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Private Equity: Growth and Innovation Australian Private Equity and Venture Capital Association Limited

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Private Equity: Growth and Innovation Australian Private Equity and Venture Capital Association Limited Private equity: Growth and innovation Australian Private Equity and Venture Capital Association Limited April 2018 Brochure / report title goes here | Section title goes here 02 Private equity | Growth and innovation Contents Executive summary 04 Introduction 08 Approach to this study 10 Private equity in Australia 12 Innovation in investee portfolio companies 24 The economic contribution of private equity 32 Expertise brought by PE fund managers 37 Conclusion 38 Appendix A: Economic contribution methodology 39 Appendix B: Survey of AVCAL members 43 Appendix C: Economic contribution over time 44 Footnotes 48 References 49 Index 50 03 Brochure / report title goes here | Section title goes here Executive summary The Australian Private Equity and economy-wide company gross operating full-time equivalent (FTE) employees Venture Capital Association (AVCAL) profits fell by 2.6% (ABS 2017) and • Generated $19 million in EBITDA seeks to promote a greater understanding employment in the wider economy for investors of the role the industry plays in the grew by 0.3%. • Contributed $58 million in direct Australian economy. value added to the economy. More than 85% of PE investee portfolio This report updates a 2013 report, companies introduced some type of Conclusion Economic contribution of private equity in innovation in FY2016, significantly more In FY2016, earnings and employment Australia, prepared for AVCAL by Deloitte than businesses in general (ABS 2016). growth in PE investee portfolio companies Access Economics which demonstrates They were also more likely to collaborate outperformed that of the broader business the valuable contribution of PE to the with others to unlock the innovation community. PE investee portfolio companies Australian economy. This latest report potential within their business, such as are also more innovative – having introduced confirms that PE continues to be a through new products and services. two to three times more innovations than key driver of growth, job creation and Collaboration partners include related businesses in general. innovation across many industry sectors. businesses, suppliers, competitors, While the strong financial performance While this report is a point in time analysis, consultants, universities, and other research of PE investee portfolio companies is it demonstrates the significant impact institutions. The type of collaboration an indication of the value-added of PE that PE investment plays in supporting includes arrangements to undertake joint investment, one of the best markers businesses’ expansion plans and funding research and development, marketing for demonstrating the extent of private important investment activity. PE managers and distribution activities, and to equity’s impact on productivity lies in also assist investee companies by providing integrate supply chains. making comparisons with the alternative; strategic and management advice to help This report analyses the economic i.e. what would have happened if the transform their business practices to contribution of PE investee portfolio private equity owners had not altered enhance value and improve efficiency. companies to gross domestic product the company's trajectory. The survey Based on the analysis completed using (GDP) and employment in Australia. In found that over 70% of PE investee current data for FY2016, firms under PE FY2016, AVCAL recorded 375 companies portfolio companies introduced new ownership in Australia accounted for $43 under PE ownership, operating across organisational/managerial processes in billion in total value added to the economy various industries in each State and the year. Furthermore, a number of case (equal to 2.6% of GDP) and supported Territory within metropolitan and regional study examples suggest that PE fund 327,000 FTE jobs. areas. The analysis in this report is based managers typically assist companies on a new survey of PE investee portfolio with strengthening their governance, The impact of PE is reflected in the companies, representing around one developing their business and developing performance of firms under PE ownership. quarter of the PE investee company staff capability – all essential ingredients in In FY2016, firms under PE ownership population. Estimates based on the helping to transition Australian businesses (referred to as ‘PE investee portfolio survey indicated that in FY2016 the to be more globally competitive. companies’) achieved average revenue average PE investee portfolio company growth of 20% and EBITDA growth of 8% Deloitte Access Economics in Australia: over the year and firms expanded the size of their workforces, on average, by 24%. • Had annual turnover of $126 million By comparison, over the same period, • Paid $39 million in wages, to 459 04 Private equity | Growth and innovation Case study: The Link Group General Partner: Pacific Equity Partners Third, LMS management overhauled AAS’s operating In 2000, the ASX (then-Australian Securities Exchange structure, effectively streamlining 26 processing teams Limited) invested in a joint venture with Perpetual working largely in ‘silos’, into centralised teams that work Trustees to acquire a stake in its share registry division, together to deliver more consistent outcomes to clients. subsequently renamed ASX Perpetual Registrars. Around the same time, Pacific Equity Partners saw By 2005 the joint venture had run its course. While opportunities to expand LMS’s corporate markets senior management at ASX Perpetual Registrars sought services beyond its share registry services – leading to expand the range of services, this was not a core to LMS’s acquisition of Orient Capital in 2006. Orient business for the ASX. At this time, Pacific Equity Partners Capital was a market leader in investor relations, and acquired ASX Perpetual Registrars and renamed the would allow LMS to offer its share registry clients value company Link Market Services (LMS). added services such as shareholder analysis and client relationship management. Pacific Equity Partners, working closely with the management of LMS, identified a growth opportunity In 2007, LMS, AAS and Orient Capital merged to form the in the superannuation fund administration market. Link Group. Over the past decade, the Link Group has LMS believed there were inefficiencies in the way successfully brought together over 30 complementary superannuation administration services were businesses that allowed it to grow its product offerings being provided, and saw opportunities to automate and expand its business globally. processes, shift to paperless reporting, and improve During the course of the more than ten year investment the effectiveness of call centres. period by Pacific Equity Partners, the Link Group’s Meanwhile, in 2006, Pacific Equity Partners senior management worked with them “hand-in-glove” purchased Australian Administration Services to transform its business – operationally and culturally. (AAS) from then-owners Telstra. While AAS was one Pacific Equity Partners challenged management to focus of Australia's largest superannuation administration on growth and provided capital or helped them access specialists, it was at the time burdened by outdated IT funding to invest in that growth. platforms and inefficient processes. This meant that The Link Group listed on the ASX in 2016. From FY2005 many clients, typically large institutions, were to FY2016, the Link Group’s sales grew from $54 dissatisfied with the services. million to $750 million – an average annual growth rate Significant investment was required to repair these of around 24%. Over the same period, their annual client relationships. Firstly, senior leaders played earnings grew nearly tenfold. The number of employees a stronger role in managing client relationships. also rose from around 300 to 4,300. Secondly, Pacific Equity Partners invested over $300 million to rebuild the AAS IT platforms. 05 Brochure / report title goes here | Section title goes here Economic contribution of PE investee portfolio companies PE investee portfolio companies in Australia accounted for $43 billion of total value added to the economy, comprising $22 billion of direct value added, plus flow-on effects to other firms in the economy contributing indirect value added of $21 billion Providing around Annual turnover of 327,000 FTE $47 billion jobs, directly employing 172,000 These companies added Total contribution made workers and supporting jobs for roughly 19,800 FTE jobs from the up 2.6% of Australian another 155,000 workers previous year - 11% of Australian in related firms GDP in FY2016 FY2016 employment growth Performance of the average PE investee portfolio company Over the year to FY2016, firms under PE ownership outperformed the wider economy, having achieved: 20% Average 8% Average EBITDA revenue growth growth compared to economy- wide company gross operating profits falling 2.6% 24% Average increase in the size of their workforce compared to employment in the wider economy growing 0.3% 06 Private equity | Growth and innovation Innovation activity of PE investee portfolio companies More than 85% of PE investee portfolio companies introduced some type of innovation in FY2016 PE investee portfolio companies are significantly more likely to introduce innovations compared to businesses in general More than half of all PE investee portfolio companies collaborated with others to deliver innovation, compared to only 15% of businesses in general Profile of the average PE investee portfolio company
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