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MarketScreener Homepage  >  Equities  >  London Stock Exchange  >  3i Group plc    III   GB00B1YW4409

3I GROUP PLC

(III)
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11/133I : JMJ Associates Announces New CEO
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11/133I : invests in MPM to accelerate international expansion
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11/123I : Presentation (1.7mb)
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3i : Download presentation (2.7mb)

09/23/2020 | 08:40am EST

3i Capital Markets Seminar

23 September 2020

Agenda and introduction

Simon Borrows

Chief Executive

2

Indicative agenda

14.00-

Agenda and introduction

Simon Borrows

14.10

Chief Executive

14.10-

Our approach to ESG and

Simon Borrows

14.50

Responsible Investment

Chief Executive

Q&A

14.50-

Evernex

Rémi Carnimolla

15.30

Q&A

Partner, Managing Director France

15.30-

SaniSure (Bioprocessing platform)

Richard Relyea

16.10

Q&A

Partner, Managing Director North America

3

3i's approach to ESG and

responsible investment

Simon Borrows

Chief Executive

4

Our sustainability strategy is defined by three key priorities

  1. Invest responsibly
  2. Recruit and develop a diverse pool of talent
  3. Act as a good corporate citizen

Our values are at the core of how we operate

Ambition

Focus on generating value for all our stakeholders

Strive for excellence and continuous improvement

Rigour and energy

Clarity of vision supported by practical execution

Thorough analysis leading to clear decision making and effective implementation

High levels of energy, strong work ethic and effective team working

Accountability

Integrity

Personal collective responsibility for protecting

Doing the "right thing" even when difficult

and enhancing 3i's assets and reputation

Relationships built on trust, candour and respect

An ownership mentality in managing costs, resources and investments

An aversion to building hierarchy

6

Our sustainability strategy is supported by robust governance

Board of Directors

Oversight and overall responsibility for our sustainability strategy

Chief Executive

Day-to-day responsibility exercised through a number of committees

Executive Committee

Overall approach and people management

Investment Committee

Responsible Investment Policy and portfolio monitoring

Risk Committee

Risk management and compliance

7

Transparency and disclosure are important to our approach

Disclosures since 2017

Disclosures since 2006

Rated 'B' in 2019 assessment

Signatories since 2011

Member of several sustainability indices

Rated 'A' in the 2020 assessment

8

Approach to responsible investment

Our Reponsible Investment Policy has been in place for over a decade

Our RI policy applies to allinvestments. We invest only in businesses which are committed to:

The environment

Fair and safe

working conditions

Business integrity

Good governance

Specific exclusion list for "no go" sectors. Referral list

for further IC consideration.

For more information:

3i.com/sustainability/sustainability-policies/

9

Approach to responsible investment

Focus on strong governance to drive best practice across "E" and "S"

Board and

culture

Compliance and control environment

IT

  • Defined purpose aligned with strategy, values and culture
  • Clear accountability and Board terms of reference
  • Senior 3i executive or independent chairman
  • Balance of execs and non-execs with relevant functional or sector expertise
  • Separate Audit and Remuneration Committees where practical
  • Strong finance function and CFO
  • Robust compliance function, processes and procedures
  • High quality financial reporting with bespoke KPIs
  • Preference for Big 4 audit firm
  • Robust IT systems and infrastructure
  • Comprehensive cyber security policies, processes and testing

10

Approach to responsible investment

Systematic ESG screening of the portfolio pre and post investment

Proprietary ESG assessment tool provides framework to consider ESG risks and opportunities in each potential investment and to develop detailed remediation and value creation plans.

ESG assessment revisited every six months for each of our portfolio companies as part of regular monitoring.

11

Approach to responsible investment

Typical factors assessed in pre-investment and ongoing screening

  1. Eg: pollution, waste, loss of diversity or habitat

Environmental

Energy / carbon management

management system

Land impacts / quality

Example ESG risk summary

Compliance

Climate change / extreme

Waste management

weather

  1. Eg: human rights, slavery, child labour
    • Company workforce
    • Supply chain
  1. Eg: weak or absent corporate policies
    • Company policies and procedures
    • Health & safety management systems
    • Anti-briberyand corruption
    • IT / cyber security

12

ESG as an investment opportunity

Renewable power generation has been an important focus for 3iN

Total installed capacity of 993MW across three investments, set to grow with long development pipeline

Energy from waste and

Generator of electricity

Renewable energy

waste management

from landfill gas and

development and

coal mine methane

operating company

13

ESG as an investment opportunity

3iN: ESVAGT is supporting the growth of the offshore wind industry

Emergency rescue and response vessels for offshore energy industry and service operation vessels for offshore wind industry

We have supported ESVAGT to become market leader in the offshore wind segment with c.40% market share today.

Offshore wind segment forecast to

contribute almost 55% of ESVAGT's 2020

pro-forma earnings compared to around 16% at acquisition in 2015.

14

ESG as an investment opportunity

3i: ATESTEO and the electrification of the drivetrain

International transmission testing specialist, realised for a 4.8x cash return in 2017

During our period of ownership, we supported investments that led to a more than fivefold increase in the share of e-mobility as a percentage of ATESTEO's total testing business, which reached c.25% at the time of exit.

15

ESG as an investment opportunity

3i: Scandlines has invested in a modern and clean fleet

Ferry operator between Germany and Denmark

3i has supported investments to reduce Scandlines' impact on the environment, including

  • Hybrid propulsion system on all passenger ferries
  • State-of-the-artscrubbers to reduce particulates emissions
  • New thrusters to reduce noise and vibration, as well as GHG emissions
  • Installation of a new 30-metre high rotor sail on one ferry to provide supplementary propulsion

16

ESG as an investment opportunity

Synergistic management of risks and opportunities: plastics roundtable

Product manufacturers

Retailer

Packaging

Waste management

manufacturer

and recycling

Forum for portfolio companies to discuss plastics circular economy strategy and to share ideas for innovative solutions.

Knowledge sharing continues as our portfolio companies innovate in this field, creating synergies over time.

17

Good corporate citizenship

Our £5m Covid-19 charitable fund

  • Funded from carried interest and performance fees payable to staff
  • Additional to regular charitable giving

Objective

Alleviate poverty and its consequences

Areas of

Charities dedicated to: food provision, education, domestic violence, advancement

focus

of minorities and disadvantaged groups, community development, mental health

Charity committee set up to identify and diligence beneficiaries

Deployment

£2m for immediate relief

£3m for longer-term recovery/rebuilding initiatives

18

Today's speakers

Rémi Carnimolla

Richard Relyea

Partner, Managing Director

Partner, Managing Director

France

North America

Joined 3i in 2003 and was appointed Managing Director of France in 2011. Based in Paris.

Joined 3i in 2007 and was appointed co-head of 3i's North America Private Equity team in 2015.

Based in New York.

19

Our approach to ESG and Responsible Investment Q&A

20

Evernex

Rémi Carnimolla

3i in France

  • 3i has been investing in France for 30+ years (1984)
  • 8 investment professionals
  • Core expansion country for Action, Basic-Fit, BoConcept, Lampenwelt, and other 3i portfolio companies

Current portfolio

Selected previous investments

2011- 2018 Fastening

2010 - 2013

systems manufacturer

Calibration services

2019 - Critical IT lifecycle

2017 - Natural consumer healthcare

management services

(food supplements and natural

hygiene)

2010 - 2014

2003 - 2007

Private clinics

Public transport operator

22

Update on Havea (ex Ponroy)

Sales x 2

3 acquisitions since 3i's investment:

7% organic growth, 10% organic EBITDA growth

Backed by solid LT trends (naturality, well being etc)

Resilience during the Covid-19 situation

23

Evernex, a "3i deal"

Long-term origination

Sector

knowledge

BLN /

Governance

Differentiation in the mid-market

Consolidation

agenda

  • Angles built over several years with the current management team and
    Evernex's founder: 3i was invested in Evernex company in the 90's
  • Identification of "Third Party Maintenance" as a white spot by the 3i B&TS team and 2 targets had been explored in the US
  • Strong advisor / BLN (Don Doctor, ex-CEO of SMS, #2 player in the US)
  • Seasoned board members: O. Delrieu (ex-Trescal), O. de Puymorin (ex-Arkadin) and M. Lamboley (ex-Keolis)
  • Pre-emptiveapproach on Evernex in 2018 on an "off-market" basis
  • Competitors lacked our transatlantic footprint and ecosystem in the TPM industry
  • Execution agility with full 3i underwriting to secure the deal
  • Early identification of a pipeline of significant synergetic buy & build opportunities, some of them activable in the short term
    (Storex & Technogroup already identified)

24

What we like in Evernex

Consolidation

High growth

platform

&

on a global

resilient market

scale

Most global player in

"3rd party"

maintenance of

Superior

Tech-enabled critical IT equipment

business model

business

with compelling

financials

25

What is the IT hardware maintained by Evernex?

Backbone of IT infrastructure & critical for business continuity

Servers

Storage

Network

Unit value up to €1m

Unit value up to €1.5m

Variable

26

Data centre infrastructure tends to be complex, multi-OEM and with different generations of equipment interconnected

Example of data centre infrastructure maintained by Evernex

All physical equipment

needs to be

monitored, maintained

and quickly fixed in

case of failure

Equipment does break

occasionally

If one element fails,

the whole

infrastructure is at risk / criticality for business continuity

Storage

Server infrastructure

infrastructure

unit value: up to €1.5m

unit value: up to €1m

File server

Switch

Web

server

Web

server

Switch

Com.

server

Backup

server Virtual machines backed by racks of servers

Network infrastructure

Router

Router

Router

Com.

server

Private

Switch

Switch

Router

Router

Router

Router

27

What is the solution offered by "3rd Party" maintainers (TPM)?

Data centre equipment typical lifecycle

1 to 3 years

3 to 5 years

5 to 10 years

After end of life

OEM

Warranty

Maintenance

Collection,

by TPMs for

recycling

warranty

extension

the

& disposal

period

by TPMs

remaining

by TPMs

asset lifetime

Value proposition

  • "Sweat the assets" by extending the life of data centre equipment
  • Maintenance of complex installed base made by different OEMs
    • A centralised single point of contact for all equipment under coverage
    • Same or improved quality of maintenance vs OEMs…and often cheaper
    • Responsible approach to IT carbon emissions / recycling

28

"Insurance" like revenue model

  • "Insurance coverage", guarantee of intervention, for a pre-defined
    • Portfolio of IT equipment; option to extend the perimeter as asset goes off OEM warranty
    • Defined response time and service level (SLA) - whether remotely or on site
    • Multi-geographiccoverage
    • Multi-yearcontract with a fixed monthly fee

Examples of SLA (Service level Agreement) ladder

29

What are the key capabilities to deliver the service?

Rare spare

parts sourcing

& shipping

360 Forward Stocking Locations

+

Largest

inventory of

spare parts in

Faults

predictability

analytics

Same quality of service everywhere in the world

220k systems maintained

160 countries

6,000 customers

24/7 worldwide

emergency deployment

10 call centres

Europe

Intervention

Highly skilled

procedures

engineers

30

Growing installed based and addressable market...

DC hardware annual spending by deployment model

USDbn

CAGR

139

146

+6%

131

123

116

57

+9%

44

49

53

40

20

22

24

27

29

+10%

55

57

58

59

60

+2%

2020

2021

2022

2023

2024

Traditional IT

Private cloud

Public cloud

Source: IDC Quarterly IT infrastructure spend

Increasing

installed base

on traditional IT &

private cloud

All typesof

technologies

require IT hardware

maintenance

31

…with still a low penetration of the TPM solution that is rapidly gaining market share

Post-warranty maintenance spending

USDbn

CAGR

Penetration rate

~20%

~15%

12.6

13.1

13.5

+4%

12.0

9.9

8.4

8.6

8.7

8.9

+2%

OEMs/

7.8

VARs

3.6

4.0

4.4

4.6

+10%

TPMs

2.1

2015

2020

2021

2022

2023

  • Overall post-warranty maintenance spending expected to grow by
    4% p.a.
  • TPM market worth
    c$3.6bn and expected
    to grow by 10% p.a.
  • Increasing penetration

Source: Gartner Worldwide IT spending forecast, IDC, private market documentation

Penetration rate based on EYP analysis, LEK estimates and industry views.

32

TPM's value proposition is highly relevant in economic downturns

1

2

3

4

Impact on IT spending

Prioritise IT expenses / software etc

Rationalise IT capex

Delay refresh cycles to optimise useful life of IT equipment

Evernex allows to:

Extend IT equipment refresh cycles…

Less capex

…with the same quality of service everywhere…

Same guarantee

… cheaper than incumbent OEMs…

Cost savings

…& with sustainability services (e.g. recycling)

Responsible IT policy

'08/'09 Evernex sales growth rate: +20%

'08/'09 US peers sales growth rate: +10% to +30%

33

Superior business model and attractive financial profile

13% organic

CAGR in TPM

over 16-19

Strong visibility

on revenues &

High margins

re-occurrence

& high level of

(2% churn on

variable costs

sales)

80% cash-flow

generation &

capex-light

model

34

A Tech-enabled company to enhance productivity and customer experience / entrenchment

ANALYTICS AT CORE OF BUSINESS

ENHANCED CUSTOMERS EXPERIENCE

"Client 360"

Live inventory

"Advanced Asset

Open Platform for

Sales live dashboards

management

Management Portal"

integration

Pricing modelling

Engineers utilisation

Spare parts delivery

Green compliance/

Data integrity &

rate / time sheet

tracking

"automated carbon

security

Push / sell data on IT

savings" certificates

Human resources IT

infrastructure

system

"Smart discovery"

35

Customers increasingly value Evernex's sustainable end-to-end service from extending lifecycle to recycling equipment

Manufacturing process of a single server=> 660 trees necessary to absorb the CO2 emission produced

E-waste produced globally per year

=> 50 million tons / weight of 5,000 Eiffel towers

Evernex offers savings andreduction of the environmental impact by: Repairing to extend life cycles (reuse vs buying new)

Recycling used equipment with adequate data erasure capabilities instead of dumping

36

Evernex is the most global player with established leadership in Europe, Latam & MEA

NORAM

Regional

position

LATAM

#1 position

allowing to serve blue chip global clients & local players

Presence of a subsidiary

EUROPE

c. 475 Ops

#1 position

with strong

360 stocking

local presence in

each country

locations

APAC

Regional position

MEA

#1 position

allowing to serve blue

chip global clients

& local players

Markets covered for service

support and spare parts supply

37

Consolidation platform on a global scale

2013

Phoenix Services

Customer

portfolio

in TPM

2014

2016

2017

2018

2019

DCS

TPM

Expertise in HP

TPM

Leading

presence

Systems (Carve-out

presence in

TPM

Leading

in Italy

of TPM division)

Spain

in Brazil

TPM

in Hispanic

Latam

IT equipment leasing

Expertise in library

for SMEs

technologies

Europe

Latam

38

We have accelerated with two strategic acquisitions since 3i's entry in October 2019

A first bolt-on in South Africa… followed by a transformative acquisition during lockdown

2020

Leading TPM in South Africa

Blue chip clients and

relationships with large OEMs

Complements Evernex's strong

foothold in MEA

Provides delivery presence in

the region to serve blue chip

clients in Africa

Leading TPM in DACH

1/3 of Evernex size

Complements Evernex's foothold in Northern Europe

Full coverage of all equipment incl rare expertise in

IBM high-end mainframes & Cisco networks

Significant spare parts & commercial synergies

Funding and alignment with vendors

Technogroup shareholders rolled 50% of their equity into Evernex

Additional equity (€45m) from 3i and Evernex's management (€4m)

Evernex acquisition debt facility negotiated at 3i's entry

39

Evernex moved from #4 to #3 within a year after our entry and we plan to accelerate further

TPM landscape

Top TPM world players, global revenues

Park Place

Curvature

Service

Express

Evernex

EBC

Maintech

CDS

Technogroup

TPM landscape

Top TPM world players, global revenues

Park Place

Curvature

#3 in sales

Evernex

# 2 in

Service

EBITDA

Express

EBC

Maintech

CDS

40

Looking forward

10% organic growth

  • Global accounts

- SMBs

Pursue "Tech-enabled

digital" roll out &

Active Partnerships levers

Pursue buy & builds /

consolidation

Extract operating and commercial synergies with Technogroup

41

Evernex

Q&A

42

SaniSure

Richard Relyea

3i in the US

  • 12 Private Equity investment professionals in New York office
  • Focus on Healthcare, Business & Technology Services and Industrials

44

Overview

Company overview

  • Manufacturer and integrator of single-use fluid management products and systems used in bioprocessing of biologics and vaccines
  • Built through the merger of four businesses: Cellon, TBL Performance Plastics, Silicone Altimex and Sani-Tech West
  • Serves leading pharmaceutical, biotech and CDMO customers worldwide
  • Offers differentiated high quality products via direct salesforce and select third-party reps/distributors
  • Has manufacturing and sales footprint across N. America, continental EU, and UK
  • Consistent double-digit revenue growth p.a. for the past decade

Example products

Bottles / caps /

Mixing equipment /

bottle assemblies

consumables

Tubing /

Cell separation

tube assemblies

devices

Clamps & fittings

Other solutions

45

Rapidly growing end-markets

Market

Overview

TAM

Growth

Biological based drugs produced from a living cell culture

Biologics

Treating an increasing number of complex diseases with greater precision and often

an ability to address a wider variety of (or more narrow) patient populations

c.$300bn

c.8%

c.10x R&D investment in biological drugs v. small molecule drug innovation

Biosimilars, or generic biologics, reducing cost and expanding addressable market

Cell & Gene

Cell therapy treats diseases by restoring or altering cells. Cells are cultivated or

modified outside the body before being injected into the patient

Therapies

Gene therapy aims to treat diseases by replacing, inactivating or introducing genes

c.$3bn

c.30%

FDA has approved CGTs to treat lymphoma, leukemia, spinal muscular atrophy, etc

Pipeline of over 1,000 CGT in clinical trials of which 95 are in Phase 3

Vaccines

Market is smaller than the drug market, with 26 diseases preventable with a vaccine

Growth expected as 25+ vaccines are being developed, wealthy countries continue

c.$60bn

c.10%

to vaccinate their populations and NGOs vaccinate people in emerging economies

Dozens of Covid-19 vaccines in clinical trial. Potential for billions of doses

Sources: genengnews.com; Aranca Consulting; phrma.org; WHO; Public Co Investor presentations.

46

Serving quality sensitive, complex production processes

Upstream processDownstream process

MEDIA PREPARATION

BUFFER PREPARATION

WFI

POWDER

WFI

TRANSFER

LIQUID TRANSFER

LIQUID TRANSFER

FILTER

FILTER

SaniSure Products

Bags/Bottles Tubings

Bioreactor

MIXER

TRANSFER VESSEL

MIXER

TRANSFER VESSEL

MEDIA

MEDIA

ANTI

PH

PH

ANTI

FOAM

ACID

ACID

FOAM

MEDIA

PH

ANTI

/BASE

/BASE

ACID

FOAM

/BASE

LIQUID WASTE

Seed Train

AIR

FILTER

SEED CULTURE BIO REACTOR

BIO REACTOR

CENTRIFUGE MIXER

MIXER

TRANSFER

5L>

20L>

100L>

VESSEL

CELL CULTURE /

CLARIFICATION / HARVEST

FERMENTATION

BUFFER

CHROMATOGRAPHY

HOLD TANK

FILTER

HOLD

TRANSFER

VESSEL

VESSEL

PURIFICATION

FILLING CAPPING

STOPPERS

FILL / FINISH

  • The process of manufacturing biologic drugs can be separated broadly into upstream and downstream processes
    • Upstream: living cells grown using fermentation media under controlled conditions to produce the desired biologic product
    • Downstream: cell culture broth is harvested, and then the biologic product is separated, concentrated, purified, and packaged
  • The manufacturing process is complex and the cell media is highly sensitive to the products it comes in contact with
    • High quality consumables (e.g., bottles, bags, tubes, etc.) are used to reduce the risk of leaching and production errors
    • Components are generally spec'd into the production process and product switching is uncommon. These dynamics create

high barriers to entry

47

Overview of SUT production

Transitioning to flexible single-use solutions

Market is transitioning from "MUT" or multi-use technologies / production in stainless steel to "SUT" or

single-use technologies / production in plastics due to the number of advantages they offer

Total mammalian cell culture manufacturing

capacity (KL)

indexed to SUT growth

CAGR 5,600 2016-21

c9% 1,271

3,600 c19%

Parameters

Benefits of SUT v. MUT

Capital investment

Lower capital equipment cost; smaller facility /

cleanroom requirements

Set-up time

~12-14 months v. 2 years+

Cleaning

Replaced after each batch thus reducing cleaning

and validation requirements

Turnaround time

A new pre-assembled and sterilized fluid flow path

is installed in each cycle which reduces downtime

537

3,063

c7% 4,329

Contamination

Lower risk of cross-contamination as fluid paths

are new for each cycle

Flexibility

Plastic or silicone tubing can be modified more

easily and quickly than stainless steel pipework

2016 MUT SUT 2021F

Sustainability

Adoption of SUT results in 50% less energy and

water consumption compared to MUT

Sources: Aranca Consulting.

48

Platform history

  • Developed expertise in bioprocessing and related subsectors (fluid management, filtration, laboratory products)
  • Built BLN relationships in direct (bioprocessing) and adjacent markets (pharma, contract manufacturing)
  • Established relationships with founders of each business to enable proprietary processes

acquires

(via )

carves-out and merges

to form platform

foundation

Longstanding history

2015

Oct'19

acquires

Customer / vendor

(via

)

relationships

Dec'19Jul'20

Acquired

platform

branded as

49

SaniSure investment highlights

Capitalise on SUT

market growth

Attractive position

within market

High quality

customer base

Opportunity to

accelerate growth

Attractive financial

profile

  • Overall SUT market expected to grow mid-teens due to 8%+ biologics growth p.a. and mix-shift from MUT (stainless steel) to SUT (thermoplastic consumables) production methods
  • One of few independent bottle assemblers in the SUT market
  • Proprietary product and solution portfolio differentiated by quality, product performance and innovative solutions
  • Long-termrelationships with thousands of customers including the top 15 global pharmaceutical companies, the top 4 biologics CDMOs and many emerging biotechs
  • Global account management, geographic expansion and new product development to accelerate growth
  • Platform for additional inorganic consolidation
  • Double-digitrevenue and EBITDA growth
  • Attractive margins with path to further enhance
  • Strong cash flow profile

50

Positioned to win and deliver strong value to customers

  • Strong brand, one of the largest independent players in the industry
  • Top player in key proprietary product categories (bottles, tubing, components) with strong product differentiation
  • Industry leading product cleanliness with lowest particulate counts in core materials that come in contact with high value drug product
  • Unique solutions - eg, fill & finish, low volume mixing
  • Indexed to highest growth areas in pharma including cell & gene therapies and vaccines
  • Vertically integrated in assemblies to ensure quality and on-time delivery
  • International manufacturing and assembling to support customers globally
  • Leadership team of motivated founders complemented by experienced execs from leading bioprocessing companies and customers

51

High value assemblies & vertical integration providing greater control of supply chain

Representative SaniSure specs

Tubing

Connectors/Valves

Caps

Bottles

Assembly

These types of assemblies are used in the process of manufacturing vaccines or other biological drugs. The image on the right shows the complementary nature of the products produced by the businesses that make up our platform and demonstrates the vertical opportunity for the combined business

52

Broad portfolio of critical components & subassembly solutions

Bottles

  • Used primarily in fill & finish and sampling applications for finished drug product
  • Best-in-classdue to extreme material purity and durability

Mixed4Sure

  • Leading mixing solutions - stirs & protects
  • Allows product to be both agitated and stay in suspension

Tubing

  • Range of product types (TPE, PTFE, PFA, PVDF, FEP, braided silicone)
  • Extremely high performance including superior gas barrier properties, low leaching of by-products, superior pressure performance, and low particle entrapment

Cell Separation

  • All-in-onesolution for cell & gene therapy applications
  • Container with stationary filter and rotating magnetically- driven agitator

Components

  • Easy installation fittings / connectors
    Integrated gasket to for sterility
    Reduces contamination risk

RC40

Automated roller bottle equipment with consumable pull-through

Suitable for production of vaccines, clean cells for fermenter culture & recombinant proteins for therapeutic applications

53

International opportunity

Go-to-market opportunity

Capabilities

BioProcessing is a global market…

SaniSure has European bottle, extrusion and assembly capabilities…

Luxembourg

Stapleford, UK

54k sqft with 2k sqft of ISO7

20k sqft with 3 cleanrooms primarily

cleanroom primarily for bottle mfg

for assembly and tubing extrusion

…as well as extrusion, molding and assembly

capabilities in North America

…and the combination of businesses brought together

enables broader coverage of the market

Flynn, California

Calle Suerte, CA

Sparta, NJ, US

28k sqft with 2.2 sqft

42k sqft with 5.5k sqft

20k sqft with ISO7

ISO Class 7 validated

ISO Class 7 clean room

cleanroom and

clean room

area + 2.5k sqft plastic fab

molding / extrusion

clean room

capabilities

Multiple sites to serve customers across Europe, N.A. Asia served via

existing footprint with expansion in planning phase

54

Strong organic growth trajectory

Revenue $

2016A

2017A

2018A

2019A

2020B

Consistent strong double-digit revenue CAGR, including through 2020

55

Priorities for the near / medium future

Capitalize on market growth

  • Support significant number of drug candidates through commercialization of high value products
  • Support transition to single use solutions
  • Focus on high growth cell & gene therapy and vaccine markets

Synergy capture

  • In-sourcingof component manufacturing (bottles, tubing) into assemblies
  • Cross-sellof proprietary products across NA and EU markets
  • Cross-sitefunctional support / leveraging of best practices

Expand geographic footprint

  • Further North American and European penetration; targeted investment in capacity expansion to support growth
  • Asia market entry through strategic partners and investment

Expand product portfolio

  • Continue to innovate, leveraging in-house design, development and manufacturing capabilities
  • Target high value applications (e.g. cell & gene therapies) that have high growth potential

Additional M&A

  • Targeted acquisitions of complementary products / geographically located assets to build out suite of solutions

56

SaniSure

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3i Group plc published this content on 23 September 2020 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 23 September 2020 12:39:07 UTC


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All news about 3I GROUP PLC
11/133I : JMJ Associates Announces New CEO
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11/133I : invests in MPM to accelerate international expansion
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11/123I : Presentation (1.7mb)
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11/123I : Half year results announcemen
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11/123I : Results for the six months to 30 September 2020
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11/093I GROUP PLC : half-yearly earnings release
11/093I : invests in MPM to accelerate international expansion
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09/233I : Capital Markets Seminar
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09/233I : Download presentation (2.7mb)
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09/233I : Update on the portfolio and Capital Markets Seminar
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More news
Financials
Sales 2021 1 826 M 2 441 M 2 441 M
Net income 2021 1 771 M 2 368 M 2 368 M
Net Debt 2021 504 M 674 M 674 M
P/E ratio 2021 6,89x
Yield 2021 3,39%
Capitalization 10 633 M 14 187 M 14 216 M
EV / Sales 2021 6,10x
EV / Sales 2022 6,03x
Nbr of Employees 240
Free-Float 96,5%
Chart 3I GROUP PLC
Duration : Period :
3i Group plc Technical Analysis Chart | III | GB00B1YW4409 | MarketScreener
Technical analysis trends 3I GROUP PLC
Short TermMid-TermLong Term
TrendsBullishBullishNeutral
Income Statement Evolution
Consensus
Sell
Buy
Mean consensus BUY
Number of Analysts 9
Average target price 1 276,63 GBX
Last Close Price 11,05 GBX
Spread / Highest target 12 512%
Spread / Average Target 11 458%
Spread / Lowest Target 9 832%
EPS Revisions
Managers
NameTitle
Simon Alexander Borrows Chief Executive Officer & Executive Director
Simon Robert Thompson Non-Executive Chairman
Jasi Hari Halai Group Operating & Financial Controller
Julia Susan Wilson Group Finance Director & Executive Director
Jonathan Paul Asquith Deputy Chairman
Sector and Competitors
1st jan.Capitalization (M$)
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