Link between army and businesses: a sovereignty issue for Canada

A text by Simon Bernard, major-general (ret.) and president of Xpertise Défense

BUSINESS IDEAS. Globalization, the rise in geopolitical tensions and the acceleration of technological disruptions require Canada to rethink its models of sovereignty.

Hybrid conflicts, which combine cyberattacks, disinformation and economic pressures, make the border between military security and economic security increasingly porous.

In this context, the national industrial fabric becomes a pillar of strategic resilience: the capacity to produce critical equipment locally, to secure supply chains and to innovate in defense technologies is now inseparable from sovereignty.

The defense-industry partnership to be strengthened

The partnership between the Canadian Armed Forces (CAF) and Canadian companies is not limited to the supply of equipment. It involves reciprocal adaptation: forces must sometimes prioritize speed and flexibility, while companies must adjust their industrial cycles to complex and urgent operational requirements.

To overcome these challenges, it is essential to develop a common culture, based on trust, transparency and mutual understanding of the issues.

The Canadian Forces Liaison Council (CFLC) is an organization that works with the Defense Team to engage employers, educational institutions and other organizations to highlight how valuable service in the Reserves is to Canadian communities and Canada’s Defense.

This council could expand its role and attempt to bring together DND and the main industry associations, allowing for an ongoing dialogue.

This committee could organize workshops, forums and thematic working groups, in order to identify emerging needs, share good practices and promote companies that engage in defense while developing a defense culture in the country.

The reserve and reconversion: towards an inclusive approach

The integration of the reserve and the retraining of veterans constitute major levers for strengthening the link between defense and civil society. Inspired by the European “ProMilès” program, a Canadian system could encourage employers to support the reserve force, by recognizing the skills acquired by the military: leadership, crisis management, team spirit, adaptability.

The establishment of a national charter for defense employers would provide a structuring framework. The signatory companies would undertake to adapt their HR policies, promote military careers and facilitate the professional reintegration of veterans.

This approach would promote the diversity of profiles and enrich the Canadian economic fabric while developing a defense culture in Quebec and Canada.

Towards an innovative and resilient defense economy

Canadian sovereignty cannot be based on dependence on foreign partners. It is therefore crucial to support a national defense economy, capable of meeting the needs of the FAC while stimulating civilian innovation.

Strategic sectors such as cyber security, autonomous systems, drones, secure communications, energy resilience, artificial intelligence and quantum must benefit from targeted investments.

Public-private partnerships, financed by strategic investments, will make it possible to develop dual innovations, useful for both defense and the civil sector. This model will promote the emergence of innovative SMEs, strengthen national industrial expertise and contribute to the creation of qualified jobs.

Shared values ​​and a collective culture

The cultural proximity between the FAC and businesses is based on common values: responsibility, innovation, leadership, team spirit and resilience. Soldiers in transition bring valuable experience, particularly in managing complexity and uncertainty.

Encouraging exchanges between military command and business management, increasing regional forums and integrating Canada into allied industrial defense networks (EU SAFE, NATO DIANA, NORAD and others) will make it possible to build a true strategic culture of innovation.

During the defense sector events in which I participated, let’s say that the leadership of the FAC was absent. We must break down silos and encourage exchanges between forces and industry.

A call to action for shared sovereignty

Strengthening the link between the FAC and businesses means investing in national security and collective sovereignty. Every organization, regardless of its size, can contribute: by supporting the reserve, developing critical technologies, or engaging in ongoing dialogue with defense institutions. This evolving cooperation between the FAC, businesses and civil society is the key to a new national cohesion, essential to meeting the challenges of the 21st century.

Mobilisation collective

This ambitious and inclusive vision of Canadian sovereignty, based on the synergy between the FAC, businesses and civil society, will quickly become a tool for strategic autonomy, sovereignty and independence.

By delving deeper into the areas mentioned – partnership, reserve, reconversion, innovation, shared values ​​and call to action – it appears that the construction of a robust “defense-industry” ecosystem is a major issue for Canada.

This approach requires collective mobilization, adaptation of public policies and promotion of military skills in the economic world.

This is how Canada will be able to strengthen its resilience, preserve its sovereignty and face contemporary challenges with confidence.

Let’s go!