Q1. You work closely with shipowners navigating regulatory change, decarbonisation, and shifting commercial pressures. What are the immediate priorities you are seeing from clients today, and how are those priorities evolving?

Most priorities today are shaped not only by long-term structural challenges but also by immediate geopolitical uncertainty. That is adding further complexity to an already demanding environment.

However, the consistent priority across all clients is regulatory compliance, particularly where it intersects with decarbonisation. Shipping has always been a highly regulated industry, but the pace and scale of change we are now seeing is different. These regulations are not only operational, they are strategic. They directly influence investment decisions, future fleet composition, and long-term competitiveness.

At the same time, there is still uncertainty around how costs, such as carbon pricing, will ultimately be distributed across the value chain. That makes decision-making more complex.

So, while the industry is aligned on the direction of travel, the challenge for shipowners is navigating that path with confidence.

Q2. RINA supports clients across both strategic and technical challenges. How do you turn evolving priorities into solutions that can be delivered in practice?

The key is to combine strategic understanding with practical implementation. For us, that means working across both the existing fleet and future developments.

Shipping is not an industry where change happens overnight. Assets have long lifecycles, and shipyard capacity is limited. So any transition must take into account what is already in operation, not just what will be built in the future.

In practice, this requires a dual approach. On one side, we focus on improving the performance of existing vessels through efficiency measures, operational improvements, and targeted retrofits. On the other hand, we support clients in making informed decisions about newbuilds and future technologies.

This also increasingly involves helping clients navigate regulatory mechanisms in a more flexible way, for example, by optimising performance across a fleet rather than on a vessel-by-vessel basis.

The objective is always the same: to translate complexity into something that can be implemented in a structured and economically viable way.

Q3. Decarbonisation is high on the agenda for many shipowners, yet some remain cautious about committing to specific fuel pathways. Are you seeing more decisive action now, or is the industry still waiting for greater clarity?

There is still a high degree of caution, and that is understandable. Shipping is a global industry, and any fuel solution must work across a global network of ports, infrastructure, and supply chains.

At the moment, that level of consistency does not yet exist. While some regions are moving faster than others, the overall framework is still fragmented. That makes it difficult for shipowners to commit to a single long-term solution.

As a result, most decisions today are focused on maintaining flexibility. Technologies such as LNG and biofuels continue to play an important role because they are available, scalable, and compatible with existing infrastructure.

At the same time, there is increasing recognition that different segments may require different solutions. This is not likely to be a one-size-fits-all transition.

So, while progress is being made, clarity at a global level remains a key enabler for more decisive action.

Q4. The energy transition in shipping often means balancing long-term ambition with short-term operational realities. How are shipowners approaching that trade-off in practice?

The approach is increasingly pragmatic. In the short term, the focus is on efficiency. The most immediate and effective way to reduce emissions is simply to consume less fuel.

That is driving greater attention to operational optimisation, data analytics, predictive maintenance, and voyage planning. These are areas where improvements can be implemented relatively quickly and with clear returns.

At the same time, shipowners are taking a flexible approach to longer-term investments. Rather than committing fully to a single pathway, many are investing in solutions that allow for adaptation over time.

This reflects the reality that the future fuel landscape is still uncertain. The priority is to avoid locking into a solution that may not prove viable in the long term.

The balance is achieved by combining immediate efficiency gains with optionality for the future.

Q5. The cost and complexity of compliance continue to grow. How are investment decisions being made, and where do you see the greatest areas of risk?

The main risk today is uncertainty. We are seeing increasing regulatory pressure, but not always a consistent global framework to support it.

This creates a difficult environment for investment decisions. Shipowners are being asked to commit significant capital without full clarity on which technologies or fuels will ultimately prevail.

There is also concern around how the costs of the transition will be distributed. At the moment, much of the burden sits with shipowners, but in reality this needs to be shared across the wider maritime value chain.

As a result, investment decisions are becoming more cautious and more collaborative. There is a growing recognition that this transition cannot be managed by individual companies alone.

Reducing risk will depend on greater alignment between regulators, fuel suppliers, ports, and operators.

Q6. With increasing pressure to improve efficiency and transparency, digital solutions are often positioned as part of the answer. Where are you seeing real impact today, and where is adoption still lagging?

Digitalisation has significant potential, and we are beginning to see real impact in areas such as operational efficiency, performance monitoring, and decision support.

Vessels today are increasingly equipped with sensors and connectivity, which makes it possible to collect and analyse large volumes of data in real time. This enables better decision-making, whether in terms of route optimisation, fuel consumption, or maintenance planning.

That said, adoption is still uneven. There are still vessels operating with limited data integration, and in some cases regulatory or administrative processes continue to rely on manual or paper-based systems.

So, while the technology is available, the full benefits will only be realised when the entire ecosystem moves forward together. That includes not only shipowners, but also regulators, ports, and other stakeholders.

Looking ahead, digitalisation will be essential not only for efficiency, but also for managing the increasing complexity of compliance and reporting.