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ESTONIAN FOREIGN POLICY STRATEGY 2030 Tallinn 2020 Contents Introduction 3 1. Future trends aff ecting foreign policy 4 2. Links between foreign policy and other fi elds and global 5 sustainable development goals 3. General objective of foreign policy 7 4. STRATEGIC AXES OF FOREIGN POLICY 8 STRATEGIC AXIS 1: 8 ENSURING SECURITY, STABILITY OF INTERNATIONAL 8 RELATIONS, SUSTAINABLE DEVELOPMENT Analysis of the situation 8 Main conclusions 11 Objectives, interests and activities 14 STRATEGIC AXIS 2: 20 STRENGTHENING EXTERNAL ECONOMY POLICY 20 Analysis of the situation 20 Main conclusions 24 Objectives, interests and activities 26 STRATEGIC AXIS 3: 30 ENGAGING THE ESTONIAN COMMUNITY ABROAD 30 AND EFFECTIVE CONSULAR SERVICES Analysis of the situation 30 Main conclusions 33 Objectives, interests and activities 35 STRATEGIC AXIS 4 (cross-cutting area): 37 STRONG FOREIGN SERVICE 37 Analysis of the situation 37 Main conclusions 38 Objectives, interests and activities 38 5. INDICATORS FOR THE AREA OF FOREIGN POLICY 41 Introduction The Foreign Policy Strategy has been drawn up for the Annexes to the Strategy contain relevant additional fi rst time and it covers the state’s foreign policy activi- materials, including a list of partners and stakeholders ties up to 2030. The Strategy has been developed in involved, links to other fi elds and cross-cutting topics, order to ensure the advancement of Estonia’s inter- additional information on the bases of development ests in a changing environment. cooperation, an overview of indicators used in con- nection with the Strategy, the fi nancial plan of the The Strategy: Strategy and impact analysis. For the development of the Strategy, a steering com- 1) determines the strategic foreign mittee was set up, which included representatives of policy objectives and the activities all ministries and the Government Off ice. The task of needed to achieve these objectives the steering committee was to monitor the develop- 2) supports the implementation of ment of the Strategy, make proposals at various stages and ensure that the positions of each ministry are strategic documents on foreign policy represented. In addition, all key partners and stake- adopted by the Parliament and the holders were involved in the development of the Government of the Republic Strategy to ensure that the Strategy is compre- hensive. There was also close cooperation with the 3) contributes to the planning of committees of the Parliament, in particular the foreign policy activities and resources in Foreign Aff airs Committee. cooperation with other agencies 4) applies a strategic planning Responsibility for the development and implementa- tion of the Strategy lies with the Ministry of Foreign management system, which is a Aff airs, which is supported by a steering committee prerequisite for the implementation of consisting of experts in the fi eld. The objectives of the activity-based budgeting Strategy are pursued with the support of implementa- tion programmes and the annual plan of the Ministry The task of Estonian foreign policy is to ensure the of Foreign Aff airs. The Minister of Foreign Aff airs security and prosperity of the state and its citizens will annually present an overview of progress towards and to protect their interests in international relations.* the objectives of the Strategy to the Parliament. The Foreign policy is consistent and intertwined with other implementation of the Strategy is also refl ected in the fi elds, and its overall success depends on the clarity implementation programmes, which will be updated and functioning of the principles of cooperation be- annually. This ensures that the Strategy is a living doc- tween all actors, including the private and public sec- ument. After the end of the fi rst programming period tors and civil society. An overview of the sector-specifi c (2020-2023), a mid-term evaluation of the Strategy strategies and development plans related to foreign will be carried out. Based on the results of the evalua- policy and Estonia’s contribution to the global sustain- tion, it will be considered whether the Strategy needs able development goals is provided in Chapter 4. to be revised. Revision of the Strategy may also be ini- tiated on account of signifi cant changes arising from The Foreign Policy Strategy takes into account future the external environment. An ex-post evaluation will trends (Chapter 1) and the analysis of the current situ- be carried out after the end of the Strategy period. ation (Chapter 4), the main conclusions of which have Both the mid-term and ex-post evaluations will be been translated into the general objective (Chapter 2) applied to all measures specifi ed in the Strategy. The and strategic framework of foreign policy (Chapter 3). main text and annexes of the Strategy will be pub- lished on the website of the Ministry of Foreign Aff airs. The annexes will be updated as necessary. * Foreign policy and foreign relations are organised in accordance with the Constitution of the Republic of Estonia, the Government of the Republic Act, the Foreign Relations Act and other legislation. 3 1. Future trends aff ecting foreign policy Signifi cant and often unforeseen changes are taking The implementation of Estonia’s current foreign policy place in the world, and Estonia must be ready to react requires that these changes be taken into account. to them in a timely manner and defend its interests. This requires constant monitoring of external devel- Population and migration trends. The opments, which is why future trends that may have a world’s population is growing. At the same greater impact on foreign policy have been identifi ed time, the population of the Western world, in cooperation with experts in the fi eld and have been including Estonia, is ageing and shrinking, which re- taken into account in planning the objectives and ac- sults in a need to increase the availability of labour. tivities of the Strategy. EU Member States compete with one another and with the rest of the world in this. Migratory pressures Opposition to European values is growing. and job mobility are increasing, as is urbanisation. The Values based on democracy, market econo- share of people of working age in the population is my, human rights and the rule of law are gradually declining, aff ecting the labour market and under increased pressure across the world. Western budgetary costs, including in the fi elds of healthcare societies, unity and solidarity are under increased and social protection. pressure from populism. Estonia’s interests are best protected through international cooperation based on Climate, the environment and food. Global values and rules. population growth, growing consumption and increasing use of limited natural resourc- Tensions in international relations are es, as well as climate change, are putting growing and rules-based cooperation be- pressures on the environment. Furthermore, food se- tween international institutions is weakening. curity may decline and the scarcity of agricultural land Dealing with the eff ects of globalisation, ongoing and and safe water may increase in the future. The spread changing confl icts and growing humanitarian crises is of diseases and epidemics (including pandemics) is becoming increasingly diff icult. The use of force and another risk factor. Such changes can destabilise the threats to use force to achieve goals are becoming international situation, cause confl icts and crises in the more frequent. Radicalisation, terrorism, economic world and lead to migration. At the same time, these and social inequalities and illegal migration continue changes accelerate the need for the deployment of to be sources of tension. It is therefore necessary to renewable energy sources and new technologies and further strengthen the world order based on interna- the sustainable use of natural resources. tional law, support the peaceful resolution of confl icts and alleviate the situation of people aff ected by crises. Technological development and innova- tion. The share of new technologies and The diversity of security threats. In addi- digitalisation in the economy is increasing. tion to the factors set out above, we are likely Issues of digital addiction and cyber security and the to see a greater emergence of asymmetric development of cyber capabilities are gaining impor- threats that are unconstrained by national borders tance. There is a growing need for cooperation on and the sources of which are diff icult to identify, but e-government and the resilience thereof. Estonia which have the same security impact as traditional se- wants to be one of the global spokespersons in this curity threats. fi eld but this requires consistent promotion of the fi eld and development of appropriate capabilities. There are power shifts taking place in the world and competition between countries is intensifying. New regions are emerg- ing in the fi elds of economy, innovation, technology, industry and services, and this can change the es- tablished foreign and security policy lines of force. 4 2. Links between foreign policy and other fi elds and global sustainable development goals Just as Estonia’s foreign policy aff ects the surround- strong alliances and compliance ing environment, Estonia’s foreign policy is infl uenced with international obligations in the fi eld by the international environment around us, including the activities of states and other foreign policy actors, of security and defence policy as well as international problems.

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