Response to interpellation 2025/26:503 on the FMV's presence in garrison locations
Translated from Swedish by AI; the translation may contain errors. The Swedish text is the original.
Summary AI, written in advance
M believes that FMV's presence must be based on increased effectiveness rather than geographical spread 1 and that the agency itself should determine location based on operational utility 2. M emphasizes that Sweden has a unique defense industrial base 3, that the operations in Karlsborg are valuable 3 and that Skaraborg is an interesting region 3. M argues that cost increases in production must be broken 4 and that more civil technology is needed to strengthen defense capability 3. S argues that proximity between FMV and units is a strategic necessity 5 and advocates for an increased presence in Skaraborg 6. S believes that tempo is crucial 7 and that there is potential to broaden the industrial base's participation 7.
Written by AI in advance and may contain errors. The numbers lead to the speech a statement builds on; check against the text below.
Försvarsministern Pål Jonson (M)
Madam Speaker! Erik Ezelius has asked me whether the government has made any analysis of the need to expand FMV's presence in deployment locations, and what measures I and the government are prepared to take based on such an analysis.
As Erik Ezelius notes, the defense industry strategy and the role of Försvarets materielverk are closely linked. Both constitute central tools for strengthening Sweden's collective defense capability.
The increased pace of rearmament, the deteriorating security situation, and Sweden's membership in Nato have further intensified the requirements for an effective and well-functioning materiel process. In order to meet these requirements, it is of great importance that FMV has a close connection to the Armed Forces' operational activities and needs. Against that background, the government has tasked the agencies to work more integrated with one another. I am, of course, following the work that is being carried out on an ongoing basis.
The government's focus is clear: materiel must be delivered on time, with the right quality and to the right units. FMV has an important role in this and is currently located in a number of places in Sweden. Any potential change in FMV's presence must be based on increased effectiveness, not geographical distribution for its own sake. To strengthen the defense capability, the government is developing cooperation between FMV and the Armed Forces as well as working for shorter lead times and a more operationally managed materiel process.
The government determines the direction, and the Armed Forces' needs are central. Based on this, it is FMV that decides where one needs to be present in order to be able to deliver effect.
Erik Ezelius (S)
Madam Speaker! We are now moving from discussing people of flesh and blood to discussing defense materiel.
Outsiders might wonder if having FMV close to the units is a bureaucratic detail, but I mean that it is a strategic necessity. When the distance between those who use the equipment and those who develop and procure it becomes shorter, both the operational effect and the pace of innovation increase. The units face the operational challenges daily and are often the first to see which needs arise in reality. FMV's presence close to these environments means that problems, ideas, and improvement suggestions are captured early and can be converted into concrete development projects faster.
Experiences from modern conflicts also show that innovation rarely arises solely in laboratories or central headquarters. The best solutions are born when users and technical specialists solve practical problems together. By placing FMV in direct connection with the operations, we can create a continuous dialogue, test prototypes in realistic environments, conduct experiments together with the users, and quickly bring experiences back to the industry. It shortens the time from idea to operational capability and makes the development process more iterative and educational.
FMV manages large investments. For these to provide maximum operational utility, a deep understanding of how the systems are used in practice is required. It is about tactical needs, logistical realities, training requirements, as well as maintenance and availability issues. When FMV's employees work closely with units, the risk of acquisitions being driven by technical specifications that do not reflect reality is reduced. The result is better requirements setting, greater accuracy in what we purchase, and not least, shorter lead times.
This is closely linked to the defense industry strategy. Sweden must retain and develop critical technical expertise and at the same time strengthen the capacity for innovation. FMV connects the Armed Forces, the industry, academia, and research institutes and potentially also the civil innovation ecosystems. Through early and clear formulation of needs, we give the industry incentives to invest in relevant technologies and transform technology-driven development into demand-driven innovation.
Closeness between FMV, the armed forces and the defense industry as well as civil industry also strengthens the security of supply. Swedish companies get better conditions to develop solutions adapted to our conditions. We preserve strategic competence in the country and reduce the dependence on foreign suppliers within critical areas. This makes our supply chains more robust and secures long-term access to maintenance, spare parts and further development.
This is practically made visible through FMV's increased presence in, for example, Halmstad and Karlskrona. In Halmstad, there is a strong connection to air defense and command capability, which are areas where sensor, software, and countermeasure technology are developed at a high pace. In Karlskrona, the naval focus lies on underwater technology, sensor systems, and surface combat ships. FMV's presence provides the opportunity to integrate experiences from exercise and operation into the requirements and in the development projects.
The picture is, however, larger than that. Defence Xlab in Western Sweden, LRIX in Skåne and similar innovation platforms show how an open innovation system can function. It lowers thresholds for smaller actors, enables early demonstrations and connects startups, academia, industry and authorities. Together with FMV's regional nodes, they form an ecosystem where ideas move faster from concept to operational effect.
I will exemplify with certain parts of the country, where one could see this as low-hanging fruit, in order to illustrate for those following the debate.
I wonder if the Minister for Defence fundamentally agrees with my analysis, especially in light of the defense industry strategy's three keywords: innovation, production and cooperation.
Försvarsministern Pål Jonson (M)
Madam Speaker! I thank Erik Ezelius for the interpellation.
I will try to divide the answer into two parts. One concerns the work that FMV does in the broader material supply process, where a number of very established suppliers are used and calls are often made. The other concerns work that is more specifically linked to defense innovation. Both of these things touch upon the connection to the defense industry strategy and the defense innovation strategy that Erik Ezelius was referring to.
Let us begin with how it looks today. FMV already operates in several locations around the country today. They are present in Arboga, Enköping, Halmstad, Karlsborg, Karlskrona, Linköping, Lund, Skövde, Vidsel, Härnösand and Östersund. Apart from Arboga, these are places that are either garrison towns or have detachments from the Armed Forces. FMV is thus located all over the country, which is fundamentally good.
FMV is an organization that is growing. It must do so, because it is receiving a much greater responsibility. We have tripled the material orders in a few years – just last year we gave an ordering authorization of 254 billion. That is a very large amount of money. FMV needs to have the resources and the ability to keep up when things move very fast.
FMV is doing quite well with the recruitment, which I am happy about. Last year, there were approximately 2,850 people working at FMV. It has grown a lot and is Sweden's fifth most popular employer on the state side. So, the growth is going well.
It also naturally concerns getting the resources out, and it is important to work in a close-to-the-cause manner.
Let us look at this in connection with what is said in the defense industry strategy. Erik Ezelius was onto something very important: When does defense innovation take place? It takes place when there is close cooperation between the supplier, FMV, and the Armed Forces. It is therefore a matter of having close cooperation between the operator and the supplier. In that case, one needs to involve FMV, and preferably also FOI.
The decentralized innovation process is very important. I usually say that one should leave the white lab coats and work close to the front line. Not least, the Ukrainians constantly work in that way, with means and countermeasures. There, FMV has a very important task. I sit on the defense innovation council that I myself lead together with the Armed Forces.
The other side of this is the development taking place within the Armed Forces with the new experiment offices, which Erik Ezelius is perhaps also familiar with. For example, the Navy's experiment office has opened in Karlskrona, and the Air Force in Linköping also has an experiment office. The Armed Forces identify the military problem while FMV is the connecting glue between the suppliers and the operators, which is also very important.
This is a decentralized part, but connected to this, the Armed Forces are also working on introducing a defense innovation unit centrally to hold the work together, which is obviously important for the effect.
A large volume increase of FMV's activities has occurred as the defense budget has tripled over seven years. This has hit the equipment orders in particular. FMV is growing, and one is more present out in the country.
The Chamber of the Riksdag decides where the organizational units, that is, the regiments, shall be located. But it is not the responsibility of politics to decide exactly where FMV shall be located; rather, the agency may decide this depending on operational utility. I can, however, state that there are several locations around Sweden that are also garrison locations.
Erik Ezelius (S)
Madam Speaker! I thank the Minister for the answer.
Sweden faces an extensive task of strengthening its defense capability. It is not only about increased resources and new systems but also about creating the best conditions for innovation, development, and operational effectiveness.
In this work, I argue that Skaraborg and Skövde have a special status. An increased presence of FMV in Skaraborg is not solely about where its activities are placed geographically. It is about creating an environment where operational needs, testing activities, industrial development, and academic competence meet every day – a place where ideas can be translated into concrete solutions for Sweden's defense more quickly.
Skaraborg offers something that few other regions can match. Here there is a concentration of army units, educational activities, and extensive training areas. The daily operations generate valuable experiences and user insights, from tactical needs to maintenance issues, which are crucial for developing the right materiel and setting the right technical requirements.
The region's large training areas and varied terrain also create realistic conditions for testing tomorrow's capabilities. This applies to everything from sensor networks and unmanned systems to autonomous ground platforms, drone countermeasures, and new logistics concepts.
When development and testing occur close to the users, the feedback can become faster and the results more accurate.
At the same time, Skaraborg is located in the middle of Sweden's strongest technology and industrial cluster. The proximity to the automotive industry, technology companies, universities, and innovation environments provides access to expertise, research, and prototype development within a short geographical distance. This creates conditions for cooperation between defense, industry, and academia.
It is also about the future's competence supply. The region's educational environments and technical business sector provide opportunities to attract and retain engineers, systems developers, and specialists within areas such as software, hardware, and systems integration – competencies that are completely crucial for both the defense capability and the defense industry.
I mean that an increased FMV presence in Skaraborg, in addition to Karlsborg and Skövde, could also accelerate the development of several strategically important capabilities, for example, cooperation between manned and unmanned platforms, sensor fusion, and network-based command, where data from multiple sources are compiled for better decision-making. This also applies to AI-based decision support, modern logistics, mobile maintenance, and the ability to detect and counter drones and drone swarms.
To realize this, concrete measures are required. A first step should be to strengthen FMV's presence in Skövde and the rest of Skaraborg with engineers and test leaders who work closely with the units. This would create a continuous dialogue between users and developers and contribute to operational needs being translated into technical solutions more quickly.
Furthermore, joint testing and demonstration programs should be established where FMV, the Armed Forces, regional industry, and academia collaborate on prioritized technologies. Rapid experiments, field demonstrations, and prototype development can then be carried out in close connection to the operational activities.
There is also a need to strengthen innovation capacity through funding of pilot initiatives, support for dual-use companies, and platforms where civil and military actors can share knowledge and experiences. At the same time, long-term education and career paths must be built up to ensure that the expertise remains in the region.
The effects of such an investment would be significant. Faster feedback between users and developers leads to better requirements specification and more cost-effective procurements. Regional clusters strengthen delivery capacity and reduce vulnerabilities in supply chains. An operationally anchored innovation hub in Skaraborg would also give Sweden better opportunities to quickly integrate civilian technological advances into defense systems and thereby strengthen our competitiveness internationally.
I share what the Minister of Defence said in his opening response regarding the fact that regional anchoring must stem from increased effectiveness, and in light of the forces I have just highlighted regarding Skaraborg, I would like to hear the Minister's comment.
Försvarsministern Pål Jonson (M)
Madam Speaker! I shall shortly comment on Skaraborg, as I also find it to be an interesting region from a defense and innovation perspective.
But let me start with the most fundamental. Sweden has a unique defense industrial base. No other country with a population of 10 million can design and develop submarines, the world's most advanced combat vehicles, artillery systems, combat aircraft, and radar reconnaissance planes. This is partly due to the fact that we have a strong STEM culture, skilled engineers, and strong defense companies.
But that also depends on the fact that we have a strong ecosystem. In an international comparison, Sweden has a strong FOI, with 1,600 employees, of whom 41 percent have defended a thesis. We also have a strong FMV. This means that we have tough and demanding agencies with deep technical competence.
We shall nurture and further develop this, because it is an enormous asset for us to have a strong defense industrial base. It is part of our collective defense capability. The holistic perspective, including FMV and FOI, is important for our defense capability.
The technical expertise consists, among other things, of what is called FMV Test and evaluation. It is located, as Erik Ezelius knows, in Karlsborg. Here, one tests, further develops, and sets requirements for the industry. One can take apart a telecommunications system and say what is great and what is poor. It is not in many other countries with a population of 10 million that one can do this. This type of activity is both important and valuable and constitutes a part of our ecosystem.
When it comes to Skaraborg, there are a couple of things that are interesting. One of our largest army garrisons is located there. In Skövde, there is also a strong gaming industry, which I have had a dialogue with and would gladly visit. We know from the war in Ukraine that game developers, unmanned systems, and connectivity are central parts of the future battlefield.
Not so far from Skaraborg lies Trollhättan, and the ability to increase industrialization in the defense industry by acquiring experience from truck manufacturing and vehicle manufacturing in general is important. We must, in fact, break the cost curve and the time curve when it comes to the production of defense materiel.
I have also visited GKN in Trollhättan, which is a so-called single supplier of certain space capabilities, and they are very far ahead in the 3D area.
Sweden has some strong clusters when it comes to defense innovation, for which I am deeply grateful. I see the mentioned region as central, but also Lund and the connection between P 7 Revingehed and Ideon Science Park, and not least Linköping on the aviation side with the incubator Lead.
In conclusion: Civil-military cooperation and dual use, as Erik Ezelius pointed out, is something the government has worked on during the mandate period. We have given assignments to FMV, the Armed Forces, and Vinnova and established a civil-military program. We must bring in much more civil technology, as development is moving at a rapid pace, not least when it comes to connectivity, AI, and robotics. We need to bring these actors into the defense area to strengthen Sweden's defense capability.
Erik Ezelius (S)
Madam Speaker! I thank the Minister for Defence for the answer.
It may be that those listening to the debate think we are speaking in riddles. But this is an important issue, and it feels like we have a great consensus on Sweden's potential to maintain its second place when it comes to innovation capacity, as well as on the importance of the strength to be able to commercialize and to be able to contribute actively within the alliance.
The Minister of Defence is more than welcome to visit the video game program at Högskolan i Skövde. We are truly proud of it, and it is at the forefront not only nationally but also internationally and attracts students from all over the world.
In conclusion, I want to say that tempo is crucial for future defense capability. It is not just about what we develop, but about how quickly we can translate identified needs into operational effect. The time from need to delivered solution becomes a strategic factor in itself.
The government's defense industry strategy is therefore not only about innovation but also about production capacity – being able to produce more and faster. There is a significant potential here to broaden the industrial base's participation in defense production, and I want to highlight once again that there are particularly good conditions for this in Skaraborg and Västra Götaland. The region contains around 21 percent of Sweden's industry and possesses a strong existing production capacity that can contribute to strengthening the total defense.
As said, FMV already has an established presence in the region through its testing and evaluation activities, as the Minister for Defence pointed out. The question, therefore, is not whether FMV belongs in Skaraborg, but how the existing presence can be developed to create an even greater effect for Sweden's defense capability.
Försvarsministern Pål Jonson (M)
Madam Speaker! To return to the defense industry strategy and the debate on European defense industrial capability, a few years ago we had discussions about overproduction, duplication, and fragmentation. None of this is relevant anymore.
What is relevant now is that we increase production capacity in Sweden so that we can build up our own and our allies' defense but also continue to support Ukraine. In that case, we must break the time curve, because it takes too long before we get some of the more qualified military capabilities. We must also break the exponential cost increase. When we order more, we expect from the defense industry that it becomes cheaper, not more expensive. We must now fill our war units with plenty of ammunition and materiel. Those parts I think are important.
When it comes to the entire work on defense innovation, the government has worked a lot on those matters during the mandate period. It is about bringing home the experiences from the war in Ukraine. We are well-positioned to do this as we provided the third largest Ukraine support in the world last year. This means that Ukraine is very generous with data and information to us regarding the transparent battlefield they have. It also means that we bring home many experiences for the platforms and systems that we have sent to Ukraine within practically all domains.
We have also launched the civil-military program, which I mentioned earlier, where Vinnova and the Armed Forces work closely together and where Vinnova, or at least the companies, help the Armed Forces solve military problems.
We have also established a defense innovation council which I lead myself together with representatives from the industry and the defense authorities. We have also made targeted investments in FOI so that they can have a defense innovation director. We have also, for the first time in 30 years, developed a defense industry strategy in Sweden but also a defense innovation strategy.
Source: The Swedish Parliament. The speeches come from the open data of the Riksdag, translated into English by AI, which may contain errors.