FinanceEstonia International Forum 2013

June 6th to 7th in , WIFI password in Swissotel conference center is: events Dear participant of the Forum

I am glad to welcome you to the first FinanceEstonia International Fo- rum, which profiles Estonia as a location for financial services. We have guests from 17 countries and Estonia’s top experts from a range of business fields participating: asset management, bank- ing, IT, legal, advisory and business transformation to name but a few. Besides a strong presence of leading Nordic banks, today there are more than 30 cross-border financial and shared services pro- viders in Estonia. We believe that we have an excellent platform on which to generate much more business. As a location Estonia stands out internationally for it’s prudent fis- cal policy (AA- rating), strong economic growth (3.2% in 2012) and well capitalized banking sector (Tier I ratio of 23%). We are well known for our buzzing Startup scene and innovative e-solutions and infrastructure (#22 in the Global IT Report). And we are very proud of our skilful and hard-working people! We believe that amid financial crises and growing challenges to improve efficiency, Estonia is in an excellent position to develop into a strong location for financial services. This Forum will be full of insight and discussion on how to capi- talize on our platform in order to offer better business services to an even wider audience. I encourage your active participation and net- working to find opportunities to work together. I hope this Forum offers you great insights and valuable new con- nections!

Priit Põldoja FinanceEstonia Chairman of the Board June 6th The Plenary Day Swissotel Tallinn

9:00 Networking and Morning Coffee

9:30 Opening Discussion: What does Estonia have to offer and why one should consider Estonia as a destination for financial services?

Moderator: James Oates, Cicero Capital, CEO Debater: Priit Põldoja, FinanceEstonia, Chairman of the Board Debater: Madis Müller, Bank of Estonia, Vice President 10:00 Capital Markets: Why is a domestic capital market necessary for Estonia and how does it support the multinationals who operate here?

Presenter: Aare Tammemäe, FinanceEstonia, Member of the Board Moderator: Ülo Kallas, FinanceEstonia, Capital Markets work-stream Leader Debater: Margus Uudam, EstVCA, Chairman of the Board Debater: Niklas Johansson, AP2, Member of Executive Board

10:50 Treasury & Shared Service: Which are the key trends in Global Business Services and how can Estonia differentiate for success?

Presenter: Tom Bangemann, SVP Business Transformation, The Hackett Group Moderator: Neil Mathieson, FinanceEstonia, Head of T&SSC Debater: Alain Falys, Co-founder and CEO, OB10 and Venture Partner, Imperial Innovations Debater: Peter Klingebiel, Konecranes, Head of Financial Support Service Centre

11:45 Lunch 12:45 Fund Administration: What niches of Fund Management can be delivered out of Estonia?

Presenter: Mihkel Õim, FinanceEstonia, Fund Services work-stream Leader Moderator: Julia Segerkrantz, Estonian CSD, Managing Director Debater: Veiko Tali, Estonian Ministry of Finance, Secretary General Debater: Katre Saard, Alpcot Capital Management Ltd, Founding Parter

13:45 International Private Banking: What are HNW (High Net Worth) individuals’ needs and how does Estonia meet those needs?

Presenter: Gunnar Toomemets, Swedbank Estonia, Head of Private Banking Moderator: Mae Hansen, FinanceEstonia, CEO Debater: Kristel Meos, Zenith Capital Management, Partner; Head of Private Banking, FinanceEstonia Debater: Costa Vayenas, UBS AG, Managing Director, WM Head of EM Research

14:30 Energy Break 15:00 Estonian Start-up’s: What are Estonian’s technology Startup success stories and how do you create a lucrative environment for Startups and spin-offs?

Presenter: Heidi Kakko, SmartCap, CEO Moderator: Yrjö Ojasaar, TMK, Chairman of the Board Debater: Timo Holopainen, Managing Director, Crystalsol

Additional information and registration: financeestonia.eu 15:45 Closing Discussion: What is the future of financial services in Europe and how does Estonia fit into the picture?

Moderator: Edward Lucas, The Economist, journalist Debater: Jürgen Ligi, Estonian Minister of Finance Debater: Graham Bishop, GrahamBishop, Principal

16:45 Closing Remarks

17:00 Socialising, Drinks and Canapés

19:00 Forum Dinner at Estonia Concert Hall More info on page 64 June 7th The Workshop Day Please find the location for each workshop at the back inside cover of the book.

10:00 First Workshop Session (presentations, open discussions and company visits)

Business Environment Online services – on the way to the future 1 Raino Paron, Partner, Raidla Lejins & Norcous Sven Papp, Partner, Raidla Lejins & Norcous

PRIVATE EQUITY, VENTURE CAPITAL How to build a global financial services company from Estonia? The experience of Trigon Capital 2 Andrus Alber, Director of Investor Relations, Trigon Capital

PRIVATE EQUITY, VENTURE CAPITAL How private equity creates value? 3 Peeter Saks, Managing Partner, BaltCap

BUSINESS TRANSFORMATION Global Business Service trends and best practise 4 Tom Bangemann, Senior Vice President Business Transformation, The Hackett Group Banking Solid Banking in the new normality 5 Vaiko Tammeväli, Executive Manager in Private Banking and Member of the Board, Swedbank

PRIVATE BANKING New wealth vs. old wealth 6 Kristel Meos, Partner, Wealth Management, Zenith Capital Management, Private Banking working-stream Leader, FinanceEstonia Anton Gans, Business Advisor, Zenith Capital Management

ADVISORY How the Estonian tax environment can support your business? 7 Hedi Wahtramäe, Senior Tax Manager, Ernst&Young Baltic AS

12:30 Break / Logistics

14:00 Second Workshop Session (presentations, open discussions and company visits)

LEGAL Investment environment of the Estonian IT/TMT sector 8 Lauri Almann, Attorney at Law, Law Firm VARUL, Luukas Kristjan Ilves, International Cooperation Manager, Estonian Information System’s Authority Arne Ansper, Development Manager, R&D company Cybernetica

Financial Processes Shared Service Centers in Estonia – a practical overview of the benefits 9 Karl-Eric Schneider, Country Manager, Itella Information Sami Seikkula, Director, Business and Product Management, Itella Information DEBT AND EQUITY FINANCING M&A deals in the Baltic’s – emphasis on Estonia, case studies and trends 10 Aare Tammemäe, Senior Partner, Redgate Capital IT The trends in alternative banking – what are the pros and cons of services moving from conventional banking to niche players? 11 Peeter Klanberg, CEO, Mindware

BANKING Estonia’s macro and financial environment compared to the global environment. Multinational’s benefits from doing business with Nordea Group 12 Andreas Laane, Head of Banking, Nordea Bank Estonia Tõnu Palm, Chief Economist, Nordea Bank Estonia Ülari Kiisla, Head of Private Banking, Nordea Bank Estonia

LEGAL Estonian tax system for holding, property, treasury, trading, investments, manufacturing and services companies 13 Kaido Loor, Partner, Sorainen

FUNDING AND FINANCIAL RISK Funding and financial risk best practice 14 Neil Mathieson, Head of T&SSC, FinanceEstonia / TreasuryView Participants

Olesia Abramova Ernst & Young Baltic Benoit Cerfontaine Luxembourg for Finance Giles Adu Brook Street Partners Daniela Cervova UBS Oliver Ait Ministry of Economic Affairs and Communication Davide Cesaro AZ Life

Andrus Alber Trigon Capital Jens Christiansen Christiansen Consulting Lauri Almann Law Firm VARUL Piers Coke-Wallis Prospera Estonia Mart Altvee Redgate Capital William Cronenberg ICCMCA Jan Andersoo Cofi Michael Donahue Intrum Justitia Pedro Anjos Estonia’s Honorary Consul for Angola Tommi Elo Merilampi Attorneys

Mati Annus Sunny Business Services Göran Emtesjö ABEK Partners

Tõnis Arro Estonian Development Fund Jasmin Etelämäki City of Helsinki

Thomas Auväärt Tiiu Evert Enterprise Estonia Estonian Ministry of Finance Alain Falys Imperial Innovations Daiga Auziņa-Melalksne NASDAQ OMX Tallinn Alexander Filatov Tehnonord

Tom Bangemann Business Filippo Fontana AZ Life Transformation, The Hacket Group Denis Girko Kai Becker Pontos Group OC LLC Effective investments

Vitaly Berezka Russian Energy Agency Aldis Greitans Itella Information Group

Graham Bishop GrahamBishop Veiko Haavapuu Statoil Fuel & Retail Eesti Werner Blessing BIOMETRY Mae Hansen FinanceEstonia Inge Butkeviciute Morgan Stanley Paula Harrison British Embassy

[ 12 ] FinanceEstonia International Forum 2013 Joakim Helenius Trigon Capital Muhammad Naeem Khan Muhammad Akram & Sons Trading & Investment Märt Helmja Swedbank Peeter Klanberg Mindware Ingrid Hindrikson Tallinn City Enterprise Board Peter Klingebiel Konecranes

Martin Hirvoja Enterprise Estonia Andrus Kluge Eesti Krediidipank

Timo Holopainen Crystalsol Martin Kõdar BaltCap

Chris Holtby British Embassy Anti Kõdar Law Firm VARUL

Matti Hyyrynen EBRD Kristiina Koel Rieber & Son Estonia

Magdalena Jankowska O-I Sergey Kolesnikov

Aare Järvan Prime Minister’s Office Veronika Kozlova Suerte Finance Service Niklas Johansson APS Vahur Kraft Gert Jostov Technopolis Ülemiste Nordea Bank Finland Plc Estonia branch

Arja Jurmu Jako Kruuse Nordic CF Advisory Pohjola Bank plc Estonian Branch Oliver Kullman BaltCap Jari Aarre Kähkönen TreSol Grete Kuura University of Gothenburg Marko Kairjak Law Firm VARUL Kätlin Kuuspalu Aureus Capital Heidi Kakko SmartCap Lehar Kütt Kredex Kaido Kaljulaid KIT Finance Europe Andreas Laane Ülo Kallas FinanceEstonia Nordea Bank Finland Plc Estonia branch

Kadri Kallas Sorainen Pilleriin Laanemets Club Shipping Group Lauri Karp KFPD Gerd Laub SEB Pank Sander Kärson Law Firm VARUL Annely Lautre Trust Nordics Garvan Keating CountryProfiler Kristjan Lepik Olli Keinänen City of Helsinki Estonian Development Fund Kilvar Kessler Jürgen Ligi Ministry of Finance The Financial Supervision Authority Oliver Liidemann Fahad Khan Morgan Stanley City Centre Administration

FinanceEstonia International Forum 2013 [ 13 ] Merit Lind Law Firm GLIMSTEDT Kati Nikopensius Tehnopol Startup Incubator Tiina Link Innovation Norway Christian Nilsson S&P Capital IQ Enn Listra of Technology Oksana Novožilova Aureus Capital

Vadim Lobov Synergy University James Oates Cicero Capital

Kaido Loor SORAINEN Mihkel Õim IM Concept

Torfinn Losvik Marat Harri Ojala PKC Group

Edward Lucas The Economist Ander Ojandu Advisio

Ardo Lünekund Seed Forum Yrjö Ojasaar Estonian Service Industry Association Carlo Lustrissimi Aureus Capital Margot Ots Confent Ants Mailend Law Firm VARUL Kaarel Ots UniCredit Bank Tuomas Majuri Federation of Finnish Financial Services Priit Paesalu Enterprise Estonia

Karina Maksimova UBS Taavi Pahapill Ernst & Young Baltic

Sáez Mansilla Openfinance Terje Pällo FinanceEstonia

Veikko Maripuu Redgate Capital Pille Parikas Mindware

Neil Mathieson KeyCap Raino Paron Raidla Lejins & Norcous

Kadri Mats Signe Peil Konecranes Ministry of Economic Affairs and Communication Reijo Pentikäinen Reyl

Gennady Medetskiy Hannes Pihl Zenith Capital Management Synergy Innovations Madis Pihlasalu Kristel Meos Tallinn School of Economics Zenith Capital Management Martin Põder Ministry of Finance Ege Metsandi FinanceEstonia Priit Põldoja FinanceEstonia Matthew Mezinskis ArchInvest Janusz Poltorak O-I Kolbjørn Midtun Mirror Accounting Jüri Raidla Raidla Lejins & Norcous Valmar Moritz Eesti Krediidipank Reet Raidur SEB Pank Madis Müller Eesti Pank Veiko Räim Eesti Energia

[ 14 ] FinanceEstonia International Forum 2013 Endrik Randoja Confent Ranno Tingas Ernst & Young

Mart Repnau Margus Tinno Colliers International Tallinn City Enterprise Board Gunnar Toomemets Swedbank Estonia Wolfgang Ressler Crystalsol Piret Treiberg Ministry of Economic Alexander Riesenkampff Riesenkampff Affairs and Communications

Katre Saard Alpcot Capital Management Andrus Treier KredEx

Kaspar Saarman Nordic CF Advisory Aleksander Tsenter A-100

Peeter Saks BaltCap Rita Ukkivi Konecranes

Merlin Salvik Margus Uudam EstVCA Hedman Partners Attorneys-at-Law Raivo Vare Estonian Development Fund Chris Schilling O-I Mari Vavulski Enterprise Estonia Karl Schneider Itella Information Costa Vayenas UBS Julia Segerkrantz Estonian CSD Toms Veidemanis Ladislav Sekerka USB Latvian Private Bank Association

Vishal Sharma Qualitex Andrus Viirg Enterprise Estonia Silicon Valley Kärt Siilats European Investment Fund Jari Virta Erlend Sild COSCO Estonia Federation of Finnish Financial Services

Marek Skreta USB Hedi Wahtramäe Ernst & Young Baltic

Jesus Sobral Citywire Gerda Zigiene Lithuanian Financial Markets Institute Aku Sorainen Sorainen Margus Zuravljov TargetOne Alexei Stankevich Third Rome Group

Veiko Tali Ministry of Finance

Priiten Tamm Prospera Estonia

Aare Tammemäe Redgate Capital

Vaiko Tammeväli Swedbank

Christian Testman Trust Nordics

Kristi Tiivas Enterprise Estonia

FinanceEstonia International Forum 2013 [ 15 ] What does Estonia have to offer and why should one consider Estonia as a destination for financial services?

James Oates, CEO, Cicero Capital

James Oates is moderator of the first session at the Forum. What are his thoughts on why one should consider Estonia as a destination for financial services? Does Estonia need some policy changes and how could it promote itself better? We asked James these questions dur- ing an interview as we prepared for the Forum.

What does Estonia have to offer to the ern China. The Russian’s recognize the international finance scene? benefits and this, in my view, is what is Estonia is part of the West, its primary driving the gradual warming of relations. trading relations are, and will remain, All this combined provides global trading oriented to Europe. However the prox- opportunities and means we need to de- imity of Russia offers many opportuni- velop financial markets in tandem. ties for the future. For example, Russian infrastructure is so inefficient it is often Why should one consider Estonia as a better to use Estonian ports rather than destination for financial services? Russian. As trade expands business and I would highlight three main reasons - investors can use Estonia as an easy en- Estonian geography, innovation and at- try point to Russia. Finance often follows titude. physical trade flows and I think the op- I believe that for first time in perhaps portunity exists if we can build on our 800 years Estonian geography is a posi- ports, railway and roads and connect tive factor. If you look at the map the hin- with the vast railway network in Russia terlands of Russia, Ukraine and even and even as far as Kazakhstan and West- Western China are suddenly very close

[ 16 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 17 ] and Estonian ports offer them access to tonia is the most advanced among the Europe. Trade finance has to be there to Eastern-Central Europe states, if we support this development however. should even define Estonia as part of There are many examples in the that region any more. World where locations might seem rath- er small or random on first appearance What kind of policy changes are re- but which are actually extremely im- quired to make Estonia more attractive portant as delivery points. I am not just in financial markets? talking about ports but the whole infra- I think that “well begun is half done” and structure. It is also evident from history the foundations of today’s Estonia were that large financial centers like Amster- laid down very well in early 90’s. I’m sure dam and London created their markets that the ongoing debate about the future around physical trade. Why should Esto- direction of the country will also create nia do anything different? new ideas and new energy. The other side of the coin is, do Es- One issue where I have concerns is tonian’s have the skills to execute this? physical infrastructure. For example Here is where innovation steps in. In the Rail Baltica, even if the latest technology cases of Amsterdam and London their is deployed it is still 4 hours to Warsaw big advantage was their relatively high and another 4 hours to Berlin. The plane rate of literacy in the eigheenth and is much faster. The railway would cost nineteenth centuries. The modern day trillions and is 18th century technology. equivalent of literacy is computer pro- I would go for modern highway’s instead, gramming and in Estonia this is taught it’s much cheaper now and driverless from the first grade in some schools. technology is coming, so the advantage Estonia is also ranked very high on the of rail over road is too small to justify the worldwide innovation scene. So, in that extra cost. sense, Estonia has similar opportunities I therefore think the only real trans- to London and Amsterdam two centuries port infrastructure that we need are de- ago. cent highways. There are not many to By attitude I mean a culture of work- build in Estonia, perhaps: Tallinn - Tar- ing hard. Estonians are honest, open, tu, Tallinn - and Tallinn - Ikla (that sincere and hard working. Estonia is a continues to Riga). Obviously in order to solutions oriented society not a process fully benefit from new highways it re- oriented one. That’s quite rare combi- quires neighboring countries to also in- nation! To my mind it is a very easy cul- vest. ture to engage with and Estonian nego- Another observation is that the per- tiations are very efficient and that saves ception that Estonia is a low tax country time. I believe Estonian society has re- is in fact not true, Estonia has quite high covered from all the troubles of the past taxes overall. I’d like to see labor taxes and the two language groups living here lowered and other taxes such as land tax are integrating rapidly. To my mind Es- rise.

[ 18 ] FinanceEstonia International Forum 2013 Where Estonia is weak is on soft pow- they are too critical about themselves. er issues. When you compare Estonia It is probably due to historical reasons with Lithuania for example, you see that when overly positive and extrovert peo- the Lithuanian’s are much better at en- ple ended up in Siberia! gaging and marketing to key people. A Nowadays we need to look on the recent example is Barclays Bank IT cen- bright side because this is an essential tre in Vilnius, where the Lithuanian’s part of being competitive. Stop being shy, managed to engage and persuade them Estonia is part of the EU, part of NATO, to relocate their back office. part of the OECD and has such strong economic foundations it has no problem How do we best promote the advantag- being in a currency union with Germany. es Estonia has? If someone would have told that to Esto- Estonia has a lot of advantages but Es- nian’s 20 years ago they would have been tonian’s are generally not extroverts, extremely happy, so there is a lot to be they do not generally go out and promote proud about! themselves, even when their ideas are world beaters. Should the government take a more ac- In marketing a country you have to tive approach in promoting Estonia and engage people, not just mechanistically if so how? but actually interact with human coun- The question is rather what does Estonia terparts and carry out marketing activi- do next? There is a national debate go- ties. You need to look into their eyes and ing on of about what Estonia is and this invite them over. This is extremely diffi- Forum is part of it. Is it just more of the cult for Estonian’s as on one hand they same? Is Estonia an Indian-like reserva- are honest and sincere but on the other tion just for Estonian speaking people? It

I would highlight three main reasons why Estonia can be a destination for financial services - Estonian geography, innovation and attitude.

FinanceEstonia International Forum 2013 [ 19 ] should surely be something more. Estonia has not gone down the road of multi-culturalism and is unlikely to do so. It is necessary for Estonia to open up and naturally there are certain limits. If Estonia feels secure in its identity then it is much easier to be open. I think that Russia is no longer trying to break down the door and the EU is just a mechanism that enables member states to co-oper- ate, it is not a state itself. The govern- ment can do a lot to boost the identity and self-awareness of Estonians and they will then market the country them- selves. Latvia has clearly changed a lot re- cently and is recovering well because they are showing a lot of pragmatism in the process. Estonia is therefore part of an increasingly successful region, in- deed the emerging Nordic-Baltic region is not merely a European leader it is a world beater. Estonian’s have great op- portunities, they should seize them with both hands.

[ 20 ] FinanceEstonia International Forum 2013 Notes

FinanceEstonia International Forum 2013 [ 21 ] Why is a domestic capital market necessary for Estonia and how does it support the multinationals who operate here?

Aare Tammemäe, Member of the Board, FinanceEstonia

Some might argue whether a domestic capital market is needed in a small economy such as Estonia. We interviewed Aare Tammemäe to find out why a capital market is important for Estonia, what it would take to develop one further and what should the role of government and the private sector be in that.

What is your evaluation of Estonia’s It is not impossible task, there is capital markets? around 5 billion Euros in private bank de- Estonian capital markets are under de- posits and 1.6 billion Euros in public and veloped. Private equity availability is lim- private pension funds in Estonia which ited to a very few local buy-out funds and could play an important role in develop- public equity markets are not attractive ing local capital markets. One therefore to new issuers due to low liquidity and cannot say that there is no capital avail- a lack of serious institutional investors. able however access to that capital for Public and private debt markets are al- small and mid-sized local companies is most non-existent, with even a govern- extremely difficult. ment benchmark bond not available. In a On the other hand the banking sector small country like Estonia we cannot rely is pretty well developed, largely thanks only on foreign capital flows, we need to to Scandinavian banks. During the boom establish our own capital and investor times the banks were eager to compete base for the turbulent times. for investment projects and loan vol-

[ 22 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 23 ] umes rocketed. However after Lehman markets – in European and Nordic coun- went under in 2008 bank borrowing col- tries on average nearly 50% of the capital lapsed and has never fully recovered invested in the domestic market comes since. from local sources. A study by the McKinsey Global Insti- In Estonia less than 10% of our pen- tute in March 2013 pointed out that fi- sion fund investments are made domes- nancial depth in traditional or well de- tically. In other words domestic capital veloped economies, as measured by the is invested mostly outside Estonia while value of financial assets, is at least 400% foreign capital is not participating signif- of GDP. In developing countries it is only icantly in our domestic capital market at 150% and in the case of Estonia even all. less. By any measure it is clear that the The lack of a well-functioning capi- capital market in Estonia is thin. tal market means there are limited exit possibilities for private equity investors Is there enough capital available in the and local growth companies. Instead of market? accessing the local stock market as a Yes and no, we have accumulated some competitive source of capital companies capital but it is not available to small and are often sold to strategic investors. The mid-sized companies because they do knock-on effect may be that value-add- not meet the institutional investors’ in- ed jobs move away from Estonia hence a vestment criteria, usually because they home bias is good thing. We have much are too small. Of the 1.6 billion Euros of to learn from our Nordic neighbors. assets under management in local pen- sion funds less than 10% of this capital is How would you compare Estonia with invested in local companies. other Baltic capital markets? I cannot blame the pension fund man- In my opinion both Latvia and Lithu- agers because some of them are already ania have recognized the need to take a investing in pre-IPO companies and spe- stronger approach to developing domes- cific asset classes like real-estate. It is a tic capital markets, with the state active supply and demand issue, there are not in supporting initiatives. so many attractive listed companies or We see more activity in terms of ven- bond instruments available on the stock ture capital offerings, the JEREMIE ini- market. It’s a bit of a paradox but this tiative by the European Investment Fund needs to be addressed. for example. Also, the public debt capi- tal markets in Latvia and Lithuania have How would you compare Estonia with developed better than in Estonia, with more developed capital markets and many government and corporate debt why does it matter? instruments listed on local stock ex- In developed countries the local investor changes. This experience and track re- base plays a significant role in domestic cord has helped attract foreign investors private equity, bond or direct investment too.

[ 24 ] FinanceEstonia International Forum 2013 Does Estonia need a capital market see the first positive steps being taken – when the possibility exists to access in- the European Investment Fund together ternational capital markets? with the three Baltic governments have Global, cross-border capital markets committed to inject up to EUR 100m eq- have developed very fast during the last 20 uity into a fund-of-funds which will then years however cross-border capital avail- be invested through Baltic private equity ability has collapsed since the last crisis companies. and this provides a serious warning to us. Secondly, the government can facili- The McKinsey Global Institute survey re- tate local pension fund managers to be- ported that global cross-border capital come more active in the domestic capital flows contracted by as much as 7 trillion market by lifting investment restrictions. US Dollars between 2007 and 2012. West- Finally, the government can list some ern Europe accounted for more than 70% of the state-owned enterprises on the

Local capital markets are as an important part of state infrastructure as roads and education. They have to be in place and work effectively.

of this drop. Financing from the European local stock exchange and issue bonds in- Central Bank and other public institutions stead of borrowing from banks, in turn now accounts for more than 50% of capi- developing the domestic institutional tal flows within Europe. and retail investor base. The solution therefore consists of ac- How can we develop a domestic capital tions both on the regulatory side and market further? making more investment instruments How do you develop an entire financial available. With the government’s help it ecosystem? There isn’t one magic pill for would be possible to get pension funds that, it is a process of complex actions. and other investors (investment funds, Both the supply of capital and instru- private banks, etc) more active in the do- ments offered has to be improved. mestic capital market. The state plays a vital role in initiating certain actions. Firstly, the government What can the private sector do in order can improve the provision of early stage to develop capital markets? and private equity capital for start-up The private sector should react to the and mid-market companies, where the needs of entrepreneurs in Estonia, es- need for financing is greatest. We can pecially those with growth plans which

FinanceEstonia International Forum 2013 [ 25 ] need to be financed. The private sector can also pinpoint problems in access- ing capital and communicate these to the government. Furthermore it can in- crease awareness among foreign inves- tors about Estonian growth companies in various value-added sectors like IT, ex- port oriented production and services. Finally, it can create an industry of pro- fessional asset managers who work with different professional investment com- panies.

What do you recommend in order to de- velop Estonia’s capital markets? FinanceEstonia has outlined a mixture of different options to create a strong do- mestic financial ecosystem. Capital markets should be developed in an intelligent manner that ensures access to capital at different stages of a company’s growth. Provision of early and growth stage capital is not adequate to- day. Pension funds are not active play- ers in the domestic capital markets yet and there is a lack of quality issuers on public debt and equity markets. The state can support development by issu- ing bonds and listing state-owned enter- prises on the local stock exchange. Local capital markets are as an im- portant part of state infrastructure as roads and education. They have to be in place and work effectively. If not we risk missing a lot of growth opportunities and losing our competitive edge in several industries simply because of a lack of proper financing. I am happy to see the state has begun taking actions in order to address these matters however a lot needs to be done.

[ 26 ] FinanceEstonia International Forum 2013 Notes

FinanceEstonia International Forum 2013 [ 27 ] Which are the key trends in Global Business Services and how can Estonia differentiate for success?

Tom Bangemann, SVP Business Transformation, The Hackett Group

We talked to one of the key presenters and business services expert Tom Bangemann about the trends in Global Business Services and location decision criteria. Tom also shares his views on how Estonia is perceived in the Global Business Services community and what small countries can do to succeed in this field of business.

Which are the key trends in Global Busi- tion in this framework then in the Bal- ness Services? tic’s we have around 120 centers, which From a global perspective we currently is a respectable proportion. Of that there have around 5,000 service centers each are c.30 in Estonia, 40 in Latvia and 50 employing c.150 people on average, so in Lithuania. The number is maybe not the estimate is that at least 1 million huge but it equates to thousands of jobs people work in this sector, a significant and the labor market is well developed number. If we look at the companies, for this sector. then there is no better service delivery The main driver for Offshoring ser- model available so the trend will contin- vices is still cost, but combined with ca- ue to grow at around 10-20% in all major pabilities because the main reason for areas: finance, IT, procurement and HR. Offshoring is to get the job done. A fun- Analyzing such jobs currently performed damental difference compared to when in Western Europe and North America Offshoring started is that, back then, it is feasible that another 2 million jobs service centers were established in could be migrated to new locations. some location where the company al- If you consider about Estonia’s posi- ready operated. Nowadays centers can

[ 28 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 29 ] be located in totally new environments Cultural aspects are also important. for the company. This is a big advantage Obviously companies that seek a loca- for Estonia as not many companies of tion for their service center would prefer considerable size are present here. to deal with people like themselves. In As the shared services model became this aspect Estonia is not differentiated trusted and popular companies started from other Baltic countries as, despite to look for new locations and the Baltic’s their differences, they are all perceived came into the equation. This is a very as Nordic in the Offshoring business. I logical development as the Baltic’s have believe that the work ethic in Estonia is a similar skill base as Western Europe something between Finland and Germa- but the cost base is lower. Also, the loca- ny however. tion is geographically favorable for Euro- The legal and regulatory framework pean and especially Nordic companies. is also something that is considered. For Estonia it is not a big issue as it is How are location decisions made and on a member of the EU, the box is ticked, which factors? but it is an important box and one which Companies do Offshore far away but differentiates Estonia very strongly from from a gut feel perspective prefer to stay countries such as Belarus and Ukraine. closer to home if possible. The principle In addition to that mentioned above, is that you can go 10% of the distance and accessibility is an important criteria and gain 90% of the benefits, meaning you in terms of the Nordic region Estonia has then have to go a further 90% of the dis- good connections.The legal and regula- tance just to capture the remaining 10% tory framework is also something that is of the benefits. For Nordic companies the considered. For Estonia it is not a big is- Baltic countries are therefore a very logi- sue as it is a member of the EU, the box cal choice. is ticked, but it is an important box and The location decision is always based one which differentiates Estonia very on financial and non-financial factors. strongly from countries such as Belarus You don’t have to be the best in the fi- and Ukraine. nancial factors but you do need to score well. The final decision is always based How is Estonia perceived in the Global on non-financial factors. Business Services community? The first criteria is still labor cost, but In Estonia companies are not very big so combined with skills – ultimately you people have become used to doing differ- are hiring a group of people who need ent tasks. To some extent this defines the to possess the right skills to get the job image that Estonia has in the eyes of the done. Qualitative criteria are becoming Offshoring business. more important however and this is good What that means is that Estonia is news for Estonia because although Es- maybe not top of the list when a com- tonia’s cost level is still low it is already pany requires a 500 hundred strong unit higher than in Latvia and Lithuania. that carries out very standardized tasks.

[ 30 ] FinanceEstonia International Forum 2013 However Estonia is very strong when a smaller and more agile unit is required. If a company has If a company has the need for very ver- the need for very satile activities - like 5 people doing this and 4 people doing that, work being versatile activities this done in various languages, some during the day and some at night, etc - this is is an opportunity for an opportunity for Estonia as Estonian employees tend to be able to carry out Estonia as Estonian more complex tasks by themselves and employees tend to be not just to repeat simple routines. Most of the centers in Estonia are of small to able to carry out more medium size and the Offshoring compa- nies very happy with such flexibility as a complex tasks by qualitative criteria. themselves and not As a small country, can Estonia succeed just to repeat simple and if so how? There are two steps in attracting service routines. centers. One is to get them here initially the other to encourage expansion once they are established. The most difficult thing is to attract people initially, this is about 80% of the entire task. Once interest in the country is estab- lished you just need to have a good prod- uct and work on the packaging. When you don’t have a great product then you’re in difficulty. But the Baltic’s do have a very good product, the problem is that you are too honest about every de- tail! Try to be more creative, if there is not enough capacity at first glance then try to figure out how to combine resourc- es and make it happen for the client. In terms of size it might be difficult to sell the idea of a 1,000 strong unit in Estonia, that is probably easier elsewhere, Esto- nia is more about qualitative factors. In selling Estonia first look at whom are you talking to. Many promote their

FinanceEstonia International Forum 2013 [ 31 ] countries with a standard presentation. If it is a Nordic company then I would promote the issue that Estonia is logisti- cally and culturally close to the Nordic’s. If it’s a US company I would promote the idea that Estonia is part of EU and a neighbor to Russia, that might be an in- teresting combination. Prepare a list of 20 arguments then blend them accord- ing to who the target client is. Another selling point for Estonia is its e-solutions, whether it is dealing with governmental institutions through e- channels or having WIFI hotspots spread throughout the country. This is a very popular topic right now with everyone eager to learn how this e-society can save costs.

What service centers are established in Estonia that provide good benchmarks to those interested in investing here? If the interest is in basic finance work then Stora Enso and Fortum are good examples. They have been doing it for a long period of time and on a large, inter- national scale. AGA is a nice example for companies interested in customer service - their center is small but has a versatile port- folio in terms of servicing customers in many different channels and using a considerable amount of technology. Arvato is a great example of servicing a huge client such as Microsoft and this co-operation is based on the Outsourc- ing model.

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FinanceEstonia International Forum 2013 [ 33 ] What niches of Fund Management can be delivered out of Estonia?

Mihkel Õim, FinanceEstonia, Fund Services workstream leader

We met Mihkel Õim prior to the Forum to explore his views on the benefits of having fund administration conducted from Estonia, and how the Estonian legislative environment supports this. Mihkel also outlines which companies have their fund administration in Estonia and what their experience has been. You will also read his opinion on Estonia’s position in terms of trust level compared to traditional mar- kets such as Luxembourg and Ireland.

What niches of Fund Management can nesses, is changing from local to global. be delivered out of Estonia? Historically most money has been invest- Fund management is defined by three ed domestically, for example a US fund core functions in its business value chain manager gathered money from US in- - Investment management, Distribution vestors and invested into US equities and and Administration. Fund management bonds. Investing outside the US was con- is developing to become a cross-border sidered “alternative” and only a tiny pro- business thus companies need to change portion of the overall portfolio. their business models to make them Increasingly funds invest globally. suitable for such business, open up their This requires investment managers to value chain and search for new efficien- be located in or close to the markets cies. Estonia has the possibility to serve where they invest to ensure knowledge. as regional hub for fund administration. There is also a clear need for someone to explain these markets and products What drives this trend of opening the to investors - that is the distribution el- value chain? ement and has to be performed where Fund management, as with many busi- the investor is. If an investment is done

[ 34 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 35 ] in the US and the client is located in Asia one. And here, if business in neighboring then putting those ends together is the countries will be opened to cross-bor- administration, a key business in its own der activities, there is a clear benefit for right today. Estonia to be selected as a location for fund administration. Being an EU mem- How established do you believe this ber close to Nordic and Eastern regions trend is? we are proximate to significant mar- This trend has been apparent for quite kets, have the benefit of UCITS imple- some time but has become more pro- mented in our legislation and the Euro as nounced in the past decade or so. Such our currency. Not many of our neighbors globalization developments tend to start have the Euro as their currency and in in the US. If we compare fund manage- certain technical aspects that is actually ment to the aviation industry then we see quite important. the same pattern - aviation was first lib- eralized in US, then in Europe and now Does Estonian legislation support Fund we see how small domestic airlines Administration? struggle for survival. Likewise in the We don’t have any special tax or legis- European fund industry this trend has lative features that attract fund man- been present in bigger, well developed agement business to Estonia. I believe countries and is now starting in smaller, our strength is in the transparency and neighboring countries. simplicity which characterizes Estonia’s It is also important to understand that business and social environment gen- these trends are often triggered and un- erally. The overall dynamics in Estonia derpinned by changes in the legislative are also positive towards building a new environment. In Europe that has mainly business, that also being reflected in our meant the UCITS directive. First imple- corporate taxation system. Estonia’s cost mented in 1986, another major reform level is also favorable compared to many. occurred with implementation of UCITS If we compare our environment to more IV last year. The UCITS framework, ini- traditional locations then we do not have tially drafted to enable cross-border legacy issues we need to address in or- business within the EU, has evolved to der to be more efficient - agility and the become the accepted industry standard ability to grasp new ways of doing things thus even fund managers in Asia and are Estonia’s advantages. other emerging markets use it to estab- lish their products. Which companies have their Fund Ad- ministration in Estonia and what has What are the benefits of having Fund their experience been? Administration conducted from Esto- Historically we have had a lot of pan- nia? Baltic business performed out of major Firstly we should understand that we commercial banks in Estonia. Not only don’t talk on a global scale but a regional fund management but wider securities

[ 36 ] FinanceEstonia International Forum 2013 markets related activities. So certain- es and habits are therefore not sustain- ly there is some experience within big able in the new environment and such banking groups which is perhaps not vis- rapid changes create possibilities for Es- ible to the public but has created industry tonia. knowledge, an important foundation. There are also examples of new types As a more tangible example we had of trust being generated here - NATO’s a small fund manager from London es- Cyber Defense Center is located in Es- tablish their administration in Estonia tonia, Microsoft didn’t relocate Skype’s this year. I also consider Limestone and headquarters from Estonia after acquir- Northern Star as other good examples ing it and many more. It is not any more of how core administrative activities are about being a tax haven, but being a dy- performed in Estonia while their “face” namic, efficient, IT-oriented and trans- is in Finland and fund structure domi- parent environment. ciled in Luxembourg.

It is not any more about being a tax haven, but being a dynamic, efficient, IT-oriented and transparent environment.

What is our trust level compared to tra- ditional markets such as Luxembourg and Ireland? A certain trust factor is present in all business decisions but I wouldn’t say it is only about trust, it is also about habit. There are long established habits in the way funds have been run, with Dublin and Luxembourg clearly benefiting from these. There are particular reasons for such habits, these locations used to be very liberal in terms of taxation but this is no longer the case. The industry is moving strongly away from typical “tax haven” related structures. Historical advantag-

FinanceEstonia International Forum 2013 [ 37 ] Notes

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FinanceEstonia International Forum 2013 [ 39 ] What are HNW (High Net Worth) individuals’ needs and how does Estonia meet those needs?

Gunnar Toomemets, Head of Private Banking, Swedbank Estonia

In this interview we provide a preliminary flavor to the discussion on Private Banking at the Forum. Presenter Gunnar Toomemets shares his opinions on how well prepared his Estonian counterparts are to meet the needs of HNW individuals and how Estonia’s high-tech infrastructure will help private banking offerings. We also analyze the image that Estonia has from a trust perspective and how the presence of large Nordic banks affects Estonia’s capability to offer services in the HNW segment.

How well prepared are Estonian com- players. We already have a simple and panies to meet the needs of HNW indi- transparent tax system, we’re known for viduals? the ease of doing business, the ability to The cost and revenue structure of inter- speak languages is high (English, Rus- national private banking has been built sian, Finnish, etc) and the geographi- up based on the environment before cal location between East and West is the last recession. In order to meet the favorable. So, the attraction of private needs of HNW individuals private bank- banking clients to Estonia from both ing needs to become much more effi- East and West can clearly be envisaged. cient than it has traditionally been. Of course there are aspects where we Estonia is small and agile and I be- are not and cannot be top of the league. lieve it is easier for us to make the nec- Our private bankers do not have decades essary changes faster than established of experience and have not helped cli-

[ 40 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 41 ] ents generate wealth over generations. to have an overview of their assets, un- But we do have other benefits. dertake transactions and even partici- Looking at future customers needs pate in stock exchange activity over their then top of the list are their expecta- mobile phone for example. tions for transparency, fast and conveni- In private banking e-solutions we are ent service and e-solutions which enable in the club of big players. We do not have them to do their banking wherever they all the imaginable gadgets but we need are. We see that future customers have to think about the requirements of the less time and we are able to offer them average client. We aim to offer the most convenience. The relatively low cost innovative and user-friendly solutions in base of Estonia is one of our advantag- areas that make a difference, for exam- es and I believe that from the customer’s ple we are still at the very top in terms point of view we are much more cost-ef- of how fast a client can establish an ac- ficient than Western competition. Also, count.

The reputation of our private banking and competence of our staff are at a very high level. On the other hand our criteria for becoming a private banking customer and the fees are considerably lower than in Western Europe.

for many customers Estonia’s location is What image does Estonia have from a important, clients from the East look for trust perspective and how does that af- opportunities to do business with Europe fect HNW individuals’ decisions? - we know both cultures and languages There was a very good Ernst & Young and can act as a professional intermedi- survey about clients relationships with ary. their bank. Two of the most important criteria were the reputation of the bank Estonia is known for it’s high-tech ser- and the competence level of the person- vices and infrastructure - how will that al advisor at the bank. We are connected help private banking offerings? to Scandinavian banks and that gives us Private Banking’s essence is, among extra credibility. As far as competence is other things, about making its custom- concerned we have a very good track re- ers lives more convenient. E-solutions cord and feedback from our current cus- give private banking clients convenience tomer base.

[ 42 ] FinanceEstonia International Forum 2013 The next challenge is to prove our ca- pabilities to a larger audience - the in- ternational market for Estonian private banking sector is quite substantial. The reputation of our private banking and competence of our staff are at a very high level. On the other hand our criteria for becoming a private banking custom- er and the fees are considerably lower than in Western Europe.

Are Estonian visa requirements sup- portive of our international private banking efforts? So far we have mainly focused on attract- ing Russian speaking private banking cli- ents from abroad. Lately we have seen a development that we attract more clients from the UK, Germany and Scandinavia, either to manage their private wealth or establish a company here. I believe the visa requirements in Estonia are quite liberal, today our clients do not have problems with visa requirements nor other obstacles.

How does the presence of large Nordic banks affect Estonia’s capability to of- fer services in the HNW segment? It gives us a good opportunity to adopt the best practices which have worked in Nordic countries, where private bank- ing has been established for decades. We need to learn from that and add our own flavors – these include being agile, close customer relationships, multilin- gual capability, favourable geographical location, e-solutions and a reasonable cost base.

FinanceEstonia International Forum 2013 [ 43 ] Notes

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FinanceEstonia International Forum 2013 [ 45 ] What are Estonian’s technology Startup success stories and how do you create a lucrative environment for Startups and spin-offs?

Heidi Kakko, CEO, SmartCap

Estonia is well known for its successful Startup scene. In an interview with presenter Heidi Kakko we inquire, who are Estonia’s Startup successes and what led to their success? Are there special measures which Estonia has undertaken in order to create a lucrative environ- ment for Startup business? Startup businesses often provide good benchmarks in terms of agility so we ask, what can large corporations learn from them?

Who are Estonia’s startup successes tional investors find the business model and what led to their success? and potential of Estonian startups inter- The most successful startup from Esto- esting because, usually, local funding is nia is not new news, Skype, which has insufficient to build a truly global com- proven its value through an exit. For pany. startups without a valuation yet the crite- The next success story from Estonia ria for defining success may be growth in may be Transferwise, Fortumo, Real- sales proving the business model, reach- eyes, GrabCAD or even some company ing positive cash flow or attracting the we do not yet know. Those names, in ad- next round of financing from reputable dition to Erply and Pipedrive, are already international VC’s. In the very early stag- well recognized. I believe that in terms of es it is important that leading interna- being recognized within its sector Grab-

[ 46 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 47 ] CAD is a good example, having engaged It might sound like a joke but even our one million mechanical engineers glob- climate contributes to the environment ally from an estimated total market of for startups. The weather in Estonia is two million. Nordic, so sometimes people prefer to Many of these rising stars already had work and solve global problems instead international teams from the start and of relaxing on the beach. relocated themselves closer to markets, clients and money. Estonian’s are very What can large corporations learn from good at providing solutions to problems startups in areas such as operations and in technological development, but and HR? truly global companies are built by in- Startup is a temporary phase. Firstly the ternational teams. So, it is desirable that business model has to be proven and more C-level people are attracted as a then focus given to building up the organ- company grows. ization. This organization has to possess great agility thus larger and established What measures has Estonia undertak- companies can learn from startups’ en in order to create a lucrative envi- flexibility and efficiency. In practice that ronment for startup business and what means how to hire and fire fast, how to are the results? change processes fast and how to be The heritage and positive example of open to change. Skype is a big influencer, Skype has prov- Operations and HR can prove difficult en that the abilities and knowledge of Es- dilemmas even for the founders of start- tonian IT staff are world class. ups however. In a startup there is a lot of As Estonia is a small country the only enthusiasm and fun involved in the pro- way to build a global business is to have cess, but when you start building a larg- great ambitions and think with a global er company you need to make a big shift mindset. A real winning team is global in mindset to an administrative frame- in nature, like Transferwise, which es- work. I don’t think that implementing tablished its business in London from procedures and rules necessarily have the outset offering a clever and cost-ef- to kill innovation though, the door slides fective solution for international money both ways - large companies can learn a transfers – the service had a true need lot from startups and vice versa. and market from day one. If there are technology driven start- What role can startups play in the inno- ups and problem driven startups then for vation strategy of large multinationals? the former the market has to be created More developed organizations need and for the latter the market is already startups to drive innovation. When Sie- there. I believe that Estonian startups mens, BMW and the like create their are well suited to both groups because long-term vision they in parallel seek in- they want to think big and can deliver the novations to reach their goals and cre- technology. ate or maintain competitive advantage.

[ 48 ] FinanceEstonia International Forum 2013 Such innovation is often outsourced and for them startups are often the best re- source to solve certain problems quickly and in a more efficient and creative man- ner. I believe that Estonian startups have a lot of potential to partner with such large corporations. We have a competitive advantage in IT applications and how to provide smart services based upon IT. Startups have the agility and power to offer an inno- vative and more efficient way of doing things. If Estonia adopts this as a stra- tegic focus then it’s possible to not only change the industries and companies in Estonia, but in the whole world.

For large organizations startups are often the best resource to solve certain problems quickly and in a more efficient and creative manner.

FinanceEstonia International Forum 2013 [ 49 ] Notes

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FinanceEstonia International Forum 2013 [ 51 ] What is the future of financial services in Europe and how does Estonia fit into the picture?

Edward Lucas, Journalist, The Economist

Together with Edward Lucas from The Economist we explore the out- look for the European economy, Euro and role of European financial services in the global context. Edward also shares his views on how small New European countries contribute to maintaining European fi- nancial stability. Do these New European countries have the potential to dominate some niches in finance and what might these be?

What is the outlook for the European anced budget at 0% but if people are re- economy and Euro? tiring at the age of 55 it still presents a I am sure that the Northern European problem. On the other hand, if the budget economic model works. State support to deficit is 10% but people retire at 75 it is markets creates a resilient environment a much better situation. It is important to and you can witness the prosperity of encourage entrepreneurship as they do northern countries, they are all growing. in Asia and North Europe, closer to home Like Northern Europe, the New Europe is Sweden has high taxes but still a very en- also growing. The question is, can it ex- trepreneurial business environment. port its economic model and are coun- tries like Greece capable of using this Has Europe become too focused on bal- model? ancing budgets? There is never a good time to cut spend- What is your opinion about European ing. My worry is not the quantity of spend- structural reforms? ing but the quality of it - we need to spend The biggest problem in Europe is that on the right things and not argue about we have taken the reforms and replaced how big a percentage of GDP it should them with austerity. You can have a bal- be. We need to rethink how we meas-

[ 52 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 53 ] ure spending in Europe. Common sense noys me that Britain is confronting Eu- should also be applied, we do not need to rope. At this point in time I see the de- provide free transportation to rich people velopments as favorable towards Britain for example. I think your government is so I don’t see any reasons why we should very efficient in handling these matters. get out, it is beneficial for both of us in economical and political terms to stay in How can small New European countries the EU. contribute to maintaining European fi- nancial stability? They cannot in quantity terms but with good governance they can. I would send people from the Estonian tax department to Greece to help them sort out their tax system.

What is the role of European financial services in the global context? European financial services are not in great shape. British banks especial- ly have made large mistakes and cur- rently do not enjoy a great reputation at home or abroad. Our biggest strength is our capital market but even this is un- der pressure from the likes of Dubai and Shanghai.

Do New European countries have the Like North- potential to dominate some niches in finance and what these might be? Europe, the New Peer-to-peer lending for example is an area where you could contribute and Europe is also compete with the larger economies in growing. The question Europe and North America. You don’t have legacy issues or infrastructure to is, can it export its manage and can implement innovative approaches, with a low cost base and economic model and quickly. are countries like What is your view on the current UK vs. rest of the Europe debate? Greece capable of For me Britain is part of Europe and it an- using this model?

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FinanceEstonia International Forum 2013 [ 55 ] What is the future of financial services in Europe and how does Estonia fit into the picture?

Graham Bishop, Principal, GrahamBishop

We discussed the outlook for the European economy and Euro to- gether with The Economist and closing panelist of the Forum, Graham Bishop. In this interview Graham also shares his views on the role of European financial services in the global context and the potential small countries have to dominate some niches in finance.

What is the outlook for the European Europe any time soon however, the Eu- economy? ropean population is barely growing, it is I take the view that the European econ- becoming older and people have to work omy and Euro are about to start recov- to a later age in order to keep labor costs ering. The reason I feel confident about low. Here we are in tougher situation that is the degree of austerity on the one compared to US where the population is hand and on the other competitiveness still growing at 1-2% a year. improvements are becoming apparent, as evidenced in declining labor costs in What is your view on Europe’s austerity the Euro area as a whole. This shows that measures? Europe is becoming more competitive There is no alternative, in the Euro area within itself but also against the rest of as a whole public sector debt is up to the World. 90-95% of GDP and many banks are re- In the 1980‘s in the UK the late Mrs. luctant to lend to certain countries. The Thatcher pushed through improvements growth of public debt and budget deficits in the labor market and competitive- has got to stop, if the debt ratio will not ness. A couple of years later the UK ex- decline then problematic countries will perienced very strong growth. We will find themselves shut out of the financial not see such fast growth in the case of markets. The market is merely an inter-

[ 56 ] FinanceEstonia International Forum 2013 FinanceEstonia International Forum 2013 [ 57 ] mediary between savers and borrowers export of capital from Europe to the US, and market participants have a moral China, India, etc. obligation to savers not to lend to coun- tries that will not pay back. Will the Euro take over from the US Dol- lar as the World’s major reserve cur- What is the outlook for the Euro? rency? I do realize there is a lot of discussion go- Sterling was the reserve currency of the ing on about whether the Euro will sur- World until the First World War and then vive, but if the Euro were in such serious faded out. The US has many problems, trouble then, may I ask, why is it still so public debt coming first, and the sub- strong against the US Dollar? There is a prime crisis highlighted that the US Dol- basic inconsistency in such stories about lar might not be the safest choice as a re- the Euro falling apart given new coun- serve currency. tries seek to join, such as Latvia next There are some signs that the role of year. We see no real threat of a coun- the US Dollar as a reserve currency is try leaving the Euro zone. In a few years fading. At present the only alternative is when strenuous budget cutting is no the Euro but to achieve reserve currency longer required I expect Poland, for ex- status the Euro will have to work out its ample, to join the Euro and I’m very con- problems. The Euro becoming the major fident more will follow. reserve currency would also imply that the US has very deep problems, which What is the role of European financial would have a terrible effect on the world services in the global context? economy. Europe is a very major economic and The UK example shows that when a financial area, the size of EU GDP is reserve currency falls out of favor it falls just behind that of the US and still well out big time, and fast. The threat is there ahead of China and India. We are also the as the US is not tackling the problems World’s largest exporter. The financial they have. services required to support the payment flows, letters of credit for import and ex- How can small New European countries port, etc mean that the rest of the World contribute to maintaining European fi- requires a mechanism to deal with Euro nancial stability? payments and Euro short term credits. The first contribution is by being stable The scale of this business gives the Eu- themselves. Cyprus is very small but has ropean financial services industry global caused a lot of instability, Greece is much impact. larger and their problems have initiated Then let’s consider the retirement a debate about the entire future of the savings that 330 million people have, Euro. So, small and large countries con- these savings need to be invested some- tribute by first ensuring their own eco- where. Some of these will be invested nomic and financial stability. outside the Euro area therefore there is Another opportunity is to assist in

[ 58 ] FinanceEstonia International Forum 2013 solving problems elsewhere. The ques- to move towards a system of credit in- tion is, if you see countries or institu- termediation that is somewhat similar to tions like banks indulging in practices the US - the capital market component that are not wise, is it reasonable for you has to rise dramatically. The capital mar- to blow the whistle and refuse servicing kets will want to offer corporate bonds, those whose activities you find unsound? infrastructure bonds to meet long-term In an ideal world you might think that, investment needs, asset-backed securi- but in the real world that doesn’t really ties, loans to credit cards, loans to SME’s, happen. etc. This must be done properly and not

I take the view that the European economy and Euro are about to start recovering. The reason I feel confident about that is the degree of austerity on the one hand and on the other competitiveness improvements are becoming apparent.

Of course taking the opportunity to in the manner which got out of control add your voice as Finance Minister at last time. Ecofin with well researched and spoken All of that is a niche. The big decisions words does matter. You can - and should are probably made in finance centers - add your voice where another country such as London but then the security has is indulging in unsound economic prac- to be held somewhere, payments have to tices. To add your voice and support the be made and someone has to hold and European Commission does force such service the asset. So these activities can states to become sound again, so this be outsourced to any country, such as does have a helpful effect. Estonia.

Do New European countries have the potential to dominate some niches in finance and what these might be? The European banking system has to shrink by something like half. We have

FinanceEstonia International Forum 2013 [ 59 ] Notes

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FinanceEstonia International Forum 2013 [ 61 ] Notes

[ 62 ] FinanceEstonia International Forum 2013 Team of FinanceEstonia

Mae Hansen Terje Pällo Chief Executive Officer Marketing and Development Manager Phone +372 5332 1919 Tel: +372 511 9593 [email protected] [email protected]

Forum Desk

Margot Ots Phone +372 501 6199 [email protected]

FinanceEstonia International Forum 2013 [ 63 ] June 6th Forum Dinner

The dinner will be held at the Estonia Concert Hall, located within the Estonia Theatre House, Estonia’s most recognizable theatre house and one which holds deep symbolic value for our nation. The building, celebrating its centennial this autumn, has been used as a theatre, military hospital, church and was the site of Estonia’s first ever parliament. In this landmark building we shall enjoy a festive program in good company, together with delectable dishes and music to suit the mood. Also, do not exclude the possibility of other pleasant surprises.

Location: Estonia Road 4 Phone +614 7705 Attending the dinner requires pre-registration carried out during your registration to the conference. Please double-check with the forum desk if you hesitate, whether you have registered to the dinner. Sightseeing in Tallinn

We do hope that in addition to the intensive two-day Forum program you will be able to find time to do some sightseeing around the ancient city of Tallinn and to explore and get to know a bit more about the local culture. We are going to suggest some places worth visiting that would undoubtedly expand your understanding of Estonia and would serve as a pleasant distraction in between the business meetings:

ICT Democenter - The ICT Demo Center in Tallinn is the place to see Estonian ICT in action. Its purpose is to showcase the nation’s ICT solutions all in one facility, providing visitors with hands-on examples of what they are and how they work.

Rocca al Mare Open Air Museum - Get a glimpse of true Estonian countryside and village life in the . The Estonian Open Air Museum is akin to a village, with 12 farms, as well as its own church, tavern and schoolhouse.

Walk in Old Town - Tallinn’s medieval Old Town is known around the world for its well-preserved completeness and authentic Hanseatic architecture. Enchanting atmosphere, rich cultural scene, beautiful surroundings and plenty of galleries, cafes and restaurants to choose from: there is something for everyone in Tallinn.

Seaplane Harbour - The Seaplane hangars are architecturally unique in the whole World. The complex was initially completed as part of “Peter the Greats Naval Fortress”in 1916-1917. The new museum combines both past and present, land and sea.

Park Kardiorg and KUMU - is famed mostly for its baroque palace and park ensemble, begun in 1718 as the summer palace for the family of Russian tsar Peter I. KUMU is the first purpose-built museum in Estonia where both classical and contemporary Estonian art are displayed.

Tallinn TV Tower – This newly renovated landmark offers a panoramic view from 170 metres, a restaurant on the 22nd floor and interactive multimedia solutions that introduce Estonia and Tallinn.

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13

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13/3 26  Railway station;6. Bus station Hotel; Hostel; Hospital Filling station; Car parking; Parking house Museum; Monument; Viewing platform Sports ground; Playground 11A (+372) 610 1557 42

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55 informacionnõj51 centr www.tourism.tallinn.ee 3 Zeleçnodoroznõj vokçal; Avtovokçal Gostinica; Hostel; Medicinskaÿ pomoä< Avtostanciy; Avtostoynka; Krõtay avtostoynka Ìóçåé; Pamytnik; Smotrovay ploäadka Sportploäadka; Detskay ploäadka www.regio.ee/kaardid

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RANNAMÄE TEE 1 Eesti Meremuuseum

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4 3 52

9. 38 3

9. VÄSTRIKU 40A

19 11 7A

25

10 27A

2C 9A 17 22

38 28

6. 7

15

27

5 12

40 42 9B

146 SAKU 6. 40

20 27 40

2D 10

LINNU TEE 8

18 7A 28A

29

13 48

SULE 16 33

14 4

7

16 14 15

10A 8A

6A 50 24 12 33

2E 28B

42 9. 10

16 2 20B 12 148 137 54 11 2F

18 56 52

11 10 8

20A 8 31 7 4

20 4 2 16 11

6. 1 9. 119

18B 9.

42 35 32A

KULLI 13 KOHILA

33

7

3 5 35 42A 3A

3 32

22

1

15 58A 9. 139 33A

18C 37

12D TÜRI 7

4 33B 33 34A

60 3 3E 3

31 12C

12E 62 39 5 3C 34 5 4

29A

29 KAJAKA

12B 41 1

10 VÄSTRIKU 44 TONDI 25A 2A

14

15

15 139/1 9.

12 2 12A 46A KAABLI

27 44B 44A 4 HALLIVANAMEHE 36

SULE 7

35

8 6. 154

2

16 6.

3

37 48 6. 3

KAJAKA 13 25

6. 4 17

11

4 37 3 17

47 123

4 23A

5 5 38 8

9. 50A

19 6.

37A JÄRVEVANA TEE 4 5 4A

9A

45

37B 19

64A 50 7 139A 38A

7 8 5A 10

23 125 1 15

11 6.

8

21

2 RIVI 39 7 66. 5 VANA-TARTU MNT

127 8

10 76 1 74 3

9. 40 3

52 51C 12 10

68 8A 17 4

72 53 LUITE

129 9.

KÄO 10 11

41

102 51B

3A 8

68A 51 13 10

70 54 14 7 9. 19

43 11 6. 55 65 156 21 12

13 139A 131 11

63A

13

14

14/16 42 45

57 5 63 14 104 18

61 56

51F 62A 139C/1 7 13 SAMMU 5

14A 6. 7 KAABLI

106

TONDI 158 133 16

12 16

12A

59 60 2 15

5

16

10 18

108

66. 4 139C

20 2

8

59A 62 KÄO 20

12 8A

64 15 18

3 16 139E/5 11 110 6. 14 22 9.

TÜVE 46 11

10 139E/6 135

112 9.

137 6. 14A

53 13 8 68 160F 4 4A 160E KAABLI 4 7

160D 24 139E/7

139 8

139D/1 13

72 6. JUHTME

139E/11

17 160G 11 5 15A 4A 116 5

160 20 74 118 3

1141 139E/12 9.

139D

139E/5 Järve 3 17

139E/3

76 26

160A 139E/4 19

mets 120

4

TONDI 2A

78 14

143 PÄRNU MNT 7 12

160H 160B 139E/2 139E/9 80 28

10

17 160J

5 8

55 145

160C 6.

53B PAJUSAARE TEE 4 HÄÄLINURME 2

7 139E

57C MARSI 139E/1

30 147

164 TÄHNASE PÕIK

57

57B 24 162 5 19 3

32

139F 151 6.

KUUSEKESE 4 10 1 KELGUMÄE Tondi Selver SÕJAKOOLI 26 NIINESAARE TEE KULDALA TEE 32A 153

VÄIKESE MARTINI TEE 155

62 28 36 9. 157

28A

11

10 141

60 40 40A 9F 38 RAUDKIVI TEE

A.H.TAMMSAARE TEE 141A TÄHNASE TEE KUNGLA TEE 9G

180B 22 20A 18A 16 24 20 18 12 NIINE TEE

28 26 14 25 10

30 ARUHEINA TEE

47

9.

32 JÄRVE3A

7 143A

13

34 5 11

1

JÄRVE 15

17 36 19

4 1A

21 6. 23 10 38 4

12 4 2 3

40 14

40A 16

1

ELEKTRI1B

5

9. ALAJAAMA

25

20 1A 6.

42 7

5 2A

44 3 18 5A 7

44A 8 AASA SUUREKIVI TEE 27 12 10A

46 10

8 1

4 1 9.

19 VIRVE 5 17 6. JÄRVE

TUISU 12 29

2

4

48 9.

6.

8

7 50A 5

31 LÄIKE TEE PÕIK

8A

33 14 13 TULEVIKU TEE

50 7A 1

16 LAINE 15 184A

52 18 JÄRVE

184B 19A 20

22 184

7 24 35A

5 26

ELEKTRONI 28 PARGI TEE 186 10

TERVISE KÜTI PÕIK

KÜTI TEE MÕIGU TEE

13A 30 19

13 5D 4

ENERGIA 230 KÜTI TEE 230A 37

232/12

232/9 PARGI TEE

232/1

232/11 232/2 232/13 HEKI TEE

232/7

SALU TEE VÄGEVA TEE 5A

232/3 PÄRNU MNT LEPIKU TEE

232/8

232/14

232/6 232/4 UUSMAA TEE VÄGEVA TEE PEETRI PÕIK PEETRI TEE

232/5

LEPIKU PÕIK PARGI TEE UUSMAA TEE

JÄRVEÄÄRE TEE Official media partner

FinanceEstonia is a Public-Private cluster initiative with the aim of promoting Estonian financial services exports and continuously enhancing the development of local capital markets. Our activities aim at increasing Estonia’s competitiveness while establishing it as a vibrant and innovative location for financial services.

Whilst we are responsible for development of the financial sector as a whole, our activities are focused on priority niches in which Estonia has strengths and which support our overall mission.

Cluster membership is open to Corporates, Financial institutions and Professional advisors wishing to use Estonia as a base for domestic and international business and provides the opportunity to access new knowledge and contacts, impact the environment and grow your business.

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