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expertise necessary to achieve this goal and a   know-how and expertise of European shipyards
                                   maritime know-how that can outperform global   and maritime equipment manufacturers, com-
                                   competitors. After all, for European shipyards,   bined with their global technological leadership,
                                   global competition should be based on the high-  form a strong basis for Europe to turn the tide
                                   est environmental and quality standards instead   and bounce back. The twin green and digital
                                   of injurious pricing practices.         transitions offer major promising opportunities
                                   The current political environment, characterised   to outperform global competitors in quality, effi-
                                   by heightened geopolitical tensions and poten-  ciency, and safety.
 CHALLENGES AND                    tially less reliable trading partners, has forced   The Work Ahead: A Maritime Industrial Strategy
                                   European policymakers to shift their political
                                                                           To avoid a further decline in its shipbuilding
                                   mindset. Previously advocating open trade and
 PROSPECTS OF EUROPEAN             competitiveness, the European Commission is   capabilities  and  maritime  know-how, SEA
                                                                           Europe has called upon the European Commis-
                                   now favouring a more prudent and less naïve
                                   approach, being open to like-minded trading
                                                                           sion to urgently take the necessary steps in sup-
 SHIPBUILDING                      partners while applying a policy of “strategic   port of the consolidation and reinforcement of
                                   autonomy”  and  “de-risking”  for  potentially
                                                                           European shipbuilding and the introduction of
                                   adversary countries.
                                   This shift towards a policy of strategic auton-  framework conditions that support the business
                                                                           case for a sustainable and digitalised maritime
                                   omy and de-risking can now also be observed   transport industry. These measures should be
                                   in shipbuilding. With the lessons learned from   part of a comprehensive and holistic sectoral
                                   the pandemic, the energy crisis, and the war   maritime industrial strategy based on four dif-
                                   in Ukraine, the European Commission and the   ferent but intertwined building blocks:
                                   EU Member States have become aware of the
                                   serious economic and security risks linked to   •   Industrial sovereignty and compet-
                                   Europe’s strong dependence on Asian ship-      itiveness
                                   building. Therefore, a further decline in Europe’s   The main challenges facing European
                                   shipbuilding capacity must not only be avoided   shipyards are the distortion of compe-
                                   but reversed. In this respect, the innovative   tition and unfair trading practices by



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