Celebrating 25 Years Ambition Growth Resilience London Stock Exchange Group London Stock Exchange Group (LSEG) Is a Global Financial Markets Infrastructure Business

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Celebrating 25 years Ambition Growth Resilience London Stock Exchange Group London Stock Exchange Group (LSEG) is a global financial markets infrastructure business. Its diversified global business provides valuable services for a wide range of customers focusing on Information Services, Post Trade and Capital Markets. The Group supports global financial stability and sustainable economic growth by enabling businesses and economies to fund innovation, manage risk and create jobs. The Group can trace its history back to 1698. In Capital Markets, the Group operates a broad range of international equity, ETF, bond and derivatives markets, including London Stock Exchange; Borsa Italiana; MTS (a European fixed income market); and Turquoise (a pan-European equities MTF). Through its platforms, LSEG offers market participants unrivalled access to Europe’s capital markets. In Information Services, through FTSE Russell, the Group is a global leader in financial indexing, benchmarking and analytic services with c.$16 trillion in benchmarked assets. The Group also provides customers with an extensive range of data services, research and analytics through The Yield Book, Beyond Ratings, SEDOL and RNS. Post trade and risk management services are a significant part of the Group’s business operations. In addition to majority ownership of LCH, a multi-asset global CCP operator, LSEG owns CC&G, the Italian clearing house; Monte Titoli, a leading European custody and settlement business; and UnaVista, our trade reporting business LSEG Technology delivers robust, scalable, high-performance technology including broker, exchange, market data, risk and collateral management, surveillance, clearing and settlement products to customers around the world. LSEG Technology’s solutions are used by financial market infrastructure and financial services firms, including the Group’s own markets. LSEG operates an open access model, offering choice and partnership to customers across all of its businesses. Headquartered in the United Kingdom, with significant operations in North America, Italy, France and Sri Lanka, the Group employs approximately 5,000 people. Further information on London Stock Exchange Group can be found at www.lseg.com. The Group’s ticker symbol is LSE.L

02 AIM 25: Celebrating 25 years CONTENTS 04. Introduction 16. AIM’s global reach Nikhil Rathi, CEO, London Stock The diversity and international Exchange Plc & Director of reach of AIM companies and the International Development, LSEG investor base 06. AIM today 19. The AIM ecosystem The composition of AIM, by AIM’s ecosystem makes a geography and industry sector significant contribution to supporting business growth 09. The economic impact of AIM 21. AIM’s future role Creating jobs, driving productivity Marcus Stuttard, Head of UK and exports Primary Markets, LSEG & Head of AIM 12. 25 years of supporting Case studies growth and resilience 08. RenalytixAI Providing ambitious, scaling 13. The Pebble Group businesses with a platform to access 15. Diaceutics long-term, permanent capital 18. Beeks Financial Cloud 20. team17 25. SMS

AIM 25: Celebrating 25 years 03 Introduction A SIGNIFICANT ANNIVERSARY DURING AN UNPRECEDENTED TIME SUPPORTING COMPANIES THROUGHOUT CHANGING BUSINESS AND ECONOMIC CYCLES, AIM HAS BECOME THE MOST SUCCESSFUL GROWTH MARKET IN THE WORLD.

For the past 25 years, AIM has details that contribution. By providing provided a resilient platform for companies with earlier access to public growth companies to raise equity equity capital than many other capital capital. Supporting companies markets, AIM has played a key role in throughout changing business and supporting economic development and economic cycles, AIM has become employment, enabling companies to the most successful growth market fund innovation and export growth. in the world. AIM’s success is in no small part due From the start of the COVID-19 to its ability to attract a broad range pandemic, AIM has enabled companies of quality companies and investors. It to respond swiftly and positively to the provides investors with access to high- challenges. From January to May 2020, growth opportunities in an appropriately 158 companies raised over £1.9bn in regulated environment and promotes the NIKHIL RATHI follow-on capital on AIM, including 27 allocation of capital towards the most CEO, LONDON STOCK healthcare companies – many of which productive companies. By enabling retail EXCHANGE PLC & DIRECTOR OF INTERNATIONAL are leading research into treatments and institutional investors to access DEVELOPMENT, LSEG for COVID-19 – that raised over £195m. growth, AIM plays a vital part in the The ability of the public equity markets nation’s wealth creation process. to mobilise capital rapidly and at scale Since its inception in 1995, the market has been remarkable. And through our has supported over 3,800 companies, partnership with PrimaryBid, a new and has evolved to suit business and channel has also opened, enabling retail economic cycles. Its ecosystem of investors to participate more easily in support, with its diverse and committed equity offerings. base of investors, has enabled companies Through its constant support of to flourish, currently attracting ambitious and growing businesses, businesses from 79 countries across AIM has made a vital economic the globe. Combined, these companies contribution to the UK. This report have raised £118bn; 39% at admission and 61% through further fundraising, highlighting the long-term nature of support provided by investors to “By providing companies with earlier companies on the market. access to public equity capital than The significance of this to the UK economy should not be understated. many other capital markets, AIM AIM companies’ ability to efficiently has played a key role in supporting raise long-term patient capital enables them to support growth and economic development and create employment, benefitting the wider economy. In 2019 alone, they employment, enabling companies to contributed £33.5bn Gross Value Added fund innovation and export growth.” (GVA) to UK GDP and directly supported

04 AIM 25: Celebrating 25 years 3,800+ £45.4bn £72.4bn NUMBER OF RAISED AT RAISED IN COMPANIES AIM ADMISSION BY FOLLOW-ON FUNDING HAS SUPPORTED AIM COMPANIES BY AIM COMPANIES SINCE 1995 SINCE 1995 SINCE 1995

more than 430,000 jobs. They made a tax This is a remarkable economic contribution of £3.2bn to the Exchequer. contribution – and one London Stock Over the past five years, the direct Exchange is very proud of. However, this economic contribution made by AIM contribution goes further and broader. companies has grown by 35%, from Over recent months, we have been £24.8bn, and their employment numbers proud of the many achievements of have grown by 22%. The ripple effect of AIM companies that have been in the a vibrant AIM is striking. When economic frontline of the battle against COVID-19; activity through their supply chains and from biotechnology companies seeking the expenditure of employees in their cures and treatments, to manufacturers local economies is taken into account, pivoting their capabilities to produce the overall economic impact of AIM personal protective equipment for companies is even larger – equivalent to healthcare workers. £67.2bn in GVA and over 900,000 jobs. The road ahead has many uncertainties. AIM companies create jobs, drive The global economy is having to adapt productivity, and foster innovation and to the impact of COVID-19. The UK is exports. They are more productive – their reframing its international relationships GVA per job is £77,700, compared with and its approach to climate change. the national average of £56,387. Over the But, as we describe in this report, the last 10 years, AIM companies have grown process of becoming and remaining a their overseas sales from £7bn in 2010 to public company creates more resilient, £12.4bn in 2019. This is a strength that sustainable businesses that are capable of will be particularly important as the UK scaling and achieving their full potential – reviews its trading relationships around rewarding their employees, investors, the globe over the coming period. stakeholders and the wider economy.

AIM 25: Celebrating 25 years 05 AIM today

AIM TODAY

UTILITIES THE COMPOSITION OF AIM, BY GEOGRAPHY AND INDUSTRY. 2% TELECOMMS 3% Since its inception in 1995, AIM has at admission and further fund-raising has CONSUMER STAPLES supported more than 3,800 companies. amounted to £72.4bn, highlighting the 3% AIM has adapted to meet the changes long-term nature of support provided by REAL ESTATE 3% in the global economy and evolving investors to companies on the market. investor appetites, and it has always In every year since 2007, the amounts covered a broad range of sectors. of follow-on capital raised on AIM have It is home to companies from 79 been significantly larger than those countries and has provided access to raised on admission: during this period, long-term capital for UK companies. 73% of all funds have been raised in Taken together, they have raised £45.4bn follow-on rounds.

Fig 1: Composition of AIM by region

170 18 INCORPORATED OVERSEAS SEE PAGE 16 FOR AIM’S GLOBAL REACH 13 3 43

48 26 77 16 31 293

24 101

Sources: London Stock Exchange, Factset

06 AIM 25: Celebrating 25 years Fig 2: AIM by industry (i) No. of companies as of 31/12/2019 (ii) Market cap as of 31/12/2019

UTILITIES UTILITIES 2% 0.6% TELECOMMS CONSUMER 3% STAPLES CONSUMER 1% STAPLES REAL ESTATE 3% 2% REAL ESTATE INDUSTRIALS TELECOMMS FINANCIALS 3% 6% 16% TECHNOLOGY 18% HEALTHCARE 7% 10%

BASIC ENERGY 863 MATERIALS 11% £104bn 14% ENERGY companies total market INDUSTRIALS 11% on AIM cap of AIM 17% companies BASIC CONSUMER MATERIALS DISCRETIONARY 11% TECHNOLOGY 13% 12% CONSUMER HEALTHCARE DISCRETIONARY FINANCIALS 12% 15% 13%

(iii) Capital raised by all AIM companies per industry: launch to 31/12/2019 15

0 INDUSTRIALS CONSUMER TECHNOLOGY HEALTHCARE CONSUMER UTILITIES DISCRETIONARY STAPLES BASIC FINANCIALS ENERGY REAL ESTATE TELECOMMS MATERIALS

Raised at admission (GBP bn) Follow-on capital raised (GBP bn)

AIM 25: Celebrating 25 years 07 Case study

RenalytixAI Sector: Healthcare Region: North America www.renalytixai.com

RenalytixAI’s diagnostic products could change the lives of millions who suffer from kidney disease. Admission onto AIM has been central to the strategy of this emerging growth company. The company’s lead diagnostic product addresses diabetic kidney disease – one of the world’s most common and costly chronic medical conditions. The AI-enabled KidneyIntelX allows the accurate calculation of a patient’s risk of experiencing rapid kidney function decline and kidney failure. “Currently available diagnostics do a relatively poor job of discriminating early on who has kidney disease that matters and should be aggressively treated,” says James McCullough, CEO of RenalytixAI and a veteran of the medical diagnostics market. “AIM provided us with a distributed A venture incubated out of UK institutional shareholder base, the ability diagnostics firm EKF Diagnostics (AIM: EKF), RenalytixAI is building KidneyIntelX to raise enough capital to drive a world- as a platform, integrated with healthcare class product development effort, and put systems such as Mount Sinai, that can be expanded to continuously analyse public market governance and reporting further information from electronic discipline in place – all with a clean, flat- health records, predictive blood-based biomarkers and other genomic data. capital structure of common stock.” From its inception, the strategy James McCullough, CEO, RenalytixAI was to develop RenalytixAI as an independent company and take it to the public markets. The business model focuses initially on commercialisation product development effort, and put with large US healthcare systems with public market governance and reporting corner-stoned financing by EKF and UK discipline in place – all with a clean, flat- institutional investors. The RenalytixAI capital structure of common stock.” IPO took place in November 2018 on There were other factors in AIM’s favour. AIM, raising £22.25m. “On AIM we report six-monthly, which McCullough says that AIM was “very helps us focus on longer-term business attractive” for a number of reasons. “It objectives. AIM is structured to support an £22.25M provided us with a distributed institutional emerging growth company such as ours. AMOUNT RAISED BY shareholder base, the ability to raise But you have to be confident that you are THE RENALYTIXAI IPO enough capital to drive a world-class going to deliver on time.” IN NOVEMBER 2018

08 AIM 25: Celebrating 25 years The economic impact of AIM THE ECONOMIC IMPACT OF AIM AIM COMPANIES HAVE MADE A SIGNIFICANT COLLECTIVE ECONOMIC CONTRIBUTION TO UK PLC BY CREATING VALUE, DRIVING PRODUCTIVITY AND DELIVERING EXPORT REVENUES.

Research by Grant Thornton shows that AIM companies have made a significant collective economic contribution to UK plc by creating jobs, driving productivity and delivering export revenues. Their capacity to fuel jobs growth and be the engines of future earnings power and economic production plays a vital role in today’s economy. AIM companies support growth and create employment. In 2019, they contributed £33.5bn GVA to UK GDP and directly supported more than 430,000 jobs. They made a tax contribution of £3.2bn to the Exchequer.

A striking ripple effect Over the past five years, the direct economic contribution made by AIM companies has grown by 35% from £24.8bn and their employment numbers have grown by 22%. The ripple effect of a vibrant AIM is striking. The research demonstrates that when economic activity through AIM company supply chains and the expenditure of employees in their local economies is taken into account, the overall economic impact of AIM companies is even larger – equivalent to £67.2bn in GVA and over 900,000 jobs. AIM companies create jobs, drive productivity, and foster innovation and exports. AIM companies are more productive than the national average – their GVA per filled job is £77,700, “As the pattern of the economy compared with the UK average of £56,387. changes, AIM will be part of the Over the past 10 years, AIM companies have grown their overseas sales from solution, not just in terms of financing £7bn in 2010 to £12.4bn in 2019. existing companies but in acquiring A catalyst for scaling businesses and embedding them in An IPO on AIM does not create a single a better capital structure.” injection of growth. Rather, it is the catalyst to scale and grow businesses over the Gervais Williams, Head of Equities, Premier Miton Investors

AIM 25: Celebrating 25 years 09 The economic impact of AIM

Fig 3: Revenue growth since AIM IPO by market capitalisation at admission (2010 onwards)

60%

50%

40%

30%

20%

10%

0% Year one Year two Year three Year four Year five

<£10m £10m–£50m >£50m Source: Grant Thornton analysis of Datastream data

medium and long term. It is true for in their lifecycle – as well as providing businesses of all sizes. Smaller businesses an exit route for early-stage investors – see particularly explosive growth in the AIM plays a key role in the UK’s SME early years, while larger businesses funding environment. It is this access generate sustained growth over a five- to appropriate financing options that is year period. An IPO provides a platform so important in unlocking barriers and for growth over the longer term. enabling businesses to scale. By enabling growth-oriented companies to raise external finance at different stages Revenue and profit growth The scaling of AIM companies does not come at the expense of operating “It has become more obvious for profits. The research by Grant Thornton management teams that AIM can shows that average profits as well as total profits have grown considerably accompany them on a long-term scaling and consistently since 2010. This is important, as profitable businesses journey without the disruption of change may be better able to attract further of ownership. Having investors that can investment, retain talent, and provide motivation and incentives to owners, stay that length of time and develop leaders and employees alike. with them is something that AIM does Driving productivity uniquely well.” The UK’s productivity challenge has been Richard Power, Head of Smaller Companies, Octopus Investments well documented – yet AIM companies

10 AIM 25: Celebrating 25 years Fig 4: AIM GVA per employee 2010–2019

50 2010 2011 2012 2013 2014 2015 2016 2017 2018

GVA/employee (£000) Linear (GVA/employee (£000)) Source: Grant Thornton analysis of Datastream data demonstrate that this challenge can Fig 5: GVA and employment be overcome. The average productivity of AIM contribution of AIM in 2019 companies – measured by GVA GVA Employment per filled job – is £77,700. This is significantly higher than the UK Direct £33.5bn 430,387 national average of £56,387. Indirect £20.3bn 294,085 Over the past five years, the Induced £13.4bn 181,118 productivity of AIM companies has improved by 11% – compared with TOTAL £67.2bn 905,590 10% nationally and 9% in London. Source: Grant Thornton analysis

Local economic development Long-term investment and a dynamic economy are critical for increasing UK productivity. AIM delivers on both. It more productive and faster-growing provides access to funding to enable new businesses – demonstrates their important and existing companies to invest and turn role in local economic development, with ideas, patents and knowledge into new nearly 60% of the UK-incorporated AIM and innovative products and services. It is businesses based outside London. This a powerful stimulus to entrepreneurship is especially the case where there are and innovation. clusters of AIM companies in particular Importantly, the broad geographical regions, such as the Midlands, Yorkshire spread of AIM businesses – generally and the North East.

AIM 25: Celebrating 25 years 11 25Developing years of offshore supporting growthCase and studies resilience local currency bond markets for Africa 25 YEARS OF SUPPORTING GROWTH AND RESILIENCE FOR 25 YEARS, AIM HAS BEEN PROVIDING AMBITIOUS, SCALING BUSINESSES WITH A PLATFORM TO ACCESS LONG-TERM, PERMANENT CAPITAL.

As businesses around the world recover is accompanied by a strong growth in from the impact of COVID-19, AIM will operating profits. continue to play a vital role. This growth dividend, underpinned by Public markets sit at the top of the the process of an AIM admission and “financial escalator”. The possibility of a the discipline of continuing obligations flotation on AIM provides many types of when on the market, is undoubtedly a early-stage investors – family and friends, factor management teams take into angel investors, crowdfunders, university consideration when undertaking an IPO. spin-out offices, seed capital and venture It provides businesses with a unique capital firms – with the confidence to opportunity to build resilience by support businesses in their earlier stages. investing in the governance, management And while AIM can help crystallise and strategy of the business, helping value for founder investors, it also deliver value over the longer term. provides an opportunity to introduce The process of admission onto AIM fresh investors who are keen to invest enhances the business, enabling it in the future growth of a business. to better analyse its performance, Access to the right form of finance its strategic position and its growth plays a key role in enabling management prospects. It is a process which promotes teams to efficiently realise opportunities greater financial discipline and provides for growth. Once admitted onto AIM, an opportunity for a thorough review companies have repeat access to long- of corporate governance within a term finance. AIM is also a valuable company. An IPO is an important step for option for scaling businesses, which a company – but its subsequent steps can prevent them being sold too early demonstrate the extent of the value it can in their lifecycle. By continuing to fund derive from being a public company. and grow companies on AIM, particularly Each business that is admitted onto where they are innovative and rich in AIM is distinct. They differ in their stage intellectual property, AIM ensures that of maturity, size, sector and geographic the economy continues to benefit. The reach. Yet the admission process and regulatory framework provides an ideal their ongoing life as a public company, introduction to the rigours of public and the framework that surrounds them, company reporting, so that if a company yield many common advantages and decides the time is right, a transition to benefits. The research also shows that the Main Market is more seamless. AIM companies significantly outperform This ability for companies to scale is their private peers in five out of six of clearly demonstrated by the research 158 the largest sectors represented. AIM COMPANIES RAISED recently conducted by Grant Thornton FOLLOW-ON CAPITAL IN which shows how AIM companies have THE FIRST FIVE MONTHS Ongoing access to capital the ability to scale long after their OF 2020 For the past 13 years, the amounts of admission to the market. Revenue follow-on capital raised on AIM have been growth reported by AIM companies is £1.9BN significantly larger than those raised above 40% year on year for the first three RAISED BY AIM on admission. In 2019, AIM companies COMPANIES IN FOLLOW- years and 20% in the fourth and fifth ON ROUNDS IN THE FIRST raised £489m on admission but £3.3bn in years following IPO. This revenue growth FIVE MONTHS OF 2020 follow-on rounds. Investors who support

12 LSEG Africa Advisory Group AIM 25: Celebrating 25 years Case study

The Pebble Group Sector: Technology Region: North West www.thepebblegroup.com

Manchester-based The Pebble Group, which provides products, services and technology to the promotional products market, had an initial buy-out in 2012 and a secondary buy-out took place in 2017. The private equity investors and debt providers were very supportive, says CEO Chris Lee, but another refinancing of the business would have been required in order to power further acquisitive growth. In itself, that was not a problem, but raising two rounds of private equity money was sufficient. For Lee, the attraction of the permanent money of the public markets was compelling. “As a public company, we can now take a medium-term view,” he says. “There is not another sales process in the offing and, now that we no longer carry debt, we can fund future acquisitions in whatever form will be best for the business.” The mechanics of the IPO process were knowledge into your own. And then you fascinating for Lee and his team, who held can put your own stamp on it. 80 investor meetings in a 12-day period. “The process helped me understand our “From having a single shareholder with an business better, how to strengthen it and opinion, you start to hear many different where our growth potential lay.” views and opinions about your business It has been quite a journey for Lee, who from many potential investors. Everyone joined the company in 2000 in what he sees your business differently. describes as “a relatively junior finance “You get a lot of good feedback but it role” before rising up the ranks to become can be hard to hear criticism when, after CEO in 2008. all, you have built up the business over “I have gone from running a division many years. But after you have heard all of a UK business to being the CEO of of these views – and you are being put an international business. The level of under pressure by some clever people – support I have received along the way you can distill them and turn all that has been humbling and motivating.”

“The IPO process helped me understand our business better, how to strengthen it and where our growth potential lay.” DEC 2019 THE PEBBLE GROUP’S Chris Lee, CEO, The Pebble Group ADMISSION TO AIM

AIM 25: Celebrating 25 years 13 25 years of supporting growth and resilience a company at its IPO generally expect to “AIM is incredibly attractive and provide future support. As a company begins to develop a track record on AIM, it can supportive for a company that wants attract new investors and potentially reduce to execute an acquisition strategy.” its cost of capital. The speed with which AIM companies can raise fresh capital – in Stuart Skinner, MD, Investment Banking, Numis Securities comparison with their privately-owned peers – has been vividly demonstrated during the COVID-19 pandemic. contrasts with private ownership, where investors can often have a majority stake Ability to attract and retain talent accompanied by a seat on the board. The ability to use share option schemes to reward, attract and retain talent is a key Greater ability to make acquisitions benefit for AIM companies. Share option Admission to AIM provides companies schemes motivate staff and align their with a new currency to finance interests with the business. Employees acquisitions that can fuel their growth can see how the performance of the strategy – their own paper. AIM company, as measured by its share price, companies are able to offer their own benefits them personally. Additionally, shares as partial or full consideration for it provides companies with a meaningful an acquisition, while AIM’s regulatory alternative option to remunerate their framework is tailored to facilitate employees, meaning they can conserve such strategies. This is a particular cashflow, which can be invested elsewhere advantage over their unquoted peers in the business, allowing them to scale and competitors. faster. HMRC-approved share schemes such as SAYE provide employees with a Improve corporate profile unique opportunity to share in the success While there are particular of a business, boosting their earnings at communications obligations placed no risk to their savings. upon an AIM company, a clear benefit of admission onto the market comes Creating a stronger corporate culture from the greater recognition and The combination of factors such as understanding of the business, both effective share option schemes, greater locally and internationally. The global public visibility, ongoing financial reputation of London Stock Exchange transparency and strong corporate increases the visibility of AIM companies, governance helps to create a stronger and the increased transparency corporate culture. Reporting on such associated with disclosure to the market matters post IPO helps to encourage a opens up business opportunities that mindset of continuous refinement and a company may not have been able to evolution as the company grows. secure as a private business. Once a company is admitted to AIM, it Retain management control is subject to reporting requirements and The decision to go public represents a 40% scrutiny that frequently go further than conscious decision to invite a broader set YOY REVENUE GROWTH those placed upon private companies. of shareholders, underpinned by long- REPORTED BY AIM AIM companies produce half and full-year COMPANIES IN THE term institutional investors, to share in the FIRST THREE YEARS results and make public announcements company’s future growth. Investors also FOLLOWING IPO of price-sensitive information. This have a market through which to sell their enhanced transparency results in wider shares. AIM enables management teams 20% credibility with third parties including to retain control over the direction and YOY REVENUE GROWTH customers, suppliers and investors. By day-to-day management of the business REPORTED BY AIM being visible on an international growth COMPANIES IN YEARS while having the ability to raise capital FOUR AND FIVE market, AIM companies can be seen from a broad range of investors. This FOLLOWING IPO alongside their global peer group.

14 AIM 25: Celebrating 25 years Case study

Diaceutics Sector: Healthcare Region: Northern Ireland www.diaceutics.com

Advances in genetic analysis are revolutionising healthcare. Belfast- based Diaceutics is at the forefront of data collection and analysis in this revolution, enabling medical decisions, treatments, practices and products to be tailored to each individual patient. The company, which was founded in 2005 and floated on AIM in 2019, has built up a wealth of data containing aggregated testing events and anonymised patient data for over 227 million patients covering approximately 300 diseases. This provides the real-world evidence that informs the decision-making of more than 35 global pharmaceutical companies across hundreds of precision medicine projects. “Do our clients appreciate our CEO Peter Keeling and CFO Philip White began to look at raising fresh capital in transparency? Absolutely. Do we see 2017. Initially they considered private a path through investor confidence to equity and attracted several interested investors, but in mid-2018 they decided to additional capital raising in the future? focus on an IPO. “We are fast learners and Absolutely.” we learned from our conversations with private equity that our equity story was a Peter Keeling, CEO, Diaceutics strong one,” says White. “Furthermore, the market opportunity is huge and in order to “Do our clients appreciate our transparency? fulfil our clients’ global needs, we could see Absolutely,” says Keeling. “Do we see a path that the business would require more than through investor confidence to additional one capital raise.” capital raising in the future? Absolutely.” Another factor was that their customer The IPO has fuelled confidence base was principally composed of publicly throughout the company, adds White, traded companies; becoming a public “from the youngest accountant to our company itself would enhance Diaceutics’ senior executives”. Diaceutics enabled its status as a trusted global partner. employees to buy into the shares through Despite taking place during the a convertible loan note. “That really lifted uncertain period around the initial Brexit the business,” he recalls. Eighty per cent of deadline in March 2019, the IPO was 2.5 the company’s employees subscribed more times oversubscribed. Diaceutics also kept than £500,000: “I was blown away by that.” firmly focused on its day-to-day business. That employee bounce continues In the financial year in which the IPO took to reverberate among the 120-strong place, revenues increased by nearly 30% workforce across 17 countries. Diaceutics 19% and customers by 19%. has launched a comprehensive long-term INCREASE IN More than a year later, Keeling and White incentive plan to provide every employee CUSTOMERS IN THE are clear that the decision was the right one. with access to shares in the business. YEAR IPO TOOK PLACE

AIM 25: Celebrating 25 years 15 AIM’s global reach

Fig 6: Geographic revenues of AIM companies, 2019 UK £37.40bn % North 65 America £6.55bn 41%

South America £1.13bn 32%

AIM’S

GLOBAL REACH Europe

A DEFINING FEATURE OF AIM HAS BEEN THE DIVERSITY AND £11.68bn INTERNATIONAL REACH OF ITS COMPANIES AND INVESTOR BASE. 47%

AIM has allowed companies based growth market IPOs during 2019 took all over the world to realise their place on AIM. ambitions of gaining recognition It is this position as an internationally on an international stage, while renowned growth market that has helped providing investors with a trusted it attract institutional investment from platform to access international around the world and enabled AIM growth opportunities. companies to sell their products and A key benefit for AIM companies is services into a staggering 205 countries the ability to use funding they have and dependencies around the world. It secured at admission or while on market also makes it a natural choice for fund to broaden their geographical reach. AIM managers with an international client is an important growth engine for such base looking to increase their clients’ 60% geographical expansion, and in 2019 it exposure to growth opportunities. ONS AIM’S SHARE OF accounted for 60% of all IPO and follow- data1 shows that 48.2% of holdings in AIM THE TOTAL CAPITAL on capital raised on European growth companies are driven by investors from RAISED ON EU GROWTH MARKETS markets – 2.9 times more than the next around the world, which has grown from IN 2019 European growth market. In total, there 42.8% in the survey two years before. were 362 deals on AIM, raising £574m 362 through IPOs and £3.8bn in follow-on 1 ONS: Ownership of UK quoted shares, TOTAL NUMBER OF rounds. Five of the top 10 European 2016 and 2018 releases. DEALS ON AIM IN 2019

16 AIM 25: Celebrating 25 years Russia & CIS Pacific £0.78bn £1.55bn 38% 32%

Asia

Middle East £3.49bn £0.87bn 36% 30%

Aggregate revenues

Percentage of AIM Africa companies generating £1.48bn revenues in the region 863 Companies 29% on AIM

Incorporated in Generating 25 aggregate countries global sales of around £65bn the world Attracting Fig 7: Institutional investment Selling in attracted from regions £48bn Investor region Value invested (GBP) 205 of global countries UK 37bn and dependencies institutional investment Americas 7bn Europe (ex UK) 4bn Primary 170 operations in Asia 345m Incorporated Africa 145m overseas 79 Pacific 60m countries around the Middle East 33m world

Source: London Stock Exchange

AIM 25: Celebrating 25 years 17 Case study

Beeks Financial Cloud Sector: Technology Region: Scotland www.beeksfinancialcloud.com

Beeks Financial Cloud has grown rapidly since its inception in 2011. It is a technology company serving the financial sector, “so we are as fintech as you get,” says its CEO Gordon McArthur. Its ‘infrastructure as a service’ offer of cloud computing and secure, fast connectivity to enable same- day trading is proving increasingly attractive to a growing number of financial asset classes. From the outset, McArthur was certain that AIM was his preferred route. “We needed a greater profile, which the public “We needed a greater profile, which the markets gave us. We are seeking to grow our international footprint and to public markets gave us. We are seeking build our business with global financial institutions; the credibility of being to grow our international footprint and to listed on the world’s most international build our business with global financial stock market was very important. The public markets would provide us with institutions; the credibility of being listed the opportunity to raise additional on the world’s most international stock finance for future acquisitions but the management team was able to retain market was very important.” its majority stake in the business.” So Gordon McArthur, CEO, Beeks Financial Cloud certain was McArthur that he started to talk to nominated advisers when Beeks reached its £1m turnover milestone. Headquartered proudly in Glasgow, and inspirational to meet people such as Beeks currently employs 40 staff globally Nick Robertson, the founder of ASOS.” and has 11 data centres around the world. Being CEO of a quoted company is a Geographic expansion is central to its positive experience. “We are realising growth. “Connecting to venues is a never- the expected benefits,” says McArthur. ending process,” says McArthur. And there has been an unforeseen Beeks floated on AIM and raised £7m, advantage. The higher calibre of staff strengthening its working capital position that Beeks is now able to attract is “night as well as its profile and growth potential. and day” from its years as a private Prior to the IPO, McArthur had company, McArthur observes. “The participated in the London Stock calibre of candidates for recruitment has Exchange ELITE programme. “I got a increased hugely. It has given us access great deal of value from it,” he says, to people that we would not previously 11 “particularly getting access to people have attracted – from their own career NUMBER OF BEEKS with experience of taking their company progression point of view, we are now an DATA CENTRES public. In my situation, it was awesome attractive business to work for.” AROUND THE WORLD

18 AIM 25: Celebrating 25 years The AIM ecosystem THE AIM ECOSYSTEM AIM’S ECOSYSTEM MAKES A SIGNIFICANT CONTRIBUTION IN SUPPORTING GROWTH.

The research by Grant Thornton shows AIM companies. Many such advisers have that the IPO process accelerates the been involved in AIM since its inception, performance of companies that are and association with a member of the admitted onto AIM. Furthermore, once AIM community can help a company they have made the transition to AIM, enhance its own profile among investors. they outperform their privately owned The ecosystem has a diverse and peers (see Figure 8, below). committed base of investors, ranging AIM’s ecosystem makes a significant from global institutions to private contribution in supporting such growth – investors. For them, AIM is one of the from helping companies prepare for an IPO few places in the world where they can to guiding them on the admission process, invest in such a diverse range of smaller and then enabling them to access long- companies with the capability to deliver term permanent capital. strong growth and returns. The market is Nominated Advisers are integral to the also supported by an extensive network market. Each company applying to AIM of market specialists, including lawyers, must appoint and retain a Nominated accountants, PR and investor relations 18.8% Adviser to guide it through the admission professionals, and registrars. AIM COMPANY REVENUE process and its subsequent life as a The regulatory framework is designed GROWTH IN THE TECHNOLOGY SECTOR, public company. to provide an appropriate balance to 2015–2019 Brokers are responsible for raising finance enable entrepreneurs to flourish and and facilitating and promoting trading in to give investors confidence in the the company’s shares on the market. standards of disclosure and protections 10.7% PRIVATE COMPANY The guidance and support provided to provided to them. The result is a market REVENUE GROWTH IN THE management by the dedicated Nominated that meets the requirements of issuers TECHNOLOGY SECTOR, Advisers is a significant attraction for many and investors. 2015–2019

Fig 8: AIM company v private company revenue growth (CAGR 2015–2019) 20% 18.8% 16.1% 16% 13.8% 12.5% 12.5% 11.8% 12% 10.7% 11.0%

7.8% 7.6% 8% 7.0% 5.6%

0% Technology Financials Consumer Healthcare Consumer Industrials discretionary staples AIM company revenue growth Private company revenue growth Source: Grant Thornton analysis of BvD Orbis and Datastream data

AIM 25: Celebrating 25 years LSEG Africa Advisory Group 1919 Case study

team17 Sector: Technology Region: Yorkshire & the Humber www.team17group.com

Founded in 1990 and admitted to AIM in May 2018, Wakefield-based video games developer and publisher team17 has been a constant innovator – in its content, its approach to development and its business model. The company has a roster of its own proprietary titles, but also creates games in partnership with independent (“indie”) developers worldwide. It is focused on the premium – rather than free-to-play – area of the market and its portfolio currently comprises more than 100 games. A games fanatic who wears her heart on her sleeve and keeps her hair purple, Debbie Bestwick does not conform to the stereotype of the public company CEO. The prospect, therefore, of an intense round of meetings with potential investors for the IPO looked intimidating. But, she says, she received great advice from other CEOs in her industry, as well as from her professional advisers. “They told me to be myself – ‘they will love you for being you.’ On the roadshow I soon discovered it was okay to be me.” And the resulting IPO was heavily oversubscribed. “The IPO has been a good team17’s IPO raised £107.5m, the and positive experience.” proceeds of which were used to repay debt and distributed to existing shareholders. Debbie Bestwick, CEO, team17 It also put team17 in a secure financial position and provided the company with ready access to additional financial business to give back to its employees capacity to support future M&A plans. through incentive schemes and Moreover, it gave the company a higher shareholdings. Although discussion about profile and enhanced credibility among the share price is firmly discouraged – its international partners and, crucially, “I don’t talk about it, and I am the allows it to attract high-quality talent to biggest shareholder,” she says – equity support its growth plans. participation is proving very popular. Importantly for Bestwick, it also According to Bestwick, up to 50% of the enabled the company to start building an company’s employees contribute each employee benefit trust, thus embedding 100+ month towards buying shares as part of the ability to incentivise both current and PORTFOLIO COMPRISES the scheme. “They are in team17 for the future employees. It was a way for the MORE THAN 100 GAMES long term.”

20 AIM 25: Celebrating 25 years AIM’s future role AIM’S FUTURE ROLE AIM HAS PROVED ITSELF TO BE AN ENDURING MARKET ACROSS ALL CYCLES AND SECTORS. TODAY, THIS NEED FOR A MARKET FOR YOUNG, DYNAMIC, INNOVATIVE COMPANIES IS MORE IMPORTANT THAN EVER.

A quarter of a century ago, AIM was a wide base of investors, which all come established as a platform for smaller with being a public company. Public and growing companies to gain earlier equity markets are extremely efficient at and more efficient access to the providing long-term funding at the very public markets with the support of moment that companies need it. The an experienced investor and advisory diverse range of investors accessible to community. It has been a great companies through AIM, from individuals success story. to global institutions, provides companies Throughout its history, AIM has with access to capital and liquidity at adapted and evolved to meet the needs IPO and throughout their life on AIM. The of growth companies. It has adapted to investor base has been able and willing to business and economic cycles – from stand behind companies to support them the technology boom at the start of the during an exceptionally testing period. MARCUS STUTTARD millennium to the global financial crisis – The nominated adviser model has HEAD OF UK PRIMARY and it will continue to do so. It has proved provided a consistent and distinctive MARKETS, LSEG AND itself to be an enduring market for all cornerstone of AIM since its inception. HEAD OF AIM cycles and sectors. The regulatory framework and the Today, this need for a market for young, commitment of the regulatory team dynamic, innovative companies is more operating the market have ensured the important than ever. market’s robustness and resilience. This The coronavirus crisis has demonstrated helps to attract investors who seek growth the capacity of AIM to provide its quoted from high-quality companies. Maintaining companies with access to capital and consistency through economic cycles support during the pandemic. Some and sector trends has been an essential companies have used the proceeds raised facet of AIM. since the onset of the pandemic to shore AIM has a critical part to play to support up their balance sheets. Others have growth, innovation and employment used the funds to help them return to across the UK economy. In many regional or maintain their growth trajectory and and sub-regional economies, these support further acquisitions or adapt their companies are flagships and demonstrate business models to new ways of working. the benefits of using equity capital. It continues to be a powerful They provide a model and example for demonstration that access to ongoing growth. They create local employment capital is made easier when a business opportunities and economic value. They is visible, understandable and known to attract investment that will not only help facilitate the economic recovery but will also help stimulate new growth in new “The benefit of being an AIM company industries and sectors. AIM in the wider funding landscape will only increase as investors, as well Since AIM’s launch in 1995, the wider as customers, employees and wider funding landscape for businesses has altered considerably. We have seen stakeholders, demand greater levels increased availability of early-stage of transparency and accountability.” equity finance, such as angel finance, and

AIM 25: Celebrating 25 years 21 AIM’s future role

the growth of crowdfunding and peer-to- peer lending. The sources of non-bank “The coronavirus crisis has demonstrated funding available to scale up businesses the capacity of AIM to provide its quoted have diversified, and this has contributed to the fact that we have seen larger companies with access to capital and companies joining AIM over recent years. support during the pandemic. Public There has been an evolution in the size of companies using AIM. Today, more equity markets are extremely efficient at than half (53%) of AIM-quoted companies providing long-term funding at the very have a market capitalisation above £25m, compared with one-third in 2000. moment that companies need it.” This maturing of the market, along with greater availability of funding in the wider ecosystem, means that AIM is attracting AIM provides. AIM gives individual an increasingly diverse, more global investors the opportunity to participate investor base and enhanced liquidity. in the success of high-growth, high- While AIM provides access to quality companies. institutional capital, it is not purely Retail ownership of AIM stocks is close an institutional market. It has always to 30% and retail investors represent been essential that individual retail an opportunity to increase the diversity investors can access the growth and and scale of an issuer’s base of active wealth-generation opportunities that shareholders, which in turn contributes to daily trading volumes and underlying liquidity. Throughout AIM’s development, we have focussed on ensuring that companies have access to the broadest range of investors. We have worked with the Government to ensure that the fiscal incentives such as EIS, VCTs and Business Property Relief support long- term growth and enable companies to transition from private ownership to the public market as seamlessly as possible without facing funding gaps. Similarly, the eligibility of AIM shares for ISAs and exemption from stamp duty have improved the efficiency of the market, making it more attractive for investors, and this in turn has increased the availability of capital for companies. London Stock Exchange’s collaboration with PrimaryBid, whose platform digitally connects retail investors to public company offerings on the same terms as institutions, allows companies to unlock the retail investor pool of capital and liquidity.

Sustaining the future The global economy continues to adapt and change, in many ways quite radically and at a quicker pace. It is therefore vital that capital markets evolve in tandem. New businesses and technologies

22 AIM 25: Celebrating 25 years “Throughout AIM’s history, we have remained focused on meeting the needs of entrepreneurial businesses and their investors, by operating a market that supports growth and fosters investor confidence. The close ongoing engagement between London Stock Exchange, nominated advisers and AIM companies has contributed to AIM’s resilience through business cycles and has enabled companies to receive the support they need as they grow and develop on market.” Nilam Statham, Head of Primary Market and AIM Regulation, London Stock Exchange will emerge to create new opportunities key consideration for many investors. and tackle the new challenges and these A significant reallocation of global innovative companies will need capital. capital is taking place, with growing For many of them, equity will be the demand for investors for decision-useful, most appropriate finance and AIM will climate-related financial information be the source. on how companies have prepared, or are The benefit of being an AIM company preparing, for a lower-carbon economy. will only increase as investors, as well They want to understand companies’ as customers, employees and wider exposure to green products and services. stakeholders, demand greater levels of The Green Economy Mark, launched by transparency and accountability. London Stock Exchange in 2019, enables Societies want to see capital deployed companies – including those on AIM – in more sustainable ways. They want to that generate more than 50% of their total see more inclusive economic models. annual revenues from green products and Sustainable investment is becoming a services to be more visible and to tell their

AIM 25: Celebrating 25 years 23 AIM’s future role

green narrative to these investors. At present, there are 37 companies on “This maturing of the market, along AIM that have the Mark. Between them, with greater availability of funding they have raised £656m on admission and a further £1,522m in follow-on fundraising. in the wider ecosystem, means that They exemplify the wide range AIM is attracting an increasingly of companies on AIM, well beyond ‘pure-play’ green or clean technology diverse, more global investor base companies, that are driving the transition and enhanced liquidity.” to a sustainable, low-carbon economy. AIM is a success today through 25 years of collective effort – from the entrepreneurs who have founded, committed to supporting future floated and grown their businesses generations of entrepreneurs by bringing on the market to the community of them together with a wide base of investors, nominated advisers, brokers diverse and committed investors. AIM and intermediaries who have supported plays a central role in this strategy. We them. London Stock Exchange remains are excited about its future.

24 AIM 25: Celebrating 25 years Case study

SMS plc Sector: Industrials Region: Scotland www.sms-plc.com

Starting life in 1995 as a gas connections company – the same year as the launch of AIM – Glasgow-based SMS has grown into an enterprise that is at the forefront of transforming and decarbonising the UK’s energy networks. And, says its CEO Alan Foy, the opportunities in front of the business are “incredible”. The company finances, installs, manages and maintains smart meters. At the end of 2019 there were 16.5m smart and advanced meters operating in the UK, leaving more than 36m still to be exchanged. That spells a full order book. “There is tremendous growth on the smart meter front,” says Foy. Carbon reduction, says Foy, is not “a percentage of our business – it’s 100%. Everything we do is about reducing carbon.” So it was a natural step to seek to gain “As a public listed company on AIM, the Green Economy Mark from London public institutions in other countries Stock Exchange. The Green Economy Mark identifies companies and funds on London’s can see that your business is governed public markets that generate between 50% properly. The badge of being a public and 100% of their total annual revenues from products and services that contribute listed company – with strong ESG to the global green economy. It includes, credentials – really helps.” but also looks beyond, ‘pure-play’ green or clean technology companies to highlight Alan Foy, CEO, SMS those across all industries driving the transition to a sustainable, low-carbon economy – such as SMS. stock, as they can see that we are a well- “It is a must-have, not just a desirable positioned ESG business.” badge. We have been committed to Foy led the flotation of SMS on AIM in the green economy for some time, so I July 2011. “As a public listed company on was delighted that we were accredited AIM, public institutions in other countries with a Green Economy Mark. It clearly can see that your business is governed The Green Economy Mark identifies demonstrates our credentials to investors,” properly. We could have spent too much companies and funds says Foy. The Green Economy Mark is a time trying to convince them that as a that generate between central element in SMS’s discussions about private business we could look after their 50% and 100% of total its wider ESG credentials and is making the data. The badge of being a public listed annual revenues from products and services company increasingly attractive. “We have company – with strong ESG credentials – that contribute to the had many new investors coming into our really helps.” global green economy

AIM 25: Celebrating 25 years 25 “The process of becoming and remaining a public company creates more resilient, sustainable businesses that are capable of scaling and achieving their full potential – rewarding their employees, investors, stakeholders and the wider economy.” Nikhil Rathi, CEO, London Stock Exchange Plc & Director of International Development, LSEG

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AIM 25: Celebrating 25 years 27 Contact details Marcus Stuttard Media enquiries Head of UK Primary Markets, LSEG & Head of AIM Tel: +44 (0)207 797 1222 Email: [email protected] Email: [email protected]

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