The ‘From Defensive to Adaptive’ Conference Final Report

Reports, presentations and more

15 juni 2017 A musical welcome by the Band of the National Reserve Corps Contents

Blz. Introduction 5

Summary of the day 6

From Defensive to Adaptive Jeanine Hennis-Plasschaert, Minister of Defence 10

Questions for the Minister 12

Why should the business community get involved with Defence? The armed forces as ‘School of the Nation’ and instrument of industrial politics Hans de Boer, Chair, Confederation of Netherlands Industry and Employers (VNO-NCW) 14

Questions for Hans de Boer 16

We have already crossed the starting line Vice Admiral Rob Bauer, Chief of Defence (designate) 18

Questions for Chief of Defence (designate) Bauer 20

The UK perspective on the Adaptive Armed Forces General Sir Nicholas Carter, Chief of the General Staff, British Army 22

What does an Adaptive Organisation require? Marjolein ten Hoonte, Director Labour Market and Corporate Social Responsibility, Randstad Group NL 24

Questions for Marjolein ten Hoonte 26

Presentation of the results of the breakout sessions 28

Young Professionals and the Adaptive Armed Forces Marian van de Venn and Nissrin Dkhissi, Chair and Board Member, Young Defence 32

Questions for Young Defence 34

Adaptive capability, entrepreneurship and the reservist Denis Maesen, Chair, Platform for Independent Entrepreneurs 36

Questions for Denis Maesen 38

Public support for Adaptive Armed Forces Raymond Knops, Member of Parliament and Member of the Parliamentary Standing Committee for Defence 40

Questions for Raymond Knops 42

Conclusion Vice Admiral Rob Bauer, Chief of Defence (designate) 44

Overview of suggestions from the breakout sessions 46

Background information 15 June 50

Concluding remarks by the Vice Chief of Defence 52

Further Information about Adaptive Armed Forces 54

3 4

Introduction Ladies and Gentlemen,

The conference on the Adaptive Armed Forces held on 15 June 2017 was a resounding success, with more than six hundred enthusiastic participants expressing their eagerness to contribute to the transition to a more agile and adaptive armed forces.

I was extremely pleased by the large show of interest, enthusiasm and dedication by the participants, both in the presentations and in the breakout sessions. It was the participants’ pro-active attitude that made 15 June a success.

I would like to take the opportunity to send a few words of thanks to the people who organised the conference. In a short period of time, they put together an outstanding conference programme, formulating many new ideas and plans for the Adaptive Armed Forces. Thank you!

The process for achieving the Adaptive Armed Forces is fully under way. In the coming years, we will be requesting your further involvement and informing you on the progress made. Your continued support is of inestimable value to our armed forces.

For those who took part in the conference, this report will call pleasant memories to mind, and for those who were unable to attend, it will give a good impression of the day’s discussions.

Jeanine Hennis-Plasschaert Netherlands Minister of Defence Introduction Time Activity 08:00 - 09:00 Reception 09:00 Welcome by the Conference Chair Colonel Dick Scherjon, Head of the Bureau Reservisten en Samenleving [Reservists and Society Office] & Secretary of the External Sounding Board of the Adaptive Armed Forces 09:15 Information about the interactive working method for the day 09:30 ‘From Defensive to Adaptive: a strategic choice’ Jeanine Hennis-Plasschaert, Minister of Defence 10:00 ‘Why the business world should get involved with Defence’ Hans de Boer, Chair, VNO-NCW & Chair of the Defence Business Platform 10:20 We have already crossed the starting line Vice Admiral Rob Bauer, Chief of Defence (designate) 10:40 The UK perspective on the Adaptive Armed Forces General Sir Nicholas Carter, Chief of the General Staff, British Army What does an adaptive organisation require? 10:50 Marjolein ten Hoonte, Director of Labour Market and Corporate Social Responsibility, Randstad Group 11:10 Introduction of the day’s work assignment 11:20 Start of breakout sessions, plus coffee break and open lunch 15:00 Individual brainstorming (plenary auditorium) 15:20 Presentation of the results of a number of breakout sessions to the Chief of Defence (designate) 15:40 Labour market and the Adaptive Armed Forces for starters Marian van de Venn, Chair, Young Defence 16:00 Adaptive capability, entrepreneurship and the reservist Dennis Maesen Chair of the Board, Defence Business Platform 16:20 Public support for the Adaptive Armed Forces Rayond Knops, Member of the Parliamentary Standing Committee for Defence 16:40 Conclusion by the Chief of Defence (designate) 17:00 - 18:00 Refreshments and informal discussion 18:00 End of conference

6 Summary of the day From Defensive to Adaptive In her remarks, Jeanine Hennis-Plasschaert, Minister of Defence, emphasised On 15 June 2017, the ‘From Defensive to Adaptive’ the fact that uncertainty has become the only certainty Conference was held in the Cimic Centre of Excellence in the world. The armed forces must be more adaptive on the Brasserskade in The Hague. The event was a in order to respond to changing circumstances. stimulating and fully attended working conference Collaboration with others is the key word. Within the dedicated to the Adaptive Armed Forces. Adaptive Armed Forces, this explicitly means sharing manpower and materiel. For this to work, Defence does The six hundred participants included Members of not need to own materiel, the Minister stressed, as long Parliament, top government officials, prominent as the organisation has access to what it needs. members of the business community and trade unions, as well we many flag officers and senior officers from all Why should the business community get invol- Services of the armed forces. ved with the armed forces? The armed forces as ‘School of the Nation’ and ‘instrument of For those who were unable to attend due to lack of industrial politics’. In his talk, Hans de Boer, Chair of space, a brief description of the day’s proceedings is set the employers’ association Confederation of Nether- out below. lands Industry and Employers (VNO-NCW) and Vice Chair of the Defence Business Platform, spoke about Day’s proceedings The day began with a short film of the importance of the Defence organisation for the employers talking about their experiences in dealing Netherlands as a trading nation. According to De Boer, with the Netherlands Defence organisation in general Defence can play an important role in Dutch society as and with reservists in particular. This was followed by a ‘School of the Nation’ by providing young people with short clip explaining the essential concept of sharing extra training, after which they can move on to jobs in manpower and materiel, as well as collaboration. the commercial sector. De Boer also advocated developing specialisation in the maritime, cyber security Object of the Day In his introduction, Conference and logistics fields. Chair Colonel Dick Scherjon emphasised that adaptivity depends on building a structural capability for change We have already crossed the starting line into the organisation. According to Scherjon, the goal of In his contribution, Vice Admiral Rob Bauer, Chief of the conference was to develop the concept of the Defence (designate), said that collaboration with the Adaptive Armed Forces. The most important activity on outside world is crucial on the way to achieving the the programme was the breakout sessions, during Adaptive Armed Forces. It will, however, require a which experience and know-how could be exchanged different approach. One example is that the armed forces and plans formulated. will have to start thinking in terms of ‘making available’, with regard to both materiel and personnel. During the Interactive By using Buzzmaster, the audience had the brainstorm session, Bauer encouraged people not to be opportunity to ask the speakers questions and to share afraid of putting forward unorthodox ideas. ‘I am not their ideas and suggestions. quick to reject an idea as unfeasible’, the Admiral said.

Colonel Scherjon at the opening session The Minister and Chief of Defence (designate) looking at questions on Buzzmaster

7 The UK perspective on the Adaptive Armed What does an adaptive organisation require? Forces General Sir Nicholas Carter, Chief of the British In her contribution, Marjolein ten Hoonte, Director of Army General Staff, had sent in a video of him speaking Labour Market and Corporate Social Responsibility at about his experiences with the ‘Whole Force’ concept. Randstad Group, said that being able to respond quickly The concept has a lot of common ground with the and anticipate the external environment is of vital Adaptive Armed Forces. ‘Whole Force’ revolves around importance to organisations in the global playing field. a number of different types of deployment, as well as In order to organise adaptively, it is important to be the integration of the capabilities contracted from the able to take stock of changes on the labour market, business community. It is a pragmatic solution for opportunities for collaboration between the business reducing the costs of military capabilities. community and the Defence organisation, as well as the culture that has yet to be created. Adaptivity begins with ourselves, Ten Hoonte asserted.

The breakout sessions After the presentations, the Conference Chair introduced the day’s work assignment. The participants were divided into 28 breakout sessions of varying compositions and were tasked with looking at various types of collaboration between Defence and civil society. Three specific proposals on the development of competencies, a logistic network, and what was referred to as the ‘Alliance Counter’, were subsequently presented to the Chief of Defence (designate). The Conference Chair stressed that the feasibility of all other suggestions Participants during the breakout sessions would be assessed at a later date.

8 Young Professionals and the Adaptive Public support for the Adaptive Armed Forces Armed Forces In his contribution, MP and Member of the Parliamentary Marian van de Venn, Chair of the young professionals Standing Committee for Defence Raymond Knops spoke network Young Defence, and Nissrin Dkhissi, member of about the support of the Dutch House of Representatives the Board of Young Defence, asked the audience, ‘Who for the process. Knops stressed that adaptive capability do you want to be?’ and shared their experiences on must be supported by a clear vision and that adaptive working for the Defence organisation. In the view of potential has to be put to good use. Success is only possible Young Defence, discussions are far too often about young if we work together, and that requires trust and risk-taking. people rather than with young people, and this is a According to Knops, the Defence organisation has to missed opportunity. The road to an the Adaptive Armed examine the how and why of the existing rules and Forces should engage the entire potential of the organi- regulations. Sometimes you have to dare to break the rules. sation, Van de Venn and Dkhissi said. Conclusion Adaptive capability: entrepreneurship and Vice Admiral Rob Bauer, Chief of Defence (designate), the reservist thanked all those present for their contributions and In his presentation, Denis Maesen, Chair of the Platform of positive energy. The admiral stressed that all the ideas Independent Entrepreneurs, spoke about adaptive would be carefully examined. Some of the proposals require capability, entrepreneurship and the reservist. In Maesen’s new ways of thinking, but in Bauer’s view, there is no view, adaptive capability is essential in order to remain alternative. Change simply has to happen. Bauer concluded relevant. Defence would benefit from entrepreneurship with by describing an example of a situation where Defence is a view to creating space for initiatives and experiments. In sometimes to blame for creating its own problems, and order to make this process work, doors have to be opened promised those present that he would be fighting against and guidance accepted, Maesen stressed. unnecessary bureaucracy in the armed forces.

9 Jeanine Hennis-Plasschaert, Minister of Defence From Defensive to Adaptive

The armed forces are constantly in a state of change; geopolitical and technological developments are moving at a furious pace. Uncertainty has in fact become our only certainty. To an ever-increasing extent, we have to be able to respond to external developments. We have to be adaptive in all respects, and this includes the composition of the armed forces and our human capital. The aim of this conference is to tell you more about called the Defensity initiative. This is the opportunity of ongoing developments and targeted changes, but also doing an internship for students wishing to gain to listen to your ideas about collaboration and opportu- practical experience with Defence. nities. Collaboration is a key word for the Adaptive Armed Forces. The concept helps us prepare to anticipa- These students are appointed as reservists. This initiative te changes and this is vital, because regardless of who may well stimulate young people to pursue a career with you are, we all benefit from security, stability and, Defence. Together, these approaches contribute to a above all, freedom. better bond between society and Defence.

Dutch military personnel fight for that freedom, as does Defence is collaborating with its partners, but more is the entire Defence organisation. Military personnel needed, such as a larger pool of reservists that we can ensure safe trade routes, protect our air space, elimina- deploy structurally. In order to facilitate this, it has to be te ISIS operatives, deactivate explosives, and much easier to combine different jobs. Reservists do not only more. Defence serves the Netherlands and its citizens. serve Defence, but have a civilian job too and this is In order to stay current and effective, the Defence why we are working on different forms of contracts. The organisation has to change. During the last term of requirement of deploying reservists in a more structural government, the armed forces received nearly 900 manner was a reason for setting up the Bureau Reservis- million euros in additional funding. This extra budget is ten en Samenleving [the Reservists and Society Office], enough to bring everything up to a basic level of and for experiments with different kinds of reservist readiness, but not enough for innovation. Moreover, deployment in various areas of Defence. The knowledge this basic level of readiness will be under pressure as and experience that reservists acquire is, moreover, also long as new investments are lacking. The extra funds important for civilian employers. Employers often see are furthermore not an answer to the challenges that Defence as an excellent training ground for personal face us, such as the question as to how we can make functioning. In short, at the Defence organisation better and faster use of the newest technologies, or people tend to undergo strong personal development. take advantage of the increased flexibility on the labour However, the concept of the Adaptive Armed Forces market, as well as demographic developments. encompasses more. It is also about a different method of working and building new relationships. Employment The population of the Netherlands is changing. The agencies, for example, could take over a share of the number of young people under the age of 25 entering recruitment and selection of personnel for us. In the labour market is declining. Unemployment is also Australia, this has been taking place for years, with decreasing. The consequences of these factors are positive results. Our civilian partners could also play a already being felt in the many technical jobs, but in the larger role in maintenance. In the future, for example, the future they will affect even more jobs. The question is majority of the maintenance of F-35s will be provided by how Defence can continue to attract and retain the industrial sector. Exchanging military and civilian highly- trained personnel who are capable of getting drivers and vehicles, and creating a pool of drivers and the best out of new technologies such as cyber materiel could put us in a good position to anticipate technology, robotics and nanotechnology. Other peaks and troughs. organisations and companies also want this kind of talent and competition is fierce.

It is important to maintain a sense of reality and we ‘Collaboration is have to look for other ways of staffing our organisation, for example through extensive collaboration. One the key word’ example is the agreements which Defence has had with civilian hospitals for some time now regarding sharing medical personnel. Defence also works with other These are only a few examples, but much more is organisations, such as schools and universities. At possible. Defence does not necessarily have to own the senior secondary vocational school [MBO] level, we materiel, as long as we can access it when we need to. have the training programme in Security and Proficiency Sometimes, the market can respond faster to changes [VEVA]. Here, young people are prepared for a military than we, as a government agency, can. We have to career in the armed forces. Various higher education make this work for us. This is in the interests of a institutes [HB0] and universities offer an orientation relevant armed forces, which can then focus on its main course on Peace and Security. And then there is what is responsibility, namely protecting what we value.

11 Questions for Jeanine Hennis-Plasschaert, Minister of Defence

Will there be additional funds for this purpose? continue to implement this concept. The audience put Over recent years, approximately 900 million euros almost a hundred questions to the Minister, of which have been added to the budget. This is enough to bring only a few could be answered in the plenary session. our basic level of readiness up to a desired standard in The response below is an attempt to provide answers to phases, but insufficient in terms of combat support, all of the questions, although not all questions could be combat service support and investments. Not all dealt with separately. activities within the framework of the Adaptive Armed Forces require more funding, but greater resources can Many of the questions address the implementation help us better address the necessary changes. of the change. Is the mind-set to make a change sufficiently present, are rules and regulations not going Who, in addition to yourself, is the biggest to get in the way of the process, what is the trade unions’ supporter of this development? There are ambas- point of view? These are important questions, because sadors for this concept within Defence, but we also we are used to working with concrete targets in Defence, need to find ambassadors outside the organisation, e.g. while the Adaptive Armed Forces does not work in this in the business community and other governmental way. Therefore, no operation order will be issued. We do agencies. This is our collective responsibility. The armed know what we want, however, and that is to be able to forces do not just belong to the military, but to all of us. respond better to —partially still unknown—develop- ments. Current regulations, working methods, and the How can we ensure that the results of today’s organisation’s culture are not sufficiently geared towards event are sustained into the next government such change and needs to be adapted at all levels. I have term? The concept is supported by the organisation. therefore placed the changes in the hands of the Chief of This is vital, as without such support the armed forces Defence (designate); furthermore, an internal think-tank would be unable to carry through the required changes. and external sounding board will be set up to support the Even under a new minister, the organisation will changes as fully as possible.

12 This is something that everyone can play a role in, including with regard to the labour market. On leaving service, colleagues who have left service (young or older veterans); colleagues who worked full-time for Defence are the educational system; the business community; and other systematically asked to become reservists. Many government agencies. Public support is extremely colleagues are prepared to do this; we therefore have to important. Involving the educational system helps Defence gear the organisation towards the possibilities that they becomes more of a part of society, where that is not yet the have as part-time military personnel. In the last two case. We get educational bodies involved through the years, dozens of pilot projects have been carried out speakers’ pool, cooperation in elective courses (e.g. at the throughout Defence aimed at reinforcing reservist policy, University of Groningen), and Defensity. and the experience gained from these projects has been crucial to the further development of the Adaptive Armed It is not just external partners who have to support this Forces. change, our own staff have to embrace it too. This cannot be taken for granted, because change will bring uncertain- Collaboration is one of the key aspects. This also applies to ties¸ e.g. regarding placement in the organisation, different other services and allies. Society also has to be more working methods, etc. I am convinced that these changes involved, and this is why we can count on greater support will ultimately result in an organisation which professionals from, but also more involvement of, the local population. will want to dedicate themselves to. The Adaptive Armed Because more people will be involved in Defence, both Forces is not prompted by the desire to cut costs. In recent full-time and part-time, I expect these changes to years, the government has, in fact, increased the Defence strengthen national security, one of the main responsibili- budget, and in the talks on the formation of a new govern- ties of Defence. ment the topic of extra resources is also frequently discussed. What the Adaptive Armed Forces really want are Collaboration always requires a ‘win-win’ outcome. This is greater capabilities, at the right moment and in the right why I want to examine joint training programmes with configuration. Increased financial resources can create more other employers, such as civil and business partners. Joint capabilities. This is without a doubt necessary, considering programmes would simplify the civil recognition of military the increased threats and the variety and unpredictability of education. Defence can make a substantial contribution to these threats. Regarding the implementation of the the proper functioning of society, e.g. in the areas of concept, there are many different possibilities, both in the character-building, values and standards. In my view these short and the long term. In the short term, a different type are the indirect results of working collaboratively. Defence of organisation could be the answer for part of the growing is not the ‘School of the Nation’, but if these programmes number of vacancies in Defence. Instead of competing with and training courses can contribute to that—and they other employers, agreements could possibly be made do!— I will be proud. What is your question for the Minister?

13 Hans de Boer, Chair of the VNO-NCW

Why should the business community get involved with Defence? The armed forces as ‘School of the Nation’ and as instrument of industrial politics The concept of the Adaptive Armed Forces is one that the terms of the procurement of materiel, maintenance, etc. Confederation of Netherlands Industry and Employers Defence is furthermore a partner in developing new (VNO-NCW) and its members has really taken to. products and services that can help our nation progress. VNO-NCW is pleased to be able to make a contribution to realising this concept. Today, I will highlight the Defence is faced with a world of technology that is concept of the ‘School of the Nation’ and the concept of bringing about immense change. Like the business sector, industrial politics. we all have to adapt to this world. Defence has a real need for the latest insights and the best talent society has to Dutch people have a tendency to say ‘we’re just a small offer. Talent that is also being sought by the business country’, but that is not the case. We are not small but community. Our proposal is to form a partnership instead mid-sized, and in terms of our economy we belong to the of competing with each other. G20. We are a top-level nation, but we do not always perceive ourselves as such. Defence can become what has been called the ‘School of the Nation’. This means that the armed forces become a Our society sometimes suffers from a fear of the future. connective element between the regular educational This is why last year, VNO-NCW developed a programme system and society on one hand, and the business world entitled ‘Next Level’. The programme looks at the future on the other. I would like to reinstate the old concept of prosperity of the Netherlands and aims to make people the Short Term Volunteer (KVV) and promote this form of feel that the future is receiving proper attention. An contract on the labour market. Within this four-year important element of ‘Next Level’ is the subject security. contract term—concluded voluntarily and taking into A year ago, we said that a new government will need to consideration the different needs of people with different invest an extra billion euros in security and Defence to levels of secondary school preparation, whether in trade, further shore up operationality. vocational or university-oriented institutions—people can be trained for a position within Defence. However, they President Trump of the United States has pointed out that would also receive training opportunities and, moreover, a Europe does not do enough for its own security and fails to bonus upon leaving the Defence organisation and moving observe the NATO agreement to contribute two percent of on to the business world. This would be a positive its national income to Defence. Two percent of the development for the armed forces, young people, and Netherlands’ national income is about 15 billion euros. Dutch society as a whole.

The current budget for Defence is approximately 8 billion. A sum of 15 billion will not be realised today or tomorrow, but we are now moving in that direction. Defence is ‘Defence as School receiving more money and therefore has to consider what to do with that money and how expenditure can be of the Nation’ accounted for to society at large. My second message concerns the factors capital, invest- That money has to be effectively and efficiently handled ments and industrial politics. We believe that the increase and expenditure has to be supported in society. Why of budgets will mean a greater demand for task specialisa- should we as the business community get involved with tion per country. Compared to the rest of Europe, the Defence? The first reason is that we — like all of you —are Netherlands excels in the three areas: maritime activities, also citizens of this country. We see global geo-political cyber security and logistics. The advent of more highly-in- shifts occurring and have our concerns in that regard. The tegrated European armed forces could allow us to take the time that you could just assume that ‘peacetime is here to lead in those areas. If a decision is taken in this regard, stay’ is a thing of the past. And this means that we must Defence and the business community could make shore up Defence. arrangements on research and development with a view to ensuring that we have the best materiel. The Minister of As business people, we also have other interests, namely Defence could then designate certain specialisms as interests related to trade. The Netherlands is a country ‘strategic’, to prevent being bound by EU tendering that, to an important degree, earns its money through regulations and to enable moving ahead. trade with other countries. We have an exceptional logistic The School of the Nation and job specialisation, together role in the world, represented, for example, by the Port of with an industry policy geared towards these, would help Rotterdam, Schiphol Airport, cyber-traffic and IT traffic. It Defence successfully carry out its core tasks. It would is important to keep these routes safe and secure, and the furthermore create a balance in society, with Defence armed forces have a role to play in this. Moreover, Defence moving towards society and society moving towards is an important customer for many of our members in Defence. 15 Questions for Hans de Boer Chair of the VNO-NCW

If Defence takes on the role of School of the Nation, and the opportunity to build up a personal network. I what can the business world do in return? Can we agree think this will contribute to a better society. There is a that highly trained ex-military personnel become highly positive role for Defence here. reservists when they take up jobs in the civil sector, and that Defence will have a right to call them up in urgent Should we exchange a of year of secondary school, at cases? VNO-NCW is an association under Dutch law any level, for the School of the Nation? In my view it is [vereniging] and therefore ultimately our members make not a substitute that we are talking about, but additio- decisions; they are very realistic people and the future nal training. In the future, the state pension age will rise perspective has to be considered. Many people are to 70 years. It is therefore quite advisable to spend currently concerned about their jobs, but a time is more time on training and character development at coming when there will be a lack of capable people. This the beginning of your career. will be a problem for Defence, but also for the business world and for the Netherlands as a whole. This is why Will we see commercial companies taking part in missions we need to train people so that they can easily and of the future? We already have the concept of Field Lab, smoothly adapt to ever-changing circumstances. The and I think that we will see more of that in the future. regular educational system in the Netherlands is Defence is currently conducting a mission in Mali. It is excellent, but it is only a basis and it needs to be apparent that in the future an increasing number of buffer followed up by further training. In my view, Defence is zones will be created in Africa and North Africa, primarily the organisation that can do this. Four years would in order to accommodate people in the region who are seem to me to be the ideal period of time. Some young seeking a future in Europe and to provide them with future people will receive a follow-up contract from Defence, prospects. Defence will remain a key player here, but the but others will move on after four years. Those four business community will also be deploying its expertise to years with Defence will give young people a chance to a greater degree, e.g. in connection with what is necessary mature, thanks to training in discipline, physical fitness, to set up camps and what is required in terms of sanitati-

16 on, etc. The audience had a large number of questions for Defence will also have to respond to this question: a Hans de Boer, but only a few could be dealt with in the future staff member will have to have the opportunity to plenary session. leave (or take temporary leave) and to return after a number of years. The response below is an attempt to answer all the questions posed, although not all questions could be answered separately. ‘Lifetime employment VNO-NCW attaches great importance to a high-quality and relevant military that can defend the interests of the will no longer be the Netherlands and the Dutch business community. In order to achieve this, we will have to work together, particularly norm’ through such means as sharing, exchanging and the joint training of personnel. The collective deployment of The know-how and competencies that this employee has materiel is also an important part of adaptivity. Although acquired outside Defence must then be taken into ready-made solutions do not exist, VNO-NCW is a big consideration. This is of the utmost importance. The advocate of conducting a dialogue on this concept. School of the Nation concept is an excellent way of creating widespread support, and ensuring a continuous A society where increased flexibility is required from influx of motivated people. Every organisation is keen on employees and employers will change the way that young training its own personnel but finds it hard to retain secondary school leavers see their future. Lifetime employ- well-trained people. This means that different forms of ment with the same employer will no longer be the norm. In contracts and agreements between all parties are crucial. I the future, the norm will be multiple employers, freelancing, invite the trade unions to join us in setting a new and part-time work and changing jobs more frequently. Sharing imnovative course for our organisations. We, as Defence, and outsourcing services, materiel and personnel will can subsequently search for new forms of collaboration become more important with a view to safeguarding the that offer mutual advantages. structure of various organisations in the future.

What is your question for Hans?

17 Vice Admiral Rob Bauer, Chief of Defence (designate) We have already crossed the starting line The idea of a ‘School of the Nation’ is very interesting, as is the thinking in terms of obstacles and impediments, and start proposal of installing a system of ready-made flexible contracts. thinking in terms of solutions. This demands an adaptivity However, the armed forces are not a teaching machine and the of mind. Ministry of Defence is not the Ministry of Education. Our people protect what we value and, if necessary, are ready to fight for it. Some civilian regulations do not work under combat Furthermore, it is important to establish who is going to pay for conditions. Cutting down on rules and regulations is one this ‘School of the Nation’, because the extra funding is needed solution. We could also tackle other problems, such as our to increase fighting power in Europe. There is therefore enough own work procedures. For the last 25 years, we have had to to think about and discuss. do more with less and have tied ourselves down with the multitude of regulations we have put in place. It would now Nowadays, there is a great deal of discussion about extra seem that such regulations are an impediment to our funding for the armed forces. Defence has given the matter efficiency. For example, taking on new personnel is compli- deep consideration and has drawn up plans. Once the money cated due to an excess of regulations, agreements with arrives, we will be ready to get to work without delay. The unions, and our own working methods. Minister has said that the conditions for renewal have been partially formulated. The point is to strengthen the armed forces and raise them to a higher level. It is clear to our military ‘The Armed Forces have personnel that much is going to change in the coming years. People will realise that slowly but surely things are improving. We will be able to exercise more, we will have spare parts in to open up all their reserve to enable us to properly maintain our weapon systems, and we will be able give our personnel the education and doors and windows’ training that they deserve. People on the shop floor, who know that the management is Depending on the amount of additional finance we receive, we helping them, will be quicker to think in terms of solutions. will ensure a greater balance between fighting units and support But finding solutions is not just about finding new working units, which are responsible for matters such as intelligence, methods. There are also solutions offered by the use of new engineer support, fire support, medical support and logistics. technologies. This is why I see a great deal of value in We hope too that we will have room to grow, so that we can innovation. We are creating ‘innovation cells’ throughout invest in materiel, in our people, and in innovation. Defence. In these groups, our people – together with the business community and expertise centres – are looking at Military personnel know better than anyone how to adapt to how we can use new technologies in our work. We want to their environment. Under operational conditions we are create a culture that allows innovation, and where coinci- outstanding at responding to changes, not just projected dence and chance are also given an opportunity to thrive. changes but also those that arise unexpectedly. This is how we Incidentally, ideas do not have to have immediate success. transformed — reasonably smoothly — from a conscript army Trial and error is, in my opinion, a normal process on the to a professional army; moreover, at the end of the 1990s we road to success. And on this road to success, collaboration changed from being a static armed forces to an expeditionary with people outside Defence is crucial. As the armed forces, armed forces, which can be deployed anywhere in the world. we have to open up all our doors and windows. We are therefore considering setting up a panel of external experts. We have now reached the point where we also need others for People who will think along with us, make suggestions, and us to fulfil our tasks. This has everything to do with the complex contribute know-how and experience. Within the framework developments taking place around us, such as geopolitical of the Adaptive Armed Forces, we need an external sounding developments, the rise of new technologies, the high cost of board in order to import expertise from outside. It is the acquisition and maintenance of materiel, and the changes important that we create a network of people and organisa- on the labour market due to demographic circumstances. tions in which everyone within the network can benefit. However, new forms of collaboration require new working methods to make them work. Collaboration entails those parti- The goal of the conference today is to further explore cipating making a contribution and receiving something in collaboration as well as to extend in-depth collaboration return. The armed forces, for example, has to start thinking between the various parties. This can be done by thinking in about ‘the making available of’, in terms of both materiel and terms of solutions and formulating concrete proposals, which personnel. We do not need to be able to do everything can preferably be implemented as soon as possible. I am not ourselves, or to own everything ourselves. We do however have quick to judge anything as being too far-fetched to give it a to be able to make agreements on what we want and need with try. Unorthodox proposals are essential to allow the armed other parties. This is not the only requirement. We have to stop forces to do what is necessary.

19 Questions for Vice Admiral Rob Bauer, Chief of Defence (designate)

How will all this be directed and managed? governmental, business, NGOs). Thanks to the sounding The ideas have to come from the various elements of board, Defence can learn from the experiences and Defence. These are often local ideas that work because expertise of others. of local commitments between Defence, educational institutions and industry, and these are by definition Finally, we also have a think-tank within Defence. This different in different locations. This is also the reason includes people who can make a contribution to that there is no central organisation in this regard. innovation and change on the basis of personal A forum has been set up at a central level where experience, regardless of their place in the organisation. people can discuss their experiences and exchange insights. Are slow procurement procedures not an enormous obstacle to change? It is very easy to lay It is important that ideas are thought up and tested the blame for slow procedures completely at the locally. However, decisions have to be able to be made doorstep of the purchasing organisation. It also often within the organisation’s hierarchy, and this is what the depends on the requirements set and the formulation Adaptive Armed Forces’ Steering Committee is for. The of the requirement. We have to be more critical about deputy commanders of the various Defence elements what we ask for and how we ask for it. have been appointed to this Steering Committee, currently under my supervision. The purchasing organisation also has to become a great deal more inventive. We will have to decide when In addition to the Steering Committee, there is also an exceptions can be made to European tendering external sounding board. The sounding board, chaired regulations. A third area of attention is the recruitment by Ab van der Touw, includes representatives from of personnel. In my opinion, people who have worked many different kinds of organisations (large and small, for us for years and then go on to work elsewhere

20 should not have to go through the whole selection and is not justified. The ‘School of the Nation’ is an appointment process again, which is now the case. We interesting concept, but all of the efforts that Defence have to become smarter in this regard and offer more makes in the area of education and training have to personalised solutions. yield some kind of return. Defence is a military organisa- tion. We have to have some kind of return from the There are a number of different problems caused by people we train. In the ideal situation, both Defence and ourselves; in some cases, we need to make different the business world will benefit. One idea is short term arrangements with the outside world, but the main volunteer contracts, where after receiving training thing is that together we have to have the conviction to people work for Defence for a minimum of four years. do things differently. For the last 25 years, we have been Without that kind of arrangement in place, we would cutting costs; however, growth is not the opposite of only be offering people training. The consideration of cuts to the budget. It demands a totally different way of training people so that they can get a job in society, thinking. because they have learned perseverance, how to work together, and so on, is a very good one, but we also have Are we not our own worst enemy, with all of the to make firm agreements about the taking these people rules we have devised, and how can we create a on, pay, etc. culture where people communicate more easily with each other and dare to take risks? The Collaboration between Defence and the business starting point is to have people share their ideas and to community that leads to mutual benefits is the goal, but ensure that others listen to them. Commanders have to both parties have to be willing to invest. be open to the ideas that come up, and show the leadership skills necessary to follow through what is The audience had a large number of questions for Vice required, to try things out, and to accept possible Admiral Rob Bauer, but only a few could be dealt with in failures when experimenting with new ideas. It is true the plenary session. The response below is an attempt that finding out that something does not work costs to answer all of the questions, although not all questi- money, but the insights it brings also provide added ons could be answered separately. value. We have to be prepared to not completely regulate everything in advance, and to discover what works on an experimental basis. ‘It requires a totally What is your personal role in this process? As Chair of the Adaptive Armed Forces Steering different way of Committee, my role is to encourage the different elements of Defence to contribute and implement ideas. thinking.’

This is already well under way. It is also important to The senior levels within Defence will support the entire communicate this to our organisation. We have to make organisation as much as possible in its realisation of this work, or else I am concerned that we will not be adaptive concepts. This means we have to think in terms prepared for the future. We have to find an answer for of solutions, and not turn our backs as soon as objecti- our personnel shortages. We still have a great deal of ons are launched or resistance is offered. The awareness work to do on this issue. that regulations, procedures and working methods may have to be adjusted must not be an impediment on the Even once I become the Chief of Defence, this topic will road to a more adaptive force. Collaboration with still receive my undivided attention. civilian players is not in itself new for Defence, but the intensification of collaboration demands more open- What is your response to a ‘steering committee ness, transparency, courage and, above all, trust. The with blinkers’ that is internally oriented? Why key concepts here are outsourcing, part-time contracts, did you give such a strong negative reaction to information-sharing, materiel-sharing and flexibility in Hans de Boer’s proposal for a ‘School of the the deployment of personnel. This will demand a great Nation’? Don’t we all want the business deal of creativity at different levels within our organisa- community’s involvement? In addition to the tion. The question is not whether, but how we are going Steering Committee, we have an external sounding to pull this off. To put it bluntly, there is simply no board involving many external parties, so the reproach alternative.

21 General Sir Nicholas Carter, Chief of the General Staff, British Army

The UK’s perspective on the Adaptive Armed Forces Since 2010 we in the UK have been implementing a concept characteristics. The third category of reservists I want to called ‘Whole Force’ which has a lot of intersections with discuss are the Adaptive Armed Forces concept discussed here. I am going to address a few things from the perspective of the sponsored reserves, who have a contracted relationship army, but the basic principles are the same for the other with industries. We use these reservists in a variety of ways. Services of the armed forces. This represents an interesting mechanism for acquiring more military capability in a cost-effective manner. There are a number of reasons why we chose this ap- proach. The regular component of the armed forces has It is very important that every individual who is deployed not been this low since the 17th century. We also have to be according to one of the three models I have described has prepared for the war that we might have to go and fight the respect and trust of the regular military personnel. We and not only for the war that we expect to have to fight. are currently also looking into other ways of deploying The idea of the Whole Force is therefore primarily a reservists. We have reservists who are full time in actual mitigation for the lack of mass. The first task of our service, and detachments of military police who only reservists is to complement the army. Thanks to reservists, operate regionally. We hope shortly to be able to let people the total strength of the British army is now 150,000 set their availability as a point on a spectrum, in order to members of personnel and is not limited to the 80,000 better suit the purposess of individuals and the organisati- strong regular component. on. In my opinion this is a very sensible way of operating because more and more people want what is called a In today’s conflicts, there is very little difference between portfolio career, where they can combine jobs. foreign policy and domestic policy. We live in a networked world and can no longer make the distinction between It is important that we have the right kind of relationship home and far away. This is why it makes sense to use the with society and with employers. Collaboration is funda- army for what we call national resilience. Reservists are mental. First of all, a realistic proposition has to be put usually locally raised and are therefore locally available, forward for the armed forces and the use of reservists. which is why it also makes sense to deploy them for such There is a triangular relationship between reservists, tasks. employers and the home-front, and these have to be properly balanced. We make use of different models for the deployment of reservists. The traditional reserve of the British Army consists of approximately 35,000 people. Following a mobilisation, it takes around 180 days before these people ‘A Corporate Covenant’ can be deployed. If an individual has the time, then he or she can voluntarily join the regular component in a variety The objective of the ‘Whole Force’ is one of reciprocal of possible ways. advantages for the army as employer and the civilian employer. In the UK, the ‘Corporate Covenant’ is very In 2016 we deployed more than 4,000 reservists. In the UK, effective. Thanks to this mechanism, employers can make reservists are primarily deployed in combat their corporate responsibility publicly known. One part of functions. We have done this consciously, because combat this covenant is a point-system for employers. There are roles are the most fun and the most stimulating, and are now about 1700 companies participating in the covenant. therefore relatively easy to recruit to. However, we also There is a big advantage for us. Reservists are sometimes have reservists in the combat support units and logistical eligible for promotion much earlier on with their civilian units, and as specialists. The minimum commitment that employers, and job-seeking reservists receive a standard we require of our reservists is 27 days a year. invitation for a job interview with participating companies.

We also have about 30,000 members of personnel that we ‘Whole Force’ depends on a number of different types of refer to as regular reservists. These are people who have participation, as well as the integration of the business completed their regular service and retain a statutory community’s contracted capabilities. It is a pragmatic requirement to be available, to be mobilised, up until their response to the challenge we all face: the cost of military retirement age. These people possess certain specific capability. The most important thing for me as head of the military skills which take a great deal of time to train. An British army is the possibilities that this concept offers for example is attack helicopter pilots. We call up these regular closer collaboration with civil society. The concept gives reservists once a year for about 24 hours. We then check society and employers some equity in the deployment of whether all their personal details are still valid and whether military capabilities in the event of military operations they still have all the required physical and mental conducted in the defence of our country.

23 Marjolein ten Hoonte Director of Labour Market and Corporate Social Responsibility, NL Randstad Group What does an adaptive organisation require? We are currently witnessing developments in demography, concept of a ‘statement of prospects’, on the basis of which a technology and globalisation/localisation, as well as issues mortgage could be arranged depending on current or future around sustainability. These developments not only impact on earning potential. This would be a public-private partnership how we will work in the future, but also the corresponding between all parties, bringing social innovation to life. One labour relationships. Being able to respond quickly and cultural aspect of an adaptive organisation is the adaptive anticipate the environment is of vital importance on the global mind-set of the employees. Each employee has to understand playing field. In order to be able to organise adaptively, we and feel that it is in his or her own interest to be mobile and to have to be able to assess changes on the labour market, keep skills that are sought after on the external labour market opportunities for collaboration between the business up to date. Using what we call a ‘labour market value scan’, we community and the Defence organisation, as well as the can compare an individual and his/her qualifications with accompanying culture yet to be created. Fixed social structures demand on the labour market with a view to increasing the are changing and becoming more fluid and less clearly defined. chances of him or her finding a new job. Giving people insight In the Netherlands, one in three people has some kind of into their labour market value provides a starting point to help flexible job. In the past 50 years, we have come to think them get started for themselves. differently about flexible work in our country and in the world. All of the innovations that we implement always lead to us Flexible working methods offer organisations the ability to encountering ourselves and our fears and interests. It is adapt. In the western world, we have mixed up the concept of always easy to give an assignment to someone who shoud job security with employment contracts. This has to change. be given it on the basis of hierarchy or to someone who is We have to adapt to a situation where the type of contract that allowed to fail and not, therefore, to the best qualified someone has does not necessarily determine the security they person. In innovation, moreover, a project structure often have on the labour market. For better or worse, mobility on the applies and everything has to be done as soon as possible, labour market is firmly on the agenda these days. while in fact the process really requires a long-term vision. In addition to achievement of the final goal, it is also a It is extremely important for people that they are able to learning process. This requires leadership, and leadership properly organise their work, housing, studies, care provision requires being bold and making tough decisions, as well as and leisure time. Ultimately, we all have to take care of our collaboration with other players. It requires working own long-term welfare and well-being. How can we achieve a towards a joint goal. It requires trust and is at odds with flexible labour market that can cope with cyclical market traditional guarantees. The solutions that we will think up fluctuations? People have to ask themselves how they can be cannot be obtained in the old way; they will arise in and of productive and for how long, how they can improve their themselves, and we will have to experiment. We have to do vitality, how they can create a vibrant network, and what the this together and it will demand adaptability from all of us. state of their ability to change is. The Verwey-Jonker Institute has researched the question ‘Adaptivity starts ‘What would you like to organise in your life?’ The answer to that question is that people find it important to be able to work, take time off if they are sick, have a place to live, and can at home’ allow their children to follow higher education, in brief, that they can live. How can we organise this for all working people? An important element of adaptivity is work. Military person- This is what we refer to as social innovation. Every employer nel sometimes risk their lives for our security. However, they wants to be a good employer, but is no longer able or willing are not always out on missions. By alternating civilian work to enter into a never-ending employment contract. Social with missions, we can give them the opportunity to grow innovation is of vital importance to organisations. Where are and develop. Moreover, this will allow them to better share the bottlenecks for people in this process, and can we come up their outstanding standards, values and experiences with with a modern solution that also creates a sense of trust? In the outside world. One advantage of this is that Defence will today’s world, people have a need for stability and a new sense be brought into closer contact with civilian society, which of security which no longer depends on a single employment will make a potential or actual transition to a civilian job relationship with a sole employer. after a career in Defence easier. It would be great if we could help people become more confident about their own Many people have some kind of flexible employment contract. qualities, and help them gain insights into what they are still Within the armed forces, many servicemen and women have a able to learn and do, and then let them provide those skills contract until their mid-thirties. Banks do not grant mortgages to multiple employers in employment relationships. to people with a temporary contract. All employees and employers serve our country and should at the very least be It starts with us; we can work together on our own adaptivi- able to enjoy good living circumstances and accumulate some ty, on an adaptive military and an adaptive labour market, form of wealth. In collaboration with others, we devised the which will give rise to a resilient society. 25 Questions for Marjolein ten Hoonte, Director, Labour Market and Corporate Social Responsibility, NL Randstad Group

Why do young people employed by Defence not cultural sea change. Defence is a specific environment receive a ‘statement of prospects’? with specific tasks, but it also a place where people That is a good question. If you look at their present work. The audience had many questions for Marjolein employer and the work that these people do, it would ten Hoonte, but only a few could be dealt with during seem to stand to reason that they would be able to make the plenary session. The answers to the remaining use of such a statement. I have spoken to the previous questions are set out below. In some cases questions Inspector General of the Armed Forces and his successor have been combined. about this, and we have an upcoming appointment to discuss it in more detail. What kind of contract do you yourself have? I am also a product of my time. That is actually the What is the relationship between the person and reason that I do not advocate one type of contract or the organisation’s goals? Organisations have goals, another, but a labour market that is independent of one of which is being a good employer. Over the years, types of contract. If, instead of the type of contract, we the interests of employees and employers seemed to make performance the determining factor, we create a have gone their separate ways, but the issue of level playing field for all working people, also in relation adaptivity is bringing them back together again. For the to social security and other regulations. I have been organisation and the individual person, social innovati- employed by Randstad since 1992. In my previous on has to be well organised. In the past, we have positions, I was employed by Randstad with a contract ensured that people are well taken care of. And people for an indefinite period. This is no longer relevant in my think, ‘let’s keep it that way’. It therefore requires a current position.

26 To what extent does the strong but very 20th- How does your story link up with the Adaptive century legal position of the civil servant limit the Armed Forces? The introduction I gave at the conference desired social innovation? How mobile are they? considers the general situation and focuses on generic The traditional employment agreements within government circumstances. The details vary for each business sector, as contain many accumulated rights (and obligations). The they do for Defence or the Adaptive Armed Forces. The link is answer to this question has to be seen in the light of the in being able to facilitate these developments on the basis of period in which changes are taking place. While it now seems experience, as described above. as though there is little room or openness for these kinds of innovations, more space is expected to be created once, for What role might Randstad play in the example, developments give rise to new prospects on the ‘School of the Nation’? labour market. Changes are traditionally seen as threatening Randstad could fulfil many roles, but let me highlight just until the time that concrete, stimulating alternatives are one. Randstad is capable of ‘cashing in’ on employees’ actual presented to those involved. All the changes that arise as a experience in all their assignments and jobs, and translating result of the causes discussed at this conference will also these into the next step in terms of career path. Informal influence the employment relationships of government learning counts for a large part of education in general. workers. In your view, are reservists, as proven adaptive It is unfortunate that specifically Defence did not workers, in a privileged position? feature more in your presentation. It was only near Working for multiple employers tends to lead to a degree of the end that it was mentioned. Thank you for this adaptivity. Reservists are definitely adaptive to some remark. Defence is an organisation with a very special extent. Whether the whole population of reservists is mandate. The social innovation that organisations have to adaptive is as yet unknown. We furthermore need to realise undergo all entail a certain process and present certain that we are at the early stages of the change. obstacles, which are not really as company-specific, or specific to a particular company culture, as many people think. This is How can you divide the legal obligations of your the reason for not getting too specific. I tried to sketch a personnel between Defence and a civilian general picture before narrowing things down to the specific employer? situation in the Defence organisation. There are already legal frameworks established for this in many areas. In addition, it is likely that in future new agree- Could you sketch a more practical picture of Rand- ments will also have to be made for certain parts of the stad’s role in the collaboration between Defence and organisation. This is at the core of real social innovation. the market? From my perspective, I consistently try to give a general picture of the work that we need to carry out together. How can an adaptive pension be guaranteed It is true that Randstad has access to a large body of experien- for flexwork? ce, data and know-how with regard to the supply of labour Pensions for Defence personnel are legally covered by the potential. The questions are: what constitutes quality? Where ABP pension fund. If pensions are regarded as ‘delayed it can be found? What incentives are necessary in order to salary’, this means that a regular, legal pension is accrued attract labour potential? And what techniques are needed to for that portion of time that a person spends in paid make this tangible? Randstad would be very pleased to ‘get on employment. board’ with Defence to help support and develop the initiative of the Adaptive Armed Forces together. How can an adaptive pension be guaranteed for flexwork? What opportunities do you see for Defence? Pensions for Defence personnel are legally covered by the There are lots of opportunities for Defence, but these can only ABP pension fund. If pensions are regarded as ‘delayed be exploited if they also offer opportunities to employees. salary’, this means that a regular, legal pension is accrued for that portion of time that a person spends in paid Isn’t the ‘statement of prospects’ simply the same employment. thing as the old ‘statement of intention’ issued by the government, i.e. an old concept dusted off? Are the countries around us, such as the US, more I’d like to suggest you visit Randstad’s website: advanced with regard to social employership as (https://www.randstad.nl/werknemers/diensten/perspectief- compared to Defence? verklaring/veelgestelde vragen). This goes further than the Please click on the following link: ‘old’ statement of intention. Moreover, agreements have been www:/https/Downloads/Kamerbrief%20Internationa- made with other market parties on the statement’s value. le%20landenvergelijking%20reservisten%201765.pdf

27 Presentation of the results of the breakout sessions The conference’s participants discussed concrete plans personnel at different levels within the organisations, for the Adaptive Armed Forces in 28 different breakout having people from Defence temporarily go to work in a sessions. Three ideas were selected for presentation civilian company and vice versa. This could be started and discussion in the plenary session. The other ideas immediately, as relations have already been established at will also be further developed and evaluated in terms of management level. feasibility at a later date. are at any moment. The proposal is to include Defence in this network with a However, if people work elsewhere for a period of one or view to helping solve logistical problems. two years, there may be a different system of payment which will create problems. This would have to be Presentation of the first breakout session monitored in the pilot phase and, if the project is to be Robert Moerman explained that the first breakout continued, solved. session worked on the idea of a ‘joint development of competence’. ‘Logistic network’ ‘Development of Are we going to do it? The change process we are all currently working on is a Competence’ large-scale and complicated process. The idea has to fit into a larger whole; if this is the case, we can get There was initially a great deal of discussion in the group on started. the topic “How can you get young people interested in the armed forces?” We then arrived at the ‘get to know each Response of the Chief of Defence (designate) other’ stage. This is really important in a change process, In my opinion, this fits into the larger process. If it grinds where collaboration between Defence and society occupies to a halt, for any reason whatsoever, get in touch with a central position. Unfortunately, we became somewhat me and I will help to solve the problem. bogged down on this topic. Another topic that was frequently mentioned was the development of know-how. Presentation of the second breakout session The armed forces today have shortages in a number of The proposal put forward by the second group focused areas and problems in developing know-how. The group on transport. Marco de Groot explained that the demand subsequently decided to begin more pragmatically with the for transport declined tremendously during the crisis. The idea of an exchange programme. There are specific areas capacity of his transport company was reduced to 16 where this would be feasible, such as IT, logistics and vehicles. It is now back up to 50, but every day, 200 transport. vehicles are out on the road as part of this network. A whole ICT system monitors and directs the entire fleet of The group also came up with two pilot projects: collaborati- 250 vehicles, including the 50 vehicles from his own on with CGI and with Scania. The idea is to exchange company. This makes it possible to know exactly where

29 the vehicles are at any moment in time. The proposal is Business people are prepared to take acceptable risks. to include Defence in this network with a view to helping Defence takes much bigger risks, where lives are at solve logistic problems. stake, but this willingness to take risks is not visible within its collaborations. Therefore, everything has to There are clear similarities between the challenges be carefully set out in contracts. faced by Defence and those faced by the transport This could be done differently and better by first sector. Moreover, it concerns not just materiel, but also building up a relationship. people. One of the problems facing the sector is a shortage of drivers. It is extremely hard to find them. The ‘Alliance Counter’ would be your guide within the There is a role for Defence here. In the past, many organisation. For this, we need Admiral Bauer. Once he drivers were ex-conscripts who had re-entered civilian becomes Chief of Defence, he would have to spend one society. We no longer have mandatory national service. hour per month on this counter and be briefed on what Young people now often have to pay 15,000 euros for the issues are. If the CHOD or the VCHOD sees an their HGV licence, and if they do not have that kind of important development, action can be taken. The focus money, they will choose to work in another sector. is mainly on facilitating other people’s initiatives. Collaboration in creating a pool of drivers, where people can be exchanged, and where a driver works for We also need a number of ‘mountain guides’: people Defence on some days and for a civilian company on from within the Defence organisation who know their others, can allow each party to help the other. way around and can advise those from outside. Subsequently, evaluations must be held regarding What do we need to do to realise this plan? Is there a whether questions from external parties were addres- project team? We need to have the right people join the sed and how they were dealt with. Representatives discussion. As someone with his own business, I am from the different Defence elements, who are able to available on a part-time basis and would be glad to help people from outside by directing them in the right participate. direction are thus required.

Response of the Chief of Defence (designate) This idea greatly appeals to me because it approaches ‘Alliance Counter’ today’s topic in a much broader way, and I would certainly spend that one hour per month on it. Lots of people who have dealings with us get lost in the complexities of the Presentation of the third breakout session organisation or fail to find the right door, and I am Patrick Egbertzen explained that his working group convinced that we lose people as a result. The ‘Alliance came up with an idea that can help enable other ideas. Counter’ would be a single entrance where people from There is a phenomenon called ‘military mist’. It is some- outside enter and are welcomed into the organisation. It times hard to find your way around in the armed forces. would seem to me to be a good way of stopping people The group thought up the idea of an ‘Alliance Counter’. from getting lost in the mist.

31 Marian van de Venn and Nissrin Dkhissi, Chair and board member of Young Defence

Young Professionals and the Adaptive Armed Forces [The presentation begins with a clip from the new want clarity regarding the future state of Defence and its Defence recruitment campaign: ‘Who do you want to future prospects. On the other hand, we would also like a become?’ ] guarantee of employment, so that we can eventually buy a house. The Adaptive Armed Forces fits perfectly here. We Marian (M): Not ‘what do you want to become?’, but have heard the word ‘flexibility’ being mentioned quite ‘who do you want to become’? An increasing number of frequently, and it fits in well with the basic needs of many young professionals are asking themselves this question. young people. Personally, I want to be someone who can really be herself. Who doesn’t have to present herself as someone M. This is also the reason why we are enthusiastic about this other than who she is, but who can live and let live, and phenomenon. Young professionals today—people age 36 or look at others with compassion. I also want to be younger—are people who still have a working life of 30 someone who can inspire others to make the most of years ahead of them and will experience the full impact of themselves, and I want to get the best out of myself: I the Adaptive Armed Forces. want to contribute something, to make a difference. That is who I want to be, or rather, who I want to become, N. We are acting in the interests of that group, but there because I’m not yet where I want to be. is another group that has not yet arrived on the scene. People who are still at school, or who are working for other organisations and who might like to take the step ‘Who do you want of transferring to Defence. How will we treat them? Have we thought about those talented people with their abundance of ideas? And have we stopped to consider to become?’ the changes that they will bring with them? The future is subject to change. How will we as Defence align oursel- Nissrin (N): I have a dream too, an image and a vision of the ves with this changing environment? In our view, the person I would like to become. The person I want to become Adaptive Armed Forces are a step in the right direction is a builder of bridges; I want to inspire people and build with a view to contributing towards such a flexible bridges to help the organisation move ahead. I also want to environment. become a person that Defence can build on to allow the organisation to look to the future and move forward. M. This morning, some of the other speakers spoke about young people and the role that they can play. The Minister M. We want to give you a peek into the world of young explicitly said that young talent needs to be exploited. Mr de professionals and their relationship with the Adaptive Boer and the CHOD (designate) also talked about young Armed Forces. people in their presentations.

N. In preparing for the conference, we looked closely at our own experiences within Defence and noticed certain things. Sometimes processes are very slow, people run into brick ‘Don’t just talk walls; the organisation is cumbersome and rigid. Sometimes people become disheartened and don’t know where to go about young people. for help. On the other hand, there are also contrasting developments: young people find a voice and people are Talk to them too’. able to contact the people they need. We could say that there are mixed feelings. It’s wonderful that so much has been said about the M. How is that for you? Some of you have been working for future of the armed forces. However, we see a really big Defence for longer or shorter periods of time; is this familiar ‘but’. There is a lot of talk about young people, but little to you? discussion with young people. We would like to ask everyone—whether you work in Defence or elsewhere— N. When we were preparing for this conference, we asked to look around in your area for young professionals with young professionals within Defence for their opinion. We good ideas. We would like to ask you to make use of the received responses such as ‘we want to be taken seriously’, entire potential of your organisation within the frame- ‘we want to be able to show what we’re capable of, but we work of the Adaptive Armed Forces and their implemen- also want the freedom to make choices when it comes to tation. Our message is: don’t just talk about young starting a family or working flexible working hours.’ We also people, but talk to them too

33 Questions for Young Defence

What is Young Defence doing to make the appreciated, but by taking this approach we get things armed forces more transparent and less done. We thus manage to break with established bureaucratic? traditions and bypass some of the bureaucratic chains Young Defence organises many events and contributes of command within the organisation. to think-tanks with a view to promoting new view- points within the organisation. Young Defence has a Why is it so much about ‘us versus them’? special way of operating: we look for connections, we Young Defence is not restricted by age group. Everyone offer a platform, and we also do not always follow the is welcome to join! The main issue for us is the interests rules. We would rather ask for forgiveness afterwards of young professionals, and we assume that people are than request permission beforehand. This is not always capable of determining whether they belong or do not

34 belong to this target group themselves. It is emphati- Young Defence is very involved in the future of Defence. cally not about ‘us versus them’, but about connecting. We can see the usefulness and necessity of a more We are able to translate the ideas and feelings of young adaptive organisation and want to shoulder our part of professionals for a larger audience and for other target the task. To achieve this, we will have to ensure that the groups. We do this by linking up the ideas, energy and culture within the organisation changes to make talent of young professionals with the demands Defence a more attractive employer to young circulating within the organisation, with specialists and professionals. with more experienced colleagues. In this way, we hope to reach a win-win situation. Defence will be able to promote itself as an attractive employer if more attention is devoted to flexibility, The questions posed to Young Defence were primarily different kinds of contracts, and good career in reference to the role that the organisation can play in counselling. the process of change. Together with its members,

What is your question for Young Defence?

35 Denis Maesen, Chair, Platform for Independent Entrepreneurs

Adaptive capability, entrepreneurship and the reservist In addition to being Chair of the Platform for Independent and communication. These lines of reasoning have to be Entrepreneurs, together with Michael van Stralen of MKB given a place within the process of change. Harnessing Nederland, I am also co-Chair of the freelancers’ platform interaction and communication between Defence and behind VNO-NCW, MKB Nederland [Dutch small and society in a different way can contribute towards these medium-sized enterprises] and PZO [Platform for Self-Em- lines of reasoning. ployed Entrepreneurs]. I am sharing this information with you for two reasons. I have the support of hundreds of thousands of independent business people, and the level of organisation of these people – and this includes their ‘Those who can best availability for Defence – is increasing. Defence is currently concerned about the fighting power it has to deliver and its adapt will survive’ quality. More money has to be made available and things have to be done differently. Exchanging viewpoints and insights on future perspectives is stimulating. What role can The nineteenth-century Prussian general and military the business community and other government authorities theoretician Carl von Clausewitz wrote that a leader has to play in this? The problem can be viewed as a matter of possess two important traits: ‘coup d’oeil’, the ability to be evolving identity; by bringing the domain of Defence closer able to perceive what is happening at a single glance; and to society, a transition is being made from a Ministry of ‘courage d’esprit’, the boldness and courage to dare surpass Defence to a Ministry of Shared Forces. This will result in known limits. The desire for success has to be greater than Defence and society starting to feel a greater degree of unity. the fear of facing the occasional setback.

This kind of development is usually seen as a transitional Let us make the step from personal leadership to indepen- issue. And that makes sense. The core task of Defence – to dent entrepreneurship. Independent entrepreneurs have supply fighting power – will remain the same, but the several specific characteristics: they aim to link up different process also has transformational aspects. It is also partially worlds, and they want to supply additional value, through about the desire and the conviction to take action. This teamwork and in a modern working style. Many of my demands a different spirit than we had in the period of supporters are tired of big systems, but want to work budget cuts. Our present day society attaches great together for a healthy, strong society. This brings opportu- importance to security. This sets the bar high. But it does not nities, because these people have an attitude of action and just affect Defence. It affects society in its totality as well as are capable of getting results. the armed forces as part of that society. However, it can also be difficult. Independent business people often experience Defence as an organisation that is This is the reason that I am an advocate of seeing both sides held hostage by control, where accountants wield power, of the argument, while I also support putting up bridgeheads and the room to manoeuvre given to military comman- between the business community/ government authorities ders is reduced to zero. This has to change. Entrepre- and Defence. Bridgeheads need to be put up in several areas, neurship has to be given more room in the system, and we also need new blood. We are talking about room for initiatives and experiments. The failure factor in thousands of people within the domain of Defence – more the system will probably increase, but in return we will gain than simply the organisation alone – who should be able to a livelier Defence organisation, which will result in more take part. Society should perceive the Defence domain as a recognition within society. place where new ideas about security are examined and launched. This brings me to the reservist. I am not referring to the reservist in classical terms, i.e. as the reserve personnel of Charles Darwin was one of the first people to discuss the armed forces; I see the issue more broadly. I see adaptivity. According to Darwin, those who survive are not society as the reservist of Defence and Defence as the the strongest or the most intelligent, but those who can reservist of society. We need to feel involved with world best adapt. The process of adaptation can be seen in nature; peace together, and that, together, we are pursuing a security organisations must also have the ability to adapt (adaptivity) perspective that we are keen to carry through. in order to remain relevant. I do not mean to imply that Defence was reactive in the past, but being adaptive requires In order to achieve success, we have to open doors, and proactive thinking in order to operate in the present and when someone offers a helping hand we have to take that be connected with the surrounding environment. Being hand. We still have a long way to go, but I believe that we proactive also requires a different way of thinking, one that will be successful and want to make my contribution to is less focused on analysis and classification, and more on improving interaction between Defence and the outside creation world.

37 Q uestions for Denis Maesen Chair, Platform for Independent Entrepreneurs

What is the relationship between independent Independent entrepreneurs without personnel can play entrepreneurs without personnel [ZZP-ers] and a positive role in implementing the concept of the the Defence hierarchy? Adaptive Armed Forces. In my opinion, the specific Leadership styles have to be an invitation for people to traits of independent entrepreneurs, such as thinking in get involved. The two worlds have to move closer terms of solutions, finding connections, and harnessing together. These people do not have to be directly creativity, would have immense added value for involved in core operations, as there is much to be Defence. A number of Defence employees are also gained on the periphery too. There is currently a active as independent entrepreneurs who could form a mismatch between the supply of potential and the bridge between Defence and the business world. To configuration of the organisation’s communication and accomplish this, a project bureau could be set up that culture. would primarily concern itself with networking and relations management. My advice is therefore to set goals together, and to make people responsible for the realisation of these Many reservists are independent entrepreneurs. goals. This will not increase the level of participation by Experience has shown that working as a reservist and one or two people, but by hundreds. acting as an entrepreneur is an effective and attractive combination, as it allows reservists to increase their The audience put many questions to Mr Maesen. The income. In addition, entrepreneurs have to deal with response below is an attempt to answer the questions peaks and troughs at work, and can thus maintain a posed, although not all questions could be dealt with more stable income by working as a reservist for separately. Defence. There are also disadvantages attached to being a

38 reservist. In the event of long-term projects with Defence, a role in this. This would mean Defence having to change entrepreneurs are unable to take on civilian assignments, a few things with regard to its attitude and behaviour. which leads to financial loss. Furthermore, in many cases There is a strong idea or prejudice that reservists use working for Defence pays less than working for a civilian their work for Defence to make up for a lack of other client. On the other hand, many small business people see contracts. For most reservists this is not the case, as life as a reservist as a calling and get a great deal of reservists often work for Defence on account of their fulfilment from making a contribution to Defence. own passion and feeling of involvement. Money plays a The combination of entrepreneurship and working as a smaller role with independent entrepreneurs, because as reservist is therefore attractive to them. reservists they earn less than they could usually earn with civilian assignments. Furthermore, there should be no In collaboration with PZO, the platform for independent objection to a business person wanting to compensate businesses, Defence could look into how such people for a dip in civilian work by taking on Defence assign- could be deployed more effectively for and by Defence. ments. As long as Defence benefits from such contributi- The abovementioned project bureau could play ons, no-one can raise objections.

What is your question for Denis Maesen?

39 Raymond Knops, MP and Member of the Parliamentary Standing Committee for Defence

Public support for the Adaptive Armed Forces It is wonderful that this conference has been organised and day. Our environment is changing and the organisation has to that so many people feel drawn to this topic. It is important change too. Train and be organised as you fight. to think about how Defence can best fulfil its mandate in the future. As representatives of the Dutch people, our Over the last 25 years, Defence has been constantly reorgani- Parliament is also thinking about how it can contribute to a sing due to budget cuts. This has to change. better social anchoring of the armed forces. Defence needs to be allocated more money and everyone in the organisation has to fully embrace the adaptive potential. I was once a regular serviceman in the Air Force before I was The days of lifetime employment for every Defence employee asked to become an alderman. That was a terrific new are definitely a thing of the past. It no longer fits in with the challenge for me, but it meant that I had to leave Defence. dynamic world we currently live in and, in my opinion, is at After I had left the regular service of the armed forces, I odds with the idea of a flexible and adaptive organisation. became a reservist, and in that capacity, was eager to be sent on a mission. In 2004, I was ready to leave for Iraq with SFIR Adaptive capability can expand quickly, but has to be suppor- 4, but on the day of the planned departure the flight was ted by a clear vision and be able to count on the support of cancelled. Because I was a reservist, I had been assigned to Parliament. Looking at how we can open up the hatches and a different unit and no one informed me. However, I did take advantage of the adaptive potential available means that eventually go and I gained a lot from taking on the challenge. we will also examine proposals which create more intercon- My experiences with Defence have given me the drive as MP nection. Only through collaboration can anything substantial to set certain things in motion regarding this issue. be achieved, and the key concepts are trust and risk- taking. Together with my colleagues I tabled my first motion on reservist policy ten years ago, on 14 June 2007. ‘Adaptive capability The names have gone through a few changes over the years: reservist policy, total force, and now Adaptive Armed has to be supported Forces. But the essence has remained the same. Defence can grow stronger and become more adaptive if it aims to create a flexible ring around a fixed group of employees. by a clear vision’ This will ensure social coherence and depth. In recent years, many other motions have been put forward. The Parliamen- Defence is extremely strong in the areas of leadership, tary Standing Committee has also held discussions with personal development, loyalty, and its ‘can-do’ mentality, but foreign experts about their experiences with reservists. it also has its weaker points. It would be great if we could give military personnel the opportunity to also be active outside Defence, and to return after a period ‘outside’. Such personnel ‘This topic has would then be able to contribute their new insights and experiences to Defence. It is mainly about the mindset that the support of they bring into the organisation. We have rules and regulations, but we have to take a close look to see if they are still relevant. Always remaining within the confines or rules Parliament’ means missing out on opportunities. The most beautiful flowers grow close to the edge of the precipice. Picking them This topic can count on the strong support of Parliament. may sometimes mean walking along that edge. I want you to Nearly all of the motions that I have tabled to have the see Parliament as an ally in this process which can help adapt Government do more for reservists were adopted unanimous- superfluous or out-of-date rules. ly. The Dutch Parliament has consistently told the Minister to continue with this development. However, in my view, it is all During the past 25 years, under the pressure of budget cuts the taking too much time. Defence has been engaged in pushing organisation has been structured to act as efficiently as through this change for more than ten years. It is a question of possible, but the armed forces are essentially an ‘availability’ two steps forward, one step back. This seems to be organisation. We need Defence when there is an emergency, changing now, thanks to the involvement of many people in and the main goal then is not efficiency but effectiveness, the business community and in Defence who are pushing for it, being able to deliver what is necessary. Defence’s whole who think it’s important, and who support the notion of approach thus has to change. What it comes down to is that continually moving forward and affording room for making we have no choice but to change; our choice is which path to mistakes. This is the kind of culture we need in Defence. The take towards change. If we can all keep that firmly in mind, armed forces really have to ask themselves whether even in these turbulent times I see a positive future awaiting their current form of organisation is sufficient in the present the Netherlands Defence organisation.

41 Questions for MP Raymond Knops

How are the initiatives of the motion by Knops et Should there be a budget plan for Defence that al. safeguarded during government negotiations? covers multiple periods of government? Like others, Defence tries to look ahead strategically. In the Defence can be considered as high politics, which has to be formation process of the new government, people often regulated by Parliament and should not be subject to simply think one day at a time. If I may speak for myself, fluctuations. The most important thing is that there is a I sincerely hope that Defence does not become politicised. continual upwards movement, as this is the agreement that Once a government has been formed and Defence has we have made with NATO. Personally, I am in favour of been allocated a budget, we will have our plans prepared. multiple-year agreements for Defence, but it is then impor- Thanks to the current Minister and her civil servants, tant that those agreements have actual content. Ultimately it people know exactly what needs to happen in the future. is all about political will. It is important that the armed forces It is now up to the negotiators to negotiate a budget and to are seen as an indispensable link in our security policy, and the new Minister of Defence to make things happen. that politicians understand that we have to invest in them.

What can politics do to support the process towards What was your most important personal the Adaptive Armed Forces? Do we need special experience with Defence? What really made an legislation in order to facilitate the process? impact on your life? Legislation is a means and not a goal in itself. Much can be The most important thing to me was the military experien- regulated without legislation; laws can be applied to give ce in itself. Defence teaches you about leadership, about business people greater assurance, such as compensation getting on with people, about pushing your boundaries, for loss of income or availability. and tackling personal challenges. These are skills that are applicable anywhere. Defence builds your character and This is not a controversial subject, and the House of skills for the rest of your life. Representatives will not stand in our way where this is concerned. It is now up to Defence to put forward propo- The audience had a great many questions for Raymond sals, after which legislation can quickly follow. Knops, but only a few could be dealt with in the plenary

42 session. The response below is an attempt to answer all politicians fully support the idea and external parties the questions posed, although not all questions could (the business community, municipalities, the water be answered separately. authorities) see opportunities for collaboration. The change process is no longer dependent on a single Many of the questions concerned the budget for minister—realisation of the initiative will require Defence. During this term of government, the Defence several government terms — and is supported by the budget was increased for the first time in a long time, military leadership of the Ministry of Defence. The extra the result of the Minister and the House of Representa- funding that is now being discussed will serve to make tives working together. There is a conviction throughout implementation easier and will lead to the proposed the House that the armed forces have to receive more changes taking effect more quickly. We have to stop funding, firstly due to major geopolitical changes and thinking about Defence merely in terms of costs. the increased level of threat. In addition, in recent years Defence makes a huge contribution to society, not only we have seen that Defence has reached its limits. We in terms of its primary product — security — but also in have had to improvise enormously to fulfil our tasks. terms of the opportunities it offers for educating young There are many in the House of Representatives who people and giving them valuable experiences. In this support the idea of concluding multi-year agreements way, Defence contributes towards the proper functio- on the Defence budget, as have been implemented in ning of our country. Denmark. This would allow Defence to plan more easily for the long term and not to have to depend on the constantly changing priorities of a new government. ‘We had An increasing budget also requires Defence to change, to improvise which is why Parliament has embraced the concept of the Adaptive Armed Forces. We have to organise the factor of labour differently, simply because the labour market has enormously’ changed. But we also need constantly changing qualities and people for constantly changing missions. We Parliament is also looking at legislation. There are cannot have all these a number of bottlenecks in the areas of labour people in full-time employment. In order to enable the legislation, social insurance and social security. These deployment of part-time personnel, we have to give mean that the deployment of reservists cannot be taken commanders more space and I am therefore arguing for for granted. Much of our legislation is based on the old more conviction and courage to try out a new approach. situation of national service. I am in favour of thorough Parliament is convinced of the importance of having research into the current bottlenecks and potential solu- more reservists, and we have to ensure that the project tions. Our individual reservists still run too many risks. does not grind to a halt at the paper and memorandum However, in my opinion it is not desirable to draw up a stage. I am confident that the new approach will make legal framework in which reservists are obliged to serve things happen and that changes are going to be imple- (with the exception of emergency situations). By imposing mented. This is why we have advocated for senior levels a multitude of obligations on people, there is a risk of this of the Defence organisation to take a hands-on approach specific group — which is keen to serve society — being in ths change process. More involvement (expertise and pushed to a secondary position on the labour market. I experience) from the ‘outside’ can help to get the want to move on to a situation where the employment of changes off the ground. I am therefore a big supporter of reservists and the added value of their experience gained a strong external sounding board. On several occasions, at Defence is really clear to civilian employers. This will Parliament has also discussed appointing a reservist who, reduce any grievance against temporarily supplying em- in the the rank of general, could play a role in the change ployees to Defence. This is the ‘win-win’ situation that the process. Foreign armed forces have plenty of experience Minister previously spoke about, and a precondition for with this. The efforts of ‘involved outsiders’ may be stable collaboration. Another precondition for a good necessary to implement the changes. collaboration with civilian employers is ‘Employer Engagement’, where a good relationship is built I am not worried about the organisation and the between Defence and other employers, which gives rise to safeguarding of the changes, where in addition to an mutual understanding as well as the willingness to work external sounding board an internal think-tank will also together and to share with each other. Experiences in the play a significant role. There is a real need for change; UK, Canada and Australia in that area are encouraging.

43 Vice Admiral Rob Bauer, Chief of Defence (designate)

Conclusion

44 I would like to take this opportunity to introduce Ab van der Touw. traditional manner, or they would have been filled. Could we He will be the Chair of our external sounding board. Together, we create a fire service reservists’ pool of one hundred local will look into appointing people to this sounding board, and we regional firefighters? If the pool is big enough, we will always will not only be looking towards large-scale companies or the be able to find those ten on the days that the air base now has business world. Independent entrepreneurs and other government to be closed. agencies will also have a place on the sounding board. We will not be able to give everyone a place, but anyone who wishes to What should we, as Defence, do in this case? Those one contribute should let us know of their interest. The explicit goal of hundred reservists are one hundred positions, or one hundred the sounding board is to listen to groups and members of society FTEs. You cannot create them just like that. There has to be and hear and see what you, as our mirror, can show us. finances available for such posts, or the controller will not grant permission. The solution we came up with is to give those one I really enjoyed the energy in the room and in the breakout hundred people a zero-hour contract, so that we only have to sessions today, and I am looking forward to reading the report pay them for the days that we call them up. about the proposals and ideas put forward. We will look into all of them and try to make them work to our advantage—from ‘School of the Nation’ to ‘ Alliance Counter’. Much has already ‘The fight against been said. All of these new ideas require further thought, within Defence, within industry, within government agencies, as well as from you and I. We have to turn opportunities into action. We have unnecessary to get things done. We need everyone, men and women, young and old, to accomplish our goals. Moreover, we have to dare to do bureaucracy’ things differently. Doing things differently entails experimenting, since by trying things out you discover other and better results. However, as Defence, we then decided that a fire at the Defence organisation is different to a fire at a civilian installation. We In my opinion, there are no sacred cows in this process. We have therefore came up with extra and stricter requirements for consistently applied the old adage ‘Every soldier a rifleman’ to the people wishing to work as firefighters for Defence. This is not infantry, but the question is whether it can also be applied to the about putting out fires in a remote place on the other side of cyber soldier. A cyber soldier might, for example, be sitting in a the globe, but about putting out fires here in the Netherlands. wheelchair, because we may only need his brain. And so we will need a different way of doing things and will have to relinquish our If these people want to work for us, they will have to become established methods. We have to be ready to adapt every day, and trained military personnel. They will have to be able to shoot we have to become more critical of ourselves. straight, to salute and know all the different ranks off by heart. All of these points are questionable. If we put the request out The question put forward by Young Defence, ‘Who do you want to on the website, ten minutes later we will have a hundred become?’, is thought-provoking. I would like to be a facilitator, firemen from the area who think it would be fun to work a shift someone who inspires people and someone who can set things in at the air base now and then. However, once we set up a motion and get results. Above all, I want to be the leader of my selection process, on the basis of our requirements many of people. Finally, I would like to give you an example. I said earlier on these will be eliminated. If they are to become military person- that I am not quick to judge anything as being too far-fetched, and nel they will furthermore need a Declaration of No Objection people are now asking me what my far-fetched idea is and what I (security clearance). We need to know their background and am planning to do. This brings me to my example: the interesting their past. This will weed out a few more of the candidates. thing is that although it was not far-fetched at all, it still did not work out. We then train the people remaining, first as military personnel, and when they have mastered that, we give them Defence fire The idea concerned the fire service at an air base. The comman- service training. This whole process takes about two years; for der had reported personnel shortages; ten of the one hundred just two days’ work! positions were vacant. On certain days, when there is a great demand for the air base fire service, the shortages lead to the This is only one example, but I hope that it demonstrates how base closing. This example concerns 13 July and 12 September, we create many of our own problems. We have to ask ourselves, from which you can conclude that shortages do not occur every every step of the way, if what we are doing is really necessary. day or every month even. There are, however, times when there This is my message to you all, and this is my pledge: I will fight is a risk of the base closing down if we are unable to recruit the against unnecessary bureaucracy and every day ask myself ‘is required ten firefighters. The question is, how are we going to this really necessary?’ I would like to ask everyone in the fill those positions? We have not been able to fill them in the Defence organisation to do the same.

45 Overview of the suggestions from the breakout sessions

Breakout session 1 National Quick Reaction Force Increase capabilities for dealing with the aftermath of disasters and crises by militarising civilian security personnel.

Breakout session 2 Non-Defence Organisation Set up an interactive platform to report unnecessary bureaucracy and bring together know-how and skills for dealing with it.

Breakout session 3 Army: logistic adaptive solutions concept PushDefence to a higher level in the area of logistics by providing specialised logistic knowhow.

Breakout session 4 Effectiveness through Collaboration Set up a ‘Roving XO team’ that actively contributes to changing the mind-set, in order to implement flexibility and adaptivity.

Breakout session 5 Adaptive Personnel Pool Set up an exchange of personnel, starting with drivers in an area where there are a large number of transport companies and where a military barracks is located.

Breakout session 6 Adaptive Swarm A joint organisation (ecosystem – the ‘swarm’), including financing, in which Defence, the business community and expertise centres and others can safely experiment and innovate in the interests of the effectiveness of the three parties mentioned above.

Breakout session 7 Institute for Defence Partnership Hospitals at senior secondary vocational school [MBO] level. Good cooperation between education and the business community. Create a liaison position per topic who then act as project managers to facilitate this cooperation.

Breakout session 8.1 From Exchange to Knowledge Sharing Exchange personnel between the business community and military, in the primary process, for a two to three year period (in own area of expertise and starting with 20-25 people).

46 Breakout session 8.2 The ‘minimal’ reservist or the useful specialist plus Differentiate the requirements (basic military skills) for reservists and various specialists.

Breakout session 9 Adaptive training Education is a precondition for the Adaptive Armed Forces to safeguard the expertise of both the civilian and military domains and to help people to be and stay more effectively deployable in both domains.

Breakout session 10 Time-to-market: reservist within a week Drastically speed up the recruitment and selection process in order to ensure more transparency and security for all parties involved, and to reduce the through-time between formulating the requirement and actual appointment (time-to-market).

Breakout session 11 The Buddy System Set up a buddy system between a military unit and a (regional) civilian partner in order to share resources, expertise and people in sustainable collaboration in order to establish the Adaptive Armed Forces.

Breakout session 12 Reserve officer academically grounded (ROAG) 2.0 Expand awareness of the Defence organisation in the world of education, including higher education, to increase the influx of personnel, including reserve personnel.

Breakout session 13 Operation oil spill The employee looks for a (civilian) counterpart employer, requiring similar competencies, to function as a back-up/ exchange partner. The employee also searches for parallel contacts with commercial companies. This increases the awareness of potential employees and companies, and thus contributes to the creation of a flexible pool of personnel.

Breakout session 14 Defence Certification Ask potential partners and relations what they are doing for Defence, for veterans, for reservists, and with regard to internships for students. Based on their responses, partners receive a gold, silver or bronze certificate.

47 Breakout session 15 Adapt Adopt Improve An exchange between local military units (adoption units) and local businesses/associations. Link-up of expertise and capabilities available at a local level with a military unit (linking up internal and external units).

Breakout session 16 Defence-wide Quick Reaction Force for engineer support Set up on-call construction engineers capability. On the basis of specific criteria, the commercial sector makes personnel and materiel available for deployment anywhere in the world.

Breakout session 17 Alliance (Collaboration Portal) Create possibilities for advancing collaboration between commercial companies.

Breakout session 18 Specialists Pool This project concerns efficiency (manpower when you need it), effectiveness (increase the availability of your systems), and economics (no or less outflow). A concrete example: an exchange of avionics maintenan- ce personnel between the Air Force and civilian airlines.

Breakout session 19 Institute for Defence and Partnership Hospitals — Adaptive Armed Forces avant la lettre A reciprocal arrangement, such as the one Defence has with partnership hospitals for the sharing of specialists, could be applied for engaging other specialists, such as mechanics.

Breakout session 20 ‘Security for everyone, by everyone’ How do you build connections between the armed forces and society? By communicating the message that security is essential to everyone and as such is everybody’s business.

Breakout session 21 Defence capability management Draw up an inventory of the areas where Defence is unable to execute its tasks properly and where non-de- fence organisations could play a role. Priority should be given to issues that can be solved with relatively little military training and where Defence’s needs are high.

48 Breakout session 22 Breakout session 26 From 0 to 40 hours: employment Maintaining capabilities: from fixed mobility typified to flexible Inflow, throughflow and outflow become more People leaving the Defence organisation should be effective. The personnel in the reserves aren’t reserves, asked as a matter of course whether they want to stay but active participants. They can apply for any position. on as reservists. During mediation with civil society, This will create greater job mobility, leading to current negotiations can be held with civilian employers about and former professional and current and former the possibilities/conditions of making former military reservists experiencing greater cross-pollination within personnel reservists, where they remain deployable by civilian society. Defence.

Breakout session 23.1 Breakout session 27.1 Lesson + activities package for school Free Space for Talent children Reserve 20% of the establishment of units as free Promotion of acceptance, awareness and support space. Commanders can decide for themselves how among school children and the general public; this lays they want to fill this space. the basis for adaptivity. Breakout session 27.2 Breakout session 23.2 Removing Excess Regulations for Inflow, WELCOME Throughflow, Outflow and Return Easy access to the entire Defence organisation; quick Remove excessive bureaucratic regulations. Put the follow-up by matching profiles to the right role, Service, current rules on hold for one year to allow space for and form of contract. creative solutions.

Breakout session 23.3 Breakout session 27.3 Safeguarding Outflow Joint Competence Development Every military professional who leaves the armed forces Exchange of personnel between Defence and strategic in phase 2 should be asked to become a reservist. His/ partners, such as CGI and Scania. her competencies are already known; we need the same working method for all Services of the armed forces; we Breakout session 27.4 have to maintain contact and a sufficient budget for Adaptive Front Door training/deployment. Build an unambiguous interface for all contact between Defence and the outside world. Breakout session 24 3WI model – 3x win (Individual, Defence, Breakout session 28 Business Community) & individual is The New Purple central Create a contract that offers clarity for Core: increase the sustainable potential for exchange the employer and prospects for the flex-worker. between Defence and the business community in order Scrap the term ‘reservist’. Establish two different to enhance the professional development of the categories: some part-timers are only deployed as individual—whether military or civilian. civilians, others are also given military tasks.

Breakout session 25 Lease Contract Combat Equipment Put out to tender lease contracts for high-quality and innovative combat equipment (e.g. helmets). The pilot projects carried out by units will reveal the formula for success.

49 Background of conference participants

A total of 604 people participated in the conference. Of these, 585 answered questions or responded to proposals via Buzzmaster.

This diagram indicates the participants’ background.

NL EN

Reservist Reservist

Beroepsmilitair Regular military personnel

Burgermedewerker Civilian Defence employee

Ambtenaar (anders) Civil servant (other)

Bedrijfsleven Business community

Student Student

50 What does ‘Adaptive Armed Forces’ mean to you?

In answer to the question, ‘In one word, what does the Adaptive Armed Forces mean to you?, the four answers given most often were: flexibility (26%), collaboration (22%), future (13%), and opportunities (8%).

What did you think of this event?

Answers to the question, ‘What did you think of this event?’’

51 Concluding remarks – Vice Chief of Defence

The conference on the Adaptive Armed Forces has started the ball rolling. It has created a movement that will offer new prospects and opportunities to Defence and civilian society. During this conference, we have seen that developments in the immediate environment of the armed forces require that different working methods are adopted. Examples of these developments are changes in geopolitics, technology and demography. These developments are often unpredictable and follow each other in quick succession. For this reason, the armed forces also have to be continuo- armed forces, a steering committee has been set up which usly prepared for changing circumstances and new situati- comprises representatives from all elements of the Defence ons. This demands a different way of thinking, organising organisation. The steering committee reports to the Secretary and working. Flexibility, agility and rapid response are the General and to the Chief of Defence. To emphasise the characteristics that apply. Together, they form a single importance of collaboration with partners outside Defence, an concept: adaptivity in the armed forces. The Adaptive Armed external sounding board has been set up under the leadership Forces! of its Chair, Ab van der Touw (CEO of Siemens Netherlands and Vice Chair of the VNO-NCW). Furthermore, an internal What does this entail? One example is that the principle of think-tank will be established within Defence, which in my continually being able to access all the necessary capabilities personal opinion is extremely important. I believe that this is and materiel is no longer current. It is evident that solutions an important group , as its members will be the interpreters of will arise if we increase our collaborations with partners what is current on the work floor. The really useful suggestions outside Defence. These collaborations will produce advanta- for an organisation often originate at this level. ges for all parties involved. In addition, the armed forces have to innovate in many diverse areas such as personnel, Many ideas have been put forward at the ‘From Defensive to materiel, structure and method of leadership. In brief: from Adaptive’ conference. They vary from quick and simple to ownership to utility. But this is also about changing from implement, to complex, where implementation demands long-term agreements to more flexible contracts. more time. These ideas can be set in motion by setting up a project bureau. Moreover, many ideas have been put forward It is also clear that the shared view of ‘one size fits all’ is no by the organisation itself and hopefully these will keep longer operable. There is, however, a common goal: collabo- coming. The aim is for the project bureau to collect all of the ration has to contribute to increasing our fighting power. ideas, elaborate on them where necessary, and then pass This means sharing our capabilities with others, for example them on to the steering committee. The steering committee in the following areas rich in opportunities: will draw up a priority list regarding the proposals and help facilitate their further implementation. The core issue here is • Governmental and commercial employers who want to not only money. An idea can often only be successful if it has share their personnel with Defence, e. g. as reservists. been accepted, and is accompanied by a will to change; it is Vice versa is also possible; therefore a question of mentality. In this way we will ensure, • Companies that have machines and other equipment that together as the Defence organisation, that the armed forces Defence needs sometimes, but not all the time. We can become adaptive. In terms of capabilities, but also in terms of jointly invest in this materiel; mind-set. • Training and education offered by Defence, and the formative experience of being in the armed forces, can also This change of culture, which may be at the heart of the be meaningful for civilian employers; we could make Defence organisation’s transition, will not always run agreements about this with our social partners. During the smoothly. The transformation will be a continual process, conference, this was linked with the idea of ‘School of the where the end situation is as yet unknown. In addition, we Nation’ and put centre stage. now know the direction, but not which or what kind of obstacles or opportunities we may encounter. Furthermore, To take this a step further, one of the conclusions of the the armed forces and their personnel will have to discover ‘From Defensive to Adaptive’ Conference is, – as was also the route to be taken while under way. This will all involve a made clear in the letter to Parliament – that the Adaptive certain amount of uncertainty. However, one thing is very Armed Forces concept encompasses much more than clear, and that is that there is no alternative. Our times and merely the wider deployment of reservists. It is true that circumstances require that we become more flexible and reservists make up an important share of the Adaptive agile. That we respond more quickly. More effectively. Armed Forces. This is why Employer Engagement is so More adaptively. Defence and its personnel, with the support important, and the materiel component — being able to of external parties, will have to energetically adapt in order have access to adequate equipment — is currently also to be successful. We are thus working on building an armed under consideration. In order to implement this, the forces which can defend the interests of our nation in the existing organisation has to learn how to manage the new future with professionalism and with skill. An armed forces uncertainties. Not all capabilities will be within easy reach. that will be better tomorrow than they are today. An We have to make firm agreements. We will then have to Adaptive Armed Forces! see how the agreements work out in practice. We will also make use of the experiences of countries who already operate in this way. In order to shape the transition to an W.H. Wijnen Lieutenant General Adaptive Vice Chief of Defence

53 If you would like to know more about the Adaptive Armed Forces, please read the letter to Parliament at: https://www.rijksoverheid.nl/documenten/kamerstukken/2017/01/13/ kamerbrief-over-plan-van-aanpak-uitvoering-total-force-concept

54 Questions or suggestions? Adaptive Armed Forces Info Booth Mobile: 06-10 38 63 76 E-mail: [email protected]

Read the CONFEDERATION OF NETHERLANDS INDUSTRY AND EMPLOYERS (VNO-NCW) publication: NL Next Level: A Safe Netherlands in Europe and the World, at https://www.vno-ncw.nl/system/files_force/nln17130_ brochure_veiligheid.pdf?download=1

Compiled and edited by Major Dr. Jeroen Saat, Reservists and Society Bureau [BReS]

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