Democratizing financial information

Everyone should have the same information at the same time when investing in stocks. Our role is to democratize financial
information by serving the 100% - not only the 1%. Whether someone is a plumber in Turku or a professional portfolio manager, we are here to help them become a more informed investor.

The problems we solve

• Investors. Investing information is scattered and hard to digest, resulting in uninformed investment decisions or no investing at all We process massive amounts of information, filter what is relevant and serve it to the investors in understandable and infotaining formats.

• Listed companies. Investor relations (IR) struggle to reach the relevant target group of 100% Through Inderes, IR can access the investor community and a distribution network spanning from investing platforms to social media

• Market ecosystem. Services are accessible only for wealthy investors and big companies The Inderes model enables great products for all investors and all companies

The Inderes Flywheel

Inderes connects investors and listed companies. We are a neutral information platform, and we never touch investors’ money in the process. Our strategy is based on building three elements:

• The investor community and distribution, the listed company customer base and the software platform

• The more investors the network reaches, the more value we create for the investor relations of the listed company

• The more listed companies join the network, the better content and service we can provide for the investor community

• Positive network effects kick in when investors trust the platform

What makes us unique

• Expertise. We know investors and investor relations

• Platform. Offering integrated to one platform

• Reach. Inderes' investor community and distribution network

Excellent teams, ordinary people

With these three simple assumptions in place, we don’t need traditional hierarchies, rules, corporate policies or control mechanisms. Our people..

• are trustworthy professionals capable of making important decisions

• take responsibility for their decisions

• want to make decisions that are positive for our organization.

The system is based on trust by default. We stick to these assumptions of our people even in those moments it feels difficult. Over time, someone will not honor the responsibility that comes with the freedom our people have. We always solve these cases individually without hesitating to make hard decisions.

Decision making (Advice process)

How to make decisions when we are not a hierarchy, consensus or a democracy? Our decision-making process aims for the highest quality decisions. We believe this happens when expertise overrides status. Who calls for a decision is contextual.

• Seek advice from people with expertise in the matter and people meaningfully affected. If you don’t know who that is, start the process by asking who I should ask advice from.

• Adjust the scope of the advice process relative to the impact and urgency of the decision. In small decisions, it can be a casual chat by the coffee machine with a colleague. In the biggest decisions, the process goes to the Board of the company. You can also ask for advice outside the organization.

• When you feel you have enough advice, go ahead with your decision. Do not wait for mandates or approvals.

• Advice is simply advice.

After a decision is made, we expect everyone, including the people who argued for a different approach, to commit to the decision. Safe enough to try, pilots and iterations are encouraged.

Fair pay

Our rewarding is based on three goals: 1) get the right people, 2) keep the right people and 3) fair pay.

Deciding salaries is a big advice process aiming for high-quality salary decisions. Once a year, we run our salary discussion process where teams decide salaries for the next year. In discussing and deciding salaries, teams use the following principles:

• Basic level, the normal market entry salary in the given job

• Experience and expertise relevant for the role

• Responsibilities and contributions the person is making in the role. Teams should focus on contribution and work related to sales, international growth, client work, P&L, and our company’s critical processes and functions.

• Leadership as described in the leadership section.

No salary negotiations. Teams establish their own salary team that runs the decision-making process of the team based on the salary principles.

Financial accountability. Teams have full transparency into their financials and they integrate the business perspective into the decision-making process.

Salary information is open within the team, as well as all information and data we use when discussing salaries. We use transparency and healthy peer pressure to ensure fair and responsible salary setting.

Fixed salaries for short term, equity for long term. Our rewarding is based on a fixed monthly salary. In addition, we have locally decided perks and benefits that are equal for all. Long-term incentives are built through equity programs.

Eternal goals

We will always:

• Choose to be great instead of big
• Rather lose business than slip from our values
• Help our people grow as professionals and individuals