Solid-state batteries are considered to be the benchmark for the next or even the follow-on generation of energy storage technology. At the same time, there are still urgent issues that need to be addressed. These include the often environmentally destructive mining of raw materials, the working conditions in local mines, and the geopolitical tensions with the exporting countries.

The vehicle of tomorrow will undoubtedly be electric. Filmmaker Robert Zemeckis was well aware of this when he had smart Doc Brown convert the DeLorean to electric drive before sending it back in time in the blockbuster film Back to the Future. Even today, electric cars offer locally emission-free mobility with a high level of driving pleasure and comfort. Thanks to continuous development, they will soon be able to perform even better at a lower price. The real question is therefore not if, but rather when, to get on board and start driving into an electrified future. For Doc Brown, it was in 1985.