Francesca Ghiretti and Hanns W. Maull

In the most recent European Commission document on EU strategic dependencies, the term “diversification” appears no less than 28 times. It represents a key pillar of the proposed policy responses to dependence on Chinese supplies. The whole world depends on China for rare earths minerals, metals, and the magnets produced with them: China accounts for 63 percent of global rare earth oxides, 85 percent of the refined minerals, and 93 percent of the world’s magnet production. As for Europe, the newly discovered deposit of rare earths in Sweden, the continent’s largest known mineral reserve, may help to improve Europe’s resilience for the supply of rare earths.
Yet the crux of the issue is not dependence but vulnerability – the pain inflicted by disruptions in commercial exchanges, measured in economic costs, social suffering, and, possibly, political upheaval.
Dependence is a rather crude yardstick for vulnerability. The European Union may depend almost completely on Madagascar for its supply of vanilla pods, yet even a complete loss of those supplies would hardly result in serious macroeconomic pain. On the other hand, vulnerability may exist even without dependence: Spain never relied on Russian natural gas supplies, but the shortfall to other European markets sharply increased the price of electricity throughout Europe, which affected Spain severely and thus revealed its vulnerability.
Vulnerability exists when three aspects combine. First, a major disruption of economic exchanges must be plausible. Second, the economic sectors affected must be constrained in their ability to adjust to disruptions by pivoting to alternative sources and/or endure reduced demand. Third, the consequences of the disruption must have a significant impact on the overall performance of the affected economy. The European Commission has conducted some of the necessary analysis of European vulnerabilities, but much remains to be done at the national level.
As a response to vulnerability, diversification has drawbacks. For corporate actors, diversification is a natural strategy for managing risks. It will happen anyway in response to market forces if the additional costs are small. Most companies are diversifying from the Chinese market – not because of a government diversification strategy on the part of their home country, but rather as a response to the market impact of China’s policies. As a geopolitical strategy, however, diversification will usually be expensive, and the costs will have to be shouldered either by economic actors (corporations, consumers) or by taxpayers, and thus should be adopted with care. In a crisis, security considerations may mobilize support for the extra expense incurred. Yet as time goes by, concerns about security of supply tend to fade into the background, and diversification becomes a high-cost alternative.


















