EU Ports Strategy: Competitiveness and Resilience in a Challenging World
The EU Ports Strategy adopted on March 4, 2026, sets out the European Commission’s vision for the future of Europe’s ports. The priorities of the Strategy will have far-reaching implications, not only for EU ports, but also for supply chains that are currently under significant strain.
In times of uncertainty, clear direction is essential; in today’s increasingly unpredictable global environment, such guidance is more valuable than ever.
At the heart of the strategy lies the concept of resilience. Without resilient ports, logistics chains cannot effectively serve the European market. As global maritime routes face mounting pressure, European ports must continue to be strategic partners that underpin economic stability and growth across Europe.
It is encouraging that the EU Ports Strategy recognises the intense international competition faced by European ports and the risks this poses to their competitiveness. The strategy rightly identifies ports as hubs of European economic security, providers of essential public services and pillars of societal resilience. It also acknowledges the diversity of public and private port stakeholders and their key role.
FEPORT welcomes the strategy’s core pillars and its emphasis on competitiveness and resilience. One question though will soon need answers: what will be the key success factors that turn this ambition into reality?
At FEPORT, we believe that competitiveness, supported by investment and smart regulation, must remain a central priority.
As ports operate in a global marketplace, regulatory and compliance costs that apply exclusively to EU companies increase the risk that cargo flows will be diverted to third-country ports. Recognising this risk is important but not sufficient. Addressing this challenge requires improved access to public funding and an adaptation of the regulatory framework.
FEPORT has consistently emphasised in its Manifesto the importance of legal clarity and stability of the regulatory framework for private investors in the port sector. Attracting private investment in EU ports will be vital given the major transformation that ports must undergo. Energy transition, decarbonisation and greening, investments to combat drug trafficking, investments in robust cybersecurity systems, upskilling and reskilling of the workforce, deployment of military mobility and climate resilience adaptations are only a few examples illustrating the scale of the challenge. This is why public-private partnerships must be one of the key success factors of the EU Ports Strategy.
The private sector investing in EU ports is ready to play its role but needs more legal clarity, for instance regarding blending and funding possibilities. In this respect, the review of the General Block Exemption Regulation, as well as the recently published Land and Multimodal Transport Guidelines and the Transport Block Exemption Regulation, should be seized as real opportunities to offer the port sector (currently the only sector in the transport ecosystem without dedicated State Aid Guidelines) with greater clarity on the types of public support that will be available. In this respect, the situation today looks like an incomplete puzzle with several missing pieces.
Private terminals are increasingly requested to fulfil broader general interest roles by investing in energy transition, decarbonisation and greening, measures to combat drug trafficking, cybersecurity systems, workforce skills and military mobility, as well as climate resilience. It is therefore important that the legal framework evolves accordingly and that greater public support can be granted to public-private projects.
Smart adaptation of permitting rules will also be a critical success factor of the EU Ports Strategy.
Permitting procedures must be accelerated. Strategic investments cannot be delayed by procedures lasting several years while competitors move ahead within months. It is not a matter of skipping procedures or lowering standards, but of adapting the pace of decision-making to the needs of the market. If nothing changes, the competitiveness of EU ports will be at risk.
Energy resilience and the green transition must also remain economically viable. Rising costs must be addressed in a way that avoids carbon leakage while ensuring that regulatory frameworks, particularly permitting procedures for energy projects, are efficient and predictable.
Recent developments have also highlighted the importance of port security. Measures must be transparent, proportionate, non-discriminatory and harmonised across Member States to enable stakeholders to address evolving threats such as cyber risks, drug trafficking and the protection of critical infrastructure.
The Military Mobility Regulation currently under examination by the co-legislators is another important piece of the regulatory puzzle for port stakeholders who will be managing strategic dual-use infrastructure. Significant investments will be required and it will be crucial to mobilise dedicated funding.
The European Ports Strategy represents a step in the right direction as it identifies the key priorities. It is also a roadmap for the battle for competitiveness and resilience. At this stage we have the floor of the house, but we still miss the walls and the roof. So, all hands on deck!
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