COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS concerningthe European Union Strategy for the Baltic Sea Region
Date: 2012-03-23
Institutions: European Commission
Subjects: Baltic Sea, Baltic States, European Region, climate change, maritime transport, operational programme, regional cooperation, regional development, transport network, water protection

EUROPEAN COMMISSION 

Brussels, 23.3.2012  
COM(2012) 128 final 

COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN 
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL 
COMMITTEE AND THE COMMITTEE OF THE REGIONS 

concerning 

the European Union Strategy for the Baltic Sea Region 

EN 

   EN 

 
 
 
  
 
 
COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN 
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL 
COMMITTEE AND THE COMMITTEE OF THE REGIONS 

concerning 

the European Union Strategy for the Baltic Sea Region 

1. Introduction 

The  Baltic  Sea  continues  to  be  one  of  Europe's  most  vulnerable  areas.  Algae  bloom  each 
summer,  and  more  and  bigger  ships  move  through  its  narrowest  and  shallowest  straits. 
Divisions from the past are still being overcome. Research, innovation and trade links need to 
be  reinforced,  while  transport  and  energy  connections  have  big  gaps  –  the  eastern  and 
northern parts of the Region are still too often isolated from the rest of the EU.  

This  was  why,  in  June  2009,  following  a  request  by  the  European  Council,  the  European 
Commission adopted the EU Strategy for the Baltic Sea Region (EUSBSR). It addresses the 
key challenges of sustainable environment, prosperity, accessibility, and safety and security, 
but also the opportunities to make this an integrated, forward-looking world-class region, the 
"top of Europe". It aims at coordinating action by Member States, regions and municipalities, 
the  EU,  pan-Baltic  organisations,  financing  institutions  and  non-governmental  bodies  for  a 
more  effective  development  of  the  Region.  The  Strategy  also  provides  the  regional 
implementation of the Integrated Maritime Policy. 

The Commission published a progress report in June 2011.1 The General Affairs Council then 
adopted Conclusions on 15 November 2011, which called on "the European Commission to 
review  the  EUSBSR  by  early  2012".  This  Communication  responds  to  this  request,  by 
proposing: 

• 

• 

• 

• 

Improvements to the strategic focus,  

Alignment of policies and funding,  

Clarification of responsibilities of different actors,  

Better communication.  

The Strategy needs to reflect the Europe 2020 objectives of smart, sustainable and inclusive 
growth, and evolving EU policy developments, including the importance given to cooperation 
in  the  proposed  multi-annual  financial  framework  and  the  proposed  reforms  of  cohesion 
policy, notably greater thematic concentration, and the place given to macro-regional and sea-
basin  strategies  in  the  common  strategic  framework,  partnership  contracts  and  operational 
programmes.  

1 

COM(2011)381 final. 

EN 

2 

   EN 

 
                                                 
Baltic  Sea  Region  cooperation  reinforces  and  facilitates  other  EU  policies,  such  as  climate 
change policies, Horizon 2020 in research and innovation, and "Erasmus for All" for learning, 
and it helps implement the Integrated Maritime Policy and the European Transport Network 
(TEN-T)  Policy.  The  current  work  shows  that  this  macro-regional  approach  adds  a  new 
cooperative and practical element to progress. 

2. Towards a new strategic framework 

With today's constrained public budgets, innovative approaches that can make best use of the 
policies  and  funds  available,  are  crucial.  The  macro-regional  approach  offers  an  integrated 
framework for challenges too broad for the national level but too specific for the EU-27.  

To give the Strategy more focus and direction, it is necessary to define key objectives more 
clearly  and  set  out  how  they  are  to  be  achieved.  Therefore,  this  Communication  specifies 
three overall objectives for the Strategy, each accompanied by indicators and targets:  

• 

• 

• 

To Save the Sea;  

To Connect the Region; and  

To Increase Prosperity. 

This  provides  a  new  framework,  within  which  the  recommendations  of  the  Council  can  be 
met. 

2.1. Political commitment 

To  maintain  high-level  political  commitment,  Strategy  outcomes  need  to  be  clearer  at  both 
national and EU level. As requested by the Council, the Strategy should be included on the 
agenda  of  the  Council  of  Ministers  in  its  different  formations  as  appropriate.  Strategy 
considerations should be reflected in budget and other discussions. 

Regional and municipal actors must be more involved. The new cohesion policy regulations 
address  this,  proposing  macro-regional  strategies  should  be  taken  into  account  when 
developing and implementing new programmes.  

Political  commitment  must  be  translated  into  administrative  commitment,  with  sufficient 
staffing and continuity of personnel.  

2.2. Alignment of policy  

Policy  responses  should  reflect  the  territorial  nature  of  the  Region's  challenges  and 
opportunities.  Policy  initiatives  should  be  coherent  and  promote  synergies,  a  good  example 
being the proposed mainstreaming of climate change considerations in cohesion policy. The 
Commission  will  regularly  monitor  policy  developments,  to  ensure  coherence  with  the 
objectives of the macro-region.  

By keeping in mind the macro-regional perspective in relevant Council working groups and 
Parliamentary  committees,  these  bodies  can  help  to  ensure  policy  is  positive  in  terms  of 
territorial  impact  and  cohesion.  Given  the  cross-sectoral  nature  of  the  Strategy,  regular 
follow-up in Council formations is recommended.  

EN 

3 

   EN 

 
 
A  similar  approach  is  also  needed  at  local,  regional,  sub-regional  and  national  levels,  with 
policy work accompanied by stock-taking exercises at all levels. 

2.3. Alignment of funding 

In  the  current  economic  climate  the  Commission  stresses  the  need  to  use  existing  EU  and 
national budgetary resources effectively. To maximise the impact of macro-regional funding, 
Member  States  and  other  funds  providers  should  ensure  (re-)prioritisation  in  line  with 
Strategy objectives. 

The Commission's progress report of June 2011 found significant progress in this, but more 
work  is  needed.  The  Strategy  will  bring  the  expected  results  only  if  it  is  comprehensively 
linked  to  all  available  resources,  including,  the  European  Regional  Development  Fund,  the 
European Social Fund, the European Agricultural Fund for Rural Development, the European 
Fisheries  Fund2,  the  Connecting  Europe  Facility,  the  LIFE-programme,  and  research  and 
innovation, as well as educational, culture and health, programmes. 

It  is  important  to  focus  on  both  financial  and  structural  change  involved  in  this  alignment. 
Managing Authorities of operational programmes in the Region should adopt a more flexible 
approach, for instance allowing the funding of long-term projects, and providing seed money. 
There  must  be  a  stronger  transnational  dimension  to  national  and  regional  programmes,  as 
relying on territorial cooperation programmes alone will not suffice. Work must continue on 
an  Implementation  Facility  Framework,  to  bring  in  international  financial  institutions,  other 
funders and the private sector, to increase the leverage of the resources available. 

Important  steps  have  been  taken  to  improve  support  for  the  macro-regional  approach  in  the 
2014-2020  financial  framework.  While  the  Strategy  began  in  the  middle  of  a  programming 
period  in  2009,  with  few  opportunities  for  influencing  the  content  of  programmes,  clear 
strategic  and  practical  links  are  included  in  the  cohesion  policy  proposals  for  the  next 
programming period. When developing partnership contracts and operational programmes, at 
the  regional,  national,  cross-border  and  transnational  levels,  macro-regional  objectives  and 
priorities must be present. The requirement to focus funding on a limited number of thematic 
areas, relevant to the Strategy, also supports tangible results. 

It is essential that actors at all levels begin considering as soon as possible how and on which 
priorities to align funds for the coming financial period, taking account of the Action Plan and 
the targets set at Strategy and at Priority Area level. 

2.4. Governance 

The pilot nature of the Strategy, and its ownership by a very broad stakeholder community, 
including 
local  and  regional  authorities,  national  ministries,  Commission  services, 
international financing institutions, private sector representatives and NGOs, requires an open 
but effective governance structure.  

Based on experience to date, the Council asks for cooperation between the Commission and 
the  Member  States  concerned  to  "clarify  […]  the  roles  and  responsibility  of  key  EUSBSR 

2 

To  become  the  European  Maritime  and  Fisheries  Fund,  as  proposed  by  the  Commission  for  the  new 
financial period. 

EN 

4 

   EN 

                                                 
implementing  stakeholders3  in  order  to  provide  transparent  guidance  on  their  functions  and 
facilitate their work on strategy implementation".  

In cooperation with these stakeholders, the Commission has set out the key roles and tasks for 
each of the four main groups.4 Adequate administrative capacity must be provided, not as a 
benefit for the Strategy at the cost of other priorities, but to support more coherent effort.  

– 

– 

– 

– 

The  Commission  ensures  overall  coordination  of  the  Strategy.  It  facilitates  the 
involvement  of  relevant  stakeholders,  and  monitors,  reports  and  evaluates  on 
progress in cooperation with the Member States.  

National  Contact  Points,  appointed  by  the  participating  Member  States,  ensure 
overall coordination of, and support for, the Strategy's implementation, in their home 
country but also at the overall level.  

The  Strategy  Action  Plan  includes  Priority  Areas  and  Horizontal  Actions,  agreed 
upon  following  extensive  consultation.  To  coordinate  these  priorities  and  ensure 
timely results, Priority Area Coordinators and Horizontal Action Leaders oversee the 
implementation of the projects in their area, while also promoting the macro-regional 
impact, and sharing results. 

Flagship  Project  Leaders,  translating  the  overall  objectives  of  a  Priority  Area  into 
concrete  activities  with  an  appointed  leader  and  time  perspective,  are  directly 
responsible for facilitating practical implementation on the ground. 

In addition, a High Level Group (HLG) of representatives of all EU Member States convenes 
regularly  to  advise  the  Commission  on  the  implementation  process,  providing  key  steering 
debates and EU-wide anchorage of the Strategy. The Commission will promote joint meetings 
with  the  HLG  for  the  EU  Strategy  for  the  Danube  Region  to  secure  exchange  of  good 
practice. Indeed, links to the Danube Region, and to other regional initiatives in the Atlantic, 
the Arctic and elsewhere must be strengthened. Meetings with others, such as the HLG of the 
Northern Dimension Partnership on Transport and Logistics (NDPTL), can also be organised. 

To strengthen administrative sustainability, the potential of European Groupings of Territorial 
Cooperation  (EGTCs)  should  also  be  explored,  as  a  tool  either  at  Strategy  level  or  for 
individual Priority Areas. 

2.5. Involvement of stakeholders, including the private sector 

To  succeed,  the  Strategy  needs  participation  of  all  relevant  public  and  private  stakeholders. 
This  should  be  both  conceptual,  influencing  the  overall  development  of  the  Strategy  (for 
instance  by  participating  in  relevant  dialogues  on  the  internal  market),  and  also  practical, 
contributing to implementation (for instance through projects on the digital market).  

Such  participation  needs  to  be  developed.  A  deeper  dialogue  between  the  Commission,  the 
Member States concerned, Chambers of Commerce associations, Confederation of Industries, 
regional  Research  and  Innovation  groups,  and  NGOs  (e.g.  the  Baltic  Development  Forum) 

3 

4 

National  Contact  Points  (NCPs),  Priority  Area  Coordinators  (PACs),  Horizontal  Action  Leaders 
(HALs), Flagship Project Leaders (FPLs). 
Full details will be made available on the EUSBSR website. 

EN 

5 

   EN 

                                                 
should  for  example  reach  out  better  to  the  business  community.  Targeted  events,  match-
making of Strategy interests with private sector interests, as well as focused consultations on 
strategic topics should be promoted.  

2.6. Neighbours, regional and international organisations 

Although the Strategy has an EU focus, success also depends on close and fruitful cooperation 
with  neighbouring  countries.  Using  already  existing  platforms5,  cooperation  should  be 
intensified,  in  particular  with  the  Russian  Federation.  Through  these  platforms,  and  with  a 
view to avoiding duplication, joint priorities should be developed into concrete actions.  

For  example,  continued  dialogue  with  the  Nordic  Council  of  Ministers  will  ensure  a  more 
coordinated use of human and financial resources. Similarly, continued cooperation with the 
Helsinki Commission (HELCOM) will reinforce implementation of the Strategy's Action Plan 
and the HELCOM Baltic Sea Action Plan. 

2.7. Promoting awareness  

Better  awareness  of  the  Strategy  approach,  and  the  results  it  delivers,  is  needed.  Both  the 
Commission and the Council underline this, and this should be developed by the Commission 
and  the  Member  States  concerned  via  as  broad  a  range  of  actors  and  of  communication 
channels  as  possible.  Web-based  sharing  of  experiences  and  good  practices,  for  instance 
through the development of a web-portal linking relevant sites, is needed to give better access 
to funding information, matchmaking opportunities and project clustering. New emphasis on 
the  overall  objectives,  linked  to  well-publicised  indicators  and  targets  described  below,  will 
also clearly outline what the Strategy is about.  

2.8. Monitoring system 

The  Council  requested  "a  system  of  realistic  and  feasible  targets  and  indicators".  The 
Commission is proposing the three overall objectives mentioned: Saving the Sea; Connecting 
the Region; Increasing Prosperity. 

These  objectives  are  complemented  by  a  number  of  indicators  and  targets.  Following  wide 
consultations, these are new, but derive from existing policies and long-term plans, providing 
a  basis  for  more  effective  monitoring  and  evaluation.  The  Commission  proposes  that  they 
should  be  introduced  in  a  revised  Action  Plan  along  with  any  necessary  modifications, 
including detailed baselines for the targets, which will be  monitored closely in Commission 
reporting. 

Member States are also invited to come forward with indicators and targets for the individual 
Priority  Areas,  including  intermediate  targets  and  benchmarks  to  achieve  the  overall 
objectives.  This  will  facilitate  communication  to  the  wider  public,  and  provides  strategic 
focus for reviewing the Strategy's Action Plan, for prioritising selection of good projects and 
for  evaluation,  as  well  as  communicating  more  clearly  the  Strategy's  achievements.  

5 

Such as the Northern Dimension, the Council of Baltic Sea States, the Nordic Council of Ministers, the 
Helsinki Commission, the Vision And Strategies Around the Baltic Sea network (VASAB), the Baltic 
Sea States Subregional cooperation (BSSSC), the Union of Baltic Cities (UBC) and BONUS – Baltic 
Sea Research and Development Programme (Article 185 initiative). 

EN 

6 

   EN 

 
                                                 
3. Making the new framework operational 

Saving the Sea, Connecting the Region and Increasing Prosperity offer a clear framework for 
the major Baltic and EU issues, including the Europe 2020 headlines.  

3.1. Save the Sea  

The overall environmental objective for the Baltic Sea is to achieve good environmental status 
by  2020,  as  required  under  the  Marine  Strategy  Framework  Directive,  and  favourable 
conservation  status  under  the  Habitats  Directive  in  accordance  with  the  EU  Biodiversity 
Strategy and related targets by 2021 as required by the HELCOM Baltic Sea Action Plan. 

Stronger implementation of relevant EU legislation is essential to "Save the Sea", for example 
on biodiversity, habitats, fisheries and eutrophication, where full implementation of the Urban 
Waste Water Treatment Directive, the Nitrates Directive and the Water Framework Directive 
are falling behind schedule. 

In 2011, the WWF Baltic Sea Scorecard showed that although the Sea is still one of the most 
polluted  in  the  world,  and  its  poor  state  threatens  the  quality  of  life  for  the  80  million 
inhabitants living around it, intensified efforts are showing results, even if much remains to be 
done.  

These efforts can now benefit from the more concerted approach enabled by the Strategy. 

• 

• 

• 

• 

Sustained  high-level  political  commitment  is  needed  to  ensure  that  agreed 
environmental  priorities  are  translated  into  action,  and  that  existing  law  is  better 
enforced.  For  example,  the  recommendations  made  by  the  Flagship  Project  on 
removing  phosphates  in  detergents  now  need  to  be  taken  into  account  in  new 
Member State legislation. 

The alignment of policies with the Strategy – for example assuring the integration 
of environmental and climate concerns (including relevant research outcomes) across 
all  relevant  policy  fields,  including  transport,  agricultural  and  industrial  policies  – 
also  facilitates  the  attainment  of  a  healthy  sea,  and  adequate  coastal  protection. 
Cross-sectoral policy planning means that all sectors reflect agreed Baltic Sea Region 
priorities  in  line  with  territorial  needs.  Examples  of  this  are  specific  agri-
environmental  measures  within  the  Common  Agricultural  Policy,  such  as  buffer 
strips  along  rivers  and  wetlands  or  better  management  of  animal  waste.  The 
European Council, when endorsing the Strategy in 2009, called for close alignment 
with the Integrated Maritime Policy.  

A  better  alignment  of  funding  with  the  aims  of  the  Strategy  is  particularly 
important to reaching its environmental and climate goals. The problems facing the 
Sea are too big for any one country to address on its own. For example, to decrease 
the  number  of  dead  zones  in  the  Sea,  today  covering  up  to  one  sixth  of  its  bottom 
area  because  of  excessive  nutrients,  further  coordinated  investment  in  waste  water 
treatment plants, including phosphorus and nitrogen removal, is needed.  

Closer  partnerships, 
local 
for  example  between  national, 
administrations and research institutions and other stakeholders such as ship-owners, 
harbours, logistic companies and NGOs, are needed for Strategy goals such as clean 
and  safe  shipping.  At  present,  heavy  ship  traffic  worsens  the  problems  caused  by 

regional  and 

EN 

7 

   EN 

• 

• 

excessive  nutrients  and  hazardous  substances  from  land-based  sources  through  air 
pollution,  greenhouse  gas  emissions,  discharges  of  oil  and  other  waste,  and  the 
introduction of alien organisms. Joint efforts can allow private stakeholders to get a 
better  understanding  of  regulations  and  standards,  while  giving  the  public  sector 
access to first-hand information about market conditions and needs. 

Closer  cooperation  with  neighbouring  countries,  in  particular  Russia,  is  needed 
for  example  for  the  Strategy's  goals  of  more  efficient  and  compatible  maritime 
surveillance, as well as prevention, preparedness and response to disasters at sea and 
on  land.  The  good  example  of  joint  surveillance  in  the  Gulf  of  Finland  should  be 
extended to cover the entire Baltic Sea.  

Identifying  joint  priorities  with  regional  and  international  organisations,  like 
HELCOM,  will  for  example  support  the  Strategy's  efforts  to  address  the  effects  of 
hazardous substances and destructive fishing methods, including illegal, unregulated 
and unreported fishing, on biodiversity, with its negative consequences for fish and 
human health.  Hazardous substances are particularly damaging to the ecosystem of 
the  Baltic  Sea  given  its  brackish  environment  and  the  slow  water  exchange  rate 
(more  than  30  years).  The  influence  of  climate  change  should  also  be  taken  into 
account in promoting diverse and healthy wildlife.  

In these ways, the new framework for the Strategy strengthens the efforts to save the sea. The 
opportunities and tools offered in this respect now need to be fully utilised in the Region.  

In  order  to  ensure  that  the  above  reinforced  framework  is  rigorously  followed  up,  the 
Commission  therefore  proposes  to  use  the  following  indicators  and  targets  as  key  to 
measure progress towards saving the sea: 

1.  Clear  water  measured  by  the  achievement  of  good  environmental  status  by  2020  and 
including nutrient load reductions, in line with targets and indicators to be set out in the 
future revision of the Marine Strategy Framework Directive (MSFD) and in the updated 
HELCOM Baltic Sea Action Plan (BSAP) in 2013; 

2.  Rich and healthy wildlife, by 2020, measured by improvements in biodiversity status and 
ecosystem health, including with respect to fish stocks, in line with updated targets to be 
set by HELCOM in 2013 and by the revision of the MSFD; 

3.  Timely  adoption  in  2013  and  full  implementation  by  2021  of  the  updated  HELCOM 

BSAP; 

4.  Clean  shipping,  measured  by  the  elimination  of  illegal  discharges  by  2020,  and  Safe 
shipping, measured by reducing by 20% by 2020 the number of accidents compared to the 
2010-level,  

5.  Drawing  up  of  transboundary,  ecosystem-based  Maritime  Spatial  Plans  throughout  the 

Region by 2015; 

6.  Climate  Change  adaptation,  by  adopting  an  integrated  coastal  protection  plan  and 

programme by 2020. 

EN 

8 

   EN 

7.  Increased  Safety,  by  increasing  cooperation  between  maritime  surveillance  authorities 
through  better  information  sharing  and  coordinated  actions  to  enhance  maritime 
awareness and efficiency at sea by 2015. 

3.2. Connect the Region  

Long  distances,  difficult  climate  conditions  and  low  infrastructure  density  continue  to  leave 
many  areas  of  the  eastern  Baltic  region,  and  Northern  Finland  and  Sweden  with  the  lowest 
accessibility rates in all Europe. As well as being costly and energy inefficient, these missing 
links are obstacles to the Internal Market and to the goal of territorial cohesion.  

The Priority Areas contributing to the Strategy's "Connect the Region" objective can use the 
renewed  Strategy  framework  to  provide  territorial  solutions  that  are  smart,  sustainable  and 
inclusive.  

• 

• 

• 

High-level political commitment is especially important, for example, to facilitate 
the  work  of  the  Baltic  Energy  Market  Interconnection  Plan  to  ensure  the  regional 
energy infrastructure for proper functioning of the internal market and better security 
of supply. This concerns both timely investments and market reforms. 

A better alignment of policies will facilitate a genuine multi-modal macro-regional 
transport  network.  The  relevant  ministries  need  to  ensure  more  coherent  transport, 
maritime, environmental and climate change policies, together with the Commission, 
the NDPTL and other regional bodies.  

A sustainable and comprehensive infrastructure network, bridging the persisting east-
west  and  north-south  divisions  in  the  Region,  needs  better  alignment  of  funding 
with  the  Strategy  as  well  as  closer  links  with  neighbouring  countries.  Better 
planning and coordination of infrastructure development and funding is necessary to 
implement  prioritised  projects.  This  should  be  done  within  the  TEN-T  Guidelines 
and  by  making  full  use  of,  for  example,  the  NDPTL  platform  and  funds  made 
available via the Connecting Europe facility and the TEN-T framework. 

By focusing macro-regional efforts on developing human potential, and on creating a smarter 
and more resource-efficient transport and energy system, the "Connect the Region" objective 
is in line with Europe 2020 goals of smart, sustainable and inclusive growth, and the related 
flagship initiatives. It needs to make full use of the new cohesion policy proposals, notably to 
advance  cross-border  infrastructure.  At  external  borders,  it  should  support  modernisation  of 
EU customs infrastructure, equipment, systems, as well as administrational capacity building. 
In addition, attention must be paid to the resilience of infrastructure to natural or man-made 
disasters.  

In order to ensure good follow-up, the Commission proposes to use the following indicators 
and targets as key to measure progress: 

1.  Better  and  sustainable  internal  and  external  connectivity  of  the  Region,  reducing  travel 
time and waiting time at external borders, as supported by the Connecting Europe facility, 
measured by the completion of all seven TEN-T land and sea priority projects involving 
the Region, for example the Fehmarn Belt fixed link by 2020 and Rail Baltica by 2024; 

EN 

9 

   EN 

2.  Interconnect  Baltic  States'  energy  markets  with  the  rest  of  the  Region  in  line  with  the 
Baltic  Energy  Market  Interconnection  Plan,  measured  by  the  full  and  environmentally 
sustainable interconnection of the gas and electricity markets by 2015; 

3.  Increased  cooperation  in  joint  cross-border  management  and  infrastructure  planning  and 

implementation, including across marine areas. 

3.3. Increase Prosperity  

The  European  Union  continues  to  confront  economic  difficulties.  The  2011  State  of  the 
Region Report, an annual evaluation of competitiveness and cooperation across the Baltic Sea 
Region6,  states  that,  after  a  year  of  growth  in  most  parts,  the  outlook  for  the  Region  is 
deteriorating.  The  report  emphasises  the  interdependence  of  EU  economies,  and  the 
importance of working together for sustainable economic growth.  

Through  the  renewed  Strategy  framework,  the  "Increase  Prosperity"  objective  reinforces 
measures  to  return  to  growth  in  line  with  Europe  2020  goals.  It  strengthens  policy 
development  and  application,  by  clearer  focus  on  growth  and  jobs,  and  by  enabling  policy 
makers  to  take  a  better  overall  view  of  linked  or  conflicting  trends.  Increased  political 
commitment  is  needed  for  speedy  transposition  of  legislation  to  ensure  a  well  functioning 
internal market. This is crucial, as most trade occurs within the macro-region.  

• 

• 

• 

Policy  alignment  will  ensure  coherent  development  of  key  sectors,  such  as 
agriculture,  rural  development  (including  forestry)  and  fisheries.  The  reform  of  the 
Common Fisheries Policy is an example of policy revision following the Strategy's 
recommendation for decentralised, territorially-specific fisheries management. 

Promoting  a  pan-Baltic  Sea  Region  Innovation  Union  aligns  funding  through  a 
programmatic  approach.  Increased  resources  need  to  be  allocated  to  research  and 
innovation,  promoting  smart  specialisation  in  the  Region,  in  order  to  meet  Europe 
2020 goals. Full use should be made of opportunities created by Horizon 2020. 

Dialogue  between  stakeholders,  including  the  Commission,  Member  States, 
Chambers  of  Commerce  and  Confederation  of  Industries  should  promote  Strategy 
focus on industrial policy in this Region. In line with the Europe 2020 Flagship "An 
industrial policy for the globalisation era" and the Small Business Act, the Strategy is 
supporting  SMEs  (respecting  state-aid  rules),  by  improving  access  to  finance,  by 
better regulation, and by helping them adapt to globalisation. Emphasis is needed on 
environmental and low-carbon technologies, where the  Region  is  strong, but where 
closer  links  between  policy  and  market  development  are  needed.  Key  maritime 
sectors  also  have  the  potential  to  grow.  Skills,  qualifications  and  educational 
programmes have to match these needs. 

Furthermore,  in line  with  the Europe 2020 Flagship "An  agenda for new skills and 
jobs",  deeper  dialogue  between  social  partners  on  future  challenges  for  the  labour 
market,  such  as  demographic  changes,  is  needed.  These  should  include  increasing 

6 

Published  by  the  Baltic  Development  Forum,  the  Nordic  Council  of  Ministers  and  the  European 
Investment Bank. 

EN 

10 

   EN 

 
                                                 
labour productivity and decrease structural differences within the Region, as well as 
the macro-regional dimension of social inclusion and public health.  

Mobility and development of skills should be promoted through existing initiatives, such as 
the  Nordplus  exchange  scheme,  as  well  as  through  current  and  future  instruments,  such  as 
"Erasmus for all" or "Youth on the Move". Cultural exchanges should be facilitated. Full use 
should be made of opportunities for researcher mobility and innovation dissemination, such as 
within  the  BONUS  Baltic  Sea  Research  and  Development  programme.  For  all  ages  and 
sectors, participating in programmes of educational and scientific exchanges and cooperation 
should  be  promoted.  "Brain  circulation"  must  be  the  new  paradigm,  while  guarding  against 
"brain drain". Everyone must also cooperate on less desirable aspects of mobility, countering 
organised crime, including trafficking and smuggling.  

In  line  with  the  renewed  framework,  the  Commission  proposes  to  use  the  following 
indicators and targets as key to measure progress: 

1.  A 15% increase in the volume of intra-regional trade and cross-border services by 2020; 

2.  A  20%  increase  in  the  number  of  people  participating  in  programmes  of  cultural, 

educational, scientific exchange and co-operation by 2020; 

3.  In  addition  to  the  above  policy  indicators,  the  following  context  indicators  setting  the 
Strategy against the wider backdrop of socio-economic developments in the Region may 
be useful: 

(a)  The reduction of disparities, measured by the lesser developed Member States 

catching up in terms of their GDP;  

(b)  Reductions in unemployment rates, by reaching the Europe 2020 goal of 75% 

employment of 20-64 year-olds;  

(c)  General expenditure in R&D, measured by the rate of investments in R&D and 
innovation, which should reach at least 3% across the Region by 2020 (Europe 
2020 target);  

(d)  Achievement of national targets based on the Europe 2020 climate and energy 

targets 

4. Bringing us forward  

By  practical  steps  to  take  into  account  the  Region's  geographical  characteristics  and  macro-
regional dynamics, the EU Strategy for the Baltic Sea Region strengthens the use of available 
European and national resources. It seeks to translate political commitment into commitment 
to action at every point.  

Concretely, the revised Strategy framework set out above reinforces this effort. It facilitates 
action  and  results  by  focusing  on  three  major  overall  objectives:  saving  the  Baltic  Sea; 
connecting  this large region; and increasing its prosperity. It does  so  by  promoting  political 
commitment,  facilitating  closer  alignment  of  policies  and  funding,  and  by  clarifying  the 
responsibilities  of  those  involved.  It  promotes  better  inclusion  of  stakeholders,  closer  work 
with non EU Member States and the private sector, and improved communication. It sets all 

EN 

11 

   EN 

 
this  out  in  relation  to  indicators  and  targets,  within  a  monitoring  and  evaluation  system  to 
measure progress towards the future.  

It  is  important  that  participating  governments  and  regions  respond  by  devoting  adequate 
resources  to  the  challenge  of  implementing  the  Strategy,  and  that  at  all  levels  early 
consideration is given to aligning funding in preparation for the next financial period.  

The  Commission  is  convinced  that  this  framework  provides  an  integrated  and  sustainable 
contribution  to  economic,  social  and  territorial  cohesion,  and  to  the  objectives  of  smart, 
inclusive and sustainable growth of the Europe 2020 strategy. It therefore invites the Council 
to examine and endorse this Communication. 

EN 

12 

   EN