iso4217:GBPiso4217:GBPxbrli:shares35GDVHRBMFE7NWATNM842024-04-012025-03-3135GDVHRBMFE7NWATNM842023-04-012024-03-3135GDVHRBMFE7NWATNM842025-03-3135GDVHRBMFE7NWATNM842024-03-3135GDVHRBMFE7NWATNM842024-03-31ifrs-full:IssuedCapitalMember35GDVHRBMFE7NWATNM842024-03-31ifrs-full:SharePremiumMember35GDVHRBMFE7NWATNM842024-03-31ifrs-full:CapitalRedemptionReserveMember35GDVHRBMFE7NWATNM842024-03-31ifrs-full:ReserveOfSharebasedPaymentsMember35GDVHRBMFE7NWATNM842024-03-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember35GDVHRBMFE7NWATNM842024-03-31ifrs-full:CapitalReserveMember35GDVHRBMFE7NWATNM842024-03-31ifrs-full:RetainedEarningsMember35GDVHRBMFE7NWATNM842024-03-31ifrs-full:TreasurySharesMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:IssuedCapitalMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:SharePremiumMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:CapitalRedemptionReserveMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:ReserveOfSharebasedPaymentsMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:CapitalReserveMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:RetainedEarningsMember35GDVHRBMFE7NWATNM842024-04-012025-03-31ifrs-full:TreasurySharesMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:IssuedCapitalMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:SharePremiumMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:CapitalRedemptionReserveMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:ReserveOfSharebasedPaymentsMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:CapitalReserveMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:RetainedEarningsMember35GDVHRBMFE7NWATNM842025-03-31ifrs-full:TreasurySharesMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:IssuedCapitalMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:SharePremiumMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:CapitalRedemptionReserveMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:ReserveOfSharebasedPaymentsMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:CapitalReserveMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:RetainedEarningsMember35GDVHRBMFE7NWATNM842023-03-31ifrs-full:TreasurySharesMember35GDVHRBMFE7NWATNM842023-03-3135GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:IssuedCapitalMember35GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:SharePremiumMember35GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:CapitalRedemptionReserveMember35GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:ReserveOfSharebasedPaymentsMember35GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember35GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:CapitalReserveMember35GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:RetainedEarningsMember35GDVHRBMFE7NWATNM842023-04-012024-03-31ifrs-full:TreasurySharesMember | | | | --- | --- | | | | | | | | | | | | | | | 3i Group plc | | | Annual Report 2025 | | | | | | 20 May 2025 | | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | Overview and strategy | | | Chair’s statement | [2](#i54651540d1854c96ac12f3d021b55395_25) | | At a glance | [4](#i54651540d1854c96ac12f3d021b55395_31) | | Chief Executive’s statement | [6](#i54651540d1854c96ac12f3d021b55395_40) | | Our thematic approach to investment | [12](#i54651540d1854c96ac12f3d021b55395_46) | | Our business model | [14](#i54651540d1854c96ac12f3d021b55395_52) | | Strategic objectives and key performance indicators | [16](#i54651540d1854c96ac12f3d021b55395_64) | | | | | Business review | | | | | | Private Equity | [19](#i54651540d1854c96ac12f3d021b55395_82) | | Infrastructure | [35](#i54651540d1854c96ac12f3d021b55395_133) | | Scandlines | [38](#i54651540d1854c96ac12f3d021b55395_145) | | | | | Sustainability | | | | | | A responsible approach | [40](#i54651540d1854c96ac12f3d021b55395_151) | | 1. Invest responsibly | [42](#i54651540d1854c96ac12f3d021b55395_157) | | 2. Recruit and develop a diverse pool of talent | [52](#i54651540d1854c96ac12f3d021b55395_193) | | 3. Act as a good corporate citizen | [56](#i54651540d1854c96ac12f3d021b55395_196) | | Our TCFD disclosures | [58](#i54651540d1854c96ac12f3d021b55395_202) | | | | | Performance and risk | | | | | | Financial review | [70](#i54651540d1854c96ac12f3d021b55395_214) | | Reconciliation of Investment basis and IFRS | [75](#i54651540d1854c96ac12f3d021b55395_235) | | Alternative Performance Measures | [79](#i54651540d1854c96ac12f3d021b55395_247) | | Risk management | [80](#i54651540d1854c96ac12f3d021b55395_250) | | Principal risks and mitigations | [85](#i54651540d1854c96ac12f3d021b55395_259) | | Directors’ duties under Section 172 | [94](#i54651540d1854c96ac12f3d021b55395_265) | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | Governance | | | | | | [Chair’s](#i54651540d1854c96ac12f3d021b55395_274) governance review | [97](#i54651540d1854c96ac12f3d021b55395_274) | | [Governance at a glance](#i54651540d1854c96ac12f3d021b55395_277) | [98](#i54651540d1854c96ac12f3d021b55395_277) | | Corporate governance statement | [99](#i54651540d1854c96ac12f3d021b55395_283) | | Governance framework | [101](#i54651540d1854c96ac12f3d021b55395_289) | | Board of Directors | [102](#i54651540d1854c96ac12f3d021b55395_292) | | Executive Committee | [104](#i54651540d1854c96ac12f3d021b55395_295) | | The role of the Board | [106](#i54651540d1854c96ac12f3d021b55395_301) | | How the Board operates | [107](#i54651540d1854c96ac12f3d021b55395_304) | | What the Board did in FY2025 | [108](#i54651540d1854c96ac12f3d021b55395_307) | | Engaging with stakeholders | [110](#i54651540d1854c96ac12f3d021b55395_316) | | Board performance review | [114](#i54651540d1854c96ac12f3d021b55395_331) | | Nominations Committee report | [116](#i54651540d1854c96ac12f3d021b55395_337) | | Audit and Compliance Committee report | [121](#i54651540d1854c96ac12f3d021b55395_349) | | Resilience statement | [127](#i54651540d1854c96ac12f3d021b55395_367) | | Valuations Committee report | [130](#i54651540d1854c96ac12f3d021b55395_373) | | Directors’ remuneration report | [135](#i54651540d1854c96ac12f3d021b55395_382) | | Additional statutory and corporate governance information | [148](#i54651540d1854c96ac12f3d021b55395_394) | | | | | Audited financial statements | | | | | | Consolidated statement of comprehensive income | [155](#i54651540d1854c96ac12f3d021b55395_400) | | Consolidated statement of financial position | [156](#i54651540d1854c96ac12f3d021b55395_403) | | Consolidated statement of changes in equity | [157](#i54651540d1854c96ac12f3d021b55395_406) | | Consolidated cash flow statement | [158](#i54651540d1854c96ac12f3d021b55395_409) | | Company statement of financial position | [159](#i54651540d1854c96ac12f3d021b55395_412) | | Company statement of changes in equity | [160](#i54651540d1854c96ac12f3d021b55395_415) | | Company cash flow statement | [161](#i54651540d1854c96ac12f3d021b55395_418) | | Material accounting policies | [162](#i54651540d1854c96ac12f3d021b55395_421) | | Notes to the accounts | [166](#i54651540d1854c96ac12f3d021b55395_424) | | Independent Auditor’s report | [199](#i54651540d1854c96ac12f3d021b55395_520) | | | | | Portfolio and other information | | | | | | 20 large investments | [209](#i54651540d1854c96ac12f3d021b55395_526) | | Portfolio valuation – an explanation | [211](#i54651540d1854c96ac12f3d021b55395_532) | | Information for shareholders | [212](#i54651540d1854c96ac12f3d021b55395_535) | | Glossary | [214](#i54651540d1854c96ac12f3d021b55395_538) | | | | | | --- | --- | --- | | | | | | 3i Group plc | Annual report and accounts 2025 | | 1 | | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | | | | | | | --- | --- | | | | | | Our purpose | | | We generate attractive returns for our shareholders and co-investors by investing in private equity and infrastructure assets. As proprietary capital investors, we have a long-term, responsible approach. We aim to compound value through thoughtful origination, disciplined investment and active management of our assets, driving sustainable growth in our investee companies. | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | | | | | | | | ReadMe icon White.svg | For more information and regular updates | www.3i.com | | | | | For definitions of our financial terms used throughout this report, please see our Glossary on pages [214](#i54651540d1854c96ac12f3d021b55395_538) to 216. Disclaimer The Annual report and accounts have been prepared solely to provide information to shareholders. They should not be relied on by any other party or for any other purpose. The Strategic report on pages [1](#i54651540d1854c96ac12f3d021b55395_19) to 95, the Directors’ report on pages [96](#i54651540d1854c96ac12f3d021b55395_271) to 134 and [148](#i54651540d1854c96ac12f3d021b55395_394) to 153, and the Directors’ remuneration report on pages [135](#i54651540d1854c96ac12f3d021b55395_382) to 147 have been drawn up and presented in accordance with and in reliance upon UK company law and the liabilities of the Directors in connection with those reports shall be subject to the limitations and restrictions provided by that law. This Annual report may contain statements about the future, including certain statements about the future outlook for 3i Group plc and its subsidiaries (“3i” or “the Group”). These are not guarantees of future performance and will not be updated. Although we believe our expectations are based on reasonable assumptions, any statements about the future outlook may be influenced by factors that could cause actual outcomes and results to be materially different. | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 2 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Performance highlights | | ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | Chair’s statement | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | | | | | | | | “I am pleased to report that 3i delivered another strong set of results in the financial year to 31 March 2025, consistent with our excellent track record of growth since the restructuring in 2012.” | | | | FY2025 performance | | 2,542p | | NAV per share (31 March 2024 : 2,085 p) | | 25% | | Total return on equity ( 2024 : 23% ) | | 73.0p | | Dividend per share ( 2024 : 61.0 p) | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l4TnpZaUlIZHBaSFJvUFNJek5ERWlJSE4wZVd4bFBTSm1hV3hzT2lCdWIyNWxPeUJtYVd4c0xXOXdZV05wZEhrNklEQTdJajQ4TDNKbFkzUStQQzl6ZG1jKyI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | --- | | | | Alternative Performance Measure (“APM”) 3i prepares its statutory financial statements in accordance with UK-adopted international accounting standards. However, we also report a non-GAAP “Investment basis” which we believe aids users of our report to assess the Group’s underlying operating performance. The Investment basis is an APM and is described on page [75](#i54651540d1854c96ac12f3d021b55395_235) . Total return, which is defined as Total comprehensive income for the year and net assets are the same under the Investment basis and IFRS and we provide a reconciliation of our Investment basis financial statements to the IFRS statements from page [76](#i54651540d1854c96ac12f3d021b55395_238) . We assess our performance using a variety of measures that are not specifically defined under IFRS and are therefore termed APMs. These include: Gross investment return (“GIR”) as a percentage of opening value, cash realisations, cash investment, operating cash profit, net (debt)/cash and gearing. These APMs are referred to throughout the report and their purpose, calculation and reconciliation to IFRS can be found on page [79](#i54651540d1854c96ac12f3d021b55395_247). | FY2025 marks another strong year for 3i and is our fifth consecutive year of annual returns exceeding 20%. This sustained performance highlights our ability to generate consistent, long-term compounding growth, while continuing to enhance our dividend, despite ongoing macro-economic challenges and geopolitical uncertainties. Performance In our financial year to 31 March 2025 (“FY2025”), the Group generated a total return of £5,049 million (2024: £3,839 million) or 25% (2024: 23%) on opening shareholders’ funds. Net asset value (“NAV”) increased to 2,542 pence per share (31 March 2024: 2,085 pence per share). Action remained on its impressive growth trajectory and was the primary driver of the Group’s performance in FY2025. Royal Sanders, another long-term hold asset, also performed strongly, alongside a number of our other larger assets in the broader portfolio, more than offsetting weaker trading for an isolated number of companies with specific end-market challenges. We also saw a step up in our transaction activity across our portfolio, with a number of new investments and strong realisations, against what remains a difficult environment across the private market. Market environment The global economic environment remained difficult for most of our financial year, shaped by ongoing geopolitical tensions and subdued growth across most major economies. Against this backdrop, consumer sentiment remains cautious, with affordability still a key driver of spending behaviour. Our value-for-money and private label businesses maintained a strong focus on the customer and all performed well during FY2025. Action delivered another year of sector- leading results across its key performance indicators and continued momentum in its European store roll-out. We once again took the opportunity to increase our stake in Action in FY2025. Across the broader portfolio we saw good performance from a number of our larger assets across the healthcare, industrial and infrastructure sectors. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 3 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Chair’s statement continued | | ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The global M&A market experienced an improvement in our financial year, as inflation and interest rates stabilised. While transaction activity increased across most sectors, investor sentiment remained cautious reflecting geopolitical uncertainties. We maintained a highly selective and cautious approach to capital deployment and realisations in the year. Our activity centred on strategic reinvestments within our portfolio, new investments in sectors we know well and targeted bolt-on acquisitions for several of our existing portfolio companies. We also completed three realisations across our portfolios at or beyond a money multiple of 2x. Dividend Our policy is to maintain or grow the dividend year on year, subject to the strength of our balance sheet and the outlook for investments and realisations. Cash generation remains strong, with cash inflows of £2.4 billion from our portfolio companies in FY2025. In line with our policy and in recognition of the Group’s financial performance, the Board recommends a second FY2025 dividend of 42.5 pence (2024: 34.5 pence), subject to shareholder approval, which will take the total dividend to 73.0 pence (2024: 61.0 pence). Based on the recommended dividend and the expected payment in July 2025, we will have paid a total of £4.6 billion to shareholders in dividends since our restructuring was announced in June 2012, growing our total dividend by a compound annual growth rate of 18% over this period. Board and people We were pleased to welcome Hemant Patel to the Board on 3 February 2025 as an additional non-executive Director. He is the Chief Financial Officer of Whitbread plc and brings deep and highly relevant financial and commercial experience from his different roles in retail and consumer businesses. Sustainability We were pleased to announce in May 2024 that our near-term science-based emissions reduction targets (“science-based targets”) had been validated by the Science Based Targets initiative (“SBTi”) in March 2024. These targets cover our direct greenhouse gas (“GHG”) emissions (Scope 1 and 2, market-based), as well as those related to our portfolio. We have made significant progress in relation to our portfolio engagement target, with seven portfolio companies across 3i Group and 3i Infrastructure plc (“3iN”) having set approved science- based targets as at 31 March 2025, including most notably Action. Outlook We enter FY2026 with a carefully constructed portfolio that is underpinned by two very strong long-term hold assets that are delivering consistent compounding growth and a broader portfolio that is operating in sectors that have proven their resilience through many periods of market disruption. Whilst we expect the ongoing market uncertainty to disrupt transactions across the wider private market, we will continue to be disciplined in our approach to new investment and realisations under these conditions in FY2026. ![3 sig.jpg](data:image/jpeg;base64,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) David Hutchison Chair 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 4 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | At a glance | | 3i is an investment company specialising in Private Equity and Infrastructure. We | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | invest in mid-market companies headquartered in Europe and North America. Our largest investment, Action, is an example of our successful strategy of compounding value over the long term, delivering consistent returns for our shareholders. | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | 3i Group investment portfolio value as at 31 March 2025 | | | | Total assets under management as at 31 March 2025 | | | | £25.6 bn (2024: £21.6bn) | | | | £38.7 bn (2024: £34.7bn) | | | | Private Equity £ 23.6 bn | Infrastructure £ 1.5 bn | Scandlines £ 0.5 bn | | Private Equity £ 31.9 bn | Infrastructure £ 6.3 bn | Scandlines £ 0.5 bn | ![21990232556755](data:image/png;base64,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) ![21990232556827](data:image/png;base64,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) 3i Group investment portfolio by sector as at 31 March 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 5 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | At a glance continued | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Valuation at 31 March 2025 £17.8bn | | | Cash proceeds received in FY2025 £1.6bn | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | What is Action? Action is the fastest growing non-food discount retailer in Europe. At the end of March 2025, Action had 2,967 stores. Action offers its customers an ever- changing variety of 6,000 products at the lowest price. | | Our investment in Action Following our initial investment in 2011, we have actively managed Action through its pan-European roll-out, with the business achieving revenue of €13.8 billion in 2024. At 31 March 2025, our investment in Action formed 76% of our Private Equity portfolio value. The business has returned over £4.6 billion of proceeds over our holding period. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Pages [20](#i54651540d1854c96ac12f3d021b55395_85)-23 Read more about Action case study | | | | | | | --- | --- | --- | --- | | | | | | | | Private Equity | | Infrastructure | | | Our Private Equity business is funded principally from our proprietary capital, with some funding from co-investors for selected assets. Its principal focus is to generate attractive capital returns. | | Our Infrastructure business manages assets on behalf of third-party investors and 3i’s proprietary capital, with the objective of generating attractive capital returns and earning fund management fees and portfolio income for the Group. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Pages [12](#i54651540d1854c96ac12f3d021b55395_46) -13 Read more about Our thematic approach to investment | ![](data:image/svg+xml;base64,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) | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | Private equity sectors | | | | | | | | Infrastructure sectors | | | | Transport/ Logistics | | | Consumer & Private Label | | | | Healthcare | | | | Communications | | Utilities | | | | | | | | | | Industrial | | | | Services & Software | | | | Social Infrastructure | | Energy | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 6 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Chief Executive’s statement | | | | | “In FY2025, we generated a total ![](data:image/svg+xml;base64,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) | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | return on shareholders’ funds of £5,049 million, or 25%, ending the year with a NAV per share of 2,542 pence. This is the fifth consecutive year we have delivered a total return over 20%; over this same period, our average annual total return was 30%.” | | | --- | | | | Simon Borrows Chief Executive | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | Long-term performance Since our restructuring in June 2012, our NAV per share has increased by over 800%, rising from 279 pence at 31 March 2012 to 2,542 pence as of 31 March 2025. Over this same time period, in absolute terms, we have generated over £25 billion of total return. This exceptional growth reflects the strength and consistency of our strategy of allocating a significant portion of our capital over a number of years into our best assets, whilst also investing capital in sectors in which we have significant expertise and a proven track record. Our long-term hold investments, Action and Royal Sanders, are delivering sustainable, long-term compounding growth, whilst a number of our other larger portfolio companies in the consumer and private label and healthcare sectors are either already beginning to show similar characteristics or have the potential to achieve this outcome. This positions the Group well to sustain attractive NAV growth over the long term. | | | | | | | | | | | | NAV per share 31 March 2012 – 31 March 2025 | | | | | | CEO graph no TSR WHITE Small.svg | | | | | FY2025 was another successful year for 3i, continuing our track record of consistently delivering strong shareholder returns, against what remains a challenging macro- economic and geopolitical backdrop. Our FY2025 result was underpinned by the powerful compounding growth from our long-term hold assets Action and Royal Sanders, and by the performance of several other larger portfolio companies. This reinforces our conviction in allocating additional capital to our best performing assets. Amid some improvement in private market transaction activity, we maintained a highly selective and disciplined investment approach, strategically deploying capital into several existing and new portfolio companies. We also executed a number of strong realisations across Private Equity and Infrastructure, which met or exceeded our target money multiple return of 2x. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 7 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Chief Executive’s statement continued | | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l5TmpVaUlIZHBaSFJvUFNJNE1EQWlJSE4wZVd4bFBTSm1hV3hzT2lCdWIyNWxPeUJtYVd4c0xXOXdZV05wZEhrNklEQTdJajQ4TDNKbFkzUStQSEJoZEdnZ2MzUjViR1U5SW1acGJHdzZJSFJ5WVc1emNHRnlaVzUwT3lCemRISnZhMlU2SUNOaU5XUmpaams3SUhOMGNtOXJaUzEzYVdSMGFEb2dNQzQxY0hRN0lpQmtQU0pOSURjNUxqWTNJREkzTVM0Mk55QklJRGd3Tmk0Mk55SStQQzl3WVhSb1Bqd3ZjM1puUGc9PSI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | | --- | --- | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Action had 2,967 stores across 12 European countries at the end of March 2025, and is making good progress across its more recent expansion markets, Italy, Portugal and Spain. | | | | | | Pages [20](#i54651540d1854c96ac12f3d021b55395_85)-23 Read more about Action | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Action continued to be the main driver of the Group’s overall financial performance in FY2025, underpinned by another excellent year of earnings growth, substantial cash generation and strategic expansion. This result was particularly impressive, as the business operated against a backdrop of muted economic growth across many of its markets. As a result of this strong performance Action undertook another refinancing and pro-rata buyback exercise, returning significant proceeds to 3i. 3i, in turn, recycled a portion of these proceeds into further Action equity. Additionally, we completed the final payment of the associated carried interest liability, ensuring that the full economic benefit of Action’s performance is now passed through to shareholders with no dilution. Royal Sanders, our other long-term hold asset, continued its impressive trajectory of organic growth, coupled with further value-accretive bolt-on acquisitions. Our proprietary capital model and disciplined balance sheet strategy offer a distinct competitive advantage in navigating an increasingly complex macro-economic and geopolitical landscape. We have remained extremely disciplined in capital deployment, completing three new Private Equity investments in sectors that we know well. We also continued our focus on deploying capital into some of our most successful portfolio companies. Our Private Equity portfolio companies remained acquisitive, completing 12 bolt-on acquisitions. In Infrastructure, 3iN completed a strong realisation at a money multiple of 3.6x, two sizeable refinancings and further investments across two portfolio companies, whilst our North American Infrastructure Fund (“NAIF”) completed three bolt-on acquisitions through existing portfolio companies. We generated total realised proceeds and portfolio income of £2.4 billion across our portfolios in FY2025, including £1.6 billion of total refinancing and dividend proceeds from Action and two strong Private Equity realisations, both at sterling money multiples of 2x or greater. Private Equity performance In the year to 31 March 2025, our Private Equity portfolio, including Action, generated a GIR of £5,113 million, or 26% on opening value (2024: £4,059 million or 25%). In the last 12 months (“LTM”) to the end of 31 December 2024, 97% of our portfolio companies by value grew earnings. Long-term hold portfolio companies Action Action generated a GIR of £4,551 million, or 32%, on its opening value. Action, Europe’s fastest-growing non-food discount retailer and our largest portfolio company, delivered strong growth in 2024, underpinned by its customer-centric value-for-money proposition. Action’s commitment to consistently share the benefits of scale with customers, through highly competitive pricing and a dynamic and flexible product assortment, enabled the business to reduce prices across 2,000 products in 2024. As a result, Action maintained, and in a number of markets increased, its price advantage over its competitors in 2024. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 8 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Chief Executive’s statement continued | | In the 12 months to 29 December 2024, Action generated net sales | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | of € 13,781 million (2023: €11,324 million) 22% ahead of 2023, and like- for-like (“LFL”) sales growth of 10.3% (2023: 16.7%). Transaction volumes accounted for 102% of the LFL sales growth over the year as the business benefitted from new customer gains and more frequent visits from existing customers. Operating EBITDA was €2,076 million (2023: €1,615 million) in 2024, 29% ahead of 2023. Action’s improved EBITDA margin of 15.1%, compared to 14.3% in the previous year, reflects scale benefits and its continuous focus on cost control. Action added 352 new stores in 2024, another store opening record, taking its total store footprint to 2,918 at 29 December 2024. The largest contributions to store growth in the year were from some of Action’s more recent expansion markets, such as Italy and Spain, which added 65 and 40 new stores respectively, whilst Action’s newest country, Portugal, opened a further 10 stores. Importantly, the payback period for new stores remains materially below one year. Action’s estimate of additional white space potential, in existing and identified in-scope countries, increased to c.4,850 stores, including Switzerland, where the first store opened in April 2025. In the first three periods of 2025 (P3 2025 ending 30 March 2025), Action added a further 49 new stores, meaning the business had 2,967 stores across 12 countries at that date. To support its vast and growing store network, Action continues to invest in its IT infrastructure, systems and distribution channels. In 2024, the business opened two new distribution centres (“DCs”) in Illescas, Spain and Altedo, Italy, increasing its DC network to 15 across Europe, with a further three new DCs planned for 2025. Action also invested in a new enterprise resource planning (“ERP”) system, which was successfully implemented at the end of 2024. The implementation had a minor impact on store availability in the first quarter of 2025 and the issues were resolved by March 2025. Action continues to make good progress in delivering its ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Royal Sanders, our other Private Equity long-term hold asset, delivered very strong organic and acquisitive growth in the year, completing two further bolt-on acquisitions. | | | | | | Page [24](#i54651540d1854c96ac12f3d021b55395_103) Read more about Royal Sanders | | sustainability programme, which is focused on the four pillars of people, planet, product and partnerships. It created over 10,000 jobs in 2024, and continues to invest in its people. It delivered a 51% reduction of CO2 emissions from its own operations (Scope 1 and 2) against 2021 and 90% of its electricity is now sourced from renewables. The business continues to improve its product circularity and expand its community partnerships. For further details on Action’s sustainability progress, see page 50-51. Action continued to optimise its debt profile throughout the year. In July 2024, it successfully completed a refinancing event with proceeds used for a capital restructuring. The company raised €2.1 billion equivalent of incremental term debt, comprising a US$1.5 billion term loan and a €700 million term loan. At the same time, it undertook a pro-rata share redemption, returning £1,164 million in gross proceeds to 3i. Alongside some existing LPs in the 3i 2020 Co-Investment Programme, 3i took the opportunity to increase its ownership in Action. Including a subsequent small purchase of an LP stake, 3i reinvested £768 million into Action, increasing its gross equity stake from 54.8% to 57.9%. In November 2024 and March 2025, Action completed leverage- neutral amend-and-extend and repricing transactions across all €6.6 billion of its senior-term debt facilities. This extended maturities on €2,545 million of Action’s term debt and delivered approximately €33 million in recurring annual interest cost savings. Action’s conversion of EBITDA to free cash flow remains strong, with cash conversion of 81% in 2024. The business made two dividend distributions to all shareholders in December 2024 and March 2025, returning £433 million to 3i. In total, 3i received over £1.6 billion in cash from Action in FY2025. After paying the dividends, Action had a cash balance of €347 million as of 30 March 2025 and a net debt-to-run-rate earnings ratio of 2.7x. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 9 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Chief Executive’s statement continued | | At 31 March 2025, we valued our 57.9% stake in Action at £17,831 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | million. This valuation reflects the continued strong growth in Action’s LTM run-rate EBITDA, its low leverage and an unchanged LTM run- rate EBITDA valuation multiple of 18.5x, net of the liquidity discount. Further detail on the Action run-rate EBITDA methodology can be found on page 31. We benchmark our long-term, through-the-cycle view on Action’s multiple against a broad peer group of discounters, with a higher weighting towards the top quartile subset of North American value-for-money retailers, noting that Action’s operating KPIs continue to be better than those of its peer group. In the first three periods of 2025, Action delivered net sales of €3,521 million and operating EBITDA of €464 million, both 17% ahead of the same period last year, primarily driven by the increased volume of transactions. LFL sales growth was 6.2% and the operating EBITDA margin was 13.2%. Royal Sanders Showing its strategic potential, Royal Sanders generated strong performance in 2024, driven by volume growth and prior bolt-on acquisitions, including Karium which completed earlier in the year. At the end of FY2025, Royal Sanders completed the acquisition of Treaclemoon, an established UK-based value-for-money personal care brand with a strong strategic fit with its existing portfolio of brands. This was Royal Sanders’ eighth bolt-on acquisition since 3i’s investment. These strategic acquisitions, combined with strong operational execution, have contributed significantly to Royal Sanders' performance and success. Private Equity portfolio companies During the year, we refined our Private Equity sector-led investment, origination and active management approach, aligning our resources to focus on the consumer and private label, healthcare, industrial and services and software sectors. Healthcare portfolio companies Cirtec Medical delivered strong top-line growth in 2024, fuelled by increasing customer demand across its product portfolio and enhanced operational efficiency. The business made good progress on several key initiatives in the year and maintains a robust pipeline of new opportunities across its target markets. The broader bioprocessing market experienced an anticipated recovery in demand through the second half of 2024 and into the first quarter of 2025, as post-pandemic destocking subsided. Against this backdrop, SaniSure saw a solid rebound in bookings while also making substantial progress on multiple strategic initiatives and investing to strengthen its long-term market position. Our contract development and manufacturing organisation (“CDMO”) ten23 health is making good progress in establishing itself as a significant presence in the pharmaceutical industry. We continued to support this platform, investing a further £54 million in FY2025. The remaining business of Q Holding, Q Medical Devices, also performed well in the year. Consumer and private label portfolio companies European Bakery Group ("EBG") maintained resilient performance during the year, despite persistent pressures on input pricing and wage inflation . Following robust cash generation, EBG returned £22 million to 3i within 12 months of its additional investment in support of the acquisition of coolback in 2023. Audley Travel performed strongly across its US and UK markets in 2024. Its order book into 2025 is strong, albeit we are monitoring the impact on US travel sentiment, following heightened uncertainty in US policy. MPM continued to grow well across its markets in 2024. Whilst MPM has a significant presence in the US, we expect the business to be able to mitigate the impacts of current proposed changes in US tariffs. Mepal delivered encouraging performance across its omnichannel offering and Luqom made good progress in operational and financial delivery in 2024 and continues to win market share in a relatively subdued market. The prolonged impact of low discretionary consumer confidence continued to impact the franchisee base in some countries for BoConcept for the majority of 2024. Recent order intake in the final quarter of 2024 and into the start of 2025 has been more stable. Industrial portfolio companies After a challenging 2023, Tato’s sales volumes and profitability recovered well in 2024, despite relatively muted demand across its end-markets and a more challenging competitive environment. The business continues to generate a good level of cash flow, and returned a further £13 million of dividends to 3i in FY2025, meaning we have received £75 million in total dividend distributions over the last seven years. AES delivered another year of consistent financial, strategic and operational performance, as a result of increased demand in energy and industrials, its most prominent markets. The business continued to target strategic acquisitions, completing two bolt-on acquisitions in FY2025, and also returned dividends of £4 million to 3i. Dynatect’s performance was stable, despite delays in the ramp-up of a significant contract. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 10 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Chief Executive’s statement continued | | Services and software portfolio companies | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Against a fairly muted third-party maintenance (“TPM”) market, Evernex saw a positive TPM top-line performance in 2024 and remains well positioned for an anticipated normalisation of market conditions in the near term. Also operating in the IT services market, MAIT’s 2024 outcome was resilient despite a more cautious climate among customers. The business completed another three bolt-on acquisitions in FY2025, taking its total to 13 since we first invested in 2021. Since our investment in xSuite in 2022, the business has made good progress in its development towards a SaaS model. During the year, we invested £5 million to support xSuite’s bolt-on acquisition of tangro, which is also performing well. Due to persisting market uncertainty, the expected recruitment process outsourcing market recovery has not yet materialised. As a result, Wilson continued to see significant challenges across its markets. Although the business continues to generate new wins and optimise its operations, we expect the near term to remain difficult. We invested £6 million to support the business during the year and recognised an unrealised value reduction of £88 million. Private Equity investment The Private Equity transaction market saw a steady improvement in 2024 driven by easing debt markets and stabilising interest rates. Our investment approach remained disciplined and consistent, as we continued to use our network and local expertise to source high-quality, well-priced opportunities, including value-enhancing bolt-on acquisitions for our portfolio companies. In addition to the reinvestment in Action, in FY2025 we completed three new private equity investments totalling £ 318 million. We invested £121 million in WaterWipes, a global, premium, limited ingredient wet wipe brand, reinforcing our strategy of backing international branded consumer businesses. Our £ 98 million investment in Constellation, a specialist in hybrid cloud and cybersecurity managed services, aligns with our focus on IT services. We have a long and successful investment track record in inspection and testing, and we were pleased to invest £99 million in OMS Prüfservice, a leading provider of electrical testing services for B2B customers in the DACH region. Across the Private Equity portfolio, we completed 12 bolt-on acquisitions in the year for six portfolio companies, the majority of which were self-funded. | | | | --- | --- | | | | | | Read more about our investment activity starting on page 25 | Private Equity realisations We completed two significant realisations during the year, ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l4T1RJaUlIZHBaSFJvUFNJek5qZ2lJSE4wZVd4bFBTSm1hV3hzT2lCdWIyNWxPeUJtYVd4c0xXOXdZV05wZEhrNklEQTdJajQ4TDNKbFkzUStQQzl6ZG1jKyI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | We continued to advance our sustainability agenda, focusing on climate change. | | | | | | Pages [39](#i54651540d1854c96ac12f3d021b55395_148)–68 Read more on sustainability | | generating total proceeds of £659 million. Since acquiring nexeye in 2017, the company has driven growth both organically and through a buy-and-build strategy, expanding its store base from approximately 400 to over 700 across five countries. As a result, both sales and EBITDA doubled under our ownership. This realisation, which completed in July 2024, delivered a modest profit over its 31 March 2024 valuation, generating proceeds of £382 million. When combined with distributions received during our ownership, this resulted in a sterling money multiple of 2.0x. We also completed the realisation of WP, an asset we had held since 2015. Throughout our ownership, we supported its international growth strategy by expanding into new product categories and executing four bolt-on acquisitions, nearly doubling its EBITDA. The transaction generated total proceeds of £280 million, including interest income of £3 million, reflecting an 18% profit over its 31 March 2024 valuation. Including the £45 million received earlier in our ownership period, this resulted in a sterling money multiple of 2.2x. | | | | --- | --- | | | | | | Read more about our realisation activity starting on page 25 | Infrastructure performance In the year to 31 March 2025, our Infrastructure portfolio generated a GIR of £52 million, or 3% on the opening portfolio value (2024: £99 million, 7%) reflecting good performance from our infrastructure funds and increased dividend income primarily from 3iN. However, this result was significantly impacted by 3iN’s share price performance that continues to underwhelm, with a decrease of 3% in the year to 318 pence at 31 March 2025, even though the underlying 3iN portfolio continues to trade well and deliver strong realisations, at good uplifts to opening value. In the year to 31 March 2025, 3iN generated a total return on opening NAV of 10.1%, again exceeding its 8 to 10% return objective, and delivered its dividend target of 12.65 pence, a 6.3% increase on last year. 3iN’s underlying portfolio continues to benefit from its exposure to long-term sustainable growth trends. Our proprietary capital investment in Smarte Carte achieved record- high revenue and EBITDA in 2024, driven by strong performance across its business segments. Notably, the company's new long-term carts contract at London’s Heathrow Airport performed well. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 11 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Chief Executive’s statement continued | | Scandlines performance | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The performance of Scandlines was resilient in FY2025, and our investment generated a GIR of £ 46  million, or 9% of opening portfolio value (2024 : £10  million, 2%). Leisure revenues were strong, whilst freight volumes were softer compared to the prior year. The business continued to be cash generative and returned £ 22 million of dividends to 3i. Since our reinvestment in 2018, we have received £232 million of total distributions. Sustainability We continue to make good progress on our climate agenda. Our science-based targets, which cover our direct GHG emissions and those associated with our portfolio, were approved by the SBTi in March 2024. We are particularly pleased with the progress we made in FY2025 towards the achievement of our portfolio engagement target, which involves 3i using its influence to encourage portfolio companies to set their own science-based targets. Seven of our portfolio companies across 3i Group and 3iN have now set approved science-based targets. Notably, Action had its near-term science- based targets approved in February 2025. We continue to refine our assessment of climate-related risks and opportunities in our investment and portfolio management processes. This helps us support portfolio companies in positioning themselves on the right side of climate transition, while safeguarding 3i and its portfolio companies from a broad range of operational, commercial and reputational risks. In addition to our focus on climate-related issues, we have also improved our assessment of nature considerations within our portfolio, alongside our continued focus on human rights. Charitable donations 3i continues to support charities which relieve poverty, address homelessness, promote education and youth development and support elderly and disabled people. We donated £1.2 million across these initiatives as part of our ordinary charitable activities. Our portfolio companies also supported a variety of charities relevant to them and their operations, with donations totalling £4.8 million. Balance sheet and foreign exchange movement Our proprietary capital strategy affords us the benefit of agility in capital deployment and flexibility in holding periods, which puts us in a good position to optimise returns over the long term. We successfully executed the final payments of the carried interest liability related to Action, totalling £428 million over the year. This marks an important milestone for the Group and our shareholders, eliminating a substantial financial obligation from the balance sheet and ensuring that going forward, Action’s returns flow through to shareholders with no dilution. We ended FY2025 with net debt of £771 million and 3% gearing, after returning £625 million of cash dividends to shareholders in the year and with liquidity, including our undrawn RCF, of £1,323 million. We remain disciplined on costs and generated an operating cash profit of £469 million in the year, or £36 million excluding dividends received from Action. Due to the strengthening of sterling against the euro and US dollar in the year, we recorded a total foreign exchange translation loss of £259 million (March 2024: £316 million loss), including a gain on foreign exchange hedging of £82 million (March 2024: £116 million gain) . In April 2025, we increased the notional value of the Group’s Euro foreign exchange hedging programme by €400 million, securing favourable rates, taking our total Euro hedge to €3.0 billion. Outlook We expect the market environment in FY2026 to remain complex, with heightened geopolitical uncertainty as major economies respond to changes in US policy. Over many years we have deliberately allocated our capital into some of our best performing assets, such as Action and Royal Sanders, as well as assets in sectors such as value-for-money, private label consumer, healthcare and infrastructure, all of which have proven their resilience over many years of market shocks and headwinds. This provides us with confidence in the overall portfolio’s ability to continue to operate effectively through volatile conditions and generate resilient returns for our shareholders. Similarly, over the same period of time, our policy of taking a long-term view on valuation multiples has been consistently applied across market peaks and troughs. This approach remains very relevant in the current market conditions. We expect transaction activity across the private market to be slower over the near term given the increased macro-economic and geopolitical uncertainty. We will maintain our pricing discipline and continue to be highly selective across new investment and realisation opportunities as we continue to optimise long-term value growth for our shareholders. We remain confident in our ability to compound growth across the portfolio in the years to come, and I would like to close by thanking the team at 3i and the teams in our portfolio companies for another year of strong performance. ![11 sig.jpg](data:image/jpeg;base64,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) Simon Borrows Chief Executive 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 12 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Our thematic approach to investment | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We adopt a thematic approach to origination and portfolio construction, backing businesses that benefit from structural trends which can support long-term sustainable growth. | | | --- | | | | | | Value-for-money and discount | | The last decade has seen a significant shift towards value concepts, shaped by economic and behavioural forces. | | Macro-economic pressures, including inflation and wage stagnation, have combined with the emergence of efficient discount retailers that can deliver quality essentials at a good price and with the subsequent rise of the ‘smart shopper’ to underpin a significant shift to value concepts. Amid increasing uncertainty, consumers remain discerning and continue to seek quality at a good price, sometimes at the expense of brand loyalty. We believe that these behaviours, which were further embedded during the recent cost of living crisis, will endure, as shown by consumer behaviour during and in the immediate aftermath of the 2007-2008 financial crisis. 3i response Value-for-money and discount has long been a winning theme for our Private Equity portfolio. We highlight a few examples here. Action has grown from a focus on its Dutch home market to a pan-European discount retailer by providing a good-quality and surprising assortment of products, including many everyday necessities, at a very low price. Royal Sanders, a private label and contract manufacturer of personal care products, is growing strongly by offering products at a variety of price points to a broad range of customers, including value retailers. European Bakery Group, which produces bake-off bread and snack products for food retailers and foodservice customers, benefits from similar dynamics. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Pages [20](#i54651540d1854c96ac12f3d021b55395_85) -[23](#i54651540d1854c96ac12f3d021b55395_94) Read more about Action | | | | --- | | | | | | Energy transition, energy security and resource scarcity | | The response to climate change and other environmental issues is a defining theme of our time. | | The transition towards a low-carbon economy is gathering pace in some countries, leading to increased demand for cheaper electricity and associated services. At the same time, natural resources are growing more scarce and governments, businesses and consumers are focusing on developing and supporting more sustainable consumption models, which embed more circularity and shared resources and offer significant cost benefits. 3i response We have exposure to this theme in our Infrastructure business, with investments in businesses like Infinis, which generates renewable energy, Herambiente, which sorts and recycles waste and generates power from the waste that cannot be recycled, and Future Biogas, one of the UK’s largest anaerobic digestion plant developers and biogas producers. TCR, also in our Infrastructure portfolio, provides pooled ground support equipment at airports, reducing the amount of equipment required. A number of our Private Equity portfolio companies are making investments in the circular economy theme, either by adapting their business models or by offering products or services that directly support a circular economy model. For example, Evernex repairs, reuses and recycles IT equipment to extend its lifespan, therefore supporting clients in reducing their carbon emissions. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 13 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Our thematic approach to investment continued | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | | | | | | Digitalisation, digital transformation and big data | | Digital transformation leverages data to drive innovation and efficiency, enhance decision- making, and enable sustainable growth. | | Technology is developing rapidly and changing business operating models across many sectors. Digitalisation is part of daily life, extending to all spheres of human activity and interactions. It is also intertwined with climate change and is a precondition to many of the available decarbonisation pathways. The rapid development of artificial intelligence is accelerating these trends, creating opportunities not previously possible. However, the benefits of this shift are not evenly distributed. Certain sectors remain vulnerable to disruption, and segments of society risk being left behind, highlighting the need for inclusive digital strategies. 3i response We have been careful to select investments that benefit from this theme, while avoiding areas likely to be impacted by disruption. In our Private Equity portfolio, MAIT provides end-to-end digitalisation solutions for manufacturing customers, offering product lifecycle management, enterprise resource planning software as well as managed services and cloud solutions. xSuite provides accounts payable invoice process automation applications. Evernex maintains IT equipment that is critical for customers’ business continuity. Luqom, VakantieDiscounter and Konges Sløjd benefit from the ongoing shift to the online channel. Our Infrastructure business is also exposed to this trend. Tampnet operates an offshore communication network in the North Sea and Gulf of Mexico; and FLAG (formerly Global Cloud Xchange) owns one of the world’s largest subsea fibre optic networks. | | | | --- | | | | | | Demographic and social change | | Ageing populations are projected to cause significant social disruption in our investment markets. | | Increasing life expectancy and reduced birth rates in most of our core markets are resulting in ageing and often declining populations, as well as issues stemming from growing generational imbalances. These structural, long-term trends are profoundly changing consumer behaviour and preferences, and are resulting in policy responses and scientific research to meet the challenges of greater longevity and the increasing prevalence of age-related chronic illness. 3i response Our Private Equity healthcare investments, including Cirtec Medical, an outsourced medical device manufacturer, as well as SaniSure and ten23 health, which deliver products and services to the biopharmaceutical and life sciences industry, provide solutions to the disruption caused by an ageing population and by scientific breakthroughs making more advanced medical and pharmaceutical treatments possible. Ionisos , in our Infrastructure portfolio, provides cold sterilisation services to the medical and pharmaceutical industries, amongst others. Some of our portfolio companies with a consumer focus are also exposed to this trend. Audley Travel caters to an older and wealthier demographic cohort that is becoming more dominant. Konges Sløjd and WaterWipes, on the other hand, have developed their offering to appeal to the rising middle classes and older parents having higher disposable income when they reach parenthood. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 14 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Our business model | | We aim to compound value over time by investing in mid-market | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | companies to create a diverse portfolio and by holding our best investments over the longer term. | | | | | --- | --- | --- | | | | | | | | | | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | What enables us to create value | | | | | | | | | | | | | --- | --- | --- | | | | | | | Sectors | | | | Private equity | | | | | | | | | Consumer & Private Label | | | | | | | | Healthcare | | | | | | | | Industrial | | | | | | | | Services & Software | | | | | | | | | | | Infrastructure | | | | | | | | | Communications | | | | | | | | Energy | | | | | | | | Social Infrastructure | | | | | | | | Transport/Logistics | | | | | | | | Utilities | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | | | | | | Our strong values and institutional culture We promote a strong culture of integrity among our employees and embed that culture in our policies and processes. | | | | | | | | Our people | | | | The recruitment, development and retention of a capable and diverse team is fundamental to our success. | | | | 223 people | 22 nationalities | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | | | | | | Our investment approach | | | | Permanent capital and long-term stewardship Our proprietary capital affords us a medium to long-term investment horizon. We aim to compound our proprietary capital value through conviction in our best investments. Careful portfolio construction We approach portfolio construction with great care, with a focus on resilience across market cycles and target sectors and regions where we have deep expertise, strong networks, and a proven track record. Our strategy remains flexible, adapting to market shifts, regulatory changes, and broader societal and environmental trends. We screen investment opportunities against our Responsible Investment policy and embed an assessment of sustainability risks and opportunities across our investment and portfolio management processes. We have been signatories to the UN Principles of Responsible Investment since 2011. | | | | | | | | | Pages [42](#i54651540d1854c96ac12f3d021b55395_157)-51 Invest responsibly | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | | | | | | Active asset management We engage with portfolio companies’ management teams to manage risks and invest in initiatives that support long-term sustainable growth. We have majority or significant minority stakes in our core portfolio companies and are represented on their boards. We therefore have the influence to drive long-term, sustainable growth in our portfolio. Thematic origination Our Private Equity and Infrastructure teams invest in businesses supported by long-term structural growth trends. | | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | | | | | | Global network We have had local teams on the ground across the UK, continental Europe and the US for many decades, which have built strong networks within their local business communities. We view diversity as a strength and a plurality of perspectives enhances our origination, value creation and decision making. Our brand and reputation As an investment company with a history of 80 years, our brand strength and long-term approach underpin our reputation as a responsible investor and business. | | | | 80 years history | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 15 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Our business model continued | | We aim to at least cover our cash operating costs with cash ![](data:image/svg+xml;base64,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) | | | --- | | | | Grow We create value from the portfolio through active asset management and organic and acquisition growth | ![](data:image/svg+xml;base64,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) | | | --- | | | | Long-term hold We may decide to hold a portfolio company over a longer time period, to capitalise on its compounding growth and cash yield via refinancing and dividends | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0kwTnlJZ2QybGtkR2c5SWpjeU1TSWdjM1I1YkdVOUltWnBiR3c2SUc1dmJtVTdJR1pwYkd3dGIzQmhZMmwwZVRvZ01Ec2lQand2Y21WamRENDhjR0YwYUNCemRIbHNaVDBpWm1sc2JEb2dkSEpoYm5Od1lYSmxiblE3SUhOMGNtOXJaVG9nSTJJMVpHTm1PVHNnYzNSeWIydGxMWGRwWkhSb09pQXdMalZ3ZERzaUlHUTlJazBnTmk0Mk55QTJMalkzSUVnZ056STNMalkzSWo0OEwzQmhkR2crUEM5emRtYysiPjwvaW1hZ2U+Cjwvc3ZnPgo=) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | How we create value | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Who benefits | | | | | | | | | | | | Shareholders Our model is capable of delivering mid-teen returns to shareholders through the investment cycle | | | | | | Portfolio companies We work in close partnership with our portfolio companies to provide expertise and support, enabling them to grow sustainably and to contribute positively to the communities in which they operate | | Our people Our people are our most important resource. We foster the professional development and wellbeing of our employees | | | | | | | | | | | | | | 25% Total return on opening shareholders’ funds in FY2025 | | 73.0p Dividend per share for FY2025 | | 0.4% Operating costs as a percentage of our FY 2025 AUM | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | Realise We work with our portfolio companies to grow them organically and by acquisition to produce strong cash flow and generate at least a >2x return on disposal | ![](data:image/svg+xml;base64,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) | | | --- | | | | Invest We typically make four to seven new Private Equity investments each year, and support the development of our Infrastructure business | income from our portfolios and from fund management fees generated by our Infrastructure business. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 16 | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | Overview and strategy | | | | | | | | | | | | Strategic objectives | | | | | | | Grow investment portfolio earnings | | Realise investments with good cash‑to‑cash returns | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Key performance indicators1,2,4 ![](data:image/svg+xml;base64,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) | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | 947p | | 1,321p | | 1,745p | | 2,085p | | 2,542p | | | | --- | | | | | | Gross investment return (“GIR”) as % of opening portfolio value | | The performance of the proprietary investment portfolio expressed as a percentage of the opening portfolio value. Link to strategic objectives KPI 1.svg | | | | NAV per share | | The measure of the fair value per share of our investments and other assets after the net cost of operating the business and dividends paid in the year. Link to strategic objectives KPI 2.svg | | | | Cash realisations5 | | Support our returns to shareholders, as well as our ability to invest in new opportunities. Link to strategic objectives KPI 3.svg | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0kxTURjaUlIZHBaSFJvUFNJM01qRWlJSE4wZVd4bFBTSm1hV3hzT2lCdWIyNWxPeUJtYVd4c0xXOXdZV05wZEhrNklEQTdJajQ4TDNKbFkzUStQSEJoZEdnZ2MzUjViR1U5SW1acGJHdzZJSFJ5WVc1emNHRnlaVzUwT3lCemRISnZhMlU2SUNOaU5XUmpaams3SUhOMGNtOXJaUzEzYVdSMGFEb2dNQzQxY0hRN0lpQmtQU0pOSURZdU5qY2dOaTQyTnlCSUlEY3lOeTQyTjAwZ05pNDJOeUF5TmpFdU5qY2dTQ0EzTWpjdU5qZE5JRFl1TmpjZ05URXpMalkzSUVnZ056STNMalkzSWo0OEwzQmhkR2crUEM5emRtYysiPjwvaW1hZ2U+Cjwvc3ZnPgo=) | | | --- | | | | | | | ![](data:image/svg+xml;base64,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) | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | 26% | | 43% | | 36% | | 23% | | 24% | ![44](data:image/png;base64,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) | | | | | --- | --- | --- | | | | | | | | | ![49](data:image/png;base64,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) | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | £319m | | £758m | | £885m | | £883m | | £1,841m | ![53](data:image/png;base64,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) ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l4TURJaUlIZHBaSFJvUFNJME55SWdjM1I1YkdVOUltWnBiR3c2SUc1dmJtVTdJR1pwYkd3dGIzQmhZMmwwZVRvZ01Ec2lQand2Y21WamRENDhMM04yWno0PSI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | --- | | | | £1,164m | | £677m | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | £757m | | | £126m | | | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | l | l | Cash realisations | | | | | l | | Proceeds received from Action’s capital restructuring (FY2024) | | | | | l | | Proceeds received from Action’s capital restructuring (FY2025) | | | | | | | --- | | | | | | FY2025 progress and FY 2026 outlook • Group GIR of 24% , driven by £ 4,839 million of unrealised value growth and £ 600 million of portfolio income • Private Equity GIR of £ 5,113 million, or 26% , predominantly driven by Action’s GIR of £ 4,551 million • Infrastructure GIR of £ 52 million, or 3%, reflecting 3iN dividend income and performance across our infrastructure funds, offsetting weaker 3iN share price performance • Scandlines GIR of £ 46 million, or 9%, reflecting resilient performance in the year and cash distributions • Our portfolios have started FY 2026 with good momentum | | | | FY2025 progress and FY 2026 outlook • 22% increase in NAV per share to 2,542 pence (31 March 2024 : 2,085 pence), after payment of 65 pence dividend per share in the year • Our portfolios have started FY 2026 with good momentum | | | | FY2025 progress and FY2026 outlook • Cash proceeds of £1,841 million including £1,164 million of proceeds received from Action’s capital restructuring and £ 659 million from the realisations of nexeye and WP • Realisations and refinancings in FY2026 are subject to supportive market conditions and to portfolio company performance remaining resilient | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 17 | | | | | | | | --- | --- | | | | | | | | Overview and strategy | | | Key performance indicators continued | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | Maintain an operating cash profit | | Use our strong balance sheet | | Increase shareholder distributions | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | | | | Cash investment | | Identifying and investing in new and further investments is a key driver of the Group’s ability to deliver attractive returns. Link to strategic objectives KPI 4.svg | | | | Operating cash profit3 | | By covering the cash operating cost of running our business with cash income, we reduce the potential dilution of capital returns. Link to strategic objectives KPI 5.svg | | | | Total shareholder return | | The return to our shareholders through the movement of the share price and dividends paid during the year. Link to strategic objectives KPI 6.svg | ![](data:image/svg+xml;base64,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) | | | --- | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | £510m | | £543m | | £397m | | £593m | | £1,182m | ![11](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | £768m | | | £414m | | ![](data:image/svg+xml;base64,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) | | | --- | | | | £455m | | £138m | | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | l | l | Investment | | | | | l | | Action reinvestment (FY2024) | | | | | l | | Action reinvestment (FY2025) | | | | ![15](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) | | | --- | | | | £325m | | £39m | ![](data:image/svg+xml;base64,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) | | | --- | | | | £284m | | £56m | ![](data:image/svg+xml;base64,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) | | | --- | | | | £375m | | £92m | ![](data:image/svg+xml;base64,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) | | | --- | | | | £433m | | £36m | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | £23m | | £340m | | £364m | | £467m | | £469m | | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | l | | Action dividend | | | | | l | l | Other | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | 51% | | 24% | | 27% | | 71% | | 31% | ![22](data:image/png;base64,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) | | | --- | | | | 5% | | 46% | ![](data:image/svg+xml;base64,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) | | | --- | | | | 4% | | 20% | ![](data:image/svg+xml;base64,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) | | | --- | | | | 6% | | 21% | ![](data:image/svg+xml;base64,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) | | | --- | | | | 2% | | 29% | | | | --- | | | | 4% | | 67% | | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | l | | Dividends | | | | | l | l | Share price | | | | | | | --- | | | | | | FY2025 progress and FY 2026 outlook • Invested £1,182 million, including the £ 768  million reinvestment into Action and £318 million across three new investments • Completed 12 bolt-on acquisitions for the Private Equity portfolio, one of which, for xSuite, we supported with further investment of £5 million • Solid pipeline of new investment opportunities and bolt-on acquisitions | | | | FY2025 progress and FY 2026 outlook • Generated total cash income of £ 598 million (2024: £594 million) of which £470 million (2024: £456 million) is from Private Equity, £106 million (2024: £113 million) from Infrastructure and £22 million from Scandlines (2024: £25 million). Private Equity includes £433 million of dividends from Action (2024: £375 million) • Cash operating expenses of £ 129 million (2024: £127 million) • Good cash income expected to continue from Action, Infrastructure and Scandlines | | | | FY2025 progress and FY 2026 outlook • TSR of 31% driven by a share price increase of 29% and by dividend payments of 65.0 pence in the year • Strong balance sheet supports a total FY2025 dividend of 73.0 pence per share | 1 A number of our KPIs are calculated using financial information which is not defined under IFRS and therefore they are classified as APMs. Further details on these APMs are included in our Financial review on page [79](#i54651540d1854c96ac12f3d021b55395_247) . 2 Further information on how these KPIs are factored into decisions concerning the Executive Directors’ remuneration is included in the Directors’ remuneration report on page [135](#i54651540d1854c96ac12f3d021b55395_382). 3 Cash operating expenses includes lease payments. 4 Key risks which could potentially impact the respective KPIs can be found on pages [88](#i54651540d1854c96ac12f3d021b55395_262) to 93, which summarise the Group's current principal risks. 5 Realised proceeds may differ from cash proceeds due to timing of cash receipts. During the year, Private Equity recognised £1,827 million of realised proceeds, of which £1 million related to withholding tax. In addition, £5 million of cash proceeds were received, which had been recognised as realised proceeds in FY2024. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 18 | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | What’s in this section | | | | | | | | [Private Equity](#i54651540d1854c96ac12f3d021b55395_82) | [19](#i54651540d1854c96ac12f3d021b55395_82) | | | [Infrastructure](#i54651540d1854c96ac12f3d021b55395_133) | [35](#i54651540d1854c96ac12f3d021b55395_133) | | | [Scandlines](#i54651540d1854c96ac12f3d021b55395_145) | [38](#i54651540d1854c96ac12f3d021b55395_145) | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | Business review | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 19 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity | | | | | | --- | --- | | | | | At a glance | | | Gross investment return £ 5,113m or 26% ( 2024 : £ 4,059 m or 25% ) | | | | | | Cash investment £ 1,177 m ( 2024 : £ 556m) | | | | | | Realised proceeds £1,827 m ( 2024 : £ 866 m) | | | | | | Portfolio dividend income £ 450m ( 2024 : £ 439 m) | | | | | | Portfolio growing earnings 97%¹ ( 2024: 93% ) | | | | | | Portfolio value £ 23,558 m ( 2024 : £ 19,629m) | | | 1 LTM adjusted earnings to 31 December 2024. Includes 30 portfolio companies. | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | | | | | We invest our proprietary capital in mid- market businesses headquartered in Europe and North America. Once invested, we work closely with our portfolio companies to deliver ambitious growth plans and aim to compound value from our best investments over the longer term. Against a complex and uncertain macro-economic and geopolitical environment across Europe and the US, our Private Equity portfolio delivered a GIR of £ 5,113 million, or 26% , on the opening portfolio value (2024: £ 4,059 million or 25%) in the year to 31 March 2025. This return included a £273 million foreign exchange translation loss, net of a gain from foreign exchange hedging. Action had another very strong year and was the principal driver of the return, generating GIR of £4,551 million or 32% of its opening value. We also received significant realised proceeds from Action, with a portion of these proceeds reinvested to acquire an additional stake in the business. Our other long-term hold Private Equity asset, Royal Sanders, delivered another year of strong organic and acquisitive growth. Across the remaining portfolio, a number of assets within the consumer and private label sectors performed well and we saw an encouraging trajectory for several of our healthcare assets. The majority of our industrial assets continue to pay cash dividends and performed well, whilst our services and software assets were largely resilient against a difficult IT market backdrop. We saw underperformance from a limited number of assets exposed to weaker end markets. We maintained disciplined pricing, completing three new investments, invested further capital across several existing portfolio companies and enhanced our existing portfolio through 12 strategic bolt-on acquisitions. In addition to proceeds received from Action, we also generated significant realised proceeds from the exit of two portfolio companies at money multiples of 2x or greater. Overall, the Private Equity portfolio value increased to £23,558 million at 31 March 2025 (31 March 2024: £19,629 million). Table 1: Gross investment return for the year to 31 March | | | | | --- | --- | --- | | | | | | Investment basis | 2025 £m | 2024 £m | | Realised profits over value on the disposal of investments | 50 | – | | Unrealised profits on the revaluation of investments | 4,803 | 3,874 | | Dividends | 450 | 439 | | Interest income from investment portfolio | 69 | 80 | | Fees receivable | 14 | 7 | | Foreign exchange on investments | (340) | (437) | | Movement in fair value of derivatives | 67 | 96 | | Gross investment return | 5,113 | 4,059 | | Gross investment return as a % of opening portfolio value | 26% | 25% | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 20 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | Building great | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | Case study: Consumer & Private Label | | | | | | | For more information [company.action.com](https://company.action.com/) | businesses with long-term sustainable growth potential | | | --- | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | 352 Stores added during 2024 | | | | 10,641 New jobs created during 2024 | | | | 18.7m Average number of customers that visited Action stores every week during 2024 | Action, the fastest growing non-food discount retailer in Europe and our largest portfolio company, had stores in 12 countries, employed 79,681 people and generated annual revenue of € 13.8 billion in 2024. Action continues to invest in its systems and organisation to support its volume-driven growth and future ambitions. Customer-centric approach ‘Always the lowest price’ is central to Action’s customer value proposition. On average 18.7 million customers visit Action stores each week, driven by Action’s range of essential and surprise assortment of good quality products, at the lowest prices. In 2024, Action continued to reduce its prices, with 2,000 price reductions across its assortment. Two thirds of its products retailed at a price point of less than €2, and the business has largely maintained or increased its price position against its competitors across its markets. Action also has a comprehensive programme of store relocation, enlargement and refurbishment to maintain and enhance its customers’ shopping experience. Good quality products Action has a simple, efficient, and scalable operating model. It offers 6,000 products across 14 categories, with two thirds of the assortment changing frequently. Action’s continuous investment in quality has resulted in a number of award-winning private label products in 2024 and early 2025. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 21 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![9895604649990](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAsIAAAHUCAYAAAAwdU7CAAAAIGNIUk0AAHomAACAhAAA+gAAAIDoAAB1MAAA6mAAADqYAAAXcJy6UTwAAAAEZ0FNQQAAsY58+1GTAAAAAXNSR0IArs4c6QAAAAZiS0dEAP8A/wD/oL2nkwAAAAlwSFlzAAAOxAAADsQBlSsOGwAAIABJREFUeNrs3Q+cVHW9//HP5zszu6CA+F/RlMwU3JlZiLC0VLTU/thNzQVmFpEssZvln7qaWhr98d7KUq+3fhaaKezOLnevmn/KPzcTtKSwFdjZTUC6Yv4rDUEBF3Zmvp/fd2ZhYFhQzEV34fV8PPbsOd/zPWcOn1nkvV/PfI8IAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA8OYoJQAAAECvi088WiJVT8vCGc+VtsdM3UW6Vk0Q04NCAl0g2cyd5b51dRFZXDWpxzlcYY4saF4mifqEqH0qtKyRrmiDLJqxvNxn5KT9parwHlnY9Ls3e4mOdwkAAAC9KlF/iaq7TyQfXx+CY9q1enZY2z3EzzlO5TMukbr29U6hJlOl4A6SZP1H1OymEJ5bQ/MKjeV/K4n07qVONfVjNeLnOC+f/2cuM8I7BQAAgN4LwalLncg+KvoHU1kmf8/+RV5o9bJPzX3S3ny/vNi2zEbuebd0DrlJXsxeUzrmz3+20G9h+Wtw8imN2WTJZr6peyd+YM59R9oaf1vc5/ZNHmxie8t+ozpV5QaLyKUhNCfsxfZfvtlLZUQYAAAAvcfnr/HZzFfFpFDR3t78THn95XdVh+XarZ5jF/usmd4a1kKWlhViNmjjThscWl+RtobF5ruOD9vP/rOXGuXdAgAAQK/paOna6r54al9x8mG1wtkh4X59y52mObUlZ5pzx5VyddRfpQX3c0vUH1IcaRa1vWTP5+8qv1Zt6p++VEaEAQAA8PawyH7O6zFSHIz1ftUW+ySWfEpVHpK2mWtK23kZJia5EImrw/eB5sOxL+09pDcuhyAMAACAt0dHw0LfnrnQBuVOVY1cIbWTD9i8i4qc753/SXlb3Y3m9POSbbrGtzdeEtbvdi56BUEYAAAA/c/clk41+4P43NiK9tqJo0XsldKUaUVH1Q0Myyppa9x4H7Dm55pokiAMAACAvq+m/kMukf7exoZpzlSOFY0uLU2FVlNX+jCc83qBWeT6TQNzWHZJ7YTDym0+eqKqtPfGZfFhOQAAAGxfA3adJ12r/9XF001eZJHq4o+Y6Z2Sndmuifp7LFJ9ZQjDz5voEdLeMHvTQ838OerdbZpIPxA29zCxd/tC7nSKCgAAgL5p1JSh629t2Kimbj+JTxono+v2Lm0PnzIgBNyFpfXik+dq6vbY4rlCP0mkjpLkmfEe+8ZMjcmY1F4UHAAAAP1HTf2HJF5/GYUAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAgJ2VUgIAAAC84z7zjXNUZfobhlez6f62q87tjZd0VB0AAAA7I4IwAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAAOw4opQAAABgBzFuXNS9vP/3xOs63575erm9pq7KRWJXe7Plkm36do9jlg/7pplMEJWoij7gfde/yRHSKYtil4XttIgNDN/neRf5iiyc8dyGQ128/gemFrds5hMEYQAAALwzxqT20uXSYqLjRO2ucns8ta+qu93Mjnaqs/xmh4UQfGU45vPm5Msi2iXm/8u5qPOL5FkVudjM/2vo9ndRnaY+f6eJvL90YDJ1QgjPZ4a1Qf21ZARhAACAHYBbp98wtYiK3RjC6r7ldpXvmNja0H5rCLoDNj/Od664SnbZs1HaGhYXty2ZOlxMz3Um93iVy6S9qaHUXpvqVK+PFIO1WH6Fmv7E1H8nfP8+QRgAAADvGF896HJZuyKvWnWlqC8HYa/Ri2SPZ9bp8mHFwHpAjwOX3rsuLBev31JnOjYE6f/z7ZkLK19ADw3LtbK6+hUZIheLyTMikQfDjn5bM4IwAADAjqB1+mul7/H6yva2mWtK3xPp1z1cE6nbw/KIEILVnJ1esbOmbj8VuUpNb7Yhhf3D96+ZRo6WQmFgf556gVkjAAAAIGb6aAi7rWH1QCm4j20SgvdQF3sgrD3nnbtEpXC9imZCwG4XZwP785+ZEWEAAACItGd+WLrJIZn6TAjEGRsx+RaxaJfq2ntDTPbm8x8TdWNF5RSv/hJJ1p/lTEZY6FRcD6H4UVmQeZIgDAAAgP4hPuE9IeeukY6Wv5W2c/qnkBCrJFIYoS73XREdZNH8OJnf8rLUpFXUZqvJJ4r3BpvI7mF/TM1Psbz9IxxNEAYAAEAfV5s+Wczeo6bnqUY6fE3dJDlCCm6RftXEVquzq0LI3d987rgQgl8qHdOReSiE34fK50imTgih+E7LNh3fH0tAEAYAANgJqdcrVeQP3gpniEZ+qS62QhZJyLXWaSZfVJUZpX4u9sKmH7QzL6NDIF6wI9SAIAwAALAD8dHYD8UXqnq0i3xXIrnu7Ddi8p4i+Q949V+R7KwnTKaNlJonR0hEhsirsQWybHiXjVr0yJZfoPB8ef3V6kdtV19DEAYAAMA7b8EtK7fYns2sKK/H8h8Q0T9JW/O87oZpXjrkz5XnkWVv+FrLblkbln8lCAMAAKB/yGZ+bSK/3tnLwDzCAAAAIAgDAAAABGEAAACAIAwAAAAQhAEAAACCMAAAAEAQBgAAAAjCAAAAAEEYAAAA6FN4shwAAMDOata8c0R1+jb0nC7jx567o/3xGREGAADATokgDAAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAA7jiglAAAA6A3TnMSfrBOxESLaJu2Nd/ToUjvhMPHudDGXk4Jm5ImGFyR55j4i/uMV/Xx+nrTPekISqaNE5YRwzFqJFm6TBc3LqHPvYUQYAACgN0JVfMkvnPNjw9ocp/Yxl0hdW9EhPvH9apFZIQS3h6T7jEYLD0jt5APECiPUbHyPEyZSV6rpV0MIfiwktqe14P5HEuljqXTvYUQYAADgrUqkdzeRD1hb04jippdpD2tiyVMyZuol0jo9VwrK6s7xJtOkvfGe4rbF0wdJIZ8SZ4+ryEJry9xaPl9N3X6q0Ym213NJmT07X+qfSBf7NYTXOZqC99IvL5QAAADgLRqUW1v6XlcXKX0fvqwqLPMhBOc3drKVxZ7lEKYyRFRfEe+iYlqoOF8kcnDov2RDCC7JZp4SlWEUu/cwIgwAAPBWzW3ptET9j9ziWKNP1t+r1nWqiV5RTL8buniTa1SlwZLpvcLmrmZWGwL0f8iqyAkm7nRNpj8Ueg8y059KrOs26XJJqanbQzpaXi6dIF5/olgIxyAIAwAA9CVO7F3iZZ04G6qinSHobj56u28IusWR3wFOZKCpOllZPVQi+TarsuOktekfMia1l3bJr21d1QpTu0JddI4l63/uzPY0sS+Hc9ZRaYIwAABA3xGfNC5k3Fprb/p0cdOHL02kZ1ui/n7JNmaLbSEc3xjC7VmSbVrkS8fUn+Ji/vu+rXly+TwhDFtt6ivq5XLLZj5hIyf9ViKFuHeuRsUeDMf+L8XuzV9eAAAA8Naoj5vI3IomsT+KWHJjgx1QDMHl7Xxkrtkm+zf2ezYsh5bWi9Orra5+RM3OtkL0IgpNEAYAAOhjQdgtVNETS/m3ZJoz0eL8v+0yaspQOfzswWHXX4tTqJWPqcqfqOKyLpn6ocRT+5bbCzpZTR4qh7VBuW+YaZN0zPgrhe5d3BoBAADwVrU1PKKJ9GMSTz+sKrNNlxxvXm+XjoaFmki1WNRdZ2ZfUHUNmkw/JKbVxQ/LeRc5Qwr+Q6o6RxP1d5j4Q4v7/ODchNJ54xNGmtq/iM+9nyIThAEAAPokn81cKqMnDrNc9DDJuetk0YzlMm5cVJbrSOlofDR0Maupe79FY6OkYF3SkVmw/tD/tjFT77H86ngIxculfdZfyiet9s9bV+Q46WjposIEYQAAgL5rfvPzYfl8eXv5sFoVvc02TKPWHWjn9TiudfprW25veYWiEoQBAAD6n2ym1Yc4SyH6Jj4sBwAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAgD6FJ8sBAAC8nWbNO0dUp29Dz+kyfuy5FGz7YUQYAAAABGEAAACAIAwAAAAQhAEAAACCMAAAAEAQBgAAAAjCAAAAAEEYAAAAIAgDAAAABGEAAACAIAwAAAAQhAEAAACCMAAAAEAQBgAAAAjCAAAAAEEYAAAAIAgDAAAABGEAAACAIAwAAAAQhAEAAEAQBgAAAAjCAAAAAEEYAAAAIAgDAAAABGEAAACAIAwAAAAQhAEAAACCMAAAAEAQBgAAAAjCAAAAAEEYAAAAeNtFKQEAANghxCe+S1zkMGlrfLDHvtoJh4l3p4u5nBQ0I080vFBqr6kfKxF/kph0is9npKPlbxXHJScdI5LvkrbmP1LgHQ8jwgAAYIeg6n4matEtBOT3q0VmhRDcLuKf0WjhAamdfIAk0lPU2fdCQH4sBOEX1cVmy+iJwzaG58kHqPlbnEXqqe6OiRFhAADQ/8XrT1ORVbaw8f7Ndzl153iTadLeeE9x2+Lpg6SQT0m06ibLrfkf6WhZXWpPpA6RvDs9rP64dJwvXO1Fvh/OG6fAOyZGhAEAQP82ZuouqvYtn9cLt9zBVobFoI3BWIaI6iuy4JaVG0Jwqd3cIDF5pbRRmz45HPeCmG+nwDsuRoQBAEC/5tat/rqp/M1F/eU+kX5WfO7GEHBf3rDfm1yjKg2WTO8VNnc1s1oZlPuP8gmK9wGbH2ciR8iqqitl+JQB6rsu910DTpHYawkqvAP/7FACAADQb42aODyE4HNNrMmLXCsqr6qLzpFD64ds0mtfMSmErwHOZGDxZmJZWT20vNfsKBUZoyZPy/5r1A3pujSc8wZZfPMqCrxjY0QYAAD0X17rTfQHks38Yn3LDRpPH2gD5cyw/pNig4reaGpnSbZpkS82xOtPcTH//bA+uXREtvEHJqV7hz/nVsduDeu7hvNNo7gEYQAAgD7LmXuXV/+rimzsZLEzGek3NKgdUAzB5Q75yFyL5b7b42Qxf6/l3TUhEj+uidRD6w8eYuL3DdsJG5H/qLS0FKg6QRgAAOAd58UecaanhdB798bcK6d5K9wko6YMlU4XguvavxanUJP25j+VOlTlT1RzWU2k/9vn3QXlOYVzeoKK/NK3N51VfoH4xKOdRib6bOP5kqXeBGEAAIC+IpvJSCL9wRBq/1dFHzXxx6raXMs2/0oTqRaLuuvM7AuqrkGT6YfEtLr4YTnvImdIoVCjUX+nxusfELE9TGSMF38GRSUIAwAA9Afms5kvFx+EYbnoYWL5/7TijBHjxkVluY6UjsZHi32spu79Fo2NkoJ1SUdmwfpjn7PhUx62IfkjRAsmC5vPK/atOPvaV1p99aBFlJkgDAAA0DfNb34+LJ8vby8fVquit9mGYNvR0hWW83oct+yWtWH5+FbPu/TedWG5jgIThAEAAPqHbKbVi7RSCLwe5hEGAAAAQRgAAAAgCAMAAAAEYQAAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAABAn8KT5QAAwI5v1rxzRHX6NvScLuPHnkvBdg6MCAMAAIAgDAAAABCEAQAAAIIwAAAAQBAGAAAACMIAAAAAQRgAAAAgCAMAAAAEYQAAAKBP4clyAADgzUmkjhN1wyva2hpnhKVtoe+pEqmeLQtuWVnarqkfKxF/UujZKT6fCS0vS6QqtYVXeTCc81mKje2JEWEAAPAmw4OeJ+b3fMOONenjVfRL5RCcSE9RZ98T7x4LQfhFdbHZEosM2/wwNfuy+MJ+VBrbGyPCAADgTTGxqEStWeY3Pr/VTmOmxrRr9Y/MFSaW2yJVv7Tcmv+RjpbVpfMkUodIwZ0i2cYfbwzPdXuIxj4v7c1/otIgCAMAgL5FNSY5Kbxun641F6nKXbZw1pJy24aR4fWcuUFe7KmK41x0qqneRJFBEAYAAH2PaTSE3BmSTO8atlaYL1wo7bP+Ut6frD9QTS4SLze7RP313vR2aW+YvXH/pGPE/DgTOUJWVV1Zbu8eRa6z114+miLj7cA9wgAA4M3lYG+XWTZzsrVlPmziblSN3CeHfry6HC5M/kPEz/WqzV4LjSr+OyEcn7XxBHaUhtgbwvLTsv8aLbfnVp0RNn4lS+9dR5VBEAYAAH1PR2ZBeb2t4S5VaZWBe5xQ2h4zdRcTO9Y6V6Yk25iVtuY/WrWdpmZXlI/JNv4gBOlTvdjjbnV02oZmFT3P590NFBgEYQAA0E9YcZqz3UurXav3E5O/Vozqtjb9I/QZUMq6m4r5e03ch0vr8YlHl0aIn2h4gXqCIAwAAPqe2lSNJFKXlrdr6gaZ6SniI7+TUVOGSqTq5RB395JRE4eX+4SQGzLwUpdIz5KRk/Yvt+f0BDVbWgok6i706q+nwHg78WE5AACw7dasXKoDhx4pifSvVXShiZ1kZt+Vjhl/1USqxby7zpydrQV3uybSs8VkgKm+zyxfbxJ9j0b9nRqvf0DE9jCRMV78GVIz+SDT/LDibRQUGARhAADQNy29d10IsKcXZ4Yw9cMln7+qNC/wuHFRWa4jpaPxUSl+HK6m7oMWjY2SvFsn7Q0L1x/9Fxs+5WEbkj9CtGCysPm8Yl9JnrmrmXyK4oIgDAAA+r7uxx9vfATy8mG1KnqbbXjMckdLV1jO63HcslvWhuXjleeauSYs11BUEIQBAED/k820epFWCoH+hA/LAQAAgCAMAAAAEIQBAACAHRj3CAMA0F8kUseJuuEVbW2NM2TDB9Q2OLR+iAyQD0p74wMV7TV1e0ikanQ45sEe505OOkYk38UUZiAIAwCAPscVH0Fs/g8hDC/faqfaCYept6awtiKk441BuDZVo15Duz0d2iuDcO3kA9Tnb1GJ/MqLEIRBEAYAAH2LiUUlas0yv/H5LXYYMXnPEGgbQr8vqeh3yu0jJ+2vBX+zqYR2ubhHwPaFq0MA/n7YF6fK2Ll+uQQAAP2DakxyWtjq/kUzlpvPfViq8n+uaH+i4QWz3DGSd0/2OKY2fXKI2C+I+XYKDIIwAADom0yjqjpDk+nfha+7JT7hPT36dD/IQrapffiUAerlct81YBrFBUEYAAD03Rzs7TLLZk62tsyHTdyNqpH75NCPV//TIWBI16WmcoMsvnkV1cXOiHuEAQDoLzoyC8rrbQ13aTKdtoF7nBC27n3T50qkDzGTsZLNTNtu1ztr3jmiOn0bek6X8WPP5Q0GQRgAAGwje1ZEd//nDvX7hZC6iyZSD3U36BATv2/YTtiI/EelpaVAfUEQBgAA77zaVI14+ZRkm75X2q6pG2Smp4iPXC+jpgyVTld4U7c4tDc/aiLHl7fjE492Gpnos43nS5ZygyAMAAD6ijUrl+rAoUdKIv1rFV1oYieZ2XelY8ZfNZFqsai7LvT6PYUCCMIAAOxYlt67zkROl2T9gaZ+uOTzV0lHy2oZNy4qy3WkdDQ+Wu7bWrPK4ovre5wjvu5FWzzgc1s8/9pXWn31oEUUGgRhAADQN7U1PhuWz5a3lw+rVdHbrOIxy9O8tMvfexzbfd/vi1sL2mG5jgKDIAwAAPqHbKbVi7RSCODNYx5hAAAAEIQBAAAAgjAAAABAEAYAAAAIwgAAAABBGAAAACAIAwAAAARhAAAAgCAMAAAA9Ck8WQ4AgB3JrHnniOr0beg5XcaPPZeCYWfGiDAAAAB2SowIAwDwRsaNi8rLw9JSyN0jHS0vV+yLT3iPaORfxHSAqNwj2cZseV9N3R4SqRotbY0P9jhnvH6CDO66S+a2dFJg4J3BiDAAAG9k+bAvq8kPRWIHVYbZ1ImqkTtF3V9CCF6gIjdKIv2J0r7aVI262GwVu7DH+ZL1Zzi1zxCCgXcWI8IAALye2skHqM+fGALt3RbSbgWVo8zrZ6Wj4bHipiXSL6rod23kpPla8DebypfCERdXhuAzd1UrTPNRfxLFBd5ZjAgDAPB6/1D6wtVmdqmoWo+d2aZvS0fjY+Vt89UivlOeaHjBLHeM5N2TPc5nhSvC+X4m85ufp7oAQRgAgL6pNn2ymL0o7U1t29JdNXK5qTSWNjpaunp0SKRGhDQ92Ynu5xKpayU58QMUGSAIAwDQtxz68Wr19nW/Vq/cpn9Qk+mrVe1v0tZ021aDsug1KvaAj1jGa+R2NfcTSaQ/TbEBgjAAAH3HwN0vMXE/laWNr75h30T6CvFyoD88t/V5eUdO2j9E4eE+e/jZsrCpQ9oaHjGR8SryTYoNvDP4sBwAAFvgTKtN/TmSSJ1T3DaTw9VJrSVSt0m26Xvljsn0BSHMjvJ7Pj9BWmYXXueEB4azLBGZ5stt2cOWSWLJ3lQbIAgDANBn+PbGb1Tk2GT6Jl+QH0tH0wIZNWWodLqCxNbVqbePWPWgz8js2fnXPeGAXTtk3eojZHTd3jK/5aVSW/zJT4jKPKoNEIQBAOgXtLDuRou661Tt/6no7dq1erok0ut32gu+renyHge1Tn/NEukvaj52vybTD4rZbmY20iJ+AhUFCMIAAPRZviv6NYl0rio9ZW65jpSOxkdtZPpwqy5UTi5sVbnyenzdi7Z4wOfK29nMb2z4lKNt8LrR4uRVWZjpoLIAQRgAgL5t0Yzlpe+J9BgVvc1C5JUnMk+/7jEtLcV7hl+saFt2y9qwnEtBAYIwAAD9SzbT6kVaKQTQ/zF9GgAAAAjCAAAAAEEYAAAAIAgDAAAABGEAAACAIAwAAAAQhAEAAACCMAAAAEAQBgAAAPoUniwHAOh7hk8ZIENyE8TbcHHWLm1Nt0vxkcZbUps+UrwMkGzm4XJbTd0eEqkaLW2ND5bbEvUJUftUWFsjXdGG8iOTe8OseeeI6vRt6Dldxo89lzcY6BsYEQYA9C11dREdnHtQzPYL/0zNcV4/5hL1N2yxbyK9u3r5RfjHbGO4rE3VqIvNVrELy23J+o+o2U2ipUcjr9BY/rfFYyk2QBAGAKDvaGkpmMoEyWa+L+0Ns337Yeea2CdlzNRYj3/EVP7dTH9Ubhg5aX8t6M0m8qVN+6m3fzXn/k0WZu6XtswMFf21iJ1KsQGCMAAAfUtb47Pl9eHLqsIyL63T8xV9khM/ICbVIQ3/vtz2RMMLZrljJO+erAjCIivEbNDGFhsspq9QaGDnxj3CAIC+aXTd3pKPfkhl3WdN9Fuy6T3CxdsnFrl/9xpJhebKWxw6Wrpk5KSKJh/1V2nB/dwS9Yc4kX1EbS/Z8/m7KDKwc2NEGADQN/noPk70WDGt7jF6+0T0iyEc3y5tM1/cpnPlZViI0blw0nAuGWheovLS3kMoMkAQBgCg71nY1OGzma+Y5f5Fxb4iifQhpfbkmfuoyumSfe8N23oqVXejOf28ZJuu8e2Nl4T1u52LXkGRgZ0bt0YAAPq2jpYuTaYeMZEPhK3/k+KtDcVwm1j8oEhKxPtdTOVgTaQeskj1abLglpUVxx9VN1BWS1XFfcean2sWmUxxAYIwAAB9R3zi+51qvc82XbQhtprpOPF6h4yaMlQ63dO2eObx5f7JSYc781eG/vVbPN/clk5JpLukdsJhsnDWklKbj56oau1GtQGCMAAAfUb7iMclseSLmki1hADcHgLrOBWdYx2Nj5Xaou660Ov3b+aUZv4c9e42TaQfCJt7mNi7fSF3OsUGCMIAAPQh07zPytnFe4FF8iPN5KfW3vh3GTcuKst1pHQ0PlrRPbbL/3lZdUFFW3zdi7Z4wOc2huvmR234lLE2eN1o0egqaZvZTp0BEIQBAH1T94wQG2eFWD6sVkVvs80ftdw6PReW/6hoa2kpVBxbtOyWtWE5l8ICIAgDAPqXbKbVS+kRyQDQK5g+DQAAAARhAAAAgCAMAAAAEIQBAAAAgjAAAABAEAYAAAAIwgAAAEA/wTzCAIBgmpPk4k+K1/eJ6DOyOpZZ/wCKnhKpUyVSPVveu2aVLK6a1GO/K8wRlS4pRE6saNf8XFk4awm1BtBXMCIMABBNLLnbmZwQ/lkIIdYP1cFdD8mYqbEeHWvSx6vol2TBLSu3eB6TqVJwB4l3CTU7lcoC6MsYEQaAnd3oicM0b8/5bNNF61tmazJ9pOVWHRPWf1vuF4Kxdq3+kbnCxNJ292OMby3vP7R+iAy0L0g284jE6z9pao9LW+Ot2+26Z807R1Snb0PP6TJ+7Lm80QAIwgCASvObn/ciUzdtMpNqUfdaRb+uNRepyl22tdsbdrHPmtdi8DVRHxVzeYoLoC/j1ggAQKXaiaPD8r1yeNdj5bZk/YEqcpF4iblE/fWFTum/AAAgAElEQVQSnzSu8qBpTk3OFOdmljbVRVUtpYnUQxpP/1ES6XoKC4AgDADou0amD1bvGkzkrPW3PnT/Y2HyHyJ+rldt9lpoVPHfCeH4rPJxiSWfUpWHpG3mmtJ2zh4L5zjOsk3Hm9i/qNjFkkx9jAIDIAgDAPqemrr9NCp3heD6RclmWsvtY6buEtqOtc6VKck2ZqWt+Y9Wbaep2RUbuqjI+d75n5SPeSLzdDjHitJ6e9PfzeRi9fp5igyAIAwA6GsheA91sRCC5auSbZpTsa9r9X5i8ldZeu+6cltr0z9EbEApA5dupbBXZEHzsq2/gH829NydQgMgCAMA+o7Dzx6sGrvTRL8p2cxvKvaNmjJUIlUvhxC7l4yaOLzcHp94dMjAS8OaOa8XmEWu3+QodYnUtTJi8p7lf2w0OjmE7IcoNoC+hFkjAGBnV7W2eMvC3k5svCTS4zc0e3U3a2Hd+ebddebsbC242zWRni0mA0z1fWb5+uLtFCFAHyHtDbM3OaN508c1VnhEk6lfmukRJj4nnSsnUWwABGEAQN/RqT+3QYU7bPP2grwioiOlo/HRYri1mroPWjQ2SvJuXQi+C0t9ivcPr13R80Nw7ZmZof8dFonUSMSmv/5tEwBAEAYAvBOWNr4alq/2aE+kx6jobVacF7ioo6UrLOdV9GmdXpxr+LUtnrejZXVY/pECAyAIAwD6l2ym1YeoSyEA7Kj4sBwAAAAIwgAAAABBGAAAACAIAwAAAARhAAAAoN9j1ggAeEdNc5Jc/Enx+j4RfUZWxzKy7Ja1FV1qJxwmhehnxPm85CIN8kTDC6X2mvqxEvEniUmn+HxGOlr+VnFcctIxIvkuaWtmCjMA2AJGhAHgHaSJJXc7kxPCf47niPqhOrjrIRkzNVbuEJ94tPpIo6gtDH2e0qi/r/So40R6ijr7nnj3WAjCL6qLzZbRE4dtDM+TD1DztziL1FNlANgyRoQB4J0Sgqvm7TmfbbpofctsTaaPtNyqY8L6b0tBWd2/m9nnpL2prbhtiVTeFSKX+kjsUsut+Z/1D60oth8ieXd6WP1xcdv5wtVe5PsaojSFBgCCMAD0LfObnw9hdeqmTWZSLeq6n9R2VN1AWS0HbAjBJZ0r77WBu39PFtyyctPjnLlBXuyp0kZt+mTx9oKYbxeNEIQBgCAMAH1c7cTR4uW9cnjXY1KMvmuqDxLxyyr6LL13nSTS0dK9xTLNl+4DNj/ORI6QVVVXyvApA9R3Xe67BpwisdcSvX6Ns+adI6rTt6HndBk/9lzeVAB9GfcIA0BfMDJ9sHrXEALtWdLSUii1mVWVPgjXU06O6qhe3+coFRmjJk/L/mvUDem61FRukMU3r6KoAPD6GBEGgHdaTd1+6uQuE/uiZJtay+0+8oq43OAtHLGLzG3pnlki2/gDK+bhePpzbnXs1rC+q2Qz0ygqABCEAaCvh+A91MVCCJavhhA8p2JfxyHPSmLJgWFNi1m31DZi8p4i+ZXl7Q1i/l7Lu2tC8+OaSD3U3ahDTPy+YTthI/IfLY80AwAIwgDwjjr87MGqa+800W9KtvE3FftGTRkqnX8thAT8O4vXnyrtjXeU2qtyZ5vJbS6R/m+fdxeU5xTO6Qmh7y99e9NZ5XPEJx7tNDLRZxvPlyzlBgCCMAD0FVVrPx+Wezux8ZJIj9/Q7NXdrIV151vUXefNLlXVOzWROlbEDTSzd9ug3Kl+VdUxGvV3arz+ARHbw0TGePFnUFQAIAgDQN/XqT+3QYU7bPP2grwioiOlo/FRKc2oNu1oSy4dJT7XKe2znljf6wEbPuVhG5I/QrRgsrD5PNn8dom1r7T66kGLKDQAEIQBoG9Z2vhqWL7aoz2RHqOit1k52E7z0iaP9+jX/Sjmx7d+/nvXheU6Cg0ABGEA6B+ymVYv0kohAGD7Yh5hAAAA7JQYEQawc4pPPFoiVU/LwhnPVbQXpyerKpxS0WbyuGQbsxKfMFJc5DQxWysabZC2mS9WnrN+ggzuukvmtnRSYADo+xgRBrDzSdRfouruE8nHe+yLFA5Rs0k92mvSx6tEbinO0yvmnlPLPyCjJw4r70/Wn+HUPkMIBoD+gxFhADtZCE5d6sT2FtGfmNgWhgd8VEXarS1z66bNmqj/g0VCQF7Q9GRx25Ip5/J6sRe5SJJn7qpWmOaj/iQKDAD9ByPCAHYuPn+Nz2a+GjLwlp+yppGo6Gb7Eundw4G7yoLMk+W2Qv7uEKM/WvoPqRWuMLOfyfzm5ykwAPQfjAgD2Ll0tHS97v6Cj5rTT2kiPTpsDTaVX4RYPFec/N9m51kdAvIgSaRGhEA82Yn+Iqxf69Wapa35jxQaAPo+RoQBYFNVfrFp5BjLZj4SAu7JKlLvnJ6t4tZuqXtov1bFHvARy3iN3K7mfhIC8qcpJAAQhAGgfyne3rBhNohsZoWJO9/Ezghfg7fQe2j4OthnDz9bFjZ1SFvDIyE8jw/h+ZsUEgAIwgDQv/nCcyK6MqwdUtFeO/mAsKwSsSWlJ79tkD1sWVjuTeEAoO/jHmEAKBo1Zah0uoKrWne5d5Efb5xfWM9UsftEZZjVpk+WhZn7S82F/OdN5AfFWydkdN3eMr/lpVJ7/MlPhL7zevXaZs07R1Snb0PP6TJ+7Lm8mQBAEAaAbaaFdTda1F3nxf6gPv9bTaTvEJODTXWo76oeL9XrdlNvd4T2k0LQ3S2E4H3ttRVn2MDdf6/52P2aTD8oZruZ2UiL+AlUFAAIwgBQaWtPdNvg0PohMkA+KO2ND5S2k2fuI+I/XtHH5+dJTF+RQuTEyjSbnysLZy3Zlsvw0dgPZeCadaWNceOislxHSkfjo2HL7Ki6B+zVqrjEbKUsaNwwZdoqq6v7oC2KjRJxq6WtYfH69t/Y8ClH2+B1o8XJq7Iw08GbDAAEYQCoVHyim9g3TPJ1YatnEK6dcJh6awprK0ykOwhbYYSKjDfV/65Msi6hZqeG9l/+U9ey4JaV5fXlw2pV9DaT9U/Y6H463GM9jmlpKc4v3NqjfdktxRkl5vIGAwBBGAC2EILf4IluIybvqT7fEPZ9KYTS75Tb1YpPelu4+ZPeJF7/HlN7XNoab33L15bNtPotBVwAwA6NWSMAvD3e6Ilui2YsN5/7sFTl/1x5nIuKac9j1Bfb8xQWAPDPYkQYwNvjjZ7otqHPmLqBlY2FmIk7XZPpD4UQPchMfyrtjTeLuqiKpSSROikE4l1M5XrJZhopNACAIAxgR9FmVXactDb9Q8ak9tIu+bXF61dIzh6zqBwn2aYVEk/tqyL3WzK1XNqa7qNkAACCMIAtmOYk/mSdiI0Q0TZpb7wjBMmkODe6sp9fHULlbVJTN0g0VpwO7MDQ9idpb/7V23q57c3PlNdDGLba1FfUy+X2ROYTG/s0/d3iqYvV9FwTIQgDALYJ9wgDO9tf+viSXzjnx4a1OU7tYy6RunYL3XYPofLf5Ki6gepic0Jo3qW7f2Syi6evekf/AGrPSvejjTfjnxWV3XmHAQAEYQA9JdK7m8oHfFvTv0l7w2yfPexfTfR0qR78RGn2hQ1f3qIm8rPiNGKm+mlpb/qvUv/Olyeb2lm9ek3FJ7odfvbgrf5HKpn6YfHWh3JDQSer2uxSgB8xec9yP41ODtf8EG8yAGBbcWsEsDMZlFsrq2MidXWR0py4w5dVhda8tE7fOPvCuHFRXS4TbVXVh0vbbY3PlvftNmiAdOma3rykDU90C6u/39J+72Weqs7RRP0dJv5QMa32g3ITZFXsDI0VHtFk6pdmekTYl5POlZN4kwEABGEAPRVHeBP1P3KLY40+WX+vWtepJnqFyCYT+y4fdpqa3mfdD4noNnriMMm7D2mXnm0ml76VS3idJ7p1a61ZZfHF9eXt9qb/tjFT77H86rgU/HJpn/WX9XtmWk3dHRaJ1EjEpsuC5mW8wQAAgjCArXJi7xIv68TZUBXtNLNhm+5XkfN8JFJfcVBOhjknHw59Xejx1kaEX++JbiXTvLTL3yuOaZ3+WljO63GujpbVYflH3lUAAEEY6GtqUzVi7v0Vbd53Fkc5y9uJ9LFitrg480Fpe8zUmORWp0JYfXcIq3/s1enA4pPGmRRqrb3p06VLKQbfRHq2Jervl2xjVmrTR2pBXrCFMyoff9ze/KfQ90+SPHNXlcJsG103X+a3vPSWr6cvP9Ft1rxzRHX6NvScLuPHnssPOwD0P3xYDng7mQxSp5et39IQgq9QkV+FwHX4hi6aW317CMbDS7M0mJtc7NNrr68+biJzK5okhG2xZOk/CF4v9GrXb/X4tplrwvU+Lj72Pt5MAEB/x4gwdnzxie8SFzlM2hofLG0XPyi2KDYxhNJDxbn50tZwlyQnhWBnicrQaislm7nzLb32wqaOsOwobyfqzzOxG0uhM1E/LbxGVNRusuINCaX96UPCde0p2aZvFzd9Td2j6mJLQ3j9Tu8EYbdQzU8L5/t+KZbLNGey5ATxLiO1kw8wXzg4vPbGoJxMnRDC+HE+2/jN0vaYqTHrWv0hybmr+cECAPR3jAhjh6fqfhbCZvmXPl0Uu60Ugksjrv6Tpem5evD7qMoFvX4pYmdJIT+j9Aq+6yrfnvl6cZh246+muVVhOaC8Hdt1l7B/da9dQVvDIyFyP6bx9MMukf6OJpc8bKa3S0fDQme588z8DRX9X1v5+5CXR4bQPtMl09O0a83skJ5nyp8blvKTBQDo7xgRRu9JpI4TdcMrg1djMfR1fxBq83th4/UnhV/F9t8kfHZJW1NTr15TvP60EPxW2cLG+7u3J40TKfhwDd8qvaLIHE2k/yiW/09pb751kz/LlSEg/qyXr+WTIQg/Yt0f8Cp+0KurR5/5LS9Zor45hNRfeLGHtdB1RriOS3rzMnw2c2lxFgjLRQ+TnLtOFs1YXmov5K+XvV/6R0XnpfeuCzUaX5o1otjf1l0frvtlftgBAARhYBNO9Dxv/g8hDC/fbFfxXthvhEB6ial+MmyXgrCqfc1MZoWVddvlgsZM3UW7Vn/L593JG6/Rn+jVbXq7g4Vr+FW45o+E9VtKLTV1VSr6L7bXcx/szcsJf97zQ6j8wuv3muacLRkmarlwwJBwda+F6g3r9drMb34+LJ+vaOto+dub6g8AAEEYWJ8oxaIStWaZ31gRmFyi/ls97oXd8PPXueLW4qjjdgnm61Z/3VT+5qL+cp9IPys+d2N4+eGi/t7NEvxTzvQ95fsTIrGJJnK7zJ6d77WLSdQnQoVek2zm/163X3LxaWK6m882fbZU07q6H+ui2DyrmXyfdMz4Kz9lAAD0YlagBOg1qjHJaWHz5i3eC9t9QFQO7Cxsl2sZNXF4CMHnhnDeFF702hCAX1UXnRMC7t7itbPyAosj0r58X66afEEiuRt79S+a2gX2erMxbLyWuN90VoeWloKqzA/XcwQ/YAAA9C5GhHckxad0vTwsLYXcPaX7OIvb/zjgU6WpsVSeFp/LVNyXesSkQyVW2E8WNv2uV17fNBpC2wxJpncNWyvMFy4sPQVsS/fClvpbVJcf8EtJpPcIG89Z1C5Y/7/g3zqv9Sb6A8lmfrG+5QaNpw8M4fhr4mVIZR633bzoqtJ6fNI4Fb/IemOO3A1G1+1teUlKtunzb/zLhCxQsUlWnJu26NCPV5vp0ZLvpVkjAABAGSPCO5Llw76sJj8UiR1UjFS6fNj9Tu0DxdkRQtDcT13sf0tTh62PXBqxW0MYzfXWy5u3yyybOdnaMh82cTeGF7ivGOS22t/kXMs2nhKOOdpU79aC+1XxHtle+cE29y5R/0RFNnayOHzrDD/1NRV9NWyrPdFdFH+B9+4/e/V9yce+EEL5to0wZzN3qeo/NJF+0MXrv6sDdn/Y1P5Lnsg8zQ84AAC9q5+NCIeQlFz8SfH6vhBZnpHVsYwsu2Vt97ywVRNCsnpvSECPS1vT3RWHHVU3UNZUjQ+R53+KDwR4y5cxfMoAGZKbIN6Gh9drD693u2z6iNiauiqJVKXkNblDlja+urE9fbwMsKy0Nv2j10tTO/kA9fkTVezu0n24oyYerAV5ojRDQLfZEk8fLYuiR0rxf70nU59Tbwst29x7j6ftyCwor7c13KXJdNoG7nFC2Lr3jftnZkgiPUmSi8ZK21t/ZK4Xe8SZnuZFyj8L4ZeE08zs8hA0J1td3Q3F2w7k8LMHm609STrdFaU5fFV2K04l1qvvjdl0qR708tavVb4rnSteK/8+0Zb5V6mZfJC53LulKn+1tLa8stP8F4mnuQEA3kb9akRYE0vudiYnlEY41Q/VwV0PFSf4d4tiTc6spnteWD3dJVP/XvGHXFX1dTW7Wnxuj7d8ESF06+DcgyHc7Fd6Pa8fc4n6yrlXI9GLS6+3a36/DQG+NLrn5B5Z6969Xd5IX7g6hLxLi1MTlBoWNC8LIfhLlQWUavGR10JQ3yP0usBHqy7fvu+YPRsWu2/z+yvynKgb2isvnc1kwnKNJtL/W/ywniZSD2lx1Le96b9MpVEXxR4szYsbW/sbM/l68ReW8LN1von9pNfLUJwurnV67nWudUWPDwwWPxiXbZqzU4VgAADeZm8wIryVEdgxU3eRrlUTxPSg4j2NPZ6+tT1GPkdPHKZ5e85nmy5a3zJbk+kjrWv1+BBeDrP2pvHFRj9u3O90+bCnwmp3yEtOOtysUHx8be/cB9vSUrBk/QRpyzxbej2Z9nAI6E8XA3kp7CTPfLf6wgdU5X83DBG7xOL/8CGUOXEzbXu8i7Xpk6VgL4bA1SbJ9Jb7JOs/GILpPtLR0FYM7qFmf3H53FU+mV4i6wbcLItvXvXWriFVE4rxqRDevtf9M1A3yExPCcH7+q1c85Gh/5HhZ+fHpe0xqb2sS46RfO6rvZXCwy8CXy7Pl2v5/7QN89+2Zf7TxqQaLS8jJDfwRxv+7D7mfyDzR/yN/ywAAEAQLo3AqskSL+5O0cL7iiOwljzzo9q1+qEQ6JpLI6Lqz5ZEalx3QC2OfD75bVO7yNa6ceEUvReE5zc/H8Lk1IqkY1ItLryGl0j3vaXTvLz8rmqRwtryn0H8D02j56vlf9Rr19LW+Gx5ffiyqrDMhxCc7369wg/NuYvV/JUbunifv6L0gbFk+gapnD7srTv049Xq7et+rTtlq33iE94T3sebTXSCxFOJEIJPDyH1y+a1Nez9tFatfcgO/fiH3tI0ZmtWLtWBQ4+URPrXKrowvMZJZvbdrU75tXbAE+F1rwo1OV69/sVydqKp+0qvP6xha/Pfdv+S9rst9AUAADt9EN7aCKzkPxACzmekvfmZUsjrHoEtfpDnou0+8rmp2omjQwB+rxyW+409EZ3uEk/e6rX+N+oLnzFn3ffFJurT4VrnSXbmUyGs9+7rj67bW/LRD6ms+2wImMWnlFl4jVNVbLG1NSwOgXBj363NmtAbBu5+SXj9n1bci7ypZP2BanaHqZwdAnzWJdLXeJPLpL1x1voePwrv66G2y+6nSemXm39SCNHhPT+9+Hqmfrjk81fJhieobfiFYNN7YRffvCr0P7E4gm6a3092zX9T5rZ08lcSAAC880F4ayOw6l4LIeqZcuMmI7DbdeRzUyPTB6uXhhCkJktLi3eJ1IHh6nIhae2mTl4zL8NkTN1u2uW/YJ0rT9wu1+Cj+zjRY0s1EX0lBLpdQwj/qq8adPLb+QY60+oQPM8JIfyc9e/R4aEGtZZI3SYavVmtcKepO0/aGv6w/pADxfS2yoCqi8Xbgb1yQd2j5c9ucV/xXtge/WcWb2N5ir+KAACg7wThzW0YgT286zFpC9vx1L7i5MMhaJ1tKl8v9dmeI58b1NTtF4LeXSb2Rck2tUqi/uOidrBvy0zsDnXyX5qonytdVSeHgPjv2+upZbKwqSO81ldKj+PV2IMqhQkhUF4jrdNfezvfQN/e+I2KYJxM3+QL8mOJVS/TQtevTe3iEIIfKfc3e8RFrDibwu+7W6Y5tcWfNucu46/DToqZGgAABOHXUTkC2/0kMIvs57w/JoTgqHi/6m252uJsBy4WQrB8tfSJ+m6JiidxFR/rIDLPxB+vJl+TROpr61vjqjrLkqkGaWv6f712TSH8azL1iJk7VdXvG17v/NLLhaqpj77HEulZks1c+7a/s77ri2G5mzM9UxLpM8vNXm8Kafj94ZeFe1RsvtmScaFgd0lb4x/46wAAAAjCleGzcgS2HAAbFoYAemFxjl5dXfWQ1U5eIAtnPLfdrvTwswerrr3TRL8p2cbfbIy9xSdx6fkheHY/BGHcuKgt98ea85+RhbOWbOimidTtZnaBZJufeUvXEZ/4fqdav8m902qm48zLWdLR9NiGbi6RbvQu/61Nr+Htyb/Rr0mkc5XE5CkrRDI97tXW2Eu+beZZxV9uLCoHS3Xuh0zRBQAACMI9Q/CWRmArzW3p1Hj6D+ZzY6U4D+z2UrW2+HjavZ3YeEmkx5eDn+rN6v3S0DZbRR6x5fLRcL23brcA2j7icUks+WII1i0hALer2rgQxOdYR+NjfeIdXTRj+fq14m0qWw+43U8q42llAACAINzD1kZga+o/5Jx9auMTy6Y50yXHikZv2q5X2qk/t0GFO3qMcOZy//AdLY+UZivweqiov2ZLH8oyjX5BRqxdLu1v9UKmeZ+VsyV55j4i+ZFm8lNrb/z75r18lV0gg/++sqKtK/qN0mgtAAAA+nAQ3uoIrJ8ZUuWBLp5u8iKLVBd/xEzvlOzM9u16pd3Tg7261f2vN1tBaf/MF0sf8ustxfOJvLjV/Vt6mMjG0VoAAAD02SC81RHYQnEE9rfFe4dFq0dYdN3/k/ktL23ahZFP4A0wUwMAAH04CL/RCGxHS/FRtFt+HC0jnwAAAOi3QRjY0TAKCwAANuEoAQAAAHZGjAhj+2IUFgAA9FGMCAMAAIAgDAAAABCEAQAAgB0Y9wjviLgvFwAA4A0xIgwAAICdUv8eEe5LI5+MwgIAAPQrjAgDAABgp/TmR4QZ+QQAAMAOgBFhAAAAEIQBAAAAgjAAAABAEAYAAAAIwgAAAAAAAAAAAAAAAP2EXn311ePC9+MoBQAAAHZQcy6++OLZmzcWH6hxnJlNoz4AAADYEalqMetuMQjPWb8TAAAA2BHNoQQAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAD4p2nFVk36eHUyLawdFL5eMrXvSFvT3SLTnEs8+U0zS4UjIuGgO33nistk6b3rJHnmu1UK14tJPBzzsol8W7KZO0P7rmr5ezZ/QasafJK0Ts9t09X15vVswiVS14q5nG9vvOTtvg6XqJ9p4g/c7G14xbKZU7f5XevtusRT41Xl8nAdu4VjHvM+d750tPzt7b2OaU4Siy8MfT8brmNQ+Fpk3i6TjsyC7VqXojFTY65r9ffD2mqfzVxZPl+iPq3iLynWJVxvq8X8+TK/+fm3/TqKkpMOV/PXmoRzZZvmvqm/5dulLvaVsLZn+Bu9LBx/sbQ3/+ntv4701P/f3rkHSVHccfz36709QQQUeeMDCQjI7QFBpVBjxKgV1DLBeHK3B0goElGjomiwLBMeFtGyMKWFL1DxAbsHnGhiSo8y0aJSYkRFj93lKabwEQlPlccd7KN/+c7ssffgdnYPZnvyx3XV7s307PR89vfr/k7/unvn8Nm7sNUJHJ8Jq7soEvrGM7s0clXCPtOEfdMpsmyrUQ6vdDcPuxjR3Swcnumuk11M6m5WDo9094KJA1npR5E/Ctesx2eWUCy8wLjuOnF4obs57WJIdx05PNDdXH46Ed1tknyZrRHBQbjwWib+h4iar+B9XPAp6hF4k/rsQyOhGUJ8H7G8jfyZqrjj2XLWmHc5dXSt1bDwZayKW4cynqbew9+i1NFDzL5nRfhpUuoDYq61X7X90cDWSE4yt3l2RXamxafyGhjzz+C6jfZE95jmEKGdpHjzMXsgHx1CPpN2R1/Iy2Nu26XXBecwqRoh9QR4FuEz4+G38eB52SSH6rl3uvU5lDWPlLyqiIbAT/Op57Aw7Y4dKIhddkVX08iyHpxIWR2HcjTq/bjWirQAVlyJ8l5HWY8j/wXcsK7llKqEXV40ypEWwHFo4Kut2ksib+DY53m3cPft8nOUt0oYfhP1FPw0APVmPnUb+QLt3VBvjCMQLEN5i3CDmofPv4Jyx2P/ppz+KaSf7M5GRXdO8Rs4px9JaiWOf2uUo/vgzsZ1Nx+7mNBdBw7pWUrGddexHZWPNqa7Dhwq0Heucd3tPuQ99ql1yIvj2P3giTHzAuoV2EO9S7oa010njt3R9cZ119kuPYzprhNHr8AA47qby08norstUlFmK8UDcYHVOjrodvTMNejWcCCInjmPY5G74YB5FA2lRaW0wkfCSyl+eB12+0uxXEbrq/Zi+z3coMYo0XdqX4dZAEKWXkGR5V+3eazabR4r4h1WVswsC3E3mE0bQ5s84YiFf90YGZUVk/I/IqJ/751d1BfY34xzHms4x8/Cb9Oo355K6xfXmeKAT25AkDCXYqEl1jma5qC8bZ+jvErsPloQu5ROelAlU7NxbYHgvojrd8uMFWmegca2SmKhx9PnVG6GKO6g4RWX0oaq901x0OCpnZmOLkHgMB9+ud9IO3LiEToXQvaMRMJ/sv3Uf8qH3Dk+kYr1pdh90xhHNPyalE7aTJGlsYZzimCfmpz1tlA8x0Y94/wYBDuMDt+NnvjH16HIuO7msosp3XXiiIXeMK67ju1IXW1Mdx04kHeHcd0l/0tQ2K2SpOm0OfylrbelwbGAuZY0K2O668Ahg6dWGdddJx6hGmO668QRDY83rrtOPESLT0h3s3aEoyFEp1TTOCUwqRMEtY9SujMK70k69U7mWJ36O3WUDqigvwPSelof3ptpWMzvIDSI568AAAjxSURBVHq6DV/Mb7UyUr7RiKwQUelPKVa1K28yt3nsm0TR/cj4jobEF1DUQ45Mb8s/AW/4eGKlZ3YRqQHCWbg59Lan5YQvwtFvc1ZqdznuwGYXYtrZeIE5aCOVexAxdtEFsguu/mPNvlnk7xjn+GFEuNL0Bj5GC83K7FlTP4GKzRBqS3jeN8axdclBGTFlKNW+/D2ChrYLsts80apFzfxxWv15aFiKKLnLsH/kmBjbSfNou/7kI8aF4SHcrC8TTdeJP3k+x/1BTzg80N2cdjGkuzk5DOuuI4/INlO6m51jDtrtNvO661OdJbJsXLOlO0ID0dGLoqwbjemuE4cXuuvEY1J3nf1jXnedeU5Md1sOYGQ9IKmF+HNQa/VB+sq6cXRhe8iaMjloDUgj0m856mCtFelH8aTdyWahhVCcEKK8HVQaLD/RxcwnzTNs8jmIXB7EiQN5iz/JgcpN9nSdaY6mesx0j4g8ByGMe2aXoclV+Ps5K/8WRGafoHLNE+KHDHP0ISsyJLqXRkw5/dhyABRyodaytnB20f3QqA8ft3bSGjFi6t7A1rTUbxRTX2Mcx5Ilxi4lV3iajfT5nsPWJxRZvs4LDlVasQD1dj3a0u3CMtUzu1xxRRFrfkaY5tD66h+Q09ETDk9014HHqO7mV2/N6a4Dj1HdzcZhdXo90t2mqbRiGt4v1swvGdfdVjnUIs9014nHpO7m4DCuu9l43NLdVjNLgvPR0y7H62ZSOt3TP9wp2XKQ2x5RFmqer601H+SnDok6Yb5KoqE+MiRhrW95EeK8hEoqerUZ0gUepRKIhK21qWqqkAzFTeI9dMr+aq1ZMcmR2Q9U/BTvF5AkFp1wJXKDZ2uRxTEcFfo1VKal2N4EX92aHi0wxyH2Nak7p+I70MCs6TBrPdsGii1/u2B20VLUagGHO6W/u9KtnNPEh4XmcDm5ylNW5mNVFMLWYJFUuVccWvMGtm4I1vCI8M2e2WVv3xm2ng5OLG7I6egJhxe668BjVHfzqbcmddeJx6TuOnB4rruB4C8QKD0LG8ykA/5az3S3KUdk2aee6242HtO6m4XDM91tyeOC7rbeEQ4EZ1kXQXT6K4qG/4kKmJ7GPuNIt2YjZtZUttAXYv3goFm4bUd0++iz6j0UCb1r51VXp3T9dzPt6yke2yZCV3h4v3U+Ipe5MN6bFK3aoqPhO3H0K5i53BwH7JLZpbshgivz+pVwAXlQqWYx8QodCU+jSPhJSaqrkH8RBbZdadQu0fC/RSeGiebrUN4jyDsi9lIKkoLZhXl/q2XsePmIdfNGdW05tdodvPuMcbiZ3OVhtcX/PP6MRXlXU2zFFx5xEMXCS9GWb0VH61JUlFuopPwS43ax1nEzzUYnYh1tLZ6IMqcgt1gpdT2VTvyJUbt4obsOPEZ1N4/6YlR3HXiM6q6TXbzU3UDwKvhjhf3kINjAM91tyeG17mbnMau7TnbxQndb8rihu612hEuDt+FCD+NCE6y1HHbeke+tx1DUUcI3utEdvgvtUW2mV631R9bwdKZApovxgQ123pDJjZ2ermfr9KigcN50rvFIxB791Gpf82CYflDEp5rjgF3SDh2A7Rt0iheeUONyl6e3FtmeOWfzMmu92GHKZyrKbbtYU5UbQ2tZqByVe3mbH1fTRh40sAhlv4PXKm2xNaQxZYg0JYBKHDHK4UZymUcFKp9EWb+ECF6D8qKecFhrK0sm/Cizn35cziFSvkHGeYoO+lE3PkE5A1j0FJQ5xe7rCF0PybvcqF080F0HHjapuznbkWHdzcFjTHdz2sUL3UXHCef8BQHBAnSEHvZMd7NxeKW7DjxGdTcbh1e62xrPyepuqx1h6xl1QpahK5s9d3d7zVH0ulcxy0P2OiJUTGY1Gw12DenEM/ZQ9P6+6V/fDi8fCYhyRJTL1L5+IfYna+wpubIyn4oftH4di/pc9G5+EYObPOiAMb2Fc+7LTBGWVE7A+yit9FvmOGRZ2uhijYp8BPH5uO0Rprs8OGcNXpOttXxpuwTTzwdMNqzZMWiXBr9Y641G66LkAwW3i8OzDxGphoRlGhr9UDsSP1T8R2TW4TvUmOQ4+REJd3kgxnPhr1uE9bg2TSG6zMHsf4rZV51Z21hSOR3vndHl+9g4z8bq/RKtGpt5DUn8zK5DoqdTpGq+Uf94obvZecSo7uZoR8Z117H+GtTdfPTFpO5q3Q3bVr14TsdCD3mmuw4cnuiuA49R3XXg8ER3s/GcjO62HMtoDN3FWufhR696JSLnJiG9PKF9iZmc9K/mVHwnHfJbaz2/EetRJxZISdDqib+Cc+6F3J6JL/msxMJhPaJ8LacUvhj/h7b46/HF60XRTbRh6e58wNzmkZFl7+CcavD8F8d+sB4xLyIzHB/JUgAOGljZBRV6qrC9NqvNyXU/Daz8G3eUYaySX+LYAXvkluQ3tGnZdqN2sRtV+dmo7NazRh+wp3gLbRenNDT+PG8pvhxR6SaUtw82gV24HN/hkFGOk0xu88AO1pR2Fxb1YdPy7LWG0fBiYxynyHSO0+s4ZzfKq7NzmO7J9/Fc/y9+cptD+1KzjOuuk598ienGdNcpeaG7Tn6q4z8Y092cnWDDusvqJtSD03G9mRwIzmwiIh/J0PglxnTXiSMWHm28XTvxIN+Y7jpxnCLXGdfdAvqp6dRVw3D1pJ6kEsdPVyVSB6wOTLrBVJSSsKKN50cafnF6bLj8NFTcUvLTjuP+A0zpxMHEuislE7Vt+pVuIXl08kySVCRX4yoIR/8pHej0I71pUOpraw1f26dbCumnVA9KJms9sUvDzYpOS3Wj2iFfNft8oe2SnjY9A0x+irToMAwNnkt+3Zs6ob78q7reM46GGxZ1Tu3Ni6NQPMMn9yOOH//DlfpT91mPejNul9JJ50ERz6I62dDwK2Nv68uxNKK8P8r6NqfmFcwuHuhuLh5Tutsah5e6m9NPhnQ3G4dp3R1V1pVSvjOOO+do0dGGJSJmdDcfDpO668RTrJQx3c3HLiZ1N18/tUV321N7ak/tqT21p/bUntpTe2pPRP8De1D0KLUS/WMAAAAASUVORK5CYII=) ![](data:image/svg+xml;base64,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) | | | --- | | | | | | Net sales1 €m | ![](data:image/svg+xml;base64,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) ![](data:image/svg+xml;base64,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) +21% CAGR 3i buyout +26% CAGR ![](data:image/svg+xml;base64,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) | | | --- | | | | | | Operating EBITDA1 €m | ![9895604650011](data:image/png;base64,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) 3i buyout ![](data:image/svg+xml;base64,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) ![](data:image/svg+xml;base64,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) ![](data:image/svg+xml;base64,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) +28% CAGR ![](data:image/svg+xml;base64,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) +28% CAGR ![](data:image/svg+xml;base64,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) | | | --- | | | | Source: Company information 1 Including impact of 53rd week in 2015 and 2020. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 22 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | International store roll-out ![](data:image/svg+xml;base64,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) ![9895604652075](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) | | | --- | | | | 2020 | | 2021 | | 2022 | | 2023 | | 2024 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | Number of stores | ![](data:image/svg+xml;base64,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) | | | --- | | | | Netherlands 418 stores and 2 DCs | | | | Belgium/Luxembourg 233 stores | | | | Germany 585 stores and 2 DCs | | France 859 stores, 5 DCs and 2 hubs | | Portugal 10 stores | | Spain 66 stores and 1 DC | At 29 December 2024, Action had a total of 2,918 stores across 12 countries, after adding 352 stores during the year. In April 2025, Action opened its first store in Switzerland and plans to open stores in Romania later in the year. Action has significant further growth opportunities, with the latest estimate of potential new stores totalling approximately 4,850 across both existing and new markets in Europe. | | | | --- | --- | | | | | | | | Geographical spread of stores, distribution centres and hubs1 at 29 December 2024 | | Investment in future growth Action continued to invest in its distribution network in 2024, with the addition of two new distribution centres in Italy and Spain. At the end of 2024, Action had 15 distribution centres and three hubs across Europe, with three new distribution centres planned in 2025. In 2024, Action successfully implemented a new ERP system and started the ‘Fit-For-Growth’ programme to define a scalable, simple and efficient future international organisation. People Action is a large employer, with 79,681 employees across its stores, distribution centres and offices at the end of 2024. The business created 10,641 jobs in 2024 and continues to invest in the ongoing development and engagement of its employees, with over 3,507 internal promotions and over 292,000 training hours delivered across its workforce in 2024. 1 Action opened its first store in Switzerland in April 2025 and therefore has stores in 13 countries. Digital ![](data:image/svg+xml;base64,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) | | | --- | | | | Poland 387 stores, 3 DCs and 1 hub | | | | Czech Republic 83 stores | | | | Slovakia 28 stores and 1 DC | | | | Austria 117 stores | | Italy 132 stores, 1 DC | On a weekly basis, an average of 13.6 million customers use the Action app and visit the Action website, providing a multi-channel touchpoint for customers to conduct their research online and then continue their journey with in-store purchases. Action has a comprehensive technology roadmap for the next five years which will act as a key enabler of its growth plans. Partnership In 2024, Action’s support for its charity partners and other donations totalled €2.6 million. Action continues to work with its long-term international partners, SOS Children’s Villages and the Johan Cruyff Foundation. The Action Scholarship Fund provided financial support to 179 Action families in 2024. Sustainability Action made further progress in the implementation of its sustainability programme in 2024. Further information is available in the Sustainability section of this report on pages 50 and 51. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 23 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Action financial metrics Last 12 periods to P12 2024 (2023)First three periods to P3 2025 (2024) | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | Net sales ![](data:image/svg+xml;base64,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) ![9895604650595](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) ![16492674418161](data:image/png;base64,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) | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | --- | | | | 2023 | | | | 2024 | ![](data:image/svg+xml;base64,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) | | | --- | | | | 2024 | | | | 2025 | Operating EBITDA ![](data:image/svg+xml;base64,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) ![16492674418543](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) ![16492674418567](data:image/png;base64,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) | | | --- | | | | 2023 | | | | 2024 | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | --- | | | | 2024 | | | | 2025 | Operating EBITDA margin ![](data:image/svg+xml;base64,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) ![16492674418685](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) ![16492674418709](data:image/png;base64,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) | | | --- | | | | 2023 | | | | 2024 | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | --- | | | | 2024 | | | | 2025 | LFL sales growth ![](data:image/svg+xml;base64,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) ![16492674418791](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) ![16492674418815](data:image/png;base64,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) | | | --- | | | | 2023 | | | | 2024 | | | | --- | | | | 2024 | | | | 2025 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 24 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | Royal Sanders, our other long-term hold asset, is a leading European private label and contract manufacturing producer of personal care products. The business has seven production facilities across Europe and focuses on 10 major consumer product categories. Since our investment in 2018, we have supported Royal Sanders’ successful international expansion strategy, organically and by accessing new markets, with eight bolt-on acquisitions which have contributed strongly to its growth. As a best-in-class operator in its sector, the business is also highly cash generative, returning a total of £231 million in distributions to 3i over the seven-year period. | | Royal Sanders bolt-on activity in FY2025 Royal Sanders completed its acquisitions of Karium and Treaclemoon in the year. Both companies are based in the UK and have a strong strategic fit with Royal Sanders’ existing brands business, enabling it to expand its footprint in the personal care market. Karium is a platform of established brands in the hair care, body care and skin care categories. It serves a broad range of major retailers across the grocery, value and food, drug and mass merchandiser channels. Treaclemoon is a value-for-money personal care brand with a market presence of over 15 years. Its products are sold through major UK retailers as well as through international distributors. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | Case study: Consumer & Private Label | | | | | | | | | Year invested 2018 | | | Location Netherlands | | | | For more information www.[royalsanders.com](https://royalsanders.com/) | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 25 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | Investment and realisation activity | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We maintained a selective and disciplined investment approach, allocating £ 881 million to our existing portfolio companies and £318 million across three new investments. In July 2024, Action raised €2.1 billion through a refinancing event and completed a capital restructuring with a pro-rata share redemption. As a result, 3i received total proceeds of £1,164 million. Alongside several existing LPs in the 2020 Co-Investor Programme, 3i took the opportunity to acquire an additional stake in Action. Including a small subsequent purchase of an existing LP stake later in the year, 3i reinvested £768 million, increasing its gross equity stake from 54.8% to 57.9% . In July 2024, we invested £ 98 million to acquire Constellation, ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | WaterWipes is a global, premium, natural wet wipe brand focused on the baby and child category, with new product innovation in the adult category. It has c.300 employees and is based in Drogheda, Ireland. Its products are sold in over 50 countries, with double-digit growth across both offline and online channels. | | Made from natural ingredients, WaterWipes’ superior- quality wet wipes are globally accredited by skin health and allergy institutions and endorsed by healthcare professionals. This has earned the brand market-leading levels of customer loyalty and advocacy, driving consistent growth for over a decade. WaterWipes is the clear premium-segment leader in the c.€12 billion personal care wet wipes market, which is forecast to grow strongly driven by increased hygiene awareness post-Covid and demand for convenience. 3i will support the company’s growth, including its expansion in the US, Europe and new markets. | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l6T0RRaUlIZHBaSFJvUFNJeE5qRWlJSE4wZVd4bFBTSm1hV3hzT2lCdWIyNWxPeUJtYVd4c0xXOXdZV05wZEhrNklEQTdJajQ4TDNKbFkzUStQQzl6ZG1jKyI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | | --- | --- | | | | | Case study: Consumer & Private Label | | | | | | Year invested 2025 | | | Location Ireland | | | Investment £ 121m | | | | For more information [www.waterwipes.com](https://www.waterwipes.com/uk/en) | a hybrid cloud and cybersecurity managed services provider based in France. In addition to Endexar, which was acquired on closing, Constellation has completed three bolt-on acquisitions since our investment and remains well positioned to be a key consolidator in a fragmented French IT services market. In January 2025, we invested £121 million for the acquisition of WaterWipes, a global, premium, limited ingredient, natural wet wipe brand focused on the baby category, with new product innovation in the adult category. Finally, in February 2025, we completed the £99 million investment in OMS Prüfservice, the largest specialised service provider in testing of electrical systems and equipment for B2B customers in the DACH region. We invested a further £54 million in ten23 health, as we continue to develop the CDMO platform and a further £39 million in Royal Sanders. We also provided £6 million of capital to support Wilson through challenging trading conditions. EBG returned £22 million of funding within 12 months of our investment to support its acquisition of coolback in 2023. Our buy-and-build strategy remains fundamental to the successful delivery of the investment case for many of our portfolio companies. In FY2025, we completed 12 bolt-on acquisitions across six portfolio companies, with only one requiring additional 3i investment. Further details of selected bolt-on acquisitions can be found on pages 24 and 27. We completed two realisations in FY2025, generating total proceeds of £659 million. In July 2024 we completed the sale of nexeye for proceeds of £382 million, achieving a modest profit over its 31 March 2024 valuation. When combined with distributions received during our investment period, this resulted in a sterling money multiple of 2.0x. We also completed the realisation of WP in October 2024, delivering total proceeds of £280 million which, including interest income of £3 million, represented an 18% premium to its 31 March 2024 valuation. Including the £45 million received earlier in our ownership, this resulted in a sterling money multiple of 2.2x. Further details for both of these portfolio companies can be found on page [30](#i54651540d1854c96ac12f3d021b55395_115). In total, in the year to 31 March 2025, our Private Equity team invested £1,177 million (2024: £556 million) and generated total proceeds of £1,827 million (2024: £866 million). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 26 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | Case study: Services & Software | | | | | | Year invested 2024 | | | Location France | | | Investment £ 98m | | | | For more information [www.constellation.fr](https://www.constellation.fr/) | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | Case study: Services & Software | | | | | | Year invested 2025 | | | Location Germany | | | Investment £ 99 m | | | | For more information www.[oms-pruefservice.de](https://oms-pruefservice.de/) | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | Constellation, founded in 2016 and headquartered in Saint-Cloud, France, is an IT managed services provider specialised in hybrid cloud and cyber security, with c.780 employees and a national footprint of 13 agencies. | It supports c.600 mid-sized customers by managing their core IT infrastructure and overseeing cyber security through its Security Operations Centre. The company has consistently delivered double-digit organic growth, driven by a strong value proposition and superior service quality that helps retain and attract new customers. Constellation has completed 23 acquisitions since 2016. Endexar, a provider of SAP managed services, was acquired on closing and since then, three further bolt-ons have completed: ILKI, a cloud architecture specialist; and Feelserv and Armonie, both hybrid cloud managed service providers. The business is well positioned to be a key consolidator in a fragmented IT services French market, and our investment will enable it to further accelerate its growth, both organically and through add-ons. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 27 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | ![](data:image/svg+xml;base64,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) | | | --- | | | | OMS Prüfservice (“OMS”), is the largest specialised service provider in testing electrical systems and equipment for B2B customers in the DACH region. The business has over 900 employees and operates in 43 locations across Germany, Austria and Switzerland. The company tests the electrical safety of portable and fixed equipment in offices and manufacturing facilities, as well as e-mobility infrastructure and photovoltaic systems. Its fully tailored proprietary software platform, INSPEKTRA, enables it to digitalise and automate its testing processes, maximising efficiency and optimising its services to an individual customer level. OMS is well positioned for future growth, due to its geographic footprint, the increasing digitalisation of workplaces and increased outsourcing, due to the demand for skilled technicians. 3i is investing to drive further growth in OMS’s core business, while exploring new opportunities. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | MAIT is a leading provider of innovative and pioneering digital solutions in the DACH region, focusing on software in product lifecycle management, enterprise resource planning as well as managed services and cloud solutions. | Since our investment in 2021, we have supported MAIT in making 13 acquisitions1 that complement its offering in product lifecycle management and enterprise resource planning solutions, including three bolt-on acquisitions in the year, in CAD ’N ORG and ISAP in April 2024, and TFH Technical Services in November 2024. CAD ‘N ORG is a provider of software and consulting services, offering complementary software modules, such as a data validation tool which ensures appropriate data quality. ISAP is a provider of consulting services, established for over 30 years, supporting medium sized manufacturing companies with tailor-made digitalisation strategies. TFH technical services is a Dutch consulting provider specialising in the implementation and use of lifecycle management software solutions. | | | 1 Includes asset deals. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | Case study: Services & Software bolt-on acquisitions | | | | | | Year invested 2021 | | | Location Germany | | | | For more information www.[mait.de](https://mait.de/) | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 28 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | Investments | | | | | | | | | | | Portfolio company | Business description | | Date | Proprietary capital investment £m | | | | | New investment | Constellation | IT managed services provider | | July 2024 | 98 | | | | | | WaterWipes | Global, premium, natural wet wipe brand | | January 2025 | 121 | | | | | | OMS Prüfservice | Specialised service provider for electrical equipment testing | | February 2025 | 99 | | | | | | Total new investment | | | | 318 | | | | | | | | | | | | | | | Reinvestment | Action | General merchandise discount retailer | | Various | 768 | | | | | | Total reinvestment | | | | 768 | | | | | | | | | | | | | | | Other further investment | ten23 health | Biologics focused CDMO | | Various | 54 | | | | | Royal Sanders | Private label and contract manufacturing producer of personal care products | | October 2024 | 39 | | | | | | | | | Other | Various | | Various | 4 | | | | | Total other further investment | | | | 97 | | | | | | | | | | | | | | | Further investment to finance portfolio bolt- on acquisitions | xSuite | tangro: Specialist in inbound document management software | | June 2024 | 5 | | | | | Total further investment to finance portfolio bolt-on acquisitions | | | | 5 | | | | | | | | | | | | | | | Further investment to support portfolio companies | Wilson | Global provider of recruitment process outsourcing and other talent solutions | | Various | 6 | | | | | Other | Various | | Various | 5 | | | | | Total further investment to support portfolio companies | | | | 11 | | | | | | | | | | | | | | | FY2025 Private Equity gross investment | | | | | 1,199 | | | | | Return of investment | European Bakery Group | Industrial bakery group specialised in bake-off bread and snack products | | July 2024 | (22) | | | | | | Total return of investment | | | | (22) | | | | | | | | | | | | | | | FY2025 Private Equity net investment | | | | | 1,177 | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 29 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | Investments continued | | | | | | | | | | Portfolio company | Name of acquisition | Business description of bolt-on investment | Date | | | | | Private Equity portfolio bolt-on acquisitions funded from the portfolio company balance sheets | MAIT | CAD 'N ORG | Provider of software and consulting services | April 2024 | | | | | MAIT | ISAP | Provider of consulting services | April 2024 | | | | | Royal Sanders | Karium | Platform of established brands across the hair care, body care and skin care categories | June 2024 | | | | | AES | Condition Monitoring Services | Reliability service provider | August 2024 | | | | | Constellation | ILKI | Cloud architecture specialist | October 2024 | | | | | | AES | PSS Marine Seal | Manufacturer of advanced sealing solutions tailored for the marine industry | October 2024 | | | | | | Evernex | Ultra Support | UK-based third-party maintenance provider | November 2024 | | | | | | MAIT | TFH Technical Services | Consulting provider specialising in the implementation and use of product lifecycle management software solutions | November 2024 | | | | | | Constellation | Feelserv | Hybrid cloud managed services | January 2025 | | | | | | Constellation | Armonie | Hybrid cloud managed services | February 2025 | | | | | | Royal Sanders | Treaclemoon | Value-for-money personal care brand | February 2025 | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Realisations | | | | | | | | | | | | | Investment | Country | Calendar year first invested | 3i realised proceeds £m | Profit in the year1 £m | Profit over opening value2 % | Money multiple3 | IRR | | | | | | Full realisations | | | | | | | | | | | | | nexeye | Netherlands | 2017 | 382 | 10 | 3% | 2.0x | 10% | | | | | | WP | Netherlands | 2015 | 277 | 42 | 18% | 2.2x | 9% | | | | | | Total realisations | | | 659 | 52 | | | | | | | | | | | | | | | | | | | | | | Refinancing | | | | | | | | | | | | | Action | Netherlands | 2011 | 1,164 | – | –% | n/a | n/a | | | | | | Other realisations | | | | | | | | | | | | | Other | n/a | n/a | 4 | (2) | n/a | n/a | n/a | | | | | | Total Private Equity realisations | | | 1,827 | 50 | | | | | | | | | | | | | | | | | | | 1 Cash proceeds realised in the period less opening value. 2 Profit in the year over opening value. 3 Cash proceeds over cash invested. Money multiples are quoted on a GBP basis. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 30 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | ![](data:image/svg+xml;base64,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) | | | --- | | | | nexeye is a European value for-money optical retail platform, operating under the Hans Anders, eyes+more and Direkt Optik labels. We invested £205 million in the business throughout our ownership. It is headquartered in Gorinchem, the Netherlands, with c.3,500 employees and c.720 stores in the Netherlands, Belgium, Germany, Austria and Sweden. During our investment, nexeye transformed from a local optical discounter to the value-for-money leader in the North-West European optical retail market. In 2019, it acquired eyes+more, which added Germany as a key growth market. Since the acquisition, nexeye more than doubled eyes+more’s store footprint in Germany. nexeye invested in new stores, refurbished the existing network, strengthened the management team and transformed its digital infrastructure to a best-in-class setup. Under 3i ownership, nexeye shifted its business model towards digitally generated appointments, accelerated its digital marketing and CRM capabilities and drove store productivity through digital planning. As a result, sales and EBITDA doubled under our ownership. In July 2024, we completed the sale of nexeye, returning proceeds of £382 million, which, combined with distributions received during our ownership, resulted in a sterling money multiple of 2.0x. | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l6TXpZaUlIZHBaSFJvUFNJeE5qUWlJSE4wZVd4bFBTSm1hV3hzT2lCdWIyNWxPeUJtYVd4c0xXOXdZV05wZEhrNklEQTdJajQ4TDNKbFkzUStQQzl6ZG1jKyI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | | --- | --- | | | | | | | | Case study: Consumer & Private Label | | | | | | Realisation in July 2024 | | | Net proceeds received £382m | | | Sterling money multiple (Total cash return over cost) 2.0x | | | | For more information www.[nexeye.com](https://nexeye.com/) | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l6TXpZaUlIZHBaSFJvUFNJeU1EWWlJSE4wZVd4bFBTSm1hV3hzT2lCdWIyNWxPeUJtYVd4c0xXOXdZV05wZEhrNklEQTdJajQ4TDNKbFkzUStQQzl6ZG1jKyI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | | --- | --- | | | | | | | | Case study: Industrial | | | | | | Realisation in October 2024 | | | Net proceeds received1 £280m | | | Sterling money multiple (Total cash return over cost) 2.2x | | | | For more information www.[WP.com](https://silgandispensing.com/) | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | WP is a leading provider of innovative plastic packaging solutions, with over 4,000 employees and 23 facilities in 15 countries. The company supplies the world’s leading A-brands and private label players. We invested £147 million in WP, supporting its international growth strategy through expansion into new product categories and strengthened its position in its existing segments. WP also completed four bolt-on acquisitions during our period of ownership, significantly reinforcing its presence in Latin America and Europe, and delivered consistent growth, almost doubling its EBITDA. In October 2024, we sold our investment in WP at an 18% profit over 31 March 2024 value, generating proceeds of £280 million1 which, combined with the £45 million of proceeds received during the period of our ownership, resulted in a sterling money multiple of 2.2x. 1 Including interest income of £3 million. An additional £8 million of deferred consideration was received post year-end in April 2025. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 31 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | Long-term hold portfolio companies: ![](data:image/svg+xml;base64,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) ![17042430231650](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) ![17042430231545](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAYAAAAAoCAYAAAD3/y2IAAAAIGNIUk0AAHomAACAhAAA+gAAAIDoAAB1MAAA6mAAADqYAAAXcJy6UTwAAAAEZ0FNQQAAsY58+1GTAAAAAXNSR0IArs4c6QAAAAZiS0dEAP8A/wD/oL2nkwAAAAlwSFlzAAAOxAAADsQBlSsOGwAAAJ5JREFUeNrt2rEJgDAQBdBEBLewcRxXsHcDW+MUVs6qG2gTIZr3BjiOH47fJAQAAAAAAAAAAAAAAAAAAAAAAAAAAAAAXhRzD+yXYxUr3Nvnqci9xqHbvE492vwjzyRWeDqTYjdTABVpRACgAABQAAAoAAAUAAAKAICPe+EbaExihaczEQEAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAMAfXfv6B5eyY3ejAAAAAElFTkSuQmCC) ![](data:image/svg+xml;base64,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) 1 One portfolio company has been excluded due to commercial sensitivity. 2 Net of a negative movement in multiple. | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Action and Royal Sanders As detailed in the Chief Executive’s statement and in the Action case ![](data:image/svg+xml;base64,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) | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | Chart 1: Largest value growth increases and decreases (>£20m)1 | | | | | | | | | | Portfolio company | Value growth (excl FX) | Value at 31 March 2025 | Driver of value increase | | Portfolio company | Value decline (excl FX) | Value at 31 March 2025 | Driver of value decline | | Action | £4,324m | £17,831m | | | Wilson | £88m | £39m | | | Royal Sanders | £256m | £865m | | | | | | | | Audley Travel | £84m | £276m | | | | | | | | Tato | £47m | £382m | | | | | | | | Cirtec Medical | £41m | £614m | | | | | | | | EBG | £37m | £278m | | | | | | | | Q Holding2 | £25m | £172m | | | | | | | | xSuite | £21m | £122m | | | | | | | ![](data:image/svg+xml;base64,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) | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | l | Performance | l | Multiple | | | study, Action delivered another year of very strong performance and we reflected this in our valuation of Action at 31 March 2025 . At 31 March 2025 , Action was valued using its LTM run-rate EBITDA to the end of P3 2025 of €2,328 million, which includes the usual adjustment to reflect stores opened in the last 12 months. | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | Action run-rate adjustment Action achieves significant growth in its first years of opening stores. Since 2013, we have included a run-rate adjustment in the calculation of Action’s valuation earnings. This adjustment is to ensure we reflect the full-year profitability for each new store opened in the year. Action’s performance and growth since the inclusion of this adjustment continue to validate this rationale. We apply our valuation multiple to an LTM earnings number adjusted as set out above, to ensure the growth embedded in new stores opened in the year is captured. | | | | | | | | | | | | Action continues to outperform the peers we use to benchmark its performance across its most important KPIs, supporting our valuation multiple of 18.5x net of the liquidity discount (31 March 2024: 18.5x). Action ended P3 2025 with cash of €347 million and a net debt to run-rate earnings ratio of 2.7x, after paying two dividend distributions in FY2025, of which 3i received £433 million. At 31 March 2025, the valuation of our 57.9% stake in Action was £17,831 million (31 March 2024: 54.8%, £14,158 million) and we recognised unrealised profits from Action of £4,324 million (March 2024: £3,609 million) as shown in Table 2. Royal Sanders, a leading European private label and contract manufacturing producer of personal care products, was the largest contributor to our Private Equity performance growth in FY2025, excluding Action. The company delivered strong organic growth across its customers in 2024. Royal Sanders has been a driving force in consolidating a highly fragmented industry, successfully executing eight bolt-on acquisitions since our investment, including the acquisitions of Karium and Treaclemoon in FY2025. The bolt-on acquisitions have outperformed their initial investment cases and the business has a strong pipeline of other targets. An overview of the key drivers of the value movement for our long- term hold assets and a number of our other portfolio companies, can be seen in Chart 1. Consumer and private label portfolio companies EBG saw solid trading across all three of its platforms (Dutch Bakery, coolback, Panelto) in 2024, demonstrating its resilience amongst an unfavourable input pricing environment and pressure on wage inflation. MPM saw good top-line growth in 2024, driven primarily by increased volumes across its key markets. The US, its largest market, continues to see strong sales development and there is significant headroom to scale it further, including through the online channel. While US tariffs have the potential to introduce some volatility across the whole premium wet cat food category, management has a robust strategy to navigate the situation. Audley Travel’s reputable brand and customer loyalty continued to support its strong performance in 2024. Whilst the business has good coverage on bookings into 2025, we remain cautious on the outlook for its US market, following the heightened uncertainty in US policy and impact on US travel sentiment. Mepal saw good commercial performance in 2024, with volume growth across its retail partners and its e-commerce offering. Luqom continues to make an encouraging recovery and gained market share in 2024. The business saw top-line growth across all of its regions with particularly impressive performance from Southern and Eastern Europe, supported by nine new local webshops. BoConcept continues to operate in a challenging consumer market. Performance in 2024 was softer, as a result of lower footfall in stores and net store closures. Recent order intake has been more positive. In February 2025, we passed our holding in YDEON to Tikehau Capital for no proceeds. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 32 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | Healthcare portfolio companies | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Our healthcare portfolio saw good commercial momentum in 2024. Cirtec Medical delivered strong performance across the majority of its core sites in 2024, driven by elevated demand from its key customers. The business won a number of attractive programmes in 2024, which have the potential to be significant revenue contributors in the near to medium term. SaniSure saw demand patterns normalise for the majority of its business lines through the second half of 2024, as the bioprocessing market stabilised following a period of prolonged destocking after the pandemic. Over the last two years, the business has made significant investment in long-term initiatives and operational excellence that is already delivering good momentum. ten23 health continued to make good progress. Its Basel site continues to develop well, with a number of new programmes signed from new and existing customers. Its existing Visp site is expected to achieve 100% utilisation in 2025, following a facility remediation at the end of 2024, which will facilitate the fulfilment of its strong order book. Q Medical Devices (Q Holding) performed well in 2024, with good demand from most of its customers across its business units. Industrial portfolio companies Our industrial portfolio delivered good overall performance in the year. Tato saw good volume growth and improved margin performance in 2024, despite operating in a market that is showing relatively muted demand and a tougher regulatory and competitor dynamic. Tato’s cash conversion remained strong and we received £13 million of dividends in FY2025. AES produced another good result in 2024, as end-market conditions improved and the business continued to make gains on larger competitors in its sector. The business also completed two bolt-on acquisitions in FY2025, strengthening its offering in North America. Cash generation remained strong, and we recorded dividends of £4 million from the business in FY2025. Dynatect delivered stable performance in the year, despite delays in the ramp-up of a key contract. Services and software portfolio companies The global third-party IT equipment maintenance market was weaker in 2024, largely as a result of a dip in acquired new equipment in 2020-21, which is then typically serviced three to four years post- acquisition. Operating in this market, Evernex saw positive performance in 2024 and the business completed the acquisition of Ultra Support, a pure third-party maintenance player for data centres, servers and networking equipment in the UK. MAIT’s buy- and-build strategy continued in 2024, with the business completing a further three bolt-on acquisitions at accretive multiples. The business maintained a good level of overall performance, despite weaker market demand across IT solutions. xSuite had a good 2024, characterised by annualised software bookings growth, and we have reflected its progress towards a SaaS model via its valuation multiple. Its recent acquisition of tangro is already delivering a positive contribution. The recruitment market has experienced a very challenging two years. More recent geopolitical uncertainty has pushed out expectations of a near-term market recovery. Operating in this environment has proved challenging. As a result, Wilson has seen significant pressure on its top line and overall profitability. Whilst it continues to generate new wins, it has undertaken a number of operational initiatives and efficiencies to ensure the business is well positioned to ramp up quickly when the wider market rebounds. We have reflected the challenges Wilson has experienced through our valuation, resulting in a total unrealised value reduction of £88 million for FY2025. During the year, arrivia and Redweek legally separated, and we retained our stake in Redweek. arrivia is no longer part of the 3i portfolio. Overall, 97% of the portfolio by value grew LTM adjusted earnings in the year (31 March 2024: 93%). Chart 2 on page [33](#i54651540d1854c96ac12f3d021b55395_127) shows the earnings growth of our top 20 Private Equity investments. Excluding Action, the Private Equity portfolio valued on an earnings basis generated £642 million ( 2024: £689 million) of value growth from performance increases, offsetting £138 million of performance decreases (2024: £368 million). Table 2: Unrealised profits on the revaluation of Private Equity investments1 in the year to 31 March | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Earnings based valuations | | | | Action performance | 4,324 | 3,609 | | Performance increases (excluding Action) | 642 | 689 | | Performance decreases (excluding Action) | (138) | (368) | | Multiple increases | 30 | 68 | | Multiple decreases | (30) | (107) | | Other bases | | | | Discounted cash flow | (19) | (13) | | Other movements on unquoted investments2 | – | 46 | | Quoted portfolio | (6) | (50) | | Total | 4,803 | 3,874 | 1 Further information on our valuation methodology, including definitions and rationale, is included in the Portfolio valuation – an explanation section. 2 Includes value movements for ten23 valued on the Sum of the parts basis. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 33 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | Leverage | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Our Private Equity portfolio is funded with all-senior debt structures, with long-dated maturity profiles. As at 31 March 2025, 91% of portfolio company debt was repayable from 2028 to 2032 . Average leverage across the portfolio was 2.9 x (31 March 2024: 2.7 x). Excluding Action, leverage across the portfolio was 3.5x (31 March 2024: 3.9x). Chart 3 shows the ratio of net debt to adjusted earnings by portfolio value. Multiple movements When selecting multiples to value our portfolio companies, we take a long-term, through-the-cycle approach and consider a number of factors including recent performance, outlook and bolt-on activity, comparable recent market transactions and exit plans, and the performance of quoted comparable companies. At each reporting date, our valuation multiples are considered as part of a robust valuation process, which includes independent challenge throughout, including from our external auditor, culminating in the quarterly Valuations Committee of the Board. Global markets saw a strong rally in 2024, as inflation stabilised and central banks began easing interest rates. However, the start of 2025 has been marked by increased volatility, driven by geopolitical uncertainty and shifting trade policies. Against this backdrop, we have remained cautious in considering the valuation multiples we use for our portfolio companies. We increased the multiple for two of our portfolio companies in the year to reflect their performance against their respective investment cases and adjusted four multiples downwards, largely to reflect trading and the dynamics of their respective end-markets. In total, we recognised a net nil unrealised value movement from multiple movements in the year (March 2024: £39 million loss). At 31 March 2025, our current weighted average post-discount multiple (excluding Action) was 13.4x (31 March 2024: 13.0x). We have made no changes to our approach to the valuation of Action. Action’s performance and KPIs continue to compare favourably to its peer group’s, which consists of North American and European value- for-money retailers. This supports our post-discount valuation multiple of 18.5x, which is unchanged from the prior year. We take comfort from the fact that Action’s continued growth meant that its valuation at 31 March 2024 translated to only 14.7x (post-discount) the run-rate EBITDA achieved one year later. Based on the valuation at 31 March 2025, a 1.0x movement in Action’s post-discount multiple would increase or decrease the valuation of 3i’s investment by £1,129 million. Chart 2: Portfolio earnings growth of the top 20 Private Equity1 investments | | | --- | | | | 3i value at 31 March 2025 (£m) | ![2792](data:image/png;base64,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) | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | 2 | 9 | 2 | 3 | 4 | | | | <0% | 0-9% | 10-19% | 20-29% | ≥30% | | | | Number of companies | | | | | | | 1 Includes top 20 Private Equity companies by value excluding ten23 health. This represents 97% of the Private Equity portfolio by value ( 31 March 2024 : 96% ). Last 12 months’ adjusted earnings to 31 December 2024 and Action based on LTM run-rate earnings to the end of P3 2025. | | | | | | | Chart 3: Ratio of net debt to adjusted earnings1 | | | --- | | | | 3i value at 31 March 2025 (£m) | ![2850](data:image/png;base64,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) | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | 1 | | 3 | | 6 | | 5 | | 1 | | 3 | | 2 | | < 1x | | 1-2x | | 2-3x | | 3-4x | | 4-5x | | 5-6x | | >6x | | | | Number of companies | | | | | | | | | | | | 1 This represents 93% of the Private Equity portfolio by value (31 March 2024: 91% ). Quoted holdings, ten23 health and companies with net cash are excluded from the calculation. Net debt and adjusted earnings at 31 December 2024 and Action based on LTM run-rate earnings to the end of P3 2025 . | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 34 | | | | | | | | --- | --- | | | | | | | | Business review | | | Private Equity continued | | Quoted portfolio | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Basic-Fit is the only quoted investment in our Private Equity portfolio. In 2024 , Basic-Fit’s memberships increased by 12% year-on-year and it added 173 clubs to its network. Our remaining 5.7% stake in Basic-Fit was valued at £ 60 million at 31 March 2025 (31 March 2024 : £ 67 million), f ollowing an 8.8% decrease in its share price to €18.86 (31 March 2024: €20.68). Sum of the parts At 31 March 2025, ten23 health was valued on a sum of the parts basis, using a discounted cash flow (“DCF”) methodology for its operating lines. We continued to invest in the platform during the year and the business is making good progress across each of its operating lines. Assets under management The assets under management of the Private Equity portfolio, including third-party capital, increased to £31.9 billion ( 31 March 2024: £27.5 billion), primarily due to unrealised value movements in the year. Table 3: Private Equity assets by sector as at 31 March 2025 | | | | | --- | --- | --- | | | | | | Sector | Number of companies | 3i carrying value 2025 £m | | Action (Consumer) | 1 | 17,831 | | Consumer & Private Label | 12 | 2,498 | | Healthcare | 4 | 1,361 | | Industrial | 5 | 915 | | Services & Software | 14 | 953 | | Total | 36 | 23,558 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 35 | | | | | | | | --- | --- | | | | | | | | Business review | | | Infrastructure | | | | | | --- | --- | | | | | At a glance | | | Gross investment return £ 52m or 3% ( 2024: £ 99 m or 7 %) | | | | | | AUM £ 6.3 bn (2024 : £ 6.7 bn) | | | | | | Cash income £ 106 m ( 2024: £ 113 m) | | | | | --- | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We manage funds investing principally in mid-market economic infrastructure in Europe and North America. Infrastructure is a defensive asset class that provides a good source of income and fund management fees for the Group as well as long-term capital gains. Our Infrastructure portfolio generated a GIR of £ 52 million, or 3% on the opening portfolio value ( 2024 : £ 99 million, 7%). This performance was principally driven by a good level of dividend and interest income alongside value growth from our infrastructure funds, which more than offset the subdued share price performance of our quoted stake in 3iN. 3iN's underlying portfolio continues to deliver good performance, and 3iN completed a significant realisation in the year, achieving an impressive money multiple of 3.6x, reaffirming the strong market demand for high-quality infrastructure assets. In addition, 3iN successfully executed two significant refinancings which returned cash proceeds and completed two strategic further investments and a syndication within its portfolio companies. Our North American Infrastructure Fund (“NAIF”) continued to advance its buy-and-build strategy, with two portfolio companies completing three acquisitions, further enhancing their growth trajectory and operational scale. Table 4: Gross investment return for the year to 31 March | | | | | --- | --- | --- | | | | | | Investment basis | 2025 £m | 2024 £m | | Realised profits / (losses) over value on the disposal of investments | 1 | (4) | | Unrealised profits on the revaluation of investments | 17 | 72 | | Dividends | 37 | 35 | | Interest income from investment portfolio | 12 | 11 | | Fees payable | (4) | (6) | | Foreign exchange on investments | (11) | (9) | | Gross investment return | 52 | 99 | | Gross investment return as a % of opening portfolio value | 3% | 7% | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 36 | | | | | | | | --- | --- | | | | | | | | Business review | | | Infrastructure continued | | Fund management | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3iN 3iN generated a total return on opening NAV of 10.1% for the year to 31 March 2025, ahead of its total return target of 8% to 10% per annum, and delivered its dividend target of 12.65 pence per share, a 6.3% increase on last year. This result was driven by good performance and momentum across the majority of 3iN’s portfolio companies, as the portfolio continues to benefit from long-term growth drivers. TCR saw further strong performance in 2024, with higher rental ![](data:image/svg+xml;base64,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) | | | --- | | | | Regional Rail acquired Cincinnati Eastern Railroad in July 2024, adding 70 miles of track in Ohio. The railroad provides freight hauling and storage services to customers across a variety of end markets, including aggregates, food & agriculture, and paper products, and is poised to benefit from continued industrial development in the region. The acquisition further expands Regional Rail’s Midwest US presence and diversifies its customer and commodity exposures. Regional Rail has grown from three railroads in the Northeast US to 16 operations across North America. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | Case study: Bolt-on acquisition | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | For more information www.[regional-rail.com](https://regional-rail.com/) | volumes across its ground support equipment. The business increased its global footprint with 22 more airports and has significant white space ahead of it. In February 2025, TCR closed a refinancing, returning a £60 million distribution to 3iN. Tampnet’s North Sea and Gulf of Mexico fibre operations performed well. It continues to win new contracts, including the first fibre-backed contract in the Mexican deepwater. Utilisation rates were good across ESVAGT’s fleet of service operation vessels and the business is well positioned in its sector and markets to capitalise on the positive trajectory in the offshore wind market in Europe and more recently in South Korea. Oystercatcher, the holding company for the stake in Advario Singapore, successfully completed a debt raise in the year, enabling a distribution to 3iN of £108 million. DNS:NET is seeing improved performance in its fibre rollout, albeit we remain cautious on the outlook for the sector. In January 2025, 3iN completed an investment of €24 million in the business to continue to fund the fibre roll-out. Infinis delivered a strong result as it saw higher than expected levels of exported power from its captured landfill methane business. Other notable contributors include Future Biogas and FLAG (formerly Global Cloud Xchange). The portfolio has a small number of portfolio companies experiencing softer trading. SRL experienced a downturn in activity in 2024, as a result of reduced UK local authority capital expenditure. Whilst the market remains challenging, the overall outlook into the second half of 2025 is improving. Ionisos also performed below our expectations, due to volume weakness in the German construction industry. In January 2025, 3iN completed the realisation of its 33% stake in Valorem for net proceeds of €310 million, generating a 21% gross annual IRR and a 3.6x gross money multiple. 3iN also completed two transactions with Future Biogas; in August 2024, Future Biogas acquired majority control in a portfolio of six anaerobic digestion facilities for £68 million, of which £30 million was funded by 3iN. In September 2024, 3iN syndicated 23% of its stake in Future Biogas for proceeds of £30 million, at a 15% uplift to 31 March 2024 value. As investment manager to 3iN, in FY2025, we recognised a management and support services fee of £51 million (2024: £51 million) and a NAV-based performance fee of £29 million (2024: £41 million). This performance fee comprised a third of the potential performance fee for each of FY2025, FY2024 and FY2023, after the performance hurdle was met in each year. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 37 | | | | | | | | --- | --- | | | | | | | | Business review | | | Infrastructure continued | | North American Infrastructure Fund (“NAIF”) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The NAIF delivered resilient performance and saw a good level of bolt-on activity in FY2025. Regional Rail generated growth organically, by transporting increased product volumes, and through continued bolt-on activity. The acquisition of Cincinnati Eastern Railroad during the year added 70 miles of track in Ohio. Regional Rail also completed the buyout of a minority stake in its Canadian rail operations. EC Waste performed well across its transfer station and landfill segments. Amwaste saw mixed trading in the year. The business completed two bolt-on acquisitions including C&C Sanitation and Waste Away Environmental, furthering both collection and post-collection services in Southeast United States. In February 2025, the NAIF completed the sale of its minority stake in Shared Tower. Assets under management Infrastructure AUM decreased to £6.3 billion (31 March 2024: £6.7 billion), reflecting the sale of our European Operational Projects Fund capability in May 2024, and the decrease in the share price of 3iN. This was partially offset by good performance across NAIF and 3i Managed Infrastructure Acquisitions Fund (“3i MIA”). We generated fee income of £61 million from our Infrastructure fund management activities in the period (2024: £68 million). 3i’s proprietary capital infrastructure portfolio The Group’s proprietary capital infrastructure portfolio consists of its 29% quoted stake in 3iN, its investment in Smarte Carte and direct stakes in other managed funds. Quoted stake in 3iN At 31 March 2025, our 29% stake in 3iN was valued at £856 million (31 March 2024: £879 million), as its share price decreased by 3% year on year to 318 pence (31 March 2024: 327 pence). As a result, we recognised an unrealised value loss of £23 million (2024: unrealised profit of £38 million). This was offset by £33 million of dividend income in FY2025 (2024: £31 million). North American Infrastructure proprietary capital Smarte Carte delivered strong performance in 2024, supported by steady US domestic and international passenger traffic. Its carts business outperformed the prior year, driven by the successful execution of a new long-term contract at London’s Heathrow Airport and continued benefits from improved pricing economics that Smarte Carte shares with its airport partners. Additionally, Smarte Carte made significant progress in expanding its international footprint and advancing various business development initiatives. This includes the successful rollout of 450 new United States Postal Service lockers and securing several ancillary service wins across its international locations. At 31 March 2025, Smarte Carte was valued at £308 million on a DCF basis (31 March 2024: £306 million). We also received cash interest income of £6 million in the year from the business. Table 5: Assets under management as at 31 March 2025 | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Fund/strategy | Close date | Fund size | 3i commitment/ share | Remaining 3i commitment | % invested2 at 31 March 2025 | AUM3 £m | Fee income earned in 2025 £m | | 3iN1 | Mar-07 | n/a | £856m | n/a | n/a | 2,933 | 51 | | 3i MIA | Jun-17 | £698m | £35m | £5m | 87% | 1,733 | 4 | | 3i managed accounts | various | n/a | n/a | n/a | n/a | 776 | 4 | | North American Infrastructure Fund | Dec-234 | US$744m | US$300m | US$73m | 77% | 561 | 2 | | Smarte Carte | Nov-17 | n/a | n/a | n/a | n/a | 308 | – | | Total | | | | | | 6,311 | 61 | 1 AUM based on the share price at 31 March 2025. 2 % invested is the capital deployed into investments against the total Fund commitment. 3 We retained a proprietary stake in Alba EOPF (formerly 3i EOPF), following the sale of our operational projects infrastructure fund capability in May 2024. It has been excluded from the table above. 4 First close completed in March 2022. Final close completed in December 2023. Table 6: Infrastructure portfolio movement for the year to 31 March 2025 | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Investment | Valuation | Opening value at 1 April 2024 £m | Investment £m | Disposals at opening book value £m | Unrealised profit/(loss) £m | Other movements 1 £m | Closing value at 31 March 2025 £m | | 3iN | Quoted | 879 | – | – | (23) | – | 856 | | Smarte Carte | DCF | 306 | – | – | 5 | (3) | 308 | | North American Infrastructure Fund2 | DCF | 199 | 3 | (9) | 18 | (4) | 207 | | 3i MIA | Fund | 71 | – | – | 17 | – | 88 | | Alba EOPF | Fund | 33 | 1 | – | – | (1) | 33 | | Total | | 1,488 | 4 | (9) | 17 | (8) | 1,492 | 1 Other movements include foreign exchange. 2 Includes Regional Rail, EC Waste, Amwaste. Shared Tower was divested in the year. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 38 | | | | | | | | --- | --- | | | | | | | | Business review | | | Scandlines | | | | | | --- | --- | | | | | At a glance | | | Gross investment return £46m or 9% (2024: £10m or 2%) | | | | | | Dividend income £22m (2024: £25m) | | | | | --- | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We first invested in Scandlines in 2007, increasing our stake in 2013, before realising our holding in 2018, returning £835 million of proceeds at a money multiple of 7.7x. We subsequently reinvested £529 million in a 35% stake in Scandlines in 2018. Since our reinvestment, Scandlines has returned total cash proceeds of £232 million, 44% of our reinvestment, and is held on a longer-term basis to generate capital and income returns. Performance Scandlines performed resiliently in FY2025, generating a GIR of £ 46  million, or  9% of opening portfolio value (2024: £ 10  million, 2% ). Leisure revenues performed strongly, achieving record levels over the peak summer period. Freight volumes were softer due to a weak macro-economic environment in Germany and Scandinavia, whilst reduced consumer purchasing power in Sweden negatively impacted one-day shopping volumes. The business continues to be cash generative, resulting in the receipt of £ 22 million of dividend income in FY2025 ( 2024: £ 25 million). Scandlines is making good progress with its sustainability agenda. For further details, see page 47. We continue to value Scandlines on a DCF basis, with a value of £529 million at 31 March 2025 (31 March 2024: £519 million). Foreign exchange We hedge the balance sheet value of our investment in Scandlines. We recognised a £10 million loss on foreign exchange translation (2024: loss of £15 million), offset by a £15 million fair value gain (2024: gain of £20 million) from derivatives in our hedging programme. Table 7: Gross investment return for the year to 31 March | | | | | --- | --- | --- | | | | | | Investment basis | 2025 £m | 2024 £m | | Unrealised profits/ (losses) on the revaluation of investments | 19 | (20) | | Dividends | 22 | 25 | | Foreign exchange on investments | (10) | (15) | | Movement in fair value of derivatives | 15 | 20 | | Gross investment return | 46 | 10 | | Gross investment return as a % of opening portfolio value | 9% | 2% | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 39 | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | What’s in this section | | | | | | | | A responsible approach | [40](#i54651540d1854c96ac12f3d021b55395_151) | | | 1. Invest responsibly | [42](#i54651540d1854c96ac12f3d021b55395_157) | | | 2. Recruit and develop a diverse pool of talent | [52](#i54651540d1854c96ac12f3d021b55395_193) | | | 3. Act as a good corporate citizen | [56](#i54651540d1854c96ac12f3d021b55395_196) | | | [Our TCFD disclosures](#i54651540d1854c96ac12f3d021b55395_202) | [58](#i54651540d1854c96ac12f3d021b55395_202) | | | | | | | | | | | | | --- | | | | Sustainability | | | | | --- | --- | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 40 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | A responsible approach | | We aim to generate attractive returns | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | across the cycle by behaving responsibly as an investor, an employer and a corporate citizen. We employed only 223 people at 31 March 2025, and therefore our direct impact on the environment and other sustainability issues is limited. With assets under management of £38.7 billion, our impact on the environment and society is determined principally by our portfolio. We have a long-term, responsible approach to investment and aim to compound value through thoughtful origination, disciplined investment and active portfolio management, considering the consequences of our actions on stakeholders. This practice is built on our values, strong governance and robust processes, both at 3i itself and at its portfolio companies. This commitment has enabled us to build trust with our shareholders, co-investors and portfolio companies, and to recruit and develop employees who share our values and ambitions. Our reporting We have chosen to report in accordance with the Global Reporting Initiative (“GRI”) and Sustainability Accounting Standards Board (“SASB”) standards. Please refer to our website for the GRI content index and SASB disclosures. We also provide additional disclosures across a number of areas in our data appendix and in the summaries of relevant policies that are available on our website. Governance and resources The Board of Directors is responsible for the oversight of the Group’s sustainability strategy, approach and policies, including the Responsible Investment policy. It delegates day-to-day accountability for sustainability to the executive management and, in particular, the Chief Executive. The Chief Executive has established a number of committees that support him in overseeing and monitoring policies and procedures and that address issues if they arise. This includes a Sustainability Committee, which assists and advises the Chief Executive, directly and through the Investment and Group Risk Committees, on relevant sustainability risks and matters, including developing and proposing the Group’s approach to managing sustainability. It also coordinates the Group’s various sustainability activities, including the management of sustainability risks and opportunities across the portfolio. We have several dedicated sustainability professionals, both at Group level, with a focus on the Group’s overall sustainability strategy, objectives and reporting, and embedded within each of our Private Equity and Infrastructure investment teams, with a focus on the assessment and management of sustainability-related risks and opportunities within existing and potential portfolio companies. External benchmarking We believe that it is important to evidence our commitment to operating sustainably. We therefore provide a wealth of relevant information to shareholders and other interested stakeholders. We also engage with multiple rating providers that assess our sustainability performance based on their own methodologies. The summary of our ratings is available on our website. We have been signatories of the UN Principles of Responsible Investment since 2011. | | | | --- | --- | | | | | | Page [101](#i54651540d1854c96ac12f3d021b55395_289) Governance framework | | | GRI, SASB, Data appendix and summaries of sustainability policies [www.3i.com/sustainability](https://www.3i.com/sustainability/) | | | Further information on external ratings [www.3i.com/sustainability](https://www.3i.com/sustainability/) | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 41 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | A responsible approach continued | | Our sustainability strategy is defined by three key priorities: | | | | --- | --- | | | | | | Pages [42](#i54651540d1854c96ac12f3d021b55395_157)-51 | | | | | --- | --- | | | | | | Pages [52](#i54651540d1854c96ac12f3d021b55395_193)-55 | | | | | --- | --- | | | | | | Pages [56](#i54651540d1854c96ac12f3d021b55395_196)-57 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | | | | | | | | 1 | | | | | Invest responsibly | We give due consideration to the sustainability profile of portfolio companies before investing and throughout the holding period. We use our influence with our portfolio companies to ensure that they consider their environmental and social impacts and dependencies and, where relevant, devise strategies to address them. | | | | | | | | 2 | | | | | | | | | Recruit and develop a diverse pool of talent | Recruiting, retaining and developing our talent is a priority. We value diversity and believe that a variety of perspectives enhances our decision making. | | | | | | | | 3 | | | | | | | | | Act as a good corporate citizen | We embed responsible business practices throughout our organisation, by promoting our values and culture. | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 42 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | | | 1 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Invest responsibly We believe that a responsible approach to investment aligns with our values and supports the delivery of attractive returns from our portfolio over the long term. We have majority or significant minority holdings in our core portfolio companies and are represented on their boards. We exercise our influence to ensure that they consider their material environmental and social impacts and dependencies and, where relevant, support them in developing plans to mitigate sustainability risks and invest in value creation opportunities that may arise. Our investment approach is based on four pillars: • Permanent capital and long-term stewardship • Careful portfolio construction • Active asset management • Thematic origination | | | | --- | --- | | | | | | Page [14](#i54651540d1854c96ac12f3d021b55395_52) | The Sustainability Committee reviews how sustainability-related risks and opportunities are assessed throughout our investment and portfolio management activities and develops and recommends changes to our processes and to our Responsible Investment (“RI”) policy, to ensure that they remain aligned with emerging best practice, evolving stakeholder expectations and recent and upcoming sustainability regulations across our markets. Our Responsible Investment policy Our RI policy sets out the types of businesses in which 3i will not invest, as well as minimum requirements in relation to sustainability matters, which we look for new portfolio companies to either meet or commit to meeting over a reasonable time period. We screen all investments against the RI policy, irrespective of their country or sector. We monitor compliance with, and progress towards meeting, 3i’s expectations on a regular basis. 3i’s expectations as set out in the RI policy are to invest in businesses which are committed to: Good governance Implementing a strong corporate governance and risk management culture and complying in form and substance with established best practice in corporate governance, which is appropriate to the relative size and complexity of the relevant business and the markets in which it operates. Business integrity Upholding high standards of business integrity, avoiding corruption in all its forms and complying with applicable anti-bribery, anti-fraud, anti-money laundering and data protection laws and regulations. The environment A cautious and responsible approach to managing the environmental aspects of their business operations (and those of their supply chain) by making efficient use of natural resources and mitigating environmental risks and damage. Fair and safe working conditions Respecting the human rights of their workers and of the people working in their supply chain, maintaining safe and healthy working conditions for their employees, contractors and the people working in their supply chain, treating their employees fairly, upholding the right to freedom of association and collective bargaining, treating their customers fairly and respecting the health, safety and wellbeing of those affected by their business activities. Our RI policy is reviewed regularly to ensure that it is aligned with 3i’s strategic priorities and industry standards. | | | | --- | --- | | | | | | A summary of our Responsible Investment policy www.3i.com/sustainability/responsible-investment | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 43 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | Assessment and management of sustainability factors in our investment and portfolio management processes | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The active management of sustainability risks and opportunities is integral to our investment, portfolio management and value creation processes. We embed an assessment of the long-term sustainability profile of existing and new investments in our processes. Once invested, we support companies as they develop strategies and respond to stakeholder expectations and we gather data to measure progress against sustainability objectives. This enables us to prepare companies ahead of any exit opportunity. | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Pre-investment | | | | During investment period | | | | | | Exit | | | | | | | | | | | | | | | | | | Assessment and action planning • Screen each opportunity against the requirements of the RI policy • Identify and assess the most material sustainability factors relevant to each investment opportunity • Commission specialist or technical due diligence on sustainability matters where appropriate • Ensure sustainability considerations are reflected in Investment Committee materials • Integrate key actions into the post-investment value creation plan | | | | Use of influence and engagement • Establish robust governance and procedures within portfolio companies to ensure sustainability risks and opportunities are assessed and managed appropriately • Use board participation and influence to ensure companies address relevant sustainability risks • Provide a clear framework to guide companies as they mature and encourage year-on-year progress • Leverage the 3i network and broader portfolio to facilitate introductions, share advisers’ contacts and promote best practice • Engage with companies as they develop sustainability strategies, supporting the implementation and delivery of related projects | | Data collection and monitoring • Collect sustainability data from portfolio companies annually to establish baselines and track progress over time • Conduct detailed quantitative and qualitative sustainability assessments annually as part of the portfolio company review process • Benchmark portfolio company performance in the context of the broader 3i portfolio • Ensure sustainability is a standing agenda item in portfolio company review meetings, involving investment teams, Investment Committee members and 3i Board members • Set and monitor progress against portfolio-wide sustainability objectives, aligned with the minimum requirements outlined in the RI policy | | | | Preparation and communication • Anticipate and prepare the data collection, reporting and governance structures needed ahead of potential exit • Collaborate with advisers to ensure relevant sustainability information is clearly and effectively communicated to prospective buyers | | | | | | | | | | | | | | | | | | | | | | Objectives | | | | | | | | | | | | | | | | | | | | | | | | The Investment Committee may decline opportunities where the pre-investment sustainability assessment highlights red flags that cannot be remedied post investment. Where appropriate, further specialist due diligence may be commissioned to evaluate whether specific issues can be resolved. | | | | We use our influence to manage risk and ensure that value creation opportunities linked to sustainability are identified and captured. | | We use data to strengthen our understanding and management of sustainability matters, to support decision making, identify key trends and opportunities across the portfolio and enable benchmarking. Data also helps us to comply with our reporting obligations. | | | | Strong sustainability performance and management can protect and potentially enhance the value achieved in an exit. | | ![](data:image/svg+xml;base64,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) ![Arrow 25mm.svg](data:image/svg+xml;base64,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) ![](data:image/svg+xml;base64,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) ![Arrow small.svg](data:image/svg+xml;base64,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) In FY2025, we formalised and standardised our sustainability due diligence framework to ensure our approach is applied consistently for each new investment across business lines. This adaptable framework incorporates key sustainability topics aligned with 3i’s strategic priorities, aiming to assess a company’s sustainability maturity at the point of investment. This assessment helps to identify key expectations, risks and value creation opportunities, informing investment team decisions and supporting the development of targeted post-investment action plans. Following a comprehensive climate change scenario analysis conducted in FY2024, in FY2025 we implemented some changes to strengthen our climate risk approach by embedding physical and transition risk considerations into our due diligence framework. To support the consistent assessment and ongoing monitoring of climate-related risk and opportunities, we have now procured a specialist climate risk assessment software tool. During FY2025, we also advanced our understanding of key nature impacts and dependencies within our portfolio through a high-level assessment using open-source tools, identifying key nature hot spots that we would like to focus on in the future. Building on the roll-out of our portfolio sustainability data collection tool in FY2024, we refined our annual sustainability assessment questionnaire to reflect evolving stakeholder expectations and 3i’s strategic focus areas. For the first time, we produced individual benchmark reports for each portfolio company, offering comparative insights across the portfolio and practical actions to enhance sustainability maturity. We continued to offer training to our 3i staff, including our investment executives, on sustainability topics relevant to our portfolio and their roles as directors on portfolio company boards. In FY2025, we also provided dedicated training to employees and Board members on the science-based targets set by 3i and their implications for the portfolio. | | | | --- | --- | | | | | | Pages 58-68 TCFD disclosures and climate change scenario analysis | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 44 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | Proactive engagement with our portfolio | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Once invested, we use our influence to ensure that portfolio companies monitor sustainability factors and develop a proportionate sustainability strategy over the course of our ownership period. This involves taking actions, including: • establishing board or management-level responsibility for sustainability, supported by appropriate resourcing; • identifying and assessing material sustainability issues and devising strategies to address them; • measuring their carbon footprint, setting science-based targets or appropriate decarbonisation plans, and demonstrating progress within a reasonable timeframe; • establishing relevant and proportionate governance, sustainability- related policies and procedures, and reporting; • preparing for and responding to evolving regulatory requirements; and • considering stakeholders in their management of sustainability issues and communicating transparently. We leverage our knowledge and expertise across our portfolio and facilitate the sharing of best practice, either through introductions to other companies or trusted advisers, or through forums on common themes which have historically included plastics, carbon and information security and digital innovation. In FY2024, we strengthened knowledge sharing across our portfolio companies through our inaugural sustainability forum in Amsterdam, welcoming sustainability representatives from 30 of our Private Equity and Infrastructure portfolio companies. We are now organising a follow-up forum which will take place in June 2025. Our activities involve both portfolio-wide engagement on topics that are material across the portfolio and to 3i as the investment manager, as well as one-on-one interactions with portfolio companies on topics that are material to them given their specific circumstances and level of sustainability maturity. In FY2025, we focused our portfolio-wide engagement on a number of ongoing and emerging sustainability issues affecting our portfolio, including climate change, human rights across the value chain and upcoming sustainability regulations, such as the EU’s Corporate Sustainability Reporting Directive. On pages 45 to 48 we highlight a few examples of our engagement and the progress achieved by our portfolio companies on these topics. Additionally, we provide an update on some of Action’s material sustainability topics on pages 50 and 51. | | | | --- | --- | | | | | | 79% of portfolio companies with board or management team-specific responsibility for sustainability management and compliance 1 (FY2024: 69%) 54% of portfolio companies publish sustainability reports 1 (FY2024: 46%) 100% of portfolio companies report carbon emissions to 3i 1 (FY2024: 97%) | | | 1 Excluding PPP project investments and some legacy minority and other minority investments where we have limited influence. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 45 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our sustainability focus areas for FY2025 | | Human rights | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Upholding human rights across the value chain is a key aspect of responsible business and a priority for 3i as a responsible investor. While our core investment markets in Europe and North America are generally considered to carry a lower risk of human rights violations, we recognise that many of our portfolio companies operate in or source from higher-risk geographies or sectors. As regulatory expectations evolve and consumer scrutiny increases, we are committed to supporting our portfolio companies in developing robust processes to identify, manage and remediate potential human rights issues. To support this objective, in FY2025 we launched a proprietary human rights framework, developed in collaboration with external specialists. The framework provides a structured, practical approach to 3i and our portfolio companies for identifying and assessing human rights risks across direct operations and supply chains. It is designed to be adaptable to businesses of different sizes and levels of maturity, and guides companies towards proportionate, risk-based actions. The framework aims to enhance regulatory readiness, strengthen supply chain resilience, and enable portfolio companies to meet growing stakeholder expectations. Health and safety The health and safety of portfolio companies’ employees, as well as that of others impacted by our portfolio companies, is a key priority for 3i, particularly for our Infrastructure portfolio, where the nature of operations typically leads to heightened risks in this area. In the Infrastructure portfolio, each portfolio company board is responsible for overseeing health and safety. Incidents are reported and discussed during board meetings, while serious incidents are immediately escalated to 3i, with updates monitored as needed. We encourage companies to set leading and lagging health and safety indicator targets and monitor performance monthly. Annual metrics are captured through our annual sustainability assessment. Where results indicate a negative trend, the issue is followed up with the management team. In addition to reporting, and to support 3i’s team to be effective directors on the boards of portfolio companies, training was provided to the team focused on mitigating the risk of serious incidents. In December 2024, the Infrastructure team participated in immersive, in-person training, which included a practical workshop on safety leadership, with a particular emphasis on effective communication. Following the training, new internal processes were introduced to ensure the effective sharing of lessons learned, promoting continuous improvement across 3i’s Infrastructure team. | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | MPM is an international leader in branded, premium natural pet food, headquartered in the UK. The company partners with a small number of long-term manufacturing suppliers, many of which have worked with MPM for over 16 years. These long-term relationships underpin strong understanding and oversight across the supply chain. MPM has built its supply chain processes around quality, transparency and resilience. All raw materials can be traced to source within four hours, and dual sourcing is in place for all products to mitigate potential risks. Product safety and quality are key priorities, with clear supplier standards and regular audits performed. In 2022, MPM formally integrated sustainability expectations into its supplier requirements. Its Sustainable Procurement Policy outlines criteria for supplier selection and evaluation, covering environmental and social considerations. These are monitored through bi-annual reviews, supplier self-assessments and additional specific sustainability questionnaires. All suppliers commit to a four-year agreement that includes adherence to MPM’s Supplier Code of Conduct, with defined expectations around sourcing, subcontracting, certification and human rights. To strengthen this further, MPM launched a dedicated human rights workstream in 2024. Supported by a specialist third party, the business undertook a Human Rights Due Diligence Assessment across its supply chain. This included a risk assessment, a diagnostic of current practices and a review of existing supplier relationships. The process also helped build internal capability by equipping key staff with knowledge of best-practice ways to identify and manage risks as the business grows. Looking ahead, MPM has established a human rights and environmental due diligence policy, is developing a proprietary supplier scorecard across environmental and social areas, and will roll out targeted human rights training to a broader group of employees in 2025. | | | | | | | | | | | Read more www.mpmproducts.co.uk | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 46 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | Climate change and | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | decarbonisation The impact of climate change is a material topic for 3i and many of our portfolio companies. It has the potential to affect long-term value through evolving regulatory requirements, shifts in consumer preferences and stakeholder expectations to address carbon and broader environmental footprints. We recognise that understanding and managing climate-related risks and opportunities is an important factor in preserving and enhancing value across our portfolio. Despite the ongoing political differences on the subject, and diverging regional approaches, most decarbonisation targets in our markets remain in place. The UK increased its decarbonisation targets in January 2025 and the EU has referred to decarbonisation as a driver for future competitiveness. We also believe that there is commercial momentum behind decarbonisation strategies, and that the private sector will play a central role in the transition to a low-carbon economy. The approval of 3i Group’s science-based targets in 2024 reinforced our commitment to reducing emissions in our own operations, while also supporting portfolio companies to measure, manage and reduce their emissions in line with climate science. This was a key focus area in our portfolio engagement activities during FY2025, which led to the validation of several of our portfolio companies’ science-based targets during the year: • Action, our largest portfolio company, set SBTi-validated near-term emissions reduction targets in 2025. Further detail on these targets and the progress achieved can be found on pages 50 and 51. • Since its establishment in 2021, ten23 committed to reducing its Scope 1 and 2 emissions by 50% by 2025 on a revenue intensity basis. The company delivered a 57% reduction in Scope 1 and 2 emissions intensity in the three years to 2024 driven by the use of 100% renewable electricity and by energy efficiency improvements. In October 2024, ten23’s near-term and net zero emissions reduction targets received validation from the SBTi. The company has now committed to reducing absolute Scope 1 and 2 emissions by 42% by 2030 (from a 2023 baseline) and to achieving a 90% reduction in Scope 1, 2 and 3 emissions by 2050. • Belfast City Airport set an SBTi-validated target, committing to reduce its Scope 1 and 2 emissions by 42% by 2030 (from a 2022 baseline). Belfast City Airport has been working to reduce its GHG emissions for a number of years, measuring and reporting its carbon footprint since 2017 and participating in the Airports Council International’s Airport Carbon Accreditation programme since 2019, with a current Level 3 ‘Optimisation’ accreditation. In addition, Belfast City Airport is committed to measuring and working to reduce Scope 3 emissions where possible. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 47 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | A number of companies had already set validated science-based | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | targets prior to FY2025, and are beginning to demonstrate decarbonisation progress in line with these: • BoConcept achieved a 52% reduction in Scope 1 emissions during FY2023/24 by investing in a new central heating system and phasing out the use of natural gas at its Ølgod manufacturing facility. While its Scope 2 emissions increased due to the shift from gas to electricity, the company has delivered a 32% reduction in combined Scope 1 and 2 emissions since its baseline year, FY2019/20, outperforming its initial SBTi target of a 25% reduction by 2030. BoConcept is now in the process of completing a comprehensive measurement of its Scope 3 emissions, covering raw materials, suppliers, product use and end-of-life disposal. • In 2024, Ionisos reduced its GHG emissions in line with its science- based target, in spite of increased activity at two new plants. These reductions were achieved through the procurement of renewable electricity and improved monitoring processes, which led to a decrease in greenhouse gas leakage during operations. The remainder of our portfolio is at varying stages of decarbonisation maturity. Our overall portfolio position is summarised using the Private Markets Decarbonisation Roadmap (“PMDR”), set out on page 66 as part of our TCFD disclosures. Several of our portfolio companies are exploring ways to offer lower climate impact products or services, or to support the decarbonisation efforts of their customers: • BoConcept has introduced lower-impact products into its range, including traceable, chrome-free leather, recycled and certified materials such as Forest Stewardship Council-certified wood and EU Ecolabel and GreenGuard Gold fabrics, and has calculated product-level carbon footprints for over 50% of its collection as part of its Scope 3 emissions measurement. • Scandlines has confirmed plans to convert two of its four passenger vessels to plug-in hybrid ferries on the Puttgarden-Rødby route. Once converted, 80% of the power needed for a crossing will be provided by batteries charged in ports. This is a key milestone in the delivery of Scandlines’ target of becoming operationally emissions free on this route in 2030, and at a group level by 2040. • In January 2025, TCR was selected to deliver the world’s first all- electric pool of ground support equipment at JFK International Airport’s new Terminal One, scheduled to open in 2026. In addition to the environmental benefits, TCR will collaborate with local communities and partners to deliver the project, fostering a diverse workplace and creating around 50 local jobs, including roles for electric ground support equipment maintenance technicians. • Future Biogas announced the opening of the UK’s first unsubsidised biomethane plant in February 2025. The plant will supply 100 GWh of renewable energy annually to AstraZeneca UK. This is equivalent to 20% of AstraZeneca’s total gas consumption, displacing approximately 18,000 tCO2e per year. The plant will provide clean biomethane for all of AstraZeneca’s R&D and manufacturing in the UK, supporting the sustainable production of medicines. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 48 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | Sustainability regulations | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Many of our portfolio companies are becoming subject to new and rapidly evolving sustainability regulations. These regimes increasingly cover sustainability matters, as well as enhanced sustainability-related disclosures. We work closely with our portfolio companies to help them stay abreast of relevant regulatory developments, understand the potential implications for their operations and financial planning, and ensure timely compliance. Ahead of the publication of the EU Omnibus Simplification Package in February 2025, a significant proportion of 3i portfolio companies anticipated falling within the scope of the EU Corporate Sustainability Reporting Directive (“CSRD”). As a result, a great deal of our sustainability engagement in FY2025 focused on supporting companies in preparing for compliance with this regulation for the first time. Following the publication of the EU Omnibus Simplification Package, and in recognition of the onerous nature of the CSRD regulation, the European Parliament has approved a two-year postponement of the CSRD. This package may also result in the regulation applying to fewer of our portfolio companies, although the full implications remain subject to European legislative approval. In response, companies are currently reviewing the most appropriate course of action, taking into account their specific circumstances. For those that remain in scope, the extended timeline provides headroom to continue building readiness for this important regime. In compliance with the regulation, over 50% of portfolio companies subject to CSRD before the EU Omnibus Simplification Package simplification have now completed a double materiality assessment (“DMA”), with several using the process as an opportunity to engage with a broad range of stakeholders, including customers, finance providers and employees. Through our sustainability data collection exercise, we were able to gain insights into the sustainability topics most commonly identified as material through these assessments. These included portfolio companies’ own workers as well as workers in their value chain, climate change, pollution, business conduct, and resource use and circular economy. 3i’s engagement on CSRD readiness has included: • supporting companies with their DMAs and data gap analyses; • assisting in the identification of appropriate reporting tools and advisory support; and • helping scope CSRD implementation projects. In September 2024, we hosted our third portfolio-wide session focused on CSRD readiness, supported by a specialist adviser. During the session, portfolio companies Royal Sanders and BoConcept shared first-hand experiences of undertaking DMAs, while the adviser addressed common challenges and frequently asked questions raised in advance. This webinar followed two earlier forums held on this topic in 2023 and 2024, reflecting our ongoing engagement and support on this key regulatory topic. We also supported our portfolio companies on a case-by-case basis for their specific regulatory requirements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 49 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | Sustainability risks in our portfolio | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Through our pre-investment assessment and subsequent monitoring and engagement, we have identified a number of key sustainability risks that our portfolio companies are exposed to. These, together with applicable mitigating actions, are summarised in the table below. | | | | | --- | --- | --- | | | | | | Key risk | | Mitigation | | | | | | Climate change Risk of financial or operational losses due to the physical impacts of climate change or to the transition to a low-carbon economy | | Climate-related risks and mitigation strategies are addressed in our report on portfolio company engagement activities (pages 46-47) and detailed further in our TCFD disclosures (pages 58-68). | | | | | | Human rights Risk of adverse human rights impacts arising from the actions or operations of portfolio companies or their supply chain | | 3i’s approach to human rights, set out in our RI policy, includes a commitment not to invest in businesses which we consider unethical, including those that do not respect workers’ rights. Examples of engagement and mitigation activities are described on page 45. | | | | | | Occupational health and safety Risk of injury or harm to employees and contractors due to inadequate health and safety practices | | The safety and wellbeing of employees across the portfolio is a priority. We monitor health and safety data through our sustainability assessments and incidents are recorded on our central risk register. We support companies in maintaining robust policies and procedures, and in setting up clear board-level oversight, appropriate incident management and adequate resourcing for to this area. Examples of engagement and mitigation activities are described on page 45. | | | | | | Environmental and social regulation Risk that evolving sustainability-related regulations or sudden directional changes could impact the operational or financial performance of portfolio companies | | We ensure that portfolio companies stay informed about relevant regulatory developments, assess potential impacts, and prepare for compliance. Examples of engagements activities are described on page 48. | | | | | | Cyber security Risk of disruption, data loss or financial impact from cyber attacks or data breaches | | We consider cyber resilience as a key component of good corporate governance for our portfolio companies. We conduct an annual assessment of portfolio company cyber maturity which identifies appropriate remediation actions, and discuss the findings with management teams. We encourage the sharing of best practice between portfolio companies and held a CTO forum for portfolio companies in FY2025. More information on how we manage portfolio cyber risks can be found in the Risk section, on page 93. | | | | | | Fraud Risk of financial loss due to fraudulent activity by internal or external actors | | Fraud risk is monitored through our investment and portfolio management processes. We seek to ensure that portfolio companies have adequate governance structures and resources to manage this risk. Fraud incidents are logged and shared among investment teams. | | | | | | Sanctions Risk of legal or reputational harm arising from violations of economic sanctions imposed by international bodies or individual countries | | 3i’s policy is to comply with all applicable UK and international sanctions, both directly and in relation to its investment activities. Adherence to our sanctions policy is monitored by the compliance team. | | | | | | Changing consumer preferences Risk that companies may lose relevance if they fail to adapt to evolving expectations from consumers | | We encourage portfolio companies to understand their material environmental and social impacts and respond to shifting market developments and customer or consumer preferences, by adapting their commercial offering to meet stakeholder expectations. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 50 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | Action’s sustainability progress | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | Absolute reduction of Scope 1 and 2 CO 2e emissions vs 2021 51% | | Action believes that it is possible to continue to offer its assortment at the lowest price, while continuing to invest in the quality and sustainability of its products. Its comprehensive Action Sustainability Programme is structured around four pillars: people, planet, product and partnership. It sets out Action’s ambitions on the development of its people, on climate, on the sustainability and quality of its products, on ensuring minimum social and environmental standards in its supply chain and on community partnerships. Since we became a long-term shareholder in Action in 2011, we have supported it as it has developed its sustainability strategy. Action performed its first double materiality assessment in 2023 and updated it in 2024, identifying eight material sustainability topics. We will cover progress on two of these in this section. Please refer to the Action Update 2024, linked below, for more detail on these and other material topics. Progress on material topic: energy and emissions Since establishing its emissions baseline in 2021, Action has focused on opportunities to reduce its operational footprint, while delivering strong growth in its network of stores and distribution centres. A key milestone was achieved in February 2025, when the SBTi validated Action’s near-term emissions reduction targets for Scopes 1-3. Action has committed to reducing Scope 1 and 2 emissions by 60% by 2030, from its 2021 baseline year. To date, the company has already achieved a significant proportion of this target, whilst opening 935 new stores in the same period, with a 51% reduction delivered through disconnecting all stores from gas (excluding 67 stores that use externally provided heating), transitioning to 90% renewable electricity across sites, adopting energy efficiency measures such as LED lighting and smart meters, and installing solar panels at seven out of its 15 distribution centres. In 2024, Action also switched to renewable diesel (HVO 100) for its owned trucks. Going forward, all new distribution centres will be gas-free and built with the ambition of achieving the “outstanding” BREEAM certification. On the back of strong performance to date, in 2025 Action will formally increase its ambition for Scope 1 and 2 emissions reduction from 60% to 75% by 2030. The company is on track to meet this ambitious target, taking into account the planned increase in the number of Action stores and distribution centres in the coming years. The company calculated its Scope 3 emissions for the first time in 2023, illustrating that these emissions account for most of Action’s total carbon footprint (99.8% for 2024). To address this, Action has committed to ensure that suppliers responsible for 80% of its emissions set their own science-based emission targets by 2029. To make progress towards this target, Action will launch an engagement programme for supplier in 2025, providing support where needed, with an initial focus on suppliers with the highest emissions. Action has also put in place agreements with its most significant ocean freight carriers to use eco- fuels for shipments from Asia to Europe. In 2024, these eco-fuels reduced emissions by 42,495 tonnes of CO2e. Progress on material topic: responsible sourcing Action takes responsibility for ensuring that workers in its supply chain have a safe working environment where their human rights are respected, and suppliers are required to acknowledge Action’s Ethical Sourcing Policy, which sets out minimum standards in areas such as forced labour, health and safety, pay and working rights. Action is committed to full value chain transparency by 2030, to meet its objective of knowing where its products are manufactured and by whom. The company’s current priority is to achieve 100% transparency for all final producers of products excluding A-brands in 2025 (99% of private label achieved in 2024), and aims to extend this to all white-label products by the end of 2025. Action requires all its suppliers sourcing from one or more risk countries to be members of amfori BSCI (Business Social Compliance Initiative) in order to demonstrate their commitment to social compliance and transparency in value chains. Additionally, all factories in high-risk countries are required to have a valid social compliance audit report. Action has an ongoing programme of supplier assessments, including full and repeat audits, as well as spot checks. It also provides the ‘speak for change’ whistleblowing programme, which resulted in the uncovering of a number of violations in the year, most of which were fully remedied, with the remainder in the course of resolution. | | | | | | --- | --- | --- | --- | | | | | | | | Pages [20](#i54651540d1854c96ac12f3d021b55395_85)-23 Action | | Action Update 2024 [www.action.com](https://update.action.com/update2024/home) | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 51 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Invest responsibly continued | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | Sustainably sourced cotton, timber and cocoa 1 100% | | Factories in risk countries covered by assessments 95% | | 1 Excluding A-brands. | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 52 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | | | 2 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Recruit and develop a diverse pool of talent Our people are our most valuable asset. Recruiting, retaining and developing talent is therefore our priority. Our recruitment, promotion and reward processes are based solely on merit. As an equal opportunities employer, we prohibit all forms of discrimination. We foster an open and non- hierarchical culture and provide an inclusive and supportive working environment with opportunities for training and career development. We promote the physical and mental well-being of our employees. We value diversity and believe that a variety of perspectives enhances our decision making. | | | | --- | --- | | | | | 223 | 22 | | employees1 as at 31 March 2025 | nationalities as at 31 March 2025 | 1 Global employee headcount. Diversity, equity and inclusion strategy and initiatives We cultivate an inclusive environment for existing and prospective employees, which respects, involves and leverages diverse talent for greater organisational good. Our primary focus is to hire the best people based on merit. Gender and ethnic diversity, as well as diversity of thought, perspective and background are also important. We have made reasonable progress in enhancing diversity within our organisation across a number of senior investment and non- investment roles. We aim to continue to improve diversity within our ranks by considering diversity in all recruitment processes. We do not have any formal diversity targets, as it is not feasible for us to implement any in light of the small size of our organisation, as well as our low turnover and recruitment volumes. We recognise, therefore, that achieving better diversity for us will continue to be an incremental journey over many years, and we aim to build on our progress with a number of initiatives. Our Diversity, Equity and Inclusion (“DE&I”) steering group, chaired by our Chief Human Resources Officer and with members drawn from across the organisation, continues its discussions on potential initiatives to improve our performance in this area. During the year, we started the third cohort of our Leading with Impact Programme, through which we encourage leaders to reflect on personal and group biases, with the objective of gaining insights into how these influence their everyday behaviours and decision making. To date, 22 senior team members have taken part in this programme. Our internal mentoring programme remains active and contributes to our DE&I efforts, by ensuring that mentees receive personalised guidance aligned with their individual needs and career aspirations. Our mentors undergo training in bias awareness and inclusion, building their DE&I knowledge, skills and confidence. This programme is open to all employees across all geographies and levels of seniority and supports our wider goal of creating a diverse pipeline of talent, based on the principles of merit, fairness and equity. We place great importance on diversity of thought and perspectives. Recognising its significance, we have been evaluating our individual and team dynamics to enhance effectiveness and foster inclusivity. Having performed the Myers Briggs Type Indicator assessment across the organisation in previous years, we continue to run the assessment sessions for new joiners. The assessment is one of the most widely used tools for understanding normal personality variations and a great instrument to help shape the professional development of individuals and teams. Our Equal Opportunities and Diversity and Global Recruitment and Selection policies provide that all 3i employees, contract workers and job applicants must be treated fairly and be offered equal opportunity in selection, training, career development, promotion and remuneration. These policies are available to all employees through the internal employee portal. No incidents of discrimination were reported in FY2025. | | | | --- | --- | | | | | | | | | Read more www.3i.com/sustainability/sustainability-policies | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 53 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Recruit and develop a diverse pool of talent continued | | Gender diversity We recognise the importance of achieving better gender diversity at 3i and believe we are moving in the right direction over time, within the constraints of a small organisation with modest staff turnover. Of the 18  new hires we made during the year, nine were female and nine were male 1 . As at 31 March 2025 , 3i’s total of 223 employees was broken down as follows, based on biological sex 1 : | | | | | | --- | --- | --- | --- | | | | | | | | Female | Male | Total | | 3i employees | 88 | 135 | 223 | | Senior managers2 | 5 | 20 | 25 | 1 Note that we refer to “female” and “male” when discussing biological sex and to “women” and “men” when discussing gender. The information of biological sex is gathered through employees’ legal documents shared with us. 2 Senior managers include Simon Borrows, James Hatchley and Jasi Halai, our Chief Executive, Group Finance Director and Chief Operating Officer, who are also Board members. This disclosure is based on the criteria set out in Section 414C of the Companies Act 2006. This data is different to the data provided for the FTSE Women’s Leader review which defines senior management as Executive Committee members and their direct reports (excluding personal assistants and administrative staff). Using that definition, out of 58 senior managers, 16 were female while 42 were male as at 31 October 2024. Gender diversity has long been a challenge in the investment industry. According to the BVCA and Level 20 Diversity & Inclusion Report 2023, there have been positive developments, but progress towards gender parity remains slow across the industry: women made up 40% of the UK private equity and venture capital workforce in 2022 (38% in 2021), but only 24% of UK investment team professionals (20% in 2020). Slow progress towards gender parity has been largely attributed to: (i) a narrow talent pool, as typical feeder industries (such as investment banking, accounting and consulting) remain male-dominated, particularly at more senior levels; (ii) other pipeline issues related to gender imbalances in graduate talent with finance, economics and STEM degrees; (iii) a perception of poor work/life balance, both in the investment industry and feeder industries; (iv) a lack of relevant role models; and (v) the perception of a male-dominated culture. Achieving better gender diversity in our industry will take many years and will require action on multiple fronts, including early-stage education and advocacy efforts in schools and universities, alongside proactive measures by investment firms to enhance recruitment practices, promote flexible working and improve parental support policies. Our HR team periodically reviews our employment polices to ensure they are competitive and compliant with local practices. We continue our contribution to industry-wide work and advocacy on gender parity through a number of industry associations and by participating in forums and initiatives that promote the advancement of women in the investment sector. 3i is a member of Level 20 in the UK and part of Synergist Network, a US national network of women in investing, focused on connecting women in the first decade of their investing careers and providing them with the infrastructure and network to support long-term success. We have also signed up six employees to join this year’s “Executive Leaders” and “Rising Leaders” Programmes with WeQual, a global, peer-led community for large organisations seeking to support, connect and develop their women leaders. | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | 3i is an official sponsor of Level 20 Level 20 is a not-for-profit organisation dedicated to improving gender diversity in the European private equity industry. It is sponsored by over 120 private equity firms. Its ambition is for women to hold at least 20% of senior positions in this industry. Level 20 works to empower women who already work within the industry, encourage new talent to join and provide leadership teams with insight and best practice solutions to help them address current gender imbalances within the industry and their firms. Its mission and goal are underpinned by five key initiatives: • Mentoring and development • Advocacy and sponsor support • Networking and development events • Outreach and internships • Research | | | | | | | | | | | | | | Read more www.level20.org | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | 3i participates in the GAIN Empower Investment Internship Programme (in partnership with Level 20) GAIN’s (Girls Are INvestors) mission is to empower and educate the next generation of investment professionals by providing a platform for learning, development and networking. GAIN champions gender equality and strives to equip young women and non-binary students with the knowledge, skills and resources necessary to succeed in the world of investment management. Through their events, programmes and community, GAIN aims to foster a culture of continuous learning, growth and innovation in the investment industry. Among the initiatives managed by GAIN is a summer GAIN empower investment internship programme, open to women and non-binary students across the UK, that gives the opportunity to learn about and gain experience in investment management during a summer internship. 3i was one of 99 firms participating in the 2024 summer internship programme, taking on three interns for paid internships. We will renew our participation in the scheme with two further interns joining 3i’s investment teams for paid internships in the summer of 2025. In addition to the internship programme, a number of our employees are taking part in the GAIN one-to-one mentoring programme, both as mentors and mentees. | | | | | | | | | | | | | | Read more www.gainuk.org | | | | | | | | | | | | --- | --- | | | | | | | | | Read more www.3i.com/sustainability/sustainability-policies | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 54 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Recruit and develop a diverse pool of talent continued | | Ethnic diversity | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We believe we have made some progress with the representation of ethnic minorities through all ranks of the organisation, including at Board level, where now two out of 10 directors are from an ethnic minority background. We recognise, however, that there is more to do. We publish some limited statistics on employee ethnic diversity, in our data appendix, available on our website. This data is partial for a number of reasons, including legal restrictions in certain countries on the collection of this data and that where we have been able to conduct staff surveys on a range of diversity factors (namely in our UK and US offices) survey responses were voluntary, and a significant proportion of employees declined to respond. We are committed to advocating for better representation of ethnic minorities in our industry and, since 2021, have been participating in the 10,000 Black Interns programme (formerly #100BlackInterns) organised by the 10,000 Interns Foundation. | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | 3i participates in the 10,000 Black Interns programme by the 10,000 Interns Foundation 3i has partnered with the 10,000 Interns Foundation since it first organised internships in the summer of 2021 to help transform the horizons and prospects of young black people in the UK. The 10,000 Black Interns programme began in 2020 with a focused ambition: to provide 100 aspiring Black interns with valuable experience within the Investment Management industry. The success of this initial effort inspired a more ambitious vision – to create 10,000 internships across all industries throughout the UK by 2026. The initiative has partnered up with firms across 35 sectors, delivering internships across a range of business functions. Since its launch, the programme has garnered great support with approximately 1,000 companies offering internships to black students in the UK, as a way of attracting a more diverse range of talent to their sectors. We welcomed two students for a paid internship in our investment teams in the summer of 2023 and one in 2024. We look forward to welcoming two students for a paid internship in 2025. | | | | | | | | | | | | | | Read more www.10000internsfoundation.com | | | | | | | | Employee engagement We encourage a collaborative culture, ensuring open communication between employees and senior management. As a small organisation, we operate a relatively flat structure with few hierarchies, which facilitates direct interaction and accessibility. In addition, our Executive Committee maintains an open-door policy, encouraging dialogue at all levels. We welcome feedback from employees to senior management through informal conversations and more formal forums, including regular team meetings, as well as through the annual appraisal process. Managers throughout 3i are expected to keep their teams informed of developments and to communicate financial results and other matters of interest. Additionally, we organise regular conferences for our Private Equity, Infrastructure, Professional Services and global support teams to review progress against our strategy, align our goals and discuss future plans in an open and relaxed setting with all employees involved. The Board of Directors typically holds two of its meetings every year | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | in our international offices, of which one is in our Amsterdam office, in recognition of the importance of our investment in Action. This provides an opportunity for non-executive Directors to meet the local teams, often in a more informal setting. In FY2025, the Board held meetings in our Frankfurt and Amsterdam offices, as well as in London. The non-executive Directors also have other opportunities to engage with employees, for example by attending our semi- annual portfolio company reviews. These important meetings provide the non-executive Directors with an insight into how our investment business operates and into our culture. Employees also enjoy this opportunity to interact with the Board. At 3i, we actively encourage and facilitate employee share ownership through variable compensation and share investment plans. The engagement and the sense of ownership we have fostered over the years are reflected in low employee turnover rates. | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | FY2025 | FY2024 | FY2023 | FY2022 | FY2021 | | Participation in UK SIP1 | 89% | 90% | 87% | 89% | 88% | | Voluntary employee turnover rate (global) | 7.6% | 6.0% | 9.5% | 12.2% | 7.3% | 1Proportion of UK-based employees who subscribe to a Share Incentive Plan available to UK employees only. Living wage 3i is an accredited London Living Wage Employer. This means that every member of staff based in London, including contracted maintenance and reception teams, earns at least a ‘living wage’ which is an hourly rate higher than the UK minimum wage and is set independently, updated annually and based on the cost of living in London. Outside of London, our overseas offices tend to employ only investment and professional services staff, as well as support staff, who are remunerated above applicable minimum or living wage requirements. Human rights Our policy is that we do not procure services from, nor invest in, businesses which make use of slavery, servitude, human trafficking, forced labour, exploitation, compulsory labour or harmful child labour. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 55 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Recruit and develop a diverse pool of talent continued | | These policies are consistent with internationally recognised human | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | rights principles such as the UN Global Compact. We comply fully with applicable human rights legislation in the countries in which we operate, for example covering areas including freedom of association and the right to collective bargaining, equal remuneration and protection against discrimination. We also encourage our business partners and suppliers to adopt the same standards with respect to human rights. Considering the nature of our business, our employees are not unionised, nor do they engage in collective bargaining. We published our statement on modern slavery for the financial year ended 31 March 2024 on our website in September 2024 and will update this statement in September 2025. Learning and development We can only achieve our strategic objectives if we continue to attract, retain and develop capable people. We therefore provide our employees with opportunities, experience and training to contribute to the organisation’s success, realise their potential and develop their knowledge and capabilities. We encourage employees to take responsibility for their own development by working with their line managers to devise personal development plans that align with their individual aspirations and 3i’s objectives. Given the specialised nature of many of the roles in 3i, an emphasis is placed on work-based learning, with the provision of development opportunities supported by targeted training and mentoring. This is supplemented by formal courses conducted both internally and externally and usually with a multinational group drawn from across the countries in which 3i operates. In FY2025, we provided formal specialist training on areas and skills including presentation and communication skills, procurement and maximisation of portfolio potential, GenAI and science-based emissions reduction targets. We also offered executive coaching for some employees. Our investment executives regularly receive education on issues of wider topical interest and impact. We also have comprehensive induction plans for all new joiners, including sessions with different teams across the business to help facilitate integration. Our formal appraisal and objective-setting process, held annually for each employee, is key to their personal development. During this process, we measure each employee’s performance against their agreed objectives and 3i’s values to inform decisions on remuneration, training, career development and future progression. We encourage employees to make use of an online facility to obtain 360-degree feedback as part of this process. During the year, we updated our formal appraisal process with greater emphasis on self- evaluation, to spark deeper discussion on personal performance and development between employees and their line managers. Employee wellbeing We recognise the importance of supporting the wellbeing of our employees by providing a healthy working environment and work/life balance. All employees enjoy a broad range of formal benefits aligned with local custom and practice and often enhanced relative to the statutory minimum. Summaries of our employment and benefit policies are available on our website. Physical health We promote the physical wellbeing of our employees. For example, in the UK, we offer our employees annual medical and dental insurance. All UK employees also qualify for annual health checks and have access to a private Digital General Practitioner if they are members of the UK private medical insurance. 3i continues to provide services with the aim to support employees going through or approaching menopause. Our Menopause Policy formalises the details of available support. Specifically, our UK-based employees have access to a range of menopause services, including access to Bupa’s Women’s Health Hub, a consultation and a follow- up with a menopause-trained GP, personalised clinical advice on managing symptoms and access to menopause-trained nurses on a 24/7 basis through the Bupa Anytime Healthline for a period of one year. For a number of years, we have provided the services of a personal fitness and nutrition adviser, bookable free of charge for one-on-one fitness, nutrition and broader wellness advice sessions. Our adviser also hosts twice-weekly fitness and Pilates classes which are complimentary for employees and accessible across our office network via videoconferencing. Recognising the unique needs of our female employees, our adviser offers specialised sessions focused on exercise and nutritional strategies to support them with their needs. Following the move to new headquarters in London, 3i now offers 24/7 free gym access and subsidised food menu options chosen by the nutrition adviser to its UK-based employees. Mental health and employee assistance We recognise the importance of mental wellbeing for our employees. We maintain a pool of qualified ‘mental health first aiders’ who have received dedicated training for a deeper knowledge, awareness and confidence to support anyone who is experiencing poor mental wellbeing or mental ill-health. Over the past five years, most employees have participated in workshops facilitated by a specialist mental health consultancy. These workshops offer a basic understanding of mental health, strategies to develop and strengthen it, and insights to recognise the early warning signs of struggle. In addition, our employees have access to Headspace for Work, the leading mindfulness-based mental health app offering meditations and exercises for stress, focus, sleep, and movement. All UK-based employees have access to an Employee Assistance Programme that offers free, confidential telephone counselling on a range of personal and work-related issues and problems, as well as face-to-face counselling services. The service also provides legal and financial advice, and other information and services, and is run by Health Assured, an independent external service provider. Employees who are members of the UK private medical insurance, for which 3i covers premiums, have access to up to 10 sessions per annum of psychological support, without a requirement for General Practitioner referral. Flexible working Employees are provided with the tools to work remotely and can apply to work flexibly to manage personal or family commitments, as and when required. Flexible working options include remote working, flexible hours and job sharing through part-time working. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 56 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | | | 3 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Act as a good corporate citizen We expect our employees to act with integrity, accountability and a strong sense of ownership. They are encouraged to approach their roles with ambition, rigour and energy. We embed that culture in our policies and processes. Our values are: • Ambition • Accountability • Integrity • Rigour and energy | | | | --- | --- | | | | | | Read more www.3i.com/about-us/our-values | Governance Good corporate governance is fundamental to 3i and its activities and is critical to the delivery of value to our stakeholders. The Board approves corporate values and the Executive Committee sets the tone and leads by example. For full details of our governance structure and processes, please see the Governance section of this report. Standards of conduct and behaviour We promote and enforce our standards of conduct and behaviour through a comprehensive suite of policies and procedures which, together with our compliance manual and our values, form our code of conduct. Our policies and procedures are reviewed annually. Our Internal Audit and Compliance teams perform regular reviews, which include reviews of compliance with our established standards of conduct and behaviour. Their findings are reported quarterly to the Audit and Compliance Committee, which also carries out an annual review of risk and internal control effectiveness, including standards of conduct and policy compliance. The Board of 3i’s main regulated entity, 3i Investments plc, which includes members of the Executive Committee, also receives quarterly updates. We evaluate our employees against our values as part of our annual formal performance review process. In addition, all employees have a mandatory conduct objective against which they are formally assessed as part of their annual performance review. Public policy Although 3i does not participate directly in party political activity, it may engage in policy debate on subjects of legitimate concern to 3i, its staff and the communities in which it operates. We primarily do this through industry representative bodies such as the British Venture Capital Association and Invest Europe, where we might contribute to the formulation of policy positions. Occasionally, we may engage directly with government and regulatory bodies on matters of particular and direct importance to 3i and its businesses. Lobbying must only be undertaken with the prior approval of the Executive Committee and in a manner that is lawful and adheres to 3i’s values. Compliance and policies Our compliance manual includes policies on: • Anti-bribery and corruption • Hospitality, gifts and inducements • Political donations • Public policy and activity • Data protection | | | | --- | --- | | | | | | Read more [www.3i.com/sustainability/sustainability-policies](https://www.3i.com/sustainability/sustainability-policies/) | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 57 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Act as a good corporate citizen continued | | Transparency and openness | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We believe that all employees and people connected with 3i deserve fair treatment and respect for their fundamental rights and therefore encourage everyone to speak up and report their concerns. Where any employee discovers information which they believe shows malpractice or wrongdoing within 3i, under most circumstances they will raise concerns with their line manager, who will pass this information to the appropriate Executive Committee member. Should this route not be suitable, then the employee may approach the Directors of Compliance or Internal Audit, or the General Counsel and Company Secretary, who have been designated to provide impartial advice on the appropriate course of action to follow. Alternatively, all employees across all our office locations may express and report their concerns on a completely confidential and anonymous basis to an independent ‘hotline’ whistle-blowing service provided by EthicsPoint, an independent, external party. Our policies make clear that there should be no fear of reprisal or victimisation or harassment for whistle blowing. There were no incidents of whistle blowing in the year. Environmental impact With fewer than 230 employees globally, 3i has a relatively small direct impact on the environment and other sustainability issues. Our impact on the environment, society and communities is determined largely by our portfolio. We have set near-term science-based targets for the reduction of both our direct emissions and those associated with our portfolio. We are committed to minimising our direct impact on the environment through more efficient use of resources and energy and to improving our environmental performance through the reduction of emissions and waste wherever possible. We have an Environmental Management System that is proportionate to the operational size and environmental risk profile of our business. We monitor our environmental performance on an annual basis through a number of environmental metrics. Our GHG emissions and those associated with our portfolio, as well as progress against our targets, are reported in our TCFD disclosures. We use the precautionary principle to manage environmental risk for our business and our portfolio proactively. | | | | --- | --- | | | | | | Pages [80](#i54651540d1854c96ac12f3d021b55395_250)-84 Risk management | | | | | | | | --- | --- | | | | | | Pages [42](#i54651540d1854c96ac12f3d021b55395_157)-51 Invest responsibly | | | | | | | | --- | --- | | | | | | Pages [58](#i54651540d1854c96ac12f3d021b55395_202)-68 TCFD disclosures | | | | | | | | --- | --- | | | | | | Environmental information [www.3i.com/sustainability/corporate-citizenship/environment](https://www.3i.com/sustainability/corporate-citizenship/) | | | | Community 3i is keen to support charities which relieve poverty, promote education and support elderly and disabled people. The charities we partner with are supported on the basis of their effectiveness and impact. Our charitable giving for the year to 31 March 2025 totalled £1.2 million. This included supporting our nine charity partners, matching staff fundraising, making a number of one-off donations and promoting the give-as-you-earn scheme in the UK, which is administered by the Charities Aid Foundation, and through which 3i matched c.£55,000 of employee donations. | | | | --- | --- | | | | | | Read more www.3i.com/sustainability/corporate-citizenship/charitable-giving | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 58 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | | | Our TCFD | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | disclosures These disclosures reflect 3i’s response to the TCFD recommendations. They set out how we incorporate climate-related risks and opportunities for our business and portfolio into our governance, strategy and risk management. They also include our direct GHG emissions metrics, climate-related metrics associated with our portfolio, as well as emission reduction targets for our operations and our portfolio. Regulatory background 3i Group plc is an Alternative Investment Fund managed by 3i Investments plc, a UK Alternative Investment Fund Manager. 3i Investments plc is a wholly-owned subsidiary of 3i Group plc. This TCFD report is published in line with the requirements outlined in the FCA’s Environmental, Social and Governance (“ESG”) sourcebook. They require 3i Investments plc to disclose publicly specific climate-related metrics and processes as part of a product report for 3i Group plc based on the TCFD recommendations. These disclosures also cover the Group’s, including 3i Investments plc’s, overall approach to climate change in line with the TCFD recommendations. The diagram below shows the TCFD reporting requirements for the entities described above. | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3i Investments plc (AIFM) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3i Infrastructure plc (AIF) | | | | 3i Group plc (AIF) | | | | Other AIFs in scope of FCA TCFD reporting requirements | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | ò | Funds with public TCFD product reports | | Å | Funds with on-demand TCFD product report | | ò | AIFM with entity-level report | This TCFD report should be read in conjunction with the 3i Investments plc TCFD entity report, which is available on 3i’s website, and with the rest of this Annual report, which contains other relevant information. Specific references are provided where applicable. | | | | --- | --- | | | | | | Read more www.3i.com/sustainability | Governance | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | TCFD recommendations Disclose the organisation’s governance around climate-related risks and opportunities: • Describe the board’s oversight of climate-related risks and opportunities • Describe management’s role in assessing and managing climate-related risks and opportunities | | | | | | | | The management of climate-related risks and opportunities is integral to our processes and operations, including our investment and portfolio management activities, with oversight by the Board and delegated authority to the Chief Executive. In determining 3i’s strategy and approach to climate change, both the Board and the Chief Executive, assisted by a number of committees, consider the laws and regulations of the countries where 3i and its portfolio companies operate, along with the perspectives of relevant stakeholders, such as those identified on pages 110-113. The governance structure is set out in the diagram on the next page. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 59 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | | | | | | --- | --- | --- | | | | | | Board of Directors | | | | | | | | Chief Executive | | Audit and Compliance Committee | | | | | | | | Sustainability Committee | | | | | | | | Group Risk Committee | | | | | | | | Investment Committee | | | ![](data:image/svg+xml;base64,CjxzdmcgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4gCgk8aW1hZ2UgcHJlc2VydmVBc3BlY3RSYXRpbz0ibm9uZSIgd2lkdGg9IjEwMCUiIGhlaWdodD0iMTAwJSIgaHJlZj0iZGF0YTppbWFnZS9zdmcreG1sO2Jhc2U2NCxQSE4yWnlCNGJXeHVjejBpYUhSMGNEb3ZMM2QzZHk1M015NXZjbWN2TWpBd01DOXpkbWNpSUhOMGVXeGxQU0p3YjJsdWRHVnlMV1YyWlc1MGN6b2dibTl1WlRzaVBqeHlaV04wSUhnOUlqWXVOalkyTmpZMk5qWTJOalkyTmpZMklpQjVQU0kyTGpZMk5qWTJOalkyTmpZMk5qWTJOaUlnYUdWcFoyaDBQU0l5TlNJZ2QybGtkR2c5SWpFeE15SWdjM1I1YkdVOUltWnBiR3c2SUc1dmJtVTdJR1pwYkd3dGIzQmhZMmwwZVRvZ01Ec2lQand2Y21WamRENDhMM04yWno0PSI+PC9pbWFnZT4KPC9zdmc+Cg==) | | | | --- | --- | | | | | ò | Oversight | | ò | Implementation | Non-executive oversight The Board as a whole is responsible for the approval of the Group’s approach in relation to sustainability matters (including climate-related matters) and has oversight of the Group’s sustainability strategy, approach and policies, including our Responsible Investment policy. It is assisted by the Audit and Compliance Committee in the review and consideration of any disclosures related to sustainability matters, including climate-related disclosures. The Board and Audit and Compliance Committee receive regular updates on sustainability matters and climate-related issues from the Chief Executive and members of the Sustainability Committee as they become relevant and material. In FY 2025, the main updates on climate-related issues included: | | | | | --- | --- | --- | | | | | | | | | | May 2024 | | Review and approval of the FY2024 Annual report by the Audit and Compliance Committee , including the TCFD disclosures and other climate- and sustainability-related disclosures contained elsewhere in the report | | | | | | | | | | June 2024 | | Update to the Board on the sustainability risk profile and progress of the portfolio, following presentations made to the Group Risk Committee by sustainability professionals within our investment teams on the results of the annual sustainability assessment of portfolio companies in March | | | | | | | | | | September 2024 | | Update to the Board on Action’s progress on its sustainability agenda | | | | | | | | | | November 2024 | | Update to the Board from the Chief Executive on a number of sustainability-related themes, including the development and setting of science-based targets, the second phase of our portfolio climate change scenario analysis, and the implementation of a portfolio sustainability data gathering tool | | | | | | | | | | December 2024 | | Update during the Board Strategy Day on progress towards portfolio sustainability objectives and future trends in sustainability | Board skills and training The Board received dedicated training on sustainability, including climate change, over the past two years. This training has provided the Directors with the tools necessary to improve their oversight of the Group’s approach to climate change and the resulting impacts on the portfolio and investment strategy, and to inform the Board’s decision making. During FY2025, some of the Directors attended a learning session on 3i’s science-based emissions reduction targets. The session explained how and why we set the targets, the commitments involved in our targets and our plans to achieve them. Our Directors also regularly attend our semi-annual portfolio company reviews, which include discussions of the material aspects of portfolio companies’ climate strategy. A number of our Directors have experience of assessing climate- related factors and have received training on this topic through other executive and non-executive roles. Executive responsibility Day-to-day accountability for sustainability, including climate-related issues, rests with executive management and, in particular, the Chief Executive. The Chief Executive is supported by a number of committees in overseeing and monitoring policies and procedures and addressing issues that arise. These include the Sustainability Committee, Investment Committee and Group Risk Committee. Sustainability Committee The Sustainability Committee membership, shown in the diagram below, is drawn from a range of investment and non-investment functions across the Group. The Sustainability Committee also benefits from input from relevant functional areas as required. | | | | | --- | --- | --- | | | | | | | | | | General Counsel and Company Secretary (Chair) | | | | | | | | Central functions | | Investment teams | | | | | | | | Group Finance Director | | Sustainability Director, Private Equity | | | | | | Chief Operating Officer | | Sustainability Director, Infrastructure | | | | | | Group Investor Relations and Sustainability Strategy Director | | | | | | | | Group Treasurer | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 60 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | The Sustainability Committee focuses on three main areas: | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | • reporting to the Chief Executive (directly and through the Group Risk Committee and Investment Committee) on relevant sustainability matters, including climate-related risks and opportunities, and developing and reviewing policies, processes and strategies to manage sustainability risks and opportunities for the Group and its investment activities; • developing and recommending the Group’s sustainability approach (including a climate strategy) to the Chief Executive for review by the Board; and • coordinating and facilitating sustainability-related activities and initiatives across the Group. The Committee considers relevant legal and regulatory requirements and industry standards, as well as best market practice, and monitors progress against its agenda. The Sustainability Committee met formally five times in FY2025 and held an additional informal meeting to discuss the outcomes of the COPs on climate, biodiversity and desertification and the UN Plastics Treaty talks. The Sustainability Committee’s activities and focus for the year are described throughout this TCFD report. Investment Committee The role of the Investment Committee is described on page 82. In performing its activities, the Investment Committee ensures that material sustainability matters, including relevant climate-related risks and opportunities, are properly identified, assessed and managed in the course of our investment, divestment and portfolio management activities. The Investment Committee is chaired by our Chief Executive and comprises individuals drawn from our central functions (including the Group Finance Director and Chief Operating Officer), as well as from our Private Equity and Infrastructure investment teams (including the heads of Private Equity and Infrastructure and other senior investment team members). It meets on an ad-hoc basis to discuss potential new investments, divestments and significant portfolio activity. Group Risk Committee The role of the Group Risk Committee (“GRC”) is described on pages 82 and 83. As part of its responsibilities, it identifies the principal risks and new and emerging risks, including climate-related risks, facing 3i, as well as the associated mitigating actions and key risk indicators. During the year, the GRC received semi-annual updates on our sustainability approach and strategy from the Sustainability Committee, as well as semi-annual updates on the sustainability progress of the portfolio and associated risks and opportunities, including climate-related matters. This committee also maintains oversight of the Responsible Investment policy and considers and recommends to the Board for approval amendments to this policy as required, taking into account legal, regulatory and market developments regarding climate change. The GRC, which meets four times a year, is chaired by the Chief Executive, and also comprises the Group Finance Director, Chief Operating Officer, the General Counsel and the Chief Human Resources Officer, as well as the heads of our Private Equity and Infrastructure businesses and a number of functional heads drawn from across the organisation, including the Group Compliance, Internal Audit and Investor Relations and Sustainability Strategy Directors. Dedicated sustainability resource We have dedicated sustainability resources embedded across the organisation, including: • a Sustainability Director and a Sustainability Senior Associate in our Private Equity investment team; • a Sustainability Director and a Sustainability Senior Associate in our Infrastructure investment team; and • a Sustainability Senior Manager in the Group Investor Relations function to coordinate the Group’s work on sustainability and implement Group-wide projects. This resource is key in implementing the Sustainability Committee’s many activities. Participation in industry working groups We are part of the Initiative Climat International (“iCI”), a global, practitioner-led community of private markets investors that seek to understand and manage climate-related risks better. As of March 2025, the iCI had 290 members globally, representing more than US$4 trillion in AUM. iCI members share a commitment to reduce the carbon emissions of private companies and secure sustainable investment performance by recognising and incorporating the materiality of climate risk. We participate in iCI’s Net Zero working group. In March 2025, we signed up to the ESG Data Convergence Initiative (“EDCI”) which facilitates the effective collection and reporting of ESG data across the private equity industry and enables us to benchmark our performance across a broad peer set. As members of the BVCA, we contribute to the BVCA’s engagements with relevant bodies on relevant sustainability topics, including climate change. Executive remuneration The Executive Directors receive, in addition to their salary, an annual bonus and long-term share incentive awards based on the achievement of a number of performance conditions. For FY2025, annual bonuses for executive management were awarded based on a balanced scorecard of both financial and strategic measures agreed by the Remuneration Committee of the Board, alongside a consideration of the wider context of personal performance (including values and behaviours), risk, market and other factors. Among the strategic and qualitative measures included in the balanced scorecard to determine the FY2025 annual bonus award, up to 5% of the maximum annual bonus opportunity was tied to progress against a number of sustainability targets. The Remuneration report on pages 135 to 147 sets out the Remuneration Committee’s assessment of the performance of the Executive Directors against the scorecard’s sustainability objectives. This TCFD report and the broader Sustainability section of this Annual report describe the measures taken by the Group to make progress against these objectives. | | | | --- | --- | | | | | | Pages [80](#i54651540d1854c96ac12f3d021b55395_250)-84 Risk management | | | | | | | | | Page [101](#i54651540d1854c96ac12f3d021b55395_289) Governance framework | | | | | | | | | Pages [135](#i54651540d1854c96ac12f3d021b55395_382)-147 Directors’ Remuneration report | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 61 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | Strategy | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | TCFD recommendations Disclose the actual and potential impacts of climate-related risks and opportunities on the organisation’s businesses, strategy, and financial planning where such information is material: • Describe the climate-related risks and opportunities the organisation has identified over the short, medium, and long term • Describe the impact of climate-related risks and opportunities on the organisation’s businesses, strategy, and financial planning • Describe the resilience of the organisation’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario | | | | | | Our investment strategy is to make a small number of new investments each year in our Private Equity and Infrastructure businesses, selected within our target sectors and geographies on the basis of their compatibility with our return objectives. We screen investments against our Responsible Investment policy, which has been in place for many years and is reviewed as appropriate, and most recently in May 2025. We believe that the careful assessment and management of sustainability factors, including climate-related risks and opportunities, can be an important lever for value preservation and, at times, for value creation in our portfolio. We therefore integrate this assessment into our investment screening and portfolio management processes and provide the necessary training and guidance to our investment professionals. These processes are described on pages 43 to 44 of this Annual report. Resilience of our strategy to climate-related risks Our business model is simple: we invest our proprietary capital and manage a small number of third-party funds, mainly in our Infrastructure business. We do not manage products with specific sustainability mandates or labels. Our investment and portfolio construction approach is flexible and not constrained by overly prescriptive investment mandates or by limited duration funds, given the permanent nature of our proprietary capital. The third-party funds we manage in our Infrastructure business are either permanent or of very long duration. We make majority or, in a small number of cases, significant minority investments in our portfolio companies, and exert influence on their boards. This flexibility in mandates and holding periods is a considerable strength. It supports our ability to manage climate-related risks and opportunities and pivot our investment towards sectors and niches that can benefit from sustainable growth trends. Combined with the influence we exert on portfolio companies this has allowed us, for example, to build a good track record of investment in renewable energy generation and the energy transition theme in our Infrastructure portfolio over the last few years. It has also allowed us to approve investments within our portfolio companies that support climate change resilience, for example, through a reduction in their GHG emissions or the development of products and services with lower associated emissions. We do not invest directly in extractive industries (including coal, oil and gas), albeit a small number of our investments do have exposure to some of these sectors. Climate change scenario analysis Climate change scenario analysis can be a useful tool to assess the potential future exposure of a portfolio to climate-related risks under different climate warming scenarios. We did not perform an updated portfolio-wide climate change scenario analysis in FY2025, in light of the substantial scenario analysis work performed in the previous two financial years, and considering the fact that our portfolio developed only incrementally through investment and divestment activity during the year. We are aware that there are political differences in relation to the climate transition, with diverging regional approaches. This could result in some delay to transition measures in the markets in which we and our portfolio operate. If that were the case, the focus of climate risk management in future years could therefore shift from transition risks to physical risks. Any such developments would have an impact on the risk models which we would need to use in future climate change scenario analyses. We therefore procured a physical risk assessment tool in April 2025 to facilitate the evaluation of physical risks in our portfolio through updated climate models on an ongoing basis (see page 62). During the year, we did, however, consider potential climate-related risks and opportunities for new investments where relevant and material as part of our ordinary due diligence activities described on page 43. For completeness, and in compliance with TCFD requirements, we report below on the key elements of the findings of our most recent climate scenario analysis, which we carried out in FY2024. These were already reported in full in the TCFD disclosures we made last year. The climate change scenario analysis we conducted in FY2024, with the support of a specialist consultancy, used the scenarios described in detail overleaf and was carried out in two stages. As an initial step, we performed an analysis of approximately half of our portfolio companies by number. For each company, we assessed potential physical and transition risks using sector information and the geolocation of their main operations and suppliers. This first step helped us to identify potential hot spots of inherent climate-related risks within this part of our portfolio and to select a small number of portfolio companies for the second step. As a second step, using additional data and in-depth interviews with portfolio companies or investment teams, we carried out a more detailed assessment of inherent and residual physical and/or transition risks for these portfolio companies. This allowed us to improve our assessment of the residual risk levels for each risk driver significant to the portfolio companies analysed, and to identify additional engagement levers that we can use, as significant shareholders, to drive progress. We communicated the results of this analysis to the relevant portfolio companies. | | | | --- | --- | | | | | | Pages 42-51 Invest responsibly | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 62 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | Orderly transition – We used an orderly transition scenario, which | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | assumes that policies to mitigate the impacts of climate change are introduced early and become gradually more stringent, culminating in the achievement of global net zero CO2 emissions in around 2050 and likely limiting global warming to below 2°C on pre-industrial averages. Under this orderly transition scenario, our portfolio is potentially exposed to a number of inherent risk drivers and respective opportunities in the categories described on the next page. Disorderly transition – A disorderly transition scenario assumes that climate policies are delayed or divergent, requiring sharper emissions reductions, achieved at a higher cost and with increased physical risks in order to limit the temperature rise to below 2°C on pre-industrial averages by 2050. Under this scenario, the risks identified as part of the orderly transition scenario are delayed but amplified in the run-up to 2050, with a higher potential impact on portfolio companies. For example, carbon prices could be higher and regulations could have much quicker implementation timeframes, resulting in higher costs to achieve compliance. However, the mitigation strategies and opportunities remain broadly the same and would include investment in low-carbon products and more resilient and efficient supply chains, as well as the active monitoring of and compliance with upcoming regulations and a proactive approach to developing transition plans. Hot-house world – A hot-house world scenario assumes that no new climate change mitigation policies are introduced and that only those that have been implemented already are preserved, that current commitments are not met and that emissions continue to rise, resulting in a failure to limit temperature increases, as well as in high physical risks and severe social and economic disruption. The climate change scenario analyses we have performed to date have not identified significant physical risk drivers for the majority of the portfolio companies assessed in the medium term, with moderate to low inherent physical risks driven principally by chronic temperature changes, heatwaves and flooding. A few companies, however, were identified as having medium or high physical risks in relation to their own operations or key suppliers. We focused our attention in the deep dive analysis on some of the companies identified as having higher risks and have engaged with them with the results of that assessment. For our deep dive physical risk analysis, we used a >4°C, SSP5-8.5 2050 climate scenario, which shows an end-of-century temperature rise of 4.5°C and is considered to be the worst-case hot-house scenario. The results of this climate change scenario analysis work were used to develop a more detailed climate change assessment framework, which was then incorporated into our overall sustainability risk and opportunity assessment processes. We refine our approach to climate scenario analysis on a regular basis. This iterative process builds on our understanding and on market and scientific developments over time. To support the consistent assessment and ongoing monitoring of climate-related risks and opportunities under different warming scenarios, we selected a specialist climate risk assessment software tool in April 2025. Once implemented, this tool will draw on third-party models, data and expertise and improve our ability to identify and track potential exposures to climate-related risks across the portfolio over time. The tool will be updated on an ongoing basis. Additionally, we expect more of our portfolio companies to perform their own climate scenario analysis as they grow and mature in this space, or in response to regulatory requirements. In 2024, Action, our largest portfolio company which represented approximately 70% of our portfolio at 31 March 2025, carried out its climate risk assessment covering both physical and transition risks using the IEA Net Zero Emissions by 2050 and IPCC SSP5-8.5 scenarios. This analysis identified Action’s material physical (increased severity and frequency of extreme weather events and increasing heat and precipitation stresses) and transition risks (increased product and activity cost due to regulation and supply chain changes and non- compliance with reporting requirements), which will ensure that they are adequately managed. Value at risk Following careful consideration, we decided not to conduct an analysis of value at risk from climate change impacts. Current climate models to determine value at risk are at an early stage of development, and do not yet provide sufficiently reliable results for a concentrated portfolio like ours. Where relevant and possible, we embed certain climate-related considerations in the valuations of our portfolio companies. We will continue to assess climate modelling tools as they develop and will report on this annually. Viability statement In addition to the climate change scenario analyses described above, we have been assessing the potential financial impact of climate change on our portfolio as a whole for some time through the work we do to conduct our annual viability assessment (see pages 128 and 129). When preparing our Viability statement, we carry out a number of tests which consider the impact on the Group of multiple severe, yet plausible individual and combined stress scenarios, including the impact that climate change might have on the value of a number of our potentially more vulnerable assets through changes in regulation, in consumer preferences, an increase in physical risks and other business risks. This analysis is carried out over a three-year timeframe, and is different to climate change scenario analysis, which analyses the impacts of climate change over a much longer time period. Because of the diverse exposures of our current portfolio companies and the flexibility we have in portfolio construction, our analysis showed that a climate-related stress scenario is unlikely to impact the viability of the Group over the three-year time period. Transition to a low-carbon economy Last year, the Sustainability Committee established that the most appropriate approach to align 3i and its portfolio to the UK’s net zero ambitions was to set SBTs, which were validated by the SBTi in March 2024. We made significant progress towards our portfolio engagement and electricity generation targets this year. Information on our SBTs and on the progress we have achieved to date can be found within the Metrics and targets pillar of this report on page 68. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 63 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | Principal climate-related transition risks under the Orderly transition scenario | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | Risk category | Risk drivers | Time horizon | Potential impact, mitigation and opportunities | | | | | | | | | | | Policy and legal | • New regulations and commitments | Short and medium term | Potential impact • Non-compliance with regulations and commitments could result in reputational damage for 3i and its portfolio as well as in legal fees and fines. Mitigation • 3i and its portfolio companies actively monitor the evolution of the regulatory landscape to ensure that they are prepared for compliance. • Minimum sustainability requirements within our RI policy include compliance with applicable laws and regulations. Opportunities • Proactivity and early action on compliance with regulations facilitates the exit process. | | | | | | | | | | | | • Carbon pricing mechanisms | Medium term | Potential impact • The introduction of carbon pricing could increase the operating costs of our portfolio companies directly or through their supply chain. Mitigation • Where material, 3i has begun to engage with portfolio companies to identify those at risk from the introduction of carbon pricing mechanisms, and understand the potential impacts before addressing next steps. Opportunities • Portfolio companies subject to carbon pricing mechanisms could develop low-carbon processes and products to reduce this impact. | | | | | | | | | | | Technology | • Increased investment required in sustainable or green technologies and low-carbon processes • Competitor innovation | Medium and long term | Potential impact • Increased investments in new technology and processes to reduce carbon emissions may result in higher costs. • Successful competitor innovation could result in reduced revenue and market share. Mitigation • Portfolio companies monitor their markets to identify potential technology risks and, with the support of 3i on their boards, assess the new investments required to stay abreast of developments. Opportunities • Investment in lower-emissions products and services could lead to improved revenues and profitability over time. | | | | | | | | | | | Market | • Changing consumer and investor preferences • Unexpected shifts in market • Changes in job market | Medium and long term | Potential Impact • Changes in consumer preferences in response to climate change (eg preference for products and services with a lower carbon impact) could result in decreased revenues for portfolio companies. • An increasing employee focus on sustainability could make it harder for portfolio companies to retain and attract talent if they are not perceived to be responding adequately to the challenges posed by climate change. Mitigation • Portfolio companies monitor their offerings against evolving consumer preferences and employee/potential employee expectations. Opportunities • Portfolio companies could invest in innovation to ensure that their products and services align with evolving consumer preferences. | | | | | | | | | | | Reputation | • Stigmatisation of the sector • Increased stakeholder concerns | Short and medium term | Potential impact • Stigmatisation and stakeholder concerns may result in decreased revenue and increased operating costs for certain portfolio companies operating in sectors perceived as having a high impact on climate change. Mitigation • Where material, 3i has begun working with portfolio companies to develop transition plans and develop their business models to ensure that they transition away from carbon-intensive sectors or end markets. Opportunities • Portfolio companies that adopt a proactive approach to climate transition could strengthen their market position, particularly in a disorderly transition scenario. | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 64 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | Risk management | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | TCFD recommendations Disclose how the organisation identifies, assesses, and manages climate-related risks: • Describe the organisation’s processes for identifying and assessing climate-related risks • Describe the organisation’s processes for managing climate- related risks • Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organisation’s overall risk management | | | | | | We recognise the increasing importance of climate-related risks and monitor them as we do other risks through our comprehensive risk governance framework, both on a portfolio company level and for the Group as a whole. The framework is detailed on pages 80 to 84, and our portfolio sustainability assessment process (which covers an assessment of material climate-related risks for each portfolio company) is described on page 43 of this report. 3i’s own operations are not in themselves exposed to material physical climate risks. We employ 223 people across six offices, all of whom can work remotely if needed. Nevertheless, the business is affected directly by climate-related legal, regulatory and reporting risks, as well as by the related reputational risks. The majority of 3i’s climate risk exposure is through its portfolio. We describe our processes to identify and manage climate-related risks and opportunities in detail under the Strategy pillar above. Identification, assessment and management of climate-related risks We consider climate-related risks on the Group and the portfolio through our risk management framework, which is coordinated by the Group Risk Committee and implemented across the organisation as described in the Risk review. Specifically, in relation to the management and mitigation of climate-related risks in the portfolio, we rely, over the life of the investment, on: • a pre-investment assessment: material climate-related risks are assessed internally and reviewed as appropriate by external specialists. This can lead to the Investment Committee requiring further due diligence to be performed or in investments being declined. Our climate change assessment framework was enhanced following the second stage of our climate scenario analysis in FY2024 and was implemented in our investment process in FY2025; • our ongoing portfolio monitoring process : this involves, in addition to the monthly monitoring of bespoke financial and operational KPIs and in-depth semi-annual portfolio company reviews, a detailed annual sustainability assessment, which covers a number of climate factors. This annual sustainability assessment was also enhanced with the benefit of the outputs of our climate change scenario analysis; • Investment Committee oversight: the Investment Committee manages portfolio risks, including climate-related risks; • our influence on portfolio companies: we make majority or significant minority investments in our core portfolio companies and exercise influence through membership of their boards; • GHG emissions measurement: the measurement of portfolio company GHG emissions (see “Metrics and targets” on the next page) and engagement with portfolio companies on abatement, mitigation and adaptation strategies; and • climate change scenario analysis: described under “Strategy” on pages 61 to 63. Our investment processes are described on page 43 of this Annual report. We further mitigate climate-related risks by improving our understanding of climate change and refining our processes over time. These processes involve an increasing number of employees. We have been encouraged by the level of staff engagement on this topic and intend to continue to provide forums for employees to provide their input and views on how to improve our performance. Portfolio data collection and management To support the assessment and management of portfolio sustainability risks, including climate-related risks, in FY2025 we continued to work on improving the quality of the annual sustainability data (including GHG emissions) we collect from portfolio companies by refining our sustainability assessment questionnaires to ensure that they reflect our improved understanding of climate drivers across the portfolio, as well as evolving disclosure requirements, market practice and other stakeholder needs. We continue to work on the consistency and comparability of portfolio GHG emissions data, as this will underpin the quality of our portfolio emissions disclosures. See “Metrics and targets” on the next page for more information on portfolio emissions data. | | | | --- | --- | | | | | | Page [43](#i54651540d1854c96ac12f3d021b55395_160) Assessment and management of sustainability factors in our investment and portfolio management processes | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 65 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | Metrics and targets | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | TCFD recommendations Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material: • Disclose the metrics used by the organisation to assess climate-related risks and opportunities in line with its strategy and risk management process • Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas emissions, and the related risks • Describe the targets used by the organisation to manage climate-related risks and opportunities and performance against targets | | | | | | 3i Group’s portfolio climate metrics The metrics below provide information on the GHG emissions from our portfolio companies. These metrics cover 99.6% of the portfolio value1 of 3i Group plc as at 31 March 2025 and are calculated in line with the TCFD recommendations implementation guidance. | | | | | --- | --- | --- | | | | | | | | | | Definitions of climate metrics | FY2025 | FY2024 | | Portfolio emissions (tCO 2 e) Total portfolio emissions is the absolute Scope 1 and 2 GHG emissions associated with a portfolio. We are allocating GHG emissions for each portfolio company using 3i Group’s fully diluted equity ownership 2. | 228,936 | 323,539 | | | | | | Carbon footprint (tCO2e/£m invested) Carbon footprint is total portfolio emissions (Scope 1 and 2) normalised by the value of the portfolio2 , expressed in tonnes of CO 2e/£m invested. | 9.0 | 15.0 | | | | | | WACI (tCO2e/£m revenue3) Weighted Average Carbon Intensity (“WACI”) is a portfolio’s exposure to carbon-intensive companies, expressed in tonnes CO 2 e/£m revenue. It is calculated using the carbon intensity for each portfolio company (Scope 1and 2 emissions/revenue) apportioned based on the relative weight of each portfolio company in the reporting boundary. | 24.4 | 42.5 | | | | | 1 Note that 3i Investments plc manages a number of co-investment vehicles whose investors are employees or former employees of 3i. For the purpose of this calculation, we have included these co-investment vehicles within the 3i Group scope. 2 Sourced from 3i’s finance systems. 3 Sourced from portfolio companies. The significant reduction in portfolio emissions was driven by: (i) refinements in the methodologies used by certain portfolio companies to calculate their emissions; (ii) changes in portfolio composition; and (iii) reductions in the portfolio emissions of some portfolio companies. We continue to work with our portfolio companies to improve the quality of the GHG emissions data they report to us. At times, this may mean that GHG emissions data for an individual portfolio company is not comparable year on year. We do not ask portfolio companies to restate prior-year data as they improve the quality of the data they report to us. Methodology and GHG emissions data source The reporting boundary includes all companies in the portfolio at the balance sheet date. As a private equity and infrastructure asset manager and owner, 3i is able to collect data from its portfolio companies. 3i requests Scope 1 and Scope 2 (location and market- based) GHG emissions data from all portfolio companies, excluding a small number of legacy minority investments, on an annual basis. This data is provided directly to 3i from portfolio companies through a sustainability data collection tool, or via emails in rare cases, and typically covers the year to 31 December. If a company provides Scope 2 market-based data, this is used for the climate metrics calculation. If Scope 2 market-based data is unavailable, location- based data is used. Portfolio companies provide their Scope 3 GHG emissions data to us where available and we are working with the portfolio to improve this data further before we are able to disclose it. Estimations and data gaps Where current year data is not available, but previous year data is available, we estimate the current year data using data from the previous year, adjusted based on year-on-year changes in revenue. Where the data is not available, it is noted as a data gap. The significance of the data gap is disclosed through the data coverage indicator (99.6% of the portfolio value for FY2025). Data quality As we invest in private companies that are at different levels of climate maturity, we have decided to add a quality score to the data that we are disclosing to ensure that readers understand the reliability and quality of the data provided. Some of our portfolio companies have only just started to estimate their GHG emissions, while others have robust processes in place to calculate and assure the data. We have used a custom scale to reflect the overall data quality using the Partnership for Carbon Accounting Financials (“PCAF”) methodology as a guide and adjusting it to reflect the specificities of our business model: | | | | | --- | --- | --- | | | | | | | | | | Characteristics of the data | Data quality | Certain | | | | | | Emissions of the company are available and reported by the portfolio company as being verified by a third party and calculated using activity-based data or through direct monitoring | 1 | | | | | | | Emissions of the company are available and reported by the portfolio company as being verified internally and calculated using activity-based data or through direct monitoring | 2 | | | | | | | Unverified emissions of the company are available and calculated using activity-based data or through direct monitoring; or emissions of the company are available and reported by the portfolio company as being verified by a third party and calculated using spend-based data | 3 | | | | | | | Emissions of the company are available and reported by the portfolio company as being verified internally and calculated using spend-based data | 4 | | | | | | | Unverified emissions of the company are available, including those calculated using our sustainability data collection tool | 5 | | | | | | | | | Uncertain | ![](data:image/svg+xml;base64,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) ![TCFD vertical arrow.svg](data:image/svg+xml;base64,
<svg xmlns="http://www.w3.org/2000/svg"> 
	<image preserveAspectRatio="none" width="100%" height="100%" href="data:image/svg+xml;base64,<?xml version="1.0" encoding="utf-8"?>
<!-- Generator: Adobe Illustrator 27.9.0, SVG Export Plug-In . SVG Version: 6.00 Build 0)  -->
<!DOCTYPE svg PUBLIC "-//W3C//DTD SVG 1.1//EN" "http://www.w3.org/Graphics/SVG/1.1/DTD/svg11.dtd" [
	<!ENTITY ns_extend "http://ns.adobe.com/Extensibility/1.0/">
	<!ENTITY ns_ai "http://ns.adobe.com/AdobeIllustrator/10.0/">
	<!ENTITY ns_graphs "http://ns.adobe.com/Graphs/1.0/">
	<!ENTITY ns_vars "http://ns.adobe.com/Variables/1.0/">
	<!ENTITY ns_imrep "http://ns.adobe.com/ImageReplacement/1.0/">
	<!ENTITY ns_sfw "http://ns.adobe.com/SaveForWeb/1.0/">
	<!ENTITY ns_custom "http://ns.adobe.com/GenericCustomNamespace/1.0/">
	<!ENTITY ns_adobe_xpath "http://ns.adobe.com/XPath/1.0/">
]>
<svg version="1.1" id="Layer_1" xmlns:x="&ns_extend;" xmlns:i="&ns_ai;" xmlns:graph="&ns_graphs;"
	 xmlns="http://www.w3.org/2000/svg" xmlns:xlink="http://www.w3.org/1999/xlink" x="0px" y="0px" viewBox="0 0 10.9 175"
	 style="enable-background:new 0 0 10.9 175;" xml:space="preserve">
<style type="text/css">
	.st0{fill:none;stroke:#00577E;stroke-width:2;}
</style>
<switch>
	<foreignObject requiredExtensions="&ns_ai;" x="0" y="0" width="1" height="1">
		<i:aipgfRef  xlink:href="#adobe_illustrator_pgf">
		</i:aipgfRef>
	</foreignObject>
	<g i:extraneous="self">
		<line class="st0" x1="5.5" y1="175" x2="5.5" y2="1.5"/>
		<polyline class="st0" points="0.7,6.5 5.5,1.5 10.2,6.5 		"/>
	</g>
</switch>
<i:aipgf  id="adobe_illustrator_pgf" i:pgfEncoding="zstd/base64" i:pgfVersion="24">
	<![CDATA[
	KLUv/QBYBNUELh3HSg4owBhJCm1AR2ZpFLph3SaYqhWE+NZ+vY/Mlb1TpjK6rBfcFEUBQ1F0IAYS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==
	]]>
	<![CDATA[
	AxAmWCCECST4QAMMjBAhQgMOJFAggIMJIvBAAp/AgQYhuMAEEnygQQQyMAUCQAhhgw4y8MEEDlRg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==
	]]>
	<![CDATA[
	ZctuPuznNaVeZ4j5Y02v+l7MU1xlFdkf/kPn0EtzUt2I3CyzSW7oRqb7huwm033cptQbM0uR7Oao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==
	]]>
	<![CDATA[
	yeiaK482IzMsM5vjfaQaI0/qEvLlOCJ3/JjDqqHy5K0KicIzi1TsZbm7jHvyz8bC6WmXnvmVLqUv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==
	]]>
	<![CDATA[
	mf3AFrUuKrkdN1RA2LioUDMPVIXJMq02gvtFtepGSu5OucGwOvZWhOm3vnVvgfZCeskXjxNymggN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==
	]]>
	<![CDATA[
	lX0laFrbQuVh2+GkwvzPujun1CxUJDwztUhpJfPad3j8UfDuW6i6Sp5+BTTpAaC0W6gcHDwtVOSK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==
	]]>
	<![CDATA[
	sSDONDRKs9N3UH5XRm4+6A8VfmI8mNsruJJ6tBkm9m4++wy9ua56TjfF0D/nE2ciJhjjX24AWYEm
JO8fBAPlsKhYuZNdD46uOlHqOB4o79AKgpW/eUJaKGAoMrEu8V5WERaWhrV5DIIAChiz9BZo/ovx
HA651/1CS+oXBNgrvoehZeB5BTGZtEWrZJvFQMsUU5vQcSy/neTVgGbTFF4KKE48CuZjkksyaLSg
HPhKENwxgbHnIrov0b8BulKTYgmp4IRfNVQ90mGRb1RcP50NdGootxmDlQqEDN2N4NnD0JVTrgsG
pQgLeGCdVEDsoXBrrYr0ck7vAetJkRReCNUKGuHsn4q4sn76LbfongtWvviKul0Oy91d0vkKDCxi
C/Fcft6EeBGZEQONafBG7ABo7kniqgRUdBIr/obw/CEEc2HcdfBShxBq4TsGSlPlbpyQOf2I6+y4
0NzWJZLGsQgC1AKO1wQZ5tw+M+ZNogk0rswrGtUt3jK22Iwma6Rx3dFxamMLhWsJ/RktsU7FCzsQ
KokAKSF8wxi06nfVIZTr+L3rEkTSYEChj7yyMeMMZtAGI+VuRZhbjxM7aynl0GllU0BNpkdgHuhH
aIUTJ/WN4cXJDwB29LRhz92GEV+N338+eN2tkp6R8ShGMPNlXIEATG6hUQ7JLwblGeGRQZI1WN4D
+sGPp/9jMOt+JMAmenn2eQl5JIDIlTLGOV9rvx8CCCQOgZnHwTGJMxYCuIP9xulb8hKFK5CZBEQu
yERxdCKPlLl/jT51+VxAyesNk44p8jikkQfohSg9+wvYb3I2mxzeY1cV6RpiegCa/5DYdn92fcaM
93IQ87kEs68M+frLhd6hjptZ7aE4yqBNQnpPdAYBNITA6AtdZ1rj5blLU8mgfid8PrUlNM46kesc
SVJlD6YUkv4HJicMW+ft87KWqp8xeoNLlqDROPlv4L66af24xdwXRTEIoSvXxQbs49GN2TSZOZdC
YEgpWqh2hvaIjDTAQPkDaCkFByIp+ZTCngUUQM8sq/LvIUSRt+MHrIRUi8y9f3G4r4MnDWJD6yAx
LK39AsLMWbFgp78EUagA2yXiTMDvw4J9OacPKGkKFz2y1eGC0LQhBbKYyWKimSsSGNbyhpvSsSbu
Ec67CQdcx9iAoYQG5hLZmgzJjIiVpFOI7mS220ZQCqN1RzyFVkc3UNID/hgKLBXSyt2ZwJl2Efli
e8J60jNzRa1ebNwPlHf+YXV1sZMVhqAuDX1ZNU5OE7YeHCRERu9cRHRjMXp2mUk8uCTG7416Ca3S
wkbFp1WCYuWMKi8P5G+5Y0VVsstGfrOZQhsGNIZgm3Eibf6blevFPH3NU9TyBN4XcbJuozrZippi
xXhhCLiZ/KxC0nwRHAlMZwPocOY17gtV9MPq8+/kdauykrr01abvXlR+4H+uv/7pJ4iaQnthXy0t
akTBq6QY1Ab7iu5dbmump+5PY887/JCGNU5EGi2YjA9SqxZ5xacWPSfTiT/yUAXDc94PKtlh0kBS
8GcER3cSgV89dmajbfszQLkzWZTqiYY+806khhc3UHmYFXzGGY7AXGl1AHMJkEhlQOotdLxK+N6G
dcPJyxwaU6gwQMMYKxf0jZhtaEr0UgozZgKYe8VstdJhbSy2UMMO77RFIBTLq0FxBrdwIgCJbEzE
CM7Bw688nIqkk77kotdqPX5fOMlhd5/JItK4Syw5D1UbjygPoXPWq5GQ42guxeVFgPgto0yBbxbq
IifeiFzNcPbSXEsmXEa1F6RUgB62V6R4TqcxiR03AXaYv0n8PyqaiUa2snyljgHe8GlY/hF0n/MD
FQu0X+GsgO1xl1SLcYyqBblQi7UeYw8UUJLB2DcaRSD59uKbwqoiJbopCjmsPhKf8Ow6q8HPQtx5
YseFVLOYIyWpKa1VpzhobkrUWdbgCbTU9XEWknULbHNdtKnwEwPShxxeA6whXvABfpWgDylLJCZX
cYrLLJb0rXdvfyhByrNtPlhYdserLYLzT7431THvKfwTclPAPWbC2Scy6yh5uIR2lB89Lud1IlPq
VYEP8DZfuwWiWGsXQ1q69R9X/Psfc30uDcuO7mRMeSBC8gB4sWByRPXeoyYde5bKB7ZFpxGh3l12
VlAZEYHXy4N3paNLnQLAphJBkXsunXkWWReDTa9Ah5ZwJC+AHrX8Rr63h2ccX6gQRrsAkC5s/HBz
VNMDcsfaRkhUkaVioTpaR3QaYV0gygIxNZEgVz3Psn5uR1rhtTgXwoAlJih4dZeMy70Y+NIcnBS7
mjvjUxc67pcrCzisQkefUDPikQCXBvuD9YSxLWLZsxbauWBlt3sUlshmNYkJFhZ2LuaUHOJ2DmAv
72ResHQnMx04K2wZggxpyGI6CGfCEW4A4Pss2JO3x+8IbM3Fj1avy5jqXX4a5oHCrZdhycHPvehP
A5bZYO+LbeHAuhlYQZC3ZhemAayIQHVQIyBOeEoAxNgA/ysVZ4F28NUsgPtXGo7DxYXWhBIeSRxT
JEFVA0ERJB0/C3t5iRWii4CcUxYD3ICcxW87411Y4HZpMMlI7NYPotVY1svDBm2d7k+ZUyMtlqYl
NEzS7NVAiRjdjWsqTgAKW6Sef8hf6C+nG0HVIz+WeLyx5e0alot/bjF+sYkkdb7lcSGZ7kfZhf9w
qiB6+WPOHF5/M6xh6aMxq1+L5Y/cZghG5KTEweaE/PnGBxYLzpO7pz+BVPxbFTNqvLVhREAqebIp
my2U712MY89Od1QyL8Hw19+0wKPpMA4lZ5cABin4tExnordG8o9IkpPMfVGLjxIKqOgYLC4ENrHJ
oTyvl3QD8s4uxTsQj6Bs+9HcoKv1ui8ejIRdivjIqnv5xbs7AchqW+wcR4nvUtnUXwHrD010uP65
vTHMaTYKhGH8ZDTPzwsrPrR1Mc739GEikJr6VPIkZ1weRHAhHje4Gdn0xZa0l2vGe+JgMQUbdxHM
KwODFk6UjU//Rvv9vViyr5H8XpcxBE0ItjlJxBFqaNwaLmBDEeZs5i2ymgN4P4kNyhjkf8BcwMQ5
JZq4+OD8Vjb+OvO0D8KAh5mMCg+WC88XEmaDldq/Z/QmGjvpmb0FQ7EuUTxi1W5kNodhStBn3jD8
oYQNT3+vHlfY9HuF5HWv0rrIeXDDbiGYTuPZZWG69chD7No66hcE4WRW3H+fdyF/Y4AHEFqMRx2i
HUHXHMZfwoyd5JBAsGiOpB5YHD5R7gMlFej9WccQUGsiKmSrdk0SN2HcDUQkP2nGBOO18jkpKmif
bnY+n+5KZRrc79uIkReg0M9BUivlNP0u8AhT57oNoavUP8YlkRbR/AQU6r0iG2AxGaS4gel81Q/u
C58Lk56C+MEBYRhMwY5B4XQzpgOGKQ/YG9Cpx8vw6g3QtUoi+MO3TuKezmI6Qo2M390/nkERjDCe
JyAfYye+E0Bfb3bAu1XhkDrGcBRk9sLN1DfZ4tzKl7V827zFXyltCBAIE3P2IsBCT+aiLiU+t3L8
DFhAr42wqBC6XJM+GVuFE4beQZcPHLe/MDdmCsD4sEDac/277NJBrWY4JFAD2TglBOOoGM25RDHK
eCIKpaoe1SX28uJ77Uo2KRHxsQeETVxQzi6VKEixF063kSVx2wHiTJvxV3DdCPC29YdfxfkayNMG
5xbF492pBx4BfNekfw0K0RAZNslIP6enEV6TpXyeWe/6S/fv4i/20VBWV38VtwMMEkL0WGdu4AVl
edTm/XIs+dqisGmbdtE9CPljCL1ZoFlLLBxm3b9cDtHMuxK1wEzV/TYBG9Sg+hvX/oeaa77J1ofj
wkDTVUIhYQgcjUHuTgU0vZIbV3vdmUlcS7VOOR+eUOA9RolgOv7DGzZm80j1BXqO5cBp/Z4FVdS0
gtxMbwo0tKqYTqdjvnNUlcGFF9+lmQoKw5MAqB4SqhJKVxRG9AMlYsZ4FoJBZ/hglg1JXUYWAjTQ
piD/NZ449IGD7pc3cZ3lXITKOEKYr06UqzijwlaGI9NZMIlBruphA75+IzPCzPxcnuUsv/KaexbC
veo37yy0kO0agnLIaJ1QJBf5ZHCnxoE3DEk0kyFzlNuU5lbq7PqmywimvrS7vRSjkRexAgE4NS1u
iok7Aua7vwnw0gLEICnO/d80eyYIogxSMx2PuOdv1zeV4ZwY4eF7c4cQQ7DZfjCsH+CAI59FDfqB
BXdCHCabixahkD9ABSOF3D4aRION7/ItlG3FMkFtI6hx26R4cw4YvTZ87AHRMJrfSJb7eJpzxd/i
yg6oxeqy/6fjb6VDwb/b8J2Q1RXCmQVhpHq6t6SrhlRH4Ez71jtAklycH4ICwt2hbvrARWsUiEiE
V8yhwNLuz0v73kgCTtAlGm01BrwqYOXz/r5rBB6Fmf4gNbJNegXwOq603iFBK+6P0YbWVavfyQJb
FExCLXj0gP4KK4qwD+5YxnLIlqlCMQsKOVj5YSgFDtlongDYfm4GeF7zYNA9A7qJ3ur9xcx1C+fs
k+DGS6UbG2SxEkU9vYO3pa+6N008nqnBjG87vYhokzt/7EV2TWk+liPatx5Ccq4ZEeu6IYmUugK9
Zf4p0DO6Ft6NOmFksPT1t0gIRDhNu+sPH2SYKFr9yG8eiPnvSANhryQFJZmd5BdIaidv+B4HXVaz
7hiVdhKIV3linod34nmfwTO8KCYaUl7to6ChrjlKptVQ/NHFmFtyrr1Va6KqiEyKPCTS9zkdt+9J
FiJnu5H2sHICBnvzxBprAbXcwKAX0CxMbycwp5F5r0HHIMHrawciTRp/AK2FUr7vAVvmSDcNgZoP
5uA68R486XEsyTkrY2XJBf7AwilaIhqJGCgSNOVNl82zOyBhEpcaFF9QLzCXWLYlClSl5m38N5pk
GKIiXsM8PAbzi0L10N3fVpAXSqq5WaE74u9lkj5rlanGvioT+jYuADqVQlwSEBymCde3M5egad2I
CTZJdruYq2zq7F8RFUU039b9z8QMLo3DKr6CPob/UUk2iJlMr4BBsuK53e4XVLOKNQDy32L2Rd9f
FkCLJ0Wj/pSsCpVrGMIrCiITBgS1UqkS+6w6a5RlctDUbC0S95sh+bjSHc41sBcrgGYZNSCkEgwG
jce5GvyPVUHYJdLBkXuxQz93oxraTNVqBdm3orW+po0Ri5OopwrFwQXzDmllSJ0LF67oQsGOk4pj
u4zR0yadu6sv4FJqhlXLDc3NAboHTLEQcEi16qpww6jzMiHq1sYd4Wok2aH2F8prcPKs7PW/wUo6
Ib5wfi+tkgajhT8IeM76DIDzrrciglqjbEy4/DW8JiJE1y9UrrcjM9ZICmdFPCXGgNoApU3Pbdc7
ixltRTOC07j+h/ibLW6kiN6Sh8mqZITlz6QaopF4KGx9Znlqaj15k+sMcXagqq+Wp+cr2FH/WQp4
/U+Hg7yMkXpK1qUpQGRgQ6KKVUahaG7KkFS6qugju4ZS/og1EFqtoDU0dy0koChL2w==
	]]>
	<![CDATA[
	e+v0LSHoMIoKE0cZcImsUUkJSC65QddIyPsXzIU6FpTkQ2TYguUTvSzL3pqy945uF6hceobpxNbM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==
	]]>
	<![CDATA[
	B98WXoGlSol5kUTS7t0Gw05JbBT/bpLstxBh5zHPmZllUoWlpxnnsX85sZkSBxRfwwIWfgls4fOD
P7hBkEJgWc4Ae6+k65TsO90Ni8Wauw1vYkpNHb0XxZZ5B4iSvEzUXX4/FpAYA1gnSzS0hIkdqUfI
iZsNHAv/bPHptcloJgbsOBgVioLjyCSTnJRJqkpurljGq/sf8EClpuv8JzEcytL+LJTM7A19+Wow
HnGEytwvjPuouhpCXlnCCGMnJsnyqKWDbx3eqtENo3ImuNqJh8kYbT/XdAER61Yuz7RsaUtpTZhm
59g8o9drT1LImSUvaThQoFfmRG4zpATyKW5dkPp7E0aIplrnfmyIpnQ3HtBLTqiAV1+b8NyqF5sE
31QuESLlcpfhB17a4J1K88CQwNTvjaGfFQDse2/Iem40bZRFU0LV1+elO9CF4x1eMcOUKhUgaoeP
XWsuFY3YNUIy/tV9AH8xkij20FqQ4A81/SWjeOGfdJMptImiQS2Wcq9SVtAvRQLHL8srOPhsIdUb
2IzG7pKuGGAI+7YTJDmb5De+0rr/yGrCsBVlPvdpSo0yv9NAkuh524emqHha1e8CI4jpvMSAMgd4
uvU6mf4QjoowpQ4Ija43eAjxaoJlw5eKECdOAE+Bwhox8hbKaUPBjAtghca9z+PWRAiebZKWWaic
KlMYovfsnAIKMhqeAZq1XIFQ4/wKqGBzj6GOk2/ZPWO4DG02L9vzqWzxa4t8kfwtLgYrTyBK2a8l
I7XStGVRwAiByINwQxXCZEWZF06m0GekwhqNxt3n3UAqpSCK+Zp7x6aSFACeEeV6g9SkliG8K/3v
ErRCY9vFoiv6AdWxAgKHB5qbimJlaCIXASfWNpFfhHY8rEarDC9z6hNU0gTwrbE9kSmy/xUKA8mE
LSNcb/D2YSPk7SZEg2gQmmUIwp5MhS+Je5CJJkJ3Zocnp7zrASGw6j2ach4OOxAgREGAAWMSt+Wr
Y/lYkqx4E9b6HImPjUrKdmHaXb9Qm/3kn+C7y7L5cv0oScMr3U+KKHlwr8DKdHrR0+v9iTiKWytW
otIn0JVjUSU1vA2xEWUu+FEDVLBOEiBW4qm0JG6zRuj91VBgG7Fky3Jbc6EA4Z0Poqak00LAhe46
/l258nAoA4F/j/JeesoP+/+YIJCdKWkGp4q0B5D2yFV5ArUfqQsoNxYHjaZrFkcTdCLaZOHSA/cD
qyOTDRM/kC+Eazrlt1LZuI14IN+eUAwR6BKvdVO8R5Ug4cnlvBkGEQJvPvd2KUX3yXPfbcBImatu
2X/cXI/EFULXo12RMzYhJ2obfMxUWCMwVe8FIaQBdgS3S40ZPBjkPQKS5WJafA+C76uAwIl74Ie9
AWvWUJjXd50ODqiZO7FUOTS3ILD+jjriEXYH1ITrxOgjTqwsAjYnkngbmwq47qrg5Ki7i4bBvd9A
T4AwUJRU23mtQFZSJ1Qb1lirhFMX7rchap8IFH9IaeiA/bNO6Vf6bdBw+XSsC+LN6K9wXpj3T64Y
ODoi5Z+l3bTJJDmTMo/d0351NFXihdUOCQ3Gfvb9shd/m4WdcCCrR8xkghs1e9OpnqGgLvQVe4bu
nB923X9amOHcwq29TljD2Yy1ioL8qMBEx26ttuaZuyZyMKmnPRCNrFnKTtHFaqeRKq45dcCVQpcS
ZUJjUzZ288zxLW4W/fgq78OlKh6fBD6sTeb/Ciyx1sad/4nyW+Pc3rFQcu8Yc3iaadu6qaAPnRD+
Pky6VxlVEBV92U60gj8jWWh0aklS/CyTWYjhJvA33UvOtClrEB9vSCijFLJ4kPYsieQwCn3khE8l
hHvJ92EHU1f+5ZZ9GM9PyvnxCaQj0grkqgB8dywSSEHIEsdB1fnrG5wpFPSSzJghPwExHvgzKAQb
ZDGgt7KisQeCxjfeMJYA090oBoDIkzogo26ZwWCp5ChMqcwjgripf1Ws3DqviC2KWSei4WQGJ2w2
/mRr5SSU1r2ZM68i3ChuT0pRMO6fsuNnH1TCQLanFe1JuhAVhtjjTS52EQ/GqtrzEqwGAMPggaXk
+xEXItTY3Ug+IkGa9K+erhekCfcrlun75LdCKsoA+UJaQTsPRDaLFKu1McJC5kOMMCRGYcJGUmT2
CtnMjr4IIy8wSHqAYSVAtz+uQfV168ZZt8Nwukp75kAUWVFpfNAjvuREWwaXgTydlkySYv9VIq2w
xt3RU6iWsjm+kNCb8EkVcKN/nPxDyxG4xBuLTd6qBAa3cJ3EUKlO3Qfp1c4t/o1nkX9zLz3AVx5V
lCKx+16JQ40eTITQ/Ds5QByk5ztQelqP74T2fnaQkzL/PCnrCaP/yx3rB6dj3VNdcFyQy8Hk5A6H
72A0S5ciblpTgrpfrfJErh5cVUp7KTVR3G90Ktny0RDC+mdcku3Ft5pSdiz1s+yo4Xdj/K9E/Lh4
TKuE1YUZMam06IPplR8dQaI7jpbS38xVnXwMQaieeaec6d4tgahImYtKmdhSp7yh4nkP+MLK21EZ
mz+VIE+VpIOzyhPuKmWZsfIfVXl1Tz5oXistqJ8avpXNMVcWF6lt4pXVpH0p2vctGcyf/YHO3ir6
IJfHB9nhNDulXO77Bgctljb5huUe8tqAnFGHKUvBKUDRhAgI3VDMUjQCuceou1rhBHCndM/Vq42n
q1kbGtX7P7EFQEbkBXb9P798o+JpdOKBJ3FdR4/HNZYvnNnU+reE22UGBO/SOpKv0JruvbMeisis
ry4ra6Mn61oE+C/5ADhR1Zg5sQY4E8FgCiH+u1A0sT/qCUUAFxFGJk/7q4lfPXGoBlqifD9VZvBt
F/e2zpy6WTeVAxtR6w5rrxLeh5xqIoab1PCnTdbBiACt7ZICe0LiCkPUtSDwD8Z/pIr0oJI3qIpD
Pb3iRt3teae/IdKLXbqZKOaSiBWMDm8m8byZRME85G8prUWFf5PG63Ga6MCPSIaiYVj0HO99PA5z
KADYRj9qr976Kj+yaeu1os4ScLEAjHc+7xedScoNrwlCrgFUdDAccDdw3Ljo2I19pljHnqDGbn52
Y4YISDHmIhXO9wuBbqsKnLOp1lEDRcPPwhoEnYBGmFcEh8lEapCB0zaexXIlWhLCZHMQvsNYC7La
UbMaUgHfPbxjCENsi1S4o6IvGA2BxoPKD1dEqnd9y310TyFfydpypVngBtgVaSCS7iIIHUcEJiQt
eRUv6SociMEyP/BhCJJyqI9T8SN3sobWQqPh95mtIv8sSZKGEwShnYXnDUZBIhVfojKTKb3YUn3r
VrQ/MZgAeLYVusayeB4be3+S6B3T4sBzMe5WYbhD0dITLIjON8OTCLIj10tWF+dpn7vo8rf5is+z
OzNoYkAtgzBfraLJ/0U7WZN18p/H51iWE/AY5Fw583PiZrJGc43JPbWcZsOICDOZkdY/I6m+6mc+
XN1OL9jdDcPYJUPvMO9fLoYnwLbe8DNOB8sKJAPJoI9EDBNw9ouznx0qJqk7g/KIQBniJ7cKJM4A
QpJOsGVAHHIXIPT5eRPCZ4ELvHedASYVSi4Dzmm50icXE4OY70CZhw6v7iLVEuMugcCHkPTQjuoD
8u+UMCwuXrl2wPTihPBcAVw3IrQJEjAOwWQ4oajJKAD0hYdng0VdDvDFbzgOke0yBhXgUJn4ApG7
DDg4OAnFNs5iRYJZQvxVS3oRiRq3hhohlNYWQ0p7VOGQQkCLp1m68IF4qKoN9xTyd6x94PboIDzk
x015YJnaH0V0UhBcwCHCoH2PGMk0/BKga8pTWcz74uDAOTY/6daE4U536jeGFwXfDhRaWJHHpJDp
Fi+eYYMUVu6HKAy7hfs9hTGQ+sGu1y+YRljkBibqwGCd5wdW74RgB7lf4Em1C2Tg5GM+eMxL38Ci
c4z+jZnVGFZ/fu4mdo0naEjUkxWAJQRKARS6W/M9gopdBLQRj/FT3GyzlKbPtARWcXdaYVApAoOZ
GtcBbmPsroMtAdkDwRz1tbUf6o/o9cj6rWZkNNRksk3Umwzv1s3ATn96eC/b3RmIdHgczt0v0yEd
ATXqklOaIualzQjMCNBiC5M5//by/VahN4t6P5erHigRwSaZ4NPz+5Dz61IYJFd+yMkvI/LLPH6p
xi+++OUlfpHDL7jwiw5+0QZ+YQcngsLJe9GBI8znzMNdmoegsh6pedEsDiuKKjNBJkV9gKpUdQ3q
mQLtX0HHnnQsVgZVb+Ke3afG7q0HYYld80/HkQo/qw9sW/ZSejo3CA7xPTaJZxRbxJOzbsOe3Gxc
a7Nlk1rvuf/9yTDxMl6lstl6PtGiYkHaEYnKCNoRZ14J6YgPyaefOVbU6yftBpbe3ZV+afK9FT0J
qF4mqo74L5qG8q+DQA2SWUjLv0dTn+tG0jpaJXm8yqEPbaTuxQSdfJ2v9Ofopb/OfjraYlN+kPet
aunlrbEpzfMiy7T3IX73T+Y/PBo3E5v7ztKgpLZCiKjxl6xOK0I+E/2D61/nngitcWlusjiaoe/p
nz7H+nxoGMITY6Wq6D/v46+Jy6yRyqRVkPLQlNHIHxe7/ICcbCZtfoA/K41Du8/fYQFSEHfWeFus
G1mhUaO7Cau74nt3j5d3oowC7mFXpr2DcBXQUrsCms6H+AUWAHwoIeql5OKqYogryDR6mPqby8k3
eja+sF/zSB5yirvlKsfJiW/0T7qJZVPopVN9f0pmVLpBP8SjgTc9tD5dam8J2zNmgouS7hYp+wRn
+gWK7w7sRZyAgjlDQ1GA9gdeX+Vqr7qdVw3/rh7Lrp4wRHq96xHpppox0tzlyKgLJaKeezOoL+ql
PqyGJ5m4iZCKBIPXCESi73/3sWVxfVpRhnuG5dLu+cCqxemTW/wmcPVfV8WDoXkWmiJgEJK6tkF5
jxCk/qSuOXSrwX0O24q5CwAypzqMzEbZ65WAeAKZVUY/ouCYu9CYTZWYDfa4DDEzZZgHEGZmN48t
MF/8y/ceD2ZWSvHoaD+WPNaYxW88rKU8sLe8nx7jDvUYZY/L3SMj+JghWl4zXJaF1NjbsKyVnhYJ
3WZM8CGM61Nc4IaDRsaO/P3slH8gieN/JD9XhlsB1YNoA/VQQCm3v51/Gwca+8F6eOVXgfA7/r5Z
UGohzJETC3IZGnlRCGB8GEPHxbCMWsCpC+WpkOsEO2U95HgJ44BhvbmTdOqj16An9jVQmdPA+J+B
OS4DAyyxXjJQq1pMUBYDPB4GBmU2GNhbVJ9CLM37+AVOaD4YkMo2DBSh/8ATA6cFqaTh6I9UOTwD
G1GfejSDxz+OK4kOV6RwPAZXhPNWRIlb0XvW9wQrzR7SeNc8WwNIeyiHQf7D/8Bhf2tfeCushO+4
4rgbmksI8kQe9WrlvnS2Knv2rBLLIzP4cQNjxT4+Al9HJeiK025FNwsjwaxAbqs5ySkC4QnUIoUE
q1BakCpmR50Kz2w0KxXcOSpG+0u96EvRU1sARAW0knxRQTeRivkfU7HYUzG+kHcUfw==
	]]>
	<![CDATA[
	w4P3zLARk0MP2BWCwFzqnjxSjuxW4fr21724A3rfcSUCsXqZOxD1MdqOv0AwnR3+FmCgLVEWFXo5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==
	]]>
	<![CDATA[
	RfX4zu0xylHjSjU6G+e8N/u36qoYm9aTLWLfyCXemdDjZtoIV1nHnJjKhmqbykRInrRol82qzKnO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==
	]]>
	<![CDATA[
	bX0YfghS2TwEV6pDUN36ajiEvwzZEIqtrwYNIcj6DMGgGEOQ0l4IVaGFoKPWV16F8LH1yaIQ6JAJ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==
	]]>
	<![CDATA[
	sQXggdfnoszaohKiWwGQVy8GWxo0zeEEZL+LnU2eOhkczKR2TQD5/sRHJoCqakUpOsYTrJ5ikAA4
gq/Ve2nuIYBcLzKBUa30A3BiEgJmk0NVr5QIdQAO2Xpm8ZMOgP11YkdXy4g1AJdzqhwQNqrdyBID
wJTEZQBN182IOgtA2PsYDFvflFAAhugs8FJ4eJNVAmDJUoVhfPlYrARJ/hblfSnyjI8AvFqwgRGA
UzLuAYDGbhsZWdLIcToNAEChRmEGgI7aVFsT5BKaiAqAA5OD6eniTT/onM9MixTRDJIAS2jCPk8r
CFVPQwDczzh5VI10utvGVDAAEHV5FrPwu4J05AMA1x0KjH8fgAgxADB/Ee1VFCwQvf9fPL0/1+Dz
/1cS/7v/H2tRGm4Cc5/k/+M4pCRQO4jx/4Ri/LO7Poui/6fA3BYsHOTweb7/LR8A+AGyMc1klaC8
yvzvs8qE+H8ltH79eAXZ/QdPp1fzyJru6mX/XSzDqG5vKRfN6J9U709Ko+f5pdO+PFD8PLfb2bPX
RXhLoSfof2aTnbfZV0dpcchae4Wh/lXO+Mv/rZpnkvRorG1GrP9NzbUl269l3FzhP2FTmuOa1pb5
/ofcBZWLCYmWlfLeuf83gs0A0pE3dwCYAkJoDh7i9SPCwv5FDrY7hQvwWP+1478Lzok+/UPVs3ox
9oYnvPhG/+ucsU54ZwSLYHr+sa/umKrBSAukaP4p8lbTrASs9HhqK/9mCOyquoyvLdUk8q+b95lA
j/zK+B+tQxMxsCmcXRvxDxieh775TcnmyUz4D+PgLleGm3IA/3Qk+E7mSfm590/1OBpdkUJUufvD
rw5bjhW5sGiqF59Bhb79wgiI2//ldQBn7ojEaf8C8Mn9n1rXEm0p+xeL8mbv55BMuYhZi6I9QC0q
+2N/WEA731RdV/q3vsYp++sJRBk6HwMUmMgM0V7cK/uHQw0Ij5ZbDFL2FyoVhOlcHnWjzMLa9VWC
uvRUf3Nc2b+uUEP+DPGYbPXnQkfeZH/+QWe53+Q89lT2l7SMRreuDOIABJa5HhjXFW2W3C8zIgal
QeaT/ZdlF4ZhZfbBzp+V9Ev2D+Gln2R/xMH08mc/KVPyF9l/vZhh2TBdGEhKeGR/oByznNuNXSMO
mcj+t+AImYCEbx29J1IBsj8msu+sEapK6N6WKwDan77uV3rT+OAWXe2E7J/5iW/ieD/QCZsOTudu
tACIdWW/W8qF7B94X18rp0qhj6D0E+7kUce4olKJCCP796cE7nyegv+mDYbsz7Mcc1oj+6ehfZ6j
vLAayP6rZYObqnelS27PJbJ/OmEpODukjNN3ImdjNKX0fTfo1fSIleWa5ET2j9o1IeVN+P9Da7My
APCmqMaTQ287XlDkbSA7I/u3vNShbM3LdS2wjfL7PxDYqQ3vSwhk/1pQIPO6yYNrjQUu6S7UIQsL
s+KMs5H9KZeQXPKheWFv3dkW9X/pc5MT7MzUqXLsn2fnSMuy1OPEzOZsu8d+7O+Kt1EgNfyejv05
OwNCYdOt4m3sH9wacC1MuZkOx7TYP9FjKZ6ZrOioSE2X5GVbxLCs00qJwlngtOYTKPb/4L48f/9P
0JjYSArN6eck9hfb0Ae4NtqA2L9kuI+rM2x85f6r4CrjmAqVuSTJkC5fYn8czN32CjZcrfYipJWO
oz63E+5fekOBDb9d9SH3UZnCK9RkkQNoSDOIciyxP3/HLe+ORL2J/RFp4KrtT6MTRyBGDTN+jbvI
E35RRAv4IVL9z7+JMKUPEsWSKAH2rk++ZaCYi6DOw5bj0eyMJ8o1vgK6ITVja8X+/yDSGDZWPdJr
KBnUVGt8WImj+ANhHX+Cx/6ReljDT/W0pohAPFvDI1HKRubRS+Z6wZEQlZSegOxPHPFp4i05shOb
hjKuzbcEFlQnCpic0jO8Q1wG+g+NVOR/JQTZH1jW2JVPUa1u9i33GGcB2X9QZN9FjXgP2V+Wtscb
Sk4dYB8Joofs/2qkY0utxAblbeuPI2TvFqKbTGHxnGmDMq3Vnyw0H682Yj1v+FZ/7idVZ1J/9vc5
6o+lw6deRFH/jCXl+1B/ejBIyg31jxUgBFme0kga2WbfdSdmbaOo//4++7K5owqFzVhbVgKGAI0D
ov77gdKP+nfwdt1LWU/kg/sZ2aj/xJP1IqgP9I1R/zpA5O10uobyYsvpx5cISKytf+rNjvo7ssv/
hCCUsEpqnoVWGfVnv6Ef7o4cGQz1twBmGFHRrBYROpnurYUFlCGg/uKk0MWqYKLMHWRb9j2W7cyf
ZWS9B+qPHtRbjlxy7pRx8ROb0MAD6p8uPa1ogvEmIcDlofIhHt+jOEBKQP2nL/FOX/+uLVeaSCH5
CvIS3GO9NiDt4KcCjBKG+kedYF0IaCW3g/qTtPLGOuN7A6h/g1Dfe5WyifTD9sb1SaH+K7E6XzZM
e6j/pfVR/8DApLmNdsCy80ysyUEOpxH1BzjYX0naYET9MyD/Vq8gx3bAq6L+/AmS/T9GRAtEtFEZ
P4yAA7Mh4wqIHSFvUf9SGYOahABM1D9JSkkBzQMIA6P+HYSaZTBp1F+FrX6aWpLwoM8iD9ctRHFW
SaYkNX/mO67JqP9WtAGpTEgApJdrGUKYplqJQGlDPp3uuBHoPwhmIwVZMJpNYNixWTz6dftvz3hU
QoUAHfwJRuBG/SPWq3O0GZHAuRJhnUnUXx7hBa22qoVzWloxKjVRf+Z7qAaGNQnKLpaBaQStVBKV
O0X9Nf1H4bGi/jQvcyukIYhMFba/KnSegXZk4+BFD3f9q9elWLub/3hVwcIRJovswuQETEWek5PU
P++V1GBlqb/CxiNjS+lonwbGEsDgjrcNXrxSf0w1EKrXGhJTpf4igUW8E2iZJ1SRQaX+x1U1VqX+
QuRwpJwqWwot9QcF0Zw5mClyVWJO/eN/OHzhhLDg8dR/B7VikfMErjWW8pGpP0ZIxiV4DYMyawvL
i8bGhImr5OxP8zJMU3/Yp6QEPJ/F5BPD1P8NRaaUfbB+fpAIZl2/+Iv2V8fv8kCQaCoFxEr/LqW/
P3FIa41SWR+WZYMW/WeaYFyC/qjgBFwclaUgfL0yLOkzk+P5C9B4iHtob/6sIaoPwkM5d1aEmb/U
5MpwfAvzci3U5R9dyBcQu36Op1H5G15vQV3bpjWKpCV/oa2E/dxM2jYQ8ue8XC+DyVKidzn++QHq
8FJx4gjjXx3SLxBoiInTJ4/fQ6+I5y/vMdQN12NYn/HwB96Ik4TxQoe/xnfyKnRmJ4RlwUI/R+HP
GvKb8gOvUgv+wArkV2sPTeDwtoB/0rHRzeEfaX4/yUftUhSjUu4P349n2u0QJVk+VOf9srMsol8J
JMfCwbufaKgOdY2cP07JqJIAVYEcxgHKBqAMZfKUHpWIK+qO8O7H3MXnphpYlPPuB4Y5v6Dcvri9
6n7aRMjcDxfdd7h/NDQE6U5ftz8LofytZYDW7hZj+8u3k8z89lcA1H49ToA/yUz02cl89sfGJlQh
j+XU80CRouyvUpX9WTc41Sn7g0fT11tqEov9dopEvYL9DZGvlZZjO+GwXr/sef1ywSG+eP1wujRz
imTrUMM064d0vcDdGjee9A8nC6p+PI74ncEsqEv9ysJKTzlOQtYU6u+CzgLb2tZLo+Ak/EgR+Q9M
v4LbShf9TENsD77wr9ZzmPQLC/W7vRRFZk8R+cbmd5OfLdIJin6TkMDEf6H/2lujzEQMDEVVgX7t
lGhMXawXLc3n7xMG4jUbP6gqguePSVb7iKheqTp5599q94wiTGFpBeb8LIC5nB/LjAfI+dPj/Ga1
zlAcqg9I/C1wgW24hsjlXS8ag4SjiaiS/NxJ8MsPpwtN2bb8w99SZOzcGeVyK38pmIMSIfXBdE3K
3xCpaqoCQl3eTX7x9iGgyBnX3CX5CSgvoN7hRH4Ju0TLrGJZAfkrQ3PQz1Dv+EMJqh0/4L8Oa+cw
KjwzLbTxC0EdppDxsyxKCwG7+nu5zVv8ugPnHeP9XYo/SGM1F5L4o5xbJID4xSz8xIQWh7+bcYEj
+8JvCwBlTCjWwc2TK1WU8KNk7R0SgeGLOPgHD6Nlx+xP8PNnUHhfFLl+URdWq8Bf9XzJYgoE9gFu
AD+T10/0f+UdMNEpgYBzvO8XRfNoMkhP+ft+eLSFyGAOO8ozYr5/N2z2F/kRNt+cHD+rZqvrutPe
Lj3sdO9Db8vtzuhbY5CegfeTC6XKz6benxzv2bmQnSzv1/KoRzyw7A5ZhfeLAQfzrIhfzqslf1wc
tlLMwu7Ha+G5pF43d7qvRtllHgU5KxCbtm8796vf6a+20b5msCn30eCGeDOtzbhPSohk1+KQvGad
cH+lt8pz+NLnHqXt7VugLLKENqqqYETk9tnFICNQbb+JK8pvbCRjO9uusFXYsP3UyLk1RG+s/eQJ
RB7BY4U97QecrnLaDz8/sRTtR4R0QpqmNeB49qfZ24Oy7ndwZr/6uw5pIHiHk2a+RC1V9tMxWmoh
ZB9IryeULcUJWhyMfXlllpPNu7jv4g/7K2Xml8ESdPoxJILRpiJuHcuWw6MGeMUoyg/7uDgxQb0R
sLMP+5GJ0dPllC8Jsc8PUs1o7MGSR3Ll/0wfA2KfeBCpyJFqmquqAD0bARuxPyu/RLlOBmblXl+u
yM+jiE7BIvahULsokkBFjdCJE2IfaqUsnlCwX5lKDLGPwOfXebaiFAJi1G47xH6BW1CrLNvAavpG
pvIdHbTjGAqD2NfS6gPbKvP5168nfC7/sD+5A3shCBs4wl2Fh32hTeKGRgfiF1j2h33O8wzn1LIm
O+zXZFryhcTksA/x+YTGFSz+Z1cc9ucLbowpbjT2584zPuzzVqpvzfsd1xON5bmsr4f9SUido7qQ
mEXH8yLo38M+xAjTGGep+YTG4mGfGZ7rkGoTVoP9cmR6aA2G1O3X7y5005g1uPvSO2XfWMeihsc7
vf4JLLb1h2JiDDBkZbVkNr3+u9+9scbixHp93LhSto/kWMGytoVn6vVp7wu1ZZgLzQiVx67v0cZV
F56Dm71RlmZPmY68un6+K+2d9quZwXNd36vHVO26pQZoQLh9IIE0NkvZnCmKW9cfvhRiU+W+zq7r
v6u+v1Jhcx3CP7u+dDQu8XzRrIxcn5HsxPGEkN1v6ze1ZzJSneh75g8iB9L64txYtTPFeYYsJusL
/cIkV9FmA9aPSIshNtATibWB9YUcTdejHM7WBXwBBNYXJFa8vC6bSieA9QV/lye6N+hLKXfYOhYJ
2K8+G3QaJPjVp2Zu3fe1b+MC+9W3Ej4MsDHy82Fmqy+6Wp3AN9gnhDrfwwepNeobhuil+pIYUM3u
jKtGgVNf6THf8k1vRd7bjoM9JvVVakoU5KKcvnKTKI4p6h82EC4lkwWYOEegfjUfcdIBFb8MjXj6
Fb5ezY5y2+/0WXLOsdKUs/3cinOneqd/ICJ4+lyh2hh6sSc6PP76nX5S5S2Do0S+kQ==
	]]>
	<![CDATA[
	Roinf+tmCfl5ZOfB0y9s62LyFTLg6aMMz8Sv8PRD34ucH5VPgF1l5mzUUSXiV0OB38tAgA+Uh4rz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==
	]]>
	<![CDATA[
	zwRM6ilVykF1OpqNO+o7cl69Rhwp6mdh2xm488cncWKoX/T6QKrSOsqq2QP1jKTAlQNG3/r0iHes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==
	]]>
	<![CDATA[
	V7sVSQeofEubbOzslWoji39714YsssVsEy0JMUzwcq/kjzA+qc0RWB45cLOIBXWWFTc4eNBMlJsF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==
	]]>
	<![CDATA[
	1IjLh0PIicvajz3RNRehpe9CKGWM0C4mIalFDH58qqTFS4CjpapcaxYeFLoaKLRP0bQWKMVUyLfB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==
	]]>
	<![CDATA[
	lh+F16smAOfuAH3KrAIhkVtupoHXoU+TEHAUpt1yvkfVipYHtC/kRtHmfae9R7VhduLTmQ6h9g1+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==
	]]>
	<![CDATA[
	AkSvz9XDIiO+PsX51+csYN9HEasDnM+gT2NMDvs8m9gnHhaBWKkNrrxhn5oErAr0nk8MScI+JoMz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==
	]]>
	<![CDATA[
	RIEyP4/pWc6ZU7gtxoHELQyxRCzKSQqSYkwfXEv4p9ImxMlxiMWPj52E6aWtooZP+uUQi5llTmQR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==
	]]>
	<![CDATA[
	KkqkG1ppIFv5uAWx2IOd6QE4meUFsejtSBmB4hGR9BDMJlqwuWMCH3XESsrNXASJAMHC8AHBkjXc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==
	]]>
	<![CDATA[
	e+76BfOuAYYZYZGYoam5rsHiMYKFRHiVCCx26n8Fi3hx+xUmGi+mfcUW8G2F+Qp29wqTs7zk6hVJ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==
	]]>
	<![CDATA[
	IXCHfb7AbwcFsa1vB6UyeY/eDhrK6bK2wxSn82Tt8OcNFxjtMEazA0dkB2M0ug2loDgdB3VgJ3K3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==
	]]>
	<![CDATA[
	YiMh00w96uJSJ3WHCCtDNVFSFSVSq3FFqhJdNJyFZk1baBMJbTIojZgFXfTo/PYU7xAk/lxVHfos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==
	]]>
	<![CDATA[
	L3jpMZ1/n0H4VIQN7iXH+k4tHm7vi+3dlF5TnQvFxnlfCp+fGwepm3L61t7NYX2yD0OiONcz+XNV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==
	]]>
	<![CDATA[
	j/owVDTZ4UIz3yWr4bLwJGOiTwmvUc5kIS1lZwBoRHdxHLYHnMRxp9rwCsQiaGM0hsuTe/SRjQDI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==
	]]>
	<![CDATA[
	in+7k+YxUAtXd0vo7hmkPDGzkDqbqj5dtrHNCttH+4ZhO8EMp5fcGOSFtPWtQ3bld5UI3E6Kivgv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==
	]]>
	<![CDATA[
	pI7YutSqY/wfb3N7NbUtA1wilEvgYb3IVsk+v3ecFwEfM2BN8jQ3YspMc/Zd8qS1aSuXIeAi7Lko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==
	]]>
	<![CDATA[
	PLopETBJYyFpdEOisXA+3WQ9lCq1bhqLc+cWfIWibgUTldSNjaibVlo3LjQW6NhN1LXd8tPuhp2x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==
	]]>
	<![CDATA[
	bx/rd2vv9ea6v/r979w59Jj73l941jyGX7l7uHe+Pe97v3rHr+4wPMP8v//DnH8+Af7xhl89c3je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==
	]]>
	<![CDATA[
	h/eX5Vj7WO7wrP/X8JdjWc8e5jOXPSx7+HMZhj8M//7jz/mP93/77vP85R3LMtw15zDf8o5j/vUs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==
	]]>
	<![CDATA[
	oeFvjDS5sKMkDAMVIFkfwCDh6sDDRJYiB2WmwnsywxlGZT/wJNnyoMXHk9Mk0dLAs0TmoYeJjENt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==
	]]>
	<![CDATA[
	GqHUVkROSRgGYnJIPeiQdH3AIYWdwElZRfREmY3AOZH5G6Mm8s2SrRM3JXbErcka6xThAuGmh5UG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==
	]]>
	<![CDATA[
	B83mCGKigSIfatqND7otFq/SeEPqNieUYoFE6rYFMgtNSVGTEYwUMUGLAWTFpSFEzSprULNRNabb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==
	]]>
	<![CDATA[
	FkGyJsj8YKJhdlA93Iyc7ByXwHY+TGE/pwc0BqjU1VN8GtvQo2QrAh+SRygniJ4+gOFRxaHnKMxE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==
	]]>
	<![CDATA[
	b5R8cRBjQyoBS5HzASOKTwnYoDOCgIRQyQYbkSYesIDRLMAHInoXvPw8hbBzg6oCFi6cD6wcmT7Y
idGUbzusLJAhao7gBWHiwUyREoOWIxO30YF1YQep2kGNDasKXoiWH8DIcGLoOdJlQYwMKAc0NKA+
JwgTCJAAeto6Pa5UAJVwbcABsdJgZsZTAhiiKQ9uakA35IY00TI8rijkGNmadYo4qWAFUdRrU0O6
cXJYbVAjQ7p5dGRxgDPjSaKXxKuELiksphcl5iEHiVYELghJSfDhhxYHKoBsddCSo+qVCeKEg5ce
TN6ZH01WekxYC0gUjw4QgsrxARd+RBrQQbikghcZUgusvGg+kEKktCAmxjMF8AgXTjFpLIINvSIR
fPAxim2MuCpIkRG1QEqLZQVQADk9wMTw6AEVoKcJYF48O+iMONHAI0TrASB2QxDQYSfHBC0+SxS4
tFBmEENDakFMjOiLs+NKBJwQrTmHQ0qBd2NKgRNCUhGMKJrCYAUH9YMZIExeGyFa8U6RLQw4I1se
ekS2QNCxMRXhA+LEpWjkCyVlBrQBFo5JnEYHVePgoPIajysRvSJfe8dHllwDooVBzRAUAxphUlyr
QY1ABUhpgZUhpgYyNKwsgKlx9QHNDyefx+iLBRFp7EMvB1aFHiElBpsO6gM8ADkLMPcckYCIYhMI
Mz22IkjRAqqAELkjF3ApHoXoFXHSAAwzOiYokeshwQokEwI87JY4gMRQSQIogKAeQCE0JYGKC+bu
wRFNAUwC9qYgoQQwgYYdCIzwWbIAEXiKMKDDTkkEViCdFmDip0QBI3xJGCCimKQBix1TDTtBthCg
W1w4oEJODAlWCElBIETyCQIRL5gRmIDR9EDGB9aFHiRbOmNzu6J2JIwCFWw3VHhO1gxYdmQ9UIIG
NYMVIlwasBRpMgEQSSQMOD6ojj7LbYUVMaQDgGCvhODiAgrFTqn6yvDImmBFDCiKiw3qhJwbVDmH
g0pnjCLLHaOqKHpJYz3FqW0KLip7QSepjMsQ4cKAw1TGQeepOkGKGtMEXDA2aRYjrgwuPawAQMGF
WwNEsLHBgA85JAbgoFuCwuKCmcJntDU0FGV2omfUxMJtB/T3s2Qr5qfEjAIngKI6YLGDSsFKDKkE
VAAxMWCBA8sDGh9YInRJvFyESGQXeHxgWaBCeHSADTg5KsASBAWBFEanB6A4NlmAJYZzgs0PJiR4
SsJG8I549RShrCq8pLEHPhSPKmh54azAiaCoB3RINukbIl0cbEhlG2xLwkLkkMYwkJkBzYAbwqSC
bQcVBCiCRhTwoQZEAR96hihgBG+JBC1DzQw9R7xI6JbK4Bkd1Ac81HRcABPjKYERySgLrCBiRuDy
MwWBlKTThJgiTEDUosxyw6i2RlSGsSAqdeUcmcA22I5sTeAEUBTHIbJlgcsNKnwDxMnMM6Tr14iA
jdApMcPAE4SrA5ob1K3zo4nfGbIVws0PrQxkaFAn1Pi44tCTpGtG6GT2Mzq5H3aUxixIoaOqAiKK
lBdAEaPJAQsdVBBigGT1myNcPqeIEwo6Sb4s8Bh1odAdgU0ABPLoAieGoCRgcfG0QIuLZwYxOao2
7IY0aUEW2aoFKQHTsAuClQI8wnWilwQsghIumhZQoSGdYOMjK9Yh0kSEniNbInhKwGKCR2S6I9PV
Qs4PJhd2jnBh4BIjCoGKT9QFMTSgHswA0QJhRsgWCDNAmmgwU4O6wdcjywLOi2YEJ45IGsDwuHrg
RFH0ARRD0QiUEIJK4EQLaAc0PaxSAJN0IYmcqjrIJWIoLzKkXidI167p0WXBChtZGLTw2KqARQwp
r+2oooADkoXil2RshI8I2QUpxCYFYMgJmWCjwyqCFUJTFVhx0dw4QprEPT+yUoJKvFqES8RU+JSI
cZoaVg24gDsSARDFpAxmYkBD2NGRZYEMDOkFMzGiFmxBmngdHFYPlLgBiYAI4JACfKBjwwDzrsgD
IlwsKVDB48oDGSFbKbulsZ7xuVXZIY2B8FKj6W2OcD1AIsbzAilwXHHwQmSrwo0TmQqc8orzc2pz
fs2sCZ4lYTOKo9Gsg0Pac4ZsSbDiBfQBE0BSG7DYgfXa+ND6wAZHVQfdkSYzQiiwHaKyTOgn2l2h
g7pu8PJDSwIihKQyYOlBFcKMEdcrY+QVwosSsJYeqjQLM0OYRNDB1kPDwGBa4DKjygAddkseMOLo
dAFMjSkF2w8mfAcIVswQCaxFiyhrzU/J2AaaHlSZ35T2g20JGQUtMaYUvMig4mBGB/XzGHHi8nOq
8hCjshhwaEQ7gBF64jk/sCZwgQGtgAqR0gOZH1gXdpDCLNSQeF2oGXXB9KSsLHZQZRdWyHgqkUvC
9XuGaP0akS4NNyRhFniMvkDgksJS8JjKKIARmpIAi1GpAjHGpAo3HVMKNSBaGMzAkEpAxVEKAhRH
qQpYYjxDqBHShAMZHlgYbkO8LGB5AUVABqCSC6SA0eRARkcVt/GBBdMYbWngYSJj4VNeV/iavGqG
UGQ9JFN7wTZkqwKYF1EMxOyoQnHBQSXvEOmaa0S6RvCSjKnwLVU94JCAkegl+eI7PZhggOYGFQMz
N6gasJhBVUFLjWkHMD+uasOpa60YVW3pQZW98KaqPEDnVgRuaQwHuMzuBJ/clJyU9YONiewETqrK
slNia8MprQi1I10qeEpmHWxGYR/U9MiyIIbGNISdHFUi6HhcbdgFybJBJn0Rh5yqPEemqoxjhGsE
DmkshO5IrMMNKayCzhIwCzlKwCbEEHHCwUuQrAy1ozCdkZlWwQaIkweYSCrpGx9TGedIzNcoEds0
R8BAkBnCFSK3RGyEDskXB1yRJl+HSJMKVHBYadg5qmLQWWI2QQaIE/hmSJMLNiJNWH5LYjdFJ7MV
QSRObopKYhVkgjShwAcaUhQVQLYueNFhNfcI0apgG6L1IackLINNyRgFnCBNJszckELghDEJAiF+
kjRo6UEVgk0QLQy3I14keknAUnxHYiyATdUQOiRgHXJHwCr0DOl6c3JYWcABcfLm3LjqtR1Mek1H
VrflsAIh9MGkg++HFgYvREwMWNCQvjdBmvScI19/xygMg61IV4reEtmKz8ksBghlzcBzJCbCZqSr
6/RgEucU2TJxU15bdM5tiZ6oagYdpTGXnVKrO0pdP+yIZME5PrA4sMFBpXF+XInQLQFDwUsaI6FD
ElPxSxLDGS7LesboFjd0bjn0HIXNOUZfGbjkoEqwcoMp6yDR6tDDRDai1tzW6LI2YMIGZR2BSxIW
4oZURgHLDCoFiNAhiUDFB4oCGBhRDGpiTC/YjDiRET6N7ZBTViIyenbza15TdE/WGJ+yG6KGVDYB
ywwoBSw0mj8nCZfKTupKE5TC3hChri1ApbIUu6YyCjlGtjrOkK0MNSQxDDxJYhRyjsBK4KCsLj3l
VWiMcpE+Te3NsGmMwy2Jk5ReEplKr8mqwmsyW+lFWWmAy+zW6XGlAU0MJ1yrAV0ZIuGSISaN+doO
qw5obFAr6BTxmkDTI6uDGR9ZH9T4YGKhp0hYBzM2qiZQUSQV2wxh0uF2JHYzhLpmqB2FeRwkXxlq
R2EkdExiNUAm91ecbgAFb0k1rvloMqHmBxYGYnhUcRwiXLPOES8PuCVhHW5HYR5wR2I6RadqCi/J
1+cJwiRE7ggXid0SsQw8Sb5gmSNaIGpNYio9KLIZ4FSVR4Rqi8YqtBogUys8Rs+KSOnZrvjkwgCh
zHaEzi3Nr7ktoWsq41BTGuMJPs9qfsvunJOEa4MZHtQOanpYWcCCRtSDGh1UK8Akr1pyaawn2VRd
8VMi2yFOZWWGTdWUnlJZtzHyemOMvjZwKbLVAUwRJyNsTWY7wSUaDAOkyQROvJgKYUvSRNsYeW0A
I6SJByyEbHUAU8QrvlEypqGGRGZil0RGQoc0dmEnSdiNUNl18UFpK9SMdMk1IU38zhAtDzclsZrg
FBbnuCSGc0z6EtGzJCZCzZNVhBsmKwczPZiAgMPjCoSbHlYaZ0gTDj1KZC69qW0JHtJYBTAtliDI
6IiCwB19bcgZgXXQIQmrwFOEy+MQcdLhhgTm4ZYE1vKDsmqwGXlZgKUoKgTPSJYHnVGXCLYiXRbE
wJhmQDNDuoEnxEmKEMlXCN+QrQ04I14vzg8mPIcIFwYbEjF4Z0dWBpsSMBM5pzIZ3xLroYepjCgI
2mUxXPJlgnfkdQGHSYzHOI1xmiOwGQcJTIQNqmqCd+QlQzzq6jk2kYX4Ccka/kCV+QRNWXFIqbKe
otLa8nu65ohQNKPRSgO1oZPLAacELEcotWXhLZlZqBmxyqA7Qi2xUwIrYZvCbtCBsoLogarS9KJn
MDvoWWxTxIkFMUNKDr0fTCrgfGTxmg4rEW5GtEzknMBWdkszHN80WwNScV90zmxOOE2L4XOVAZ3e
lJkIOUhNRvREjbnwmlga4NQ1R3yi7QifaDo/qhFeeMysim7qiiInZU2Rk6qS6IEiM4GLGkvRRYnl
jMzrzlBJpjM2y3pF6LWH2MQGj1AuTXAKq8J7suoAo10QPU5mFXaSeHHALfmSCUJZb4ZS2Bli0ljM
UKksBY/JjIROyUzeMcJloZYEbASu6Xoi12Rl4Xuy3oZNro74RANKTtFcek7WCjxIvjwOEi8XnjK7
E4Q+2QlCMwDzi9qS0C2RpeyeykLglMIs1JBsyTlGTUrgoMow7CiFgbAxlc0Ap7A3wSmriq8pbPij
tPaSUdac4RLbwpMyK4FzIjORc6qWwD1ZW3ZKrC1IdZbzi57dBJfZ3/F5JuOLsvIUp7C+o7PrK0bT
VnTLrEquuc35QbsuvGU2Bbe0kuiZKuOw40TGaZB0vTNGtv4Okq4PuSReMUImMxjhklkOUUpLQ3S6
0hCbrhtuSb5M4JqqIXqerB1qTdUWnpS2A89SVYOWIVsTYopsxQSZqnDOjywOtqMvlR0U1sRNSmsh
J8ms1xyNxTRLZgGmVajElGmVQVQzAIAASdAHkxEIUCgkFInGQ4LBTCoM6gcUAAWbeDiKOopDoUBA
XF6UOYoIAAAAAAAABAAAACzyd9j+l02WP1Q102E4QWtTQKXS1fvDKqVZEFnc0vnw4Ph1h+3LQ1fE
fitRFfq/p57RHOASJHSkQzT+wA8RqiQUJ4iXksaOpeJmAfSXXXX/APweO/yCm3vax9pP93LN/6TZ
/uI24iY15G4Uz+hjii6GiZQtmn2xMeLcQ6kzH7dZeokBYMDIYcBhVOmg8fAG+hg02MB9M1FCBd3T
L30a8InQBSLpXMGk50QpyriEQbtdirxU7TFv3R4Bgi5GA0qHnv+gZBXpXrDnAM37gogfZEoukBO2
34G+5c72s0Ddx8AB+zmzJvfNIfqlsYX3LScYFzPDHV9ZmxW5vi/9bIQ1RR8NcAfqRPZvWuZtrPuf
QVb0+CzAjlD0ctUsw3Uvwm7MurYfNLOOl7o4u6Z1YPbbAq6mOhedqj5ZMtE4nPf9rw==
	]]>
	<![CDATA[
	RZFTI04rPCFymjo2zwe+s6FStQgqZZ+ZsqBf6laDcICIKEubDDv+jTqLkUjDtt3eRIJIGhlL9y8J
N/JVnQdT3zaGu4SL8XDJ/OPUfm2jPWvw7jFjvDXCLgEkW0MFs0djoUbRSmEbYKRM7mXwXe19c1IE
rxBBy1kSC2OEn7KwpN5pp8c7NsyGuLrRsR5/lQOKlwgwx6wHmbXbyDJEG2j2QGEQ2Fs4k8abylQ5
KBqvwmM/FA+lSKZ3xjKB1r0dlMmSh+YQBAg0KB9weqW5ewqSa+0jPkVp5TqMv7kT8M/GItxX6TRS
Ol3QEcN2KRNgiChGWlwPOgQFEprw+l0JmFbbwdw7J3CDgAKyax7KVRDAuZIIOA0V6h9A7zBogLbh
/tXhtGm20Ej9Q53vro2o3hoRDsZHHAmvQA6/9NoZgp9IaqRTqLHQVEwvXTUmSAq9uTjxY6H78FOT
IcAFBzysJQdDZVHKqYpvmmFpRw3ky1b0EtkqNChCqMrhUMXr0UEpHbSd9UPi9CqSGG4RCMSSOs11
9qimF/LB7dvXeP4KlMS7ow2DI1oXfhp895kN06yKvuOaYyuSASM5O7b86Un3bQaOjmGmZfVgdeX/
Pb/EEe5Cy9JoZhUkImNLuudCnCGBFrQd7kL7EGpKNTASmnOw6/7eo0ffiaj6m7ISuX2OMAQojukK
NRYJ+eux5T4EPXe/D/TgcMdSnYSkWioN2ZJGXAQywBkTKkTUaggyYvlCcwhma8PhpAP90rWa9pyz
NoNQlL14gow6DNoOS2ICMkTAiuIv1RTzezNrXhqBXujrzXYyfxFjQdo5lTpaTF3tzPhXGL+2ll94
ht/CoCvH5sZTgG4jGR71NvpNiyQ24od/8PZxpIo6J08RjHqsSP38aBrHgTTnXAXHH8q333C1JhIE
HYrFQKkrvuQd7DitIsXQlFzIkWkWnsDqTyRTAiMAxIORGAMVGIIOo/z8/OymmMWEs7hKNEg+SdM4
7huchGfxd4VDgGAMZxYPPRvEygHKk9b/qyttNPaYnzh1cxIURIWNcWYklmrQ7nm5zkuO3VhKRutS
UoSzlsFQ1+XFZHOpFY2Gv3+EDQaKDJYzM1chh0C0HTYxtjAdMS1Jf1GVu9wQk5NNRWOTDIJZYeyy
Cs0nwEPiDevYjAFOhCNcUrXAk+IosL43gKhMNWeRVK+5szcDQ8ihZsUHhw4G7TkkiFhk8rlVWzXZ
7t4TocZdXJHKS8SAS6gmDZ3yojPTi1dXfy5BNVBoylTikxTtHqlZmNyeWw3e9IK5yfjHlhH6Yuoa
0Sf8c5JUG+yCYR+QzVw01pYBZ2nXNR8m75RYgZcrCr2r4q/rpFnOQKmaBK7vYiNbsDFIYYICSdlG
aEcayGkK+7REhoai1H7Lmr+qIZO8zT/sV3Q14q5YIa/H9CQIwBhMnaN+42RJVmKfq5YKNwue0eVR
VxzIQtyT5V/YJHlAXEp7SlPKszgJ52bSQmjNf/129G+n4ppy57bBH4Pj7iO5uQKysIqEApQ0Vwha
P1Kf/WB/S5PnPg+xMfRYp1kp7yxQ+27cVEaiPnmmAOcVQ2XXAYiXh90oCcL6A1o981eo3d/WAnxY
BWZID9WQ1Pg3Z4y4LeVVV8iJtvvydDdDaHTprSw0ZlRGY/m/SAjsYFcKW5Hi3hP+iVt6EBYw2MyI
036uocSwdqtrQNJcwIkEOD91Sm+fpkNHqAEQ7e5XvxHH8Yyu9Ltz1U2kiun8EUTznvKFcyE5I9pj
ca9mTih0gRv6rJ0GDUtjJhpOExWW65x6iw10Yo4I2h9CNEIia0Ejka+ECWIIVj0ImUFIBhSmLYFV
Kq6qEQ6IOZNZ7zCVyy/te1MDbI2gCoHypTJYucjIF/yLraqRjCcCIvQGOwN2CfxkcKmAQap0sGJs
jZXGGkNhCAM6qPSOz5YKx2a5RooYZPbK6O/xTqYIEkLWf1MpcEDaZf/2nohFeetWCfs03N5ZmpH0
0/X9dZnHRnxezrpXrjzLgjT4wUxEELzOb9X2BRszW6A92brFqqjAbzsNgpQP006UZo+LJhZqVd3B
ZWOppQvMSB6J4T/uF2EqmSgaXt66N3lhK4eyyqyofBJe5wjwZe9gArVqAfcmk1A6rfhDBMRl8cz1
RQbakV3i9eIwKIoeTzI6zwqm6Jqs7WIhhNSDmBDhlL+7NCgfYBjoP9aq1auV5m6EpxvA9RRUwoeO
jXpQgmqW53yPHL1BvVpnXcVAm0v4Lfn0koC7qpKsh6ReGNapJ6AZGLcznhz1hrbODx39vXBb6ryV
DJbz+iKg8TlcP8uEdDfDC2Lo9j2H0EJY+Gn6OCtHUZr5hJ1qC6n04mxe9pSD912zVaal5Ek2XsED
tjvfpToZz7gQjUQyMLgPAI7Hxj9NB2P6cYPFWdQmJj96qN7VUY2AqHL5+/i+eBoAzYyTdJDb89vI
JuF7aDxLvB9QhKzJxmeJNC91k1w+eHqK/SwtkfMYwsiu3VAEA/27obMyO9r29OcemdKsKm9wSPEA
wTkkFidEFZ+sSnakftSMTW8Ie3Y4wvm483E6UHbml0pLJcWN2jQuOSLSbKRgr0RVE4RVCwzWQ8+w
RJP+jB50S+Dst3Q2l2WoWeqVieYocynWsQPtweXt58V4IikDM+BvIQVR4FCSqXNaV92ozvkKO8Vk
qa7oXsHN0XGUAU7xtUcMxbbRG5cGqWv9aYxk1wVJ+Kqp6sxVHCnE6ooMkAQDv4l45Dh5r4UV4Vb6
+QiD9Qm+Dj37hofQhtr4KOm4t2X0E7hJmoCnSvAzaTotWUNpqNrEVTwILMQhIBUJDFF4AKD8qSdg
LJqoKDsZDYM1CtEd8vVqq0F0j0dU78yM0HIU59H//1NGkDUQNf95iH1ZsKmg98up8tb1hkfTImcq
IcozwrtU87Gt3KGb5d3pQCCGL/g7rbt1PgtmoElKD9Z4KI+7jsPYyeK/KtcdAhiAK096gaIgHtcl
WOQXHExGZ/wrd4cxrZ/uD7yFEM7sr2mtA06Agny3qpn7v26Nx1isObJTRTY4CLB/VZKB96WgYGYf
ctMJPV3QXht0tfBr+RqSEhi+CBjCiyLN2dzwImbikkhri2K2v5tXWBqTGmrJcxJvsSTLfNFK7UiK
ynVbxe3ZzgZ1XLGZrec0ofona1Ct0FK8VFY3QIEHQb21h2xk8WtMZZCq/XJLfKvB1ZuSduRm9SO9
upysbXALjYEbTCZnZxqcXP6775F00peVjFNfFb26SZb+rz+SGv4lwzu+e2OpydbpnwBqXDJWcKcw
nLxy2XBurnIcbLqwfg+OFR3qO+eYPzq1iu0gvoXDHcvUXsQthVwB9HvSJDKNYAFm2vRiwUbb6lnj
mSN6803yyQ9Kajcx8FYkGJIy5e5Diia5TuAbFZU8x5noiLWsAGOYNi854lTB3EbdNWj1yOSwXmb6
+2i2RH/7jd4ktWL1107fkjPbCBND6v8FkyL9BCsgYEpXK2nLcQDmg9iWocRRBSBh3INrNPaAhLIB
xLI2BDY8pRO01p9hkhxYxIi5yLeLlmduGIGB/z+/sNTd1Qzzgaxnr6o7fJjORGGvt0de8SJNE17U
vNI1IUfN5jooR3QhH9o+ydW368MkoJ0d46g+5oZX/sNodmalJ0FMT2OJvTzbwKv15VTu/cdR6B7F
TNzriaOngxEDVpsb0BUxFgBjJqq/0eCSzE9e8wtRGB6o/TX08MSYfDYuZfCCK6YbmO27z6QvA1Qv
FD9YOaHoNtnL5pol7SGChrZRrtJkKIGYCOWnljiye0zv9pQ3SDoG8+ojkCBDtV9m13kqjs7agm+D
Gf0xHiXLxkhfTXoNjDVEQvMZfXMv2r204joh5uhRB1uImQdGwKBhP8ouvkBKqjVp94cOoFwOdSZp
99/0ibJZiNnmkfP9PJNrWvQ1izruxuLZociyazsH3+F97GWg3oE1FuwVIXwtVzO5iFYVSb4ZJDRn
8Wg+qGlMLgrW+jIXljtm/TTveHbHF52ayDW6qX8ZBb3BA7/Z3+97zycieE234UMk8YlBb2evhP4u
psw8g6BPtObRZTpgqrs4PVeTd4RhGe/dQvcrBe3BczBWIsrkYp2MM3GZ944F8P1LktYbPDDoyamf
i4lPZTjurT1m0JJSnlAjBbaJd3P6pwy79dHll/zK9MxMXqFzDnIArFnFxP8A2e5kNeFYGF0PwQGz
+gIDaaeJKaIFBL2VuuTB4F3B3wcFQ9grnTchfxYDwD+E8k1jGNE208y4lND6XxMURt2HAIKcwH5I
ItzQRrST9Cdw3Fi9FEeOgzDgyoGqUR0djD0EH5LPLteM/VaeLq3iP9qAR1zCafwCCnxOQrco1J1/
40IrYdoAtUT9aWEoiWeISIcCIjClNo0TWY4w57BBFjcQj8gUcapg3iLhPyCy9esPxJJOhW35Z5W2
r2O9rzlwRzPamlheks/EaJct8YRwesOhoHMp5spj716fxIe+6aWM40XjCHWPxXLvq5oS2eTEoecb
P2/H4zGSRK7eFjAsJqMLUwPCoIlaZJoUa98C0WFmNKK5UBS0tI/CLNuiEHVgKtC5FcY3352rb0Zs
gDUb86G7eg/Dz/CqQJLOLuKYlC8MM4k6ZdowKAksZFly6JoS8je9vyYOPdeQhQbasDNNKWf4MWGz
dW99oawC5/6ncg24zbYVPPfLBMMRGH4APSje8jxBYmCzdnVADyl0Tkq7rtAsTr4Qyg4Ene1exKQk
1APTL6BTV7pQiHqTEyY/bE+wGLt1/w3zwyGyOSFnO5sAVrA/N6VdQEMPGjjBNCxJkEulU4mweQW5
xvOAZuoYcyG37OQIu4uVT53j+eXI5fqd7jSCk1aCFmOT9Mkf4fYCPzIsqqRxZ66XiDjuFbKV0cGR
xdlixSJSEw4OoBJQe8Qp0+tHJ+X6iDafUFT0LFXqQ97804RA1iPDNDE5atQgaCilkMtuZtwRaw88
toGtYXVS0SnAR01xo5o2WY48enuycNSAb7qxFHkf0i//jtBtdWMfBz1hGcjyWM6ZiZYLqS13j390
IJc/3tM1I6ifpkOGlEOImc1BRNKRslAjnhY1rzXZJ1SnUCiJgz/aBF9zrxLNtMIe/HwfpkENO5CJ
6SZmahs77baqYtbYZRnb8tByqNbYi/D61C79IByOVeMkd2KytyGKYQJ8Jp3x4qOF9ju5MrfzeyWW
hCAKB57H5CrGt+EfS1ju7mmHJQCB3Y6Mj1e5eMKFUVqI51BOAoFL7Z3p5UxiGmIvR+lExwVQbqMl
V74+oBaDT9es+KufHhEbjbbrNv1sUN2iyNaq0U4TM3h8XkF9AEuwagUYyL3IkT9crndumgvDYk7U
E9FiKsTm403Vc0YIMI5Vy5sSas3Gkj4zCQ5O+WLYriNRIwrJiBciPJrzSNHasWWcyRSBT2g9M0i4
xfA/VuwddQUph5FyskXxRy+XwSiLAEJQzlZVOqgE8awFA2fCkDYymcwNq9CDvbXgsw==
	]]>
	<![CDATA[
	lgfeeFGkD4N8WXPXCnDVRrr7WuwLXgOWksaAm5NejTXA9j4CfXtNtMqu0vg08TooHzEOS0Pymr6J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==
	]]>
	<![CDATA[
	85jB1mAPg/ac73ECPRYUndvjyWkHANf1/kB12bF5qyhvc6zW/rAZnLBAien+FTfHm2YbMjWv5k2F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==
	]]>
	<![CDATA[
	n4mHyy7CNXv4dZQZeik6fDTk6GH+HX+/RTuJtoWAq6JcqyolKZUuIxyROLe4U01Progj+7ViTBei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==
	]]>
	<![CDATA[
	8TROBqgXCorR6E6FLLcNKn/mFgRED25ZGpJlHzpcwVCXd92GUA29eGoSqjZ2s2XJhfFpFZc7UMqE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==
	]]>
	<![CDATA[
	NEpydnYyP51oVf81oYfm7h/dRYD3kPn0B75kW79HaVc+zLgBYCF6uL9lxK11zHstpaC845lsH3wl
itRju2fwDePN383+iQ1btr8ZMLLbopz0iLPs1biV1yRSzGv3Mtqs/yi1yEIefu/gXVH4VCanae0Y
Yq4x78mkeUzA96Drr3w2fkpArVgFi+MroXHItbF3G04st8DCMcJDyyAcdcxuFK0thII+R6v5lVJB
v7RMj4Zg8cXq7NQD+JuJn3ysjgYYZdQCZfVhfETlK/eYzu92Jc++fn/p7Br5Hm1u95pC18suRu6B
V1m9wM5ohfRwn4rcCPId6Dqt5KQv6FSmfT90TAfN6DI0A5dfwHdsjZte+2zpvCZLbU3hzm37gQtk
xp+atj7IRWoNHBRtbpJKTPmMnPNYOMTkLmm8DWEc4fLqwN8XrHlFatXdzqHb0F0M8sgykMdrwjr6
Zsy/1+k16skgkb7h3xvbisIRUVLJGdM8SmD6dAOdKmYVsud6jiYqXHRXhJwLnStOlVPdESy8afcY
KWaO3vwUt1kteNCt03rRDpqmnJfLOJf3C3W+2sIiOW4RAPp3TdIOF5oVzJ8l4Y8iYhFto9QhTdSO
ytujOCHVLw6m1KCs1D9JvnuA9HxrogbC14FND94mfx/ueVX7/bTv7hWspxQv6XWtrWzjEO2SU59k
STWsp6R+M5dkajqiJHhNInFGDqq4OUcvjoMgYYLAvQQiQHkxh5dwN6rAuBsC6Qo1DnYpxzxy1KXD
4TsQuAnw1ZGL2DqRs1rFg4VIhZHjHpKNfTK4xIGg1JE7cn/UGqAiJPcykRL8miRvOayTTmL6s/qS
C1KS0ok30rLknKDrYd4RbZLAcXLZS8+Q8CLJ3HOcJcrdPm6jevaICoE+T8BxQlDp8XllcUDwCCOO
QwPS8mbN+l8d/ZtsjnOQp5SSfme/J5rj8Nc8hqQsRVtsOI6PzpPE1c0b7kEbxxAFs6bSZwHqYlri
xKtNv6bYocSRsa1ILdxp9zX2FqDUCMb6A2OTxPkavGigDHcH+PWAxF1QMm8b56LWiQD6R+arpZNq
Rxwq/IW/aJx1BpbryJkRdDC4+No/SM71nJpFRw3wBzxucjCOscq/HhSaHFQ7jgwlZWEqOYiXzyYM
mFIoED2VnDuiJ9Vb3oUrOXI8LkOfJ6ksuQ0Ru3f7rt0KtojktP0x7r8mrhtUkTRBg8qetgnHYBhu
POy0Drl0wWOX8kS77ZguChfG4aXlN8bQFuyUcRpaTej0ygMUg3BebEX0ze5bs3S9Idw8PBn/B5ru
2lz/eWFkCvd2YuEZgGgJ1f2hxf497ufbHNs+MsQS9vz42xgfOZgLDpfVKI7QJyiSVrYC39IBhOJS
CVBGBDNFxig+KgODhvfaKkVxJvQPSswKk+UJgYnian8MrwIZJ/pFzfokubah+L8IbhMVFlsg6f4o
HnMJ1d5rdFAbIZ/4Syy2RezlFeSJCws9h47iV9ITByRpbcvMZmt2zE6ce/2Kij4p7Uyc4sQh4k7p
lL1R8ObP+4l7V84YiBMPnWK635kTIbk+nviDLZPY88J4klJ0d0RCOwnG+aW+zeT47jiTvhb4CqAO
5bih+VIegaEC+sDIcVwoZcPYEkQ+x53FE1/Y1F+dq4M2jFF9xzpTxel4T4XG6320QePxWC40/Rhc
oGLjv83jsVXcNg7HA7qzOirWoaKYjteeRucgjlc/4BZdF7v88WI1oitU4ri0NNw5XqTS+zp8ztcc
ieMZIyHVls/xvhQ/t3m8dImkS9ZQxCTGjmc2W3w8bCpDXsRQOg3v/bCzVGp+V15YtRwNONxdk/Io
AuX8hgXbZUKB3Rg8mP7F+/Q4Y7bgbPCgH61vKM+DFc/1C7jjKk6plYfSsT3Ig+4IGVP1Lhoq2Z5k
AEDf2bGogdfGRlDXIn2XPGqh6f1xmGAzrsE0NhbHd1cTy9Shzndpo4zy5MeA7zJpKtEDVm9Z3+Vv
nlIGU3PcmoXfEaScyIrcXzn3OwMAV7i1sxJuwAOUrTp3+55UkbYGvJWYLlqM+/glAY+mtT9o1x14
h/1JGnsfFJyQS17gnfodAn+FKV35r2wRZBLCSXIg88RzHl42aRN7i5o+D+G1lPxVFwUzIW3k7FAr
aqLbJtP/0QbYYPVwRSnbAYm0AXGu1bAmO0DL67oH6JBinUamEF3SQvdQ8RJEcaKetcLRBzTDto1j
KVXiH0Cbto8X8gS8MWcDGLh0SaZp/Ao6HrRfVuuNVyHuGZr7fPvrGcTjdthSztFLIR6Acs5eUcPv
dku8AOhdiIlOJ17RDOeoz/Uy8T6wDbBr57nVjVaXD+/irBrmKWCIV8MOnp8JjvSnQDxg0BFfUA3T
HqLqEy+UUaUvs/T5JV41LDpt4p14qZc2RdyjgAXFG5yvpo6Mr3fxlqYVW80Jk+wt5F30qslTGtRp
qbwzNX/OkKASfs/eMX+QfAq9I28XOtX+aO8853BUBsueur2DkO2dN3bnC/YuleBTDnE8XG0+kjLo
wach0vCPLmK/0Es6IF3lNTU4+HrQC6hvioY/HSTvqw56wz66WEY4pGp4ew1MpxBjL40GoDvb/FfV
MR/mBcD4leGRI0gfE+xSMDx4aI6COfcxpuPWSVNT3bMAEt0AYUILs0T9Xcu3EJSWAPEAWqRmB/gx
AvaMs6mAoRGyKkMP8JXil4KqIhLFUgFYq2wrJkcJY+U9QetMyjKPgSZC+WoUWSrfDxab45n2XRGm
VGlP6Kvy/kqQm7gHq+gV0HUOjGYP6u+Dbp7IKcJgOztLcwMFq9s/MdvYn19FKrM4XYitIthICXok
hPqzQvjd/VSw6HF00EIwxTbrMisfKZE+ed9VTuFvkvogZtSpu/50P5E9fXdyOT6nDpqUlXFbTEVs
gptCgedRO6s6KevpJyCMRQ7ZkulWtSvAub86JtyH10zI7gJlrOrSnUaDSHiI/eYEX94jNOEFj5u7
wTxsPhF6m3/LPJ99afcMEjbHDDJ98EbMqbaf5h6Vkb7Pw/73bNaHPVQqoiRdQPxMPy0LoFWBrCbS
1MR3etZMTNTtPbmL4/h9T7ghDP/wmUYIUMyIMbaNqTanabBt2tWNhrk/oqr9Ht37p2mQE1Ecyzcu
OqzL0ppcVW5rIdF9x/Fldn9ssTJO+gs1cq3rw8JDdYEaW3SaEKZjyUiE4ibZ6a8hHrHqE3bceJQg
1JxaAHw+EzRBlGS8TSoWwNyw4N5rdFwfANtVf4Tfr1jAL8L2yNZdnJykLi9YZ0RawHLl9Amvi/7U
IqQpCdwploir7gIXV90Xh6U8J4s+7qI/x2YcEgP9KeB/g0DntnJ6s8keTS58lCv6k/dJDoCpYePv
+Aes9GHVvZhy9bESUTJc8571/hgrEjF/Dl3ITd6XwVm/cH1+t8P8GnZvHJjUL+FVkmIMEiIrqDM+
3T1Zl+XU13Wv3qVIa1lk6UzUxZBmbDfl3G2SBGx/u+Nqz12zqmer9+Lg1PT1FveVI0VeIZurH2uA
My8dx+UyrAHOkILsQWQZFyxAHfTMrXRtJi/i3HkQ6FGok2AoPg1iDxiwWnX4J4gQ47tyIcytz+mW
9H4VRY88/nTRDOEHlrqwDNW9PG1SBCqDS1da5g5ajXfO2MOLa8tAcL6Ts3G5pFTrqdPg+IBC2E7G
W+/125XTEKWrHmflNRwMa2wH/dPF6nsHkm1cjAl5WcSeFU/MEO6yZ66WklEeB0znyEZtTuXICp6N
vGpTMmgpvodX8SlikBSJkPSlEUK50gpqds5puG2HoGoUhd4fkciQRxmWttKQY659jx+fW8ov/Lic
jwlfPGTCc0COGG8orXbIPqlpufGendUJZ4s5hmsHWLOxszANOmxZgBh4Fl9S4wTyZ9aP2Tc4i79u
WYuWpxYky3DxShtbAQhRUZ8H5a9n5XqRbLieldH64xUw07od/KT2+keLHEJ3mc5w7cSS4f2JcptN
vbtngIXHidyGICz+/4TY7gfX5D7rEYSL73FSM+UnWbGXz8bW+z6jLlek5P+onkbwzXUDhheQotar
26Oxue6BDSn8bmsxsQ1yJaW658IRtqrQ7iIGWyjPt//3yiMEpGBhXTO12NNvgcaSvIJdurzeDn8q
eLDwq6K4Kl/i+AZb7pIDL4nnLAEE697EqJCcFwRrt6WvSguUQxMzb7CHUcHSnxacABZA22AvMsaa
X6XpF5hD15giYIsqo7zsGsDALs5U0wHpUVYG7AzwYymdWwQs7OJiXTlhYW5N2MygyC7WwVsbkUoz
wv+SkHBVnZ+mJ9JCfS1ExtV9yafRPKwgw6RxxNX8g/ZOIuQagRDk6fz0jFZhcdYG+mRAq04c7el0
9qrTAk0+ErgXccOcgGins7UB0feuT4lVN2cUw1z2ZjMLVC/+9KGXDh0Z13eqWi0IFVY14OYdOiBA
h9HpTDcOWlmB1pvDjAByLH+jW0DqLaTdoRUKwEiuo1qlODlJHVTffcxb4vRWkqDg3AfrZfOa8t/O
jfHlTeWLnf7FVqFVbDXDU2pR5LXaT9m8hA9HAq2CmvFy+9kzY5ageIOLPA7hRE/qwq3Pgsh3zuF3
n80UuVFClTZAXD/KxkqhI5IKNGnWnEIUr9dQZCxPJ1644qohcTwgo2v5MrkwoBIU5F9O8Un80C3E
VrSnQTu1xV/BMMoN9Lpo4FjBmlVhn6xUPQrJLBGyVZcqAtjQ0ML5ikPN4GquchsJE8zBkPy9kyeI
85zcakq+RohTMO7TrihjnLO93Azpuc/GAO89IA17Uhexa1Bz2U0SP6uB6ca1meK2aqaEu1w9RONi
MKVdvnc/LX+7WFOra4twfDc5lByn9zOFsbvmBVXfQuQRDx92SuSs3FLrdjflS+FeXLtC/EBLx/LB
VVHhlMNjX6d1HxfHbd/caNb282wncN2GQlPy/PVYsuCGsVw8zq2aQYDNMcIYpxoEJ6NYTKFXmYzU
YsFR9NVQg+AuhUeySJR4Nn0imlMkGARUaLMvMdtzc5dwTKTv1cAkVTh0X/kQFSd6FXRkjzA/Coel
CmdGt+Za6ioDGJQlrl5aXpHioKCWu5SnTE8533jdQpiub0+6ypOhqWJlaXfpz2/m1Uz6jh3WTeYl
yO9XbsUJXV387BMsbkVmqvA3tygCEC3vvYVFBGzPyAwqxIu2UJjwVRrRKCudRfhaCt8aoCjRMpo+
hTZMOJqlEPseY8ZAUvQhEwIPpjP2GYX8of/Y//uPoIPwDz/dmLkAqqec0jDv/G7cp5UKxXPT0MjO
oxXh+uZ5nxqnhqkl8tkUCnHYdb4055GGavFJvGFhY/a3zdu8p+lZ19WBLmVVm0TPHkUdbKycH+vR
EcKd/T0lWPw3c6Mn2pTCTVAGLVsJpG0Kp9wv12Z45Cn6SOuLB4qnhAqd2stQ06o94DdjdRfiFDix
AJwt/tWzAgLRK41OntNwQtFF5waI8DmN6B8SfPsGiOU53KNbO36Ch8N5T83yQwkb4w==
	]]>
	<![CDATA[
	ASIy2W1ZoiXVAAE+fXO3aR8HvcVTA4SF7hcrbYCQ2wjF4cwwNjV4Sl5xgIhWkIudW+ZrNOqPFb5l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==
	]]>
	<![CDATA[
	lNf4ReF20KzbT7ym8StPsbZelUxnatl6Y9XdB0HjRAZBiNYsIwiWC0rhddxt3M4oaMzOeY3XfehM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==
	]]>
	<![CDATA[
	HhP7rkthfs1D9Cy9V/hosbkk0XPVLpuuqeht95Ou/TbNtT7GabYnse2+ljtmt6Isy/mi7f6VG7dL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==
	]]>
	<![CDATA[
	IPDAxgQTUNh4UMGHjQYPQGwgoMCDjQcOMGx02NBiQwQIjg0SJjoWyMk5UsBMEkEoMpUqBK1THFcl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==
	]]>
	<![CDATA[
	BKfiHseuNhdFqjOZadjc5GmV9gCnqiVjtVo/g8JuH8sqMxTALDQXvy62ESF4jsNk+5lYuF2YExuv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==
	]]>
	<![CDATA[
	eKWGg/WCG6E+ldkERcVxvFZoIIBLcA89Tm8UPyu0Ej9abSR+VWoskE7yF+qV2oojklok2kS2eZr1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==
	]]>
	<![CDATA[
	4kVDi9IohI6R+oEWRCsKLUFsEONXfedp1pcUudye2vN+iIg9dzMVz1OYYW1K7HuOaHXT1TjR+g9h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==
	]]>
	<![CDATA[
	dFBDcjoi79gcE5G8f8S270Er+96yFM9tku49DxPu/4G+54TW9D3qJct1/BSVHbw8pViuVGPKbrie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==
	]]>
	<![CDATA[
	7Fi/FUL7Z55f8xO/KzVs143HBXLj5UDJeRI9KjQKTqphDTySVCZwmORDa/qOC/TGu2mm/SqAXXAl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==
	]]>
	<![CDATA[
	zwqBGD9PLIZNZipQrfqJHaWxDDlMZiuEWXEdQ644kaDWG8fQyg0kqSX34bc0NvKkIoNhrHJ78EJU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==
	]]>
	<![CDATA[
	BQBLbFCgaqelAnJSB0Pb6fNCTXsEaRNRfdhRQlZ1FtNRmJfXVQksBxJi13ecYrgWP1pmLFKvsmpW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==
	]]>
	<![CDATA[
	uNwRu35bEiLLTx3F81pLbzxVE7puo5UaKxEFEu8sQZlFmoawTpyMsHicor5MUmJlX1DpuK4p8xqT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==
	]]>
	<![CDATA[
	+ZunWQ+srv1NK9ldz1NO57SO2Rl50Wg8qWo0UIpqvMnwjP/wCdtZ+MD2DmLXPCWp5fYzJdOdWPkc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==
	]]>
	<![CDATA[
	6FnOV2Xre1N0ngQpNldZiulPrZvP7Y7lrSjF/BA8VmktglltIsiv+U0U3U9JlvUrfFtwJHpXbCxL
8f2lWc5zFMHmJ4BYayNGsdwKUyzncyXfsUPofVKLxutE2flolgyvyy2rYbSu8VCYYDvKUnxnYZb3
Jsix3kZa1v+yZvzRK7YzvWe+zPPMr3mm+8Fp3C6oi3ZBUxAaBs2rfMZL06xHSZrxJ0XzXsOM1psF
MVNpKYRWaT7Z8FwrtNZrhdL9p9fM71nL+JDkV5yJ35VaSbEs18zG7brdshrd7pgAfNT1DBwn++4n
fePxQN13J8Qz3wUPut+EvglAeEznR8wAfTuIUW1i9d0XQs/yeJbt/gtSLBeDPOutWbM8rnfsbkmo
LC/4RN9lEMXcRIZnuR9nGZ71ykZjKBuHQdXKRqNYfc/9ROFzUd43AVgFxREARmm+jzC90Hqk6HmT
WjZ3tbJloMWy1fBe3wSww1TzNeQgnZW4bTWITzneSHF8V1GO6S5GNB+mqKajWtVqKAGd0VkhwfvS
bJyOmpXXFQGR4XW78LuW5fnuAijGtuJHjE2FyNb7nup7ENfMLhht61mI5DlR9g2DqaA2DLpZszui
FJ4vGZ7xH0AzX4WPK87JRe+lWzedzBKtL1Ldds3r2AU7z3aeSlHMlymq51CC5v6EkGZWBTB8Rj5K
MJ0ED1VahpmoM5XhmT+1nl0g3bbrbJjoPsvx3N95pudommv/skpm5+2a5YkMxeYodrzcWohrfjKq
dkGUujaAH5NN93JM81eS6b5JUoz/sYbr2SB135cNyzW56XtR0Jgd9Oquk1me+TlQs97neeaT+NFa
I0GGxQUBxe+MWfPehAk2f2HEYvswhtE/fshzMX7I/Zzmeo6FGVa3QGf7BbyW3ZTWeP+ETldbiR0u
txJheq5FGKfx4TPuyyjZdTlP9hwMoZfaTPTrtuN834XIAaOT6HHBgQzL+w4fmg+i5jt30QPPk9Z4
nQlTrC1pfeOZgtDwlFd2XcgwjGfhE7az8BHbPch8zTvAaK3xRNX4oXXNl4GO8TxUdH7mOc6PEMX6
Dy9ddAtatuYWsGDBQVBpKstplvdFa7vuJnrW00TJeZamGA8jCEaXISTrT4xr/4oynUde4XPRrNxu
mXXT0VDB9hsq+C6S5JqD8Fkiy6CTFM/AA3UGY+jlljMl23/UNp1OFO2vkZLxvuv53uym90ruWd9j
Led/qun9Mbve+6bpvgsfrzkJniu1GMgstRnoWA5FCQZXstRae5GCxelUyXYcKlmuVz3fm1h5HTQr
r8uRou8+1PVeJ3reG7No/dSr3guv6P3L8synRu8IcOLGCQClhmm9AAmYaElvCZ21tmVQo5TbpQzP
+Zyje84afSNA18p2QfTK9vem4/wFnST2i3FM52LbMABO4XU+6lo/pML5zyvZnJIqnyNGz/CU1LMZ
P2j8TqRIvvuoZDiwIzW7qKC1POATPgezPONhlGv+DHPNr2Gi70fbtLsWPy22DzxWakwsGi+GdIa3
xabVOELH8j52vOBqmue9ExufC/KW2RUFtfcufoa+KopT6paol1yafd+xVzU8IK5ZHVUL9xet7b51
K+d7ve/8T/plS+Grcrso0XBP6lmeckpWAwVPVhuID5dbjVJ8l1mq+1gtWR5QlwwDFWSZT8Ima82F
TtjcpFjesyTNfh0omq6Jjc+wiZL1OdMxPpp9zx15z/CS1rZfRc/W2wmdrjgRYXnfESTnc5rvuaz2
bEbT+p5DXt99rRZtRk9TfrcC52unYCSoPOIGS21keObfMNt2XG/8zhvEniNZXp3JQL9qwKpZj+Im
qswBSFZMRE0V2gUYKrUTva43nqiaP9XK8U6W4fpN1LwvXtV0UC4bT0Y5pnvxA4Y/wZMVt+LHqx7j
qLU2xJrjhtb0naUprk+7bbukIXkGRUBmBfhJ2TNg+IDzHD9yf8UPGM/jfNvJJN14HECwPSaZ7gOh
ZhcIoWkZsBjhdiHCtD5Zjd+xOMPgkILG9FVEZnUtS/GdhU/YHAcZt3NSz2oUp2R5O893XQ5U3R8x
hu8mSDLeF4XXufiB2UXkbNVDsFS5hfjA+pdk+k4FSfb/TNV3K3xccCmCW2sdyK43EkEpNBM/Wm0g
wbH+BcnGu3G673qoaH4PVd2niYrxKtCv+RCL9n+4oWpTAARbjuAkaybhc+XmQfzKxTDXexile04F
0KsekgSjpzzB5jbWb32mClYXUX7NP4rg+oryfLdux+ye27edsBvOq1Cz2kyaX3Adxa22Er8qNBXB
rTaQY9ibT/VsN2bVeaa2zQ9qy3I8VzKdRiqeowhaoZ00w+JuqOD573rOP7Xvup4kGV5Kj9ju4mbL
LYQnSn6lvv0jPa0zl+J4TrWu0YDayhmA2VQTwEeMFhwKGKYyEz0sOone1lt0ejYDyvs2AJlmWBzN
FEzNG+TOD3nH/N6tGZ4KkF3H4QvnPYLhPIoxvadq3XohbxvfIzXXX5hmO/AJ90OpZndRqxleMBqn
i17jdCtMMbgYxyw1IaKz3RuElgNK23oaJdsf4wZ8/2nK85jVsjxoduxuh3k1tgCJkx8VP0Ja0KJv
GROS2w6kouu/alrOV03fi9b2nDMb9x+zaLkXQKe0hBmhr2rWzJ8EhEYDWU33QehAlVEwYRpbwfM1
Vzmi+1ou3C5pVdORGMN4G+baD62W5fVA3XQhwbBdJChWt3me978rek8NQt+Fhtj6GScYW47UfP+B
nvfGqLvuGD3DgIQNGF2Gb5z/Qd92U+27zgsE9xt5zfBkkuu+Cp2wOkkPK+34ZM9NrWYXAJ9yGjfM
c98F+bWT8JEa+5Ga6x9HrrgQNk9lIVqGzi3CrreSny++AxgmJ9Ms72+caT+Kknx/Zt91SkFmNZ5Z
dt4HnKi1Fb0uuY8fMLzHD7yniYrxSW5ZbuYZBueCmIWmdMSmm2rTdT1nmi7lWO6f0PGiewTFfJKi
ee44Jbvgxrmec2GW78UpWV4Lkcz38IXRXfyI7Sd63/mPlE03xKL7XO+77wV6+3Wm5HtPquY/qWgY
EKHwO5kkWs+CXPdBhOa9CZ6vPUZQbHdex2i4MMP8FOVX3yNV2x2x7TwZprlupPjdewzD9A9WkOQf
drDQQJJfcCmEVmkzzTM+ipXTMFLdF8gIbtVV9JrGTpLguoxjGL3Er0qth4rmiwjF7CNqrNg8fFpw
PNIwv2eqpst5sv0eQLNexE7Y/UQPmL1ET+vNwwhGl5l+8x/ILvpJUoyXaar5x6r8ridN+1+iXnQW
xSczGUmtNpppWK4DqeXWoRdlhgK4ldZDTeOR2/T+twXXZbJZayhSLLWQJlaajORWmwxUbOepkvE/
a5rvm675InpXbidAM587TavRNfSWQVP3rQaEFG+YS7ELzYoI7S5Klfc9zHS5nYj5wqv0mOeOzTEM
tNW0C6q8dQN0s2g1NtQEmUOOU2uudy1H8rM6u3DSbVMgAvXWQufL/zXJLkDSwhFAqItGo4cqBgfC
p6SOaX7fpIDgMtBi02jcMNl8FT9eby6AYXAwy7S+J13zg7zyup1qeS7UluGCguJ8IGzbAFiI57mP
H7D6hxqnsRS9JriLGqXzzdJrjekFw81Yscpcpl5pw+x5bry28zlMtt9EjlRah5mnMRI6VmUuyLAb
E9AZHotzy43FEYosBwqOKzLjM2qSbbyVZJnfg6L1PejaH2IE13uibH+PVK1PUY7tH8CyPSRYlgNK
23Q807MeyR3bp0Hm/EvUi625Td+Dgt5zQOs5f4Ic4yOgVK2VsPGirxjVdDnPNl3QFm0GV1t2B0L0
aktJitGPgsbylNS3XcqQvL+gIsVmwYWqTQTO1lwEz1Ua0FqW6/BLanPwJbVDnFZnQERmvokQzA6h
hbNLAhPMrQsrVWwwhGF14vWsV1rPeRhCrDMcaNi8qn3fWbFnGZj4hPcTXBStOKh0xyJ2sNxYCLve
vENrPw0UXBc5husnyDL+SIXb7UDVdChJ8n4FSdaPIMV0Gydbb4Ns0z34oIJD4DyV4TjTfh8oe05I
feetENF2LHbC5EiK4Hpye85ru2N2KT6yHoKJkhwCixNchIjOvyTbdD5nPM8Xbd/5UNF1HMImeIge
IvEP9YwPEYbzFYwMtS2gMJGVGMdzI3iq5iBGMHsNFWx3mX69Pblr/bX7tjsJesk1EMJY9UBH9atj
uNWGEzXvWZTifA6VjK+hgu8izK64HvZbf3rL/Bc8VWgUTI7ODkqg4hawhNk70IT5FmS04lb8vui9
LFgfc+Wi97JfOR7pui/C5sotQoqRvMGIN71AR3ZsgcwSnOUZFrfyDJt7GL/iWpbn/MoynEfh03Rm
QWZrroDjRU/QGVJz6HGSt0DD5jFScN2niuYDqe67GGZ67po1yzNWz3kjNa2fWaLvLUe3vok7x+Dr
SG2G0tCbn8I39T4ppufarFre9GpWd4S29TpLdP7FDxZcBpokNBA4WHEqxbKc8Hk2I+TnrJ8xov1K
qvyCYjR+F4NE602MYLsFL0tjFmiYyFT4qNKA0nO+u0WjwRNd+12W5DwOs02XxE2j8eRtu2BaJcMD
Pt10HGig3CXFrbIkIDM/szpWJ6KGai3GuLazSbbvUo5nv9W6VgCfs50H41fFNkHNNSwlylXWu5Lb
elQ0HeRHXO/occ1Zhme/7wnPA+KWZeDzDO9J+DCNwSBeqWm3Y3Y8zrV/BZALjgRP1ZoJHay1EGE5
j3Is73ug6rkNK1gwCUqaVTVMcT16PZsRw0esHgEIdzyBRBsGGYbVh9R2v6ods2NWzXkROEPmkGKW
mXdrRoNoy4aBtFqWh1L83lWM7DkkdezOaHX7gYDedCVGLLQRPSe2i+FWmo5T7e+Bmu1MfldwJGiC
zBxyuGMKYrxqDThM8ZonOW/j/ILzwPNElnIU42mUa7sbJDuvRgneyySx3kzQDKUjIJlmdYfS+mk3
PaeiPPdL4ITZO4gYvT+4QKG58IHZT5JgPJGaniNJitWBVDW/Jjq+dySz0GAcsdBMkmFxHEGuthQl
2T6UktkZo2gzOIJgOSK2nOdictchFa35MM6xPUVOGL8BhWqtA0zV2spSfC9a2f2TYllfoscrzqUp
rke77bnkFW6nE0X3V/i86BxyptpSEKnSQJhWZL+s+P5B/N5XkOd9znNNp7IM91UAseQesGTVGnCG
1ChPMLejFp3PkYrtLopZbzGEWXA/WTE5Iybxviok3ou4YRqb4MRbXgHsmqcwwXgeLdi8yBXjT+w8
yTO8KJlZ9IilIaNpA8BJxgsQoxfmJ7EDlSZjaaU2ErVCS3LLcscq3A4CDqK1hBGnsxI4XHImerz0
LHxg95EkWJwMZZdbyxNsZ2LddiRwrNoYaHElL+ABWbWACmWVhZmoshQ+sHpKE1yPAqXzQUHxOigh
NQEQoe4Lep7uPgxgV1uvqeYnpfK6bjYNb3s1q8NBrvU+ptxPs2Tvi9ExP1H67sf4YQ==
	]]>
	<![CDATA[
	nWXIWWqvGL/1n2WazpdU1ymfZjWq1bULeJzxOqT0bMbWEBwBdppuOxC9q7QTP1NlOE2vtxxjGN3F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==
	]]>
	<![CDATA[
	SnlMS1ifafiTyhx8hp7kDq+erbqH+l1/M2sJXrzLe8WCwo7R+0szY+hR1i41xxhNe4z19R5UF82O
cHXN4qLgOsrfk8YWGUsze3dR+7YrMPEBmd9JeNNXHADSn9o30lHrj+qp/S2lgiAYsymgD3ivQNXV
5rWO5t1HNkgqGixHwqROYfPgINyiDeUMVY7HKAIRBJ7IWazyw8iiMtW9m7uuiTsk3Nn3ytUqWLJu
mLtwkVbG7c65u0kskL10abFtVJ+Cqhe7UtV4m5NcOQ7iQV7k0gKBidF1xhkB0Nkxqa1K3nM0Yc9Y
gXqwWThWhTyKuqNpRj8hsu5CYYDk9OJ6e0R6YYgGH1Jp1Do6/yaNNTJRLdpDvkBFeI4L6vfVKELO
RftA5kGtjWG0z2Vy5HNRKfFEpekCCov2Y7K1KCnrvngGTROrhv3tBT0XlRYdcZlOahoznSennvEY
9blZOpNwsUbRWh7tMId7LZZZ9VD7zdOc/CS+/t8WozPRwFHRYt7tP8r6Wx4VkdfI3wtc2ClWH/U/
dbK6F5lbrjjYXVdaywnMeAF6xXQeKQCNNulP2sL7WOvK54j21JlwDREHoIPjkCtt6JTCyOZqjYrQ
pT/0/xICUAKsAbMBnAcNcmtq5bqnVs9mKbXKrHTnwz4vd6xSrcSqdff0w2KTOON5NZ7XMqJjlspS
NA4KD+sU1nLxGwRPy8uxMg1Se4hZ32ib9ZaGIS1r34q1c4+tjpWmraWVvp00g1TasZW/tzGoRqlo
9cjq9fh1mnFQWF7vh8mqJeg83qpZVlURDqXBoRSgwCwaDcsETgMEACDBGADhaJBoNBzolmACKA4F
AQ7F4YFcwPIrIDEiEKAMyqIB8ZAYEQhwgMBAOBp4YCiMbMARYbHwYGkgCUiwCQhHAZiY6E0gEBgB
THhQJMSDRik4SIhFQ6LRWDg0GgsCFIdGgvsB8cAAo1M6PNRNCZ3/J6E4VDEzEVtx5CLBSGR/hEUx
AeI8lIWiWNAMhKOhkFAcCg/KoqF4KDQaKBIMhYISYdGgwFAURwMFCRqLhTJBgRDBwUGxQAG1UBUm
IBYKLBQJCgW6sFOCoXBQEgzFggeE8mCBVCweQFDwaCyKo7JSAbU6SwFRC1EVOgtVIStdAQQn0XAM
4FD2QLBgYdFoIMkSTAGDkVJKKWVKKX1KKaVvmICQYIFwIB4gKA4EOpFLw+GAUBiKhYID0gKRGg+N
B8XxUDwoEgkEBGygNDAaDAURlggpISZQFIfDYqFwWBQMBO/SkIWOxqKBKA4SFpAgwEJhYKEwGIgI
kAmJTTQoWAgPEAc8MJRFSYjFAwiKBaiMhgSjwRoYDYiFInEJIYIigZjQoLFoRPDA0ThAgkYCEQED
C+WhLDCnAgmaaCDQwKEc8KAsETwoHIgHxYI5MXcdqAMHSgnP66RB6sszk89NOpnGwSDV2Xq+mcUM
1cWoPTOT30uUJ495N/VT2fkyzZJ1/gt19Rcjg9zXKiq0hiH9szxV78t7z3Exc9azWX6BtG+mJ0Od
TV0rNtVatNbPvtXz9175lVbbWNulfgxSR//fDEOlI3KeddAn6nMp880sX88g6yDb7ON8hs6j6tjO
h6l5J4134Sx/z+tGnwj3pKZmdZt0Kg9nnVzWQ2jLz2+jYl08zNQ/VEf9vNIPFVWic13Ni5mm2Vlb
xxMPJWq1ZLU+M8kgdp2GzCRm0XJHjVDx1eokOmodM8s51qdpKM0gaWuqx6kt7RxKK2SF/Lg2nhkG
avyoOt0smclfm7Jjnlt15vdbmmFYzfRUP0xjxNP0bDxHzSDn/KBVok0Gffg4SuPkPVaefKh/bSaZ
1Kh/fGtnlWaS5PRb+7ZMNw4m6Tw2tv00pM/8bNWnne2kVS7MxqD6cZEZpJat0jwtDVLKr8d1Whcr
jS9NggapY8WonVZ+0CwIzTjwTxhk1iLbNAyVaZvZfppWSM/1Ni3Ns5D1pklqV8/Nwnes+I+jNEgl
QmcYapFdJ/GLHRPr2x9V+0lMe4Tpv+g7ofPOzYi0+5SrOULoHC/1rz7257GgPo8MqBDSc/qJNBOS
UB+3v62/rW7741p09DtmlmNdiXvuFHu/9Wmt1lnbc1vMz7ypW9h+61vMW897jK4LM5Nb0V3dfc+f
T9cfM0i5s9Z6n0l+GovdD/nR9y9ZT/fc3piVUftv+iK9tzqIxZvMAzHJpIcbgoe+MZlkZW0IOU1M
O47rZpb8Nw9+Ps+ZTGrrc2trEMQ1BmV/3dbYl4ahdi9Z//y1b9r75ZtJ2t5rbMUGMV9d0BmSuHts
3coTWaFtzGZ8Mw/krRKZrRqr7abd9EBtah75SBBVtFpDJ+3ULS0JYh7fqQbpamR4rlqLXBvv06TV
TmQ+bDt6aJI3DOogt0Kz1L/VV579tL9GaxjKNdtq0yQGYbsts1Qd9mNmk/AZhjr9n3c4zSNJEB0f
pJDZJKT6e5ha72Ye750gXNmHu/bgtUmq1/LaLH+MA2bzQApdmkkmmWSS4lHcw/rkxdWDx/kYBqzr
nMyLgSBAYRqHc7CQeTzfp2EoVVWD6DnqT4N0eXOXMleiWo2P0J3qx3MTj4ns9fVxVdGkBYRvD7x7
nX0zK5zwgPqe1P1cWCg0DpjKuq/Jf9oVne37ygU/2tiobpaFZz3oOCvTAq7rnzdyK9U0DQto3Y/8
586CJ4FKKA8IhmKJsFgY0K1JeiZpFk+TfDMqoiRJMwsnZ5Pa5+PdxvxNljtxVD2K+jpZSz9+dNqa
vafnEO9j8zGJbrPemoVL+XgmaA4mpZWjrT1f1jqocxQP36Q1WzYv1bo9xkGhZTy6mSTHJH5M4pd2
vNkkJsk0yR/bIp9EMwmucWOSl7Z42Og8wtPlPJqa7HyKzrv2H2ny53pM4iapXDwmcTcJuj3o2izp
5+BhOec5PJt80aFJXJ2SSSaZpCYtTEqVlmtrM6X1ak3o1tmbUnZ2MskkXTXJJJNMWkPHJplk0j8W
elxQycinL/7psWrz0NrszjZJr/dazbLmkf7MahBvxF+PTDKJ7+TxqULv+3fMkpSec/0GqV9UeW6S
SVecb5J27QNJl4xM+vrtcz6VXOvNBvn6fGSzuHEwiHl4LxukUjVrP01KqPYQ1eYbBMtLM81yipWh
8hwirrZqOkTlhQ7jIq1Ws/ChPazPQlmK8qRv5Xx0uxWOC6jE82t1vVQzAgB0BMMQCGA4GCKOSKQS
4iTHAAC8BxSAA614MjomikTCAFk8IIqiGAQAAARgAIhhEADCKAyiEAYAEHoHhwDla7ljpmLke27R
0/qO6nOS9i6anEHJC3dhnrqszq5+XFIkUrbmPX/OS/fzsNVmo8svppsNRXSynSn2fktDO1nGQ0gB
WZP5iHaL6PsItd8JI34E35I7fwQdEUjHYT6NugL57FhuvBw6fdT2rdjS9iOLybY5cKO8uaGElWaE
4k3xv3+K9Ro0Qcnc7yeaJp24C0zEMv4Bl44oZMT0VfbBn9LI6iWmXgtmmvsAuIjo16CkoCKWdx59
tq0siskueEJb1OvuwgS28EhZLvQ3jkCeKctFUx2PDishr4XFCfuuKz3+w4Rp+euCzyNWgTQ04Fg6
Oseej3VgdKnOIHX5c71SNT+eLC33s1yH1dwDMlvrdPWAqRh5wbU+eUx/TTBPWb4ywmn6FEiWNxvL
N/ksnxlA4W3VokukxsWfkyUCfgEDlXhEeeIFz8MfbzbwuDYTw6/dWxRqxcvELX+eVWGkcCOlJ3Qq
DrH3Ig0L4jox52szC9cI16v0zVR7yIjrBI3PJNcbRsOW3gqRn6EJ6q5I3ame5HgmMopnf7JNHvDI
3Rzt4isgC0OuX8zfBQgdL49EP+QH9vC25Uc0uYvZN8nVKhh2s+gCujUu5ohJgN4RBLZNyjT0k5/+
sGy/W+atTCCYHh3JQMvSGoaCoq9urkbEgzWQcge3ty/cnXEuZVft6A3GJSTtdU/4WxQjD3BmwfWU
T0RMfDAeC8xup8nj7Oc0q14b9KVMi0RLcR9+CYWXaKVoA8XDPDVelbjofMotf75j/YcQTbJC1Uqa
XujMCXhOjAs+C4MQzl4bf71kK+j1GQW67knS5NJVJ6aQ6zc/HVsdORTXesk0/j8GhQX36VbkKGmG
sjVWtZ4eiDu8SxmrvOA9U65RQdBbyuxnsxzTvtwWQ7tcvth3asoKiXXACbMkg6d+EJfiRCRVqcop
U0Qs3iCA6guNR/MQFItAmrTnlEqbgE2AKuOAJGkFedOyhkqnfzUnT3RQproN52uIBK+K5urEhk81
S4XcBfWUN5L/EDr8UrrFRO+LafZkvWDU51j3IWdKXS9O75AeHpmzTOOJW9Fdp1qTudbel91yxdoB
m41dLFs7YeAPSNV2wABHbiFkH8VOv8zZK87zsfhxMxDWSRsV53WoGDGvYM/x2gPViXbPu8SBAjHA
OmRWf1IJvk7RITBCaxOKiXLnFlzdbGftiiXxrePPqiL4Ywo6RiJIw5oxBs51H6u/DvVIKPtfxpMP
sQ82WqVjCflDKqs0fMqrZCgQeXhPzHa10/CCkibQziY9YofsirWyKkPgnAj1zAzUxXJ1SjoCEhFa
iEEDy2CoYyFNV0NF0ecuMa+LKFLinUp7ZyiCuqq2FV7TBY0Y1DtyoQBbyQFknEoVWERSCoFTgkRW
x+nQP6iSDk13e3HE/FUJ1MtRZY1pYI0j2HS8F9OQcmDgR0cNlfRg41AHByoSReJTTz8bgn2VSKzy
ULYnCx3f4xpTBVFJxAmMDGl7t1YrmN8rYVgdOOIgRqAJZbHcDi6ZhPnt7cTgw5O6Uv9ciyhkjW2C
Yickg/GSwAenpNezssFuveRkXVWiaLcr1QFAxxTtW89Oe7dwaxbdDScIbE0SUB39b/rv51Io1NVp
4d+emR3jOFjidxDabFUK8dZ3DVVBW4mKgm+UKh/CDIU8T+qZzVOnpjTcvYjiq9wvMytxwrAL030k
hAWYn7hPTvwzKeircadCsp5JbadS6JuqG2pSu6qluZpBwcqGowgjK+Jj7ZA8mlU0bPQM0z1ckgzx
yPXIMIm5bVQQ16j/pVFZbq05Q3FSxQgwqYxNWONaJ1mLOrZ7GqlKJINKQlbhIzUWJAI6NiTQmLAG
zpWPjqVZqtadhFBNzEIfnFN6hFpBs1wR1FIyEj3XkREn6n8zWQhn1eVvU6/Fc+noxNrgNHMuDk7t
QqX2K4VGEfM6opMWjK6GCiB+mcF6PvFLIrv7gI75Zbie0icR51KrlZTX0FHWRo8t8CqCvddEcgxM
BUxtE7D9MxFlPULZbX+eIEXYvkigJdwYYhkDPSa8RYdX5t6UxT0TPEHiRmXh46nMCOmkUjvSD/6n
NneEFSI/lc/+2qiybO694DR2PSl/MmzoFFryjKRlebMtJ9ut91jFiOcLCf4pm0XF1iDCONktPT4K
TbDG8XNkLhYJLyLzzpBqmgnCOX+kR4nCMP0r5kwsdPLAI5cQRyLwYkdLrOxtHw6hyQ==
	]]>
	<![CDATA[
	3lBrN6M3ONrj9naKvt6f1QN3I033xHddtycgk1/7Ky1trUwn6JLkJ/v7eG1f1ByH1t0HEqV01pdH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==
	]]>
	<![CDATA[
	3/9e9j7bTvtoyHqLHEcXM2dkxzaJKe12V6NZd8oKr1aRxOFYh8h4Oc94rVzwWvqCwzXS+9YR6MBA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==
	]]>
	<![CDATA[
	gbI0JZT3b2D8loGZM5//LwFKRTaiQT1pAyOKg0SaIaUTDam2o583Hm/LRlOZf2jqGeGQCBIt49kN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==
	]]>
	<![CDATA[
	gCQ4G6EJS2el+TKOgYLFWHBIxVgcIkIgPhxxsFgcPEglJY6Mz+XhYbpcIgI682I7Ax9wojhwKhAo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==
	]]>
	<![CDATA[
	jluL6Qr6mHhqiMmI1xJpakxX+Xg/SfgH85nWKt0SkD6mO+6aWNHiP7oy3boNqu5DxqtSxg/HCAhE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==
	]]>
	<![CDATA[
	Or+B0xerD+UWxT7GftjFMSz3gucZpLySZKE6X+vrZA2jBGKhGxhD2HZk3rGEPLa2IZD3rT36A0Yk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==
	]]>
	<![CDATA[
	2i8DRXmfxEegF2zdZNH3gInTCvuq5UpK83b2lhfu4+D9KtD7mjdN8MUydWRM5QweV/KKIhRCZycc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==
	]]>
	<![CDATA[
	ZpSltkL/ZAUI6150PT+crNU9YHbe2nI4VoywI+SocypIzwMKE/oa/fAcRCPFjqmJEeaibGZuZD0l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==
	]]>
	<![CDATA[
	yAtZhlTBU0ZvL4/qSfj8CnL3UxbqXvUr/ACMUhJwtNUoCfOkcRv1GAIkmepc39ugemw7e8C4vA/F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==
	]]>
	<![CDATA[
	ltysWEidgTQMB0WKh8GpRU9hwlz7gFw147buJgcVjCZ0xWI9x+xmnPEI5y9gLYSWZyvgPHrnJr8w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==
	]]>
	<![CDATA[
	7diufpoz0V1uDIwkgWg8WABUnkYcxiiIOluX0UOfDPZkKM5SdnGnNzxsB/mljzBE6SMh3kondtVs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==
	]]>
	<![CDATA[
	H24CJR96Lcj14cVE9tdIQPVSxER2vhuyDaMklRlW5+R90fdpfETk1yYHtmZWGcSwYkkJgmZl0YWm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==
	]]>
	<![CDATA[
	ztciR1ewj+d3ViKyZb9V6MSx8lmCAPNXXrHeZ3mMHcbySTYyfMXtzrW2ro/zGkVFqtbq6YdXRy6Y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==
	]]>
	<![CDATA[
	ZkKTqMi5s1r1j2LWT3p2jlTnL//9D2OGAYQB7wgXTlq20/UqrFq74Top22ZBt+wmaF/mis+9ZsA9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==
	]]>
	<![CDATA[
	gIUz8b+z6SdnvYZo4MgJHc2KGyYbDXbAaFW8HP1XLFfJltBFehR35mCwjJARS3BJxdfmdBlQiJN+
P6fYc4vsEL9IGVFsNN8NRRUxiVp7Vzxig2M3NpV5zZAnM3mm2NCIRs474pTaETddYmJq5QG7DLkY
U0wMrD8EOio9mCrHx9wAaBwGJlPJ/JZ75Xwd2Cg3Uuiq9jheZhavof/z6jT7iVGGkP6FKNTY9q79
t8gR3oRAi+ikZeXqovPLJ3wXfBKPgKRuz/djhc84LbGqiOF4hCYiQXDmvexmrIiTx5YBHjmYBAZo
2sHZWZ4Q4yHXeUp5/1h9K3tf4OmpItRcOgF+GoJeJuwOmlNyAQ==
	]]>
</i:aipgf>
</svg>
"></image>
</svg>
) The data quality score for 3i Group plc is 1.85. It is derived by assigning to each portfolio company a data quality score, weighted by that company’s emissions as a percentage of total portfolio emissions. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 66 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | Portfolio net zero alignment scale | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | iCI and the Sustainable Markets Initiative’s Private Equity Task Force have developed the Private Markets Decarbonisation Roadmap to enable private markets firms to drive their transition to a low-carbon economy. The metric used within this roadmap is based on the climate maturity of each portfolio company rather than on an implied temperature rise metric which is the methodology suggested by the FCA for climate disclosures. We are using the Private Markets Decarbonisation Roadmap metric because it aligns best with our science-based targets. The Alignment Scale of the Roadmap (as published by the leaders of the initiative) is summarised in the table below: | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | Not started | | Capturing data | | Preparing to decarbonise | | Aligning | | Aligned to net zero | | | | | | | | | | | | | Definition | Not started to measure emissions or plan how to reduce them | | Reporting emissions data but currently no plan in place to reduce emissions | | Planning to reduce emissions in line with an approach agreed with the GP | | Committed to a decarbonisation plan aligned to a transition pathway | | Delivering against a net zero plan and operations aligned to science-based target | | | | | | | | | | | | | Criteria | • Minimal or no emissions data • No decarbonisation plan in place | | • Measuring Scope 1 and 2 emissions from operations, alongside material Scope 3 emissions, and making data available to fund | | • Decarbonisation plan in place but level of ambition not aligned to net zero pathway | | • Committed to near-term science-based target aligned to a long-term net zero pathway | | • Demonstrated YoY emissions profile in line with pathway | 3i Group plc categorised portfolio companies covering 99.6% of its investment portfolio value as at 31 March 2025 in line with the roadmap’s Alignment Scale. The current alignment of the portfolio based on total portfolio emissions is set out in the chart below. The PMDR alignment scale requires companies to capture and report all material Scope 3 data in order to be included in the “capturing data” category. While all of our portfolio companies measure and report their Scope 1 and 2 emissions to us, many are not yet in a position to measure and report to us all their material Scope 3 emissions categories and, as a result, we have had to include them in the “not started” category. We have categorised companies that have set science-based targets using the SBTi’s SME target setting process as “aligning” or “aligned to net zero”, even though some of them have not yet reported all material Scope 3 categories to us. The year-on-year changes in the portfolio alignment scale are due in large part to Action having set SBTi-validated near-term science-based targets in February 2025. ![](data:image/svg+xml;base64,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) ![15942918603570](data:image/png;base64,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) ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | ò | Not started | | ò | Capturing data | | ò | Preparing to decarbonise | | ò | Aligning | | ò | Aligned to net zero | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 67 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | 3i Group’s emissions from its own operations | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | This section has been prepared in accordance with our regulatory obligation to report GHG emissions pursuant to the Companies (Directors’ Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2019 which implement the government’s policy on Streamlined Energy and Carbon Reporting. During the year to 31 March 2025, our measured Scope 1 and 2 emissions (market- based) totalled 187.5 tCO2e. This comprised: | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | FY2025 (tCO2e) | | | | FY2024 (tCO2e) | | | | | GHG emissions (Scope) | UK | Rest of the world | Total | | UK | Rest of the world | Total | | | 1 | 63.9 | 26.7 | 90.6 | Δ | 101.0 | 34.7 | 135.7 | | | 2 – location-based | 112.0 | 94.5 | 206.5 | Δ | 92.2 | 118.7 | 210.9 | | | 2 – market-based | – | 96.9 | 96.9 | Δ | – | 97.1 | 97.1 | | | Total 1 and 2 (location-based) | 175.9 | 121.2 | 297.1 | | 193.2 | 153.4 | 346.6 | | | Total 1 and 2 (market-based) | 63.9 | 123.6 | 187.5 | | 101.0 | 131.8 | 232.8 | | | 3 | n/a | n/a | 3,800.3 | Δ | n/a | n/a | 4,211.9 | 1 | Δ    FY2025 Total data above marked with the Δ symbol has been subject to independent limited assurance by KPMG LLP in accordance with ISAE (UK) 3000 and ISAE 3410. Please refer to www.3i.com/sustainability/ sustainability-reports-and-data-library/ for the Reporting Criteria and KPMG's limited assurance report. 1 FY2024 Scope 3 data has been restated. Please refer to the explanation below. This is equivalent to 0.8 tCO2e per full-time equivalent employee, based on an average of 237 employees (2024: 1.0 tCO2e; 244 employees). Overall, our Scope 1 and 2 (market-based) emissions decreased by 20% year-on-year. Most of the decrease can be attributed to the move of our Amsterdam office to a renewable electricity contract and the resolution of an air conditioning cooling liquid leak at the London premises we occupied for the entire financial year while preparing our new office for a move in February 2025. Our measured Scope 3 emissions totalled 3,800.3 tCO2e. We restated our FY2024 Scope 3 emissions from 9,612.8 tCO2e to 4,211.9 tCO2e in accordance with this year’s methodology that uses more widely available emissions factors. Please see our reporting criteria, available on our website, for more information. Our total energy consumption was 1,404.1 MWh (1,404,100 kWh) in FY2025, 63% of which was consumed in the UK. The split of energy consumption is shown in the table below. | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | FY2025 | | | FY2024 | | | | Energy consumption (kWh in 000s ) | UK | Rest of the world | Total | UK | Rest of the world | Total | | Electricity | 540.8 | 239.5 | 780.3 | 445.5 | 297.2 | 742.7 | | Fuels1 | 349.2 | 99.8 | 449.0 | 378.1 | 155.1 | 533.2 | | District heating, cooling, steam | – | 174.8 | 174.8 | – | 175.5 | 175.5 | 1Natural gas and transportation fuels (petrol and diesel). Methodology We quantify and report our organisational GHG emissions in alignment with the World Resources Institute’s Greenhouse Gas Protocol Corporate Accounting and Reporting Standard and in alignment with the Scope 2 Guidance. Scope 3 emissions are calculated in line with the World Resources Institute’s Greenhouse Gas Protocol: Corporate Value Chain (Scope 3) Accounting and Reporting Standard as well as the World Resources Institute’s GHG Protocol Technical Guidance for Calculating Scope 3 emissions. We consolidate our organisational boundary according to the operational control approach, which includes all our offices. The GHG sources that constituted our operational boundary for the year to 31 March 2025 are: • Scope 1: natural gas combustion within boilers, fuel combustion within leased vehicles and use of refrigeration and air-conditioning equipment; • Scope 2: purchased electricity and heat, cooling and steam consumption for our own use, including leased vehicles; • Scope 3: purchased goods and services, capital goods, fuel- and energy-related activities, waste generated in operations, business travel and employee commuting and emissions associated with working from home. In some cases, where data is missing, for example, due to the timing of invoices from our utilities providers, values have been estimated either by using data from the previous year as a proxy in the first instance, or extrapolation of available data. The Scope 2 Guidance requires that we quantify and report Scope 2 emissions according to two different methodologies (“dual reporting”): (i) the location-based method, using the average emissions intensity of grids for the country in which the reported operations take place; and (ii) the market-based method, which reflects the emissions from purposefully chosen energy (eg bundled electricity, supplier-specific rates, direct electricity contracts). Although we have a relatively low environmental footprint, we are committed to reducing it further in line with the science-based targets described on the next page. We purchased our electricity from 100% renewable sources during FY2025 for our London, Paris and Frankfurt offices, as well as for the premises we previously occupied in New York, which we leased until the end of March 2025. Together, these offices accounted for over 80% of our overall electricity consumption. We switched to renewable electricity in our Amsterdam office in January 2025, bringing the total renewable electricity consumption to approximately 85%. The landlord of our new office in New York is working on delivering green energy, but it relies on initiatives to be implemented by the New York state government to achieve that objective. In February 2025, our London office moved to new premises that use only renewable electricity and are not connected to the gas supply. As a result, we expect a further reduction in GHG emissions in FY2026. A more detailed description of our methodology can be found in the reporting criteria published on our website. Third-party assurance GHG emissions figures marked with a "Δ" symbol on this page have been subject to independent limited assurance by KPMG LLP in accordance with ISAE (UK) 3000 and ISAE 3410. | | | | --- | --- | | | | | | Reporting criteria and KPMG limited assurance opinion [www.3i.com/sustainability/library](https://www.3i.com/sustainability/sustainability-reports-and-data-library/) | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 68 | | | | | | | | --- | --- | | | | | | | | Sustainability | | | Our TCFD disclosures continued | | Science-based targets | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | During FY2024, we set SBTi-validated near-term science-based targets that cover our direct Scope 1 and 2 emissions, as well as the Scope 3 emissions associated with our portfolio. These were formulated in line with the guidance published by SBTi for financial institutions and the private equity sector. Operational emissions target 3i has committed to reducing its absolute Scope 1 and 2 (market- based) GHG emissions by 42% by FY2030 from a FY2023 base year. While our emissions slightly increased by 3.2% from FY2023 (our base year), we have done the work that will allow us to reduce operational emissions in the future, involving mainly the reduction in gas consumption and the number of leased vehicles provided as a benefit to employees. Our strategy to meet this target involves engaging with our landlords on the energy efficiency of our premises and on using less carbon- intensive energy sources. We are also engaging with energy suppliers directly or through our landlords on the procurement of renewable electricity. | | | --- | | | | | | GHG Operational emissions Scope 1 and 2 (market-based) – tCO2e | ![9895604650196](data:image/png;base64,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) | | | | | --- | --- | --- | | | | | | l | l | 3i’s GHG emissions – Scope 1 and 2 (market-based) | | – | | SBTi’s linear reduction assumption | Financed emissions targets 3i's portfolio engagement target commits us to ensuring that 31% of our listed and eligible portfolio by invested capital sets SBTi- validated targets by FY2028 and 100% by FY2040. We have made significant progress against this target this year, with 23.3% of our portfolio by invested capital setting SBTi-validated targets. The companies with validated targets include Action, BoConcept, ten23, Ionisos, Joulz and BCA. WaterWipes, a portfolio company which we acquired in January 2025, already has validated targets, but we have excluded it from our progress chart, as we apply a two-year grace period for all new investments. 3i also committed to reducing GHG emissions from the electricity generation sector within its eligible portfolio by 68% per MWh by FY2030 from a FY2023 base year. 3i achieved a 51% per MWh reduction towards that target, mainly due to the sale of Attero, a waste treatment company which was held in one of the Infrastructure portfolios. Our strategy to meet the portfolio targets remains consistent with last year’s and includes the following actions: 1 As a majority or significant minority investor in our core portfolio companies, we will continue to use our influence and engage with portfolio companies to support them to: (i) measure and report on Scope 1 and 2 GHG emissions at least annually; (ii) measure and report on material Scope 3 GHG emissions at least annually when appropriate; and (iii) develop decarbonisation plans and set science-based targets. 2 We will manage our electricity generation portfolio to reduce its GHG emissions intensity as a whole. 3 We will facilitate knowledge sharing between portfolio companies in relation to formulating decarbonisation plans and setting science-based targets. ![9895604650076](data:image/png;base64,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) | | | --- | | | | | | Portfolio engagement target % of invested capital | | | | | | --- | --- | --- | | | | | | l | l | Percentage of 3i plus funds invested capital with SBTi-validated targets | | – | | SBTi’s linear progression assumption | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 69 | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | What’s in this section | | | | | | | | [Financial review](#i54651540d1854c96ac12f3d021b55395_217) | [70](#i54651540d1854c96ac12f3d021b55395_214) | | | [Reconciliation of Investment basis and IFRS](#i54651540d1854c96ac12f3d021b55395_232) | [75](#i54651540d1854c96ac12f3d021b55395_235) | | | [Alternative Performance Measures](#i54651540d1854c96ac12f3d021b55395_247) | [79](#i54651540d1854c96ac12f3d021b55395_247) | | | [Risk management](#i54651540d1854c96ac12f3d021b55395_250) | [80](#i54651540d1854c96ac12f3d021b55395_250) | | | [Principal risks and mitigations](#i54651540d1854c96ac12f3d021b55395_259) | [85](#i54651540d1854c96ac12f3d021b55395_259) | | | [Directors’ duties under Section 172](#i54651540d1854c96ac12f3d021b55395_268) | [94](#i54651540d1854c96ac12f3d021b55395_265) | | | | | | | | | --- | | | | Performance and risk | | | | | --- | --- | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 70 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Financial review | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Highlights – Investment basis | | | | | | Gross investment return | Operating profit before carried interest | Total return | | | | £5,211 m ( 2024 : £ 4,168 m) | £5,098 m ( 2024 : £ 4,077 m) | £5,049 m ( 2024 : £ 3,839 m) | | | | | | | | | | Total return on opening shareholders’ funds | Diluted NAV per share at 31 March 2025 | Total dividend | | | | 25% ( 2024 : 23% ) | 2,542p ( 31 March 2024 : 2,085 p) | 73.0p ( 31 March 2024: 61.0 p) | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Table 9: Total return for the year to 31 March | | | | | --- | --- | --- | | | | | | Investment basis | 2025 £m | 2024 £m | | Realised profits/(losses) over value on the disposal of investments | 51 | (4) | | Unrealised profits on the revaluation of investments | 4,839 | 3,926 | | Portfolio income | | | | Dividends | 509 | 499 | | Interest income from investment portfolio | 81 | 91 | | Fees receivable | 10 | 1 | | Foreign exchange on investments | (361) | (461) | | Movement in the fair value of derivatives | 82 | 116 | | Gross investment return | 5,211 | 4,168 | | Fees receivable from external funds | 64 | 72 | | Operating expenses | (150) | (147) | | Interest receivable | 18 | 13 | | Interest payable | (65) | (61) | | Exchange movements | 20 | 29 | | Other income | – | 3 | | Operating profit before carried interest | 5,098 | 4,077 | | Carried interest | | | | Carried interest and performance fees receivable | 29 | 62 | | Carried interest and performance fees payable | (81) | (305) | | Operating profit before tax | 5,046 | 3,834 | | Tax charge | (1) | (2) | | Profit for the year | 5,045 | 3,832 | | Re-measurements of defined benefit plans | 4 | 7 | | Total comprehensive income for the year (“Total return”) | 5,049 | 3,839 | | Total return on opening shareholders’ funds | 25% | 23% | | | | | | --- | --- | --- | | | | | | | | | | | Investment basis and Alternative Performance Measures (“APMs”) In our Strategic report, we report our financial performance using our Investment basis. We do not consolidate our portfolio companies as private equity and infrastructure investments are not operating subsidiaries. IFRS 10 sets out an exception to consolidation and requires us to fair value other companies in the Group (primarily intermediate holding companies and partnerships). As explained in the Investment basis, Reconciliation of Investment basis and IFRS sections below, the total comprehensive income and net assets are the same under our audited IFRS financial statements and our Investment basis. The Investment basis is simply a “look through” of IFRS 10 to present the underlying performance and we believe it is more transparent to readers of our Annual report and accounts. In October 2015, the European Securities and Markets Authority (“ESMA”) published guidelines about the use of APMs. These are financial measures such as KPIs that are not defined under IFRS. Our Investment basis is itself an APM, and we use a number of other measures which, on account of being derived from the Investment basis, are also APMs. Further information about our use of APMs, including the applicable reconciliations to the IFRS equivalent where appropriate, is provided at the end of the Financial review and should be read alongside the Investment basis to IFRS reconciliation. Our APMs are gross investment return as a percentage of the opening investment portfolio value, cash realisations, cash investment, operating cash profit, net cash/(debt) and gearing. | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 71 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Financial review continued | | Realised profits/losses | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We generated total realised proceeds of £ 1,837 million (2024 : £ 888  million) primarily from Action’s capital restructuring and the sales of nexeye and WP. The latter sales were the driver of the £50 million realised profits generated in Private Equity (2024: loss of £4 million from Infrastructure). Unrealised value movements We recognised an unrealised profit of £4,839 million ( 2024: £ 3,926  million). Action’s continued strong performance contributed £ 4,324 million ( 2024: £ 3,609 million). We also saw good contributions from Royal Sanders and a number of our other Private Equity investments including Audley Travel, MPM, Tato, Cirtec Medical and EBG offsetting a negative contribution principally from Wilson. Our infrastructure portfolio saw positive contributions from our infrastructure funds, offset by the decrease in the share price of our quoted investment in 3iN. Further information on the Private Equity, Infrastructure and Scandlines valuations is included in the business reviews. Portfolio income Portfolio income increased to £600 million for the year (2024: £591 million), primarily due to dividend income of £509 million (2024: £499 million), predominantly from Action. Other notable contributions include interest income from our portfolio companies, the majority of which is non-cash and a good level of portfolio fees from Private Equity which reflected a number of new investments in FY2025. Fees receivable from external funds Fees receivable from external funds were £64 million in FY2025 (2024: £72 million). 3i receives a fund management fee from 3iN, which amounted to £51 million in FY2025 (2024: £51 million). The remaining fee income received in the year of £13 million (2024: £21 million) includes fees from 3i MIA, our North American Infrastructure Fund and our management of the 3i 2020 Co- investment Programme related to Action. Operating expenses Operating expenses increased in the year to £150 million (2024: £147 million) driven by a higher share-based payment charge reflecting the strong performance of 3i’s share price during the year, which was offset by lower administration expenses and delayed staff recruitment. Interest payable The Group recognised interest payable of £65 million (2024: £61 million). Interest payable includes interest on the Group’s loans and borrowings and amortisation of capitalised fees. Operating cash profit We generated an operating cash profit of £469 million in the year (2024: £467 million). Cash income increased to £598 million (2024: £594 million), principally due to an increase in dividend income, which included £433 million of cash dividends from Action (2024: £375 million). We also received cash dividends from 3iN, Scandlines and Tato, as well as cash fees from our external funds. Excluding the dividends received from Action, the operating cash profit was £36 million (2024: £92 million). We paid cash operating expenses of £129 million (2024: £ 127 million) in the year. Cash operating expenses were lower than the £ 150 million (2024: £147 million) of operating expenses recognised in the Consolidated statement of comprehensive income as a result of share-based payments and other non-cash expenses. Table 10: Unrealised value movements on the revaluation of investments for the year to 31 March | | | | | --- | --- | --- | | | | | | Investment basis | 2025 £m | 2024 £m | | Private Equity | 4,803 | 3,874 | | Infrastructure | 17 | 72 | | Scandlines | 19 | (20) | | Total | 4,839 | 3,926 | Table 11: Operating cash profit for the year to 31 March | | | | | --- | --- | --- | | | | | | Investment basis | 2025 £m | 2024 £m | | Cash fees from external funds | 65 | 74 | | Cash portfolio fees | 7 | 12 | | Cash portfolio dividends and interest | 526 | 508 | | Cash income | 598 | 594 | | Cash operating expenses1 | (129) | (127) | | Operating cash profit | 469 | 467 | 1 Cash operating expenses include operating expenses paid and lease payments. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 72 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Financial review continued | | Carried interest and performance fees | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We receive carried interest and performance fees from third-party funds and 3iN. We also pay carried interest and performance fees to participants in plans relating to returns from investments. These are received and/or paid subject to meeting certain performance conditions and when cash proceeds have been received following a realisation, refinancing event or other cash distribution and performance hurdles are passed in cash terms. Due to the passage of time between investment and realisation, the schemes are usually active for a number of years and their participants include both current and previous employees of 3i. In Private Equity (excluding Action), we typically accrue net carried interest payable of c.12% of GIR, once the performance hurdle is achieved, based on the assumption that all investments are realised at their balance sheet value. The overall strong performance of the Private Equity portfolio resulted in a £70 million increase in the carried interest payable expense. During the year, we reduced our carried interest and performance fees payable liability following the full crystallisation of the remaining carried interest liability of £428 million relating to Action. Going forward, we have no carried interest dilution to our 57.9% gross stake in Action. In Infrastructure, 3iN pays a performance fee based on its NAV on an annual basis, subject to a hurdle rate of return. The continued strong performance of the assets held by 3iN resulted in the recognition of £29 million (2024: £62 million) of performance fees receivable, with £42 million received during the year. Overall, the effect of the income statement charge of £81 million (2024: £305 million), cash payments of £521 million (2024: £778 million), as well as currency translation meant that the balance sheet carried interest and performance fees payable was £360 million (31 March 2024: £818 million). Table 12: Carried interest and performance fees for the year to 31 March | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Investment basis Statement of comprehensive income | | Investment basis Statement of financial position | | | | 2025 £m | 2024 £m | 2025 £m | 2024 £m | | Carried interest and performance fees receivable | | | | | | Private Equity | – | – | 4 | 5 | | Infrastructure | 29 | 62 | 29 | 42 | | Total | 29 | 62 | 33 | 47 | | Carried interest and performance fees payable | | | | | | Private Equity | (70) | (262) | (348) | (803) | | Infrastructure | (11) | (43) | (12) | (15) | | Total | (81) | (305) | (360) | (818) | Table 13: Carried interest and performance fees paid in the year to 31 March | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Investment basis cash flow statement | | | 2025 £m | 2024 £m | | Carried interest and performance fees cash paid | | | | | | Private Equity | | | 510 | 745 | | Infrastructure | | | 11 | 33 | | Total | | | 521 | 778 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 73 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Financial review continued | | Net foreign exchange movements | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Group recorded a total foreign exchange translation loss of £259 million including the impact of foreign exchange hedging in the year (March 2024: £316 million loss), as a result of sterling strengthening by 2% against the euro and US dollar. At 31 March 2025, the notional value of the Group’s forward foreign exchange contracts was €2.6 billion and $1.2 billion. The €2.6 billion includes the €600 million notional value of the forward foreign exchange contracts related to the Scandlines hedging programme. In April 2025, we completed a further €400 million of forward foreign exchange contracts to increase the notional value of the Group’s euro foreign exchange hedging programme to €3.0 billion, reflecting increases in euro cash flows and capitalising on attractive hedge rates. Including the impact from foreign exchange hedging, 79% of the Group’s net assets are denominated in euros or US dollars. Based on the Group’s net assets at 31 March 2025, including the impact from foreign exchange hedging, a 1% movement in euro and US dollar foreign exchange rates would impact the total return by £182 million and £12 million, as shown in Table 14 below. Pension The Group completed the buy-out of its UK defined benefit plan (“the Plan”) during the year, meaning that the buy-in policies were converted into individual annuity policies held in each Plan member’s name, thereby fully removing the defined benefit obligation. The remaining assets held by the Plan are those surplus assets that were not needed to complete the buy-out, less expected wind-up costs. Tax The Group’s parent company continues to operate in the UK as an approved investment trust company. An approved investment trust is a UK investment company which is required to meet certain conditions set out in the UK tax rules to obtain and maintain its tax status. This approval allows certain investment profits of the Company, broadly its capital profits, to be exempt from tax in the UK. Income and expenditure, excepting those exempt returns in the Company, are both subject to taxation. The Group’s tax charge for the year was £1 million (2024: £2 million) with no top-up tax payable under Pillar 2. The Group’s overall UK tax position for the financial year is dependent on the finalisation of the tax returns of the various corporate and partnership entities in the UK group. Table 14: Net assets1 and sensitivity by currency at 31 March | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Pre-hedging update | Post-hedging update3 | | | FX rate | £m | % | 1% sensitivity £m | 1% sensitivity £m | | Sterling | n/a | 4,942 | 20 | n/a | | | Euro2 | 1.1935 | 18,257 | 74 | 182 | 179 | | US dollar2 | 1.2908 | 1,211 | 5 | 12 | | | Danish krone | 8.9040 | 177 | 1 | 2 | | | Other | n/a | 24 | – | n/a | | 1The Group’s foreign exchange hedging is treated as a sterling asset within the above table. 2The sensitivity impact calculated on the net assets position includes the impact of foreign exchange hedging. 3.Sensitivity based on net assets at 31 March 2025 including the impact of the additional €400 million in the hedging programme. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 74 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Financial review continued | | Balance sheet and liquidity | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | At 31 March 2025, the Group had net debt of £771 million (31 March 2024: £806 million) and gearing of 3% after the receipt of cash income of £598 million and net cash proceeds of £659 million offsetting the payment of carried interest and performance fees of £521 million and Group dividend payments of £625 million. The Group had liquidity of £1,323 million as at 31 March 2025 (31 March 2024: £1,296 million), comprising cash and deposits of £423 million (31 March 2024: £396 million) and an undrawn RCF of £900 million. The investment portfolio value increased to £25,579 million at 31 March 2025 (31 March 2024: £21,636 million), mainly driven by unrealised profits of £4,839 million in the year. Further information on investments and realisations is included in the Private Equity, Infrastructure and Scandlines business reviews. Going concern The Annual report and accounts 2025 were prepared on a going concern basis. The Directors made an assessment of going concern, taking into account the Group’s current performance and the outlook, and performed additional analysis to support the going concern assessment. Further details on going concern can be found on page 128 in the Resilience statement. Dividend The Board has recommended a second FY2025 dividend of 42.5 pence per share (2024: 34.5 pence), taking the total dividend for the year to 73.0 pence per share (2024: 61.0 pence). Subject to shareholder approval, the dividend will be paid to shareholders in July 2025. Table 15: Simplified consolidated balance sheet at 31 March | | | | | --- | --- | --- | | | | | | Investment basis Statement of financial position | 2025 £m | 2024 £m | | Investment portfolio | 25,579 | 21,636 | | Gross debt | (1,194) | (1,202) | | Cash and deposits | 423 | 396 | | Net debt | (771) | (806) | | Carried interest and performance fees receivable | 33 | 47 | | Carried interest and performance fees payable | (360) | (818) | | Other net assets | 130 | 111 | | Net assets | 24,611 | 20,170 | | Gearing1 | 3% | 4% | 1Gearing is net debt as a percentage of net assets. | | | | | --- | --- | --- | | | | | | | | | | | Key accounting judgements and estimates A key judgement is the assessment required to determine the degree of control or influence the Group exercises and the form of any control to ensure that the financial treatment of investment entities is accurate. The introduction of IFRS 10 resulted in a number of intermediate holding companies being presented at fair value, which has led to reduced transparency of the underlying investment performance. As a result, the Group continues to present a non-GAAP Investment basis set of financial statements to ensure that the commentary in the Strategic report remains fair, balanced and understandable. The reconciliation of the Investment basis to IFRS is shown on pages [76](#i54651540d1854c96ac12f3d021b55395_238) to [78](#i54651540d1854c96ac12f3d021b55395_244). In preparing these accounts, the key accounting estimate is the carrying value of our investment assets, which is stated at fair value. Given the importance of the valuation of investments, the Board has a separate Valuations Committee to review the valuation policy, process and application to individual investments. However, asset valuations for unquoted investments are inherently subjective, as they are made on the basis of assumptions which may not prove to be accurate. At 31 March 2025, 96% by value of the investment assets were unquoted (31 March 2024: 96%). | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 75 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Reconciliation of Investment basis and IFRS | | Background to Investment basis financial statements | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Group makes investments in portfolio companies directly, held by 3i Group plc, and indirectly, held through intermediate holding company and partnership structures (“Investment entity subsidiaries”). It also has other operational subsidiaries which provide services and other activities such as employment, regulatory activities, management and advice (“Trading subsidiaries”). The application of IFRS 10 requires us to fair value a number of intermediate holding companies that were previously consolidated line by line. This fair value approach, applied at the intermediate holding company level, effectively obscures the performance of our proprietary capital investments and associated transactions occurring in the intermediate holding companies. The financial effect of the underlying portfolio companies and fee income, operating expenses and carried interest transactions occurring in Investment entity subsidiaries are aggregated into a single value. Other items which were previously eliminated on consolidation are now included separately. To maintain transparency in our report and aid understanding we introduced separate non-GAAP “Investment basis” Statements of comprehensive income, financial position and cash flow in our 2014 Annual report and accounts. The Investment basis is an APM and the Strategic report is prepared using the Investment basis as we believe it provides a more understandable view of our performance. Total return and net assets are equal under the Investment basis and IFRS; the Investment basis is simply a “look through” of IFRS 10 to present the underlying performance. Reconciliation of Investment basis and IFRS A detailed reconciliation from the Investment basis to IFRS basis of the Consolidated statement of comprehensive income, Consolidated statement of financial position and Consolidated cash flow statement is shown on the following pages. | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Investment basis of consolidation | | | | | | | | | | | | | | | | l | | Consolidated | | | | | | | | | | | | | | l | | Fair valued | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3i Group plc | | | | The Group | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Investment entity subsidiaries | | 75 left arrow white.svg | | Trading subsidiaries (regulated investment advisers, employment entities, etc.) | | | | | | | | | | | | Inter-company balance eliminated on consolidation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Portfolio companies (held directly by 3i Group plc) | | | | | Portfolio companies | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | IFRS 10 basis of consolidation | | | | | | | | | | | | | | | | | l | | Consolidated | | | | | | | | | | | | | | | l | | Fair valued | | | | | | | | | | | | | | | l | | Portfolio company included in fair value of Investment entity subsidiaries | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3i Group plc | | | | | The Group | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Investment entity subsidiaries | | 75 right arrow white.svg | | | Trading subsidiaries (regulated investment advisers, employment entities, etc.) | | | | | | | | | | | | Inter-company balance | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Portfolio companies (held directly by 3i Group plc) | | | | | Portfolio companies | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 76 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Reconciliation of Investment basis and IFRS continued | | Reconciliation of consolidated statement of comprehensive income | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | for the year to 31 March | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | Footnotes | Investment basis 2025 £m | IFRS adjustments 2025 £m | IFRS basis 2025 £m | Investment basis 2024 £m | IFRS adjustments 2024 £m | IFRS basis 2024 £m | | Realised profits/(losses) over value on the disposal of investments | 1,2 | 51 | (46) | 5 | (4) | 5 | 1 | | Unrealised profits on the revaluation of investments | 1,2 | 4,839 | (1,027) | 3,812 | 3,926 | (1,184) | 2,742 | | Fair value movements on investment entity subsidiaries | 1 | – | 953 | 953 | – | 861 | 861 | | Portfolio income | | | | | | | | | Dividends | 1,2 | 509 | (96) | 413 | 499 | (136) | 363 | | Interest income from investment portfolio | 1,2 | 81 | (52) | 29 | 91 | (62) | 29 | | Fees receivable | 1,2 | 10 | 3 | 13 | 1 | 2 | 3 | | Foreign exchange on investments | 1,3 | (361) | 116 | (245) | (461) | 223 | (238) | | Movement in the fair value of derivatives | | 82 | – | 82 | 116 | – | 116 | | Gross investment return | | 5,211 | (149) | 5,062 | 4,168 | (291) | 3,877 | | Fees receivable from external funds | | 64 | – | 64 | 72 | – | 72 | | Operating expenses | 1,4 | (150) | 1 | (149) | (147) | 1 | (146) | | Interest receivable | 1,4 | 18 | (3) | 15 | 13 | (4) | 9 | | Interest payable | | (65) | – | (65) | (61) | – | (61) | | Exchange movements | 1,3 | 20 | 57 | 77 | 29 | 23 | 52 | | Income from investment entity subsidiaries | 1 | – | 21 | 21 | – | 21 | 21 | | Other (expense)/income | 1,4 | – | (1) | (1) | 3 | – | 3 | | Operating profit before carried interest | | 5,098 | (74) | 5,024 | 4,077 | (250) | 3,827 | | Carried interest | | | | | | | | | Carried interest and performance fees receivable | | 29 | – | 29 | 62 | – | 62 | | Carried interest and performance fees payable | 1,4 | (81) | 67 | (14) | (305) | 254 | (51) | | Operating profit before tax | | 5,046 | (7) | 5,039 | 3,834 | 4 | 3,838 | | Tax charge | 1 | (1) | – | (1) | (2) | – | (2) | | Profit for the year | | 5,045 | (7) | 5,038 | 3,832 | 4 | 3,836 | | Other comprehensive income | | | | | | | | | Exchange differences on translation of foreign operations | 1,3 | – | 7 | 7 | – | (4) | (4) | | Re-measurements of defined benefit plans | | 4 | – | 4 | 7 | – | 7 | | Other comprehensive income for the year | | 4 | 7 | 11 | 7 | (4) | 3 | | Total comprehensive income for the year (“Total return”) | | 5,049 | – | 5,049 | 3,839 | – | 3,839 | The IFRS basis is audited and the Investment basis is unaudited. Footnotes to the Reconciliation of consolidated statement of comprehensive income above: 1Applying IFRS 10 to the Consolidated statement of comprehensive income consolidates the line items of a number of previously consolidated subsidiaries into a single line item “Fair value movements on investment entity subsidiaries”. In the “Investment basis” accounts we have disaggregated these line items to analyse our total return as if these Investment entity subsidiaries were fully consolidated, consistent with prior years. The adjustments simply reclassify the Consolidated statement of comprehensive income of the Group, and the total return is equal under the Investment basis and the IFRS basis. 2Realised profits, unrealised profits and portfolio income shown in the IFRS accounts only relate to portfolio companies that are held directly by 3i Group plc and not those portfolio companies held through Investment entity subsidiaries. Realised profits, unrealised profits and portfolio income in relation to portfolio companies held through Investment entity subsidiaries are aggregated into the single “Fair value movement on investment entity subsidiaries” line. This is the most significant reduction of information in our IFRS accounts. 3Foreign exchange movements have been reclassified under the Investment basis as foreign currency asset and liability movements. Movements within the Investment entity subsidiaries are included within “Fair value movements on investment entities”. 4Other items also aggregated into the “Fair value movements on investment entity subsidiaries” line include operating expenses, interest receivable, other(expense)/income and carried interest and performance fees payable. Footnotes to the Reconciliation of Consolidated statement of financial position on page [77](#i54651540d1854c96ac12f3d021b55395_241): 1Applying IFRS 10 to the Consolidated statement of financial position aggregates the line items into the single line item “Investments in investment entity subsidiaries”. In the Investment basis we have disaggregated these items to analyse our net assets as if the Investment entity subsidiaries were consolidated. The adjustment reclassifies items in the Consolidated statement of financial position. There is no change to the net assets, although for reasons explained below, gross assets and gross liabilities are different. The disclosure relating to portfolio companies is significantly reduced by the aggregation, as the fair value of all investments held by Investment entity subsidiaries is aggregated into the “Investments in investment entity subsidiaries” line. We have disaggregated this fair value and disclosed the underlying portfolio holding in the relevant line item, ie, quoted investments or unquoted investments. Other items which may be aggregated include carried interest, other assets and other payables, and the Investment basis presentation again disaggregates these items. 2Intercompany balances between Investment entity subsidiaries and trading subsidiaries also impact the transparency of our results under the IFRS basis. If an Investment entity subsidiary has an intercompany balance with a consolidated trading subsidiary of the Group, then the asset or liability of the Investment entity subsidiary will be aggregated into its fair value, while the asset or liability of the consolidated trading subsidiary will be disclosed as an asset or liability in the Consolidated statement of financial position for the Group. 3Investment basis financial statements are prepared for performance measurement and therefore reserves are not analysed separately under this basis. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 77 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Reconciliation of Investment basis and IFRS continued | | Reconciliation of consolidated statement of financial position | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | as at 31 March | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | Footnotes | Investment basis 2025 £m | IFRS adjustments 2025 £m | IFRS basis 2025 £m | Investment basis 2024 £m | IFRS adjustments 2024 £m | IFRS basis 2024 £m | | Assets | | | | | | | | | Non-current assets | | | | | | | | | Investments | | | | | | | | | Quoted investments | 1 | 916 | (60) | 856 | 946 | (67) | 879 | | Unquoted investments | 1 | 24,663 | (7,163) | 17,500 | 20,690 | (6,497) | 14,193 | | Investments in investment entity subsidiaries | 1,2 | – | 6,916 | 6,916 | – | 5,804 | 5,804 | | Investment portfolio | | 25,579 | (307) | 25,272 | 21,636 | (760) | 20,876 | | Carried interest and performance fees receivable | 1 | – | – | – | 2 | 1 | 3 | | Other non-current assets | 1 | 33 | (6) | 27 | 36 | (8) | 28 | | Intangible assets | | 2 | – | 2 | 4 | – | 4 | | Retirement benefit surplus | | 63 | – | 63 | 61 | – | 61 | | Property, plant and equipment | | 18 | – | 18 | 4 | – | 4 | | Right of use asset | | 41 | – | 41 | 49 | – | 49 | | Derivative financial instruments | | 46 | – | 46 | 83 | – | 83 | | Total non-current assets | | 25,782 | (313) | 25,469 | 21,875 | (767) | 21,108 | | Current assets | | | | | | | | | Carried interest and performance fees receivable | | 33 | – | 33 | 45 | – | 45 | | Other current assets | 1 | 49 | – | 49 | 53 | (6) | 47 | | Current income taxes | | 2 | – | 2 | 1 | – | 1 | | Derivative financial instruments | | 91 | – | 91 | 82 | – | 82 | | Cash and cash equivalents | 1 | 423 | (11) | 412 | 396 | (38) | 358 | | Total current assets | | 598 | (11) | 587 | 577 | (44) | 533 | | Total assets | | 26,380 | (324) | 26,056 | 22,452 | (811) | 21,641 | | Liabilities | | | | | | | | | Non-current liabilities | | | | | | | | | Trade and other payables | 1 | (7) | 1 | (6) | (50) | 45 | (5) | | Carried interest and performance fees payable | 1 | (333) | 304 | (29) | (280) | 250 | (30) | | Loans and borrowings | | (1,194) | – | (1,194) | (1,202) | – | (1,202) | | Derivative financial instruments | | (4) | – | (4) | – | – | – | | Retirement benefit deficit | | (17) | – | (17) | (21) | – | (21) | | Lease liability | | (42) | – | (42) | (45) | – | (45) | | Deferred income taxes | | (1) | – | (1) | (1) | – | (1) | | Provisions | | (2) | – | (2) | (2) | – | (2) | | Total non-current liabilities | | (1,600) | 305 | (1,295) | (1,601) | 295 | (1,306) | | Current liabilities | | | | | | | | | Trade and other payables | 1 | (137) | 4 | (133) | (136) | 2 | (134) | | Carried interest and performance fees payable | 1 | (27) | 15 | (12) | (538) | 514 | (24) | | Lease liability | | (3) | – | (3) | (4) | – | (4) | | Current income taxes | | (1) | – | (1) | (3) | – | (3) | | Provisions | | (1) | – | (1) | – | – | – | | Total current liabilities | | (169) | 19 | (150) | (681) | 516 | (165) | | Total liabilities | | (1,769) | 324 | (1,445) | (2,282) | 811 | (1,471) | | Net assets | | 24,611 | – | 24,611 | 20,170 | – | 20,170 | | Equity | | | | | | | | | Issued capital | | 719 | – | 719 | 719 | – | 719 | | Share premium | | 792 | – | 792 | 791 | – | 791 | | Other reserves | 3 | 23,181 | – | 23,181 | 18,752 | – | 18,752 | | Own shares | | (81) | – | (81) | (92) | – | (92) | | Total equity | | 24,611 | – | 24,611 | 20,170 | – | 20,170 | The IFRS basis is audited and the Investment basis is unaudited. Footnotes: see page [76](#i54651540d1854c96ac12f3d021b55395_238) . | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 78 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Reconciliation of Investment basis and IFRS continued | | Reconciliation of consolidated cash flow statement | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | for the year to 31 March | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | Footnotes | Investment basis 2025 £m | IFRS adjustments 2025 £m | IFRS basis 2025 £m | Investment basis 2024 £m | IFRS adjustments 2024 £m | IFRS basis 2024 £m | | Cash flow from operating activities | | | | | | | | | Purchase of investments | 1 | (1,182) | 1,032 | (150) | (603) | 97 | (506) | | Proceeds from investments | 1 | 1,841 | (734) | 1,107 | 883 | (340) | 543 | | Amounts paid to investment entity subsidiaries | 1 | – | (1,537) | (1,537) | – | (674) | (674) | | Amounts received from investment entity subsidiaries | 1 | – | 865 | 865 | – | 580 | 580 | | Net cash flow from derivatives | | 113 | – | 113 | 69 | – | 69 | | Portfolio interest received | 1 | 11 | (5) | 6 | 8 | (3) | 5 | | Portfolio dividends received | 1 | 515 | (95) | 420 | 500 | (134) | 366 | | Portfolio fees received | | 7 | – | 7 | 12 | – | 12 | | Fees received from external funds | | 65 | – | 65 | 74 | – | 74 | | Carried interest and performance fees received | | 44 | – | 44 | 58 | – | 58 | | Carried interest and performance fees paid | 1 | (521) | 498 | (23) | (778) | 725 | (53) | | Operating expenses paid | 1 | (123) | 1 | (122) | (121) | – | (121) | | Co-investment loans (paid)/received | 1 | (40) | 5 | (35) | 42 | (37) | 5 | | Tax paid | | (3) | – | (3) | (3) | – | (3) | | Other cash income | 1 | 1 | – | 1 | 3 | (1) | 2 | | Other cash expenses | 1 | (11) | 1 | (10) | – | – | – | | Interest received | 1 | 18 | (3) | 15 | 13 | (4) | 9 | | Net cash flow from operating activities | | 735 | 28 | 763 | 157 | 209 | 366 | | Cash flow from financing activities | | | | | | | | | Issue of shares | | 1 | – | 1 | 1 | – | 1 | | Dividends paid | | (625) | – | (625) | (541) | – | (541) | | Proceeds from long-term borrowing | | – | – | – | 422 | – | 422 | | Lease payments | | (6) | – | (6) | (6) | – | (6) | | Interest paid | | (60) | – | (60) | (40) | – | (40) | | Net cash flow from financing activities | | (690) | – | (690) | (164) | – | (164) | | Cash flow from investing activities | | | | | | | | | Purchase of property, plant and equipment | | (16) | – | (16) | (3) | – | (3) | | Net cash flow from investing activities | | (16) | – | (16) | (3) | – | (3) | | Change in cash and cash equivalents | 2 | 29 | 28 | 57 | (10) | 209 | 199 | | Cash and cash equivalents at the start of year | 2 | 396 | (38) | 358 | 412 | (250) | 162 | | Effect of exchange rate fluctuations | 1 | (2) | (1) | (3) | (6) | 3 | (3) | | Cash and cash equivalents at the end of year | 2 | 423 | (11) | 412 | 396 | (38) | 358 | The IFRS basis is audited and the Investment basis is unaudited. Footnotes to the Reconciliation of consolidated cash flow statement above: 1The Consolidated cash flow statement is impacted by the application of IFRS 10 as cash flows to and from Investment entity subsidiaries are disclosed, rather than the cash flows to and from the underlying portfolio. Therefore in our Investment basis financial statements, we have disclosed our cash flow statement on a “look through” basis, in order to reflect the underlying sources and uses of cash flows and disclose the underlying investment activity. 2There is a difference between the change in cash and cash equivalents of the Investment basis financial statements and the IFRS financial statements because there are cash balances held in Investment entity subsidiaries. Cash held within Investment entity subsidiaries will not be shown in the IFRS statements but will be seen in the Investment basis statements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 79 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Alternative Performance Measures (“APMs”) | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We assess our performance using a variety of measures that are not specifically defined under IFRS and are therefore termed APMs. The APMs that we use may not be directly comparable with those used by other companies. Our Investment basis is itself an APM. The explanation of and rationale for the Investment basis and its reconciliation to IFRS is provided on page 75. The table below defines our additional APMs. | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Purpose | Calculation | Reconciliation to IFRS | | | | | | Gross investment return as a percentage of opening portfolio value | | | | | | | | A measure of the performance of our proprietary investment portfolio. | It is calculated as the gross investment return, as shown in the Investment basis Consolidated statement of comprehensive income, as a % of the opening portfolio value. | The equivalent balances under IFRS and the reconciliation to the Investment basis are shown in the Reconciliation of the consolidated statement of comprehensive income and the Reconciliation of the consolidated statement of financial position respectively. | | | | | | | | | | Page [16](#i54651540d1854c96ac12f3d021b55395_64) for KPIs | | | | | | | | | | | | Cash realisations | | | | | | | | Cash proceeds from our investments support our returns to shareholders, as well as our ability to invest in new opportunities. | The cash received from the disposal of investments in the year as shown in the Investment basis Consolidated cash flow statement. | The equivalent balance under IFRS and the reconciliation to the Investment basis is shown in the Reconciliation of the consolidated cash flow statement. | | | | | | | | Page [16](#i54651540d1854c96ac12f3d021b55395_64) f or KPIs | | | | | | | | | | | | Cash investment | | | | | | | | Identifying new opportunities in which to invest proprietary capital is the primary driver of the Group’s ability to deliver attractive returns. | The cash paid to acquire investments in the year as shown on the Investment basis Consolidated cash flow statement. | The equivalent balance under IFRS and the reconciliation to the Investment basis is shown in the Reconciliation of the consolidated cash flow statement. | | | | | | | | | Page [17](#i54651540d1854c96ac12f3d021b55395_67) for KPIs | | | | | | | | | | | | Operating cash profit | | | | | | | | By covering the cash cost of running the business with cash income, we reduce the potential dilution of capital returns. | The cash income from the portfolio (interest, dividends and fees) together with fees received from external funds less cash operating expenses and leases payments as shown on the Investment basis Consolidated cash flow statement. The calculation is shown in Table 11 of the Financial review. | The equivalent balance under IFRS and the reconciliation to the Investment basis is shown in the Reconciliation of the consolidated cash flow statement. | | | | | | | | Page [17](#i54651540d1854c96ac12f3d021b55395_67) for KPIs | | | | | | | | | | | | | | | | | | | | | | | | | Net (debt)/cash | | | | | | | | A measure of the available cash to invest in the business and an indicator of the financial risk in the Group’s balance sheet. | Cash and cash equivalents plus deposits less loans and borrowings as shown on the Investment basis Consolidated statement of financial position. | The equivalent balance under IFRS and the reconciliation to the Investment basis is shown in the Reconciliation of the consolidated statement of financial position. | | | | | | | | | | | | | | Gearing | | | | | | | | A measure of the financial risk in the Group’s balance sheet. | Net debt (as defined above) as a % of the Group’s net assets under the Investment basis. It cannot be less than zero. | The equivalent balance under IFRS and the reconciliation to the Investment basis is shown in the Reconciliation of the consolidated statement of financial position. | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 80 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Risk management | | Effective risk management underpins | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | the successful delivery of our strategy and longer-term sustainability of the business. Our values and culture are integral to our approach to risk management. Understanding our risk appetite As both an investor and asset manager, 3i is in the business of taking risks in order to seek to achieve its targeted returns for shareholders and other investors. The Board approves the strategic objectives that determine the level and types of risk that 3i is prepared to accept. The Board reviews 3i’s strategic objectives and associated risk appetite at least annually. The Group’s risk management framework is designed to support the delivery of the Group’s strategic objectives and the longer-term sustainability of the business and its investment portfolio, within the agreed risk appetite parameters. 3i’s Risk appetite statement, which is consistent with previous years, is built on rigorous and comprehensive investment procedures and conservative capital management. Please refer to page 81 for further details. Values and culture Strong values and institutional culture are integral to our approach to risk management and are embedded in 3i’s approach to risk governance, described in the next section, led by the Board and the Chief Executive. To underpin this, 3i has in place a comprehensive compliance manual, code of conduct and policy framework, supported by a systematic programme of refresher training and independent monitoring. Members of the Executive Committee are responsible for ensuring individual behaviours meet the Group’s high standards of conduct across their respective business or functional areas. All employees share the responsibility for upholding 3i’s strong control culture and supporting effective risk management. Senior managers, typically those who report to Executive Committee members, are required to confirm their individual and business area compliance annually. In addition, all staff are required to comply with regulatory conduct rules, complete an annual verification questionnaire, and are assessed on how they demonstrate 3i’s values as part of their annual appraisal. 3i’s global policies and procedures are reinforced through an annual e-learning programme covering topics such as financial crime, anti-bribery and money laundering, market abuse, preventing tax evasion, data protection, and regulatory conduct rules. Finally, the Remuneration Committee is responsible for ensuring the Group’s remuneration policy is aligned with the Group’s culture and values, weighted towards variable compensation dependent on performance, and does not encourage inappropriate or excessive risk taking. More specifically, our investment teams, which are responsible for investment origination and asset management, have reward structures specifically designed to ensure alignment with the Group’s investment objectives and risk management appetite. Approach to risk governance The Board is responsible for risk assessment, the risk management process and the protection of the Group’s reputation, brand integrity and longer-term sustainability. It considers the most significant current and emerging risks facing the Group using a range of quantitative data and analyses where possible. These include: vintage controls which consider the portfolio concentration by geography and sector; periodic reporting of financial and non-financial KPIs from the portfolio, including leverage levels and sustainability indicators; and liquidity reporting. Longer-term and new and emerging risks are evaluated as part of the strategic review process and development of the Group’s investment strategy. Board oversight is exercised through the Audit and Compliance Committee which focuses on: upholding standards of integrity; financial and non-financial reporting; risk management; going concern and resilience; and internal control. This includes monitoring and reviewing the effectiveness of the risk management and internal control systems. The Audit and Compliance Committee’s activities are discussed further in its report on pages [121](#i54651540d1854c96ac12f3d021b55395_349) to 126. The Investment Committee oversees the investment pipeline development and approves new investments, significant portfolio changes and divestments. It is integral to ensuring a consistent approach to managing the Group’s most material risks. This includes alignment with 3i’s financial and strategic objectives and risk appetite and ensuring that the long-term sustainability of portfolio companies is taken into consideration. The Board has delegated the responsibility for risk oversight to the Chief Executive. He is assisted by the Group Risk Committee (“GRC”) in managing this responsibility and is guided by the Board’s appetite for risk and any specific limits set. The GRC maintains the Group risk review, which summarises the Group’s principal risks, associated mitigating actions and key risk indicators and identifies any changes to the Group’s risk profile. The review also incorporates a watch list of new and emerging risks for monitoring and risk mitigation purposes. The risk review takes place four times a year, with the last review in May 2025. The Chief Executive provides updates after each meeting to the Audit and Compliance Committee. ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Pages [82](#i54651540d1854c96ac12f3d021b55395_253)-84 Read more about the Group’s risk governance framework | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 81 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Risk management continued | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | Risk appetite Our risk appetite is defined by our strategic objectives. We invest capital in businesses to deliver capital returns, and portfolio and fund management cash income to cover our costs and increase returns to our investors. As proprietary capital investors, we have a long-term, responsible approach. Investment risk The substantial majority of the Group’s capital is invested in our long-term hold portfolio (Action and Royal Sanders) and in Private Equity. Before the Group commits to a Private Equity investment, we assess the opportunity using the following criteria: • return objective: individually assessed and subject to a minimum target of a 2x money multiple over four to six years; • geographic focus: headquartered in our core markets of Europe and North America; • sector expertise: focus on Consumer & Private Label, Healthcare, Industrial, Services & Software; • responsible investment: all investments are screened against the criteria and exclusions set out in our Responsible Investment policy; and • vintage: invest up to £750 million per annum in four to seven new investments in companies with an enterprise value range of €100 million to €500 million at investment. If a Private Equity portfolio company exhibits particularly strong compounding characteristics, is cash generative with an EBITDA of c.€/$100 million, and can continue to meet a 15% return hurdle, the Group may conclude that it is in the interest of shareholders, and consistent with our strategic objectives to hold an investment for a longer period of time. Investments made by 3iN need to be consistent with 3iN’s overall return target of 8% to 10% over the medium term and generate a mix of capital and income returns. Other Infrastructure investments made by the Group should be capable of delivering capital growth and fund management fees which together generate mid-teen returns. All Infrastructure investments are also subject to the criteria set out in the Group’s Responsible Investment policy. | | Capital management 3i adopts a conservative approach to managing its capital resources as follows: • the Group aims to operate within a range of net cash equivalent to c.2.5% of NAV and a level of net debt equivalent to c.5% of NAV, with tolerance to operate outside of this range on a short-term basis and up to a gearing level of 15% dependent on investment and realisation flows. The Group may raise debt, or use other financing from time to time, to manage investment and realisation flows. The Group has no appetite for structural gearing; the achievement of its returns objectives is not reliant on gearing; • the Group manages liquidity conservatively; maintaining an RCF to provide additional committed liquidity and financial flexibility, and monitoring using a framework that assesses forecast cash flows and a broader range of factors; • the Group accepts a degree of currency exposure risk with respect to its investment portfolio, but aims to partially reduce the impact of currency movements on its net asset value through a combination of matching currency realisations with investments and the use of its euro and US dollar foreign exchange hedging programmes, taking into account the associated costs and liquidity risks. These portfolio hedging programmes had a total size of €2.0 billion and $1.2 billion respectively during FY2025; the euro hedge was increased by €0.4 billion in April 2025; • in addition, the Group may hedge specific assets or exposures where appropriate; for example, in relation to currency exposures on Scandlines (€600 million hedging programme); and • we have limited appetite for the dilution of capital returns as a result of operating and interest expenses. All our business lines generate cash income to mitigate this risk. | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 82 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Risk management continued | | Role of the Investment Committee | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Our Investment Committee is fundamental to the management of investment risk. It is involved in and approves every material step of the investment, portfolio management and realisation process. 3i’s approach to portfolio construction is built on originating opportunities thematically and investing selectively in businesses that benefit from sustainable long-term structural growth. Integral to this thematic approach is the identification of new and emerging risks and opportunities, in areas such as consumer preferences; the environment and sustainability; technological change; and demographic and social trends. New investment opportunities are considered at the outset of the investment process. Investment proposals cover the expected benefit of operational improvements, growth initiatives, sustainability initiatives, and M&A activity, that will be driven by a combination of our investment professionals and the portfolio company’s management team. They will also include a view on the likely exit strategy and timing. All proposed investments are screened against 3i’s Responsible Investment policy. In evaluating new and existing investments, including those in the longer-term hold portfolio and re-investment therein, the Investment Committee considers potential reputational risks and broader sustainability developments and trends. The latter includes the risks and opportunities in relation to the environmental and social aspects of each company’s products and services, the markets in which they operate, and the supply chain. Investment cases may include consideration of the feasibility and cost of initiatives to reduce the company’s environmental footprint, where material. After investing, 3i works with portfolio companies’ management to manage risks and invest in initiatives that support sustainable long- term growth, whilst closely monitoring each investment case: • our monthly portfolio monitoring reviews assess current performance against budget, prior year and a set of traffic light indicators and bespoke, forward-looking financial and non-financial KPIs; • we hold semi-annual in-depth reviews of our portfolio companies. These focus on the longer-term performance and plan for the investment compared to the original investment case, together with any strategic developments, an assessment of sustainability risks and opportunities, and market outlook; and • where necessary, additional reviews may take place for assets where there are more significant operational challenges or where there have been specific external developments that may have an impact on the portfolio or a specific sector (changing tariff regimes, supply chain disruptions or adverse market conditions and restrictions). As part of this process, leverage, banking covenants and counterparty risks are closely monitored across the portfolio. Our monitoring processes consider instances where individual portfolio company underperformance could have adverse reputational consequences for the Group, even though the value impact may not be material. The monthly portfolio monitoring reviews and the semi-annual reviews are attended by the Investment Committee and the senior members of the investment teams. Non-executive Directors also have the opportunity to attend the semi-annual reviews. Finally, we recognise the need to plan and execute a successful exit at the optimum time, taking consideration of market conditions. This exit risk is closely linked to the external economic environment. Exit plans are refreshed where appropriate in the semi-annual portfolio reviews and the divestment process is clearly defined and overseen by the Investment Committee. We regularly review our internal processes and investment decisions in light of actual outcomes. This includes periodic back-testing of the more recent Private Equity investments by comparing their performance and forecast returns on exit against the original investment case presented at the time of the investment. Role of the Group Risk Committee The quarterly Group risk review process includes an analysis of key developments since its last review; new and emerging risks; and the key strategic and financial metrics (such as KPIs) considered to be indicators of potential changes in the Group’s risk profile. The GRC uses this information to determine and review its principal risks and the implications of any new and emerging risks. It then evaluates the impact and likelihood of each principal risk in the context of the Group’s strategic objectives, risk appetite and with reference to associated measures and KPIs. The adequacy of the mitigation plans is then assessed and, if necessary, additional actions are agreed and reviewed at the subsequent meeting. A report summarising the key conclusions of each GRC meeting together with a copy of the risk review report is provided to the Audit and Compliance Committee, which provides independent oversight of the work of the GRC, as described on pages [121](#i54651540d1854c96ac12f3d021b55395_349) to 126. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 83 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Risk management continued | | A number of focus topics are also agreed in advance of each | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | meeting. In FY2025, the GRC covered the following: • a review of the Group’s IT framework including cyber security, systems developments, the use of artificial intelligence tools, IT provider concentration risk, and IT resilience; • an update on the Group’s business continuity and resilience planning and testing, including oversight of third-party suppliers; • a review of the Group’s stress tests to support its Going concern, Viability and Resilience statements; • semi-annual updates from the investment business lines on sustainability issues and themes with respect to the Group’s portfolio companies, including progress with emissions reporting and the setting of near-term science-based emission reduction targets; CSRD readiness; and the development and deployment of a human rights risk management framework; • an assessment of the cyber maturity of the portfolio and the actions taken by the Group’s portfolio companies to manage cyber risk; • semi-annual updates from 3i’s Sustainability Committee, including TCFD reporting; progress against science-based targets; monitoring and assessment of climate-related physical and transition risks, and of nature-related risks in the portfolio; • ad-hoc updates on specific external and/or portfolio developments, including the consideration of risks from changes in US policy, and assessing risks associated with volatility in capital markets; and • the proposed risk disclosures in the FY2025 Annual report and accounts. There were no significant changes to the GRC’s overall approach to risk governance or its operation in FY2025. This approach is benchmarked from time to time against a peer group of private equity investment trusts, European investment companies, traditional asset managers and a selection of US alternative asset managers to ensure it remains fit for purpose. The GRC also receives an update on the Group’s risk log which is used to record operational risk incidents and near misses. The Board and Executive Committee have a very limited tolerance for operational risk events and errors. Accordingly, a relatively low reporting threshold is applied. This involves both a qualitative and quantitative impact assessment; any financial losses or exposures greater than £20,000 must be reported. The risk log is also used to record incidents at portfolio companies which could impact 3i’s reputation as an investor or where 3i may have regulatory reporting obligations. Examples include fraud, cyber security, data protection, health and safety, and litigation. The responsible 3i investment team is required to set out the risk mitigation steps being undertaken and provide updates on progress. Role of the Sustainability Committee The Group’s Sustainability Committee provides input and advice on developing the Group’s sustainability strategy; the assessment and management of relevant sustainability risk and opportunities; regulatory and reporting obligations; and coordination of sustainability-related activities and initiatives. The GRC receives semi-annual updates on the work of the Committee as part of its risk review process. Refer to the Sustainability section on pages 39 to 68 for further details. Related risk management activities 3i’s risk management framework is augmented by a separate Risk Management function (“function”) which has specific responsibilities under the FCA’s Investment Funds sourcebook and is functionally and hierarchically separate from the investment teams. It considers the separate risk reports for each Alternative Investment Fund (“AIF”) managed by the Group, including areas such as portfolio composition, portfolio valuation, operational updates and team changes, which are then considered by the GRC. The function meets ahead of the GRC meetings to consider the AIF risk reports, and also to discuss any key developments that might impact the principal risks affecting the Group. In practice, the Group operates a “three lines of defence” framework to support the identification and management of risk. These are: (1) First line – line management across our business lines and professional services teams. (2) Second line – teams with specific oversight and control responsibilities – for example, Compliance, HR, Finance and IT – and oversight and challenge by the GRC. (3) Third line – Internal Audit, which provides independent assurance over the operation of the Group’s risk management framework and the internal controls designed to manage and mitigate risk. | | | | --- | --- | | | | | | Our responsible investment policy www.3i.com/sustainability/sustainability-policies | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 84 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Integrated approach to risk management | | 3i’s approach to risk management consists of a number of interrelated processes, illustrated | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | below, the operation of which is overseen by a combination of the Investment Committee, Executive Committee, Group Risk Committee and Sustainability Committee. | | | | | --- | --- | --- | | | | | | l | Responsibility of Investment Committee | | | l | Responsibility of Group Risk Committee | | l | Responsibility of Sustainability Committee | | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Six-monthly portfolio company reviews and monthly updates Valuation process and monitoring Oversight by Group Risk Committee Regular Board and Audit and Compliance Committee updates | Board review of business line plans and Group strategic model Approval of strategic objectives Review of organisational capability, diversity and succession plans | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Regular monitoring of market, economic and geopolitical developments Analysis of technological, societal and demographic changes and trends | | | Setting of sustainability strategy covering responsible investment, people and corporate citizenship Assessment of long-term sustainability and reputational risk profile of portfolio companies Oversight of sustainability regulatory reporting requirements and associated processes, eg TCFD | | | Our purpose | | | | | Attractive returns Responsible approach Driving sustainable growth | | | | | Investment Committee operates investment strategy, vintage control and asset management | Board review of risk appetite covering investment risk and capital management Setting of an appropriate conduct and culture framework and policies Alignment with remuneration strategy | | | | | | | | | | | --- | --- | --- | --- | | | | | | | | Treasury policy and control framework, including oversight of Treasury Transactions Committee, as required Annual Board review of Treasury policy and strategy | Group Risk Committee review and monitoring of risk mitigation plans Assessment of principal, new and emerging risks Development and testing of viability and going concern scenarios | | | | | | | | | --- | --- | | | | | | | | | Page 80 Further details of the risk governance structure | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 85 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives | | Business and risk environment in FY2025 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We define our principal risks as those that have the potential to impact materially the delivery of our strategic objectives. During the year, the Directors considered a robust assessment of the principal risks and new and emerging risks facing the Group, including those that would threaten its business model, future performance, solvency or liquidity. Further details can be found in the Audit and Compliance Committee report on pages 121 to 126. This section provides an overview of the Group’s principal risks, new and emerging risks, and the key matters considered during the year as part of the risk assessment process. The Group’s overall principal risk profile, summarised on pages 88 to 93, has remained relatively stable although the precise nature of the individual risks may have evolved. The main changes agreed by the GRC were: • for the reasons noted below under External, “Global economic uncertainty” and “Geopolitical and policy risks” are considered to be higher compared to last year and are expected to remain elevated in the short term. Geopolitical risk has been broadened to specifically include changes to government policies, United States trade policy in particular, given their significance and potential impact on global markets; • “Volatility in capital markets, foreign exchange and commodities” risk increased as markets reacted to slowing growth forecasts, the fear of potential recession and differentials in interest rates and inflation between the United States and Europe; • the “Impact of higher interest rates on debt markets and pricing of specific asset classes” reduced over the year as interest rates stabilised/decreased in some geographies and there being an expectation for further rate cuts albeit at a slower pace than previously expected; • the risk of “Lower investment or realisation rates” increased as despite there being some improvement in private market deal activity, the factors mentioned above dampened potential buyer/ seller appetite and further compounded by limited liquidity in the private market; and • the promotion of “Cyber risks” from our watch list to principal risk, reflecting greater digital-dependency and use of online platforms within 3i and certain large portfolio companies, and a heightened and increasingly artificial intelligence enabled threat landscape. The Group’s principal risk mitigation plans, which are subject to regular review by the GRC, have not required any notable changes during the year. External External risks are the risks to our business which are usually outside of our direct control such as political, economic, environmental, social, regulatory and competitor risks. Global economic uncertainty and geopolitical risks were a focal point of discussion for the GRC over the past year. Of particular concern were the scope and duration of conflict in Russia/Ukraine and in the Middle East, and the potential for broader escalation; and the risk of trade wars through the imposition of tariffs triggering retaliatory tariffs and trade restrictions. While the impact of these on the portfolio has been limited to date, these have the potential, inter alia, to increase market volatility and disrupt supply chains, which could affect the operations of some of 3i’s portfolio companies and impact 3i’s investment and realisation plans. The main focus of the GRC has been on understanding how these changes potentially play out across the different geographies and sectors in which 3i’s portfolio companies operate, supply chain risks, and the impact on deal activity. Measures and initiatives put in place have enabled most portfolio companies to manage their performance through various economic headwinds. This is reflected in the continued positive momentum in the overall portfolio performance across both business lines; in particular, investments in consumer and private label, healthcare, industrial and infrastructure. The Group’s resilience assessment and viability testing covers a range of stress test scenarios including a number of severe yet plausible external events linked back to the Group’s principal risks. Further details can be found in the Group’s Resilience statement on pages 127 to 129. As part of its overall resilience planning, 3i continues to maintain a conservative approach to managing its capital resources and costs. Sustainability considerations are an important component of our strategic and investment objectives and approach to risk management. Further information on work done in relation to Sustainability reporting and compliance obligations, including TCFD- aligned reporting, and our approach to climate-related risk and opportunities can be found in the Sustainability section on pages 39 to 68. Investment The Investment Committee is responsible for managing the Group’s investment risks. The focus of the quarterly GRC meetings is on 3i’s investment outcomes in the context of the Group’s risk appetite, overall risk profile and potential risks to the achievement of its strategic objectives. The core areas of the Group’s investment strategy and focus remain unchanged, although delivery of these continues to be refined in terms of approach, resourcing and processes. The underlying views on key long-term risks and trends remains consistent with last year. During the year, the GRC discussed the gradual resurgence in deal activity and, more recently, changes to market sentiment brought about by increasing geopolitical and macro-economic uncertainty, which had the potential to delay new investment and planned realisations in the private capital market in 2025. A very selective and disciplined approach to investment remains appropriate in the current market. The performance of Action and the associated risk of potential underperformance and impact on the Group was discussed at the GRC. Action’s strong cash-generative characteristics and sector- leading growth continues to underpin the resilience of the business, and the GRC concluded no change was required to the risk assessment. The performance risk assessment for the portfolio, excluding Action, has been stable over the period, reflecting resilient performance by the majority of the portfolio, partly offset by mixed performance by a minority of companies in more challenged sectors. Notwithstanding the challenging external environment described previously, portfolio performance continues to benefit from: a combination of the diversity and structure of the portfolio; a disciplined approach to investment and exit planning; and mitigating steps taken to address cost pressures and weaker consumer demand where there is a particular exposure. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 86 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | Our investment and portfolio monitoring processes continue | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | to evolve in response to new and evolving risks. 3i’s Responsible Investment policy and minimum requirements provide our expectations for what portfolio companies should be doing or commit to doing, to manage sustainability risks and explore sustainability opportunities facing their business. Our sustainability due diligence on new investments has continued to evolve, becoming more targeted with an in-depth assessment process, together with enhanced standards and a clearer sustainability maturity roadmap to support portfolio companies. The GRC receives updates on the work of the Sustainability Committee and progress with sustainability initiatives across the portfolio. Good progress has been made in advancing the sustainability maturity of the portfolio and in setting near-term science-based emissions reduction targets across the portfolio. Operational 3i’s operational risk profile has remained stable over the year. Attracting and retaining key people remains a principal risk and significant operational priority. The market for talented and qualified candidates remains competitive, and our ability to recruit, develop and retain key people is crucial to our continued success. Our overall risk assessment is unchanged. During the year, the Group experienced modest levels of voluntary staff turnover; 7.6% in FY2025. This reflects 3i’s strong performance and helps to underpin the longer-term resilience of the business. Our Remuneration Committee ensures that our compensation arrangements are in line with market practice and consistent with sound risk management. These arrangements include carried interest schemes for investment executives, an important long-term incentive, which rewards cash-to-cash returns. The effective on-boarding and integration of new hires remains a priority and is an important part of maintaining a cohesive Group culture and good control mindset. Detailed succession plans are in place for each business area. The Board completed its last formal annual review of the Group’s organisational capability and succession plans in September 2024. The GRC also receives updates on IT security and operational resilience. 3i has continued to operate robust and secure IT systems supported by key third-party service providers. There were no significant IT performance or security issues in the period. 3i continues to review and refresh its IT systems, device strategy, and cyber security framework. 3i engages the services of a leading cyber security services company, including a part-time Chief Information Security Officer, which provides ready access to intelligence and expert advice on new and emerging cyber security threats. Incident management, business continuity, and disaster recovery plans are reviewed at least annually. This includes consideration of a broad range of severe but plausible business disruption scenarios and incorporates an assessment of third-party supplier risks. Fraud risk is considered on a regular basis. 3i has a robust fraud risk assessment and anti-fraud programme in place. The latter includes fraud prevention work by Internal Audit, awareness training and provision of an independent reporting service or hotline accessible by all staff. The Group’s cyber security programme also aims to identify and mitigate the risks of third-party frauds, for example, ransomware and phishing attacks, through the use of IT security tools, internal and external vulnerability testing, and regular staff training. Capital management 3i continues to maintain a conservative approach to managing its capital resources and has operated within the limits set out in its Risk appetite statement on page 81, and in accordance with the Treasury policy approved by the Board. The latter includes a detailed liquidity and currency exposure risk monitoring and reporting framework, incorporating a range of quantitative and qualitative measures and associated risk tolerance levels. During the year, S&P and Moody’s upgraded the Group’s long-term issuer credit ratings. The Group’s S&P credit rating improved from BBB+ to A-, and the Moodys credit rating improved from Baa1 to A3, with Stable outlook for both ratings. Accordingly, there are currently no principal risks in relation to capital management. New and emerging risks The key elements to 3i’s approach to identifying and monitoring new and emerging risks include the following: • a thematic approach to investment origination and portfolio construction , which involves consideration of emerging risks and trends that can support long-term sustainable growth in the portfolio; • the quarterly review by the GRC of significant developments which could potentially impact the Group’s risk profile and the achievement of its strategic objectives; • maintenance of a watch list of risks which are deemed of sufficient importance to require active monitoring by the GRC, but are not currently regarded as risks to the achievement of the Group’s strategic objectives; and • monitoring of developments by 3i’s professional service teams, covering their respective specialist areas such as tax, legal and regulatory compliance, and sustainability. 3i’s thematic approach to investment origination and portfolio construction is developed based on an analysis of new and emerging risks and trends over a longer time horizon. The current themes (pages 12 and 13) include: value-for-money and discount; energy transition, energy security and resource scarcity; digitalisation, digital transformation and big data; and demographic and social change. This approach enables 3i to adapt its investment strategy in a way which manages longer-term risks whilst taking advantage of the upside opportunities. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 87 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | The Board carries out an in-depth annual strategic review which | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | includes an update and discussion on current and emerging risks and the Group’s risk appetite. The outputs are linked back to the work of the GRC and the Investment Committee, the latter being responsible for the execution of the investment strategy, including the assessment and management of risks over the investment lifecycle. The outputs also form part of our medium-term viability stress testing and long-term business resilience assessment (pages [127](#i54651540d1854c96ac12f3d021b55395_367) to 129). New and emerging sustainability risks are factored into the development of 3i’s investment themes. In addition, changes in legislation and reporting requirements are closely monitored. Investment opportunities are screened at an early stage against 3i’s Responsible Investment policy to filter out any which are exposed to excessive risks. Once invested, we monitor sustainability risks closely and use our influence to support our portfolio companies across a range of sustainability-related areas, including improvements in risk management processes; addressing emerging regulations and legislation; and encouraging the development of more environmentally and socially sustainable behaviours. 3i also has the flexibility to sell investments that become or have the potential to become overly exposed to sustainability risks. Further information can be found in the Sustainability section on pages 39 to 68. The quarterly GRC risk review considers any significant developments which could impact the Group’s principal risks and the achievement of its strategic objectives. The areas of risk considered include external developments, investment outcomes, the Group’s capital management and operational risks. External developments typically cover geopolitical developments, the economic outlook and market performance. The focus is on near to medium-term emerging risks and trends. Based on this analysis, the GRC reviews the need to update principal risks and initiate or change the risk mitigation plan. The Group’s current principal risks and risk mitigation plan are summarised on pages 88 to 93. In addition to the review of principal risks, the GRC maintains a watch list of risks which are deemed of sufficient importance to require active monitoring by the GRC, but are not currently regarded as risks to the achievement of the Group’s strategic objectives. This includes new and emerging risks. The watch list sets out details of how these risks are being mitigated and any further actions agreed by the GRC. Risks on the watch list may be reclassified as principal risks and vice versa based on the GRC’s assessment. During the year, cyber risks was promoted from the watch list to a principal risk and broadened to include the impact of artificial intelligence technology. The other risks on the watch list are unchanged from last year and have continued to evolve. These include: • external environment – UK/EU trading relationships; increased sustainability reporting and compliance obligations; reputational risks in relation to the private equity industry; and the potential re-emergence of a global pandemic; • investment outcomes – portfolio concentration; and • operations – third-party supplier resilience. The risk mitigation plans for risks on the watch list are reviewed quarterly by the GRC and are broadly unchanged from last year. Outlook The longer-term economic outlook continues to be affected by a number of factors including lower growth forecasts; persistent inflation; cost-of-living pressures; interest rates being kept higher for longer; and increasing geopolitical and trade tensions. Whilst there have been some positive economic indicators, our outlook remains cautious in view of the number of potential downside factors which could impact economic growth and market volatility. 3i’s business model, its disciplined approach to investment, active portfolio management, and diverse investment portfolio have been resilient to the challenges of the past year. This resilience has also been confirmed in the results of the latest stress tests carried out as part of our viability assessment. Our conservative approach to managing capital resources and our exposure to Action, private label, infrastructure and healthcare, should all offer various forms of downside protection. 3i continues to work closely with portfolio management teams to support their respective business and contingency plans, in response to challenging economic and market conditions. Where appropriate, enhanced portfolio monitoring and reporting processes may be put in place to support portfolio companies through more difficult periods and to identify possible further actions. We have a clear and consistent strategy and a disciplined approach to investment whilst looking to put more capital behind those portfolio companies we already know well. We expect competition for the best assets in our sectors to remain intense and prices high. Accordingly, our focus remains on identifying attractive and sensibly priced new investments and value-accretive bolt-on acquisitions for our portfolio companies. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 88 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | The disclosures on the following pages are not an exhaustive list of risks and | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | uncertainties faced by the Group, but rather a summary of the principal risks which are regularly reviewed by the GRC and the Board, and have the potential to affect materially the achievement of the Group’s strategic objectives and impact its financial performance, reputation and brand integrity. | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | Movements in risk status and link to strategic objectives | | | | | | | | | | | | | | | | | | | | | Risk exposure has increased | | Grow investment portfolio earnings | | Realise investments with good cash‑to‑cash returns | | Maintain an operating cash profit | | | | No significant change in risk exposure | | Use our strong balance sheet | | Increase shareholder distributions | | | | | | Risk exposure has decreased | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | External | | | | | | | | | | | | | | | | Principal risk Global economic uncertainty | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives | | Potential impact • Impacts general market confidence and risk appetite • Higher risk of market volatility, price shocks or a significant market correction • Potential for extended period of higher inflation and interest rates • Limits earnings growth or reduces NAV owing to contraction of earnings in our investments and/or changes in multiples and discount rates used for their valuation • Increases liquidity or covenant risks across the portfolio or limits ability to refinance our investments • Leads to reduced M&A volumes in 3i’s core markets, economic instability and lower growth, which impacts investment portfolio exit plans and realisation levels | | Risk management and mitigation • Regular portfolio company reviews and Investment Committee focus on investment strategy, exit processes and refinancing strategies • Monthly portfolio monitoring to identify and address portfolio issues promptly • Monitoring of valuations and application of the valuations policy by the Valuations Committee • Regular liquidity and currency monitoring and strategic reviews of the Group’s balance sheet • Regular review of resourcing and key man exposures as part of business line reviews and the portfolio company review process • Overall shape and resilience of the portfolio | | FY2025 outcome • In the longer-term portfolio, both Action and Royal Sanders continue to deliver strong growth • The rest of the portfolio performed resiliently; a small number of assets continue to experience weaker end- markets • Overall value growth of £4,839 million and Group GIR of 24% for the year • Low Group gearing of 3% and liquidity of £1,323 million, including our undrawn RCF of £900 million | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 89 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | External continued | | | | | | | | | | | | | | | | Principal risk Geopolitical and policy risks | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives | | Potential impact • Indirect operational impact, e.g.  third- party suppliers or supply chain disruption • Impact of higher energy and commodity prices, price shocks and supply chain issues • Increased transportation times and costs • Increased number and complexity of sanctions and tariff regimes • Direct or indirect reputational risks, e.g. exposures to Russia • Impact on NAV through contraction of Private Equity portfolio earnings or changes in valuation multiples • Reduced realisation potential, impacting shareholder returns • Reduced viability of certain business models, and the attractiveness of certain geographies and markets | | Risk management and mitigation • Detailed scenario and contingency planning at the portfolio company level • Steps taken by portfolio companies to manage through an extended period of disruption • Regular assessment of portfolio company operations and performance • Sanctions policy and monitoring • Long-term approach to valuation multiples • Strong network of engaged advisers along with 3i internal team’s awareness • Monitoring of current global and local initiatives and potential changes | | FY2025 outcome • Contingency plans in place to address key risks and subject to review as part of the portfolio company review process • Continued monitoring of headwinds faced from international conflict (and a broader expansion), and of the imposition of tariffs and trade restrictions • Supply side constraints and price inflation continue to be closely managed and monitored across the portfolio | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Principal risk Volatility in capital markets, foreign exchange and commodities | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives | | Potential impact • May impact portfolio company valuations and realisation processes • Increases risks with exit plans and bank financing • Potential for large equity market fall to impact asset valuations • Unhedged foreign exchange rate movements impact total return and NAV • Impact of higher energy and commodity prices, price shocks and supply chain issues | | Risk management and mitigation • Portfolio company reviews focus on investment strategy, exit plans and refinancing strategies • Long-term, through-the-cycle approach to setting valuation multiples • Active management of exit strategies by Investment Committee to enable us to adapt to market conditions • Regular liquidity and currency monitoring, and strategic reviews of the Group’s balance sheet • Foreign exchange hedging programmes and management of investment and realisation currency flows | | FY2025 outcome • Strong portfolio performance, demonstrating resilience, leading to an increase in portfolio value in the year • Continuation of euro and US dollar medium-term foreign exchange hedging programme. These portfolio hedging programmes had a total size of €2.6 billion and $1.2 billion respectively during FY2025; the euro hedge was increased by €0.4 billion in April 2025 • Foreign exchange exposures at the portfolio company level monitored and hedged where appropriate • At 31 March 2025, 79% of net assets denominated in euros or US dollars. Sterling strengthened by 2% against the euro and  2%  against the US dollar and as a result, we generated a total foreign exchange translation loss of £ 259 million (2024: £316 million loss) net of hedging in the year | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 90 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | External continued | | | | | | | | | | | | | | | | Principal risk Impact of higher interest rates on debt markets and pricing of specific assets | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives | | Potential impact • Higher risk of market volatility, price shocks or a significant market correction • Limits earnings growth or reduces NAV owing to contraction of earnings in our investments and/or changes in multiples and discount rates used for their valuation • Increases liquidity or covenant risks across the portfolio or limits ability to refinance our investments • Impacts market confidence and risk appetite more generally | | Risk management and mitigation • Regular portfolio company reviews, as well as Investment Committee focus on investment strategy, exit processes and refinancing strategies • Monthly portfolio monitoring, including financing arrangements, to identify and address issues promptly • Monitoring of valuations and application of the valuations policy by the Valuations Committee • Regular liquidity, currency and counterparty risk monitoring and strategic reviews of the Group’s balance sheet | | FY2025 outcome • Strong performance of Action and resilient performance overall from the remainder of the portfolio led to an overall increase in portfolio valuation and Group GIR of 24% • Action continued to optimise its debt profile throughout the year and successfully raised a total of €2.1 billion in July 2024 • Action also completed two leverage- neutral amend-and-extend and repricing transactions saving c€33 million in recurring interest per annum • Low Group gearing of 3% and liquidity of £1,323 million, including our undrawn RCF of £900 million • Private Equity portfolio is funded with all-senior debt structures, with long- dated maturity profiles. As at 31 March 2025, 91% of portfolio company debt was repayable from 2028 to 2032 • Average leverage across the Private Equity portfolio was 2.9 x ( 31 March 2024: 2.7 x) | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Principal risk Transaction execution challenges in current market | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives | | Potential impact • Reduced investment rates in Private Equity and Infrastructure, as a result of pricing challenges or market uncertainties • Risk of wider outcomes on core investment case assumptions, impacting returns • Market uncertainty may result in some attractive investment opportunities • Reduced level of realisations and refinancing | | Risk management and mitigation • Strong central oversight and disciplined approach to investment pipeline and pricing • Active management of investments and exit strategies by Investment Committee • 3i’s local teams and networks facilitate the origination of off-market transactions | | FY2025 outcome • Invested £1,182 million, including the £768 million reinvestment into Action and £318 million across three new investments • Completed 12 bolt-on acquisitions for the Private Equity portfolio • Completed two realisations in the Private Equity portfolio and realised proceeds of £1,827 million including £1,164 million proceeds received from Action’s capital restructuring | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 91 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Investment | | | | | | | | | | | | | | | | Principal risk Underperformance of Action | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY2025 Link to strategic objectives Investment 3.svg | | Potential impact • Reduction in NAV and realisation potential impacting shareholder returns • Impact on 3i’s reputation as an investor of proprietary capital • Materiality of the investment increases the potential impact and profile of underperformance • May set back specific strategic initiatives | | Risk management and mitigation • Regular monthly monitoring to review operating performance, identify weaknesses and opportunities early and take action as appropriate • Additional asset monitoring and reporting, including 3i Chief Executive in the role of chair and 3i Chief Operating Officer being on the Action board • Sharing of any operational incidents, such as fraud and cyber breaches, to ensure appropriate remedial actions and monitoring | | FY2025 outcome • Close monitoring of Action, including frequent performance updates to the 3i Board • Action generated a GIR of £4,551 million, or 32%, on its opening value • Action added 352 new stores during 2024 • 3i Chief Operating Officer joined the Action board in March 2025 • Refer to the Action case study on pages 20 to 23 for further details | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Principal risk Underperformance of portfolio companies (ex-Action) | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives | | Potential impact • Reduction in NAV and realisation potential impacting shareholder returns • Impacts reputation as an investor of proprietary capital and as a manager of 3iN and other funds • May set back specific strategic initiatives • May impact long-term returns | | Risk management and mitigation • Rigorous initial assessment of new investment opportunities to maintain quality of our investment pipeline • Monthly portfolio monitoring to review operating performance, identify weaknesses and opportunities early and act as appropriate • Active management of portfolio company Chair, CEO and CFO appointments • Sharing of any incidents of portfolio fraud and cyber breaches across investment teams to ensure monitoring is up to date | | FY2025 outcome • Royal Sanders delivered very strong organic and acquisitive growth • 97% of our portfolio companies valued on an earnings basis grew their earnings over the last 12 months to 31 December 2024 • Close monitoring and adaptation of portfolio company exit plans • Liquidity support provided to Wilson | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 92 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Investment continued | | | | | | | | | | | | | | | | Principal risk Lower investment or realisation rates | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives Investment 1.svg | | Potential impact • May impact longer-term returns and capital management and therefore ability to deliver strategic plan • May impact progress with specific strategic initiatives • May reduce staff morale and confidence • Cost base may not be sustainable • May impact Group’s reputation as an investor of proprietary capital and as a manager of 3iN and other funds • Increases the importance of the role of bolt-on acquisition opportunities | | Risk management and mitigation • Regular monitoring of investment and divestment pipeline • Early involvement of Investment Committee as new investment ideas are identified • Disciplined approach to sourcing investment opportunities and pricing • Regular review of asset allocation • Focus on bolt-on acquisition opportunities, which can be more attractively priced and offer synergy benefits | | FY2025 outcome • We invested £318 million in three new investments in our Private Equity portfolio, i ncreased our investment in Action and completed 12 bolt-on acquisitions in Private Equity • Investment Committee maintained a cautious stance, declining a number of investment proposals where price and risk and reward failed to meet Group requirements • We realised proceeds of £ 1,837 million including £1,164 million proceeds received from Action’s capital restructuring | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Principal risk Portfolio sustainability risk profile/performance | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY2025 Link to strategic objectives | | Potential impact • Poor or insufficient management of sustainability risks or adverse developments impact 3i’s reputation as an investor • Potential impact on NAV, realisation potential and shareholder returns • May affect 3i’s ability to meet external reporting obligations or published targets | | Risk management and mitigation • Investment Committee, GRC and Sustainability Committee involvement with Board oversight • Responsible Investment policy • Structured approach to identify and manage sustainability risks and themes and to collect relevant data as part of the portfolio company review process • Early engagement with 3i Communications team in the event of any incidents • Limited exposure to higher risk sectors and geographies • Close monitoring of trends and developments in external reporting • Dedicated 3i sustainability resources and provision of training where required | | FY2025 outcome • Further refinements in the monitoring of sustainability risks and portfolio performance, including development of a human rights framework and high- level assessment of nature-related impacts and dependencies • Enhancements to the annual sustainability assessment questionnaire for portfolio companies • Progress on an individual and portfolio- wide engagement with portfolio companies covering material topics, including CSRD, human rights and climate • Progress in the number of portfolio companies having science-based targets at 31 March 2025, seven across Group and 3iN in comparison to one as of the FY2023 base year • Collected Scope 1 and 2 data from 100% of our Private Equity and economic infrastructure portfolio companies1 | | | | | | | 1 Excludes some legacy minority and other minority investments where we have limited influence. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 93 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Principal risks and mitigations – aligning risk to our strategic objectives continued | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Operational | | | | | | | | | | | | | | | | Principal risk Cyber risks | | | | | | | | | | | | | | | | | | | | | | | | This risk was promoted from the watch list to principal risk in the period Link to strategic objectives Operational 1 with 2 icons.svg | | Potential impact • Disruption to core business operations and services (within the Group or at a key third-party supplier impacting the Group) or within certain large portfolio companies • Loss, theft, or compromise of sensitive data • Reputational damage leading to loss of confidence of existing or prospective shareholders • Financial loss due to remediation costs and operational downtime • Regulatory penalties and legal consequences • May impact portfolio company valuation and NAV | | Risk management and mitigation • 24/7 threat monitoring with defined incident response protocols • Part time CISO provides independent, expert input • Regular monitoring of cyber risks and performance via KPI framework • Technical controls • Penetration testing and vulnerability scans • Periodic cyber security training for all staff and ethical phishing programme • Information Security policies and incident management processes, which are periodically tested and refreshed • Annual assessment of portfolio company cyber maturity with remediation actions where required | | FY2025 outcome • The GRC received updates on cyber security and penetration testing, and business resilience including IT and disaster recovery during the year • Increasing number of cyber incidents reported across the portfolio and at Group level during the year; none however were of a serious nature • Improved cyber security maturity and detective and preventative controls • Enhancements made to business operational resilience and in managing third-party IT supplier risk • 3i staff training and awareness campaigns on cyber security risks • CTO Forum held; continued sharing of awareness and best practices across the portfolio | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | Principal risk Ability to recruit, develop and retain key people | | | | | | | | | | | | | | | | | | | | | | | | Movement in risk status in FY 2025 Link to strategic objectives | | Potential impact • Impairs ability to deliver key performance objectives • Potential to delay execution of strategic plan with possible impact on shareholder returns | | Risk management and mitigation • Specific focus by Remuneration Committee which approves all material incentive arrangements to ensure they reflect market practice • Annual Board review of succession planning • Regular review of resourcing and key man exposures as part of business line reviews and the portfolio company review process • HR policies and procedures for recruitment and vetting and ongoing performance management | | FY2025 outcome • Organisational capability and succession plan reviewed by the Board in September 2024 • Successful talent recruitment and continuous training and development programmes throughout the year. 18  new hires in FY2025 • Limited staff voluntary turnover of 7.6% • Good progress with recruitment and integration of new hires | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 94 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Directors’ duties under Section 172 | | Section 172 statement | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Directors believe that, during the year, they have, individually and together, acted in a way that they consider, in good faith, was most likely to promote the success of the Company for the benefit of its members as a whole, and in doing so had regard to the factors set out below (“section 172 factors”). Our business model is set out on pages 14 and 15 and the Board’s strategic objectives and key performance indicators are set out on  pages 16 and 17. When making decisions, the Board takes into consideration the Company’s purpose and strategic objectives, as well as the potential long-term impact of those decisions on its various stakeholder groups, including those listed in section 172 of the Companies Act 2006 (“section 172”). A summary of the principal section 172 factors is set out below. Section 172 factors | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The likely consequences of any decision in the long term | | Our purpose and strategy, including our long-term responsible investment approach, aims to drive sustainable growth in our investment portfolio. | | | | | | | | | | | | | | The interests of the Company’s employees | | Our employees are critical to the success of the Company. Our approach as a responsible employer is described more fully in the Sustainability section. | | | | | | | | | | | | | | The need to foster the Company’s business relationships with suppliers, customers and others | | We engage with all our third-party service providers, suppliers and customers in an open and transparent way to foster strong business relationships to ensure both the success of the Company and its legal and regulatory compliance. | | | | | | | | | | | | | | The impact of the Company’s operations on the community and the environment | | We embed responsible business practices throughout our organisation by promoting the right values and culture. In addition we partner with charities which relieve poverty, promote education and support elderly and disabled people. | | | | | | | | | | | | | | The desirability of maintaining a reputation for high standards of business conduct | | Our success relies on maintaining a strong reputation and seeking to ensure our values and culture are aligned to our purpose, our strategy and our ways of working. | | | | | | | | | | | | | | The need to act fairly towards all members of the Company | | The Board engages actively with its shareholders and takes into account their interests when implementing our strategy. | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Read more in the Strategic report | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Read more in the Governance report | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Read more in the Sustainability report | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Read more in the Sustainability report | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Read more in the Overview and strategy section and the Sustainability report | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Read more in this section and in the Governance report | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 95 | | | | | | | | --- | --- | | | | | | | | Performance and risk | | | Directors’ duties under Section 172 continued | | How stakeholder | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | interests have influenced decision making The Board takes into account stakeholder interests and other section 172 factors in its key business decisions. Directors are reminded of their section 172 duties at Board meetings. Throughout the year and when implementing the Company’s strategic priorities, the Board has taken account of the varied interests of the Company’s stakeholders and the impact of key decisions on them. The Board recognises that not all decisions will yield positive outcomes for every stakeholder group. The Board and management take account of these conflicts during decision making. Examples of key decisions made by the Board this year, along with how stakeholder interests and other section 172 factors were considered, are detailed below. Additional information on Board decision making can be found on pages 107 to 109. Key decisions in the year FY2024 second dividend and FY2025 first dividend Background: In May 2024 the Board decided on an increased total dividend for FY2024 and in November 2024 a first dividend for FY2025 (in line with the Company’s dividend policy announced in May 2018) of one half of the total dividend for the previous year. Stakeholder considerations: In May 2024 the Board carefully considered factors relevant to setting the FY2024 second dividend. The Board considered that in setting the dividend it needed to ensure the reward for shareholders was reflective of the Company’s strong performance in FY2024, whilst taking account of the Company’s future cash flow needs including the need to maintain liquidity for investment as well as operational and other costs, whilst maintaining a robust, low-geared balance sheet. Despite adverse macro-economic conditions, the Company’s portfolio had performed well overall with excellent performance from Action and resilient performance across the rest of the portfolio, notwithstanding some pockets of weakness. Impact on the success of 3i: Being thoughtful about setting the dividend is important as it potentially impacts a number of the Company’s stakeholders. In particular, some 3i shareholders rely on the consistent application of the Company’s dividend policy, which is an important aspect of the investment case for them. Increasing the Company’s stake in Action Background: Action has been identified as an investment to be held for the long term. From time to time opportunities arise for the Company to acquire additional shares in Action from other investors. Prior to each such acquisition, that additional new investment is considered on its own merits to identify whether the investment is an appropriate use of the Company’s capital. In the year, the Company acquired additional interests in Action for a net consideration of £768 million taking the Company’s interest in Action from 54.8% to 57.9%. As part of these transactions, the Company completed the final payment of the carried interest liability relating to Action. Further details of the transactions are set out on page 25. Stakeholder considerations: Shareholders have a direct interest in the success of the Company’s investments. The Company’s ability to make such investments also affects our fund investors, as the transactions can provide a mechanism for fund investors who wish to sell interests in Action, or acquire additional interests, to do so. The transactions also ensured that participants in the relevant carried interest scheme were paid in cash for their interests, which might otherwise not have been realisable for many years. Impact on the success of 3i: The Directors believe these further investments in Action will prove to be profitable investments and will promote the long-term success of the Company. Appointment of an additional non-executive Director Background: A key task for the Board and Nominations Committee is keeping the size, balance and composition of the Board under review to ensure that the Board has the necessary skills and experience to enable the Group to deliver its current and future strategic objectives. This includes the need to ensure orderly succession among the non-executive Directors. Following the retirement of Ms Banszky at the 2023 AGM, the need to appoint an additional non-executive Director in the medium term was identified. Further details of the process, which led to the appointment of Mr Patel as an additional non-executive Director in February 2025, are set out on page 115. Stakeholder considerations: Sound governance of the Company is a key concern for our shareholders and holders of our debt, as it impacts the ability of the Board to promote the success of the Company for the benefit of its members as whole. Impact on the success of 3i: The Board is now satisfied that the composition of the Board meets the Company’s needs. For the purposes of the UK Companies Act 2006, the Strategic report of 3i Group plc comprises pages 1 to 95. By order of the Board Simon Borrows Chief Executive 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 96 | | | | | | | | --- | --- | | | | | | | | | | | | | | | | --- | | | | Governance | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | What’s in this section | | | | | | | | [Chair’s](#i54651540d1854c96ac12f3d021b55395_274) governance review | [97](#i54651540d1854c96ac12f3d021b55395_274) | | | [Governance at a glance](#i54651540d1854c96ac12f3d021b55395_277) | [98](#i54651540d1854c96ac12f3d021b55395_277) | | | [Corporate governance statement](#i54651540d1854c96ac12f3d021b55395_283) | [99](#i54651540d1854c96ac12f3d021b55395_283) | | | [Governance framework](#i54651540d1854c96ac12f3d021b55395_289) | [101](#i54651540d1854c96ac12f3d021b55395_289) | | | [Board of Directors](#i54651540d1854c96ac12f3d021b55395_292) | [102](#i54651540d1854c96ac12f3d021b55395_292) | | | [Executive Committee](#i54651540d1854c96ac12f3d021b55395_295) | [104](#i54651540d1854c96ac12f3d021b55395_295) | | | [The role of the Board](#i54651540d1854c96ac12f3d021b55395_301) | [106](#i54651540d1854c96ac12f3d021b55395_301) | | | [How the Board operates](#i54651540d1854c96ac12f3d021b55395_313) | [107](#i54651540d1854c96ac12f3d021b55395_304) | | | [What the Board did in FY202](#i54651540d1854c96ac12f3d021b55395_307)5 | [108](#i54651540d1854c96ac12f3d021b55395_307) | | | [Engaging with stakeholders](#i54651540d1854c96ac12f3d021b55395_316) | [110](#i54651540d1854c96ac12f3d021b55395_316) | | | Board performance review | [114](#i54651540d1854c96ac12f3d021b55395_331) | | | [Nominations Committee report](#i54651540d1854c96ac12f3d021b55395_337) | [116](#i54651540d1854c96ac12f3d021b55395_337) | | | [Audit and Compliance Committee report](#i54651540d1854c96ac12f3d021b55395_349) | [121](#i54651540d1854c96ac12f3d021b55395_349) | | | [Resilience statement](#i54651540d1854c96ac12f3d021b55395_367) | [127](#i54651540d1854c96ac12f3d021b55395_367) | | | [Valuations Committee report](#i54651540d1854c96ac12f3d021b55395_373) | [130](#i54651540d1854c96ac12f3d021b55395_373) | | | [Directors’ remuneration report](#i54651540d1854c96ac12f3d021b55395_382) | [135](#i54651540d1854c96ac12f3d021b55395_382) | | | [Additional statutory and corporate](#i54651540d1854c96ac12f3d021b55395_394) [governance information](#i54651540d1854c96ac12f3d021b55395_394) | [148](#i54651540d1854c96ac12f3d021b55395_394) | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 97 | | | | | | | | --- | --- | | | | | | | | Governance | | | Chair’s governance review | | ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Our corporate governance framework anchors the execution of 3i’s strategic objectives. I am pleased to present our Corporate Governance Report. This summarises our corporate governance framework and explains how we, as a Board, have taken decisions. Robust and effective corporate governance is fundamental to 3i’s operations and to the generation of consistent, long-term value for our shareholders. As set out in my letter on pages 2 and 3, 3i has performed well despite ongoing macro-economic challenges and geopolitical uncertainties. As a Board, we are confident in 3i’s ability to execute its strategic objectives as discussed more fully in the Chief Executive’s Statement on pages 6 to 11. Board activities and consideration of stakeholders The Board is conscious of its duty to consider the interests of a broad spectrum of stakeholders and other section 172 factors. An overview of the range of matters that the Board discussed and debated at its meetings during the year can be found on pages 108 and 109. How we engaged with our stakeholders is summarised on pages 110 to 113. The Company’s section 172 statement is available on page 94. We work with 3i’s management to ensure that the Company possesses the necessary financial and human resources to execute its long-term strategy and promote its long-term success. Culture and values Consistent with previous years, the Board recognises the importance and differentiation that culture and strong values bring to the delivery of performance. As a Board and as Directors individually we aim to lead by example, promoting a culture of integrity, rigour, energy, accountability and ambition, in addition to providing constructive challenge to management. Board composition Hemant Patel joined the Board on 3 February 2025. There have been no other changes to the Board composition during the year. We continue to maintain an effective succession plan, more details of which are contained in my Nominations Committee report on pages 116 to 120. Dividend We have continued with our dividend policy to maintain or grow the dividend year on year, subject to the strength of our balance sheet and the outlook for investment and realisations. As a result, the Board has recommended a second FY2025 dividend of 42.5 pence per share, taking the total dividend for the year to 73.0 pence per year. Subject to shareholder approval, this will be paid in July 2025. ![p97 signature.jpg](data:image/jpeg;base64,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) David Hutchison Chair 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 98 | | | | | | | | --- | --- | | | | | | | | Governance | | | Governance at a glance | | Strong corporate governance is essential to create value for our ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | stakeholders and underpins the long-term success of our company. | | | | | | --- | --- | --- | --- | | | | | | | | | | | | Highlights as at 31 March 2025 | 25% Total return on equity | Supporting management in a challenging macro-economic climate to enable them to pursue 3i’s long-term value creation strategy in the portfolio. | | | | | Read more in the Chief Executive‘s statement and the Financial review | | | | | | | | | | | | | 2,542p NAV per share | An increase of 22% in the NAV in FY2025. | | | | | Read more in Key performance indicators | | | | | | | | | | | | | 73.0p Dividend per share | Payment of the first dividend of 30.50 pence per share in January 2025 and recommendation of the second dividend in July 2025 of 42.50 pence per share. | | | | | Read more in Financial review | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | Board focus areas as at 31 March 2025 | Strategy | | | Financial | | | Portfolio companies | | | | | | | | | | | | | | Read more in Key performance indicators | | | Read more in Financial review | | | Read more in Business review | | | | | | | | | | | | | Purpose, culture and values | | | Risk management and internal control | | | Governance | | | | | Read more in Sustainability report | | | Read more in Risk Management | | | Read more in Governance report | | | | | | | | | | | | | | | | | | | | | | A balanced Board as at 31 March 2025 | 40% Female representation | | | 20% Ethnically diverse | | | 70% Independent directors | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | Board priorities for FY2026 | Growth To support the management in delivering the strategic plan | | Shareholders To achieve long-term growth for shareholders | | Sustainability Continue to oversee delivery of the sustainability strategy | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 99 | | | | | | | | --- | --- | | | | | | | | Governance | | | Corporate Governance statement | | The Financial Reporting Council’s UK Corporate Governance Code 2018 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | (the “Code”) is the standard against which we measured ourselves in FY2025. The Company complied with all of the provisions set out in the Code throughout the period under review, save for provision 19 of the Code in respect of the Chair’s tenure. Details on how we have applied the principles set out in the Code and how governance operates at 3i have been summarised throughout this Governance section and elsewhere in this Annual report, as set out below. (The Code is available to view on the Financial Reporting Council’s website). Our Governance framework is set out on page 101. Corporate Governance code | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Board leadership and Company purpose | | | | | | | Audit, risk and internal control | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Effective Board | [102](#i54651540d1854c96ac12f3d021b55395_292)-109 | | | | | | External Auditor and Internal Auditor | 125-126 | | | | | Purpose, values and culture | [1](#i54651540d1854c96ac12f3d021b55395_19), [40](#i54651540d1854c96ac12f3d021b55395_151)-57, 80, 109, 126 | | | | | | Fair, balanced and understandable review | 124, 153 | | | | | Governance framework | 101 | | | | | | Internal financial controls and risk management | 80-93, 121-129 | | | | | Stakeholder engagement | 110-113 | | | | | | | | | | | | Workforce policies and practices | 52-55, 151-152 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Division of responsibilities | | | | | | | Remuneration | | | | | | | | | | | | | | | | | | | | | | | | | Role of Chair | | | 107 | | | | Linking remuneration to purpose and strategy | 135-136 | | | | | Independence | | | 148 | | | | Remuneration policy review | 136 | | | | | External commitments and conflicts of interest | | | 102-103, 151 | | | | Independent judgement and discretion | 135-147 | | | | | Board resources | 97, 107 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Composition, succession and evaluation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Appointment to the Board | 100, 116, 149 | | | | | | | | | | | | Board skills, experience and knowledge | | 102-103, 119 | | | | | | | | | | | Annual Board evaluation | 114-115 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 100 | | | | | | | | --- | --- | | | | | | | | Governance | | | Corporate governance statement continued | | Explanation on Provision 19 – | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Chair tenure The Board and the Nominations Committee have carefully considered the extended tenure of the Chair. As detailed in our previous Annual reports, when appointing David Hutchison as Chair in November 2021, the Nominations Committee and the Board were mindful of the Code’s provision regarding a Chair’s tenure exceeding nine years, and the fact that David had then already served as a non-executive Director for eight years. Despite this, the Nominations Committee and the Board, when considering the Company’s long-cycle investment business, recognised that David’s extensive knowledge of the Company’s business and portfolio assets – gained in part from his seven-year tenure as Chair of the Valuations Committee – and his understanding of the Board’s conservative balance sheet and selective investment strategies, made him the most suitable candidate to promote the success of the Company. The Nominations Committee and the Board recognise the potential risks associated with extended tenure of a chair, including the possibility of compromised objectivity, inadequate management accountability, and insufficient promotion of constructive challenge among Board members. To mitigate the risks associated with extended tenure a number of steps have been taken as detailed below. The Nominations Committee and the Board have noted that to date shareholders have not expressed any significant concerns to the Company relating to the Chair’s continued appointment. Steps taken to mitigate risks associated with extended tenure | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | • The Committee and the Board sought to balance this appointment by appointing an experienced Senior Director as Senior Independent Director. This role, filled by Lesley Knox since October 2021, includes ensuring corporate governance arrangements remain robust and appropriate and leading the annual review of whether David’s continued tenure as Chair is in the best interests of the Company. • It was agreed that the Nominations Committee would undertake an annual review, led by the Senior Independent Director, of the continued appropriateness of David’s appointment. This would be in addition to the mitigation provided by the Board and Chair annual performance reviews. The first such annual review was held by the Nominations Committee in March 2023 and further reviews were conducted in March 2024 and March 2025 (all in the absence of David). Each of these reviews concluded that David continued to perform effectively as Chair, maintained objective judgement and independence, and promoted constructive challenge among Board members. | | | The Committee also noted that in a business where long- term knowledge of the business and its assets is crucial, David’s continued appointment was appropriate. The Committee’s overall conclusion in March 2025 was that David’s continued appointment as Chair for the coming year was in the best interests of the Company and that the balance and independence of the Board remained appropriate. • Since 31 March 2023, David has not been a member of the Remuneration Committee. • The appointment in November 2021 of Peter McKellar, an independent non-executive Director with extensive experience of asset management and asset valuation, as Chair of the Valuations Committee, provided continuity and effective governance of that Committee. The Nominations Committee will undertake its next review in March 2026. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | Recommendation The Board has carefully considered the Chair’s tenure and believes that it is in the best interests of 3i and its stakeholders that David remains as Chair. The Board is therefore recommending to shareholders the re-election of David at the forthcoming AGM on 26 June 2025. | | | | | | | For more information Page [117](#i54651540d1854c96ac12f3d021b55395_340) | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 101 | | | | | | | | --- | --- | | | | | | | | Governance | | | Corporate governance statement continued | | | Governance framework | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | Board | | | | | | | | • Approves risk appetite and strategy • Responsible for ensuring effective risk management and oversight processes exist • Oversees sustainability strategy, approach and policies • Assisted by four Board Committees with responsibility for specific areas • Delegates management to the Chief Executive • Assesses investment performance against objectives | | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | Company Secretary | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | Nominations Committee | | | Audit and Compliance Committee | | | Valuations Committee | | | Remuneration Committee | | | | | | | | | | | | | | | | • Responsible for ensuring that the Board has the necessary skills, experience and knowledge • Responsible for appointing a diverse Board • Responsible for Board and senior executive succession | | | • Reviews and oversees financial and non- financial reporting (including sustainability matters), risks and internal controls, and the relationship with the External auditor • Reviews and challenges management reports • Receives updates from the Chief Executive on outputs from GRC • Oversees tax policy and strategy | | | • Specific and primary responsibility for the valuation policy and valuations (including underlying assumptions) of the Group’s investment portfolio • Direct engagement with the External auditor, including its specialist valuations team | | | • Ensuring a remuneration culture weighted towards performance based variable reward, whilst discouraging inappropriate risk taking and taking non- financial indicators, including sustainability indicators, into account • Approves carried interest and asset performance linked schemes • Ensuring Executive Directors’ remuneration is closely aligned with shareholder returns • Oversees the implementation of fair remuneration for employees | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | Chief Executive | | | | | | | | | | | | • Delegated responsibility for management of the Group • Delegated responsibility for investment decisions • Delegated responsibility for risk management • Delegated responsibility and day-to-day accountability for sustainability matters | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Executive Committee | | | Investment Committee | | | Group Risk Committee | | | Sustainability Committee | | | | | | | | | | | | | • Assists the Chief Executive in setting the Group strategy, including sustainability aspects • Monitors divisional performance • Facilitates information sharing between divisions • Responsible for recruitment and retention • Meets monthly | | | • Manages the Group’s investment portfolio and monitors its most material risks • Meets when required • Strict oversight of each step of the investment lifecycle • Approves investment, divestment and material portfolio decisions • Monitors investments against original investment case • Ensures investments are in line with the Group’s investment policy and risk appetite • Implements the Responsible Investment policy • Chaired by the Chief Executive | | | • Assists the Chief Executive with the oversight of risk management • Implements the Group’s risk appetite policy and monitors performance • Maintains the Group risk review which details its principal risk exposures; a watch list of new and emerging risks; and appropriate mitigations and controls • Two members of the GRC form the Risk Management function as required by FCA rules • Maintains oversight of sustainability risks, and relevant sustainability regulations • Oversight and review of the Responsible Investment policy • Chaired by the Chief Executive | | | • Advises the Chief Executive, directly and through the Investment and Group Risk Committees, on sustainability risks and opportunities • Develops the Group’s sustainability approach, and related policies and procedures • Ensures the Group’s compliance with relevant sustainability-related legal and regulatory requirements, standards and guidelines • Coordinates sustainability-related activities and initiatives • Reviews and monitors the Group’s sustainability performance • Monitors stakeholder expectations, market developments, trends and best practice in relation to relevant sustainability matters • Chaired by the General Counsel | | Conflicts Committee | | | | | | | | | | | | | | | | • Deals with potential conflicts as required | | | | | | | | Treasury Transactions Committee | | | | | | | | | | | | | | | | • Considers specific treasury transactions as required | | | | | | | | Market Abuse Regulation Committee | | | | | | | | | | | | | | | | • Considers potential disclosure matters as required | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 102 | | | | | | | | --- | --- | | | | | | | | Governance | | | Board leadership and Company purpose | | Board | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | of Directors at 31 March 2025 The Board promotes a culture of strong governance across the  business . | | | --- | | | | | | | | David Hutchison Chair | | | | Chair since November 2021 and non-executive Director since 2013. David has considerable investment and banking experience across a range of asset classes which supports his leadership of the Board. Previous experience Chief Executive of Social Finance Limited from 2009 to 2022. Until 2009 Head of UK Investment Banking at Dresdner Kleinwort Limited and a member of its Global Banking Operating Committee. From 2012 to 2017, a non-executive director of the Start-Up Loans Company. | | | | --- | | | | | | | | James Hatchley Group Finance Director | | | | Group Finance Director since June 2022 and an Executive Director since May 2022. A member of Executive Committee, Investment Committee, Group Risk Committee and Sustainability Committee. Joined 3i in 2017 and was Group Strategy Director until June 2022. Previous experience Formerly Chief Operating Officer of KKR in Europe and, before that, Co-CEO of Avoca Capital. Earlier in his career, James was a corporate finance professional for 20 years, principally with Greenhill & Co. and Schroders. He qualified as a chartered accountant in 1992. Formerly a non-executive director of Great Ormond Street Hospital for Children NHS Foundation Trust. | | | | --- | | | | | | | | Simon Borrows Chief Executive | | | | Chief Executive since 2012, and an Executive Director since he joined 3i in 2011. Chair of the Group’s Risk Committee, Executive Committee and Investment Committee. Chair of the Supervisory Board of Peer Holding I B.V., the Dutch holding company for the Group’s investment in Action. Previous experience Formerly Chair of Greenhill & Co International LLP, having previously been Co-Chief Executive Officer of Greenhill & Co, Inc. Before founding the European operations of Greenhill & Co in 1998 he was the Managing Director of Baring Brothers International Limited. Formerly a non-executive director of the British Land Company PLC and Inchcape plc. | | | | --- | | | | | | | | Jasi Halai Chief Operating Officer | | | | Chief Operating Officer and an Executive Director since May 2022. A Member of Executive Committee, Investment Committee, Group Risk Committee and Sustainability Committee. Joined 3i in 2005 and has held a variety of posts in the business, most recently as Group Financial Controller and Operating Officer. A member of the Supervisory Board of Peer Holding I B.V., the Dutch holding company for the Group’s investment in Action and also a non-executive director of Barratt Redrow plc. Previous experience Prior to joining 3i, worked for CDC Group (now British International Investment) and at Actis following its demerger from CDC. Jasi is a chartered management accountant. Formerly a non-executive director of Porvair PLC. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 103 | | | | | | | | --- | --- | | | | | | | | Governance | | | Board leadership and Company purpose continued Board of Directors continued | | | | | --- | | | | | | | | Stephen Daintith Independent non-executive Director | | | | Non-executive Director since 2016. Chief Financial Officer and an executive director of Ocado Group plc. Stephen contributes directly relevant financial and operating experience as Chair of the Audit and Compliance Committee, drawn from a range of consumer, digital, engineering and other international businesses, to the Board’s decision making. Previous experience Formerly an executive director of Rolls-Royce Holdings plc from 2017 to 2021 and Finance Director of Daily Mail and General Trust plc (“DMGT”) from 2011 to 2017. Non-executive director of ZPG Plc. Prior to joining DMGT he was Chief Operating Officer and Chief Financial Officer of Dow Jones and prior to that Chief Financial Officer of News International. He originally qualified as a chartered accountant with Price Waterhouse (now part of PwC). | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | | | | | | | | Peter McKellar Independent non-executive Director | | | | Non-executive Director since 2021. Also Chair of Partners Group Private Equity Limited (formerly Princess Private Equity Holding Limited) and a non- executive director of Investcorp Capital plc. Peter brings to the Board significant experience and understanding of financial services and asset management, with a particular expertise in private equity and infrastructure. This enables him to bring a valuable asset management perspective to the Board’s discussions and to those of the Valuations Committee, which he now chairs. Previous experience Formerly Deputy Chair of AssetCo plc, Global Head of Private Markets at Standard Life Aberdeen plc and a non-executive board member of Scottish Enterprise. Previously led Standard Life Investments’ private equity and infrastructure business and was their Chief Investment Officer. Prior to that, he held a variety of finance posts in industry and corporate finance positions. | | | | --- | | | | | | | | Lesley Knox Independent non-executive Director | | | | Non-executive Director since October 2021 and Senior Independent Director since November 2021. Also Senior Independent Director of Legal & General Group plc, non-executive director of Dovecot Studios Limited, Senior Independent Director and Chair of Remuneration Committee of Genus Plc, and a trustee of Grosvenor Group Limited pension fund and National Galleries of Scotland Foundation. Lesley brings to the Board’s discussions a wealth of international, strategic and financial services experience having spent over 17 years in senior roles in financial services, including in asset management and corporate finance. Previous experience Formerly held a number of senior roles in financial services, including head of institutional asset management at Kleinwort Benson. Also previously served as Chair of Alliance Trust PLC, as Senior Independent Director at Hays plc and non-executive director of SAB Miller plc, Centrica plc and Thomas Cook Group plc. | | | | --- | | | | | | | | Hemant Patel Independent non-executive Director | | | | Non-executive Director since February 2025. Chief Financial Officer and an executive director of Whitbread PLC since March 2022. Hemant brings to the Board good and relevant financial and commercial experience from his different roles in retail and consumer businesses. Previous experience Formerly Finance Director, UK and Germany, at Whitbread, Finance Director of Greene King and before that worked at Asda-Walmart for 11 years, in various management roles including Commercial Finance Director, Director of Own Label and Director of Strategy. He also had several finance roles over six years at Mars, Inc. Hemant was non-executive Director and Audit Chair at the Department of Digital, Culture, Media and Sport from 2020 to 2023 as well as being on the board of the Cultural Recovery Fund. He was also a Trustee of the Royal Armouries Museum from 2010 to 2019 and Chair from 2018 to 2019. Hemant is a Chartered Management Accountant. | | | | --- | | | | | | | | Coline McConville Independent non-executive Director | | | | Non-executive Director since 2018. Also a member of the Supervisory Board of Tui AG and a director of EBOS Group Limited. Coline has a diverse commercial background, having worked in a range of sectors and also brings to the Board significant listed board experience including chairing several remuneration committees and previously acting as Senior Independent Director at Fevertree. This enables her to make valuable contributions to the Board’s discussions and to those of the Remuneration Committee, which she now chairs. Previous experience Formerly non-executive director and Chair of the ESG Committee at King’s Cross Central General Partnership, a non-executive director of Fevertree Drinks plc, Travis Perkins plc, Tui Travel plc, UTV Media plc, Wembley National Stadium Limited, Shed Media plc, HBOS plc, Inchcape plc and Halifax plc. Prior to that was Chief Operating Officer and Chief Executive Officer Europe of Clear Channel International Limited and had previously worked for McKinsey and LEK. | | | | --- | | | | | | | | Alexandra Schaapveld Independent non-executive Director | | | | Non-executive Director since 2020. Also non- executive director and Chair of the Audit Committee at Société Générale S.A. Alexandra brings extensive financial services expertise in a number of important markets for 3i as well as considerable board experience in a variety of sectors. These help provide an international perspective to the Board’s decision- making process. Previous experience Formerly on the boards of Bumi Armada Berhad, Vallourec S.A., FMO N.V., Stage Entertainment N.V., Holland Casino N.V., VU University and VU Medical Center and Duin & Kruidberg. Prior to that, many years of corporate and investment banking at RBS and ABN AMRO. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 104 | | | | | | | | --- | --- | | | | | | | | Governance | | | Board leadership and Company purpose continued | | Executive | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Committee at 31 March 2025 Simon Borrows Chief Executive James Hatchley Group Finance Director Jasi Halai Chief Operating Officer | | | | --- | --- | | | | | | Page [102](#i54651540d1854c96ac12f3d021b55395_292) See profiles | | | | --- | | | | | | | | Simon Borrows Chief Executive | | | | | | --- | | | | | | | | Jasi Halai Chief Operating Officer | | | | | | --- | | | | | | | | James Hatchley Group Finance Director | | | | | | --- | | | | | | | | Kevin Dunn General Counsel and Company Secretary | | | | Joined 3i in 2007 as General Counsel and Company Secretary. Responsible for 3i’s legal, compliance, internal audit and company secretarial functions. A member of Executive Committee, Group Risk Committee and ESG Committee. Previous experience Prior to joining 3i, was a Senior Managing Director, running GE’s European Leveraged Finance business after serving as European General Counsel for GE. Prior to GE, was a partner at the law firms Travers Smith and Latham & Watkins. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 105 | | | | | | | | --- | --- | | | | | | | | Governance | | | Board leadership and Company purpose continued Executive Committee continued | | | | | --- | | | | | | | | Peter Wirtz Head of Private Equity | | | | Joined 3i in 1998 and served as 3i Germany Co-Head between 2009 and 2019 and Co-Head of Private Equity from 2019 to 2024. Head of Private Equity since October 2024. A member of Executive Committee, Investment Committee and Group Risk Committee. Also a non-executive director of Luqom, WaterWipes, OMS Testing and Audley Travel. Previous experience Prior to joining 3i, worked for Deutsche Bank and spent four years with Procter & Gamble in various finance functions. | | | | --- | | | | | | | | Tony Lissaman Partner and Chief Operating Officer, Private Equity | | | | Joined 3i in 1998 and became Chief Operating Officer, Private Equity, in 2010. A member of Executive Committee, Investment Committee, Group Risk Committee and the Private Equity Leadership Team. He currently sits on the boards of Scandlines and MPM. Previous experience Prior to joining 3i, worked at KPMG where he qualified as a Chartered Accountant. | | | | --- | | | | | | | | Bernardo Sottomayor Managing Partner, Head of European Infrastructure | | | | Joined 3i in 2015 as a Partner with responsibility for origination and execution of new investments across Europe. Managing Partner, Co-Head of European Infrastructure from July 2022 to February 2025 and Head of European Infrastructure since February 2025. A member of Executive Committee, Investment Committee and Group Risk Committee. Also a non- executive director of TCR and ESP. Previous experience Prior to joining 3i, was a Partner at Antin Infrastructure and his other previous infrastructure management experience includes roles as Managing Director at Deutsche Bank’s European infrastructure fund, Head of M&A at Energias de Portugal and further infrastructure M&A advisory experience with UBS and Citigroup in London. | | | | --- | | | | | | | | Julien Marie Chief Human Resources Officer | | | | Joined 3i in 2001 as HR Manager, was appointed HR Director in 2004 and Chief Human Resources Officer in 2021. A member of Executive Committee and Group Risk Committee. Previous experience Prior to joining 3i, worked at Bouygues Construction and Bouygues Telecom for six years. | | | | --- | | | | | | | | Rob Collins Managing Partner, Head of North American Infrastructure | | | | Joined 3i in 2017 as the Managing Partner for North American Infrastructure. A member of Executive Committee and the NAIF Investment Committee. Also a non-executive director of Smarte Carte, Regional Rail and EC Waste. Previous experience Prior to joining 3i, led Hastings’ infrastructure investment team in North America and Europe. Founded the infrastructure M&A practice at Morgan Stanley and Greenhill where he was a Managing Director at both firms. Started his infrastructure career at Goldman Sachs after serving as a nuclear-power officer in the US Navy. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 106 | | | | | | | | --- | --- | | | | | | | | Governance | | | Board leadership and Company purpose continued | | The role of the Board | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Board’s role is to lead the Company in promoting its long-term success and thereby generate value for shareholders. The Board operates within a robust corporate governance framework and ensures that this framework is embedded across the organisation. The Board oversees the Company’s purpose, values and strategy and satisfies itself that these are aligned with the Company’s culture. All Directors are expected to demonstrate integrity and adhere to the Company’s culture and values. The Board approves the Group’s strategic objectives and ensures the necessary resources are in place for the Company to meet these objectives through a Board approved planning and budgeting process. The Board measures performance against those objectives using the KPIs set out on pages 16 and 17 which are reported to the Board in the monthly Board report. The Board, through its Audit and Compliance Committee, assesses and monitors behaviours and adherence to the Company’s values. Regular reports from the Internal Audit and Group Compliance teams consider and comment on culture within the business. The Remuneration Committee reviews workforce remuneration and the alignment of incentives and rewards with culture. The Board ensures that employee policies and practices are consistent with the Company’s culture and values and support its long-term success during its annual review of succession planning and strategic capability. The Board meets formally on a regular basis for scheduled Board meetings and on an ad hoc basis when the need arises. There is a clearly defined schedule of matters reserved for the Board. The Board is assisted by various Principal Board Committees which report to it regularly. Details of their activities in the year are provided on pages 116 to 147. Attendance at Board and Committee meetings 1 | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Independence | Board | Audit and Compliance Committee | Nominations Committee | Remuneration Committee | Valuations Committee | | Total meetings held1 | | 7 | 6 | 3 | 7 | 4 | | | | | | | | | | Number attended: | | | | | | | | D A M Hutchison | Independent on appointment | 7(7) | – | 2(3) | – | 4(4) | | S A Borrows | Executive Director | 7(7) | – | – | – | 4(4) | | J G Hatchley | Executive Director | 7(7) | – | – | – | 4(4) | | J H Halai | Executive Director | 7(7) | – | – | – | – | | S W Daintith | Independent | 7(7) | 6(6) | 3(3) | – | – | | L M S Knox | Independent | 7(7) | – | 3(3) | 6(7) | 2(4) | | C McConville | Independent | 7(7) | 6(6) | 3(3) | 7(7) | – | | P A McKellar | Independent | 7(7) | – | 3(3) | 7(7) | 4(4) | | H K Patel2 | Independent | 1(1) | 1(1) | 1(1) | – | – | | A Schaapveld | Independent | 7(7) | 6(6) | 3(3) | 7(7) | 4(4) | 1 This table shows the number of scheduled full meetings of the Board and its Committees attended by each Director who was a member thereof in the year, together with (in brackets) the number of meetings they were eligible to attend. In addition to these meetings a number of additional meetings of the Board and its Committees were held, often at short notice, to deal with ad hoc business as it arose. Non-attendance at meetings was due to unavoidable prior commitments or illness. As explained in this report Mr Hutchison did not attend the Nominations Committee meeting which included discussion of the Chair’s tenure and performance. 2 Mr Patel was appointed as a Director with effect from 3 February 2025. Non-executive Directors also attended a number of other Company meetings, portfolio company reviews and Infrastructure partner reviews to increase their understanding of the 3i business, the portfolio companies and the strength and depth of our people. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 107 | | | | | | | | --- | --- | | | | | | | | Governance | | | Division of responsibilities | | How the Board | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | operates The Board meets regularly and holds two meetings a year in non-UK locations, including one in Amsterdam, providing a chance for non- executive Directors to meet our local teams and the management of selected portfolio companies. The January 2025 Board and Committee meetings were held in Amsterdam where Directors met the Action senior management team at Action’s headquarters and visited an Action store. They also met and received presentations from the CEO of European Bakery Group and the Private Equity team for Royal Sanders. In March 2025, the Board and Committee meetings were held at 3i’s Frankfurt office where Directors met 3i’s Frankfurt team and received presentations from the CEOs of OMS and Luqom. The Board holds an annual Strategy Day. The Board receives regular reports on potential conflicts of interests involving Directors and any actual conflicts of interest identified are managed appropriately. This may involve excluding the Director concerned from relevant information and discussions. There is a clear division of responsibilities between the Chair and Chief Executive. Day-to-day management of the Group is the responsibility of the Chief Executive. To assist him in this role, the Chief Executive has established a number of additional management committees, including the Investment Committee, Group Risk Committee and Sustainability Committee, which are outlined in our governance framework on page 101. The Board ensures that it has the policies, processes, information, time and resources it needs in order to function effectively and efficiently. | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | Responsibilities of the Chair • Leads the Board and is responsible for its overall effectiveness in directing the Company. • Leads the Board in its oversight of the Company’s purpose, values and culture. • Leads the Board in setting its agenda, approving strategy, monitoring financial and operational performance, and establishing the Group’s risk appetite. • Organises the business of the Board, ensuring the Company’s effectiveness, and the maintenance of an effective system of internal controls. • Ensures that Directors receive accurate, timely and clear information. This includes ensuring that the non-executive Directors receive regular reports on shareholders’ views on the Group. • Responsible for the composition of the Board, facilitates constructive Board relations and the effective contribution of all non-executive Directors. • Leads the annual Board and Board Committee evaluation process. | | | Responsibilities of the Chief Executive • Direct charge of the Group on a day-to-day basis and is accountable to the Board for the financial and operational performance of the Group. • Chairs the Investment Committee to review the acquisition, management and disposal of investments. • Leads the Executive management team to develop and implement the Group’s strategy and manage the risk and internal control framework. • Reports to the Board on financial and operational performance, risk management and progress in delivering the strategic objectives. • Regularly engages with shareholders and other key stakeholders on the Group’s activities and progress. • Oversees the implementation of the Sustainability strategy. • Oversees the Group’s values and culture. | | | | | | | | | | | | | | | | | | | | | | | | | Role of the Senior Independent Director • The Senior Independent Director provides a sounding board for the Chair and serves as an intermediary for the other Directors and the shareholders. • Leads succession planning for the Chair. • Leads the Chair’s performance review and the annual review of the continued appropriateness of the Chair’s appointment. | | | Role of non-executive Directors • Provide constructive challenge, strategic guidance and hold management to account. • Scrutinise the performance of management in meeting agreed objectives. • Seek assurance on the integrity of the financial information and that financial and non-financial controls and systems of risk management are robust and defensible. • Determine appropriate levels of remuneration for Executive Directors and Executive Committee and together with the Chair, have a prime role in appointing Directors and in succession planning for the Board. • Ensure that they have sufficient time to meet their Board responsibilities. | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 108 | | | | | | | | --- | --- | | | | | | | | Governance | | | Division of responsibilities continued | | What the Board did | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | in FY 2025 In FY2025, the Board met for seven scheduled meetings and a strategy day in December 2024 (see page 106). The Chair sets the Board’s agenda. Board members and, as appropriate, executives from the relevant business areas are invited to present on key items allowing the Board the opportunity to debate and challenge initiatives directly with the senior management team. As described on page 94 when making decisions the Board has regard to the interests of stakeholders, as well as the section 172 factors. Examples of some important decisions taken by the Board in the year and how, where relevant, the Board had regard to the interests of relevant stakeholders are set out on page 95. Our key stakeholders are set out below and discussed in more detail on pages 110 to 113. In addition to the Board decisions referred to above, the Board also dealt with its regular annual cycle of business, examples of which are set out on the next page. Our key stakeholders | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 109 | | | | | | | | --- | --- | | | | | | | | Governance | | | Division of responsibilities continued What the Board did in FY2025 continued | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | FY2025 Focus areas | Matters approved | Other matters considered/outcomes | Stakeholders | | | | | | | | | | | Purpose, culture and values | • Responsible Investment Policy • Operation and effectiveness of the Remuneration Policy both for Executive Directors and the wider employee group | • Executive and senior management succession planning • Organisational capability • Employee leadership and development initiatives • Diversity, equity and inclusion initiatives • Equal Opportunities and Diversity policy and compliance with external board diversity recommendations • Board evaluation | | | | | | | | | | | | Portfolio companies | • Non-executive Director approvals for certain investments and divestments • Portfolio company valuations | • Presentations from the CEOs of Action, European Bakery Group, Luqom, OMS, and the deal team of Royal Sanders • Visit to Action HQ and Action store • Detailed reporting on Action and rotating updates on portfolio companies at Board and Valuations Committee • Sustainability reviews of portfolio companies • Attendance at portfolio company reviews and Infrastructure partner reviews | | | | | | | | | | | | Strategy | • Group’s approach to environmental sustainability and climate change • Senior leadership succession and contingency planning | • Strategy day – 3i Group strategic financial planning and analysis – Private Equity strategic plan and sector presentations – Analysis and materials related to our long-term hold portfolio companies – Infrastructure strategic plan • Private Equity and Infrastructure business and portfolio updates | Division of responsibilities icons 3.svg | | | | | | | | | | | Financial | • Recommendation of the FY2024 second dividend paid in July 2024 and payment of the FY2025 first dividend in January 2025 • Operating budget • Annual report, half-year report and quarterly updates • Approval of investment valuations | • Financial reporting from the Group Finance Director including key financial highlights and performance against budget • Valuations reporting from Group Finance Director and Chief Operating Officer • Market overviews • Funding and Treasury review • Assessment of investment performance against objectives | Division of responsibilities icons 4.svg | | | | | | | | | | | Risk management and internal control | • Board risk appetite • Risk review | • Compliance and internal controls updates • Detailed reporting from the Group Risk Committee including updates on the business continuity plan, cyber security and IT • Going concern, Viability statement, stress testing and Resilience statement | Division of responsibilities icons 5.svg | | | | | | | | | | | Governance | • Approval of the Chair’s continued tenure • Appointment of a new non-executive Director • Approval of changes to Valuations Committee terms of reference | • Updates on the Code • Oversight of sustainability strategy and compliance with sustainability regulation | Division of responsibilities icons 6.svg | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 110 | | | | | | | | --- | --- | | | | | | | | Governance | | | Division of responsibilities continued | | Engaging with | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | stakeholders Engaging and communicating with our stakeholders is an integral part of 3i’s business and critical to ensuring our continued success. We engage with our stakeholders in a variety of ways, as detailed in this section. Engaging with shareholders The CEO, Group Finance Director and the Group Investor Relations and Sustainability Strategy Director meet with institutional shareholders and potential investors after the announcement of the annual and interim results and throughout the year. The Chair offers to meet large institutional shareholders once a year. The Investor Relations and Company Secretariat teams are available to retail shareholders to respond to their queries. In FY2025, shareholders were principally interested in the performance of Action and of the rest of the portfolio, capital allocation strategy and market conditions for new investments and realisations. In addition to this ongoing investor engagement, the Company has an extensive engagement programme detailed below which enables investors to make informed decisions about their investment in the Company: | | | | | --- | --- | --- | | | | | | | | | | | Our FY2025 Investor Relations programme We engage shareholders through a full programme of events. Our results presentations and capital markets seminars are webcast live and available to all who are interested. On-demand webcasts and transcripts are also available on the Company’s website after the events. | | ![](data:image/svg+xml;base64,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) | | | --- | | | | June • BNP Paribas Exane European CEO Conference • Annual General Meeting | ![](data:image/svg+xml;base64,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) | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | 2024 | | | | 2025 | ![](data:image/svg+xml;base64,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) | | | --- | | | | April • Barclays European discount retail forum | | | | --- | | | | September • Private Equity capital markets seminar • Bank of America financials conference | | | | --- | | | | February • Q3 performance update | | | | --- | | | | May • Annual results announcement and presentation webcast • Citi diversified financials conference | ![](data:image/svg+xml;base64,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) | | | --- | | | | July • Q1 performance update • Chair’s meetings with shareholders • RBC retail conference | ![](data:image/svg+xml;base64,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) | | | --- | | | | November • Half-yearly results announcement and presentation webcast • JPMorgan UK Leaders conference • Barclays retail forum | ![](data:image/svg+xml;base64,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) | | | --- | | | | March • Action capital markets seminar • Morgan Stanley financials conference | ![](data:image/svg+xml;base64,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) | | | --- | | | | December • Redburn CEO conference | ![](data:image/svg+xml;base64,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) | | | --- | | | | January • Consultation on proposed Executive Director salary changes | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 111 | | | | | | | | --- | --- | | | | | | | | Governance | | | Division of responsibilities continued Engaging with stakeholders continued | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Institutional investors • One-on-one meetings with 3i’s UK and international principal shareholders twice a year and throughout the year as required. • Large group investor calls are held after the publication of the annual and half-year results and quarterly performance updates, and after other significant developments, to target both existing and potential institutional investors. • The Chair offers to meet with significant institutional shareholders once a year and met a number of large institutional holders in July 2024. The SID and the Audit and Compliance Committee Chair are also available as required. • In January 2025, the Chair of the Remuneration Committee consulted our largest shareholders on proposed changes to the Executive Directors’ remuneration. • Meetings with potential shareholders on a regular basis as part of arranged UK and international roadshows and as required. • Participation in conferences for institutional investors organised by a number of international banks and brokers. • Engagement with analysts from investment banks by the Group Investor Relations and Sustainability Strategy Director. | | | | Annual and half-year results presentations • The annual and half-year results are presented via live webcasts accessible to all on the 3i website. Listeners are encouraged to submit questions during the webcasts. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Individual investors • Can attend live webcasts of the results presentations and capital markets seminars. • Can engage directly with non-executive Directors, Executive Directors, the Company Secretary and the Group Investor Relations Director at the AGM. • Can engage with and contact the Group Investor Relations and Sustainability Strategy Director and the Company Secretary, whose contact details are on the website, to raise issues and provide feedback. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Annual General Meeting • The AGM is held as an in person meeting, preceded by business presentations from the Chair and Chief Executive. • Shareholders are encouraged to ask questions during the meeting and have the opportunity to meet Directors before and after the formal proceedings. | | | | | | | | | | | | | | | | | | | | | | | | Capital market seminars • Two capital markets seminars in FY2025, held in September 2024 and March 2025, both held via a webcast accessible to all on the 3i website. • The September 2024 seminar included presentations from the investment teams on our Private Equity investments in the Services & Software sector, as well as on our investment in Audley Travel. • The March 2025 seminar focused on Action, with results and strategy updates from the CEO and CFO of Action, as well as an update by the 3i Chief Executive. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Website • The 3i website (www.3i.com) provides a wealth of useful and detailed information for all existing and potential shareholders, who can also sign up for our email alert service to be notified of key announcements. • The website was refreshed in FY2025 to provide more user-friendly content and information. | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Outcome of engagement with shareholders The extensive Investor Relations programme enables investors to understand 3i’s performance, assists them in making their investment decisions and provides them with an opportunity to engage with Directors and senior management. Executive Directors routinely update the Board on investor relations activities and on any feedback received from analysts and shareholders. Any major issues brought up by shareholders concerning the Group are communicated to and discussed with the Board. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 112 | | | | | | | | --- | --- | | | | | | | | Governance | | | Division of responsibilities continued Engaging with stakeholders continued | | Engaging with other stakeholders | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | Stakeholders | | Engagement | | Outcome | | | | | | | | | | | | | | | | | Employees Engaging with stakeholders 2.svg | | Why? 3i is a people business. Our people are critical to the success of the Company and we rely on having motivated people with the appropriate expertise and skills required to deliver our strategy. How? Our approach as a responsible employer is described in the Sustainability section. The Directors’ report on page 152 includes details on their engagement with our employees. We continue to support our employees and to maintain strong employee engagement. | | Having meaningful engagement with employees helps create a strong, supportive work culture, which develops and retains talent, enabling 3i to continue to deliver strong performance. | | | | | | | Pages [52](#i54651540d1854c96ac12f3d021b55395_193)-55 Sustainability report | | | | | | | | | | | | | | | | | | | Portfolio companies Engaging with stakeholders 3.svg | | Why? 3i’s long-term, responsible approach to its investments means that it participates in the active management of its portfolio companies. Close engagement and a strong governance framework enables us to help them grow and create value. How? Our investment teams work closely with investee companies and their management teams. One or more investment team professionals are usually appointed as directors of each investee company. In addition, regular forums across the Private Equity and Infrastructure portfolios share best practice and experience. During the year, we held our biennial CEO and Chair forum with a theme of the growth agenda. Topics discussed ranged from the global macro-economic climate and current geopolitical uncertainties, to delivering growth through buy-and-build and the latest advancements in Generative AI. We held a CTO Forum with 25 CTOs from across our private equity and infrastructure portfolio. Discussions explored the importance of IT in business strategy and delivering a successful ERP transformation, as well as sessions on GenAI and cybersecurity. We also held a CTO Artificial Intelligence webinar where colleagues shared progress and learnings on the GenAI landscape. | | We are able to share best practice and connect management teams across the portfolio. Growing and generating value in the portfolio companies enables 3i to generate attractive returns for our shareholders and fund investors, contributing towards the long-term success of 3i. | | | | | | Pages [14](#i54651540d1854c96ac12f3d021b55395_52)-15 Our business model | | | | | Pages 42-51 Sustainability report | | | | | Pages 19-38 Investment activity | | | | | | | | | | | | | | Fund investors Engaging with stakeholders 1.svg | | Why? Fund investors, like shareholders, want to understand and have confidence in 3i’s strategy, performance, culture, sustainability policies, compliance and governance. It is also important that the Board and management understand issues that are specific to them. How? There is an engagement programme with fund investors and co-investors led by the Fund Investor Relations team with regular and ad hoc meetings, supported by comprehensive reporting. The Chief Executive and relevant investment professionals participate in some of these meetings, as appropriate. | | Fund investors have provided capital we have invested in certain assets as part of our investment management activities and which generates fee income for 3i. They are customers to whom we owe regulatory duties. Positive engagement with Fund investors enhances our relationship with them and provides them with the information they require to maintain their investment in the relevant fund. | | | | | | | Page [37](#i54651540d1854c96ac12f3d021b55395_142) Assets under management | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 113 | | | | | | | | --- | --- | | | | | | | | Governance | | | Division of responsibilities continued Engaging with stakeholders continued | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | Stakeholders | | Engagement | | Outcome | | | Debt holders Engaging with stakeholders 4.svg | | Why? Access to debt markets provides important flexibility and resilience to the Company’s financial structure. How? Together with the Group Finance Director, the Group Treasurer engages with debt providers, hedging counterparties and rating agencies through regular reviews and updates including the Group’s results presentations. A dedicated section on 3i.com is maintained for debt investors. | | The Company’s ability to issue further bonds where appropriate (as with the successful issue in 2023 of our €500 million euro bond) demonstrates the benefits of positive engagement with debt holders. | | | | | | Page [70](#i54651540d1854c96ac12f3d021b55395_214) Financial review | | | | | Page 94 Directors’ duties under Section 172 | | | | | Pages 181-182 Notes to the accounts | | | | | | | | | | | | | | | | Government and Regulators Engaging with stakeholders 5.svg | | Why? The Company works in a regulated environment and can only continue to operate if it complies with relevant laws and regulations. How? Our Group Compliance team and local professionals lead our relationships with national and international regulators, including the UK FCA, the US SEC and the Luxembourg CSSF. The Company actively participates in policy forums, engages on regulatory matters and is a member of a number of industry bodies, including the British Private Equity & Venture Capital Association and Invest Europe. We maintain relationships with other governance-related bodies including the FRC, relevant UK government departments, ESG rating agencies, the FTSE Women Leaders Review, the Parker Review and proxy advisers through participation in consultations, surveys and events. | | Maintaining open and constructive dialogue and strong relationships with relevant authorities and governance bodies helps support the achievement of our strategic goals within a compliant framework. | | | | | | | | | | Third-party professional advisers and service providers Engaging with stakeholders 6.svg | | Why? The Company relies on its extensive network of professional advisers and service providers to help it originate, analyse and execute new investments, to assist with portfolio management and to support the business operations of the Company. How? The investment teams, Executive Directors and functional teams lead these relationships and maintain close and regular dialogue with our professional advisers and service providers who include due diligence providers, operational and IT support providers, law firms, the Registrars, the External auditor and the Company’s corporate brokers. | | The support from our advisers and service providers contributes to 3i’s long-term success. | | | | | | | | | | Communities Engaging with stakeholders 7.svg | | We embed responsible business practices throughout our organisation by promoting our values and culture. We use our influence with our portfolio companies to ensure that they assess their environmental and social impacts and dependencies and, where relevant, devise strategies to address them. We also partner with organisations and charities that support charities which relieve poverty, promote education and support elderly and disabled people. | | For details of the Company’s contribution to and engagement with communities see the Sustainability section. | | | | | | Page [56](#i54651540d1854c96ac12f3d021b55395_196) Act as a good corporate citizen | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 114 | | | | | | | | --- | --- | | | | | | | | Governance | | | Composition, succession and evaluation | | Board performance review | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | In accordance with the Code, during the year, the Board conducted its annual review of its own performance and that of its Committees and the Chair. The review process operates on a three-year cycle being externally facilitated at least once every three years. During the year, the performance review was undertaken externally by Lintstock Limited. Lintstock Limited performed no other services for the group during the year. | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Board performance review process | | | | | | | | | | | | | | | | Each Director and member of Executive Committee completed a Board performance review questionnaire and (except in the case of the Chair) a Chair performance review questionnaire. They each had a one-on-one discussion with Lintstock. | | Responses to the Board performance review questionnaire were collated by Lintstock and a report shared with the Chair on a non- attributable basis. | The Lintstock Chair review report was shared with the Senior Independent Director. | The Senior Independent Director led the review by the other Directors of the Chair’s performance and discussed the outcome of the review with him. | The report from Lintstock was shared and discussed with the Board at its March 2025 meeting. | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Topics covered in the 2025 review • Board composition; • Board dynamics and relationships; • Meetings, support and Committees; • Understanding stakeholder views; • Oversight of strategy and investments; • External developments and risks; and • People and succession. | | | | Findings from the 2025 review The overall finding was that the Board had continued to perform strongly and had benefitted from the leadership provided by the Chair. The review was very positive across a broad range of issues. It confirmed a consensus between the Board and executives that they were working well together and were focussed on the right issues and priorities for the year ahead. The Board agreed steps including: • to continue promoting greater interaction between non- executive Directors and the investment teams and to deepen non-executive Directors’ knowledge of the portfolio. This would include greater in person attendance at the six-monthly portfolio asset reviews; • to review the allocation of Board time between Action and other parts of the business, including potential long-term hold assets; • to provide additional opportunities for non-executive Directors to discuss people and organisational development topics directly with the Chief Human Resources Officer; and • to provide additional opportunities for non-executive directors to discuss investor feedback and themes with the Group Investor Relations Director and Sustainability Strategy Director. | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 115 | | | | | | | | --- | --- | | | | | | | | Governance | | | Composition, succession and evaluation continued | | | | | | --- | --- | | | | | Focus areas from the 2024 performance review | Actions and steps taken | | | | | Continued oversight on the performance of Action and other long-term-hold assets, and ensuring the Board developed and maintained appropriate mechanisms to satisfy itself in this regard. | The Board received regular updates on the performance of both Action and Royal Sanders, the Company’s second identified long-term hold asset. Non-executive Directors attended the six monthly asset reviews and the Board and Valuations Committee considered and approved the quarterly valuations. In January 2025, the Board visited Action’s head office and received presentations from the Action's CEO and other senior executives as well as visiting an Action store. The Board also received a presentation on Royal Sanders from the relevant investment team. | | | | | Maintaining oversight over the rest of the Private Equity and Infrastructure portfolio. | The Board maintained oversight over the Private Equity and Infrastructure portfolios in various ways including regular reports from the Chief Executive, involvement in the six- monthly asset reviews, consideration and approval of the quarterly valuations as well as presentations from investment teams and from portfolio companies. In the year, the Board received presentations from the CEOs of Action, European Bakery Group, Luqom, OMS, and the deal team of Royal Sanders. | | | | | Director succession planning. | Nominations Committee keeps Director succession planning under review considering the size, balance and composition of the Board in light of likely retirements and the needs of the Board going forward. For further details, see the report of the Nominations Committee on pages 116 to 120. During the year, Russell Reynolds, an independent search firm, assisted Nominations Committee in the search for a new non-executive Director. The process focused on the best candidate with appropriate skills and qualifications including being able to chair the Audit and Compliance Committee when Stephen Daintith retires from the Board. Hemant Patel was appointed as a Director in February 2025. | | | | | The form and process for the FY2025 board performance review. | After discussions on the form and process for the FY2025 Board performance review, the Board decided that as required by the UK Corporate Governance Code the FY2025 review should be externally facilitated and also decided that for continuity the review should be facilitated by Lintstock Limited which had led previous reviews. | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | Directors review of the performance of the Chair In her role as Senior Independent Director, Lesley Knox led a review by the Directors of the performance of the Chair which was also facilitated by the results of the Board performance review conducted by Lintstock Limited. Ms Knox subsequently reported back to the Board on the review and provided feedback to the Chair. | | | | | | | Read more on page [116](#i54651540d1854c96ac12f3d021b55395_337) Nominations Committee report | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 116 | | | | | | | | --- | --- | | | | | | | | Governance | | | Composition, succession and evaluation continued | | | Nominations Committee report | | | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | David Hutchison Committee Chair | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | I am pleased to present the Nominations Committee report for the year ended 31 March 2025 . My report explains the role of the Committee and its work this year. | | | | | | What the Committee reviewed in FY2025 | | | | | | • Board and senior management succession – Non-executive Director recruitment – Chair tenure – Contingency Executive Director succession plan – Board and senior management succession plans | | | | | | • Board and Chair evaluation | | | | | | • Size, balance and composition of the Board | | | | | | | | | | | | Committee membership | | Meetings | | | | David Hutchison (Chair) | | 2(3) | | | | Stephen Daintith | | 3(3) | | | | Lesley Knox | | 3(3) | | | | Coline McConville | | 3(3) | | | | Peter McKellar | | 3(3) | | | | Hemant Patel | | 1(1) | | | | Alexandra Schaapveld | | 3(3) | | | | | | | | | | The column above headed “Meetings” shows the number of meetings of the Committee attended by each member during the year, together with, in parentheses, the number of meetings they were entitled to attend. As explained in this report Mr Hutchison did not attend the meeting which included discussions of the Chair’s tenure and performance. | | | | | | | | | | | | | | | | Dear Shareholder Role and purpose of the Committee The Committee’s principal role is to ensure the Board has the necessary skills and experience to enable the Group to deliver its current and future strategic objectives. In doing this it keeps under review the size, balance and composition of the Board and ensures that plans are in place for orderly succession for both the Board and senior management positions, including contingency plans for unanticipated events. It also reviews the Company’s work on diversity, equity and inclusion. The Committee’s discussions are complemented by discussions at meetings of the full Board where appropriate. Directors Directors’ biographical details are set out on pages 102 and 103. All Directors are subject to re-appointment every year. Accordingly, at the AGM to be held on 26 June 2025, all the Directors will retire from office and, being eligible, will seek re-appointment. The Board’s recommendation for re-appointment of Directors is set out in the 2025 Notice of AGM. Hemant Patel was appointed to the Board as an independent non- executive Director with effect from 3 February 2025. There were no other changes to the membership of the Board during the year. Throughout the year, Lesley Knox continued to serve as Senior Independent Director. As Senior Independent Director, Lesley provides support to me, acts as an intermediary with the other Directors, if necessary, and oversees my appraisal and the review of my tenure by the other Directors. Lesley is also available to the Company’s shareholders to address any concerns they have been unable to resolve through me, Simon Borrows or James Hatchley or where they consider these channels to be inappropriate. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 117 | | | | | | | | --- | --- | | | | | | | | Governance | | | Composition, succession and evaluation continued Nominations Committee report continued | | Appointments and appointment process | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | We maintain a structured and transparent procedure for identifying the requisite skills and experience, evaluating suitable candidates, and appointing new Directors. For non-executive Directors, the assessment process includes an evaluation of their availability to fulfil their roles. Recommendations for appointments require Board approval. There was one non-executive Director appointment during the year. Russell Reynolds, an external search consultancy, assisted in the search process. The Committee conducted a review of its appointment process during the year and confirmed its continued appropriateness. Succession planning for the Board Our approach to succession planning seeks to ensure that Board retirements are planned for and occur in a coordinated manner and that the Board has an appropriate mix of skills and experience. This mitigates risks to the Company’s strategic objectives by avoiding gaps in key skills or a lack of continuity. The Committee believes that length of service will not necessarily compromise the independence or contribution of the Company’s Directors. The Nominations Committee evaluates the appropriate balance between the retention of the corporate memory of the Company (including detailed knowledge of portfolio companies in which it has been invested for many years), with maintaining a suitable rate of refreshment at any given point in time. The Board and Nominations Committee have carefully considered the question of Chair tenure as detailed on page 100. In my absence the Nominations Committee, chaired by the Senior Independent Director, reviewed my tenure as Chair in March 2025. Further details are set out in the Report from the Senior Independent Director on this page and in the Corporate Governance statement on page 100. The Board also recognises that in providing leadership, governance, challenge and support it must, when considering the Chair tenure, take account of matters including: the importance of Director independence; the need to periodically refresh the Board and its leadership; knowledge and understanding of the Company’s investment business and its strategic objectives; as well as diversity, continuity and retention of corporate memory. We believe that an appropriate balance of all these factors is essential both for the effective functioning of the Board and the delivery of the Board’s purpose. At times, this may result in some longer-serving Directors, including the Chair. | | | | | --- | --- | --- | | | | | | | Report from the Senior Independent Director on the Committee’s annual review of Chair’s tenure | | | | | | | | David Hutchison, who was appointed as Chair of the Board in November 2021, has now served as a Director for more than eleven years. This does not comply with the provisions of the UK Corporate Governance Code (“the Code”) and a full explanation of the background to David’s appointment as Chair and why the Nominations Committee and the Board believe it appropriate for the Chair to continue in office is therefore set out on page 100. The Board and Nominations Committee are aware of the risks to good corporate governance which could follow from excessive Chair tenure. As one of the measures adopted to mitigate this risk the Nominations Committee decided that it would review annually the continued appropriateness of the Chair’s appointment. This review is led by the Senior Independent Director and takes place in the absence of the Chair. The first such annual review, led by me, took place in March 2023 and the most recent review was conducted in March 2025. The Nominations Committee discussed the reasoning behind the provisions of the Code limiting Chair tenure, reviewed the circumstances of David Hutchison’s appointment as Chair and reviewed his performance in this role over the past year. This review was conducted in parallel with the annual Chair evaluation which acts as a further mitigant to the risks associated with tenure beyond nine years. At the 2024 AGM, over 91% of shareholders who voted at the AGM voted in favour of David Hutchison’s continued appointment. To date, shareholders have not expressed any significant concerns to the Company relating to David’s continued appointment. This year’s review concluded that David continued to perform effectively as Chair, continued to exercise objective judgement and continued to appropriately promote constructive challenge amongst Board members. The Committee noted the very favourable results from the Chair evaluation review, in particular the exceptional support David provides to his 3i and Board colleagues and the fact that he strikes the right balance in terms of leading the Board in a collegiate manner and also respecting the stewardship of the strategy and portfolio by executive management. The Nominations Committee also noted that in the context of a company where long-term knowledge of the business and its portfolio companies was of great importance, David’s continued appointment was all the more appropriate. The Committee concluded unanimously that David’s continued appointment for the coming year was in the best interests of the Company. Lesley Knox Senior Independent Director 14 May 2025 | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 118 | | | | | | | | --- | --- | | | | | | | | Governance | | | Composition, succession and evaluation continued Nominations Committee report continued | | Diversity and inclusion | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Board strongly supports the principle of boardroom diversity. The Board’s aim is to appoint Directors on merit so as to have a Board who have an appropriate mix of skills, experience and knowledge which is diverse in terms of gender, social and ethnic backgrounds, as well as cognitive and personal strengths. When we engage external consultancies to assist with Director appointments, they are instructed to put forward a diverse range of candidates for consideration from which the Board can make appointments on merit and against objective criteria. The Board currently comprises ten Directors, of whom four are women. This meets the 40% female gender diversity target set by the FTSE Women Leaders review. The Board also meets the Parker Review recommendation of having at least one Director from a minority ethnic group. During the year, the Committee reviewed the Company’s Equal Opportunities and Diversity policy and decided that no changes to the policy were required at this time. The Committee also reviewed the Company’s diversity, equity and inclusion activities during the year and considered how the Company’s Equal Opportunities and Diversity policy had been implemented. Further details are set out in the Sustainability report on pages 52 to 55. The Committee reviews and monitors initiatives aimed at developing a diverse pipeline of talent within the Company below Board level through the succession planning process referred to above and the appointments process. When hiring, we seek to recruit on merit from a diverse pool of candidates. Despite our approach the challenge nonetheless remains that there is a limited size talent pool, particularly at senior levels, within an extremely competitive market. The gender balance of our employees and our senior managers is reported in more detail in the Sustainability section on page 53. At  31 March 2025, our employees were 60.5% male and 39.5% female. The under-representation of women in senior management and investment roles at 3i is an issue we share with much of the private equity and alternative asset investment sector. Nonetheless, 3i continues to focus on increasing the number of women in these roles, whilst recognising that significant change will take time to achieve. As at 31 March 2025, 20% of Executive Committee plus their direct reports who were senior managers were female. (For further information and details on how this figure is calculated see page 53). Details of progress and action on ethnic diversity are contained in the Sustainability report on page 54. The Company participates in a number of diversity, equity and inclusion initiatives, details of which are contained in the Sustainability report on pages 53 and 54. | | | | | --- | --- | --- | | | | | | | | | | | Diversity of individuals on the Company’s Board and in executive management In accordance with LR 6.6.6 R (9) of the FCA Listing Rules, the Board confirms that, as at 31 March 2025, the Company met the targets set out in that rule in that at least 40% of the Board were women, that at least one of the specified senior positions on the Board (the Chair, the Chief Executive, the Senior Independent Director or the Chief Financial Officer) was held by a woman and that at least one Director was from a minority ethnic background. There have been no changes to the Board since 31 March 2025 that would affect the Company’s ability to meet these targets. In accordance with LR 6.6.6 R (10) of the FCA Listing Rules, the following tables set out data, as at 31 March 2025, on the ethnic background and the gender identity or sex of the individuals on the Company’s Board and in its executive management. | | ![](data:image/svg+xml;base64,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) | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | Number of Board members | Percentage of the Board | Number of senior positions on the Board (CEO, CFO, SID and Chair) | Number in executive management | Percentage of executive management | | | | Gender identity or sex | | | | | | | | | | Men | | 6 | 60% | 3 | 8 | 89% | | | | Women | | 4 | 40% | 1 | 1 | 11% | | | | a y | Not specified/prefer not to say | – | – | – | – | – | | | | Ethnic background | | | | | | | | | | White British or other white (including minority-white groups) | | 8 | 80% | 4 | 6 | 67% | | | | Mixed/Multiple ethnic groups | | – | – | – | – | – | | | | Asian/Asian British | | 2 | 20% | – | 1 | 11% | | | | Black/African/Caribbean/Black British | | – | – | – | – | – | | | | Other ethnic group including Arab | | – | – | – | – | – | | | | a y | Not specified/prefer not to say | – | – | – | 2 | 22% | | | | | | | | | | | | | | The tables above include data for three individuals who are included in both the Board and executive management. The Company’s approach to collecting the data used for the purposes of the above disclosures was to use data on gender or sex from our employee records and to ask the individuals which ethnic background was applicable to them together with permission to use it for this purpose, save where individuals were located in non-UK jurisdictions where we believe it would be inappropriate or unlawful to make such a request. | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 119 | | | | | | | | --- | --- | | | | | | | | Governance | | | Composition, succession and evaluation continued Nominations Committee report continued | | | | | | | --- | --- | --- | | | | | | | | | | | Composition of the Board at 14 May 2025 | | | | Tenure | | ![](data:image/svg+xml;base64,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) | | | | | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![3243](data:image/png;base64,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) | | | | --- | --- | | | | | l 20 % >9 years | l 20 % 6-9 years | | l 50 % 3-6 years | l 0 % 1-3 years | | l 10 % 0-1 years | | | | | | | | | | | --- | --- | --- | --- | | | | | | | | Ethnicity | | | ![3250](data:image/png;base64,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) | | | | --- | --- | | | | | l 20 % Ethnically diverse | l 80 % Not ethnically diverse | | | | | | | | | | --- | --- | --- | --- | | | | | | | | Gender diversity | | | ![3257](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAf4AAAA0CAYAAABra1pDAAAAIGNIUk0AAHomAACAhAAA+gAAAIDoAAB1MAAA6mAAADqYAAAXcJy6UTwAAAAEZ0FNQQAAsY58+1GTAAAAAXNSR0IArs4c6QAAAAZiS0dEAP8A/wD/oL2nkwAAAAlwSFlzAAAOxAAADsQBlSsOGwAAAShJREFUeNrt17ENgkAYhuHTOIAWWoMtlRPIJo4CzuMMRh3CVhnBDRCQWKnYmYvPk3y5/m/eXAgAAAAAAAAAAAAAAMBvjOq6LpwBBiX9qn4AUZo0K50BAP4k/MfzNZyaAe9t8lVIFrNwvNy6AUQb/jb6293BJeCDdZY+w7/dVw4CRGvsBAAg/ACA8AMAwg8ACD8AIPwAgPADAMIPAAg/ACD8AIDwAwDCDwDCDwAIPwAg/ACA8AMAwg8ACD8AIPwAgPADAMIPAAg/ACD8ACD8AIDwAwDCDwAIPwAg/ACA8AMAwg8ACD8AIPwAwFcm6ywNhTvAR8l82r35sn0TBwHiDX/ehL8dMKwN/yP+AJGGv1npDDD86e9X9QMAAAAAAAAAAAAAAAAAAHjlDjdrIa1HS9Z4AAAAAElFTkSuQmCC) | | | | --- | --- | | | | | l 40 % Women | l 60 % Men | | | | | | | Directors’ skills, experience and knowledge The Directors have a range of core skills, experience and knowledge which enable them to effectively support and appropriately challenge management on the delivery of 3i’s strategy. These skills include the following: • Audit and finance • Financial services and global markets • Investment trusts and asset management • Retail/Consumer/Commercial • Remuneration • Sustainability • Digital • UK plc governance • Prior experience as Chief Executive/Chief Financial Officer/Chief Investment Officer Training and advice The Company has a training policy which provides a framework within which training for Directors is planned with the objective of ensuring Directors understand the duties and responsibilities of being a director of a listed company and are updated on developments that particularly impact 3i. All Directors are required to keep their skills up to date and maintain their familiarity with the Company and its business. On appointment, all non-executive Directors participate in an extensive induction programme. They have discussions with the Chair and the Chief Executive. This is followed by briefings on: strategy; finance; Private Equity and Infrastructure including portfolio assets; external funds and co-investment and legacy funds; HR, remuneration and carry schemes; and legal, regulatory and compliance matters including the responsibilities of Directors. The Company provides opportunities for non-executive Directors to obtain a thorough understanding of the Company’s business by meeting members of the senior management team who in turn arrange, as required, visits to investment or support teams. In the year, Directors received presentations on Generative AI and the economic outlook, in addition to presentations given by the CEOs and Private Equity investment teams of a number of portfolio companies. They also received, during the course of Board and Committee meetings, updates on developments in relation to regulatory matters, sustainability, risk, financial and other reporting requirements and the UK and global tax environment. Directors have the opportunity to suggest additional subjects for presentations where they believe it would be helpful. All non-executive Directors have the opportunity to access the Company’s compliance e-training modules which are used to train the Company’s employees on regulatory compliance matters. The Company has procedures for Directors to take independent legal or other professional advice in relation to the performance of their duties. In addition, Directors have access to the advice and services of the Company Secretary, who advises the Board, through the Chair, on governance matters. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 120 | | | | | | | | --- | --- | | | | | | | | Governance | | | Composition, succession and evaluation continued Nominations Committee report continued | | Activities in the year | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | What was discussed | | What the Committee did | | Outcome | | | | | | | | | | Board and senior management succession | | Size, balance and composition of the Board, and non-executive Director appointments The Committee has continued to keep Board succession plans as well as the size, balance and composition of the Board under review. During the year, one appointment of a new non-executive Director was made. The Board now comprises ten Directors, being the Chair, three executive Directors and six independent non-executive Directors. | | The Committee remains of the view that a nine or 10 member Board is an appropriate size of Board for the Company and that the Board has the right balance of skills and experience. | | | | | | | | | | | | | | | | Contingency Executive Director succession plan The Committee reviewed its short-term contingency succession plans for scenarios where any of the executive Directors was unexpectedly unable to carry out their duties. | | The Committee noted the existing contingency arrangements for circumstances where any of the executive Directors suddenly became unable to carry out their duties. No changes to these arrangements were recommended. | | | | | | | | | | | | | | | | Senior management succession plans In relation to succession planning below Board level, and as part of the Board’s work to support the development of a diverse pipeline of talent, the Committee and the Board considered and discussed the 2024 Group Succession Planning and Strategic Capability Review, which was presented to the Directors by the Chief Human Resources Officer and other relevant Executive Committee members. This annual review identifies development and succession plans for key staff, including all members of the Executive Committee and their direct reports, with details of short-term contingency arrangements in case of a sudden vacancy, planned successors and identification of those who, with further experience, could be potential longer-term successors. | | The Board and the Committee were able to satisfy themselves as to the appropriateness of the succession planning process in place for senior positions within the Group. | | | | | | | | | | | | | | | | | Board performance review | | Details on how the annual Board performance review process was conducted and areas covered are on pages 114 and 115. The evaluation process for the year was externally facilitated by Lintstock Limited. The Committee reviewed the evaluation process which had been followed in the year with a view to identifying whether any changes or improvements should be made for future years. | | Details on the actions taken in response to the 2024 review and details of the outcome of the 2025 review are set out on pages 114 and 115. | | | | | | | | | | | | | | | | | Review of Chair tenure | | The Committee keeps the continued tenure of the Chair under regular review. This process is led by the Senior Independent Director and is particularly important given that the Chair has served as a Director for in excess of nine years. | | Details of the review are set out on page 117 in the report from the Senior Independent Director. The Committee concluded that the Chair’s continued appointment for the coming year was in the best interests of the Company. | | | | | | | | | David Hutchison Chair, Nominations Committee 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 121 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control | | | Audit and Compliance Committee report | | ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Stephen Daintith Committee Chair | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | I am pleased to present the Audit and Compliance Committee report for the year ended 31 March 2025. My report explains the Committee’s work this year. | | | | | | What the Committee reviewed in FY2025 | | | | | | • Financial and non-financial reporting • External audit • Internal control, compliance and risk management • Risk review | | | | | | | | | | | | Committee membership | | Meetings | | | | Stephen Daintith (Chair) | | 6(6) | | | | Coline McConville | | 6(6) | | | | Alexandra Schaapveld | | 6(6) | | | | Hemant Patel1 | | 1(1) | | | | | | | | | | 1 Mr Patel joined the Board on 3 February 2025. | | | | | | The column above headed “Meetings” shows the number of meetings of the Committee attended by each member during the year, together with, in parentheses, the number of meetings they were entitled to attend. Other regular attendees at the Committee meetings include the following: the Chair; Chief Executive; Group Finance Director; Chief Operating Officer; Company Secretary; Director of Group Reporting and Valuations; Head of Internal Audit; Head of Group Compliance; and the External auditor, KPMG LLP. | | | | | | | | | | | | | | | | Dear Shareholder We held six regular scheduled meetings this year, four of which were coordinated with 3i’s external reporting timetable. During the year, the Committee focused time on the Group’s technology roadmap which encompasses our IT strategy, cyber security, key system implementations, data strategy and architecture and emerging technologies including artificial intelligence. Management have successfully implemented a new treasury management system and HR system in FY2025, and are progressing well with a new ERP system. The Committee was also updated on the AI initiatives across the Group and our portfolio companies. In anticipation of the new requirements under provision 29, applicable to financial years beginning on or after 1 January 2026, the Committee considered management’s identification of key material controls across financial and non-financial reporting operations and were satisfied that the Group’s operations remain well controlled and the Group is well positioned to satisfy the new rules and reporting requirements under provision 29. An integral part of our control environment is the work our Internal Audit function conduct, and during the year, we oversaw the successful selection and transition of a new head of Internal Audit. The Audit Quality Review team (AQRt) of the FRC performed a review of KPMG’s audit of the Group’s FY2024 financial statements. The Committee reviewed and discussed the report with KPMG. In advance of each Committee meeting, I met with the Group Finance Director, the Chief Operating Officer and the Heads of Compliance and Internal Audit to discuss their reports as well as any relevant issues. I also met privately with KPMG as part of my ongoing review of their effectiveness and, periodically, with other members of the 3i senior management team. I continue to have regular discussions and planning meetings with management and KPMG on delivering an effective audit. The rest of the report sets out in detail the Committee’s activities in the year. It is structured as follows: • Governance • Report on the year • Areas of accounting judgement and control focus • Risk management and internal control effectiveness • Internal audit • External audit I look forward to engaging with you on the work of the Committee. Stephen Daintith Chair, Audit and Compliance Committee 14 May 2025 | | | | --- | --- | | | | | | Audit and Compliance committee’s terms of reference www.3i.com/investor-relations/governance/principal-board-committees | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 122 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Audit and Compliance Committee report continued | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | What the Committee reviewed in FY2025 | | | | | | | | | | | | | Financial and non-financial reporting • Annual and half-year reports and quarterly performance updates • Key accounting judgements and estimates • Update on the relevant thematic reviews from the FRC • Reviewed the Annual report to ensure that it is fair, balanced and understandable, including APMs • Going concern, Viability and Resilience statement • Sustainability disclosure enhancements including TCFD reporting and science-based targets | | | | | | | | | | | | | | | | | | | | | | | | External audit • Confirmation of the external auditor independence • Policy and approval for non-audit fees • FY 2025 audit plan, including significant audit risk (being the valuation of the unquoted investment portfolio) • Audit results report, including the results from testing Key Audit Matters • External auditor performance and effectiveness | | | | | | | | | | | | | | | | | | | | | | | | Internal control, compliance and risk management • Review of 3i’s system of risk management and internal control, including overseeing implementation of a new financial reporting key internal controls system, replacing the existing system • Internal audit reports assessing internal control, processes, fraud and matters relevant to financial reporting • Review of the Viability statement and the supporting stress test scenarios • Update on cyber security and penetration tests • Business resilience including IT and disaster recovery • Annual staff verification exercise • Audit and Assurance policy | | | | | | | | | | | | | | | | | | | | | | | | Risk review • Valuation reports and recommending the investment portfolio valuation to the Board • Review of investment themes from portfolio company review process and portfolio performance including sustainability issues and risks • Regular reviews of compliance with regulatory rules and compliance monitoring findings • Annual tax update and reports on tax policy and strategy • Reports from the Group Risk Committee (“GRC”) and the risk log • Update on litigation matters | | | | | | | | | | | | | | | Governance All members of the Committee are independent non-executive Directors. The Board believes members have the necessary range of financial, risk, control and commercial experience required to provide effective challenge to management. In particular, the Board is satisfied that Stephen Daintith has recent and relevant financial experience as outlined in the Code and the Committee as a whole has competence relevant to the sector in which it operates. The attendance of members at meetings is shown in the table on page 121. The Committee meets privately for part of its meetings and also has regular private meetings with the External auditor, the Group Finance Director, the Chief Operating Officer, the Head of Internal Audit and the Head of Compliance in the absence of other members of the management team. Report on the year The review work of the Committee in the past year is summarised in the table on this page. This work included the assessment and evaluation of the areas of significant accounting judgement, and monitoring the effectiveness of 3i’s risk management framework as described in more detail later in this section. In addition, the Committee focused on a number of topics, which are set out below. Taxation The Committee received an annual update from the Group Tax Director on the Group’s taxation status which covered liaison with fiscal authorities in the UK and other jurisdictions, relevant external developments, and material tax projects. Cyber security and IT The Committee also received an annual update on cyber security and key IT projects. There were no serious cyber incidents reported in the year and the Committee noted the work undertaken to: further improve 3i’s cyber security maturity and detective and protective controls; enhance business operational resilience and manage third party IT supplier risk; and maintain staff training and awareness on cyber security risks. The update on IT projects covered resilience and continuity planning, and monitoring progress on key system projects, including the replacement of the Treasury Management and HR systems completed during the year, and of the ERP system, currently underway. Going concern and viability The Directors are required to make a statement in the Annual report and accounts as to 3i’s viability. The Committee provides advice to the Board on the form and content of the statement, including the underlying assumptions. In advance of the year-end the Committee reviewed the Group’s proposed stress test scenarios to support the going concern basis and Viability statement. At the year end, the Committee evaluated a report from management setting out its view of 3i’s viability and content of the proposed Viability statement. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 123 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Audit and Compliance Committee report continued | | This report was based on the Group’s strategic plan and covered | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | forecasts for investments and realisations, liquidity and gearing, including forecast outcomes of the stress tests and forecast capital and liquidity performance against an assessment of the Group’s risk profile. It incorporated the 31 March 2025 valuations and consideration of a range of economic outcomes. The Committee discussed whether the choice of the three-year period remained appropriate and concluded that it remained the most appropriate period and provided more certainty on the Group’s performance due to the nature of the Group’s business and its risk appetite to invest in Private Equity and Infrastructure investments for a period of four to six years, whilst acknowledging the reduced reliability of assumptions in the later period of the plan. See our Resilience statement on page 127 for further details. The Directors believe the Group has sufficient financial resources and liquidity, is well placed to manage business risks in the current economic environment, and can continue operations for a period of at least 12 months from the date of issue of these financial statements. The Directors have also considered key dependencies set out within the Risk management section including investment and operational requirements. Taking into account the assessment of the Group’s stress testing results and its risk appetite statement on page 80, the Committee agreed to recommend the Viability statement and three-year viability period which was subsequently approved by the Board. Audit and Assurance policy Our Audit and Assurance policy was considered by the Committee as part of its review of the effectiveness of 3i’s risk management and internal control system; in particular, in its assessment of the scope and adequacy of audit and assurance activities. Areas of accounting judgement and control focus The Committee pays particular attention to matters it considers to be important by virtue of their complexity, level of judgement and potential impact on the financial statements and wider business model. Significant areas of focus considered by the Committee are detailed on the next page, alongside the actions taken by the Committee (with appropriate challenge from the External auditor) to address them. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 124 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Audit and Compliance Committee report continued | | Areas of accounting judgement and control focus | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | Valuation of the proprietary capital investment portfolio | | Area of significant attention The most material area of judgement and estimation in the financial statements, and noted as a significant risk and Key Audit Matter by the External auditor, relates to the valuation of the unquoted investment portfolio, which, at 31 March 2025 , was £ 24,663 million, or 93% of gross assets, under the Investment basis. In recognition of the importance of this area, the Board has a Valuations Committee to review the valuations policy, process and application to individual investments. The Valuations Committee provides quarterly oral reports to the Audit and Compliance Committee and the Board, supported by the relevant minutes of the Valuations Committee. | | What the Committee reviewed and concluded On behalf of the Board, the Committee received and evaluated quarterly reports from the Chair of the Valuations Committee and the External auditor, with particular focus on the assumptions supporting the valuation of unquoted asset investments, any valuation uncertainties and the proposed disclosures in the financial statements. Members of the Committee also attend the Valuations Committee meetings. The detail on the key valuation considerations and the review and challenge undertaken in the year is included in the Valuations Committee report on pages [130](#i54651540d1854c96ac12f3d021b55395_373) to 134. The Committee also reviewed and concluded that no fair value adjustment should be made to the investment entity subsidiaries’ NAVs and judgement for control is appropriate for those investees and funds consolidated within the Group. | | | | | | | | | | | | | | | | | | | | | | | | | | | | Fair, balanced and understandable and the presentation of 3i’s reports and accounts | | Area of significant attention Under the Code, the Board should establish arrangements to ensure the Annual report presents a fair, balanced and understandable assessment of the Group’s position and prospects. The Group prepares the non-GAAP Investment basis financial statements to provide a disaggregated view of the underlying portfolio alongside the IFRS basis to aid in the understanding of the results and performance of the underlying portfolio. | | What the Committee reviewed and concluded The Committee reviewed the half-yearly and annual financial statements as well as the quarterly performance updates with management, focusing on the integrity and clarity of disclosures and enabling the Board to provide the fair, balanced and understandable confirmation to shareholders in the Annual report and accounts 2025. A report summarising the considerations for the Annual report and accounts 2025 was reviewed by the Committee in advance of the year-end and a summary of the detailed procedures undertaken was prepared alongside the Annual report and accounts 2025 . | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 125 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Audit and Compliance Committee report continued | | Internal audit | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Committee continued to monitor the scope, activity, and resources of the Group’s Internal Audit function, including approving the internal audit plan and assessing whether its operating model remained effective and in line with relevant professional standards. The Committee receives quarterly updates on internal audit activity, including the results of reviews of 3i’s investment offices and professional services teams; updates on outstanding agreed actions from previous reports; and any changes to the audit plan in response to business developments or new areas of higher risk. In the absence of an external quality assessment in FY2025, the Committee also received an effectiveness self-assessment from the Head of Internal Audit which is designed to assist the Committee in its monitoring of the function. Based on reports and other evidence seen, and meetings held over the course of the year, the Committee concluded that the Internal Audit function remained effective. External audit The Committee has responsibility for making recommendations to the Board on the appointment of the External auditor, determining its independence from the Group and its management and agreeing the scope and fee for the audit. Jonathan Mills, who has served as the lead audit partner since his appointment in 2021, is currently completing his fifth audit in this role. In line with rotational requirements, a new lead audit partner has been appointed for FY2026. Accordingly, the Committee has endorsed the appointment of Fang Fang Zhou as Jonathan Mills’ successor. Auditor independence The Group has a policy for setting out what non-audit services can be purchased from the firm appointed as External auditor or a member of the firm’s network. The aim of the policy is to support and safeguard the objectivity and independence of the External auditor and to comply with the FRC’s Ethical Standards for auditors. It also ensures that where fees for approved non-audit services are greater than a pre-determined limit, they are subject to the Committee Chair’s prior approval. The policy permits certain non-audit services to be procured, following approval, when the Committee continues to see benefits for the Group in engaging KPMG. Examples of this include work: • that is closely related to the external audit as described in para 5.36 of the FRC’s Ethical Standards; • where a detailed understanding of the Group is required; and • where KPMG is able to provide a higher quality and/or better value service than other potential providers. The key principle of our policy is that permission to engage the External auditor will always be refused when a threat to independence and/or objectivity is present or perceived or without any proper safeguards in place. In line with the FRC’s Ethical Standards, 3i will not generally use KPMG for any non-audit services (unless explicitly permitted) that are not closely related to KPMG’s role as 3i’s External auditor. This includes tax and legal, consulting and investment-related services such as due diligence. All proposals for services with KPMG must be forwarded to the Chief Operating Officer in the first instance and will require approval by the Chair of the Audit and Compliance Committee above a defined limit and provided the work is not closely related to KPMG’s role as 3i’s External auditor. Examples of services that require additional approval include: • the fee exceeds £100,000; or • the service is work other than services closely related to KPMG’s role as 3i’s External auditor. Smaller engagements with fees of less than £100,000 and services that are explicitly permitted and are not considered closely related to the audit are approved by the Chief Operating Officer on behalf of the Committee. KPMG has reviewed its own independence in line with these criteria and its own ethical guideline standards. This includes the review of due diligence processes undertaken within the Group’s investment activities. KPMG has confirmed to the Committee that following its review it is satisfied that it has acted in accordance with relevant regulatory and professional requirements. Audit and non-audit fees The total audit fee for the year was £2.9 million (2024: £3.1 million). Non-audit fees paid to the External auditor were £0.4 million (2024: £0.4 million). Non-audit service fees represent 14% of the audit fee and remain well within the cap of 70% of the average audit fee over the previous three years. The Committee concluded that these fees fell within its criteria for engaging KPMG and do not believe they pose a threat to the External auditor’s independence or objectivity. Assessing external audit effectiveness The Committee reviews the effectiveness of KPMG through the use of questionnaires completed by management, by considering the extent of its contribution at Committee meetings throughout the course of the year, and in one-to-one meetings. The FY2025 evaluation also reviewed the quality of the audit process, the use of KPMG’s valuation specialists to support the audit of the portfolio valuations and the technical knowledge of the team. The Committee concluded that the audit was effective and that there should be a resolution to shareholders to recommend the re-appointment of KPMG LLP at the 2025 AGM. Risk management and internal control framework The Committee is responsible, on behalf of the Board, for overseeing the effectiveness of the Group’s risk management and internal control system. The overall framework is reviewed by the Committee in accordance with the Guidance on Risk Management, Internal Control and Related Financial and Business Reporting issued by the FRC. The GRC, Executive Committee and senior managers are required to provide the Committee with regular updates on a range of topics to enable the Committee to form a view on the Group’s principal risks, risk mitigation plans and any significant new risks, themes or developments. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 126 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Audit and Compliance Committee report continued | | The GRC provides an update on the assessment of the Group’s | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | principal risks and new and emerging risks, together with details of how these are being managed or mitigated in the context of the Group’s strategic objectives and risk appetite. The reports also include updates on key sustainability risks and developments, both in relation to the Group and the investment portfolio. Further details can be found in the Risk management section on pages 80 to 93. The Committee receives a range of reports and information on the operation of the Group’s system of internal control, including controls over financial reporting. The Group’s external reporting is subject to a well-established input, review and verification process, which the Committee is briefed and consulted on. Details of what the Committee reviewed can be found in the tables on pages 122 and 124. A summary of the key control framework is set out below. Review of effectiveness For monitoring and reporting purposes, a significant control failure or weakness is defined as one resulting in or with potential to result in a material misstatement in the financial statements or loss to the business, or significant reputational damage, penalties or sanctions. Both the External and Internal Auditors provide the Committee with details of their respective reporting frameworks, including materiality limits and risk ratings. This is to ensure there is an understanding of how the definitions are applied in evaluating the nature and severity of any risk or internal control findings and the appropriateness of remedial action plans. The Committee’s review of the risk management and internal control system takes into account the various updates and reports outlined in this section. In addition, the Committee receives an annual risk and internal control effectiveness review from Internal Audit and an end- of-audit report from the External auditor. The Executive Committee, supported by their direct reports, is also required to sign-off an annual control attestation, the results of which are reported by Internal Audit. The Committee also reviews the Group’s anti-fraud programme and use of the whistle blowing facility. The Committee performed its annual review of the system’s effectiveness and reported its conclusions to the Board. The Board noted that the system has been in place for the year under review and up to the date of approval of this Annual report and accounts 2025, and that there had been no significant control failings or weaknesses which required remedial action. | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | Summary of key control framework | | | | | | | | | | | Investment process | | Investment portfolio companies | | Investment portfolio management | | | | | | | | | | | | | | | | • Due diligence process • Investment procedures • Investment Committee review and approval • Sustainability assessment • Responsible Investment policy | | • 3i Board representatives • Active management of senior appointments • Minimum sustainability requirements | | • Procedures for portfolio management • Monthly portfolio company dashboards and performance monitoring • Six-monthly investment and portfolio company reviews, including reporting against sustainability requirements | | | | | | Viability and going concern | | Valuations process | | Financial reporting | | | | | | | | | | | | | | | | • Stress testing methodology and modelling • Analysis of assets and liabilities • Capital adequacy review process • Group strategy and liquidity forecasting models | | • Approved Valuations policy • Investment and portfolio company review processes • Central oversight by the Valuations team, Investment Committee and Valuations Committee | | • Framework of key financial controls and reconciliations • Portfolio, fund and partnership accounting processes • Documented analyses of complex transactions and changes in accounting requirements and disclosures • Operating expense budget | | | | | | People and culture | | Advisory relationships | | Third-party service suppliers | | | | | | | | | | | | | | | | • Values framework and HR policies • Performance management framework • Remuneration policies • Conduct and compliance policies and monitoring • Succession planning process | | • Pre-approved suppliers of investment due diligence services • Tendering and approval process for other advisers, eg legal, tax • Monitoring of performance and patronage • Confidentiality and conflicts management | | • Use of 3i’s Supplier Relationship Management tool • Required contractual protections, eg data security and business continuity • Oversight and governance frameworks for critical suppliers • Independent service organisation reports | | | | | | Balance sheet management | | Change management | | IT systems and security | | | | | | | | | | | | | | | | • Treasury policy and control framework • Liquidity monitoring framework • Fund transfer and release controls • Portfolio concentration and vintage control monitoring framework • FX hedging programmes | | • Approval process for changes to corporate structure or new products/business areas • Ongoing monitoring of legal and regulatory changes • Active participation and engagement with government, regulators and trade bodies • Business systems project governance and oversight | | • IT governance and policy framework • Access and data security controls • Back-up and disaster recovery procedures and testing • IT and cyber security monitoring and control framework, and regular penetration tests • Staff cyber security awareness training | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 127 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued | | Resilience statement | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Our resilience is dependent on the success of our investment strategy, careful management of our balance sheet and costs, and the ability to attract and retain a capable and diverse team. This is underpinned by a strong institutional culture and values, robust corporate governance, and effective risk and operational management. Our resilience assessment draws upon a number of interdependent components, illustrated below. Further information can be found in the sections on the Group’s business strategy (pages 12 to 17), Approach to risk management (pages [80](#i54651540d1854c96ac12f3d021b55395_250) to 93) and Sustainability (pages 39 to 68). | | | | --- | --- | | | | | | | | | Resilience assessment | | | | | | People Portfolio Net asset value Liquidity Sustainability approach | | | | | | Stress test scenarios • Economic downturn • Underperformance of Action • Combined scenario with widespread economic turmoil and concentration risk • Impact of a significant event • Climate change | | | | | | | | | | | | | | | | | | Principal risks analysis | | | | | | Long-term risks and opportunities | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | 3i business model | | | | | | | | | | | | | | | | | | | | | | | | Investment Committee Investment strategy and Responsible Investment policy | | | | | | | | Megatrends/investment themes | | | | Demographic and social change | | | | | | | | Value-for-money and discount | | | | | | | | Digitalisation, digital transformation and big data | | | | | | | | Energy transition, energy security and resource scarcity | | | | | | | | | --- | | | | | | Strategy and risk assessment | | | | Strategic objectives and Key performance indicators | | | | Short to medium-term risk assessment • External environment • Investment outcomes • Operational | | | | | | | | | | Longer-term risk assessment • Climate/environmental • Geopolitical • Societal and demographic • Technological • Economic | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 128 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Resilience statement continued | | Short-term resilience | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | In assessing our short-term resilience, we undertake regular portfolio monitoring, including six-monthly strategic portfolio company reviews and monthly trading updates for each portfolio company. These reviews highlight and appraise sources of risk at a portfolio company level and feed into the quarterly valuation process. Regular portfolio updates are provided to the Board and Audit and Compliance Committee. We also carry out periodic assessments of the Group’s operational resilience, including key people risks, IT systems and security infrastructure, and critical third-party suppliers. Active management of liquidity underpins our short-term resilience, which is supported by the ready availability of short-term funding and a conservative balance sheet policy that ensures a low level of structural gearing at the holding company level. The identification of material uncertainties, that could cast significant doubt over the ability of the Group to continue as a going concern, forms the basis of the Directors’ Going concern statement below. Going concern statement Going concern is assessed for a period of at least 12 months from the date of approval of the Annual report and accounts. The Directors are required to evaluate whether the Group has adequate resources to continue in operational existence for at least the next 12 months. The Directors have made an assessment of going concern, taking into account both the Group’s current performance and outlook using the information available up to the date of issue of these financial statements. In carrying out their assessment of going concern and short-term resilience, the Directors considered a wide range of information, including: • details of the Group’s strategy, risk appetite, and business and operating models; • information on the Group’s principal risks and mitigation plans; • a summary of the financial position considering performance; and • current market volatility and geopolitical and economic uncertainties. The Group monitors its funding position and its liquidity risk throughout the year to ensure it has access to sufficient funds to meet forecast cash requirements. At 31 March 2025, the Group remained well funded with liquidity of £1,323 million (31 March 2024: £1,296 million). Liquidity comprised cash and deposits of £423 million (31 March 2024: £396 million) and undrawn RCF of £900 million (31 March 2024: £900 million). The Group monitors its liquidity regularly, ensuring it is adequate and sufficient. This is underpinned by the monitoring of investments, realisations, foreign exchange hedging (including the liquidity impact of the Group hedging programme), operating expenses and receipt of portfolio cash income. Liquidity is also central to the Group’s dividend policy to maintain or grow the dividend year-on-year. This policy is subject to maintaining a conservative balance sheet approach and is therefore informed by the outlook for investment and realisation levels. Allowing the Group to exercise discretion over the level of dividends paid ensures that the Directors can recommend a sustainable dividend which takes into account the need to maintain liquidity for new investment and operating expenses. The Directors have acknowledged their responsibilities in relation to the financial statements for the year to 31 March 2025. After making the assessment on going concern and short-term resilience, the Directors considered it appropriate to prepare the financial statements of the Company and the Group on a going concern basis. The Group has sufficient financial resources and liquidity and is well positioned to manage business risks in the current economic environment and can continue operations for a period of at least 12 months from the date of this report. The Directors have concluded that there are no material uncertainties or risks that could cast significant doubt over the short-term resilience of the Group or its ability to continue as a going concern over the duration of that period based on investment and operational requirements. Medium-term resilience The assessment of medium-term resilience, which includes the modelling of stress tests and reverse stress tests, considers the viability and performance of the Group in the event of specific stressed scenarios which are assumed to occur over a five-year horizon in line with the Group’s strategic planning process. The stress testing focuses upon the principal risks, but also considers those new and emerging risks which are considered to be of sufficient importance to require active monitoring by the GRC; these include, for example, the risk of underperformance in specific assets in the portfolio and the impact of climate change. The medium-term resilience of the Group is examined through analysing the impact of these scenarios on key metrics such as net asset value and liquidity. In each stress test scenario, the Group remains viable. The medium- term resilience of 3i is further supported by the availability of controllable management actions that can mitigate the impact of certain stress events. These actions include, for example, the flexing of investment and dividend levels for liquidity purposes. Viability statement The stress testing as detailed above forms the basis of the Viability statement. 3i conducts its strategic planning over a five-year period; the Viability statement is based on the first three years, which reflects our long-term hold investments in Action and Royal Sanders, and the Group’s risk appetite to invest in Private Equity and Infrastructure investments for a period of four to six years and, therefore, provides more certainty over the forecasting assumptions used. The Directors assess 3i’s viability and medium-term resilience over a three-year period from the date that the Annual report and accounts is approved. 3i’s strategic plan and associated principal risks, as set out on pages 85 to 93, are the foundation of the Directors’ assessment. The assessment is overseen by the Chief Operating Officer and Group Finance Director and is subject to challenge by the GRC, review by the Audit and Compliance Committee and approval by the Board. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 129 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Resilience statement continued | | The Group’s strategic plan projects the performance, net asset value | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | and liquidity of 3i over a five-year period and is presented at the Directors’ annual strategy meeting in December and updated during the year as appropriate. At the strategy meeting, the Directors consider the strategy and opportunities for, and threats to, our long- term hold assets, Private Equity and Infrastructure and the Group as a whole. The outcome of those discussions is included in the next iteration of the strategic plan which is then used to support the assessment of viability and medium-term resilience. The current iteration of the strategic plan reflects the current macro-economic headwinds and geopolitical uncertainty. The Group’s viability testing considers multiple severe, yet plausible, individual and combined stress scenarios. These scenarios include a range of estimated impacts, primarily based on providing additional support to portfolio companies as a result of a downturn and delaying the Group’s ability to realise and make new investments. A key judgement applied is the extent of the impact of certain market and economic developments, including the outlook on interest rates, inflation and economic growth. The scenarios tested are as follows: • widespread economic turmoil – considers the impact of a recession, triggered by persistent inflation, a marked slowdown in global economic growth, and weak consumer demand; • underperformance of Action – considers the impact if 3i’s largest asset, Action, was to suffer an extreme downturn in performance; • combined scenario with widespread economic turmoil and concentration risk – considers both scenarios occurring at the same time; • impact of a significant event – considers the impact of a loss in value of certain portfolio companies following a material event such as significant operational underperformance, covenant breaches, fraud, a cyber security breach or other sustainability issues; and • climate change – considers the impact of climate change on 3i’s portfolio, driven by changes in consumer behaviour, regulations, and other physical and business risks. The assessment projects the amount of capital the Group needs in the business to cover its risks, including financial and operational risks, under such stress scenarios. The results of each of the stress test scenarios indicate that the Group is able to meet its obligations as they fall due for the viability period over three years from the date of approval of these financial statements by, in certain cases, making use of controllable management actions. In all these scenarios the Directors expect the Group to be able to absorb the impact on NAV, whilst the liquidity and solvency of the Group is protected. Mitigating actions within management control include reducing new investment levels, dividend levels and drawing on the existing RCF. The analysis shows that, while there may be a significant impact on the Group’s reported performance in the short term under a number of these scenarios, the resilience and quality of the balance sheet is such that solvency is maintained, and the business remains viable. As part of the assessment of viability and medium-term resilience, the Group also undertakes reverse stress testing to identify the circumstances under which the Group’s business model would no longer remain viable. These circumstances include a prolonged delay in the projected realisation date of investments, at the same time as continued investment by the Group at a level not supported by the liquidity forecast. In the absence of any mitigating management actions, these reverse stress tests determine the point at which the Group would lack the liquidity to remain viable. Overall, the reverse stress tests are sufficiently improbable as to provide a low risk of impact to the Group’s viability and medium-term resilience. In practice, in the event of a market downturn and a significant delay in realisations, mitigating actions within management control would be exercised to provide sufficient liquidity. Taking the inputs from the strategic planning process and its stress scenarios, the Directors reviewed an assessment of the potential effects of 3i’s principal risks on its current portfolio and forecast investment and realisation activity, and the consequent impact on 3i’s capital and liquidity. Based on this assessment, the Directors have a reasonable expectation that the Company and the Group will be able to continue in operation and meet all their liabilities as they fall due up to at least the end of the three-year period of the assessment. Long-term resilience The long-term resilience of our business is underpinned by our capabilities as a leading investor in Private Equity and Infrastructure assets, including our long-term hold assets, and our effective risk management of the core elements of our business model (pages 14 and 15). This includes our long-term responsible approach to investment, conservative balance sheet strategy and an effective team built on a consistent set of shared values. Fundamental to our long-term resilience is our investment strategy. We invest capital in businesses to deliver capital returns and portfolio and fund management cash income to cover our costs, and increase returns to our investors. Our long-term investment horizon is possible because we have a permanent capital base and are not driven by fundraising cycles. We adopt a sector and thematic approach to origination and portfolio construction which in turn supports long- term sustainable growth in the portfolio. Crucially, this investment approach can be adapted in response to new and emerging risks and challenges including climate change, societal and demographic trends and technological changes. It also informs decision taking on portfolio realisations enabling the composition of the investment portfolio to evolve over time. The analysis and management of our principal risks is focused on the short to medium term, and used as a basis to develop a range of stress test scenarios. Although these are modelled over a five-year horizon, the resilience shown by the Group, and its ability to recover from these stressed situations, supports the assessment of our resilience over a longer term. The availability and effectiveness of management actions employed in the stress testing scenarios demonstrates the flexibility with which we can respond to new and emerging risks. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 130 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued | | | Valuations Committee report | | | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Peter McKellar Committee Chair | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | I am pleased to present the Valuations Committee report for the year ended 31 March 2025. My report explains the role of the Committee, as well as the work we reviewed this year. | | | | | | Committee membership | | Meetings | | | | Peter McKellar (Chair) | | 4(4) | | | | Simon Borrows | | 4(4) | | | | James Hatchley | | 4(4) | | | | David Hutchison | | 4(4) | | | | Lesley Knox | | 2(4) | | | | Alexandra Schaapveld | | 4(4) | | | | The column above headed “Meetings” shows the number of meetings of the Committee attended by each member during the year, together with, in parentheses, the number of meetings they were entitled to attend. Other regular attendees at the Committee include the following: Audit and Compliance Committee Chair; Chief Operating Officer; Group General Counsel; Managing Partners of Private Equity; Director of Group Reporting and Valuations; and the External Auditor, KPMG LLP. | | | | | | | | | | | | | | | | Dear Shareholder The Valuations Committee plays a key role in providing the Board with assurance that the valuation methodology and process are robust and independently challenged. During the year, we met four times as part of the Group’s external reporting timetable. We reviewed and challenged the assumptions behind management’s proposed asset valuations and reported to the Audit and Compliance Committee and the Board. Throughout FY2025, we have maintained our usual rigour and challenge of earnings and multiples across the portfolio. Our long-term hold assets, Action and Royal Sanders, have delivered very strong performance, as well as a number of other larger assets across our portfolios. As the most significant asset by value for the Group, we continue our focus on the valuation of Action, for which the valuation methodology used, an earnings basis, is in line with the vast majority of our other Private Equity portfolio companies. Further details on the Action valuation can be found on page 133. We also spent a considerable amount of time in the year on assets facing market-specific challenges. In these instances, where assets are at a low point in their respective market cycles, we have discussed with management the approach to determining the maintainability of earnings, quality of normalisations and, where applicable, triangulation against multiple data points to determine a fair value range. We have also spent time considering the valuation trajectory of those assets that are in a sales process, and, for those assets which have successfully been sold, conducted the relevant backtesting analysis. At the time of conducting our valuation process at 31 March 2025, equity markets experienced heightened uncertainty as a result of the anticipated and resulting US tariff announcements. Following the announcement, our teams were quickly able to determine that only a small number of our portfolio companies would likely be directly impacted, and where impacts were identified, we would expect these to be largely mitigated. Our valuation approach, much like the approach we have taken during other times of heightened volatility, for example the pandemic and Russia's invasion of Ukraine, is to maintain our longer-term view on our portfolio and valuation multiples, and consider a wide range of data points, including, but not limited to, the peer group current averages, long-term through the cycle averages, recent comparable transactions and exit guidance. Our selection of multiple movements in the year reflected this analysis. We welcome the FCA’s 2024 review of Private Market Valuations, published on 5 March 2025. We were selected to participate in Phase 1 of the review, which was a questionnaire. We provided detailed responses to this questionnaire covering how we operate our valuation process and the policies, procedures and governance that underpin it. This was submitted in August 2024. We were not involved in Phase 2 which consisted of an in- depth review by the FCA of governance and processes at certain firms. Our existing valuation policy, process and governance are aligned to the FCA’s guidance, and we remain committed to ongoing transparency in our valuation practices for shareholders, regulators, and other stakeholders. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 131 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Valuations Committee report continued | | Our valuation process is well-controlled, rigorous, and robust, guided | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | by a Group Valuation Policy aligned with the IPEV principles. Independent challenge by both management and this Committee is integral to our process, particularly in key areas of themes and judgement, such as earnings maintainability, appropriate multiples, and discount rates. We apply the same discipline across all asset classes, including in our role as manager to 3iN. Recent transactions continue to validate our valuation approach, with premiums on exit primarily driven by competitive tension in the exit process. We complete backtesting of realisations to help inform on our process. Our principal focus year on year is the Group’s unquoted investments in Private Equity and Infrastructure, as a high level of judgement is required to value this portfolio of assets. This portfolio accounts for 96% of 3i’s investment portfolio. The valuation of the Group’s largest Infrastructure investment, namely the quoted holding in 3iN, represents 3% of 3i’s investment portfolio, and the valuation is based on the share price of 3iN at the relevant balance sheet date. | | | | --- | --- | | | | | | Valuations Committee’s terms of reference www.3i.com/investor-relations/governance/principal-board-committees | | | | At each Committee meeting, we received a detailed report from the Group Finance Director and Chief Operating Officer recommending the proposed valuation of the Group’s investment portfolio. This report highlights the main drivers of value movement, analysed between performance (movement in earnings and net debt), multiple movements and other factors. At each meeting, we also reviewed selected assets for detailed discussion; examples of such assets covered during the year included Action, SaniSure, ten23 health and Wilson. I met the Group Finance Director and Chief Operating Officer in advance of each meeting to discuss the key valuation assumptions and to review management’s paper before circulation. I also met the External auditor, KPMG, privately to discuss the results of its quarterly reviews. These reviews challenged management’s approach to valuations, the selection of comparable multiples and the relevance of earnings adjustments. Additionally, KPMG selected a sample of 11 assets, equivalent to 87% of the 31 March 2025 unquoted portfolio by value, across the half-year and full-year ends, for an in-depth review by its specialist valuations team to help to derive an independent valuation range. In March 2025, KPMG and I discussed their approach to the year-end audit and their sample of assets selected. In advance of the half-year and full-year ends, management hold portfolio company review (“PCR”) meetings with the respective investment teams. Non-executive Directors, including myself, the Chair and members of the Committee, attended a significant proportion of the meetings held in September 2024 and March 2025. Our valuation methodology and process remain consistent. The valuation inputs for the Group’s portfolio companies are reviewed on a case-by-case basis and considered against business plans, budgets, shorter and longer-term views on trading, and sector performance. Management considers various data points to support the fair value of investments, including estimates of run-rate and forecast earnings and the maintainability of these, in addition to historic earnings. The judgements applied and resulting valuations were discussed with the Committee and the External auditor throughout the year. We embed an assessment of sustainability factors on our portfolio companies throughout our investment lifecycle. These assessments form part of our normal portfolio management process, and as part of our PCR process, which helps inform investment decisions, mitigation of risk and value creation opportunities. As part of our case-by-case review of our portfolio companies, the risks and opportunities from climate change and other sustainability factors are one of the considerations in the overall discussion on fair value. The rest of this report sets out in more detail what the Committee did during the year. Peter McKellar Chair, Valuations Committee 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 132 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Valuations Committee report continued | | The Committee focused on the following issues in FY2025 : | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | Earnings and multiple assumptions | | Area of significant attention Of the total portfolio by value, 90% is valued using a multiple of earnings at 31 March 2025. The majority of assets are valued using their last-twelve-months (“LTM”) earnings up to the prior quarter of the valuation date. When required, earnings of the portfolio company may be adjusted to what is considered “maintainable”. We also apply a liquidity discount to the enterprise value determined according to factors such as our alignment with management and other shareholders and our investment rights in the company. The liquidity discounts are generally set at 5% of the enterprise value of the company. In some cases, such as instances where we hold a minority stake, the discount rate can be higher. There is also a significant degree of judgement in selecting the set of comparable quoted companies and transactions which are used as a key data point in determining the appropriate multiple to calculate an enterprise value. Multiples are selected by reference to the market valuation of quoted comparable companies, long-term averages of comparable companies, M&A transactions and input, in certain cases, from corporate finance advisers. We also take into account growth profile, geographic location, business mix, degree of diversification, and leverage/refinancing risk. The multiple implied by the quoted comparables may be adjusted if, in certain cases, the longer-term view (cycle or exit plan) supports the use of a different multiple. This continues to be an important exercise given the market volatility we have seen as a result of the macro-economic environment. We continue to consider the impact of IFRS 16 and ASC 842 on the quoted comparable companies for those assets that report under local GAAP. Private Equity assets are typically valued using a multiple of earnings. However, alternative valuation methodologies, such as a DCF valuation or a sum-of-the- parts, may be considered as an alternative benchmark for potential value or as a cross-check relative to the earnings-based valuation. In the year, the Committee placed a key focus on: • the budgets and projections for each portfolio company versus performance; • the maintainability of earnings across LTM, forecast and run-rate earnings; • the quality of earnings and the impact of one-off related normalisation adjustments; • portfolio company leverage and covenant monitoring; and • our long-term, through-the-cycle, view on multiples against the average of the quoted comparable peer sets. | | What the Committee reviewed and concluded Earnings data is received monthly from Private Equity portfolio companies and monitored closely by management. Actual earnings may then be adjusted in management’s proposed valuations, for example, to reflect a full year’s trading of an acquired business, removing profit from discontinued activities, any forecast uncertainty or to exclude exceptional transaction costs. Material adjustments are highlighted to the Committee in the quarterly report for review and approval. At 31 March 2025, seven portfolio company valuation multiples, including Action, were valued above their peer set averages but remain well within the peer set range. Notable changes in multiples, which commonly result from significant bolt-on acquisitions, a change in performance or a shift in market sentiment in that sector, are presented to and reviewed by the Committee at each meeting. | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 133 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Valuations Committee report continued | | The Committee focused on the following issues in FY2025 : | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | Action | | Area of significant attention Action forms 70% of the total portfolio by value. Valued on a multiple of earnings basis, Action is the largest investment for the Group and, therefore, its valuation is a key area of focus. Action’s run-rate earnings grew significantly in the 12 months to the end of Action’s P3 2025 (which ended on 30 March 2025), driven by new store openings and increased transaction volumes. Following a successful refinancing and capital restructuring , Action returned £1,164 million of proceeds to 3i, in addition to £433 million of cash dividends further to its strong cash generation. 3i reinvested £768 million of these proceeds, increasing its equity interest in Action from 54.8% to 57.9%. Action was valued using its run-rate earnings for the 12 months to P3 2025 of €2,328 million and a run-rate multiple of 18.5x (31 March 2024: 18.5x) after applying a liquidity discount of 5%. When considering the multiple for Action we paid particular attention to the following areas: • the appropriateness of the comparable peers from both a forward and backward-looking perspective; and • the strength of Action’s performance across its key performance indicators compared to its peers. Management also cross-checked the earnings-based valuation against a DCF model. | | What the Committee reviewed and concluded The Committee noted Action’s impressive performance in the year, including the momentum in its trading, its like-for-like sales growth and consistency in its performance. The Committee reviewed the work done by management on the comparable peer set and Action’s relative performance across its key performance indicators, as well as cross- checking to a DCF model. The Committee agreed with management’s approach of valuing Action on the basis of a multiple of earnings, but noted that the DCF model provides a useful reference point. The Committee reviewed the run-rate adjustments and earnings normalisations to ensure a consistent valuation methodology was applied. | | | | | | | | | | | | | | | | | | | | | | | | | | | | Assets valued using a DCF basis | | Area of significant attention For assets valued using a DCF basis, which represent 4%  of the total portfolio by value, the key valuation judgements relate to longer-term assumptions that drive the underlying business plan and cash flows and decisions on the appropriate discount rates and terminal value. Amwaste, EC Waste, Regional Rail, Scandlines and Smarte Carte are the significant investments valued using a DCF valuation basis. A DCF model also forms the most significant input into the valuation of ten23 health, which is valued on a sum-of-the-parts basis. | | What the Committee reviewed and concluded Material assumptions for the DCF valuations are reviewed by the Committee. Sensitivity to assumptions is also noted. Any material changes are reviewed by the Committee at each meeting. | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 134 | | | | | | | | --- | --- | | | | | | | | Governance | | | Audit, risk and control continued Valuations Committee report continued | | The Committee focused on the following issues in FY2025 : | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | Imminent sale assets | | Area of significant attention At any point in time, it is likely that a number of potential exit processes from the portfolio are underway. Judgement is applied by management as to the likely eventual exit proceeds and certainty of completion. This means that in some cases an asset may not be moved to an imminent sale basis until very shortly before completion; in other cases, the move may occur on signing, even if the time to completion is a period of some months. However, as a general rule an asset moves to an imminent sale basis only when an exit process is materially complete and the remaining risks are estimated to be small, given the completion risk around unquoted equity transactions. In FY2025, nexeye and WP were held on an imminent sale basis. Both sales were subsequently completed during the year. Management conducted backtesting analysis on both disposals. | | What the Committee reviewed and concluded Active sales processes are reviewed by the Committee, including details such as the timeline to potential completion, the number and make-up of bidders for investments, due diligence and execution risks, and regulatory or competition clearance issues. Management proposes a treatment for each asset in a sales process, which the Committee reviews at each meeting. | | | | | | | | | | Review process As part of its challenge and review process, the Committee: • considered the management information provided to support the Committee’s review of the valuations, including management’s responses to any challenges raised by Committee members or the External auditor; • sought assurance from the External auditor as to whether and how they had considered the appropriateness of valuations and the underlying assumptions made; • reviewed the consistency of the views of management and the External auditor and their valuation specialists; and • reviewed and challenged the differential between carrying values and those implied by the multiples of comparable quoted companies and transactions. The Committee was satisfied that the application of the valuation policy and process was appropriate during the period under review, and recommended the portfolio valuation to the Audit and Compliance Committee and the Board at each quarter end for approval by the Board. In addition, the Committee is responsible for keeping the Group’s valuation policy under review and recommending any changes to the policy to the Audit and Compliance Committee and the Board. The policy is reviewed at least annually, with the last update in January 2025. More information on our valuation methodology, including definitions and rationale, is included in Note 13 – Fair values of assets and liabilities starting on page [176](#i54651540d1854c96ac12f3d021b55395_463) and in the Portfolio valuation – an explanation section on page [211](#i54651540d1854c96ac12f3d021b55395_532). External audit As part of the half year review and year-end audit, KPMG’s specialist valuations team reviews a selection of investments to support its overall audit opinion on the financial statements as a whole. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 135 | | | | | | | | --- | --- | | | | | | | | Governance | | | Remuneration | | | Directors’ remuneration report | | | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Coline McConville Committee Chair | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | 3i has delivered another strong set of results in FY2025 continuing our track record of consistently delivering impressive shareholder returns. This performance is reflected in the remuneration outcomes as set out in this report. | | | | | | Committee membership | | Meetings | | | | Coline McConville | | 7(7) | | | | Alexandra Schaapveld | | 7(7) | | | | Lesley Knox | | 6(7) | | | | Peter McKellar | | 7(7) | | | | | | | | | | The column above headed “Meetings” shows the number of meetings of the Committee attended by each member during the year, together with, in parentheses, the number of meetings they were entitled to attend. Ms Knox provided comments on the topics to be discussed at the Committee that she was unable to attend. The Chief Executive, the Company Chair, the Remuneration Director and the General Counsel & Company Secretary attend Committee meetings by invitation, other than when their personal remuneration is being discussed. | | | | | | | | | | | | | | | | Dear Shareholder This letter summarises the key Executive Director remuneration issues considered by the Remuneration Committee in the year and the decisions we made. FY2025 performance 3i delivered another strong set of results in FY2025 with a total return on opening shareholders’ funds of 25% (2024: 23%). The global economy remained challenging, shaped by geopolitical tensions and muted growth across major markets. Our value-for-money and private label businesses remained focused on the customer and delivered strong performance. Action was the key driver of returns, supported by strong earnings growth, cash generation and continued strategic momentum. This result was particularly impressive, as the business operated against a backdrop of muted economic growth across many of its European markets. We increased our exposure to Action during the year and completed the final associated carried interest payments, ensuring undiluted shareholder benefit going forward. The M&A environment stabilised through 2024 as inflation and interest rates levelled out. However, investor sentiment remained cautious and we took a selective and disciplined approach to capital deployment, focusing on reinvestments in high-performing portfolio companies, making three new investments totalling £318 million (WaterWipes, Constellation and OMS Prüfservice) and 12 bolt-on acquisitions across our Private Equity portfolio in sectors we know well. Strong growth was seen in several other portfolio companies, notably Royal Sanders, another one of our long-term hold assets, which continued its organic and acquisitive expansion. Our industrial and healthcare portfolios also performed well, while services and software assets showed resilience despite cautious IT spending. In Infrastructure, 3iN delivered a strong realisation at a 3.6x money multiple, completed two large refinancing transactions and invested further in two existing assets. Meanwhile, our North American Infrastructure Fund added three bolt-on acquisitions. Total realised proceeds and income across our portfolios reached £2.4 billion, including £1.6 billion from Action through refinancing, share redemption exercise and dividends. Two significant Private Equity realisations achieved multiples of 2x or higher, including one materially above its March 2024 valuation. Shareholders have benefitted from this continued strong performance. Our total shareholder return over the year was 31% and, over a three-year period, our total shareholder return was over 210%, the third highest over that period in the FTSE 350. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 136 | | | | | | | | --- | --- | | | | | | | | Governance | | | Remuneration continued | | FY2025 bonus scorecard | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | As noted in last year’s letter, the Committee has reviewed the current scorecard to ensure that the scorecard was appropriately structured to reflect the Group's strategic priorities, was aligned with the shape of the Group's underlying portfolio and the delivery of sustainable performance over the cycle. Whilst the overall construct of the scorecard was considered appropriate the Committee made the following changes: • re-weighting the quantitative element of the scorecard (measuring returns from Action, Private Equity (ex. Action) and Infrastructure) to better reflect the relative size of each of the businesses; • added an additional metric which measures 3i’s total return; and • simplified and reduced the weighting on the Qualitative section of the scorecard with Sustainability, Strategy & People measures. With these changes, the quantitative element of the scorecard was weighted at 85% (FY24 70%), ensuring that reward for our Executive Directors continues to be based on output-based metrics linked to return for investors. The FY2025 outcomes against this scorecard are shown in the Implementation Report, and delivered a result of 88% of maximum. The Committee is satisfied that this new scorecard assesses management’s performance appropriately in the context of 3i’s performance and determined that no adjustments were required. 2022 LTIP outcomes The 2022 LTIP award was based on two equally weighted performance conditions: absolute and relative TSR against the FTSE 350. You will see in this report that based on performance over the three-year period, the 2022 LTIP achieved 100% vesting with absolute TSR growth of 46.3% per annum and relative TSR well above the upper decile of the peer group. The Committee considered that the value of awards vesting reflected performance and therefore made no adjustment. Remuneration Policy As set out in my cover letter in the 2024 Directors’ Remuneration Report, during the past six months the Committee has reviewed the Remuneration Policy and considered whether it (i) remains fit for purpose; and (ii) appropriately reflects both the size and complexity of the Group’s operations and the calibre of executives we have in place. Overall, the Committee continues to consider that 3i’s current remuneration framework remains fit for purpose. While the Committee felt it should review the incentive opportunity levels for our executive team, which have not kept pace with the growth of 3i since May 2012 (when Mr Borrows was appointed as Chief Executive and the new strategy announced), the Committee decided that it would be undertaken as part of the Remuneration Policy update and vote, scheduled for the 2026 AGM. However, the Committee considered that a more urgent review of executive director base salaries was required. 3i’s NAV per share has increased from £2.79 (31 March 2012) to £25.42 (31 March 2025) plus £4.315 cumulative dividends, which has moved the Company from outside the FTSE 100 to within the FTSE 30 as at 31 March 2025. Over this time, our executive remuneration arrangements have fallen behind those of other UK listed businesses (general industry and asset managers) and are positioned materially behind alternative asset management peers, which are generally privately held. Reflecting this, the Committee is proposing to make changes to base salaries for the upcoming year. The uniqueness of the Group relative to the UK markets makes remuneration benchmarking more challenging, and therefore the Committee has looked at a number of different reference points - FTSE 50 companies, FTSE listed asset management firms and Private Equity firms. Our benchmarking included comparing the CEO and the Group Finance Director’s current and proposed salaries and total maximum compensation against the FTSE 50 and against a comparator peer group of eight other UK listed asset managers1. There is limited public data for the COO role, given the lack of such roles at other listed companies, but the Committee reviewed benchmark data and the overall positioning is consistent for all three Executive Directors. It should be noted that, unlike our private equity competitors, none of our executive directors participate in carried interest or similar incentive plans. The benchmarking is summarised as below (maximum compensation is base salary plus the maximum bonus and LTIP that can be awarded annually). Based on the Group’s performance and the supporting market data, we are proposing that the base salary for each of the three Executive Directors is adjusted by £70,000 (rounded) with effect from 1 July 2025. The base salary for our executive directors will be as follows: • Chief Executive: £822,000 (current: £752,000) +9.3% • Group Finance Director: £600,000 (current: £530,000) +13.2% • Chief Operating Officer: £470,000 (current: £400,000) +17.5% | | | | | --- | --- | --- | | | | | | | FTSE 50 | UK Listed Asset Managers | | 3i Group’s ranking by market capitalisation | 22nd | 1st | | Chief Executive | | | | Current Salary (£752k) | Below lower quartile (LQ) (£1.1m) | 6th (of 9) | | Proposed Salary (£822k) | Below LQ (£1.1m) | 5th | | Current maximum compensation (£6.7m) | Below Median (£9.3m) | 2nd | | Proposed maximum compensation (£7.4m) | Below Median (£9.3m) | 2nd | | Group Finance Director | | | | Current Salary (£530k) | Below LQ (£720k) | 6th | | Proposed Salary (£600k) | Below LQ (£720k) | 4th | | Current maximum compensation (£3.2m) | Below LQ (£3.8m) | 4th | | Proposed maximum compensation (£3.7m) | Below LQ (£3.8m) | 3rd | 1 Schroders, ICG, Hargreaves Lansdown, St James’ Place, Bridgepoint Group, M&G, MAN Group, Aberdeen While the Committee is conscious that the proportional increase differs by Executive Director (reflecting their current base salary) and is materially greater than the general staff base salary increase (4%), the Committee felt it is merited by the strong performance delivered by each of the Executive Directors, the complexities of their roles and in order to reduce the market gap that currently exists. I hope that you will find this report a clear account of the way in which the Committee has implemented the remuneration policy during the year and I look forward to your support for our Annual report on remuneration at the upcoming AGM. Coline McConville Chair, Remuneration Committee 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 137 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) | | During FY2025 , we operated under the remuneration policy approved at the 2023 AGM, which can be found on our website at www.3i.com . | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Director remuneration for the year ( audited ) Single total figure of remuneration for each Director | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | FY2025 | | | | | | | | FY2024 | | £’000 | Salary/ fees | Benefits | Pension | Total fixed pay | Annual bonus | LTIP | Total variable pay | Total | Salary/ fees | Benefits | Pension | Total fixed pay | Annual bonus | LTIP | Total variable pay | Total | | S A Borrows | 744 | 19 | 23 | 786 | 2,646 | 8,476 | 11,122 | 11,908 | 713 | 17 | 21 | 751 | 2,031 | 6,640 | 8,671 | 9,422 | | J G Hatchley | 524 | 18 | 55 | 597 | 1,166 | 3,735 | 4,901 | 5,498 | 503 | 17 | 53 | 573 | 895 | 336 | 1,231 | 1,804 | | J H Halai | 391 | 20 | 50 | 461 | 791 | 2,325 | 3,116 | 3,577 | 357 | 19 | 46 | 422 | 577 | 226 | 803 | 1,225 | | D A M Hutchison | 370 | – | – | 370 | – | – | – | 370 | 335 | – | – | 335 | – | – | – | 335 | | C J Banszky | – | – | – | – | – | – | – | – | 24 | – | – | 24 | – | – | – | 24 | | S W Daintith | 99 | – | – | 99 | – | – | – | 99 | 89 | – | – | 89 | – | – | – | 89 | | L M S Knox | 114 | – | – | 114 | – | – | – | 114 | 96 | – | – | 96 | – | – | – | 96 | | C McConville | 109 | – | – | 109 | – | – | – | 109 | 98 | – | – | 98 | – | – | – | 98 | | P A McKellar | 109 | – | – | 109 | – | – | – | 109 | 98 | – | – | 98 | – | – | – | 98 | | H Patel | 11 | – | – | 11 | – | – | – | 11 | – | – | – | – | – | – | – | – | | A Schaapveld | 104 | – | – | 104 | – | – | – | 104 | 92 | – | – | 92 | – | – | – | 92 | • Benefits for Executive Directors include a car allowance, provision of health insurance and, for Ms Halai, the value of the Share Incentive Plan matching share awards. • The amounts shown as pension are salary supplements in lieu of pension contributions. These supplements were in line with pension contributions for the Group’s employees generally (12% of pensionable salary). • Annual bonus awards made in respect of the year are delivered as 60% 3i Group plc shares deferred over four years, and the remaining 40% as a cash payment in May 2025. All annual bonus awards are subject to the malus/clawback policy. Those shares deferred over four years are released in four equal annual instalments commencing June 2026 and all share awards carry the right to receive dividends and other distributions. • In addition to the table above, dividends or dividend equivalents on unvested deferred share awards were paid during the year (Mr Borrows: £121k, Mr Hatchley: £42k and Ms Halai: £21k). • The values shown in the FY2025 LTIP column represent the performance shares vesting from the 2022 LTIP, together with the value of accrued dividends on those shares. The shares have been valued using the three-month average closing share price to 31 March 2025 (3,839.75 pence). The 2022 LTIP value attributable to share price growth since the awards were granted is £5,321k, £2,345k and £1,459k for Mr Borrows, Mr Hatchley and Ms Halai respectively. Further detail is provided on page 139. The values shown in the FY2024 LTIP column represent the shares that vested from the 2021 LTIP last year, together with the value of accrued dividends on those shares. It should be noted that the awards that vested to Mr Hatchley and Ms Halai last year were awards made prior to them being appointed to the Board. This value has been restated using the prevailing share price at the time of vesting (2,999 pence for Mr Borrows and 2,931.3 pence for Mr Hatchley and Ms Halai), being the third anniversary of grant. • The fees shown for the non-executive Directors include fees used to purchase shares in the Company. • Non-executive Directors receive reimbursement for their reasonable expenses for attending Board meetings. The Group meets the associated tax cost. • Ms Halai retained Directors’ fees of £83k from Barratt Developments plc. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 138 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | FY2025 performance | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Quantitative performance measures (85% of total. FY2025 payout 73%) | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Area of strategic focus | Weighting | | Metric | Threshold | Maximum | Performance | Pay-out | | Portfolio returns (Action) | 36.0% | | Gross investment return (% of opening portfolio value) | 16% | 21% | 32% | 100% | | Portfolio returns (excl. Action) | 14.0% | | Gross investment return (% of opening portfolio value) | 10% | 15% | 10.3% | 24% | | Portfolio returns (Infrastructure) | 5.0% | | Gross investment return (% of opening portfolio value) | 8% | 10% | 9.4% | 76% | | Total Returns | 30.0% | | Total return (% of opening shareholders' funds) | 13% | 17% | 25.0% | 100% | • The threshold and maximum return targets are set in line with 3iN’s public return objectives. Qualitative performance measures (15% of total. FY2025 payout 15%) | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Area of strategic focus | | Weighting | Metric | Comments | | | | | | | | Sustainability | | 5.0% | Sustainability targets across the portfolio and 3i Group | We made further refinements in the monitoring of sustainability risks and portfolio performance, including development of a human rights framework and high-level assessment of nature-related impacts and dependencies. We enhanced the annual sustainability assessment questionnaire for portfolio companies and made progress with engagement with portfolio companies covering material topics, including CSRD, human rights and climate. We increased the number of portfolio companies which have science-based targets at 31 March 2025, with seven in comparison to one as of the FY2023 base year. We collected Scope 1 and 2 data from 100% of our Private Equity and economic infrastructure portfolio companies (excludes some legacy minority and other minority investments where we have limited influence). | | | | | | | | Strategy & People | | 10.0% | Development of the strategic vision of the Group and progress of corporate projects | In July 2024 Action successfully completed a refinancing event. At the same time, it undertook a pro-rata share redemption returning £1,164 million in gross proceeds to the Group. 3i took the opportunity to increase its ownership in Action, reinvesting £768 million and increasing our gross equity stake from 54.8% to 57.9%. Additionally, we completed the final payment of the associated carried interest liability, ensuring that the full economic benefit of Action’s performance is now passed through to shareholders with no dilution. The Private Equity team has successfully implemented a sector-led approach with the new sector heads appointed and managing their cross-border teams. In very difficult market and macro conditions for realisations, our investment teams were able to complete three cash realisations in the year (nexeye, Weener Plastics and Valorem) at or above 2.0x sterling money multiples. We continue to take part in various human resources initiatives both internally and across the industry, including sponsorship of Level 20, offering internships as part of GAIN (Girls Are INvestors) and 10,000 Black Interns programmes. | | | | | | | Executive Director annual bonus outcomes In light of the performance detailed above, and following an assessment taking into account the shareholder, employee and wider stakeholder experience, further detail of which is provided in the Remuneration Committee Chair’s statement, the Committee awarded bonuses to the Executive Directors of 88% of maximum. Bonuses are delivered as 40% paid in cash immediately and 60% deferred into the Company’s shares, vesting in four equal annual instalments. Annual bonus awards are subject to the malus/clawback policy. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 139 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | Share awards vesting in FY2025 subject to performance conditions | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2022 Long-term incentive award (audited) The Long-term incentive awards granted in June 2022 were subject to performance conditions based on absolute and relative total shareholder return over the three financial years to 31 March 2025. The table below shows the achievement against these conditions and the resulting proportion of the awards which will vest in June 2025. | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Weighting | Threshold | | Maximum | | Actual | | Total | | Total shareholder return measure | % | Performance | % vesting | Performance | % vesting | Performance | % vesting | % vesting | | Absolute total shareholder return | 50% | 10% pa | 20% | 18% pa | 100% | 46% pa | 100% | 100% | | Relative total shareholder return (as measured against the FTSE 350 Index) | 50% | Median | 25% | Upper quartile | 100% | Above Upper quartile | 100% | | The table below shows the grants made to the Executive Directors in 2022, at a share price of 1,315.5 pence, and the resulting number of shares that will vest due to the achievement against the performance targets as set out above. The value of the shares vesting has been included in the single figure table using the three-month average closing share price to 31 March 2025 of 3,839.75 pence. Reflecting on performance delivered over the performance period (in terms of operational performance of the business and returns delivered to our shareholders), further detail of which is provided in the Remuneration Committee Chair’s statement, the Committee considered the formulaic out-turn to be an appropriate reflection of performance and therefore did not exercise any discretion or downwards adjustment in relation to the award. | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Basis of award at grant | Face value at grant £'000 | Number of shares awarded at 1,315.5p per share | % vesting | Number of shares vesting | Value of shares vesting at 3,839.75p per share £'000 | | S A Borrows | Face value award of 4 times base salary of £693k | 2,773 | 210,792 | 100% | 210,792 | 8,094 | | J Hatchley | Face value award of 2.5 times base salary of £489k | 1,222 | 92,892 | 100% | 92,892 | 3,567 | | J Halai | Face value award of 2.25 times base salary of £338k | 760 | 57,810 | 100% | 57,810 | 2,220 | The proportion of the award vesting is subject to a further holding period, and shares will be released on the fifth anniversary of grant together with the value of dividends that would have been received during the period from grant to the release date. Change in the remuneration of the Directors compared to other employees The table below shows the percentage change in remuneration paid to each Director and employees as a whole for the past four performance years. | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | | | | | | | | | | FY2025 | | | FY2024 | | | FY2023 | | | FY2022 | | | FY2021 | | | Salary/ Fees | Benefits | Bonus | Salary/ Fees | Benefits | Bonus | Salary/ Fees | Benefits | Bonus | Salary/ Fees | Benefits | Bonus | Salary/ Fees | Benefits | Bonus | | S A Borrows | 4% | 11% | 30% | 4% | 12% | (14%) | 4% | –% | (10%) | 3% | –% | 9% | –% | –% | 149% | | J G Hatchley | 4% | 4% | 30% | 17% | 19% | (3%) | | | | | | | | | | | J H Halai | 10% | 8% | 37% | 20% | 38% | 1% | | | | | | | | | | | D A M Hutchison | 10% | | | 3% | | | 74% | | | 85% | | | 9% | | | | S W Daintith | 11% | | | 6% | | | 4% | | | –% | | | –% | | | | L M S Knox | 19% | | | 2% | | | 114% | | | | | | | | | | C McConville | 11% | | | 2% | | | 3% | | | 3% | | | 3% | | | | P A McKellar | 11% | | | 2% | | | 33% | | | | | | | | | | H Patel | | | | | | | | | | | | | | | | | A Schaapveld | 13% | | | 10% | | | 4% | | | (5%) | | | 467% | | | | Employees | 7% | 8% | 7% | 7% | 27% | (5%) | 13% | 2% | 6% | 7% | 9% | 32% | 2% | 2% | 76% | D A M Hutchison was appointed Chair in November 2021. L M S Knox and P A McKellar were both appointed during FY2022 and A Schaapveld during FY2020. The change in the fees shown above is due to part-year payments. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 140 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | Details of share awards granted in the year | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | LTIP Performance share awards were granted to the Executive Directors during the year as shown in the table below. | | | | --- | --- | | | | | Description of award | A performance share award, which releases shares, subject to satisfying the performance conditions, on the fifth anniversary of award. | | Face value | Chief Executive – 400% of salary, being 103,626 shares. Group Finance Director – 250% of salary, being 45,666 shares. Chief Operating Officer – 225% of salary, being 30,997 shares. The share price used to make the award was the average mid-market closing price over the five working days starting with the day of the announcement of the 2024 annual results (2,901.2 pence). We continue to apply our long-held consistent policy of measuring performance using the three-month average closing share price to 31 March and granting awards using the five-day average closing price (starting on the day of the announcement of the annual results). | | Performance period | 1 April 2024 to 31 March 2027. | | Performance targets | 50% of the award is based on absolute TSR measured over the performance period, and vests: • 0% vesting below 10% pa TSR; • 20% vesting at 10% pa TSR; • straight-line vesting between 10% and 18% pa TSR; and • 100% vesting at 18% pa TSR. 50% of the award is based on relative TSR measured against the FTSE 350 Index over the performance period, and vests: • 0% vesting for below median performance against the index; • 25% vesting for median performance against the index; • 100% vesting for upper quartile performance against the index; and • straight-line vesting between median and upper quartile performance. | | Remuneration Committee discretion | The Committee can reduce any award which would otherwise vest if there are unauthorised breaches of the Group’s liquidity and gearing policies or where significant adjustment is required to ensure the outcome is a fair reflection of the performance of the Company and the individual. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 141 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | Deferred bonuses awarded in FY2025 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | All Directors are considered to be Identified Staff and, for awards made during FY2025, 60% of the annual bonus was delivered in 3i Group plc shares deferred over four years (and which vest one quarter per annum over those four years). The remaining 40% was delivered as a cash bonus in May 2024. The following awards were made on 3 June 2024 in respect of FY2024 performance: | | | | | | --- | --- | --- | --- | | | | | | | | Face value at grant | Number of shares awarded at 2,901.2p per share | Vesting | | S A Borrows | £1,219k | 42,006 | Four equal instalments annually from 1 June 2025 | | J G Hatchley | £537k | 18,511 | Four equal instalments annually from 1 June 2025 | | J H Halai | £346k | 11,936 | Four equal instalments annually from 1 June 2025 | The face value of the awards were reported in the FY2024 single figure of remuneration. The share price used to calculate face value was the average of the mid-market closing prices over the five working days starting with the date of the announcement of the Company’s results for the year ended 31 March 2024 (9 May 2024 to 15 May 2024), which was 2,901.2 pence. These awards are not subject to further performance conditions but are subject to our malus and clawback policy. Share Incentive Plan During the year, Ms Halai participated in the HMRC-approved Share Incentive Plan which allowed employees to invest up to £150 per month from pre-tax salary in ordinary shares (“partnership shares”). For each partnership share, the Company grants two free ordinary shares (“matching shares”) which are forfeited if the participant resigns within three years of grant. Dividends are reinvested in further ordinary shares (“dividend shares”). Ms Halai purchased 54 partnership shares, and received 108 matching shares and 463 dividend shares at prices ranging between 2,865 pence and 4,054 pence per share, with an average price of 3,377 pence. Hedging of share awards As a matter of policy the Group ensures that it holds the maximum potential number of shares granted under the LTIP and Deferred Share Plan from the date of grant. Shares are purchased by the Employee Benefit Trust in the market as and when required to ensure that coverage is maintained. Pension arrangements (audited) The Executive Directors receive pension benefits on the same percentage basis (12%) of their pensionable salaries as other employees of the Company. During the year, they received salary supplements in lieu of pension of £23k (Mr Borrows), £55k (Mr Hatchley) and £41k (Ms Halai) respectively. Mr Borrows’ pensionable salary is subject to the 3i earnings cap (FY2025: £217,241). Prior to 2011, Executive Directors were eligible for membership of the 3i Group Pension Plan, a defined benefit contributory scheme. Pension accrual ceased for all members with effect from 5 April 2011. Salary linkage was removed in February 2023 and replaced with a time-limited cash allowance, which the Chief Operating Officer receives (£9k), in line with other, similarly affected staff. Payments to past Directors (audited) No payments to past Directors were made in the year. Payments for loss of office (audited) No payments to Directors for loss of office were made in the year. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 142 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | Statement of Directors’ shareholding and share interests (audited) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Company’s share ownership and retention policy requires Executive Directors to build up over time and thereafter maintain a shareholding in the Company’s shares equivalent to at least 3.0 times gross salary in the case of the Chief Executive and 2.0 times gross salary for the Group Finance Director and Chief Operating Officer. In addition, shareholding targets have been introduced for other members of the Executive Committee at 1.5 times their gross salaries and for partners in the Group’s businesses at 1.0 times their gross salaries. Since 2018, non-executive Directors and the Chair are required to build up over time and thereafter maintain a shareholding in the Company’s shares equivalent to at least the same as their respective annual base fees (cash and shares). Executive Directors are expected to maintain a shareholding in the Company for two years post-employment, at the lower of their shareholding at the time they leave employment and the applicable levels set out above. Details of Directors’ interests (including interests of their connected persons) in the Company’s shares as at 31 March 2025 are shown in the table below. The closing share price on 31 March 2025 was 3,616 pence. | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | | Owned outright | Deferred shares | Subject to performance | Shareholding requirement | Current shareholding (% salary) | | S A Borrows | 16,657,061 | 933,383 | 258,810 | 300% | 85,873 | | J G Hatchley | 329,124 | 157,281 | 114,052 | 200% | 4,097 | | J H Halai | 102,350 | 101,973 | 75,095 | 200% | 2,528 | | | | | | | --- | --- | --- | --- | | | | | | | | Shares owned outright | Shareholding requirement | Current shareholding (% base fee) | | D A M Hutchison | 64,784 | 100% | 633 | | S W Daintith | 21,444 | 100% | 1,055 | | L M S Knox | 3,149 | 100% | 155 | | C McConville | 11,006 | 100% | 541 | | P A McKellar | 103,572 | 100% | 5,095 | | A Schaapveld | 17,696 | 100% | 871 | • The share interests shown for Ms Halai include shares held in the 3i Group Share Incentive Plan. The owned outright column includes partnership and dividend shares under the SIP. The deferred shares column includes matching shares under the SIP. • The number of shares shown includes the 2022 Performance Share award. The performance against the performance targets results in 100% of the shares being released as described on page 139. • Directors are restricted from hedging their exposure to the 3i share price. • From 1 April 2025 to 15 May 2025, Ms Halai became interested in a further 3 shares overall outright (SIP Partnership Shares) and a further 6 deferred shares (SIP Matching Shares). There were no other changes to Directors’ share interests in that period. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 143 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | Performance graph – TSR graph | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | This graph compares the Company’s total shareholder return for the 10 financial years to 31 March 2025 with the total shareholder return of the FTSE 350 Index. The FTSE 350 Index is considered to be an appropriate comparator as it reflects the variety of the Company’s portfolio of international investments and the diverse currencies in which those investments are denominated. 3i Total shareholder return vs FTSE 350 total return over the 10 years to 31 March 2025 ![11617](data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAABa4AAAK8CAYAAAAH2igVAAAAIGNIUk0AAHomAACAhAAA+gAAAIDoAAB1MAAA6mAAADqYAAAXcJy6UTwAAAAEZ0FNQQAAsY58+1GTAAAAAXNSR0IArs4c6QAAAAZiS0dEAP8A/wD/oL2nkwAAAAlwSFlzAAAOxAAADsQBlSsOGwAAIABJREFUeNrs3X2U3VWZJ/pnn6okRQTRhtAqgzQvIsibwl3qjFxTlZAwzBDXzfImkAAZBJfSim23LKgq4Nrn0kBVoOOMV+SiV9JMwmuynMy90EOTkFTiwOpl29DKe/Mi3dKIktCCQKyEqt++v0qQ1Dl5gVQq9fr5uGqfXc/e59Sp7zmVPx5+7hMBAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAwDtLIgAAAAAAYLe0rjk2In0xUpoZkT+8tZh+ETmvLL//QSyc9tiePLzGNQAAAAAA786X/n5CHPDaf44cF5bfNexkV2+kuDFe3u/P4vv/y5sD+TENkgYAAAAA4B1Vl02MxsZ7ytmZ5VdlFzv71j4ZTZv/Xcz4j3fE2uW9u/ujKtIGAAAAAOAdbZryrUgx/V3v79vbd58B0LgGAAAAAGDX+s603no8yO7pu8+W87B3j8Y1AAAAAADvIH0xBnb0dMNb990tGtcAAAAAAOxaihlDeV+NawAAAAAA3smHh/K+GtcAAAAAAIwoGtcAAAAAALyTXwzlfTWuAQAAAADYtRyrhvK+GtcAAAAAALyD/INy6B3AHXvfuu9u0bgGAAAAAGDXcs9vItIbu32/FDfGwmmP7e7dGiUOAAAAAMBOXdx1YFTSqoj83t26X47V0bT+GwP5kRrXAAAAAADsWOuq/SPSvRH5Y7ULKZe1tJN79W650vpf9/uzWNjy5kB+rMY1AAAAAADbq941Obob747IJ9WtrIj85p9HNJ4fKc0s1z+8tZx+ETmv3HKmdefuHw/SX5I+AAAAAAA1qssmRvdBd0XkmbULaWU0vTQrqnM3780f78MZAQAAAADYZs6yhuiecsf2Teu4P5pem723m9Z9NK4BAAAAAHhLTnHEQYvLyey68kORe86I6qyNQ/EsnHENAAAAAMBWbeuuj8gLaovp8ejJp8WiGa8O1dPQuAYAAAAAIKK9qyNy/kptMf08is0zYtHMDUP5VBwVAgAAAAAw3rV2tUWOtrrqC9GYTo1rZ/5yqJ+OK64BAAAAAMaztjV9V1l31FU3RFGZEVdNfW44npIrrgEAAAAAxqvWNQsiKt+pq74aleK0uHbqE8P1tDSuAQAAAADGo7a1syOlmyJyvz5x2hg5zohrpj80nE/NUSEAAAAAAONN2+qZEfn2qO0Rb4ronR0Lp98/3E9P4xoAAAAAYDxp7TolIq2IyJP6VXvK2rzonL5yJDxFR4UAAAAAAIwXl60+KVLcHZEnbyumInK+IDqbV4yUp6lxDQAAAAAwHly67pgoKveWs/1rF4qvxcJpS0bSU9W4BgAAAAAY665Yd1hUilXl7MCaeo726Jx2w0h7uhrXAAAAAABj2aUrPxQ9+b5ydnBNPUVnLGzpHIlP2YczAgAAAACMVRd3HRiVtCoiH167kG6Ijub2kfq0Na4BAAAAAMai1lX7R6R7I/LHahfSkuicetFIfuqOCgEAAAAAGGuqd02O1Hh3pHxS3cqKePal86NcGMlPfzCuuE5x7NnHRGPxB7FpwhPx5JKXd7n74/M/Er35Q2VoT8TDS1/a5d5j5h8aDZXDyq+n42dLXvBuAwAAAAB4B9VlE6N7vxUR+ZTahbQyml46K5bP7R3pv0La6coJ8/59yumOHLkzHrl9xwd0n3DO51IuvlPO/k359Wr5tX/5gD8sijcvjMeW/2vN3uPnTU2Rvl/Ojiq/+prbB5Q//m9ypeGL2zWlTzzrEylXFkeOj7+9N8UDuRJfiJ/e9rR3HgAAAADADsxZ1hBHTFlezmbXrdwfTa+fFtVZG0fDr9Gww+oJ8y5JOS2OrY3tdfHSo/dvv+fs6Snnu8t9P8iVhn8fj9x6Vfzh8X9drnw1RcPnYurRS+Lxx7debr61Eb0mpfjr3DBxejy89Mr4w+PuLB/83JSLL8Qh//bmePHBN7fsPX7+4eVjPhCRf5pTY3P5uH8eBxx/c6rEGSnHn8Uhxy2NFx/d6B0IAAAAANBfTvG5DX9VTs6qKz8U0XNaXH3666PlN6k94/qPzmuqHH/20pTT/5lTPresPL6T+6WU87cjxT3Fo7deGg8vfWNL9ZHbHsy5938r65+OJye8HU4qKn9Zjg8XDx/1pfjpza9s3Xv7k7mx+Fw5OzQ2vfHH/Z7QX0SODfl3r8x7+yiRJ2775/y71PdfCBormyqXegMCAAAAANRpW3d9RF5QW0yPR08+LRbOeHU0/Sq1jet9N+2fIz6Sc/HZePj223d6r+POOrkcj81FZdF2a4/e+UTkuCdFLHhr7yHl2JJT/i8R1aJm7z/c8csU+faUinO3fH/snH3Ln//5XEk3xDP3bKrZ+8ytvy0f8wfl45wTuzriBAAAAABgvGnv6ojIX6ktpp9HsXlGLGrZMNp+ndrG9aO3/zo/cuun49E7/n7Xd2uYWg4bY9LkB3a0miOvKm/+14hq+fhp6pbi5sZVO9pb5Liv3HNCHD///VGZ8OmyNClSseO90bc3PhjHnXm0dyIAAAAAQKm1qy1ytNVVX4jGdGpcO/OXo/FXqgzoTqn4aHnzTDz4/Td3suXJ8muf+PiTH66k1PdhjOvjySUv72JvipQ+Gin37e2Nxv2e2uHO1PDk1tvKR70bAQAAAIBxr23NVyJFR111QxSVGXHV1OdG6681oMZ1TumA8ubXO9/QsPVs6jcbppSb32Fvz9a9Ufx+77/utCH+8NL1ffcon/YU70gAAAAAYFxrXbMgovKduuqrUSlOi2unPjGaf7XGAd0rR1M5/G6n65XeTVuOoU7pPZGKfcr9O9874T3d0bs5oqhMrlSKfXJOv9vlT47YFClPHu7gXnzxxebyZqq/DgAAAABgqH37Jy8fc+3fbphT5Pz2xckTKpU3r532hz8869j9Z8XXXpw1xE9p3Qc/+MG1g/VgA21c/y5S5T07XS9S05ZruSu5u9y7sZxP3OneTT37bHkWqdhU5LQxRdr53i1nZj81KXL5uMNvas656k8EAAAAABhK637xRnzrxxuiyPnt2sSGFP911ocmTP3we87P/epDJaVULW/WDtbjNQ7wSWzIkQ/d6YZKHPjWzt9EyhsixwE7fwb5rb3xm8hpQ7n//Vsb1NViu72feOyA6JmQIldeGQnvj7deDAAAAACAIXHHY69++NI1vz73zSJP+H2tklLxjU8duLz50H2H83iQdYP5YANqXBdRPJUinRlbzgOJ7dv3fR+ymFNP9G56rqhMLPfmg+PYOfvGY8tf335v0be3r4H9dPQWDeV8Upzw7KHxcGx/cPjmiUdFpe+I6/T0cL9B3rrsfa0/FQAAAABgSFy2+qQoKmvK2YRtxVSUvtD5ueOWdI6hX3VAH85YhvM/y/F9ccI5n9jRcsrRUo5/F48t3xxFw/19pahM+OwOn0BOzeXNz+Mf7vhl9Pb8XfSdYV0ULTv8uQ1F395XY8LkR7xLAQAAAIBx49J1x0RRubec7V+7UHwtFk5bMtZ+3YE1rh+79e/L8alKLkOpd9xZh0SkWTnitq17l/wicjyQIm2/9+Pnva/cNz+9vbfviux8V0r5K1uPC+nnyNMnpZwuSDmWx4Pff9M7FQAAAAAYF65Yd1hUilXl7MCaeo726Jx2w1j8lSsDvF/OkVtzxH+K4+b/ydtN5hMXHJxSw/Jy9ky8NuGmtzc35PZyPLVy/Pwr4+Qvbb2M/egFB6TezXeWszeKiG+9vbeo/Hl5c0zlhKe+G390XtOW4kfP36/S9P6by9n+RW78C+9UAAAAAGBcuHTlh6In31fODq6pp+iMhS2dY/XXTrtcPH7+gzny8njk9h0HcPy8L6dIi8rZxvLrpfLrI+Uj/iQXxbx49I7na/fOn1P+sO/F1jOxXyy/Di+nT+Xct/fO2kPDj5s3I6XKknJ9n/K7fym/+j4I8te5SPPisVt/4t0KAAAAAIx5F3cdGBPSuoj8sdqFdEN0Nn91LP/qu2xcxzHnfDAmb9oYDy5/dad7+j50MU38dxHF+yJVnohHbt35+dN9V1C/Z/O/jYb8gcjpqXjktgd3urfvyuzuNz4ZqTgsKvnpePjon0RUC+9WAAAAAGDMa121f8SENZHySbULaUl0Tj1vyycNjmHJOwAAAAAAYASp3jU5uvft+yDGU+pWVsSz6+fE8rm9Yz2CincBAAAAAMAIUV02Mbr3WxHbNa3Tymhaf9Z4aFr30bgGAAAAABgJ5ixriO4pd0TkmXUr90fTa7OjOnfzeIlC4xoAAAAAYNjlFEcctLiczK4rPxS554yozto4ntJo9IYAAAAAABhmbeuuj8gLaovp8ejJp8WiGa+Otzg0rgEAAAAAhlN7V0fk/JXaYvp5FJtnxKKZG8ZjJI4KAQAAAAAYLq1dbZGjra76QjSmU+Pamb8cr7G44hoAAAAAYDi0rem7yrqjrrohisqMuGrqc+M5GldcAwAAAAAMtdY1CyIq36mrvhqV4rS4duoT4z0ejWsAAAAAgKHUtnZ2pHRTRO7Xn00bI8cZcc30hwTkqBAAAAAAgKHTtnpmRL49anuzmyJ6Z8fC6fcLaCuNawAAAACAodDadUpEWhGRJ/Wr9pS1edE5faWAtnFUCAAAAADA3nbZ6pMixd0RefK2Yioi5wuis3mFgGppXAMAAAAA7E2Xrjsmisq95Wz/2oXia7Fw2hIBbU/jGgAAAABgb7li3WFRKVaVswNr6jnao3PaDQLaMY1rAAAAAIC94dKVH4qefF85O7imnqIzFrZ0CmjnfDgjAAAAAMBgu7jrwKikVRH58NqFdEN0NLcLaNc0rgEAAAAABlPrqv0j0r0R+WO1C2lJdE69SEDvzFEhAAAAAACDpXrX5EiNd0fKJ9WtrIhnXzo/ygUhvTONawAAAACAwVBdNjG691tRzk6pXUgro2n9WbF8bq+Q3h2NawAAAACAPTVnWUN0T7kjIs+sW7k/ml6bHdW5m4X07mlcAwAAAADskZziiIMWl5PZdeWHIvecEdVZG2W0e3w4IwAAAADAnmhbd31EXlBbTI9HTz4tFs14VUC7T+MaAAAAAGCg2rs6Iuev1BbTz6PYPCMWzdwgoIFxVAgAAAAAwEC0drVFjra66gvRmE6Na2f+UkAD54prAAAAAIDd1bam7yrrjrrqhigqM+Kqqc8JaM+44hoAAAAAYHe0rlkQUflOXfXVqBSnxbVTnxDQntO4BgAAAAB4t9rWzo6UborI/XqraWPkOCOumf6QgAaHo0IAAAAAAN6NttUzI/LtUdtX3RTROzsWTr9fQINH4xoAAAAA4J20dp0SkVZE5En9qj1lbV50Tl8poMHlqBAAAAAAgF25bPVJkeLuiDx5WzEVkfMF0dm8QkCDT+MaAAAAAGBnLl13TBSVe8vZ/rULxddi4bQlAto7NK4BAAAAAHbkinWHRaVYVc4OrKnnaI/OaTcIaO/RuAYAAAAAqHfpyg9FT76vnB1cU0/RGQtbOgW0d/lwRgAAAACA/i7uOjAqaVVEPrx2Id0QHc3tAtr7NK4BAAAAAH6vddX+EeneiPyx2oW0JDqnXiSgoeGoEAAAAACAPtW7JkdqvDtSPqluZUU8+9L5US4IaWhoXAMAAAAAVJdNjO79VpSzU2oX0spoWn9WLJ/bK6Sho3ENAAAAAIxvc5Y1RPeUOyLyzLqV+6PptdlRnbtZSENL4xoAAAAAGMdyiiMOWlxOZteVH4rcc0ZUZ22U0dDz4YwAAAAAwPjVtu76iLygtpgej558Wiya8aqAhofGNQAAAAAwPrV3dUTOX6ktpp9HsXlGLJq5QUDDx1EhAAAAAMD409rVFjna6qovRGM6Na6d+UsBDS9XXAMAAAAA40vbmr6rrDvqqhuiqMyIq6Y+J6Dh54prAAAAAGD8aF2zIKLynbrqq1EpTotrpz4hoJFB4xoAAAAAGB/a1s6OlG6KyP36omlj5Dgjrpn+kIBGDkeFAAAAAABjX9vqmRH59qjtiW6K6J0dC6ffL6CRReMaAAAAABjbWrtOiUgrIvKkftWesjYvOqevFNDI46gQAAAAAGDsumz1SZHi7og8eVsxFZHzBdHZvEJAI5PGNQAAAAAwNl267pgoKveWs/1rF4qvxcJpSwQ0cmlcAwAAAABjzxXrDotKsaqcHVhTz9EendNuENDIpnENAAAAAIwtl678UPTk+8rZwTX1FJ2xsKVTQCOfD2cEAAAAAMaOi7sOjEpaFZEPr11IN0RHc7uARgeNawAAAABgbGhdtX9Eujcif6x2IS2JzqkXCWj0cFQIAAAAADD6Ve+aHKnx7kj5pLqVFfHsS+dHuSCk0UPjGgAAAAAY3arLJkb3fivK2Sm1C2llNK0/K5bP7RXS6KJxDQAAAACMXnOWNUT3lDsi8sy6lfuj6bXZUZ27WUijj8Y1AAAAADBK5RRHHLS4nMyuKz8UueeMqM7aKKPRyYczAgAAAACjU9u66yPygtpiejx68mmxaMarAhq9NK4BAAAAgNGnvasjcv5KbTH9PIrNM2LRzA0CGt0cFQIAAAAAjC6tXW2Ro62u+kI0plPj2pm/FNDo54prAAAAAGD0aFvTd5V1R111QxSVGXHV1OcENDa44hoAAAAAGB1a1yyIqHynrvpqVIrT4tqpTwho7NC4BgAAAABGvra1syOlmyJyv55m2hg5zohrpj8koLHFUSEAAAAAwMjWtnpmRL49avuZmyJ6Z8fC6fcLaOzRuAYAAAAARq7WrlMi0oqIPKlftaeszYvO6SsFNDY5KgQAAAAAGJkuW31SpLg7Ik/eVkxF5HxBdDavENDYpXENAAAAAIw8l647JorKveVs/9qF4muxcNoSAY1tGtcAAAAAwMhyxbrDolKsKmcH1tRztEfntBsENPZpXAMAAAAAI8elKz8UPfm+cnZwTT1FZyxs6RTQ+ODDGQEAAACAkeHirgOjklZF5MNrF9IN0dHcLqDxQ+MaAAAAABh+rav2j0j3RuSP1S6kJdE59SIBjS+OCgEAAAAAhlf1rsmRGu+OlE+qW1kRz750fpQLQhpfNK4BAAAAgOFTXTYxuvdbUc5OqV1IK6Np/VmxfG6vkMYfjWsAAAAAYHjMWdYQ3VPuiMgz61buj6bXZkd17mYhjU8a1wAAAADAMMgpjjhocTmZXVd+KHLPGVGdtVFG45cPZwQAAAAAhl7buusj8oLaYno8evJpsWjGqwIa3zSuAQAAAICh1d7VETl/pbaYfh7F5hmxaOYGAeGoEAAAAABg6LR2tUWOtrrqC9GYTo1rZ/5SQPRxxTUAAAAAMDTa1vRdZd1RV90QRWVGXDX1OQHxe664BgAAAAD2vtY1CyIq36mrvhqV4rS4duoTAqI/jWsAAAAAYO9qWzs7UropIvfrR6aNkeOMuGb6QwKinqNCAAAAAIC9p231zIh8e9T2IjdF9M6OhdPvFxA7onENAAAAAOwdrV2nRKQVEXlSv2pPWZsXndNXCoidcVQIAAAAADD4Llt9UqS4OyJP3lZMReR8QXQ2rxAQu6JxDQAAAAAMrkvXHRNF5d5ytn/tQvG1WDhtiYB4JxrXAAAAAMDguWLdYVEpVpWzA2vqOdqjc9oNAuLd0LgGAAAAAAbHpSs/FD35vnJ2cE09RWcsbOkUEO+WD2cEAAAAAPbcxV0HRiWtisiH1y6kG6KjuV1A7A6NawAAAABgz7Su2j8i3RuRP1a7kJZE59SLBMTuclQIAAAAADBw1bsmR2q8O1I+qW5lRTz70vlRLgiJ3aVxDQAAAAAMTHXZxOjeb0U5O6V2Ia2MpvVnxfK5vUJiIDSuAQAAAIDdN2dZQ3RPuSMiz6xbuT+aXpsd1bmbhcRAOeMaAAAAANhe65pjI9IXI6WZEfnDW4vpF5HzyuiNm6IxXVLWZ9fcJ6eHIt48I6qzNgqQPZFEAAAAAAC87Ut/PyH+4LVvlbM/Lr8adryp79zqXNdbTI/Hm3lqLGrZIET2lCuuAQAAAICt+s6s/t1r/6OcTd/1xu2a1j+PYvOMWDRT05pB4YxrAAAAAGCrTQf+ZaR3alpv541oTKfGtTN/KUAGi8Y1AAAAABDRft/HIqevDOCeTVEU7xEgg0njGgAAAACIyJUvxk7PtN6lhijiiwJkMGlcAwAAAAClNGN47gvb07gGAAAAAErpwwO/b/6w/BhMGtcAAAAAAIwoGtcAAAAAQCn/YuD3Tb+QH4NJ4xoAAAAAKOVVw3Nf2J7GNQAAAAAQkYoflGPvAO7ZG5X4gQAZTBrXAAAAAEBEx6mPl+P/vft3TN+La1oeFSCDSeMaAAAAANiqoefOyOX/3rW0Jppe+jPBMdgaRQAAAAAARLVr3+iOv4pU/u+d9W650rqvaV2du1l4DDaNawAAAAAgojt9OyIf+fb3W6+8/n8jpaPKbz68tZh+ETmvLL//QSxseUxo7C0a1wAAAAAw3rWt+XxEPr+mluK70dnyNeEwHJxxDQAAAADj2eWrD95y7Eetx6IpLhEOw0XjGgAAAADGrZyit3JzOTmgX3FT5Hx2VFu65cNw0bgGAAAAgPGqbe03yvHUuurlsXDaz4TDcNK4BgAAAIDxqHXNieV4dV31vuhs/pZwGG4a1wAAAAAw3lS7miKlW8vZpH7Vl6OhOC8iZQEx3DSuAQAAAGC86Y7ryvHY2mL+clw9/QXhMBJoXAMAAADAeNK69vRy/GptMS2Ozmk/FA4jhcY1AAAAAIwX7T+aEikvLmepX/WZaMpfFw4jSaMIAAAAAGCcyL03leMH+lV6IuVzojrtdeEwkrjiGgAAAADGg7auC8txVm0xXRkd034sHEYajWsAAAAAGOvau46OSIvqqg/Esy9dIxxGIo1rAAAAABjLqssmRo5bIvLkbcX022isnBvL5/YKiJFI4xoAAAAAxrLuKVeW48k1tRQXxVVTnxMOI5XGNQAAAACMVW1dzRHpkrrqndHRvFQ4jGQa1wAAAAAwFlW73leOSyJy/x7g89EUFwqHka5xRD+7Y+YfGg2Vw8qvp+NnS17wcgEAAADAu9QdN5bjIdsKqYjIC6La8opwGOkG1rg+ft6XU6Qbd7Ulp4bj4+Glj2755uQvTU6bX39jp3tz/pN49PbvvF048axPpFxZHDk+HlG8HEVxQJww/4FciS/ET2972ssGAAAAALvQvvbcyPnM2mK+Ljpb1gqH0WBgjevN+9yW99l47w7XivQfUk7XxoTu57cVfzMhYkL5t5JmRWPvo9vd53eTX357fvz8w1MRq8s/pLU5NZ4WDy99qe/K69QYi1NvrM4nzzspHrx9g5cOAAAAAHbginWHRU++vq76YDSt/6ZwGC0G1rj+x8WvleNrO1pKJ8z/31OKpfnB5a++XXxjn8aY0NN3Gfbz8dM7/mlXD12J+IucY0PufmVePHPPpi3FJ27753zk2bPTPvnJyqbKpUXEpV46AAAAAKgzZ1lD9BR9H7z43m3FtDFSPieqczcLiNFicD+c8dhzTowczUVv+k5NvfHNrQ3yxt6eXd9/zr454vO5km54u2n9e8/c+tsU8YPc90dW/rV56QAAAACgzhEHXVaOn6kt5oujo+VJ4TCaDGrjulIpvl7e3BeP3fp4zULDhK2N6yJ6d/0AEz5djpMiFat2tFz0PXbEB+O4M4/20gEAAABAP+1rPhWR648DuSs6W24UDqNN46A90gnnHpRz77yc05zt1jb3NG75SSk+EsfP/3SkPCVyeir2fXNl/O3y3729L+WjynpvNO731A5/Rmp4MnJveVv5aPndE14+AAAAAChVu/aN7rglavt9v4rUcIFwGI0Gr3Fd9P5xpPiXePQj/2O7tYbe8uc0RMrpu+V3T0VO7ylvT47XJ6zPJ5xzVjx8y//csi+nA8rxX+PB77+5w5/x8NL1cfz8HFGZ4qUDAAAAgLd0p29H5CP7VXLkdH50fna9cBiNBqdxfeTpk1KKP84pOiKqxXbrvRM25sbe2fHI7f/97drHz/qj1FO5M0Xx1/m4Mz8Rj975bCXlfXJOv9vFT8rl16ZIefJwB/fiiy82lzdTvYUAAAAAGE7/+e82fOzav90wt3/tsx9+z0/unH3IJ+NPX/ykhBgi6z74wQ+uHawHG5zG9eQ/OCtynhwb01/tcP2JW14sx/9eU/vpHf+Uj17wH9KEnicqqfJ/FBHnFTltTJEm7vwHVSsRT00qf1b3CHghpuacq96PAAAAAAyXX73RE//PP/ympvbRAybFf5118CdzzprWDJmUUrW8WTtYjzcojesU+U9TpJvzM7f+drfu+OSSl9NxZ9+cU/ynLd/ntCFSfv/WBvUOrtz+xGMHRM+E8sdVXhkBr8W6t14MAAAAABhyRRFp7n97/tzfdPce/vtaQyX1tP3bA3/Q1Fj5lYQYYusG88H2vHF93DnNkYsTikrPmQP6A0vxdIqYsqVZXfnHvvOvJ8UJzx4aD8dz223ePPGoqPQdcZ2eHu5X4a3L3td6PwIAAAAwLNq6Li7Hw/uXeovc9oVTjlokHEa7yp4+QErFn5Y3fxM/u/OpAT2BlA+OHC9vucK6t+fvou8M66Jo2eHmhqK5HF+NCZMf8dIBAAAAMG61rjmxHK+uq94Xnc3fEg5jwZ41ro8784hynJUr8X/tdM/J8w6sHD/v+1uuzK535NnvzTm+kFLcveX7x5ajS4CoAAAgAElEQVS/HpHvSil/ZetxIf33nj4p5XRByrE8Hvz+m146AAAAAMalaldTpHRrOZvUr/pyNBTnRaQsIMaCPWpcVyoNf1LePBU/u23lTje9+sprOdKnUyr+Wxx39uy36yec/W/SPvn/K2f7FLn45u/Luaj8eXlzTOWEp74bf3Re05biR8/fr9L0/pvL2f5FbvwLLxsAAAAA41Z3XFeOx9YW85fj6ukvCIexIg34nifP2T9tnvB8jtQej9z63V3uPW7eH6ZUuan8A/qP5Y/8VUSxobw9plz5SU6V8+LhW/6xbv+Mcv+Scv8+5Xf/Un4dWn79OhdpXjx260+8bAAAAACMS61rT4+U/zpq+nppcXQ2XyAcxpKBN677roZ+X/cHouG9L7zrozuOn394pHRS5Jwi9z4aj975xE73nvylCdH9xicjFYdFJT8dDx/9ky3nYAMAAADAeNT+oymRex8uZx/oV30mmuITUW15XUCMJUkEAAAAADAKtHX1Hbs7q1+lJ1I+JTqm/Vg4jDUVEQAAAADACNfWdWHUNq1L6UpNa8YqjWsAAAAAGMnau46OSIvqqg/Esy9dIxzGKo1rAAAAABipqssmRo5bIvLkbcX022isnBvL5/YKiLFK4xoAAAAARqruKVeW48k1tRQXxVVTnxMOY5nGNQAAAACMRG1dzRHpkrrqndHRvFQ4jHUa1wAAAAAw0lS73leOSyJy//7d89EUFwqH8UDjGgAAAABGmu64sRwP2VZIRTksiGrLK8JhPNC4BgAAAICRpH3tueV4Zm0xXxedLWuFw3ihcQ0AAAAAI8UV6w6LHNfXVR+MpvXfFA7jicY1AAAAAIwEc5Y1RE+xNCK/d1sxbYwU50R17mYBMZ5oXAMAAADASHDEQZeV42dqi/ni6Gh5UjiMNxrXAAAAADDc2td8KiLXHwdyV3S23CgcxiONawAAAAAYTtWufSOnW8pZY7/qryI1XCAcxiuNawAAAAAYTt3p2+V4ZL9KjpzOj47PrhcO45XGNQAAAAAMl7Y1n4/I59dVvxsLm+8RDuOZxjUAAAAADIfLVx8ckb5XV30smuIS4TDeaVwDAAAAwJDLKXorN5eTA/oVN0XOZ0e1pVs+jHca1wAAAAAw1NrWfqMcT62rXh4Lp/1MOKBxDQAAAABDq3XNieV4dV31vuhs/pZwYCuNawAAAAAYKtWupkjp1nI2qV/15WgozotIWUCwlcY1AAAAAAyV7riuHI+tLeYvx9XTXxAObKNxDQAAAABDoXXt6eX41dpiWhyd034oHKilcQ0AAAAAe1v7j6ZEyovLWepXfSaa8teFA9trFAEAAAAA7GW596Zy/EC/Sk+kfE5Up70uHNieK64BAAAAYG9q67qwHGfVFtOV0THtx8KBHdO4BgAAAIC9pb3r6Ii0qK76QDz70jXCgZ3TuAYAAACAvaG6bGLkuCUiT95WTL+Nxsq5sXxur4Bg5zSuAQAAAGBv6J5yZTmeXFNLcVFcNfU54cCuaVwDAAAAwGBr62qOSJfUVe+MjualwoF3pnENAAAAAIOp2vW+clwSkfv33p6PprhQOPDuaFwDAAAAwGDqjhvL8ZBthVSUw4KotrwiHHh3NK4BAAAAYLC0rz23HM+sLebrorNlrXDg3dO4BgAAAIDBcMW6wyLH9XXVB6Np/TeFA7tH4xoAAAAA9tScZQ3RUyyNyO/dVkwbI8U5UZ27WUCwezSuAQAAAGBPHXHQZeX4mdpivjg6Wp4UDuw+jWsAAAAA2BPtaz4VkeuPA7krOltuFA4MjMY1AAAAAAxUtWvfyOmWctbYr/qrSA0XCAcGTuMaAAAAAAaqO327HI/sV8mR0/nR8dn1woGB07gGAAAAgIFoW/P5iHx+XfW7sbD5HuHAntG4BgAAAIDddfnqgyPS9+qqj0VTXCIc2HMa1wAAAACwW3KK3srN5eSAfsVNkfPZUW3plg/sOY1rAAAAANgdbWu/UY6n1lUvj4XTfiYcGBwa1wAAAADwbrWuObEcr66r3hedzd8SDgwejWsAAAAAeDeqXU2R0q3lbFK/6svRUJwXkbKAYPBoXAMAAADAu9Ed15XjsbXF/OW4evoLwoHBpXENAAAAAO+kde3p5fjV2mJaHJ3TfigcGHwa1wAAAACwK+0/mhIpLy5nqV/1mWjKXxcO7B2NIgAAAACAXci9N5XjB/pVeiLlc6I67XXhwN7himsAAAAA2Jm2rgvLcVZtMV0ZHdN+LBzYezSuAQAAAGBH2ruOjkiL6qoPxLMvXSMc2Ls0rgEAAACgXnXZxMhxS0SevK2YfhuNlXNj+dxeAcHepXENAAAAAPW6p1xZjifX1FJcFFdNfU44sPdpXAMAAABAf21dzRHpkrrqndHRvFQ4MDQ0rgEAAADg96pd7yvHJRG5f9/s+WiKC4UDQ0fjGgAAAAB+rztuLMdDthVSUQ4LotryinBg6GhcAwAAAECf9rXnluOZtcV8XXS2rBUODC2NawAAAAC4Yt1hkeP6uuqD0bT+m8KBoadxDQAAAMD4NmdZQ/QUSyPye7cV08ZIcU5U524WEAw9jWsAAAAAxrcjDrqsHD9TW8wXR0fLk8KB4aFxDQAAAMD41b7mUxG5/jiQu6Kz5UbhwPDRuAYAAABgfKp27Rs53VLOGvtVfxWp4QLhwPDSuAYAAABgfOpO3y7HI/tVcuR0fnR8dr1wYHhpXAMAAAAw/rSt+XxEPr+u+t1Y2HyPcGD4aVwDAAAAML5cvvrgiPS9uupj0RSXCAdGBo1rAAAAAMaRnKK3cnM5OaBfcVPkfHZUW7rlAyODxjUAAAAA40fb2m+U46l11ctj4bSfCQdGDo1rAAAAAMaH1jUnluPVddX7orP5W8KBkUXjGgAAAICxr9rVFCndWs4m9au+HA3FeREpCwhGFo1rAAAAAMa+7riuHI+tLeYvx9XTXxAOjDwa1wAAAACMba1rTy/Hr9YW0+LonPZD4cDIpHENAAAAwNjV/qMpkfLicpb6VZ+Jpvx14cDI1SgCAAAAAMas3HtTOX6gX6UnUj4nqtNeFw6MXK64BgAAAGBsauu6sBxn1RbTldEx7cfCgZFN4xoAAACAsae96+iItKiu+kA8+9I1woGRT+MaAAAAgLGlumxi5LglIk/eVky/jcbKubF8bq+AYOTTuAYAAABgbOmecmU5nlxTS3FRXDX1OeHA6KBxDQAAAMDY0dbVHJEuqaveGR3NS4UDo4fGNQAAAABjQ7XrfeW4JCL373k9H01xoXBgdNG4BgAAAGBs6I4by/GQbYVUlMOCqLa8IhwYXTSuAQAAABj92teeW45n1hbzddHZslY4MPpoXAMAAAAwul2x7rDIcX1d9cFoWv9N4cDopHENAAAAwOg1Z1lD9BRLI/J7txXTxkhxTlTnbhYQjE4a1wAAAACMXkccdFk5fqa2mC+OjpYnhQOjl8Y1AAAAAKNT+5pPReT640Duis6WG4UDo5vGNQAAAACjT7Vr38jplnLW2K/6q0gNFwgHRj+NawAAAABGn+707XI8sl8lR07nR8dn1wsHRj+NawAAAABGl7Y1n4/I59dVvxsLm+8RDowNGtcAAAAAjB6Xrz44In2vrvpYNMUlwoGxQ+MaAAAAgFEip+it3FxODuhX3BQ5nx3Vlm75wNihcQ0AAADA6NC29hvleGpd9fJYOO1nwoGxReMaAAAAgJGvdc2J5Xh1XfW+6Gz+lnBg7NG4BgAAAGBkq3Y1RUq3lrNJ/aovR0NxXkTKAoKxR+MaAAAAgJGtO64rx2Nri/nLcfX0F4QDY5PGNQAAAAAjV+va08vxq7XFtDg6p/1QODB2aVwDAAAAMDK1/2hKpLy4nKV+1WeiKX9dODC2NYoAAAAAgBEp995Ujh/oV+mJlM+J6rTXhQNjmyuuAQAAABh52rouLMdZtcV0ZXRM+7FwYOzTuAYAAABgZGnvOjoiLaqrPhDPvnSNcGB80LgGAAAAYOSoLpsYOW6JyJO3FdNvo7Fybiyf2ysgGB80rgEAAAAYObqnXFmOJ9fUUlwUV019TjgwfmhcAwAAADAytHU1R6RL6qp3RkfzUuHA+KJxDQAAAMDwq3a9rxyXROT+/arnoykuFA6MPxrXAAAAAAy/7rixHA/ZVkhFOSyIassrwoHxR+MaAAAAgOHVvvbccjyztpivi86WtcKB8UnjGgAAAIDhc8W6wyLH9XXVB6Np/TeFA+OXxjUAAAAAw2POsoboKZZG5PduK6aNkeKcqM7dLCAYvzSuAQAAABgeRxx0WTl+praYL46OlieFA+ObxjUAAAAAQ699zacicv1xIHdFZ8uNwgE0rgEAAAAYWtWufSOnW8pZY7/qryI1XCAcoI/GNQAAAABDqzt9uxyP7FfJkdP50fHZ9cIB+mhcAwAAADB02tZ8PiKfX1f9bixsvkc4wO9pXAMAAAAwNC5ffXBE+l5d9bFoikuEA/SncQ0AAADAEMgpeis3l5MD+hU3Rc5nR7WlWz5AfxrXAAAAAOx9bWu/UY6n1lUvj4XTfiYcoJ7GNQAAAAB7V+uaE8vx6rrqfdHZ/C3hADuicQ0AAADA3lPtaoqUbi1nk/pVX46G4ryIlAUE7IjGNQAAAAB7T3dcV47H1hbzl+Pq6S8IB9gZjWsAAAAA9o7WtaeX41dri2lxdE77oXCAXdG4BgAAAGDwtf9oSqS8uJylftVnoil/XTjAO2kUAQAAAACDLvfeVI4f6FfpiZTPieq014UDvBNXXAMAAAAwuNq6LizHWbXFdGV0TPuxcIB3Q+MaAAAAgMHT3nV0RFpUV30gnn3pGuEA75bGNQAAAACDo7psYuS4JSJP3lZMv43GyrmxfG6vgIB3S+MaAAAAgMHRPeXKcjy5ppbiorhq6nPCAXbH0H8448fnfyR684ciNT4RDy99aZd7j5l/aDRUDiu/no6fLXnBywUAAAAwQrV1NUekSyJy/+qd0dG8VDjA7hp44/r4+YeniGd3tpxzPjMevX3Ztv3zpqZI34/eOKr8R+zlyL0HxPFn/02uNHxxu6b0iWd9IuXK4vLfuY9HFC9HURwQJ8x/IFfiC/HT2572sgEAAACMINWu90V3LInI/f/f/c9HU1woHGAgBt64rvQ2RtEQORWfjkr8erv1YsL6t+d9jegi3ZNS3FZUJn4qfnrzK3H8vKNTxC2p6Lk3n/ylT8aD39+4ZW9fQ7yI1eU/dGtzajxty1XZx8w/NDXG4tQbq/PJ806KB2/f4KUDAAAAGCG648ZyPGRbIRUReUFUW14RDjAQe3DGdWXClpsi/VP89I7tvx5e+sa2f6oqf1mODxcPH/WlLU3rPo/c/mRuLD5Xzg6NTW/8cb8n9BeRY0P+3Svz3j5K5Inb/jn/Ls0uZ42VTZVLvWwAAAAAI0T72nPL8czaYr4uOlvWCgcYqIE3rnsatl6tPSl2/Ymwx53V91/bWnLK/yWiWtSs/cMdv0yRb0+pOHfL98fO2TdHfD5X0g3xzD2bavY+c+tvU8QPysc5J/qO9QcAAABgeF2x7rDIcX1d9cFoWv9N4QB7YuCN60qxtXHdO6ln1xvT1C03mxtX7Wi1yHFfueeEOH7++6My4dPR1wpPxY73Rt/e+GAcd+bRXjoAAACAYTRnWUP0FEsj8nu3FdPGSHFOVOduFhCwJwZ+xnUqGrect9+76cQ4bv6RkfL+EZUnoti8Oh5b/vY/TpWUjsoR6+PJJS/v5JGe7Hu0SOmjEcVRkVNvNO731I5/ZsOTkXvL20q5N57w8gEAAAAMkyMOuiwif6a2mC+OjpYnhQPsqYFfcd279aiQFOmmlGJeeXtWinx3qkx4PI6bd8K2f6/SAeX4650+Tu7Zeo51FFPe2vuv8f+zdydgUlX3vvd//13dTXcDyow4ICYmKJMac05ycjTQQPBg1OjJ0URNHBIuUdTcwzFh0NznrfveiECMPidGUC9JiCYa9U00SjAhQEs0ORk0xzSg4hARB7RFQYGea//ftasbbIZueh6/n+dZVXvvWnvvqrV3Ve31r1VrPXVn9UHzltydDPjo4WkP5dABAAAAAAB0kvlrPyH5/t2BPKKFRbdTOADaQstbXKdsmyueopJ71+5dNu4LJ5qlfmEW/cYnfPmk7OCK5gVylTe4ndy+FcpUSXFUGEVxgbuVN7JXD6kybLOwswtu69atk8LdRE4hAAAAAADQm2wrz+R9+q6/X7G9IrM3rtQvL9r16y+Oeu7D/3Pr/0MJAb3WuhEjRjzWVhtreeC65Cebwu2mfZZtuO9ZP/mL0y0TbYw88x+xNC8sLVOkvAa3U1lTkH0WFlfGbmUmaziv0pH0fB+5V3SBAzHR3dOcjwAAAAAAoDe54YlSba/I7J03k27/lyP7fWhA7jfdnQICeikzS4e7x9pqezlt/gyf/tlmm3DRz8Pn1HQlgWvTNrkGN/wMfEjd1Ha5bZP5wNoAdTo+IO8pGwerJtfk0Y4ucCzW1R0MAAAAAACAXuGWP28b87Nn3rug/rLTj+n75ynH9VtJ6QC93rq23FhOezzD2PWCSWfUTtvzJj9KY8/vp40P7Dogs2UHZEwC2C8oE6fCdB9NeOlYlejlA/JW5X1UUdLFtb3Q2Uehrtn7Y5yPAAAAAACgV7h+zVHKRH/bb+nG35XunjhixIgKCghAW4raZ6N2lOS1gy7GqSeUjOEY5X76oHndJoW7v+u/f/aGMjV/VtKHdRwXHXTDqTjJ+55yC9dz6AAAAAAAADqKmzLR8jBR/1/1lXK/WOkigtYA2lzLAtfjvnhMNP6in2j8xeMPeGzs+Ue4/AumaEV2fuNdW+T6vcmuOSDvyZcNcOkik+6pzZu0yPZHzHxWbXch9Rw/vY+5fdVcD+ipO6s5dAAAAAAAAB1k3mP/EW6n7rf0ei2a/DcKB0B7aFngOid/p5tOM/mvNeHCyXuXn3zRRyyV+2iY2h7LF+9Z7CmfH26nRuMv+n916szc7MITLhlsmar7wtTuWLp5b944SkafPTGa8PxtGnVZfnbh6K/0j/IHLg9Th8ee8384bAAAAAAAAB1k7tqTwu0N+y1drYWTbqZwALQXa/GaE758nHnNj8MmTg9zW0JK+q8ek3xwudnlKvnpa/vkH3/R+WFnd4SpZHjZrSF9KEw+7x5fqA33PbtP3nEXfsYsuis8XhDmku0cG9JbHtuF2vjTv3DYAAAAAAAAOkC6OF8VejJMja239B2l4pN0w5TXKSAA7cVavYXxF54gj06SvFrK/E0b7nupwbxJC+q+Vf+klB8ht+e1/p6nGsybtMyu2P2Psvg4Rf6CSk74S/i0jDlkAAAAAAAAHWRe8a3h9up9F/q/aeHkn1M4ANqTUQQAAAAAAAA4wNzHpsv8V9onfmQ/1MJJX6VwALS3HIoAAAAAAACgl5q7dqxkM2Q2TfKRtQtti9wfD/Of176NHl9Uvv9PCg1AR6DFNQAAAAAAQG8z88lcDdqZDK54ZUipJqxRI/PTdOPkP1F4ADoCLa4BAAAAAAB6k/T9eSrfuTJMTWnGWjcQtAbQkSKKAAAAAAAAoBepHHKTrFlBa8ltGAUHoCMRuAYAAAAAAOgt5q8eI7dZzV7PfKauKx5HAQLoKASuAQAAAAAAeguPZqhpfVrvL6VYMyhAAB2FwDUAAAAAAECvYZ/pnHUBoHkIXAMAAAAAAPQaNrLl6/pIyg9ARyFwDQAAAAAA0Buk78+TK5eCANAd5FAEAAAAAAAAPdic4qMV6QpVaIbMC1q+IdtCYQLoKASuAQAAAAAAeqJ5a6bJoytlOlstG5BxP/5bChVARyFwDQAAAAAA0FPMe3yglLksTF0h+UdlbbbljCIto4ABdBQC1wAAAAAAAN3ddWs+pkw0S6q5KMw11h3IeyFtDumk5u3A7tCCSRsoaAAdhcA1AAAAAABAd3TNyj4qzP+CzGYp1icabV3telrmS5W/+ydSeY3Kh64M+ac0bUe2VvmlsylwAB3JKAIAAAAAAIBu5FvrjlNN5krJLg9zQxrJWSmzn4f77+vGSf+1zyMzn8zVoJ03h6mwnQb7v85kW1onQev0BVUUPICOROAaAAAAAACgq0unI5V/errMkoD1dMmjRnK/ItftilI/0I2ffrvR7c5dOzZsb0bY7rSwzZG1C22L3FeF+WVaNHkjhQ+gMxC4BgAAAAAA6KquLR6iPP+KPAlYa1QjOT2kX4d8S1Xw2K+UTscUHoDujMA1AAAAAABAVzN/7SfkukqyC8Jcn0ZyvhPy/UhxfLu+M+UlCg5AT0HgGgAAAAAAoCuY/YcC9am8ONu62vxjh8j9l5CWKF8/U7qogsID0NMQuAYAAAAAAOhM81d/VHHqSpkuDXMDG8lZLvefyW2JFhc9ScEB6MkIXAMAAAAAAHS08+9P6cPDzglTV0g+7RC5X5T5UlVULdct//IuhQegNyBwDQAAAAAA0FG+WXyEIs2Q6Wth7uhGcmYk+5XkS7Ww6NcUHIDehsA1AAAAAABAe5v/2OlyTwZbPE/yvIYzWqkU/0CeuV2LPrOFggPQWxG4BgAAAAAAaA/p4n6q8EskuzLMjWs8s/0h3Hxf+aU/V/qCKgoPQG9H4BoAAAAAAKAtzV07VpFdKdclYa5/Izl3h3S33G/Xosl/o+AA4AMErgEAAAAAAFpr5pO5Gvj+eTKbFeYmHiL3s3JbKlXfpUWfeY/CA4ADEbgGAAAAAABoqevXHKWMfU2yGWFuRCM5q0N6WIqXaOGUtRQcADSOwDUAAAAAAEBzzSueKrcrZX5OmMtpOKO9Ifn/VVx9pxZPe4OCA4CmIXANAAAAAADQFOniASrXpTIlgy2ObjSvq1iRlqiPHlK6qIbCA4DmIXANAAAAAADQmOuKT1ZsSbD6S5IXNpzR3pfFP5bi23Xj1GcoOABoOQLXAAAAAAAA+7tmZR/1Lfi3MHV1SJ9sPLOVSL5UNVV366YzdlN4ANB6BK4BAAAAAAD2uH7NscpESevqr4Q0tOGMViXFP5fpNt04+fcUHAC0LQLXAAAAAACgl3PT/OLp4e4KyT4b5qNGMr8a8ixVVPNDLZj6FmUHAO2DwDUAAAAAAOid5q8eLKUulyf9V/uHGsnpMq1S7Ev1920r9MAFGQoPANoXgWsAAAAAANC7zFnzj4qiWWHqCyHlN5jP7F3FWi7zpVpY9CIFBwAdJ4ciAAAAAAAAPV66OF8VfpFkScD61EPkfkryJeqje5QuqqDwAKDj0eIaAAAAAAD0XPOKj892BRLpMrkPaiRnEqC+T3G8RIun/JmCA4DOReAaAAAAAAD0LOffn9KHhpylyK6Ua5oajX/Y37NdgSjzI9049R0KDwC6BgLXAAAAAACgZ7hu9XDFOV+R/Mowd0zDGS0OeX4l89t1Y9GjYd4pPADoWghcAwAAAACA7m3+2n+W6yop+rzkeY3kfDukHyoVL9UNU16h4ACg6yJwDQAAAAAAup9v/KavcvK+LNmVkk84RO4/hvR97S7//3TrmZUUHgB0fQSuAQAAAABA9zF/9RgpukIeXSr5YQ1ntLJw8xNFvlQLip6m4ACgeyFwDQAAAAAAurZ0cY4qda5izZKp6BC5N8m1VAX6sdJFOyg8AOieCFwDAAAAAICuac6qIxXlzpTsf0h+ZCM5a+T2sMyXamHRagoOALo/AtcAAAAAAKBrmbdmshTNClPnhJTbSM6tki9Tyu/QDVNep+AAoOcgcA0AAAAAADrf3N8eLuVeIvMrw9yJh8i9Tu5LtP2wB3Xnx6spPADoeQhcAwAAAACAzjN37UkyuyJMfTmkvo3k3CnTXYp9qRZN3kjBAUDPRuAaAAAAAAB0rPT9eaoY9vkwdbXknzpE7g0hz1Ll211KF+2i8ACgdyBwDQAAAAAAOsbc346Upa6Qoq9KPqzhjFYVHn9QZrfpxkmPU3AA0PsQuAYAAAAAAO1rXvG/SHal5J8Nc6lGcr4m1x2KtUzfKXqTggOA3ovANQAAAAAAaHuzfz1I+XmXyZOAtY5vPLOtCje366XSh/XABRkKDwBA4BoAAAAAALSdOcUfl/ksmX0xzBU0knO7XD9WlFmqG6c+T8EBAOojcA0AAAAAAFonXZyvCiWB6lkh/UOjed3+KvOlquzzU93yqXIKDwBwMASuAQAAAABAy3xzzYcVRVfIdHmYG9xIzkrJ7w/5btONk/9EwQEADiWHIgAAAAAAAE2WTkcqn/RZmSd9V/+LGm8UtznburrKfqjvTt5G4QEAmooW1wAAAAAA4NDm/26o4sxXZboizB3bcEaLJX9U7ktV8LtHlU7HFB4AoLkIXAMAAAAA0BvMXTtWshkymyb5yNqFtkXuq8L8Mi2avPGg681/7J/C7dUh3+fDfZ9G9rAtbOdHykkt1bcnvkyBAwBag8A1AAAAAAA92cwnczVo581hKunaI9VAroxkdyi/dLbSF1Qp/UihKvp+SW5XynTyIfbwJ7kvUVnFfbr1zEoKHADQFghcAwAAAADQU6Xvz1P50JWh9j+liWv8MeR9Sq4vhenDG8lXHvLco1S8RAum/JWCBgC0NQZnBAAAAACgp6occlMzgtaJT8pDapA9H25ul1LLtej07RQwAKC9ELgGAAAAAKAnmr96jNxmtcGWMnI9IouXauGUVRQsAKAjELgGAAAAAKAn8miGGu7TuineCmmZYt2uxUWvUaAAgI5E4BoAAAAAgB7JPtOKlV9T/tsfzg7UCABAJ4goAgAAAAAAepjr1xwr2fGt2MIAgtYAgM5Ei2sAAAAAAHqC69Z8THF0jlyfU0YnK0wAANBdEbgGAAAAAKA7mvlkroa8/2m5nRfS2Yp9ZHa5tcXGbQsFDADoTASuAQAAAADoLuY80V9RzVkynSXfdZZiO6z2gbZuXe2/pbABAJ2JwDUAAAAAAF3ZnOKjZXa2Ij9PXjNR8rwmxKkzIf1VslND/uaOb5VRpGUUPACgMxG4BorGf3MAACAASURBVAAAAACgq7lu9QTFOZ+TedJn9cezLaqzwepGI9a75fYbRf6wlFmhG6e+o3nFt4blVzdv53aHFkzawEEAAHQmAtcAAAAAAHS2dHGOKnRamDpXrnMU67gPgtWNejPk+VXI+KAKbI3Skyr2eTT/7WtVPvREmaY07YnYWuWXzuaAAAA6m1EEAAAAAAB0gm/8pq9y86bL/ZxQPT8rLBnYxDU3Sf6LUKP/lW4s+kNYt/HwdjKI46CdN4epK0NKNZArk21pnQSt0xdUcXAAAJ2NwDUAAAAAAB3lut+NkMdnyf28MFcUUn4Tqu6x5H8IEyuUiX6h70x8oUX7nrt2bNjWDJlNC9sbWbftLeG5rArzy7Ro8kYOEACgqyBwDQAAAABAe5qz7kRZ5jxZtlX1PzVxrfKQVkv+kGqqV+imM0opSABAb0LgGgAAAACAtpRORyo//TQpOjvUus8NS45v4prblLSqNv1SfXatUvrsMgoTANBbEbgGAAAAAKC10o8UqrLfNLk+F+aSltVDmrjmi2Gdh6T4ERU8/oTS6ZjCBACAwDUAAAAAAC3zjd8MU07uWaFqnbSqnhpSQRPX/C+5r5CnHtTiic9SkAAAHIjANQAAAAAATfXNdR9RKv5XZVtV26ckj5qwVkVIxTJ7UBat0IJPb6UgAQBoHIFrAAAAAAAa5Kb5xZ+S67OhCp0ErEc3ccXtYd0VMntY1VWP6qYzdlOWAAA0HYFrAAAAAADqSxfnq9ynhCrzeaHW/Nmw5Igmred6OeR/OEw9pHw9oXRRDYUJAEDLELgGAAAAAGD+6sFS6izFdo7MzwhL+jaxVv2k3B5WVPNLLZhaQkECANA2CFwDAAAAAHqneas/JIvOlds5Ye60kFJNqEZXyXydYntQ7o9ocdFrFCQAAG2PwDUAAAAAoPeYv/YToSp8llznhbmxTaw6vx9qzyvCOisU56zQ4tN2UpAAALQvAtcAAAAAgJ7rmpV9VJg/SRb9q+RJf9VHNbG6vEXmj4T0oLYd9jvd+fFqChMAgI5D4BoAAAAA0LOkiweoXGcpsrPlfmZY0q9J67meDrXkXyqKH9aCKX+lIAEA6DwErgEAAAAA3d/1a45VTeqcUMs9V/LTw5LcJqxVHarFj8v1kHIyD+uGKa9QkAAAdA0ErgEAAAAA3dN1az6mODpHrs+F2u3JTVxrl8xWKvZHVKAVShftoCABAOh6CFwDAAAAALqHmU/masj7n5bbeSGdLfnIJq75eqj+/koe/0JlFY/p1jMrKUwAALo2AtcAAAAAgK5rzhP9FdWcFWqvZ8lDkh/WxDU3hnUeDPlX6MbJf6IgAQDoXghcAwAAAAC6ljnFR8vsbEWetKyeKHleE9bKhPSEzB+Wxw9p4dS/U5AAAHRfBK4BAAAAAJ3vutUTFOd8TuZJn9Ufb+Jau+X2G0X+sJRZoRunvkNBAgDQMxC4BgAAAAB0vHRxjip0Wpg6V65zQu30uCau+WbI/yvJH1SBrVG6qILCBACg5yFwDQAAAADoGN/4TV/l5k2X+zmhOnpWWDKwiWtukvwXoQb7K91Y9IewrlOYAAD0bASuAQAAAADt57rfjZDHZ8n9vDBXFFJ+E6qqseR/CBMrlIl+oe9MfIGCBACgdyFwDQAAAABoW3PWnSjLnCfLtqr+pyauVR7SaskfUk31Ct10RikFCQBA70XgGgAAAADQOul0pPLTT5Ois0Mt89yw5PgmrrlNSatq0y/VZ9cqpc8uozABAECCwDUAAAAAoPnSjxSqst80uT4X5pKW1UOauOaLYZ2HpPgRFTz+hNLpmMIEAAD7I3ANAAAAAGiab/xmmHJyzwpVyaRV9dSQCpq45n/JfYU89aAWT3yWggQAAIdC4BoAAAAA0LBvrvuIUvG/Ktuq2j4ledSEtSpCKpbZg7JohRZ8eisFCQAAmoPANQAAAAD0FHPXjg3VvBkymyb5yLpq3xa5rwrzy7Ro8sZDb8RN84s/Jddnw7pJwHp0E/e+Pay7Iuz7YVVXPaqbztjNAQEAAC1F4BoAAAAAuruZT+Zq0M6bw9SVIaUayJUJVcA7lF86W+kLqvZ5JF2cr3KfEh4/L9QSPxuWHNGk/bpeDvkfDlMPKV9PKF1Uw8EAAABtgcA1AAAAAHRn6fvzVD50ZajdTWliNXCt8kunq3JQfyl1lmI7R+ZnhAf6NrEW+aTcHlZU80stmFrCAQAAAO0hhyIAAAAAgG6scshNTQ9aJ3yyKoa9HO6HK2mdbX6I/FYV8qxTbA/K/REtLnqNQgcAAO2NwDUAAAAAdFfzV4+R26zmr+hHNv64vS/TCnlIcc4KLT5tJ4UNAAA6EoFrAAAAAOiuPJqhhvu0bibbIvNHQnpQ2/r/Tnd+vJoCBgAAnYXANQAAAAB0W/aZVq3uelqmXyqKH9aCKX+lPAEAQFdB4BoAAAAAui0bmUSfW8S1W4uKTqEMAQBAV0TgGgAAAAC6HTfNLT4zTBS2eBPW0og3AABA+yNwDQAAAADdxbzHB8qqL5cemyW3D6tVsWfbQoECAICuisA1AAAAAHR1162eoDjnKqnmy3IraJuN+m8pWAAA0FURuAYAAACArmjmk7katOtcya9RrNPVtj17ZBRpGYUMAAC6KgLXAAAAANCVXLd6uOKcmdKuKyQ/spGcFSHdJ/cCmV3QvJ3YHVowaQOFDQAAuioC1wAAAADQFcwp/qQi/7ri6POS5zWcMemb2peoWj/Qd4u2KX1/nsqHDpZpStN2ZGuVXzqbAgcAAF2ZUQQAAAAA0EnSxfmqtAsV62qZf+wQuVeHGtxtevHtR/TABZl9Hsl2K7Lz5jB1ZUipBtbPZFtaJ0Hr9AVVFD4AAOjKCFwDAAAAQEe7fs2xythVoUr2lTA3uJGcO0Ot7S5lotu0eOKzh9zu3LVjwzZnyGya5CPrqn1b5L4qzC/ToskbKXwAANAdELgGAAAAgI4yb800KZoVps5Swy2jE8/JbYk8Z7kWn7aTggMAAL0NgWsAAAAAaE9znugvq7lM5knA+oRGcibdf6yQ4iVaOGUVBQcAAHozAtcAAAAA0B7mrDtRqfgquS4Jc/0byfmO5D9Uym/TDVNeoeAAAAAIXAMAAABA2zn//pSOH3q2XFeFuamN5nX7qyJ9X338XqWLKig8AACADxC4BgAAAIDWurZ4iHL11VDFmvXBoIgHrYJVSfHPFdv3tLjojxQcAABAA1dNFAEAAAAAtNC8taeGatU1YeoLIeU3UvV6I9zcrqjmTi2Y+hYFBwAA0DgC1wAAAADQHOn781Qx9PwwlQSsP3GI3I+HateterffQ7rz49UUHgAAQNMQuAYAAACAprh+zVHKRFeGqRkhDW8kZ3moat2tqOY2LZhaQsEBAAA0H4FrAAAAAGjM/LUTFdvVofZ0bpjLaaR29ZLkS+S5P9LC07dTcAAAAC1H4BoAAAAA9pd+pFAV/S4JU7NCGt9ITg/Vqkfl8RItKloZpp3CAwAAaD0C1wAAAACwx7zi4+W6KkxdFmpLAxrM59oRbpeHPLdpYdGLFBwAAEDbInANAAAAoJdz09ziM2XRrDA9/RD1pPUhLVH+rruUPruMsgMAAGgf1ibbGHfheCk1SJZ5U+vvfa7Nnt2JFx2rVHRcSC/ob3e9zuECAAAA0GbmPT5QVn15qNLMkuvDjeSsCY8/pMi/rxsnr6PgAAAA2l/rAtfjL77IFC8OmzkqzG0NaUSYftbNvqaSnzy+N9+pMwutatfuhjbj7l/Xhntv3bvgpC+eYh79MFwcnhzm3glpcHimv/dIl+vpe17gsAEAAABosetWT1Ccc1WoiXw5zBU0kvOtkJYpFS/VDVNoSAMAANCBWh64nnDhheZ2j7mWxjl51+np5Tt0yvlDo+rcm9x0vrt/UhvuLcnmPfX8w60qd4e7na2czIYDtlVe+I42/XBndnr8RR8KT+rJcBH5mFvOFSq5uzRpeW05+mF49COe5x/TU/du49ABAAAAaLKZT+Zq0K5zQz3jmjB3+iFy/ymkW5X/9gNKX1BF4QEAAHS8nJauaG43hLs18YZ7Zu1d+N8PvB0rfbmNf+EfItOcWPpSdvnughzl1iRdx72qp3+2ubHtRtL/cdc2r9hxoV58tDK78Nl7XvHjLz7PCvy5qDJKtjuHQwcAAADgkK5bPVxxzkxp1xWhQnJkIzkrQrov5LlVCyc/RcEBAAB0rpYFrk+dmeuVu6+Q67UDH0zH5hf93k0f+2Av1TnZxt05mZpGtzv2/H4ufd4jm7c3aL3Hiz9938ZftMzNZ4S5uUrG8QYAAACAg5lT/ElF/nXF0edD1SGv4Yy2JTy+RNX6gb5bxD87AQAAuoiWBa6furM63K5q6GGXhoe7d/cuSOXmKK6RYmUa3W6U+8lw20cW//ZgD8fSapP+l8Z94QRtuO9ZDh8AAACAvdLF+aq0C0PF4WqZf6y2Z8QG27usDg/fphdLH9EDF2QoPAAAgK4lp823eMoXj1SNprr73L3LqmpysnsyfUTjL/pkuIgcKrfn1a96lf7rgfK9+cw/GpZnlNP/+YNu21LPycM1pUWjwxyBawAA0DPNXTs2XPDMkNk0yUfWXQhtkfuqML9MiyZvpJCAeq5fc6wydpUq9JXwHhncyEg+O8NjdykT3abFE6lPAAAAdGFtG7g+//yUPZf6QZh6T179o73LU5mwn1TSL/ZtYe55ufUN96dqV+7bPuFLX1TJTx7P5nMbrKSldm2L7gOV3P22xl/kUjSUQwcAAHqc7OBxO28OU1cmV1D7thT1MTKNkewazXvsDuWXzmbQOPR689ZMC3WDWcrorNr3TIOeC3WNJfKc5Vp82k4KDgAAoOtry8C1Rc/l/l+XF4V0hjY+sGvvI5ncMs/JnKf19z60d9nJXxxlNdF9pvhXPu4Lp2jDfS9F5gXuVt7IPpLaW6XMCzu74LZu3Top3E3kFAIAAG1hd3UmdcY9r1z80g596BBZk4D2rA8VHD191ZbXftI3N0UXB+hVSssyfb7zX2+f/OuXdv7DtvLMkAYrJ2bxiYPznr9w7OF/mXHyoJfCokEh/Ydmb6UQAQAA2se6ESNGPNZWG2uzwHU0/uL/dPmX3e0Cbbhn3T4PPvuT5OrwoX2WPf2zzX7CJWdabs2zkUX/K5Yui93KTNbIwCnpSHq+j9wrusCBmOjuac5HAADQFhb8/m29tKPpDaj/vr3yuG8/se1/LZg0jMJDr/DCu1Vavn6HHnj2Pe2qihvMNzA/pQvHHq7LJgyIju6fe0JYdEK4bqcAAQAA2pmZpcPdY221vTYJXEfjLv62y2e56Uta/9MHm7zic3e9Y+MuXh7WuzQ777ZN5gNrA9TpA69GT9k4WDW5Jo92dIFjsa7uYAAAALTK2ld2Df1RyXtJ9yBRc9b78fod8ZTj+t4+dVS/UkoRPVFVTRzd/vT2jz7wzHv/+OL2qkb/jTCiX+7Wz40+7M///g+D1h/eJ1VD6QEAAHS4dW25sdYHrsdfPMfl8910uUru+VlzV49NL5g0NBusjjYl/V/30YSXjlWJXj7wyjXvo4qSLq7thc4+CnXN3h/jfAQAAK02b+3NSa9rzV3N3aMv//K1ai0s+t8UInqUa4uHKFdfDe+LWR8MUHowVhVqFD8PlYrvbf3WaX+8PSy5ndIDAADoEVoXuB538RUmv9HNv6aSe+9qySYi86M81jvZFtaZ8/+sKLdScVwUHjowcJ2KJ8ntPeUWrufQAQCAnsM+0znrAl3MvLWnZgcglb4QUv6+A5Tuc96/oSRGHdXcqQVT36LgAAAAep6WB67HXfglM7/NZV9XyT3LGsx36oVDoiotiD11jzb85LF9Hjv+4sPc/XIzrchekiYDOo6/8JEwP8uVXr5PdyHHT+9jbl811wP+1J3VHDoAANAjzHt8oLzmOFkL13f/sOYUf1JRziYtPH07BYpuJ31/niqGnh+mkoD1Jw6R+3HJbtW7/R7SnR+nTgAAANCDtayKNP6iT4cV17h8rtbfe3OjeZOAc8HAv4Spo93tq9pQ1wf2hIuPNvefhKkx7vGp2vCzV7PLx148xiL/i5nuit/Pm63Nyys0+iv9o9yKO900zeOcU7Txri0cOgAA0K1ct3q44tT4MHVCuAI7QbHGyGys5G04uqKVyn2jIj0j13NhwXOKMutpkYou6fo1RykTJX27zwhpeCM5y8O5fbeimtvCuVxCwQEAAPQOLQxcX/g1kx2q+7jtvv6eQdmpcRcON4t+ECpmnw27fFOKt4X7E8Mjf3GLLlPJTzbts+a4Cz8T8t8V8heEuddCOjaktzy2C7Xxp3/hsAEAgC7rW+uOU3VmjCKNlmevd8bLw7RpQKc9J9eOsP/kemu9zJ9VHKZzU8/o2xNf5oChw81fO1GxXR3OyXPV2D9ATS+Fk3eJPPdH/JsAAACg92lZ4Hr0V/qroGxwo3mq8+IDWkaPv+hDMvuY3E2e2aAN9z3b4PqnzsxVxe5/lMXHKfIXVHLCX/bpOgQAAKCznH9/SscPGi3PCclHy3xCuKw6IaTRkhd2o0vBsvB8N4X0nNxKwnXaJlnNJr347iY9cEGGA402k36kUBX9LglTs5JaQSM5PZyXj8rjJVpUtDJMO4UHAADQOxlFAAAA0IB0cb6qst16jFZtsO2EkEbX3ee00V4qJd8sRR8N9828NrNY5r+V64i659SnjZ5TjZTtamRT3f16RWE6L0yniyo4MdBk84qPD+fnVWHqskb/dZD8K0BaHvLcpoVFL1JwAAAAIHANAACQXnmYKgqT7jzGKfYx4T4JTifdfBzfhnvZme2uw+2ZML1BFm9SJswvnlzbZdq84lvD7dXNvJRbooWTrto7O2ftaKWSLkqi5PmPk4XX4tnX0r8NX0cSVHw2bHeTIkv60t6g/LJNSp/5PicSarlpbvGZsmhWmJ5+iDrH+pCWKH/XXUqfXUbZAQAAYG9thyIAAAC9xrXFQ5QTJ4MijpOipIuP0XJNCI+MaMO9vKMksJsEp5MBEpNgdSperxumvN7oWun781Q+dGXIP6WJl3FrlV86XekLqg6ZtXYQvD19bScts8PrzwbmB7fh694atl0it01SvEnuG1QTPaPvFm3jxOsl5j0+UFZ9eTg3Z4Vz7cON5KwJjz+kyL+vGyevo+AAAABw0BoPRQAAAHqc7hqonflkrgbtvDlMXRlSqoFcmXAJd4fyS2c3KWjdmK4cyEf3cd3qCYpzrpL8y2GuoJGcb4W0LBz/pRx/AAAAHAqBawAA0H311K4x5q4dGy7TZshsmuQj6y7btsh9VZhfpkWTN7ZruXaFrlPQtWV/ZNl1bjgfrwlzpx8i959CulX5bz/Q6h9bAAAA0GsQuAYAAF1btguN4aMVxaOzQdQoGiv3PQMkMhhhhx6LjhqsMmmZbZsUxxuzPxbE0SYVvLWJoGcXcN3q4YpzZoapKyQ/spGcyfvmvpDnVi2c/BQFBwAAgOYicA0AALqGb/ymr3JyTwiXJ0kQdE83H6PDfEgetdGlT1nY1qaQnpNbSTY4ajWb9OK7m/TABRkOQgudf39Kxw8aLc8Znf1RwXxC7XHMHrvCNjp2cfbYJS3fLfsDw/rscaypfk43nbGbg9DO5hR/UpF/XYo+H8o9r5HjtCU8vkTV+gH9mwMAAKBVNQCKAAAAdKhkALe4JglKn5TtUznpW1k+NjxybJvtw7Vjb3DT/FnFYTo39Yy+PfFlDkAH+9a641SdGaMo6dLFku5G9vwoMaAN9/JKuKzdWNvXuCXB7b8pytmkhadv5wC0QtLCvtIuDO+fq8P76GOHyL06HNPb9OLbj/AjEAAAANoCgWsAANA+sl0KpGq7k7Bs9xLJIIBjJR/WhpcypXLfqEjPZAf+S7qYiDLrtWDqWxwAzg/Ojxa6fs2xythVofy+osYHNE36Kb9Lmeg2LZ74LAUHAACAtkTgGgAAtA4tatGWaJHfiWW/Zloo71lh6qyQUo3kTLraWSLPWa7Fp+3kpAUAAEB7IHANAAAOjT6M0dnoA719zHmif3iNl4X3dBKwPqGRnMnrXyHFS7RwyipOSAAAALQ3AtcAAHSGuWvHhq/hGTKbJvnIuq/lLXJfFeaXadHkjZ3yvJI+bauy3TaMVhIcrA1kja67z2mjvVQqabGZBAXjeKMie0ZxtEkFb21S+oIqTg4075y9P0/lw0crikcr9jGKorHZH1dqz9k+bbSXmuw5q+wPKsn9ekVhOi9Mp4squuXnx5x1JyoVXyXXJWGufyM53wnb/KFSfptumPIKJxwAAAA6CoFrAAA60swnczVo581h6ko1/Ff8TPiKvkP5pbPbLZCbXnmYKgqTFqvjssG+bMtVJd18HN+Ge9mZbTnt9kyY3iCLN4VXtkmLJ2/iRECHmLN2dHiXjZYn3Y2Ec93Cue7Zc71/G+7lxZCezf5TIPkRxsO5nl+2Sekz3+9ynx/Zf04MPTs8x6vC3NRG9+X2V0X6vvr4vZ0SnAcAAECvR+AaAICOkm0ZOnRl+Pad0sSv6bXKL53equD1tcVDlBMng96Ny/YVnPQZ7JoQHhnRhq/sHSWBuyQ4nQyAlwSrU/F63TDldQ46uqTr1xylTLSnu5GkZXZ4f2R/uBnchnvZGrZdku2TPds3u29QTfSMvlu0rcM/P5LPgVx9NSyb9UEL7YOuEz5r4p8rtu9pcdEfOVEAAADQmQhcAwDQUeav/Z7crmnmV/USLZx01SGzdcdAHNDVdOUfelr2+fGA5GVh4gsh5TeS741wc7uimju1YOpbnAgAAADoCghcAwDQEeavHiNPlajhv/c3JKNIJ2tB0YbsXE/r+gDoDjq7a52Wf34cyuOhOnCr3u33kO78eDUHGgAAAF0JgWsAADrCvLU3h6/d2S38un6hrtVkzx1sDuiOOm4w0+RHo6FttL3y8Jlyt6Ka27RgagkHEQAAAF0VgWsAADrCvOL1qu2+o6O/6ssk3xTSc3IrkdkmWc0mvfjuJj1wQYYDA7SD7CCIg0bLc0LypMuRCeG9eEJIo8N7sbCTrvpfCvteIs/9kRaevp2DBAAAgK6OwDUAAO3CTd/63SjFPkqu5H5p+Nbt0367045sNwNJy2nzZxWH6dzUM/r2xJc5FkAX8q11x6k6M0ZR0uWPJd2N7OmbfkA7fTZkws3ntKhoZbj0dw4AAAAAugsC1wAAtNT1a45VbKPC12kSnD4uLBlVLx3bTl/dpXLfqEjPZAd2S7r5iDLrGVAN6OauWz1ccaq2uxHLdj+SDBI5VvJhrdzyLi0s6k8BAwAAoLvJoQgAAGjA9euOybaYTgLRcVwXmLbaeQsp01E/ANvW8Dz+VVHOJv7iD/RQtT8+JWn1PsvnPT5Qqn4yfA58qIWfH1soXAAAAHRHBK4BAL3X9WuOyraYjm3f1tKRarv3yMSpvXmtM/+k5PdrcdEfOWBAL5T8WDVv7S/DVAsHd/XfUogAAABoD5eetHCs3GbIfVqoM4+svfz0LWF6lcyX/fhv8za2ZvsErgEAPdd1vxuhTPVxe1tJZ4PSVhuUVrbFdG423/4x6bbrBXZr2PjLYfubQ9qlWDPCxqNmbiOjSMs4mEAvZvEyeerrYSrF5wcAAAA628xT78itrNlxc6g7X5m9Rq3f0MtsTLgdI7drLpuw6I7dmfLZD2xMV7XoMpiiBgB0W98sPiLbZYfVayktfRCYVjsOhljrzZA2ZwPTyX2c3PvmsP/NKq/YrFvPrNwn97ziW8Pt1c38ql6ihZOu4mADvRyfHwAAAOgCzh+bzitMFawMk1Oakt9la8szZdNbErymxTUAoOv6xm+GKcoZJbN6QWmrva9NBft9I7YxK903KF2X3DarOnezbvlUebM2l//2tSofemLY5pQm7n+t8ktncyIA4PMDAAAAXUFBlH+T1NRr0qTVtE/umyq4JUw2u0EFLa4BAJ3n2uIhSmlUNmn/1tJJv9Ne2M7PYFs2MF0/KJ20mE7uC3a/rPTZZW2+x5lP5mrQzpvDVO1fqg4uE17/HdmgU/qCKk4UAHx+AAAAoLNdfspNY+JMpkQt6MIuVnTy3SXf3NCclQhcAwDaz+xfD1JB7r6tpGun9wyG2K9d92/27r5B6bqU8peVF+7TRbs6rWzmrh0bnuCM8BynST6y7glvkfuqML9MiyZv5AQCwOcHAAAAuopLT1p4c6jTt+hffSb/z+Ul8/69eesAANBS6eIBqqrXStr3tJTe02raD2vX/bt2aP+gdOQvy+LNyqvarPSZ73OQAAAAAABovUsnLFof7sa1rP7uz/x4/byxzVmFPq4BAA1LrzxMVXmj5NEoxfUD0nWpQgMO8m3Uhk/AksDz5tqUBKTrppP72hbTOzhIAAAAAAA036RJ6ZxRO/ocrYz1V8oHx54aHsUqiM2PDQ/3NfOhchsSUj+ZHxOq+x9qcTNos5HNXYXANQC0t678l+50cb9si+nMQYLSyWCIFT7ogy+ZdnkGSVcdm0N6OXwJbtaeIHUyXV69Wbf8y7ucQAAAAAAANG7GuBuG1+REBdn6fCZVGJsPNdMQd/WT+0gzK5DbCI98oLkOD/mO1LvK8z31/diS7jxClnrVf6+bMm/PuECD6CoEANpLVxhEK/1Iocr71gWlbZTqB6Vru/cY0s5fM2XZltJ7WknvCUxn6tJ3i7ZxogAAAAAAUBdKODVdWJXpMyxTEw1J5cT95NExHluBm4+I5APddLhiHSmzwpD96JD6hzS4y78wugoBgC4ifX+eyneuDFNTDpEzFT69Z6li2AlhnenNDl7P/kOBcqtHyXyU6gel9/Q3XeHDDvoTZdv15lGu+q2kk/tkMEQP03HNZt10RiknAwAAAAB0T5eetHCs3GaEOt60vV09uG8J06tCHXDZj/82j0GhG3H5uO8eY1FNYRzFI5SJBsRJ0Fl2lFmctIw+2t0OM7dBoSyHh2p6Yai+H1tZXbtuGIoSxwAAIABJREFUFIWijqPaGfNs1T57m9Tnu2FTZDP9trnrELgGgPZQOeSm8EUypekr+GRVDLslTFy1z+JrVvZRQf6osK1R2RbT9YPS2UB15REHbqptX4nqt5aO6+69Ln2n6E0ONgAAAAD0LDNPvSO3smbHzaHeV/sPYqsXKTUbE27HyO2ayyYsumN3pnz2AxvTVT25PC47+ZYBUsUAq7Ej48gKQrX76MjssNh9kMmGm7zQ3Y6VedIKephq/93cL1ZN7QaSAPTeLjh8bxcc2du6bjg6KxYd9v5K2HdZeE5vufm7Zp6MNfWae1QeHn09cr2nVLwjiqOtruioWPEqNfyv8oZkMkota+5zo6sQAGhr81eHL/BUSfM/yC0On8o/CBN9awPTnnTxMaKdn23yW25tYDqu18e0wnQq92Ut+PRWDigAAAAA9B7nj03nFaYKmvIP4iyXrS3PlE3vDsHrFgxGWBjqyyO6yaF7J6SdIb0m9zJFesNc78Wy7ea21SIvl8WvZmqiXamceFteqrL0zqfSZc3dyaUnLbo1lMvVzVnHpCXLS+Ze1dx90eIaANqaRzPU/F8fsyuGD///0cbPJlMblK7Xv3SSIn85pM26YcrrHDAAAAAAwB4FUf5NUtP/QWzyyX1TBQf+g7id9cTBCOskPwC8EZ7Kexbb9vBctronQWfbEl7frvD6tkVubyuVSYLOm3Nq4vJlG65/q6OeXFlN+bWFqYIT1YwfNsoyZbNbsi9aXANAW5tXvD7cjuugvXm2y449raSzQemodjDEyDbrhomvckAAAAAAAE1x+Sk3jYkzmRb8g1iZWNHJd5d8c0Nz99ljByOsrbFvlWW74XhV5rtC2uZJ0FnaHbm9EkcqjyzzljL2jlK+c/OAytceeyxd09Vf1gFdyTRwTpjUqq5kCFwDQFtJp8NXzsRPhanV4dO1Txtu+RXVby1tejkbpK5tMf0KBQ8AAAAAaAuXnrTwZrm1sHWs/6fFud9t7mCE3aRodoW0LaTSUD5lZv6Ky8pc/lZk9m7s/n54La9FsZd7jr8h5e9Y/vTsHb3gfGnXwTsJXANAa8x7fKC8enr4UJ4e5pLUyl99rSp8Ml+R7d4jaTH97U9v/uA/SgAAAAAAtBe3Sycsei7UQT/ao19lcwYjjHPKfrThWv7J3EkIXANAc81dOzZ8fJ5dG6z2f1aL+rNu8GP5GS2cNJZCBgAAAAAcysxTFx5elfGBmTjHUlFNtvWyx6nBLu9nbn2S7jaSZVG2r+e4T6hz9lVsQ2urn35MXX026f95YDd8+R0yGCE6D4MzAsChzP5DgfpUTgxf6ufI7Uzt/StTezSE9t9S4AAAAAA6Snv/1R8Hunzcd4/xnKpUVG2Hx7k+MPYoGSMwW/Z7BheM5HluOjK7LAk6uyXdUfYNM0PrNpMNOldWZ3MoUiyPoz31ytqWquZ7W6x68kfe/Qce7Dq69GCE6Dy0uAaAg7l+3TGqic8Mn5Jnh4/KovANX9jENZNffP8Q1vlsWCdq5l4z4WrjZC0o2sABAAAAANCeOmpwtZ5RVrWDB2Zn4tQxijKpOGOHy2yAedKY+YOgc6gH9nOP8sLybNA51CmPCMvylQSdpaE9vrB66GCE6BwErgEgsWdgxcimhy/as8K37YRmfJSWhE/TFYr9URWs+0PYVqx5xbeGB65u5kfyEi2cdBUHAwAAAO2BlrXY4/yx6bzCVMHKMDmlKfldtrY8Uza9OwWvLxu7+AjlZvLNcgvdq2uDzh4dE7uiUPcaEGYGmHsU5ureCzYkpH4e+QdBZyVBZ+X3pnPDzd83t8Nasm4yOOPyknn/zjsMbYWuQgD0XvUHVqxQuNfgcOHelK/jsvB1Xhyu3h5RTrRSN0w8cKCG/LevVfnQE8M2pzTtydha5ZfO5qAAAACgrR3QstbqtWEzGxNux8jtmssmLOr1LWt7i4Io/yapqXWVbEByct9UwS1hst0a2iTB9L65fWoDxnF0hKI4X5lUYVzXNYa5HePmqXD2DggzA5QEoD2qDTqbDwm3/ULKCym7DU+6doxDFmXCXFTvtdQ+Wnf+79sDZNK1hne7w7krpG1101vCezkOL3x7eMnvhelMeDl76qu1rZ7llYr8zWwxu78RmVVVpnJ33fvUN7LbuPyUm8bEmUyJmj+WUyaj1DLeXWhLtLgG0Lu0fGDFV8IVzMrwxf+wKvus0y2fKj90DeHJXA3aeXOYavSvd+H53JENWqcvoIIAAACANtUbWtaieVoTmIwVnXx3yTf3dm144ak3DemTqe4Xu+dFZnVBZzsiVl1/zHVdY1jSH7N5SnEyCGA0MEwnkeSRdZvZE3TuTd5Qbb/Ou0IdszbobPGWUFBxmN/h0g5Lgs7m2aDz3v6d46hCUZwNOu+urnyjvd6nl5606NbwYdCsfxCHY7xkeclc/kGMNkWLawA9W8sHVkwCyr+X+6Mh7yNaNLn5f5u88+PJMBnXaO7a28O2ZshsWthW3cWZbQnbXhXml2lREX/JBAAAQLvoii1r0bb2aalc/1jGqUEeZQ7o8sHjzDw1P2idSEWe+f0lExZttz31qupMtuFz0iqy/p9XD9pKMhkY0JpUF+uKKkJ6s+5lvGGxVe3pvzn7aKwtbklLZ9sRcuyIkgC0xdmgs1luqXt1mapTFcs3znmzO7zYspryawtTBSeqGT94lWXK+Acx2hwtrgH0PK0bWPHRbLDach/VwtO3U5gAAADortqyZW1v0fwgcGqkZyOy+zjoIHwmGx42VLDP+m6ppAuMA56I+eHhduBBnuJRIeVydjdJtmuMUJgV8npBZ4urwrJd7rXda5gnQeekpbPviFL+nuJURlEmG3TOS1WW3vlUuqw3Fh6Dd6IroMU1gO5v/4EVM/GED36WO9Sv+QcZWBEAAADoAeK4Zka43m1Ry9qUMmFdtWqQte4aBPaD1Aj29Jd8sEea3iLQtf/Ls9rnx8laK+mMurY/5qRrDGm3mVe6+da6YnojllWZaW/QORTglshij6pte5zr71lNXuZHG659laJsvTuf+lr2H8SXnrTw9sYGdV3OoK5oR7S4BtA91R9YUUrS4CZ+7B16YEUAAACgB7h0wqL14W5cC1dPBnb77wMvp2kJjH1sz54rSdDZrbZuFfnboc612+KoMt4bdLatbl5psl0WZZJ/uioT57ySimo8L2Xb73xq3nsUJYADvnIoAgDdRkcOrAgAAAB0IZMmpXNG7ehztDLWXykfHHtqeBSrIDZP+hrua+ZDw/XukJD6hWvfY+QqDDX+EZRcr5C0jH39IMu3h/PhwICw+cnhdkAL9/WCRfG05U/Pe4Wm4gDaG4FrAF1XgwMrHlLrB1YEAAAA2smMcTcMr8mJkm4uRimTKozNh5ppiLv6hWvYkWZWEK5/R3jkA82VtHBOutvIo+Q6RLOCwG7+qpln9l0Ylbv8rYNso67P5Q9Y0hY5ymzZP6PFqfc9yry7//Ld1ZVvtLYv4UtPWnhzeOItGkjP5P+5vGTev3OaAOgI9HENoGvZZ2DFqqKwpPDAbu4OioEVAQAA0KFmnpourMr0GZapiYakcuJ+8ugYj63AzUdE8oHhMvZwxTpSZslg4UeH1D+kwUlkVHv6Uba6PpJ9T3/H9sHy7t+etccHgbujKMpZFmcyX1cLBu3MKLWMdz6AjkKLawCda/+BFeUTmvERxsCKAAAA9Vx60sKxjQ2i9WMG0WrQ5eO+e4xFNYVxFI9QJhoQJ0Fn2VFWOwDg0e52mLkNCuU43KVCa/q/Absn91WW8hsPuAInCNxDPisW3RrqX1c3Z51wzi9ZXjL3KkoPQEehxTWAjld/YMUKhXsNDhfGTblUYmBFAACAg5h56h25lTU7bg7XSVcqaUVp9doomY0Jt2Pkds1lExbdsTtTPrsnBxgvO/mWAVLFAKuxI+PICsJV5tGR2WGx+yCTDTd5obsdK/OkFfSwkIaE1C9WTe0G4igboastQdeef//Vtob2D6Y7Qdj7K2HfZeE5veXm75r5+2Hxa+5ReXj09cj1nlLxjiiOtnqcU6Zc7x9nMiVqQcva2FLX3v30Nzfw7uqZymrKry1MFZwYJqc07dyztWWZstmUHICORItrAB2DgRUBoMloMQmgOc4fm84rTBWsVDMCUOWZsuldPXjdwwcjTLq52xnSa+HzvUyR3jDXe7Fsu7lttcjLZfGrmZpoVyon3paXqiy986l0Wcu+U2hZi4M74Aevg8uE86HH/+AFoGsicA2gfTCwIgBQgQTQIS4Zv/B7ZnZNMyuCHRqY7MGDESafw2+46T2LbXu49t3qngSdbUt4fbvC69sWub2tVCYJOm/OqYnLl224/q2OfII99YcNtB1+MAfQVRG4BtB29hlY0YrC1U5hE9dkYEUAvR6BBQAtcfkpN41pcVcQik6+u6R5XUG0dDDCblGYrq3hOjbphuNVme8KaZsnQWdpd+T2ShypPLLMW8rYO0r5zs0DKl977LF0TXd4afwwCgDojujjGkDL7T+wYiae8MHPYYfqs5qBFQGgvoIo/yY1MWid/RSVT+6bKrglTPJXbqAXi+OaGeETIdWCVVMpz8z+yoRFi5szGGFlde3KURSu9pK+oLMfSJ69BMzeurpC86hdIW0LqVRuZWb+SnhuZS5/KzJ7N3Z/PzzF16LYyz3H35Dydyx/evaOnnye3PnU15Ijd82lJy28vbGWtctpWQsA6EJocQ2geeoPrCglqYktaBhYEaiPv2Sivo5uMQmgB32fTFi0PtyN66mvr7mDEf5ow7VcYwIA0EPQ4hrAoe0zsGLNP4f7FgysmMfAioAO8lddq/cbstmYcDsmvGeuuWzCIv6q24u0qsWkMmFd/TulCPRsF42/cWCe7OhYOjpKWkMn3XBEGin3E7pJe6QOG4wQAAD0DASuARyowYEVD9X9BwMrHgwta7FH0odxZfWOpvRhnArvtlkFqcITwjr0YdxDfGX0ov5xQVzvXyqp3PCxeVT2IyG2c1u6XXd9htIFureGgtLuUbhu8KOstq/ovnt64dh7Read8nS7/GCEAACgZ6CrEAC1GFixzTEIDvZ3yfiF3zOza5r5Rb1keclc+jBuhcYCxnvEbkfLP2jxbPKhLutb7zj0l3m9bViuYjtq34Plx+z3Xh8aUt8OuJiL3e13bv6qZftz9VI3eyuK4lfMcksrIpXe+9Q3tnEmAJ2jqUHpznhuLq8x2Ss9cTBCAADQ/RG4Bnqr/QdWlE9oxkcHAyseQtKytjBV0JSWtXUVR1tbnimjZW0P1hv7MO7pAeNuJvmc3hLSm0qC2yF5MjCZ+xtxdj5VGqVqtu7+yIdffeCBCzIUF9A0XTko3bTKoP/n8pJ5dDUEAAC6JLoKAXqT+gMrVijca3DyH/MmVGsYWLGZCqL8m9TEoHVdxXFy31TBLWGSlrU9VEf2YdxVAsbZ6Gcc1Xs4+byJ9jv3D3w3HLDM91tizgnVfEnBj6pLe8vebU95x/JwrAo3vZwM9Jb8k6Y0GQjNzF9JAtvh/CgNmyi1KLNFGX8zFeeX/mDjf7xLsaIna033HdY+fXjsTn5wClt/3SzeEt62W8J+X4ujVGRxvCTsNGrm9jIZpZZxpAEAQFdFi2ugp9tnYEX/ZzW9tWe9gRX7MLBiM/TGlrXt5atjbx6Uya08rDXbiD0aFmr0ha16Ihk7MjbLbeUX7uJwN6xFK7t2hy385YON0cK4mwrHUW/XP7Oyf8+vPabHqzYI1p1Uh/R6NrmXmqLS2HxrZPZqbStuLw3vvdLlT8/fzKFHV9MFW0ofPCid/DMipCr5a/esn99gd2yXnrTo1vBdcXUzv5foigoAAHRptLgGehoGVux0rWxZu+zSkxY+25r9h0p3nrmObNWLsGwf58NaWRRJwHlQazZQk8TF4qh1L6W2TNTajXTqL72WBE98Eu+uFms4YLxH5K+HMq7+4I1k74RPzZ0fHALf7bK3671HMpH5a/u9hcM2Mnu3EZVH7/xw09ydTXmCrfnBK+Opf8u16vczio4J52ny3h8Wnuuw7OdA5Ecr9mEyO6wdyjX5MWdUNlnSvtTr3m++9/2SvPcunbAomazrnsRKk6Ccx9GbVhfctlT8elJ2eam49M6n5r3H6YrW6jYtpZsYlG6KspryawtTBSeqGV2UlWXKZnO2AACArowW10BPwMCKHebiCYuOTsXRIKXiwaHWN9JMQ8L9YJmPCBXRI2U2qLa/cMujtICuHzDuStqzxeRlo9L5GtDnCM/YSDdLfpQaFiUBbvNjQ5kPD1sKyzxZfkwnF0NlSFtDelV13ZO4/K1kkLiwrDSTtOwO6a6N87bw9uqdelpL6bbEoNAAAKCnIXANdEcMrNhmrjn+e3129ts9Is7kjFDkSZ/fg83s2ORengShQwXYfLhqWw4P5+RDN0HAuBvqKoO6funUG0bkVaSGxWbD4khH1gUCs8HucJ4cEc6FkXXz/Tq5yOoGmvTScMK+Zq434qQf7qRP7iiz1WtSr6aqvZRzsvsgKN02Lj1p4djwXp3x/7d3N/BRVXfCx//nzEwSQngXECigrW9AEqBUK9anstW+UFe7rptKgu+29MW+aG0fsX2eNW6frei6ddVuqy66yEtA01Ztt7VV16V2u7a2VMkLAtIKFKGEFxFCXiaZe57/uTOJCUkgBC3J3N/3w2TuzL1z5nLP/5577pl7z9G6zEfEmEnpAsNt1emndf9d/MjahdxVBwAABgQarnvrkkWfMPv33SoH902Vpob0lZR5+UkZPHydGzr8Nnl84ZNsJLyjOg6sKOIfo3q5m0duYEV/4mtTMiqeoye9zozxV0SHt837E950w/RIl+5C5QQ5/g0vODw/+Nv+Y0zDDzLXcCwJOCPbjQmOrXHQyRm6P57dt4O1+4FY95233qHBOFsNpCsmF8wqz0+mcn0D9km+rHVB+kpuY91E48w4FzZu+6u4DxnU8y/Pj9GwU7fZFudkp1gJG7cDJ1udcX9ODzyZW7d07VdeHyhxMhAbJmmUBgAAwNGfC+PwLnog3zS89oLU/am45z6CdTOOnlTjRuXOlsryejYa3jYMrNiud110hA3Rkwd22eZ2OTFfO5YUrHMtEnPbjyWNwNkGP6jasaQRa8nd/1DtV/ayI6cxaCeORrZdMXnl9G9PEGnO9L1tTrRGJoUN24GM0fJ8bObHRH9Xy6DjXAa/Lr4fbt8ft3E7XBDeqVBnrKszxjdwy+acWHPdg2vKG47H2vXXHzZolAYAAMA7gYbrwykpLzA73tgib+7q3eBiw0a/4caNmETjdQSlG5g/JcZ8RE/QJmV2r63i3NP6enGvBzrscWDFIxpwAysO4C46doq/CtgZ/7xN13Gv5vse59wW/yyB2WNs6jqdf13fCmV3z5KqhTewU2Wnd7IPYyAbXHv6HUNSCTPGxFMTXRALr9q2EoxxRsbrvvOudF/cYTclJx7nVfV1PX83x1Y9DmS6LPGDT8o2G8h261xdMi9Vt3zNN3a8bdXS49SVDI3SAAAAOF7ibILDNBbsbfrvXjdae2/uGmFy8l/QynQRWy8iFvwuISMPfFunMlc+dbwq300VI1M1kr4oC1c/IHl1N0r5J7uePHYaWDH5V/pOvu+XoBf63cCKR9NFx35pLJDAip50vrXZXGbCuL/kavsv84N+7dbv36sn49t1++/Q/Nijq7Nbn7dKyu5J2WDviqqbt/UmwWtm3vVmkEpdLX24sjYlscXsWNmrobXxpvzYoClyFA1PDamGG9lyiIpMlzf+8YcjLXvltEXhQJOxzGCTgXGTjfiBJoMxmQZuP9DkOH3kvgOrWhA+jHt3p7qj32+t/zXZSKwlLlcV3+Hf/pO/ijvdF7fbaZzZEmQauv1Akybmtsq+5j8v2VzedLgvHGTz7upt2ZFeF/ehwbFBd+vk9Yc7bvemUdq1/d86HDmNvCPHahqlAQAA0Kl+je58YtFF5o/VP5KjrpRrNf49xZfIEzc/wUbMcuWP5Ujj6J9qlp8/vL5RTv3TLhm/a58UNKW7na3PS8j20cPl1YmjZV+Bv/PZPCd5dXNF1rUOpIEVB2gXHf5KuN3p/kwzV0TrCa9JD+C1x9/u3ZrUE+GY7HmnToC5shY9GUh9GAPZsc8tGpZM2TG6W01wKTvBN2q7sC/u4ETfQGvCfril7XH8OLdf6wZ1EphtYb/6Yd/b4VXc22NGbBDIYj1Q2KNLU4LAyvWxwKW4UhoAAAADDQ3XPW2YC25ZIzu3vLdPHx47+WX37O0z2YpZ7pbn7rWBfPHMV7bK6Zt39rgz+Z8+Nk4eIy9OmSyBtRv1HT+o4nEbWDGbu+iwsdYdQ+oH77hv05eaj/fKHq9bujFwZFsfxkA2uHrG7ScFzoZXbFt/FbdzE2040GQwRtJXdk/IPBJsrU5olAYAAMDbjobrnjbM2Z9tlIP78/ry2ZzcIUHhhHOfTOaZDYfOa47nNB4clDh46Pt1w4fsa0nEWju9GbgWPUk6pgHWJAgaxNpjGmBNmpv3y90fY4C1jm55dqpNmaoLfrcxNm73/l59ZMeoofLsmadLYI+42x31wIpH00WHpG9v7g/e9i46+huurAWA7HTdtG+PTNmmMRIzJ7ogNsl3T+Iyjd16HJ6c+QHYN3SPyoL/Lo3SAAAAOC5ouO5pw8y8KpDWlj5tn7hYKTPH3s11YIw05OV0eT+ZiEsy3rUN7OCgnC5dI6dsTBpzu3Zl3pSTkNbYIXeb6vcdHNT1AqKWWFyac7p+X0NuTm8aYdvS3hveAntMmWLqNI2GY0xju6aRPMY0/KCLHz6rdsvsKVt2HtVHN0weI7+edtKhb3c7sCJddGQPrqwFgGgqKXksNvjVP0wM73KSVPoqbmPGZ7rp6DjQpD822OOwijRKAwAAoN+i4bqnDdMPGq4HoqxqbD+M4fVNcvHzVUe9A/lLjH85/T2SitsDww40VI/bc2DH6H31u+OtzvcxSRcdAABEVOmsu07IC/wV2y1jgsBONk7rBCbTH7e4Uq309G1QdWNSWkNbRqM0AAAABpo4m6AHuYOapbWlT12FFJicyG4265wUNHbTdtnYf9sz+9LYPmr/wT796uM/88G1f/CTQ/RxTqcZfzlZ30UHAAADzco1X90dHptF1h0676riO/zYKYV9q+gEGx6pXngNWxgAAAADDQ3XPSkYsU4O7u/T4IyDB41qrMsteDWRCrqMTp9IpXLiLUGXVtLclpZ8c3xuEY28gdjY3g266AAAIFsZ94w406eGa2PkGTYgAAAABiIarnvgBg8rN2J+lL449ahOD2TbuBPKtj1x/RPHug4l08pzBidyx3f5hiA20tnU0C7rHMQmuS4db4jvgmJ017U0YzWhQZ0+70zMODOxm5OlYfp3RDerOEEfCaLlHUMXHQAAQKyNLw5SqS9JzwP99iSVkthitiAAAAAGIvq4PtzGOX/hWqnbWnxUHxo9ucY9d3tRVLcZje29iiz9LwfP0EUHAADoraum33GfOPnCUVb0v7uk6ubr2XoAAAAYiLji+jDcyLwPmObRW+TNXSN79YFho99wo3JnR3mbVdaWJ/VpczezNvfXde5LY3tg3J3W9W0AxZSVPy5/eeFH2cMAAEBvNbQ23pQfGzRFJ8/vVT1WzHMNqYYb2XIAAAAYqLji+kgueiDfNLz2gtT9qbjnbkN0M46eVBM2WleW17PRst9V0xd9W5y5sW87nbtnSdXCG9iKAADgaCyY9UCiuXWf1kHkc9JztyEprZk+cDDVeGPmggIAAABgQKLhurcuWfQJs3/frXJw31RpakgPrpiXn5TBw9e5ocNvk8cXPslGio5rZt41NUilqqQPfU0GYmcsq/paDVsRAAD0xVXTF00TZz4lzn1EjJkUvuncVp1+Woxb/MjahbVsJQAAAAx0NFwDfT5ppK9JAAAAAAAA4J1g2QRA3/i+JvXpP3u7vO9r0t+2y5YDAAAAAAAADi/GJgD6Zt2u1an3v6tkZco1jdCXs6TnH4J8X5P3N6Qar6CvSQAAAAAAAODI6CoEeBvQ1yQAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAACAzky/XrspZZMlZk/Wx6uydunrZBcAAAAAAAAAZL/+2XA9fd5M4+zD4mSGvtqjj1G6pr9yVq6RlyteJdsAAAAAAAAAIHvF+t0aFZW92zjzKxH3sjPxOVK94lYZVbTEWPlr4+RGmVi4THbUNJB1AAAAAAAAAJCdbD9coW+Kk92ucV+pVC2rC998pWKLazSX6FTcNtv/TbYBAAAAAAAAQPbqXw3X00oKnMilzprvyqanmjvN27RivxFZ7Iy7XPp739wAAAAAAAAAgD7rXw3XNnG2/s0VEzzT3exA5Fl9GieFl51B1gEAAAAAAABAdupfDdfGnaZ/UxIfsrH7+bH16Wd7OlkHAAAAAAAAANmpfzVcOzNK/+6VNQ+2dDu/atkuv5Su9miyDgAAAAAAAACyU7w/rYw1bpBzpvEwizh9NItx+cd7XXfs2DFHn84jhAAAAAAAAABAfjFu3LjVb1di/arhOnCmwYjJ6XmJcivakkAtAAAUxElEQVSyMVeca+oHq3uec66ceAQAAAAAAAAQdcaYcn1a/Xal168arsWZ3WLciHQDdXnQZf7M2lHSmjDi7L5+sLa/yGQGAAAAAAAAAETdL97OxPpXw7UNNoozuVL8h8lSJa91mZ/MOU2s7+LavHq8VzVz2ftq4hEAAAAAAAAA3l79a3DGVOuL4vuwDoK/6nZ+LJijf9+URH41WQcAAAAAAAAA2al/NVzXVtaLuB8b4z6f7i6kg1Pm5hpnrjNOKmXNgy1kHQAAAAAAAABkJ9vfVsgF9lZ9mmKLN/6rnHR1Xvjm6dcOsXkjlujUsMDFv0m2AQAAAAAAAED2Mv1yrQpLP2yMXSriBumrbfqYrI+dLjClUrvit2QbAAAAAAAAAGQv02/XbNaChDQdPEtMcLJY96pUnfFbkfKALAMAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAACArGci8b88/dohNqf5q06CT+h/eZi+c0D/4z8NYjmL5OUl+zotO2dOXHaPv8EYKdVXI/Wxwxn3sFStXNxj+rMW5Ntk/d1O3Gm67EKpWvWbQ+eb5IGf9PRx5+z9UrPiUcIxYnFxqMKy64xxl+vUfmfiZVK17CCZFNH4mFUyzCTjTxxu9Zwzj0tNxb1kVITLj5KSmGxIfME48eXGCfp4Q5dfLqN23CurV7eSSRGPjzOuHGXjrV9xRv5aXw3VUqPeGPOzINZyp7xUuYtMysL4OOnqPBmS/LKm9cnMsge1fHg2EHe71Kzc2eUcoLj0c8bZKzU2xurr3c7JMqk57Tsi5QGZFNm4aP+MHZK8S8uYaU4DQqpX/oIMIj5kWkmOmJwv6vnKvHS9wzQacc8FNn67rF36OpkU8fiYftlpNoh/RcuNc/XVYHGyzRmzVKpX+HQdmcTx5a12j3kTjbFLNCysntPep+e0PySTIhwfvWgvjWV9Jpwyf6jJa/21Tv2dZsKJ+jxcH76Cfq4JUpfKyJkVsnttY3rhcmuGtDypmXC9vhiXWXaiEXOxHVs8ytVVP9Ul/Sllk41rflbTvlAfJ4nYH0pd9aZOy4x89xBjYt9Lz+/uIb/Rz/wPe0zE4qJTRfDKScYGP9ZlT9Oj+h16gH+RTIpwfJw4bagJYv/ac5lhTrLGbOo2bUSl/NDDyowfakXgBp0en0l3nKb7UdNYMEPqavgxNMrxUXzFycamfi3pRuux6XTNGH0+R8uW+TK26An9zBtkVhbFxylzc83gnNVaJlzdYdkxGgNnhycXYwortVzY37a4LS5bKs7copPvyiw7Xpeba8fuPU3T/QEZFc24SDc+XTnB5LT8XKf+JixjjP2J7KxeRyZFPD7mzImbpuHP6PsLOtQ7RuvjLOOCy2XM1MelrpbjSlTjY9r8MzWNF3RqdriMX9bIJP3sRXZM0cma7hNkFMeX9pOYsUVL9O/H0/VY9ytdjraPKMdHL9pLs77h2r6r8Fb9z/6tTtY7Zy6V3IJPS9D6cyPufN1o77bxwLqd1c+ECxdOuMYY91Wd2ueMu0Qa931K4nkbjDH+xO8cOXH6c7Kzamt74oWXzzExp58179ZXTfqI6/SKLieQ42YN0e/7mp904j6rFcDvizFPtD+se1521nD1U9TiolPhPW2Zfm+RTj4p1SsXkkMRj4+8swLJCzZ1Kif8Q+QpLfw/ps8xJ+Yh/czvya2Ilh/FpRdpJeE2nUo6J58U1/IpMbEXNT4u0eWnabq/13Q3kFvRjA/jK4MiM/VR61xwodSs/IyMLfoPjY+zfVVSK4zFsrP6EXIri+Jjwplf1jLhurBMMHK55BRcJS3hycX/8vFijRmhJxRPpsuPyy8W527XqUYtP+ZJ0xtXSSJvjX7+In3vvTKmuEpjaj25FbG4CNOed46WE/+pU6e3lzHGVNJwTXxIwQcWZBorUs6Ya7XOcbnY1PeNM76hUpeNnajLfp/cimZ8mBOLKvTpVH1UOZELddkbJZXcpOXJxboOM2Rs4dNSV7ON3Irw8aXzOcw/6NQBfeT681sariMeH71oL41ne0boxi8JC1Nn7nE1K/4j8/YvXVHpt3RD3q8V9vPaT/SMuz79Gff3Ur3yZ5m3l5vCsvfpxv6yDYLPB/rZ8F1/NULQ6pfJ1Y1/vwSSr8tc2X2rpEm03xxT0LpUXqhsZBchLt46SSj7Wy0U/MlinTOxBeQO8SGbl/iTxa6NSoXz9UTBJXRqlxQkl5NT0S0/rMhslz66/7jD7XVParqP62fmWReco+n+iNyKYHzMLBktrXJ+mK6JzZPqiprw/eqKNW76ZSUmiK3XuJkj00pOlNrKP5Nj2REf+tm/yzz/u6tasSqz7G9dYdk3NF5+oOXFnPZ0XXB9Ztl/0nVoKz+ecEVli4zIN/336vKPk1vRigtfdphW+7SmPFhPILUOYpv0BPIz5A7xkUk3vayRCl22rY76kisuvVnX6ymNlTnkVHTjwzW+8VHJG/k3Iq2/k5pH/5B5e4kUlV2tz+eJse/X5xfIrYgeX9oUX6HHl9R9OrVH6xsrdZkvkEPER2/aS7O/4bq64lQ9ORvp8kY0dZqhe0xm46T7+Z5VeoIkw6uT/LuPdVw0kOAxI/bLmhkfbn9z7dLXtYJ/izUyPqiq+JotKlvR40qYZCJsZvD26/eCuGjjb80wwb3+6/QLFkjVsjpyh/joqSTRg8VNmZOG7zp+AIt0fATO7DLpbxread2M78tY5xu3h5yKaHwkc8eLDfx3NOoxpabTvLWPbtSTyHqdGiI2MUGfabjOkvjQdM+RGVcPd4021SXdjmYtSEiyPjwJCWzQKV2xqcckiH1Tpz7ob/GUTU81k2MRiQvvpcpdeqJ6kxVTFFSv/KItKn0gKsMhER9Hjg9d9gI/Bot7M6dzX8WBLms6rAOiWX6kjxfddVOXk/6CYDc5FeH4aKtmSKrcOZnsnPuSsWYSPZ8TH+n3jtxeGo9EbtRW7j200m6S9Z/J5MJvwvxolTMymbKrS0fyualaSYYbcpQUlo5tn19dcXeH0WsSPa+AbZ9nbGKXnjQO1alX9Msqg4LkIq7AjmpcaGQMcv/oxEzQ3f9Fsa5QY6NYd/PnGQSH+OiicP6FGhtTfWNUILHvkkERj49Wu0rigW9gOt8Wzb89cObn1gZztDI4V99rEJOoIJMiGh+B1GXqfoNk6uWnyLrlb3UjUnzFyeJSBeF0LODHjWyLj0MH0Al/55TrMxPpdFsafDcz/tbcFjmtdb2s7bD02kdf1XpIczh/8PBT/JqSWRGJizbVKx8IDm1wAvHRZk3lm9J14S9kGiN+QyZFPD4y3yup/ROkJZZvY8HlWi+dree5u6XJchdg1OOjsLRY4+EG3w4mJ2z/nuwZ/y9kDPGRaRU7YnupjV6ulFvbUv+QTrxPH01ByqZ3GBcbmVmga1/T6YN0S+aMcGR3qbrDVe5aTMeTyyGZT0xx4v7e1CeeCgt4RC8ups+bqfM/n6nsnWWc+X+6c/6DEbPaFJU+GY7CiujGR5dSPt3vk8bIMq7MJz7kleU79BhyofguhsQtNCb4L60M3qof2uOcvdBfnUu+RDQ+NDb076/D8iIWrPInCukThsummCC1KlPp/KO8vGozeZO98RGeBhSW3a1P/uqXVBAEd6UXbx2Vmb1PKitTXcNK0j9oBGYUeROhuOh+SRquiY+7DrcWtrj0W3pIudgn6MTeSb4QH9J08FSTsq8Z62pdegDg9fr8cdm0Yj/5Eun4MOp+fY7rectXZfXqVp3OJy+Ij1Av2kvjkcqDkpKYfWXjw3pyf0V4gHWy4K0rkVKJzFXwrT182r+f6PhrwCF6rtzFrDUutSQw9j6pWv57mVaSo8mU6Lc9KL7Pp5Z633h5DztJtOJCD+q3adI23FU1FgJjfmsDOcsZ92lfCbQFyUWB+F8lEclyo6PpZWdJIB/03x+Iu5tMIT7CvkhT5l/EhSO31+nBfZ1+11T9ujFGgntd8RUX8ANHdOPDBfI5Y8XfuTNLTxTWSlFZ5/kilCNZHh+2qPRuzecvh/lt5CapXvW7dOXDttX9W3pIN92YbVycDIpQXHRXjkiQoPcH4qPHBoji0m9lGib9sv9Xz3F/SeYQHzojqX8269RgfYzWxxnGuJvdSVdfnhnDB1GMj6JSP47XbE3/Z1K94qfpeobk01UI8RHqRXtpPFqZkFjuB63yW10z4TNSU7GsfX4g+zN1s4Iun033B5i++tWY+h6+oeerpquW1QQi17S/rq3UAl1WuKLSiUbM7cbJZY6G62jFxbSSAk13bmbH/ZSrqlia/jp5RIpL/9s4U6HvL5DZJbfQlUxEy40OTOCvtjb+30+lauV6Mob4sK2JO/W4MUMnn3c5BXNlzYMNmma+SR74iSY4x0rqLi1PriSTIlp+1Fa87KZfdqYN4uVO3LmSbuT2o7f77h/WSU7BA2RQ1saHsYXzv6P57i+KcM64m/W4cU+ndG0P6aYNOULcIRvjontccU18dF8HKS69SxcKx13RdSiX6opvkTnER2jd8k1aPz05nC4qnW3E/EC/81Jb0LJe66X/h0yKYHwUlo71bV461eoCuantbZ3O57dR4iPUi/bSaHQV4vtoeSXxaCYTDurGukQz4aHOCwV/zExM6NJ1R+ubvvD12dQqQcu2t7Fy1zay7mT2lIjFhc3xn/U/HCVl5PbOfdFWne4HtvCN1YNkf+5pZFTEy43Cy96jyVySPsDbfyZjiI8wFkQuDp+Nuy1stPb02Ym5NXMieTGZFPHyY+2jG4PqFWWuumKSc266vjMsXWG0n9VYaSGTsjE+yq0tLHtQ0/MnB0ktB67Sk4N/6vTZvJbX0kWIDJUzruzcHci0En97Z3rAVxfbTEZFKC56qKySKcRHl6gomn9vptG6VescC3QdbiNziI9uVa98wRlzZ6a+eimZFNH4MP5Kaxnh2z58FzKmqMz5h75/UTjbmHvD14WlnySjKD8O0d5emv0N19NKckzywPf9L336aqdzwRzdWD/uslzNFF+R952I50pT/bmd5qXiH8pMvZxp/T/6E8jppdN8xh2yE4/PTO1jb4lYXNjW5sxUTPZOzO00b3atf525G8LRuBDlcsOHisS/EsaJyO+lZvlqMof4yEj3C5eyBzofV2x9h/lcxxDx8uOt6ob5N30abcQt5nbuLI0Pf6VM0YaH/V1cvl7pAvlYpytl2oT9EJr0nTuJ1g91mhfLaXu9ma6GIhYX3XI0XBMfnWsYxWXfc+K+qNMHnHEXSfWKfyNziI9Q8bz3S3HZ17sWI23dUrkhZBTHFxAfPa7HEdpLs7vh+pS5ucYmnkgPGmFecbHgbKnpqa+u8sAYeTR9VJZbw35VvBlXDzfGfTUsbp1ZdZhv67FLCFNU9qIJTI0Ub1zY/v7p1w4xTm5O54d7mj0mYnGxdorvK8gPoBWzLuh025Q9kPONzOfqZGpyAxkWwfhoM6v0BD0xuDpd7zNcbU18dPRSWF7E3E0yZ068vYLggrZb8NaK0HNcpMuPNoVl12WuatkZiLmZTMrG+Ci3dn3OMj1OXKV5vcVZd67UVvxXT6vhxK0M0zXydSm+YnD6eLMg3zj39XS99LBxhyyNi24ihcHjiY/25gNbVLrYOfmsTm93ftyVqpU/I3OIj1DR/CLj7AvGyT9KUVlJp3YQCT6bLk5MDZkV0fjIGfK0fu/Jhz50zvPpNKU8fG3jPyHDIhgfvWwvze4+rgcN9zvE3Ezlq8GkzL9LUan/rw/VP5nRLt2brnql7ydUglhwh2m183XyPM3A3+sG/K1LJc/X1xP1sUlyB3/vMN/W/VUJtZX1pmj+r/Uk4cywMC8sm6sZ/ZpzTZqu8b8g/Ckw8dvZayIWF7rjO1d2s+78SzU2FmqaFxiRGt25/eip78/s+LdIZWWKDItifGQ0m+vDgSu0nJBRrz9G5hAf7c0JVm4zgfxUK3uXmd3j36vp/sqtl9lOD/MSDqYRlJNZES8/vOIrTjYudXf6nFFukKqKN8ikLIyPWRtGuqQpTX9c3tT65ncy6bYNjpWeVX3ae3z9Q3Ja7pVk4tO67AwjqbWa7i9dc/0H9Hhzqm+UCnICfiiNYlx04bsK4fdP4kPjY9b2PJesvzbzzl49l707XNYZ30ftmPZlTaxQqpYdJNMiFh/V5dWmsOwhf2Wlns+ukMKyK/T5DX3tr8J8l/huZYzQD3pU42NNue/ScHOXdSssa0zfG+r2ysurNpNZEY2P2vJetZdGacTwWd3fNW3eOol7adV2N73s4yYQfyXKNK2qTcts7Be1sC1t70f0KE8ggzOSN9oN8aRz5ku6Cuc6J22X1j/nWuVaeYXbMaMYF/5WCVdUFtNv931/vU/TfV/mBGGXxspCqVnxMNkT4fiYXTLI1Mv1YVJO7pXVq1vJDuKj3dqKn7vi+ZfpAf4+Me5UTffUzJydzrkvSc0qrlqIcnyEyq1xGx7R7xsSjuJetYKraKMRH8U99hJUUmukUsLuQtz00rkmMI9m0n1P5uSxxoktkzUVu8meCMZFF3QVQnxk4uOPIzp+V+Fbk4cs25ywZFE0y48gt+DztqW+Ibwq38hFHX7yek2nvyDVFc+TPRxfQHx0W370or00u/u/9J2Gp/ZPOOwyLTmB1C7deujJnhSvP1OcHSXObZOalVVH/K7pV04Qk0zIoNROeaGysfv1KT1Bmu17NTNiYux6qVr2GvsHceFv0ZD8YTNE4mNFWndKKvXSYfo0RVTiw8dFwbBx6e9LbScmiI9ul/G3acUTMySQcWKCP1N+EB/drkuQ2MVVcNkcHzp/xvpJR/z+7q5oKpz3Pq2T+ismd0p1xRoyibhoN3PeeD0ZzZHY0Loj/IiG7I8PIzPmTe7FsluEy/SjXX7MKhkmzbkzxaSGi3VbZO2ql4kJ4qNbhaVjJe4GSWP+Htnw8AEyi/igvRQAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAIuf/A6TzJtV9ikVIAAAAAElFTkSuQmCC) | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | | | | | | l | 3i Group | l | FTSE 350 | Rebased at 100 at 31 March 2015 | | | | | | | Chief Executive’s single figure remuneration history (£’000) ![11682](data:image/png;base64,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) | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | l | Fixed remuneration | l | Cash bonus | l | Deferred Share Award | l | Value of LTIP vesting at grant price | l | Additional LTIP value due to share price growth and dividends | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 144 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Performance table Table of historic Chief Executive data | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Year | Chief Executive | Single figure of total remuneration £’000 | Percentage of maximum annual bonus paid | Percentage of maximum LTIP vesting | | FY2025 | S A Borrows | 11,908 | 88.0% | 100% | | FY2024 | S A Borrows | 9,422 | 70.6% | 100% | | FY2023 | S A Borrows | 9,506 | 85.0% | 100% | | FY2022 | S A Borrows | 6,215 | 98.0% | 100% | | FY2021 | S A Borrows | 5,310 | 92.0% | 71% | | FY2020 | S A Borrows | 4,124 | 37.0% | 91% | | FY2019 | S A Borrows | 7,877 | 92.5% | 100% | | FY2018 | S A Borrows | 6,847 | 92.5% | 100% | | FY2017 | S A Borrows | 7,544 | 95.0% | 100% | | FY2016 | S A Borrows | 5,821 | 92.5% | 98% | Relative importance of spend on pay | | | | | | --- | --- | --- | --- | | | | | | | | FY2025 | FY2024 | Change % | | Remuneration of all employees | £104m | £102m | 2% | | Dividends paid to shareholders | £625m | £541m | 16% | Statement of implementation of the remuneration policy in the coming year The table below sets out how the Committee intends to operate the remuneration policy in FY 2026. As mentioned in the Chair’s letter, whilst our policy has delivered appropriate outcomes since the Chief Executive implemented the new strategy in 2012, the Company has changed significantly since then in terms of portfolio structure and overall size (by NAV and market capitalisation). Therefore, over the coming year the Committee will conduct a thorough review of this policy to ensure that it remains aligned with the Company’s strategy and will continue to incentivise and reward management in the medium to long term. If changes to our policy are required we will consult with our largest shareholders, and present any new policy to shareholders to approve at the 2026 AGM. | | | | --- | --- | | | | | Policy element | Implementation of policy during FY2026 | | Base salary | Base salaries for most employees will be increased by 4%. As set out in the Chair’s letter, the base salaries for the current Executive Directors, from 1 July 2025, will be as follows: • Chief Executive: £822,000 (9.3%) • Group Finance Director: £600,000 (13.2%) • Chief Operating Officer: £470,000 (17.5%) | | Pension | No changes to the current arrangements are proposed for FY2026 and a pension contribution or salary supplement will be as follows: • Chief Executive: 12% of benefit salary (subject to a 3i earnings cap. FY2026: £223,097) • Group Finance Director: 12% of base salary • Chief Operating Officer: 12% of base salary Prior to 2011, Executive Directors were eligible for membership of the 3i Group Pension Plan, a defined benefit contributory scheme. Pension accrual ceased for all members with effect from 5 April 2011. Salary linkage was removed in February 2023 and replaced with a time-limited cash allowance, which the Chief Operating Officer receives, in line with other, similarly affected staff. | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 145 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | Policy element | Implementation of policy during FY2026 | | Annual bonus | The maximum annual bonus opportunities for FY2026 will remain unchanged, in line with the remuneration policy, as follows: • Chief Executive: 400% of salary • Group Finance Director: 250% of salary • Chief Operating Officer: 225% of salary The Committee has agreed that the scorecard for the year will be driven 85% by quantitative financial targets around portfolio returns and similar metrics, with the balance measured against Sustainability, Strategy and People goals. The scorecard is agreed at the beginning of the financial year and the weightings of each measure reflects the weighting of our portfolio. The Committee continues to set stretching targets to ensure Executive Directors strive to maximise returns for shareholders The Committee considers that the specific targets and expectations contained within the FY2026 scorecard are commercially sensitive and therefore will not be disclosed in advance. We will report to shareholders next year on performance and the resulting bonus out-turns. At least 50% of any bonus award will be deferred into shares vesting in equal instalments over four years. Awards are subject to the Company’s malus and clawback policy. | | Benefits | No changes to the current arrangements are proposed for FY2026 . Benefits will continue to include a car allowance, provision of health insurance and any Share Incentive Plan matching share awards. | | Long-term Incentive Plan | Awards under the Long-term Incentive Plan in FY2026 will remain unchanged and be made as follows: • Chief Executive: 400% of salary • Group Finance Director: 250% of salary • Chief Operating Officer: 225% of salary Performance will be measured over a three-year period and will be determined by the Remuneration Committee. Performance measures remain unchanged from the previous year and will be as follows: 50% of the award is based on absolute TSR measured over the performance period, and vests: • 0% vesting below 10% pa TSR; • 20% vesting at 10% pa TSR; • straight-line vesting between 10% and 18% pa TSR; and • 100% vesting at 18% pa TSR. 50% of the award is based on relative TSR measured against the FTSE 350 Index over the performance period, and vests: • 0% for below median performance against the index; • 25% for median performance against the index; • 100% for upper quartile performance against the index; and • straight-line vesting between median and upper quartile performance. Total shareholder returns are calculated based on the average closing share price over the first three months of the calendar year. Awards are subject to the Company’s malus and clawback policy. To the extent that shares vest, awards are subject to a holding period whereby they are released on or around (but not earlier than) fifth anniversary of grant. The Chief Executive, Group Finance Director and Chief Operating Officer do not participate in carried interest plans or similar arrangements. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 146 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | Policy element | Implementation of policy during FY2026 | | Shareholding requirements | Shareholding requirements will be as follows: • Chief Executive: 300% of salary • Group Finance Director: 200% of salary • Chief Operating Officer: 200% of salary • Non-executive Directors (including the Company Chair): 100% of base fee (cash and shares) • Executive Directors will be expected to maintain a shareholding in the Company for two years post-employment, at the lower of their shareholding at the time they leave employment and of the levels set out above. Deferred bonus awards and shares to be released under the Long-term Incentive Plan may be reduced or withheld if the post-employment shareholding targets for the Executive Directors are not met. | | Non-executive Director fees | The base fees for the non-executive Directors have increased by the same percentage (4%) as salaries for employees. The Chair, Senior Independent Director, Committee Chair and Committee membership fees have been benchmarked against other FTSE100 organisations and have been increased accordingly. The increase for the Chair reflects the responsibilities and time commitments of the role. The fee remains below the lower quartile against the FTSE 50. Overall, fees remain moderately positioned relative to similar FTSE100 companies. Fees for FY2026 will be: Chair fee: £320,000 plus £90,000 in 3i shares Non-executive Directors: Board membership base fee: £58,750 plus £17,650 in 3i shares Senior Independent Director fee:£20,000 Committee Chair:£25,000 Committee member:£10,000 Committee fees are payable in respect of the Audit and Compliance Committee, Remuneration Committee and Valuations Committee. | | Malus and clawback policy | Long-term incentive awards and deferred bonus share awards made during the year to Executive Directors may be forfeited or reduced in exceptional circumstances, on such basis as the Committee considers to be fair, reasonable and proportionate, taking into account an individual’s role and responsibilities. Such exceptional circumstances include: (1) a material misstatement in the financial statements of the Company or Group or any Member of the Group; or (2) where an individual has caused, wholly or in part, a material loss for the Group as a result of: (i) reckless, negligent or wilful actions or omissions; or (ii) inappropriate values or behaviour; (3) an error in assessing any applicable Performance Conditions or the number of shares; (4) the assessment of any applicable Performance Conditions and/or the number of shares to be released being based on inaccurate or misleading information; (5) misconduct on the part of the individual concerned; (6) a Member of the Group is censured by a regulatory body or suffers a significant detrimental impact on its reputation, provided that the Committee determines that the individual was responsible for, or had management oversight over, the actions, omissions or behaviour that gave rise to that censure or detrimental impact; or (7) the Company (or entities representing a material proportion of the Group) becomes insolvent or otherwise suffers a corporate failure so that ordinary shares in the Company cease to have material value, provided that the individual is responsible (in whole or in part) for that insolvency or failure. In exceptional circumstances (and on such basis as the Committee considers fair, reasonable and proportionate taking into account an individual’s role and responsibilities), the Group may recover amounts that have been paid or released from awards (including cash bonus awards), as long as a written request for the recovery of such sums is made in the two-year period from the date of payment or release and in circumstances where either (a) there has been a material misstatement of Group financial statements or (b) the Group suffers a material loss. In arriving at its decision, the Committee will take into consideration such evidence as it may reasonably consider relevant including as to the impact of the affected individual’s conduct, values or behaviours on the material misstatement or material loss, as the case may be. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 147 | | | | | | | | --- | --- | | | | | | | | Governance | | | The Annual report on remuneration (Implementation report) continued | | Remuneration Committee advisers | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Committee appointed Deloitte LLP as advisers in 2013 and during the year they provided the Committee with external, independent advice. Deloitte LLP are members of the Remuneration Consultants Group and, as such, voluntarily operate under the code of conduct in relation to executive remuneration consulting in the UK. During the year, Deloitte LLP also provided 3i with certain tax advisory services. The Committee has reviewed the advice provided during the year and is satisfied that it has been objective and independent. The total fees for advice during the year were £84,000 (excluding VAT) (2024 £50,250 (excluding VAT)). Result of voting at the 2024 AGM At the 2024 AGM, shareholders approved the Remuneration report that was published in the 2024 Annual report and accounts. At the 2023 AGM, shareholders approved the Directors’ remuneration policy. The results for both of these votes are shown below: | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Resolution | Votes for | Votes against | Total votes cast | Votes withheld | | Approval of the Directors’ remuneration report at the 2024 AGM | 754,025,105 | 28,637,438 | 782,662,543 | 153,692 | | | 96.34% | 3.66% | | | | Approval of the Directors’ remuneration policy at the 2023 AGM | 717,765,664 | 37,374,379 | 755,140,043 | 7,253,538 | | | 95.05% | 4.95% | | | Audit The tables in this report (including the Notes thereto) on pages 135 to 147 marked as “audited” have been audited by KPMG. By order of the Board Coline McConville Chair, Remuneration Committee 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 148 | | | | | | | | --- | --- | | | | | | | | Governance | | | Additional statutory and corporate governance information | | This section of the Directors’ report contains the | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | corporate governance statement required by FCA Disclosure Guidance and Transparency Rule 7.2. Corporate governance The Corporate Governance Code to which the Company is subject in relation to FY2025 is the UK Corporate Governance Code 2018 (the “Code”), which was published by the FRC in July 2018 and is available on the FRC website. (The revised UK Corporate Governance Code 2024 which was published in January 2024 will apply to the Company in relation to FY2026). Details on the Company’s compliance with the Code and an explanation as to why the Company has not complied throughout the year with provision 19 of the Code in respect of Chair tenure are set out in the Corporate Governance statement on pages 99 and 100 and in the report on the Nominations Committee’s review of Chair tenure on page 117. The Group’s internal control and risk management systems, including those in relation to the financial reporting process, are described in the Risk management section on pages 80 to 93. Directors: independence and time commitments Directors’ biographical details are set out on pages 102 and 103. The Board currently comprises the Chair, six non-executive Directors and three Executive Directors. Mr D A M Hutchison (Chair), Mr S A Borrows, Mr J G Hatchley, Ms J H Halai, Mr S W Daintith, Ms L M S Knox, Mr P A McKellar, Ms C L McConville and Ms A Schaapveld all served as Directors throughout the year under review. Mr H K Patel served as a Director from 3 February 2025. The Board regularly considers the independence of non-executive Directors. The Board considers all of the Company’s non-executive Directors to be independent for the purposes of the Code. The Chair was independent on appointment as Chair. Consideration was also given to time commitments when Directors seek to take on any additional external appointments and on any Director’s appointment. | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Investment policy | | | | | The UK Listing Authority’s Listing Rules require 3i, as a closed- ended investment fund, to publish an investment policy. Shareholder approval is required for material changes to this policy. Non-material changes can be made by the Board. The current policy is set out below. No changes have been made to the policy since it was published in the Company’s 2018 Report and Accounts. • 3i is an investment company which aims to provide its shareholders with quoted access to private equity and infrastructure returns. Currently, its main focus is on making quoted and unquoted equity and/or debt investments in businesses and funds in Europe, Asia and the Americas. The geographies, economic sectors, funds and asset classes in which 3i invests continue to evolve as opportunities are identified. Proposed investments are assessed individually and all significant investments require approval from the Group’s Investment Committee. Overall investment targets are subject to periodic reviews and the investment portfolio is also reviewed to monitor exposure to specific geographies, economic sectors and asset classes. • 3i seeks to diversify risk through significant dispersion of investments by geography, economic sector, asset class and size as well as through the maturity profile of its investment portfolio. | • Although 3i does not set maximum exposure limits for asset allocations, it does have a maximum exposure limit that, save as mentioned below, no investment will be made unless its cost 1 does not exceed 15% of the investment portfolio value as shown in the last published valuation. A further investment may be made in an existing portfolio business provided the aggregate cost of that investment and of all other unrealised investments in that portfolio business does not exceed 15% of the investment portfolio value as shown in the last published valuation. A higher limit of 30% will apply to the Company’s investment in 3i Infrastructure plc. For the avoidance of doubt, 3i may retain an investment, even if its carrying value is greater than 15% or 30% (as the case may be) of the portfolio value at the time of an updated valuation. • Investments are generally funded with a mixture of debt and shareholders’ funds with a view to maximising returns to shareholders, whilst maintaining a strong capital base. 3i’s gearing depends not only on its level of debt, but also on the impact of market movements and other factors on the value of its investments. The Board takes this into account when, as required, it sets a precise maximum level of gearing. The Board has therefore set the maximum level of gearing at 150% and has set no minimum level of gearing. If the gearing ratio should exceed the 150% maximum limit, the Board will take steps to reduce the gearing ratio to below that limit as soon as practicable thereafter. 3i is committed to achieving balance sheet efficiency. | | | | 1 Where 3i makes an investment in an existing portfolio business as part of a restructuring or reorganisation of its investment in that existing portfolio business (which restructuring or reorganisation may involve, without limitation, 3i disposing of all or part of its existing investment in the relevant portfolio business and reinvesting all or part of the proceeds into a different entity which acquires or holds the relevant portfolio business or a substantial part thereof), the cost of that investment, for the purposes of determining the maximum exposure limit under this policy, shall, to the extent that the investment does not increase 3i’s exposure to the relevant portfolio business, be deemed to be the cost of 3i’s existing investment in the relevant portfolio business (or, in the case of a partial reinvestment, the pro-rated cost of 3i’s existing investment in the relevant portfolio business) immediately prior to the restructuring or reorganisation. If 3i’s investment includes a further investment, such that 3i increases its overall exposure to the relevant portfolio business as part of the restructuring or reorganisation, the cost of any such further investment at the date of such investment shall be added to the cost of the investment in the existing portfolio business as determined pursuant to the previous sentence. | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 149 | | | | | | | | --- | --- | | | | | | | | Governance | | | Additional statutory and corporate governance information continued | | Appointment and re-election of Directors | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Subject to the Company’s Articles of Association, the Companies Act and satisfactory performance evaluation, non-executive Directors are appointed for an initial three-year term. Before the third and sixth anniversaries of first appointment, the Director discusses with the Board whether it is appropriate for a further three-year term to be served. Under the Company’s Articles of Association, the minimum number of Directors is two and the maximum is 20, unless otherwise determined by the Company by ordinary resolution. Directors are appointed by ordinary resolution of shareholders or by the Board. The Company’s Articles of Association provide for all Directors to retire from office at every Annual General Meeting of the Company although they may offer themselves for re-appointment by the shareholders. Shareholders can remove any Director by special resolution and appoint another person to be a Director in their place by ordinary resolution. Shareholders can also remove any Director by ordinary resolution of which special notice has been given. Subject to the Company’s Articles of Association, retiring Directors are eligible for re-appointment. The office of Director is vacated if the Director resigns, becomes bankrupt or is prohibited by law from being a Director or where the Board so resolves following the Director suffering from ill health or being absent from Board meetings for 12 months without the Board’s permission. The Board’s responsibilities and processes The composition of the Board and its Committees, as well as the Board’s key responsibilities and the way in which it and its Committees work, are described on pages 97 to 147. The Board is responsible to shareholders for the overall management of the Group and may exercise all the powers of the Company subject to the provisions of relevant statutes, the Company’s Articles of Association and any directions given by special resolution of the shareholders. The Articles of Association empower the Board to offer, allot, grant options over or otherwise deal with or dispose of the Company’s shares as the Board may decide. The Companies Act 2006 authorises the Company to make market purchases of its own shares if the purchase has first been authorised by a resolution of the Company. At the AGM in June 2024, shareholders renewed the Board’s authority to allot ordinary shares and to repurchase ordinary shares on behalf of the Company subject to certain limits. Details of the authorities which the Board will be seeking at the 2025 AGM are set out in the 2025 Notice of AGM. The Board’s diversity policies in relation to Directors are described in the Nominations Committee report on page 118 and such policies in relation to employees are described on pages 151 and 152. Matters reserved for the Board The Board has approved a formal schedule of matters reserved to it and its duly authorised Committees for decision. These include matters such as the Group’s overall strategy, strategic plan and annual operating budget; approval of the Company’s financial statements and changes to accounting policies or practices; changes to the capital structure or regulated status of the Company; major capital projects or changes to business operations; investments and divestments above certain limits; policy on borrowing, gearing, hedging and treasury matters; and adequacy of internal control systems. Rights and restrictions attaching to shares A summary of the rights and restrictions attaching to shares as at 31 March 2025 is set out below. The Company’s Articles of Association may be amended by special resolution of the shareholders in a general meeting. Holders of ordinary shares enjoy the rights set out in the Articles of Association of the Company and under the laws of England and Wales. Any share may be issued with or have attached to it such rights and restrictions as the Company by ordinary resolution or, failing such resolution, the Board may decide. Holders of ordinary shares are entitled to attend, speak and vote at general meetings and to appoint proxies and, in the case of corporations, corporate representatives to attend, speak and vote at such meetings on their behalf. To attend and vote at a general meeting a shareholder must be entered on the register of members at such time (not being earlier than 48 hours before the meeting) as stated in the Notice of general meeting. On a poll, holders of ordinary shares are entitled to one vote for each share held. Holders of ordinary shares are entitled to receive the Company’s Annual report and accounts, to receive such dividends and other distributions as may lawfully be paid or declared on such shares and, on any liquidation of the Company, to share in the surplus assets of the Company after satisfaction of the entitlements of the holders of any shares with preferred rights as may then be in issue. There are no restrictions on the transfer of fully paid shares in the Company, save that the Board may decline to register: a transfer of uncertificated shares in the circumstances set out in the Uncertificated Securities Regulations 2001; a transfer to more than four joint holders; a transfer of certificated shares which is not in respect of only one class of share; a transfer which is not accompanied by the certificate for the shares to which it relates; a transfer which is not duly stamped in circumstances where a duly stamped instrument is required; or a transfer where in accordance with section 794 of the Companies Act 2006 a notice (under section 793 of that Act) has been served by the Company on a shareholder who has then failed to give the information required within the specified time. In the latter circumstances, the Company may make the relevant shares subject to certain restrictions (including in respect of the ability to exercise voting rights, to transfer the shares validly and, except in the case of a liquidation, to receive the payment of sums due from the Company). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 150 | | | | | | | | --- | --- | | | | | | | | Governance | | | Additional statutory and corporate governance information continued | | There are no shares carrying special rights with regard to control | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | of the Company. There are no restrictions placed on voting rights of fully paid shares, save where in accordance with Article 12 of the Company’s Articles of Association a restriction notice has been served by the Company in respect of shares for failure to comply with statutory notices or where a transfer notice (as described below) has been served in respect of shares and has not yet been complied with. Where shares are held on behalf of former or current employees under employee share schemes, those participants can give instructions to the holder of such shares as to how votes attached to such shares should be exercised. In the circumstances specified in Article 38 of the Company’s Articles of Association, the Company may serve a transfer notice on holders of shares. The relevant circumstances relate to: (a) potential tax disadvantage to the Company, (b) the number of “United States Residents” who own or hold shares being 75 or more, or (c) the Company being required to be registered as an investment company under relevant US legislation. The notice would require the transfer of relevant shares and, pending such transfer, the rights and privileges attaching to those shares would be suspended. The Company is not aware of any agreements between holders of its securities that may restrict the transfer of shares or exercise of voting rights. Share capital and debentures The issued ordinary share capital of the Company as at 1 April 2024 was 973,366 ,445 ordinary shares and at 31 March 2025 was 973,398,978 ordinary shares of 73 19∕22 pence each. It increased over the year by 32,533 ordinary shares on the issue of shares to the Trustee of the 3i Group Share Incentive Plan. At the AGM on 27 June 2024 the Directors were authorised to repurchase up to 97,000,000 ordinary shares in the Company (representing approximately 10% of the Company’s issued ordinary share capital as at 6 May 2024) until the Company’s AGM in 2025 or 26 September 2025, if earlier. This authority was not exercised in the year. Details of the authorities which the Board will be seeking at the 2025 AGM are set out in the 2025 Notice of AGM. As at 31 March 2025, the Company had sterling and euro fixed rate notes in issue as detailed in Note 16 to the accounts. The Articles of Association also specifically empower the Board to exercise the Company’s powers to borrow money and to mortgage or charge the Company’s assets and any uncalled capital and to issue debentures and other securities. Portfolio management and voting policy In relation to unquoted investments, the Group’s approach is to seek to add value to the businesses in which the Group invests through the Group’s extensive experience, resources and contacts and through active engagement with the Boards of those companies. In relation to quoted investments, the Group’s policy is to exercise voting rights on all matters affecting its interests. Tax and investment company status The Company is an investment company under section 833 of the Companies Act 2006. HM Revenue & Customs has approved the Company as an Investment Trust under section 1158 of the Corporation Tax Act 2010 and the Company directs its affairs to enable it to continue to remain so approved. Where appropriate, the Company looks to the provisions included within the Association of Investment Companies SORP. Major interests in ordinary shares The table below shows notifications of major voting interests in the Company’s ordinary share capital (notifiable in accordance with Chapter 5 of the FCA’s Disclosure Guidance and Transparency Rules or section 793 Companies Act 2006) that had been received by the Company as at 31 March 2025 and 15 April 2025. | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | As at 31 March 2025 | % of issued share capital | As at 15 April 2025 | % of issued share capital | | BlackRock, Inc | 103,161,680 | 10.60 | 104,039,896 | 10.69 | | The Capital Group Companies, Inc | 61,665,728 | 6.34 | 67,683,107 | 6.95 | | Fidelity Management & Research Company | 58,282,778 | 5.99 | 58,728,243 | 6.03 | | WCM Investment Management, LLC | 47,295,459 | 4.86 | 47,350,398 | 4.86 | | Vanguard Group, Inc | 45,922,480 | 4.72 | 45,922,480 | 4.72 | 3i Investments plc 3i Investments plc is authorised by the FCA to, among other things, manage Alternative Investment Funds (“AIFs”). It is currently the Alternative Investment Fund Manager (“AIFM”) of seven AIFs, including the Company and 3i Infrastructure plc. In compliance with regulatory requirements, 3i Investments plc has ensured that a depository has been appointed for each AIF. This is Citibank UK Limited. The Annual report and accounts meet certain investor disclosure requirements as set out in FUND 3.2.2R, 3.2.3R, 3.2.5R and 3.2.6R of the FCA’s Investment Funds sourcebook (“FUND Disclosures”) for the Company as a standalone entity. The Company’s profit for the year is stated in its Company statement of changes in equity on page 157 and its financial position is shown on page 156. The Company performs substantially all of its investment-related activities through its subsidiaries and therefore the Group’s Consolidated statement of comprehensive income is considered to be more useful to investors than a Company statement. Furthermore, in some instances the relevant FUND Disclosures have been made in relation to the Group on a consolidated basis rather than in respect of the Company on a solo basis. This is because the Company operates through its Group subsidiaries and therefore reporting on the Group’s activities provides more relevant information on the Company and its position. There have been no material changes to the disclosures required to be made under FUND 3.2.2R in the past year. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 151 | | | | | | | | --- | --- | | | | | | | | Governance | | | Additional statutory and corporate governance information continued | | Although certain FUND Disclosures are made in this Annual report, | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | full disclosures are summarised on the 3i website at www.3i.com. This will be updated as required and changes noted in future Annual reports. For the purposes of the FUND Disclosures set out in FUND 3.3.5(R) (5) and (6), the total amount of remuneration paid by the AIFM to its staff for the year to 31 March 2025 was £241 million, of which £48 million was fixed remuneration and £193 million was variable remuneration. The total number of beneficiaries is 216. The aggregate total remuneration paid to AIFM Remuneration Code Staff for the year to 31 March 2025 was £81 million, of which £47 million was paid to senior management and £34 million was paid to other AIFM Remuneration Code Staff. A summary of the remuneration policy of 3i can be found on the Company’s website. Dividends A first FY2025 dividend of 30.5 pence per ordinary share in respect of the year to 31 March 2025 was paid on 10 January 2025. The Directors recommend a second FY2025 dividend of 42.5 pence per ordinary share be paid in respect of the year to 31 March 2025 to shareholders on the Register at the close of business on 20 June 2025. The trustee of The 3i Group Employee Trust and the trustee of the 2010 Carry Trust have each waived (subject to certain minor exceptions) dividends declared on shares in the Company held by those trusts and the trustee of The 3i Group Share Incentive Plan has waived dividends on unallocated shares in the Company held by it. Directors’ conflicts of interests, external appointments and indemnities Directors have a statutory duty to avoid conflicts of interest with the Company. The Company’s Articles of Association enable Directors to approve conflicts of interest and include other conflict of interest provisions. The Company has implemented processes to identify potential and actual conflicts of interest. Such conflicts are then considered for approval by the Board, subject, if necessary, to appropriate conditions. The Board has adopted a policy on Directors’ other appointments under which additional external appointments should not be undertaken without prior approval of the Board. Executive Directors should not take on more than one non-executive directorship in a FTSE 100 company or other significant appointment. As permitted by the Company’s Articles of Association during the year and as at the date of this Directors’ report, there were in place Qualifying Third-Party Indemnity Provisions (as defined under relevant legislation) for the benefit of the Company’s Directors and Qualifying Pension Scheme Indemnity Provisions for the benefit of the directors of one associated company, Gardens Pension Trustees Limited. Directors’ employment contracts Mr S A Borrows, Ms J H Halai and Mr J G Hatchley each have employment contracts with the Group with notice periods of 12 months where notice is given by the Group and six months where notice is given by the Director. Save for these notice periods their employment contracts have no unexpired terms. None of the other Directors has a service contract with the Company. Employment The employment policy of the Group is one of equal opportunity in the selection, training, career development and promotion of employees, regardless of age, gender, sexual orientation, ethnic origin, religion and whether disabled or otherwise. Further details on equal opportunities and diversity are included in the Sustainability report on pages 52 to 55 and in the Nominations Committee report on page 118. 3i treats applicants and employees with disabilities fairly and provides facilities, equipment and training to assist disabled employees to do their jobs. Arrangements are made as necessary to ensure support to job applicants who happen to be disabled and who respond to requests to inform the Company of any requirements. Should an employee become disabled during their employment, efforts would be made to retain them in their current employment or to explore the opportunities for their retraining or redeployment within 3i. Financial support is also provided by 3i to support disabled employees who are unable to work, as appropriate to local market conditions. 3i’s principal means of keeping in touch with the views of its employees is through employee appraisals, informal consultations, team briefings and employee conferences. Managers throughout 3i have a continuing responsibility to keep their staff informed of developments and to communicate financial results and other matters of interest. This is achieved by structured communication including regular meetings of employees. Members of the Board have regular formal and informal interaction with a significant number of 3i employees, including through office visits and one-to-one meetings. 3i is an equal opportunities employer and has clear grievance and disciplinary procedures in place. 3i also has an employee assistance programme which provides a confidential, free and independent counselling service and is available to all UK employees and their families in the UK. 3i’s employment policies are designed to provide a competitive reward package which will attract and retain high-quality staff, whilst ensuring that the relevant costs remain at an appropriate level. 3i’s remuneration policy is influenced by 3i’s financial and other performance conditions and market practices in the countries in which it operates. All employees receive a base salary and are also eligible to be considered for a performance-related annual variable incentive award. For those members of staff receiving higher levels of annual variable incentive awards, a proportion of such awards is delivered in 3i shares, vesting over a number of years. Remuneration policy is reviewed by the 3i Group plc Remuneration Committee, comprising 3i Group plc non-executive Directors. Where appropriate, employees are eligible to participate in 3i share schemes to encourage employees’ involvement in 3i’s performance. Investment executives in the Private Equity business line may also participate in carried interest schemes, which allow executives to share directly in future profits on investments. Similarly, investment executives in the Infrastructure business line may participate in asset- linked and/or fee-linked incentive arrangements. Employees participate in local state or company pension schemes as appropriate to local market conditions. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 152 | | | | | | | | --- | --- | | | | | | | | Governance | | | Additional statutory and corporate governance information continued | | Employees are able to raise in confidence with the Company any | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | matters of concern. Issues can be raised with line management, the Internal Audit team and the Human Resources team as appropriate. Employees can also raise matters with an externally run confidential telephone reporting line and can do so anonymously if they wish. Matters raised are investigated and followed up as appropriate. The Board monitors any matters reported to the externally run telephone reporting line, through an annual report to Audit and Compliance Committee from Internal Audit. Workforce engagement The Company has a Staff Engagement strategy which has been adopted by the Board as the most appropriate way for the Company to comply with the relevant requirements of the Code. This is in preference to adopting one of the three workforce engagement examples specifically mentioned in the UK Corporate Governance Code. The Board believes this strategy is appropriate and proportionate in the context of an office-based workforce, with in the region of 250 employees worldwide, all of whom engage regularly with members of senior management. Senior management and members of the Board meet formally and informally with staff in a variety of contexts, including office visits, investment reviews, Board and Committee presentations and Board dinners with investment teams. A general open door policy (whether physically or virtually) adopted by senior management encourages interaction with staff. The Human Resources team are a point of contact for all members of staff and they, as well as line managers, report issues requiring management attention to senior management as they occur. The Internal Audit and Group Compliance teams consider employee matters including culture, compliance with the Company’s values and staff turnover in their reports to senior management. The formal annual appraisal process provides a further opportunity for engagement. During the year, the Board visited 3i’s Amsterdam and Frankfurt offices and met formally and informally with the teams based there. Directors receive updates on employee matters in presentations from the business line heads, as well as from the Chief Human Resources Officer, in the annual Board consideration of the Group Succession Planning and Strategic Capability Review. Committee Chairs held a number of private and other meetings with function heads during the year. Non-executive Directors also meet with a wide range of members of the investment teams at the twice-yearly PCR meetings. Diversity and inclusion policy Details of the Company’s approach to diversity and inclusion are set out under the heading Employment on page 151, in the Sustainability section on pages 52 to 55 and in the Nominations Committee report on page 118. Political donations In line with Group policy, during the year to 31 March 2025, no donations were made to political parties or organisations, or independent election candidates, and no political expenditure was incurred, (31 March 2024: none). Share reunification programme The Board approved a programme to reunify shareholders with their dormant shareholdings. A tracing programme was conducted by the Registrar during 2023 and 2024 to attempt to contact dormant shareholders. Where this was not possible and in accordance with the Company’s Articles of Association, the relevant shares were sold and the proceeds returned to 3i. The shareholder or their personal representatives have six years from the date of sale in which to claim the proceeds of sale. Unclaimed dividends associated with the shares sold were also returned to 3i and shareholders or their personal representatives have 12 years from when the dividend was declared or became due in which to make a claim. Dividends which have been unclaimed for 12 years are forfeited, unless the Board decides otherwise. The Board agreed that a sum equal to the majority of the funds returned to 3i in this programme would be used for charitable purposes, with the balance kept to meet claims. Significant agreements As at 31 March 2025, the Company was party to one agreement subject to a renegotiation period on a change of control of the Company following a takeover bid. This agreement is a £900 million multi-currency Revolving Credit Facility Agreement dated 13 March 2020 and as amended from time to time between the Company, Barclays Bank PLC and a number of other banks. The Company is required to promptly notify Barclays Bank PLC, as agent bank, of a change of control. This opens a 20-day negotiation period to determine if each lender is willing to continue participating in the facility. For any lender with whom no agreement is reached, amounts outstanding to that lender would be repayable and their commitment cancelled, with no less than 10 business days’ notice after the end of the negotiation period. Internal control and risk management systems A description of the Group’s internal control and risk management systems in relation to the financial reporting process is set out in the Risk management section on pages 80 to 93. Going concern The Directors have acknowledged their responsibilities in relation to the financial statements for the year to 31 March 2025. After making enquiries, the Directors considered it appropriate to prepare the financial statements of the Company, and the Group, on a going concern basis. The Viability statement is included on pages 128 and 129. Audit information Pursuant to section 418(2) of the Companies Act 2006, each of the Directors confirms that: • so far as they are aware, there is no relevant audit information of which the Company’s Auditor is unaware; and • they have taken all steps they ought to have taken to make themselves aware of any relevant audit information and to establish that the Company’s Auditor is aware of such information. Appointment of Auditor In accordance with section 489 of the Companies Act 2006, a resolution proposing the reappointment of KPMG LLP as the Company’s Auditor will be put to members at the forthcoming AGM. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 153 | | | | | | | | --- | --- | | | | | | | | Governance | | | Additional statutory and corporate governance information continued | | Information required by Listing Rule 6.6.4 | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Information required by Listing Rule 6.6.4 not included in this section of the Directors’ report may be found as set out below: | | | | --- | --- | | | | | Topic | Location | | Capitalised interest | Portfolio income on page 71 | | Share allotments | Note 19 on page 183 | Website 3i’s website provides a brief description of 3i’s history, current operations, strategy and portfolio, as well as articles, interviews and videos to showcase specific themes and investments. It also includes an archive of over 10 years of news and historical financial information on the Group and details of forthcoming events for shareholders and analysts. Information included in the Strategic report In accordance with section 414 C (11) of the Companies Act 2006, the following information otherwise required to be set out in the Directors’ report has been included in the Strategic report: risk management objectives and policies; post-balance sheet events; likely future developments in the business; engagement with suppliers, customers and others; employee involvement; and greenhouse gas emissions. The Directors’ Viability statement is also shown in the Resilience statement on pages 127 to 129. Statement of Directors’ responsibilities The Directors are responsible for preparing the Annual report and the Group and parent Company financial statements for each financial year in accordance with applicable United Kingdom law and regulations. They are required to prepare the Group financial statements in accordance with UK adopted international accounting standards and applicable law and have elected to prepare the parent Company financial statements on the same basis. Under company law, the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and parent Company and of their profit or loss for that period. In preparing each of the Group and parent Company financial statements, the Directors are required to: • select suitable accounting policies and then apply them consistently; • make judgements and estimates that are reasonable, relevant and reliable; • state whether they have been prepared in accordance with UK- adopted international accounting standards and applicable law; • assess the Group and parent Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern; and • use the going concern basis of accounting unless they either intend to liquidate the Group, or the parent Company, or to cease operations, or have no realistic alternative but to do so. The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the parent Company’s transactions and disclose with reasonable accuracy at any time the financial position of the parent Company and enable them to ensure that its financial statements comply with the Companies Act 2006. They are responsible for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error, and have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the Group and to prevent and detect fraud and other irregularities. Under applicable law and regulations, the Directors are also responsible for preparing a Strategic report, Directors’ report, Directors’ remuneration report and Corporate governance statement that complies with that law and those regulations. The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Responsibility statement of the Directors in respect of the Annual financial report The Directors confirm that to the best of their knowledge: • the financial statements, prepared in accordance with the applicable set of accounting standards, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation taken as a whole; and • the Strategic report includes a fair review of the development and performance of the business and the position of the Company and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face. The Directors consider this Annual report and accounts, taken as a whole, is fair, balanced and understandable and provides the information necessary for shareholders to assess the Group’s position and performance, business model and strategy. The Directors of the Company and their functions are listed on pages 102 and 103. 3i Group plc is registered in England with company number 1142830. Directors’ report For the purposes of the UK Companies Act 2006, the Directors’ report of 3i Group plc comprises the Governance section on pages 96 to 153 other than the Directors’ remuneration report on pages 135 to 147. The Strategic report, Directors’ report and Directors’ remuneration report have been drawn up and presented in accordance with and in reliance upon English company law and the liabilities of the Directors in connection with those reports shall be subject to the limitations and restrictions provided by that law. By order of the Board K J Dunn Company Secretary 14 May 2025 Registered office: 1 Knightsbridge London SW1X 7LX | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 154 | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | What’s in this section | | | | | | | | [Consolidated statement of comprehensive income](#i54651540d1854c96ac12f3d021b55395_400) | [155](#i54651540d1854c96ac12f3d021b55395_400) | | | [Consolidated statement of financial position](#i54651540d1854c96ac12f3d021b55395_403) | [156](#i54651540d1854c96ac12f3d021b55395_403) | | | [Consolidated statement of changes in equity](#i54651540d1854c96ac12f3d021b55395_403) | [157](#i54651540d1854c96ac12f3d021b55395_406) | | | [Consolidated cash flow statement](#i54651540d1854c96ac12f3d021b55395_409) | [158](#i54651540d1854c96ac12f3d021b55395_409) | | | [Company statement of financial position](#i54651540d1854c96ac12f3d021b55395_412) | [159](#i54651540d1854c96ac12f3d021b55395_412) | | | [Company statement of changes in equity](#i54651540d1854c96ac12f3d021b55395_415) | [160](#i54651540d1854c96ac12f3d021b55395_415) | | | [Company cash flow statement](#i54651540d1854c96ac12f3d021b55395_418) | [161](#i54651540d1854c96ac12f3d021b55395_418) | | | [Material accounting policies](#i54651540d1854c96ac12f3d021b55395_421) | [162](#i54651540d1854c96ac12f3d021b55395_421) | | | [Notes to the accounts](#i54651540d1854c96ac12f3d021b55395_424) | [166](#i54651540d1854c96ac12f3d021b55395_424) | | | [KPMG LLP’s independent auditor’s report](#i54651540d1854c96ac12f3d021b55395_517) | [199](#i54651540d1854c96ac12f3d021b55395_520) | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | Audited financial statements | | | | | --- | --- | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 155 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Consolidated statement of comprehensive income for the year to 31 March | | | | | | | | --- | --- | --- | --- | | | | | | | | Notes | 2025 £m | 2024 £m | | Realised profits over value on the disposal of investments | 2 | 5 | 1 | | Unrealised profits on the revaluation of investments | 3 | 3,812 | 2,742 | | Fair value movements on investment entity subsidiaries | 12 | 953 | 861 | | Portfolio income | | | | | Dividends | | 413 | 363 | | Interest income from investment portfolio | | 29 | 29 | | Fees receivable | 4 | 13 | 3 | | Foreign exchange on investments | | (245) | (238) | | Movement in the fair value of derivatives | 17 | 82 | 116 | | Gross investment return | | 5,062 | 3,877 | | Fees receivable from external funds | 4 | 64 | 72 | | Operating expenses | 5 | (149) | (146) | | Interest receivable | | 15 | 9 | | Interest payable | | (65) | (61) | | Exchange movements | | 77 | 52 | | Income from investment entity subsidiaries | | 21 | 21 | | Other (expense)/income | | (1) | 3 | | Operating profit before carried interest | | 5,024 | 3,827 | | Carried interest | | | | | Carried interest and performance fees receivable | | 29 | 62 | | Carried interest and performance fees payable | 14 | (14) | (51) | | Operating profit before tax | | 5,039 | 3,838 | | Tax charge | 8 | (1) | (2) | | Profit for the year | | 5,038 | 3,836 | | Other comprehensive income that may be reclassified to the income statement | | | | | Exchange differences on translation of foreign operations | | 7 | (4) | | Other comprehensive income that will not be reclassified to the income statement | | | | | Re-measurements of defined benefit plans | 25 | 4 | 7 | | Other comprehensive income for the year | | 11 | 3 | | Total comprehensive income for the year | | 5,049 | 3,839 | | | | | | | Earnings per share | | | | | Basic (pence) | 9 | 522.0 | 397.9 | | Diluted (pence) | 9 | 520.6 | 396.7 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Notes to the accounts section forms an integral part of these financial statements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 156 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Consolidated statement of financial position as at 31 March | | | | | | | | --- | --- | --- | --- | | | | | | | | Notes | 2025 £m | 2024 £m | | Assets | | | | | Non-current assets | | | | | Investments | | | | | Quoted investments | 11,13 | 856 | 879 | | Unquoted investments | 11,13 | 17,500 | 14,193 | | Investments in investment entity subsidiaries | 12,13 | 6,916 | 5,804 | | Investment portfolio | | 25,272 | 20,876 | | Carried interest and performance fees receivable | | – | 3 | | Other non-current assets | 15 | 27 | 28 | | Intangible assets | | 2 | 4 | | Retirement benefit surplus | 25 | 63 | 61 | | Property, plant and equipment | | 18 | 4 | | Right of use asset | | 41 | 49 | | Derivative financial instruments | 17 | 46 | 83 | | Total non-current assets | | 25,469 | 21,108 | | Current assets | | | | | Carried interest and performance fees receivable | | 33 | 45 | | Other current assets | 15 | 49 | 47 | | Current income taxes | | 2 | 1 | | Derivative financial instruments | 17 | 91 | 82 | | Cash and cash equivalents | | 412 | 358 | | Total current assets | | 587 | 533 | | Total assets | | 26,056 | 21,641 | | Liabilities | | | | | Non-current liabilities | | | | | Trade and other payables | 18 | (6) | (5) | | Carried interest and performance fees payable | 14 | (29) | (30) | | Loans and borrowings | 16 | (1,194) | (1,202) | | Derivative financial instruments | 17 | (4) | – | | Retirement benefit deficit | 25 | (17) | (21) | | Lease liability | | (42) | (45) | | Deferred income taxes | 8 | (1) | (1) | | Provisions | | (2) | (2) | | Total non-current liabilities | | (1,295) | (1,306) | | Current liabilities | | | | | Trade and other payables | 18 | (133) | (134) | | Carried interest and performance fees payable | 14 | (12) | (24) | | Lease liability | | (3) | (4) | | Current income taxes | | (1) | (3) | | Provisions | | (1) | – | | Total current liabilities | | (150) | (165) | | Total liabilities | | (1,445) | (1,471) | | Net assets | | 24,611 | 20,170 | | Equity | | | | | Issued capital | 19 | 719 | 719 | | Share premium | | 792 | 791 | | Capital redemption reserve | | 43 | 43 | | Share-based payment reserve | 26 | 35 | 42 | | Translation reserve | | 1 | (6) | | Capital reserve | | 21,257 | 17,154 | | Revenue reserve | | 1,845 | 1,519 | | Own shares | 20 | (81) | (92) | | Total equity | | 24,611 | 20,170 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Notes to the accounts section forms an integral part of these financial statements. David Hutchison Chair 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 157 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Consolidated statement of changes in equity for the year to 31 March | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | 2025 | Share capital £m | Share premium £m | Capital redemption reserve £m | Share- based payment reserve £m | Translation reserve £m | Capital reserve 1 £m | Revenue reserve 1 £m | Own shares £m | Total equity £m | | Total equity at the start of the year | 719 | 791 | 43 | 42 | (6) | 17,154 | 1,519 | (92) | 20,170 | | Profit for the year | – | – | – | – | – | 4,535 | 503 | – | 5,038 | | Exchange differences on translation of foreign operations | – | – | – | – | 7 | – | – | – | 7 | | Re-measurements of defined benefit plans | – | – | – | – | – | 4 | – | – | 4 | | Total comprehensive income for the year | – | – | – | – | 7 | 4,539 | 503 | – | 5,049 | | Share-based payments | – | – | – | 16 | – | – | – | – | 16 | | Release on exercise/forfeiture of share awards | – | – | – | (23) | – | – | 23 | – | – | | Exercise of share awards | – | – | – | – | – | (11) | – | 11 | – | | Ordinary dividends | – | – | – | – | – | (425) | (200) | – | (625) | | Issue of ordinary shares | – | 1 | – | – | – | – | – | – | 1 | | Total equity at the end of the year | 719 | 792 | 43 | 35 | 1 | 21,257 | 1,845 | (81) | 24,611 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1 Refer to Note 19 for the nature of the capital and revenue reserves. | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | 2024 | Share capital £m | Share premium £m | Capital redemption reserve £m | Share- based payment reserve £m | Translation reserve £m | Capital reserve 1 £m | Revenue reserve 1 £m | Own shares £m | Total equity £m | | Total equity at the start of the year | 719 | 790 | 43 | 31 | (2) | 14,044 | 1,327 | (108) | 16,844 | | Profit for the year | – | – | – | – | – | 3,309 | 527 | – | 3,836 | | Exchange differences on translation of foreign operations | – | – | – | – | (4) | – | – | – | (4) | | Re-measurements of defined benefit plans | – | – | – | – | – | 7 | – | – | 7 | | Total comprehensive income for the year | – | – | – | – | (4) | 3,316 | 527 | – | 3,839 | | Share-based payments | – | – | – | 27 | – | – | – | – | 27 | | Release on exercise/forfeiture of share awards | – | – | – | (16) | – | – | 16 | – | – | | Exercise of share awards | – | – | – | – | – | (16) | – | 16 | – | | Ordinary dividends | – | – | – | – | – | (190) | (351) | – | (541) | | Issue of ordinary shares | – | 1 | – | – | – | – | – | – | 1 | | Total equity at the end of the year | 719 | 791 | 43 | 42 | (6) | 17,154 | 1,519 | (92) | 20,170 | 1 Refer to Note 19 for the nature of the capital and revenue reserves. The Notes to the accounts section forms an integral part of these financial statements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 158 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Consolidated cash flow statement for the year to 31 March | | | | | | | | --- | --- | --- | --- | | | | | | | | Notes | 2025 £m | 2024 £m | | Cash flow from operating activities | | | | | Purchase of investments | | (150) | (506) | | Proceeds from investments | | 1,107 | 543 | | Amounts paid to investment entity subsidiaries | 12 | (1,537) | (674) | | Amounts received from investment entity subsidiaries | 12 | 865 | 580 | | Net cash flow from derivatives | | 113 | 69 | | Portfolio interest received | | 6 | 5 | | Portfolio dividends received | | 420 | 366 | | Portfolio fees received | | 7 | 12 | | Fees received from external funds | | 65 | 74 | | Carried interest and performance fees received | | 44 | 58 | | Carried interest and performance fees paid | 14 | (23) | (53) | | Operating expenses paid | | (122) | (121) | | Co-investment loans (paid)/received | | (35) | 5 | | Tax paid | | (3) | (3) | | Other cash income | | 1 | 2 | | Other cash expenses | | (10) | – | | Interest received | | 15 | 9 | | Net cash flow from operating activities | | 763 | 366 | | Cash flow from financing activities | | | | | Issue of shares | | 1 | 1 | | Dividends paid | 10 | (625) | (541) | | Proceeds from long-term borrowing | 16 | – | 422 | | Lease payments | 16 | (6) | (6) | | Interest paid | | (60) | (40) | | Net cash flow from financing activities | | (690) | (164) | | Cash flow from investing activities | | | | | Purchases of property, plant and equipment | | (16) | (3) | | Net cash flow from investing activities | | (16) | (3) | | Change in cash and cash equivalents | | 57 | 199 | | Cash and cash equivalents at the start of the year | | 358 | 162 | | Effect of exchange rate fluctuations | | (3) | (3) | | Cash and cash equivalents at the end of the year | | 412 | 358 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Notes to the accounts section forms an integral part of these financial statements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 159 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Company statement of financial position as at 31 March | | | | | | | | --- | --- | --- | --- | | | | | | | | Notes | 2025 £m | 2024 £m | | Assets | | | | | Non-current assets | | | | | Investments | | | | | Quoted investments | 11,13 | 856 | 879 | | Unquoted investments | 11,13 | 17,500 | 14,193 | | Investment portfolio | | 18,356 | 15,072 | | Carried interest and performance fees receivable | | – | 5 | | Interests in Group entities | 22 | 6,642 | 5,877 | | Other non-current assets | 15 | 15 | 16 | | Derivative financial instruments | 17 | 46 | 83 | | Total non-current assets | | 25,059 | 21,053 | | Current assets | | | | | Carried interest and performance fees receivable | | 6 | 71 | | Other current assets | 15 | 3 | 9 | | Derivative financial instruments | 17 | 91 | 82 | | Cash and cash equivalents | | 381 | 328 | | Total current assets | | 481 | 490 | | Total assets | | 25,540 | 21,543 | | Liabilities | | | | | Non-current liabilities | | | | | Loans and borrowings | 16 | (1,194) | (1,202) | | Derivative financial instruments | 17 | (4) | – | | Total non-current liabilities | | (1,198) | (1,202) | | Current liabilities | | | | | Trade and other payables | 18 | (75) | (760) | | Total current liabilities | | (75) | (760) | | Total liabilities | | (1,273) | (1,962) | | Net assets | | 24,267 | 19,581 | | Equity | | | | | Issued capital | 19 | 719 | 719 | | Share premium | | 792 | 791 | | Capital redemption reserve | | 43 | 43 | | Share-based payment reserve | 26 | 35 | 42 | | Capital reserve | | 21,947 | 17,685 | | Revenue reserve | | 812 | 393 | | Own shares | 20 | (81) | (92) | | Total equity | | 24,267 | 19,581 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Company profit for the year to 31 March 2025 is £ 5,294 million ( 2024 : £ 3,844 million). The Notes to the accounts section forms an integral part of these financial statements. David Hutchison Chair 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 160 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Company statement of changes in equity for the year to 31 March | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | 2025 | Share capital £m | Share premium £m | Capital redemption reserve £m | Share- based payment reserve £m | Capital reserve 1 £m | Revenue reserve 1 £m | Own shares £m | Total equity £m | | Total equity at the start of the year | 719 | 791 | 43 | 42 | 17,685 | 393 | (92) | 19,581 | | Profit for the year | – | – | – | – | 4,698 | 596 | – | 5,294 | | Total comprehensive income for the year | – | – | – | – | 4,698 | 596 | – | 5,294 | | Share-based payments | – | – | – | 16 | – | – | – | 16 | | Release on exercise/forfeiture of share awards | – | – | – | (23) | – | 23 | – | – | | Exercise of share awards | – | – | – | – | (11) | – | 11 | – | | Ordinary dividends | – | – | – | – | (425) | (200) | – | (625) | | Issue of ordinary shares | – | 1 | – | – | – | – | – | 1 | | Total equity at the end of the year | 719 | 792 | 43 | 35 | 21,947 | 812 | (81) | 24,267 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1 Refer to Note 19 for the nature of the capital and revenue reserves. | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | 2024 | Share capital £m | Share premium £m | Capital redemption reserve £m | Share- based payment reserve £m | Capital reserve 1 £m | Revenue reserve 1 £m | Own shares £m | Total equity £m | | Total equity at the start of the year | 719 | 790 | 43 | 31 | 14,563 | 212 | (108) | 16,250 | | Profit for the year | – | – | – | – | 3,328 | 516 | – | 3,844 | | Total comprehensive income for the year | – | – | – | – | 3,328 | 516 | – | 3,844 | | Share-based payments | – | – | – | 27 | – | – | – | 27 | | Release on exercise/forfeiture of share awards | – | – | – | (16) | – | 16 | – | – | | Exercise of share awards | – | – | – | – | (16) | – | 16 | – | | Ordinary dividends | – | – | – | – | (190) | (351) | – | (541) | | Issue of ordinary shares | – | 1 | – | – | – | – | – | 1 | | Total equity at the end of the year | 719 | 791 | 43 | 42 | 17,685 | 393 | (92) | 19,581 | 1 Refer to Note 19 for the nature of the capital and revenue reserves. The Notes to the accounts section forms an integral part of these financial statements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 161 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Company cash flow statement for the year to 31 March | | | | | | | | --- | --- | --- | --- | | | | | | | | Notes | 2025 £m | 2024 £m | | Cash flow from operating activities | | | | | Purchase of investments | | (150) | (506) | | Proceeds from investments | | 1,107 | 543 | | Amounts paid to subsidiaries | | (1,941) | (1,013) | | Amounts received from subsidiaries | | 1,039 | 788 | | Dividends from subsidiaries | | 142 | 50 | | Net cash flow from derivatives | | 113 | 69 | | Portfolio interest received | | 6 | 5 | | Portfolio dividends received | | 420 | 366 | | Portfolio fees paid | | (1) | (2) | | Carried interest and performance fees received | | 25 | 46 | | Co-investment loans (paid)/received | | (34) | 5 | | Interest received | | 14 | 8 | | Other cash income | | – | 2 | | Net cash flow from operating activities | | 740 | 361 | | Cash flow from financing activities | | | | | Issue of shares | | 1 | 1 | | Dividends paid | 10 | (625) | (541) | | Proceeds from long-term borrowing | 16 | – | 422 | | Interest paid | | (60) | (40) | | Net cash flow from financing activities | | (684) | (158) | | Change in cash and cash equivalents | | 56 | 203 | | Cash and cash equivalents at the start of the year | | 328 | 128 | | Effect of exchange rate fluctuations | | (3) | (3) | | Cash and cash equivalents at the end of the year | | 381 | 328 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Notes to the accounts section forms an integral part of these financial statements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 162 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Material accounting policies | | Reporting entity | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3i Group plc (the “Company”) is a public limited company incorporated and domiciled in England and Wales . The consolidated financial statements (“the Group accounts”) for the year to 31 March 2025 comprise the financial statements of the Company and its consolidated subsidiaries (collectively, “the Group”). The Group accounts have been prepared and approved by the Directors in accordance with section 395 of the Companies Act 2006 and the Large and Medium-sized Companies and Groups (Accounts and Reports) Regulations 2008. The Company has taken advantage of the exemption in section 408 of the Companies Act 2006 not to present its Company statement of comprehensive income and related Notes. A Basis of preparation The Group and Company accounts have been prepared and approved by the Directors in accordance with UK-adopted international accounting standards. The financial statements are presented to the nearest million sterling (£m), the functional currency of the Company. The Group and Company did not implement the requirements of any new standards in issue for the year ended 31 March 2025. The IASB introduced a new IFRS Accounting Standard, IFRS 18 to replace IAS 1 Presentation of Financial Statements. This new standard establishes detailed requirements for classifying and aggregating income and expenses in the income statement, as well as disclosure obligations for management defined performance measures. The standard applies for annual reporting periods beginning on or after 1 January 2027; however, it has not yet been endorsed for use in the UK. Going concern These financial statements have been prepared on a going concern basis as disclosed in the Directors’ report. The Directors have made an assessment of going concern for a period of at least 12 months from the date of approval of the accounts, taking into account the Group’s current performance, financial position and the principal and emerging risks facing the business. The Directors’ assessment of going concern, which takes into account the business model on pages 14 and 15 and the Group’s liquidity of £1,323 million, indicates that the Group and parent company will have sufficient funds to continue as a going concern, for at least the next 12 months from the date of approval of the accounts. As detailed within the Financial review on pages 70 to 74 on the Investment basis the Group covers its cash operating expenses of £ 129 million at 31 March 2025, with cash income generated by our Private Equity and Infrastructure businesses and Scandlines of £598 million at 31 March 2025. The Group’s liquidity comprises cash and deposits of £423 million (31 March 2024: £396 million) and an undrawn multi-currency facility of £900 million (31 March 2024: £900 million), which has no financial covenants. As a proprietary investor, the Group has a long-term, responsible investment approach, and is not subject to external pressure to realise investments before optimum value can be achieved. The Board has the ability to take certain actions to help support the Group in adverse circumstances. Mitigating actions within management control during extended periods of low liquidity include, for example, drawing on the existing RCF or temporarily reducing new investment levels. The Group manages liquidity with the aim of ensuring it is adequate and sufficient, by regular monitoring of investments, realisations, operating expenses and portfolio cash income and there have been no post balance sheet changes that would be materially detrimental to liquidity. The Directors are of the opinion that the Group’s cash flow forecast is sufficient to support the Group given the current market, economic conditions and outlook. Having performed the assessment on going concern, the Directors considered it appropriate to prepare the financial statements of the Company and Group on a going concern basis, and have concluded that the Group has sufficient financial resources, is well placed to manage business risks in the current economic environment, and can continue operations for a period of at least 12 months from the date of issue of these financial statements. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 163 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Material accounting policies continued | | B Basis of consolidation | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | In accordance with IFRS 10, the Company meets the criteria as an investment entity and therefore is required to recognise subsidiaries that also qualify as investment entities at fair value through profit or loss. It does not consolidate the investment entities it controls. Subsidiaries that provide investment-related services, such as advisory, management or employment services, are not accounted for at fair value through profit and loss and continue to be consolidated unless those subsidiaries qualify as investment entities, in which case they are recognised at fair value. Subsidiaries are entities controlled by the Group. Control, as defined by IFRS 10, is achieved when the Group has all of the following: • power over the relevant activities of the investee; • exposure, or rights, to variable returns from its involvement with the investee; and • the ability to affect those returns through its power over the investee. The Group is required to determine the degree of control or influence the Group exercises and the form of any control to ensure that the financial treatment is accurate. Subsidiaries are fully consolidated from the date on which the Group effectively obtains control. All intragroup balances and transactions with subsidiaries are eliminated upon consolidation. Subsidiaries are de-consolidated from the date that control ceases. The Group comprises several different types of subsidiaries. For a new subsidiary, the Group assesses whether it qualifies as an investment entity under IFRS 10, based on the function the entity performs within the Group. For existing subsidiaries, the Group annually reassesses the function performed by each type of subsidiary to determine if the treatment under IFRS 10 exception from consolidation is still appropriate. The types of subsidiaries and their treatment under IFRS 10 are as follows: General Partners (“GPs”) – Consolidated General Partners provide investment management services and do not hold any direct investments in portfolio assets. These entities are not investment entities. Investment managers/advisers – Consolidated These entities provide investment-related services through the provision of investment management or advice. They do not hold any direct investments in portfolio assets. These entities are not investment entities. Holding companies of investment managers/advisers – Consolidated These entities provide investment-related services through their subsidiaries. Typically they do not hold any direct investment in portfolio assets and these entities are not investment entities. Limited partnerships and other intermediate investment holding structures – Fair valued The Group makes investments in portfolio assets through its ultimate parent company, as well as through other limited partnerships and corporate subsidiaries, which the Group has created to align the interests of the investment teams with the performance of the assets, through the use of various carried interest schemes. The purpose of these limited partnerships and corporate holding vehicles, many of which also provide investment-related services, is to invest for investment income and capital appreciation. These partnerships and corporate subsidiaries meet the definition of an investment entity and are accounted for at fair value through profit and loss. Portfolio investments – Fair valued Under IFRS 10, the test for accounting subsidiaries takes wider factors of control as well as actual equity ownership into account. In accordance with the investment entity exception, these entities have been held at fair value with movements in fair value being recognised in profit or loss. Associates – Fair valued Associates are those entities in which the Group has significant influence, but not control, over the financial and operating policies. Investments that are held as part of the Group’s investment portfolio are carried in the Consolidated statement of financial position at fair value even though the Group may have significant influence over those companies. Further detail on our application of IFRS 10 can be found in the Reconciliation of Investment basis to IFRS section. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 164 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Material accounting policies continued | | C Critical accounting judgements and estimates | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The reported results of the Group are sensitive to the accounting policies, assumptions and estimates that underpin the preparation of its financial statements. UK company law and IFRS require the Directors, in preparing the Group’s financial statements, to select suitable accounting policies, apply them consistently and make judgements and estimates that are reasonable and prudent. The Group’s estimates and assumptions are based on historical experience and expectation of future events and are reviewed periodically. The actual outcome may be materially different from that anticipated. (a) Critical judgements In the course of preparing the financial statements, one judgement has been made in the process of applying the Group’s accounting policies, other than those involving estimations, that has had a significant effect on the amounts recognised in the financial statements as follows: I. Assessment as an investment entity The Board has concluded that the Company continues to meet the definition of an investment entity, as its strategic objective of investing in portfolio investments and providing investment management services to investors for the purpose of generating returns in the form of investment income and capital appreciation remains unchanged. (b) Critical estimates In addition to these significant judgements, the Directors have made one estimate, which they deem to have a significant risk of resulting in a material adjustment to the amounts recognised in the financial statements within the next financial year. The detail of this estimate is as follows: I. Fair valuation of the investment portfolio The investment portfolio, a material group of assets of the Group, is held at fair value. Details of valuation methodologies used and the associated sensitivities are disclosed in Note 13 Fair values of assets and liabilities in this document. Given the importance of this area, the Board has a separate Valuations Committee to review the valuations policies, process and application to individual investments. A report on the activities of the Valuations Committee (including a review of the assumptions made) is included in the Valuations Committee report on pages [130](#i54651540d1854c96ac12f3d021b55395_373) to 134. In the comparative year carried interest payable was a critical estimate. Following the payment of £521 million of carried interest this year and the sensitivity being immaterial, carried interest payable is no longer considered a critical estimate for the year to 31 March 2025. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 165 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Material accounting policies continued | | D Other accounting policies | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | (a) Gross investment return Gross investment return is equivalent to “revenue” for the purposes of IAS 1. It represents the overall increase in net assets from the investment portfolio net of deal-related costs and includes foreign exchange movements in respect of the investment portfolio. The substantial majority is investment income and outside the scope of IFRS 15. It is analysed into the following components with the relevant standard shown where appropriate: i. Realised profits or losses over value on the disposal of investments are the difference between the fair value of the consideration received in accordance with IFRS 13 less any directly attributable costs, on the sale of equity and the repayment of interest income from the investment portfolio, and its carrying value at the start of the accounting period, converted into sterling using the exchange rates in force at the date of disposal. See Note 2 for more details. ii. Unrealised profits or losses on the revaluation of investments are the movement in the fair value of investments in accordance with IFRS 13 between the start and end of the accounting period converted into sterling using the exchange rates in force at the date of fair value assessment. See Note 3 for more details. iii. Fair value movements on investment entity subsidiaries are the movements in the fair value of Group subsidiaries which are classified as investment entities under IFRS 10. The Group makes investments in portfolio assets through these entities which are usually limited partnerships or corporate subsidiaries. See Note 12 for more details. iv. Portfolio income is that portion of income that is directly related to the return from individual investments. It is recognised to the extent that it is probable that there will be economic benefit and the income can be reliably measured. The following specific recognition criteria must be met before the income is recognised: • Dividends from equity investments are recognised in profit or loss when the shareholders’ rights to receive payment is established; • Interest income from the investment portfolio is recognised as it accrues. When the fair value of an investment is assessed to be below the principal value of a loan, the Group recognises a provision against any interest accrued from the date of the assessment going forward until the investment is assessed to have recovered in value; and • The accounting policy for fee income is included in Note 4. v. Foreign exchange on investments arises on investments made in currencies that are different from the functional currency of the Company, being sterling. Investments are translated at the exchange rate ruling at the date of the transaction in accordance with IAS 21. At each subsequent reporting date, investments are translated to sterling at the exchange rate ruling at that date. vi. Movement in the fair value of derivatives relates to the change in fair value of forward foreign exchange contracts which have been used to minimise foreign currency risk in the investment portfolio. See Note 17 for more details. (b) Foreign currency translation For the Company and those subsidiaries and associates whose balance sheets are denominated in sterling, which is the Company’s functional and presentational currency, monetary assets and liabilities and non-monetary assets held at fair value denominated in foreign currencies are translated into sterling at the closing rates of exchange at the balance sheet date. Foreign currency transactions are translated into sterling at the average rates of exchange over the year and exchange differences arising are taken to profit or loss. The statements of financial position of subsidiaries, which are not held at fair value, denominated in foreign currencies are translated into sterling at the closing rates. The statements of comprehensive income for these subsidiaries and associates are translated at the average rates and exchange differences arising are taken to other comprehensive income. Such exchange differences are reclassified to profit or loss in the period in which the subsidiary or associate is disposed of. (c) Treasury assets and liabilities Short-term treasury assets, and short and long-term treasury liabilities are used in order to manage cash flows. Cash and cash equivalents comprise cash at bank and amounts held in money market funds which are readily convertible into cash and there is an insignificant risk of changes in value. Financial assets and liabilities are recognised in the balance sheet when the relevant Group entity becomes a party to the contractual provisions of the instrument. Derecognition occurs when rights to cash flows from a financial asset expire, or when a liability is extinguished. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 166 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts | | 1 Segmental analysis | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Operating segments are the components of the Group whose results are regularly reviewed by the Group’s chief operating decision maker to make decisions about resources to be allocated to the segment and assess its performance. The Chief Executive, who is considered to be the chief operating decision maker, managed the Group on the basis of business divisions determined with reference to market focus, geographic focus, investment funding model and the Group’s management hierarchy. A description of the activities, including returns generated by these divisions and the allocation of resources, is given in the Strategic report. For the geographical segmental split, revenue information is based on the locations of the assets held. To aid the readers’ understanding we have split out Action, Private Equity’s largest asset, into a separate column. Action is not regarded as a reported segment as the chief operating decision maker reviews performance, makes decisions and allocates resources to the Private Equity segment, which includes Action. The segmental information that follows is presented on the basis used by the Chief Executive to monitor the performance of the Group. The reported segments are Private Equity, Infrastructure and Scandlines. The segmental analysis is prepared on the Investment basis. The Investment basis is an APM and we believe it provides a more understandable view of performance. For more information on the Investment basis and a reconciliation between the Investment basis and IFRS, see pages 75 to 78. | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | Investment basis Year to 31 March 2025 | Private Equity £m | Of which Action £m | Infrastructure £m | Scandlines £m | Total3 £m | | Realised profits over value on the disposal of investments | 50 | – | 1 | – | 51 | | Unrealised profits on the revaluation of investments | 4,803 | 4,324 | 17 | 19 | 4,839 | | Portfolio income | | | | | | | Dividends | 450 | 433 | 37 | 22 | 509 | | Interest income from investment portfolio | 69 | – | 12 | – | 81 | | Fees receivable | 14 | 5 | (4) | – | 10 | | Foreign exchange on investments | (340) | (255) | (11) | (10) | (361) | | Movement in the fair value of derivatives | 67 | 44 | – | 15 | 82 | | Gross investment return | 5,113 | 4,551 | 52 | 46 | 5,211 | | Fees receivable from external funds | 3 | | 61 | – | 64 | | Operating expenses | (98) | | (49) | (3) | (150) | | Interest receivable | | | | | 18 | | Interest payable | | | | | (65) | | Exchange movements | | | | | 20 | | Operating profit before carried interest | | | | | 5,098 | | Carried interest | | | | | | | Carried interest and performance fees receivable | – | | 29 | – | 29 | | Carried interest and performance fees payable | (70) | | (11) | – | (81) | | Operating profit before tax | | | | | 5,046 | | Tax charge | | | | | (1) | | Profit for the year | | | | | 5,045 | | Other comprehensive income | | | | | | | Re-measurements of defined benefit plans | | | | | 4 | | Total return | | | | | 5,049 | | Realisations1 | 1,827 | 1,164 | 10 | – | 1,837 | | Cash investment | (1,177) | (768) | (4) | (1) | (1,182) | | Net divestment/(investment) | 650 | 396 | 6 | (1) | 655 | | Balance sheet | | | | | | | Opening portfolio value at 1 April 2024 | 19,629 | 14,158 | 1,488 | 519 | 21,636 | | Investment2 | 1,318 | 768 | 4 | 1 | 1,323 | | Value disposed | (1,777) | (1,164) | (9) | – | (1,786) | | Unrealised value movement | 4,803 | 4,324 | 17 | 19 | 4,839 | | Foreign exchange and other movements | (415) | (255) | (8) | (10) | (433) | | Closing portfolio value at 31 March 2025 | 23,558 | 17,831 | 1,492 | 529 | 25,579 | 1 Realised proceeds may differ from cash proceeds due to timing of cash receipts. During the year, Private Equity recognised £1,827 million of realised proceeds, of which £1 million related to withholding tax. In addition, £5 million of cash proceeds were received, which had been recognised as realised proceeds in FY2024. 2 Includes capitalised interest. 3 The total is the sum of Private Equity, Infrastructure and Scandlines, “Of which Action” is part of Private Equity. Interest receivable, interest payable, exchange movements, the tax charge and re-measurements of defined benefit plans are not managed by segment by the chief operating decision maker and therefore have not been allocated to a specific segment. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 167 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 1 Segmental analysis continued | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | Investment basis Year to 31 March 2024 | Private Equity £m | Of which Action £m | Infrastructure £m | Scandlines £m | Total4 £m | | Realised losses over value on the disposal of investments | – | – | (4) | – | (4) | | Unrealised profits/(losses) on the revaluation of investments | 3,874 | 3,609 | 72 | (20) | 3,926 | | Portfolio income | | | | | | | Dividends | 439 | 377 | 35 | 25 | 499 | | Interest income from investment portfolio | 80 | – | 11 | – | 91 | | Fees receivable | 7 | 6 | (6) | – | 1 | | Foreign exchange on investments | (437) | (332) | (9) | (15) | (461) | | Movement in the fair value of derivatives | 96 | 58 | – | 20 | 116 | | Gross investment return | 4,059 | 3,718 | 99 | 10 | 4,168 | | Fees receivable from external funds | 4 | | 68 | – | 72 | | Operating expenses | (92) | | (52) | (3) | (147) | | Interest receivable | | | | | 13 | | Interest payable | | | | | (61) | | Exchange movements | | | | | 29 | | Other income | | | | | 3 | | Operating profit before carried interest | | | | | 4,077 | | Carried interest | | | | | | | Carried interest and performance fees receivable | – | | 62 | – | 62 | | Carried interest and performance fees payable | (262) | | (43) | – | (305) | | Operating profit before tax | | | | | 3,834 | | Tax charge | | | | | (2) | | Profit for the year | | | | | 3,832 | | Other comprehensive income | | | | | | | Re-measurements of defined benefit plans | | | | | 7 | | Total return | | | | | 3,839 | | Realisations1 | 866 | 762 | 22 | – | 888 | | Cash investment2 | (556) | (455) | (36) | (1) | (593) | | Net divestment/(investment) | 310 | 307 | (14) | (1) | 295 | | Balance sheet | | | | | | | Opening portfolio value at 1 April 2023 | 16,425 | 11,188 | 1,409 | 554 | 18,388 | | Investment3 | 683 | 455 | 36 | 1 | 720 | | Value disposed | (866) | (762) | (26) | – | (892) | | Unrealised value movement | 3,874 | 3,609 | 72 | (20) | 3,926 | | Foreign exchange and other movements | (487) | (332) | (3) | (16) | (506) | | Closing portfolio value at 31 March 2024 | 19,629 | 14,158 | 1,488 | 519 | 21,636 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1 Realised proceeds may differ from cash proceeds due to timing of cash receipts. During the year, Private Equity recognised £866 million of realised proceeds, of which £5 million relates to withholding tax. 2 Cash investment per the segmental analysis is different to cash investment per the cash flow due to a £10 million investment in Private Equity which was recognised in FY2023 and paid in FY2024. 3 Includes capitalised interest. 4 The total is the sum of Private Equity, Infrastructure and Scandlines, “Of which Action” is part of Private Equity. Interest receivable, interest payable, exchange movements, other income, the tax charge and re-measurements of defined benefit plans are not managed by segment by the chief operating decision maker and therefore have not been allocated to a specific segment. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 168 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 1 Segmental analysis continued | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Investment basis Year to 31 March 2025 | Europe £m | North America £m | Other £m | Total £m | | Realised profits over value on the disposal of investments | 50 | 1 | – | 51 | | Unrealised profits/(losses) on the revaluation of investments | 4,853 | (11) | (3) | 4,839 | | Portfolio income | 588 | 13 | (1) | 600 | | Foreign exchange on investments | (316) | (44) | (1) | (361) | | Movement in fair value of derivatives | 65 | 17 | – | 82 | | Gross investment return | 5,240 | (24) | (5) | 5,211 | | Realisations | 1,826 | 11 | – | 1,837 | | Cash investment | (1,118) | (64) | – | (1,182) | | Net divestment/(investment) | 708 | (53) | – | 655 | | Balance sheet | | | | | | Closing portfolio value at 31 March 2025 | 23,431 | 2,126 | 22 | 25,579 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Investment basis Year to 31 March 2024 | Europe £m | North America £m | Other £m | Total £m | | Realised losses over value on the disposal of investments | (1) | (3) | – | (4) | | Unrealised profits on the revaluation of investments | 3,919 | 7 | – | 3,926 | | Portfolio income | 579 | 12 | – | 591 | | Foreign exchange on investments | (416) | (44) | (1) | (461) | | Movement in fair value of derivatives | 88 | 28 | – | 116 | | Gross investment return | 4,169 | – | (1) | 4,168 | | Realisations | 865 | 22 | 1 | 888 | | Cash investment | (532) | (61) | – | (593) | | Net divestment/(investment) | 333 | (39) | 1 | 295 | | Balance sheet | | | | | | Closing portfolio value at 31 March 2024 | 19,485 | 2,124 | 27 | 21,636 | 2 Realised profits over value on the disposal of investments | | | | | --- | --- | --- | | | | | | | 2025 Unquoted investments | Total £m | | Realisations | 1,107 | 1,107 | | Valuation of disposed investments | (1,102) | (1,102) | | | 5 | 5 | | Of which: | | | | – profits recognised on realisations | 6 | 6 | | – losses recognised on realisations | (1) | (1) | | | 5 | 5 | | | | | | | 2024 Unquoted investments | Total £m | | Realisations | 543 | 543 | | Valuation of disposed investments | (542) | (542) | | | 1 | 1 | | Of which: | | | | – profits recognised on realisations | 1 | 1 | | | 1 | 1 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 169 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 3 Unrealised profits on the revaluation of investments | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | | | | | | | | 2025 Unquoted investments £m | 2025 Quoted investments £m | Total £m | | Movement in the fair value of investments | 3,835 | (23) | 3,812 | | Of which: | | | | | – unrealised profits | 3,881 | – | 3,881 | | – unrealised losses | (46) | (23) | (69) | | | 3,835 | (23) | 3,812 | | | | | | | | 2024 Unquoted investments £m | 2024 Quoted investments £m | Total £m | | Movement in the fair value of investments | 2,704 | 38 | 2,742 | | Of which: | | | | | – unrealised profits | 2,896 | 38 | 2,934 | | – unrealised losses | (192) | – | (192) | | | 2,704 | 38 | 2,742 | 4 Revenue | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: The following items from the Consolidated statement of comprehensive income fall within the scope of IFRS 15: Fees receivable are earned for providing services to 3i’s portfolio companies, which predominantly fall into one of two categories: 1 Negotiation and other transaction fees are earned for providing services relating to a specific transaction, such as when a portfolio company is bought, sold or refinanced. These fees are generally of a fixed nature and the revenue is recognised in full at the point of transaction completion. 2 Monitoring and other ongoing service fees are earned for providing a range of services to a portfolio company over a period of time. These fees are generally of a fixed nature and the revenue is recognised evenly over the period, in line with the services provided. Fees receivable from external funds are earned for providing management and advisory services to a variety of fund partnerships and other entities. Fees are typically calculated as a percentage of the cost or value of the assets managed during the year and are paid quarterly, based on the assets under management at that date. The revenue is recognised evenly over the period, in line with the services provided. Carried interest and performance fees receivable are earned from funds which the Group manages on behalf of third parties. These profits are earned when the funds meet certain performance conditions and are paid by the fund when these conditions have been met on a cash basis. | | | | | | Items from the Consolidated statement of comprehensive income which fall within the scope of IFRS 15 are included in the table below: | | | | | | --- | --- | --- | --- | | | | | | | Year to 31 March 2025 | Private Equity £m | Infrastructure £m | Total £m | | Total revenue by geography1 | | | | | Europe | 17 | 85 | 102 | | North America | 2 | 2 | 4 | | Total | 19 | 87 | 106 | | Revenue by type | | | | | Fees receivable2 | 16 | (3) | 13 | | Fees receivable from external funds | 3 | 61 | 64 | | Carried interest and performance fees receivable3 | – | 29 | 29 | | Total | 19 | 87 | 106 | 1 For fees receivable from external funds and carried interest and performance fees receivable the geography is based on the domicile of the fund. 2 Fees receivable and carried interest receivable above are different to the Investment basis figures included in Note 1. This is due to the fact that Note 1 is disclosed on the Investment basis and the table above is shown on the IFRS basis. For an explanation of the Investment basis and a reconciliation between Investment basis and IFRS basis see pages 75 to 78. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 170 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 4 Revenue continued | | | | | | --- | --- | --- | --- | | | | | | | Year to 31 March 2024 | Private Equity £m | Infrastructure £m | Total £m | | Total revenue by geography1 | | | | | Europe | 11 | 120 | 131 | | North America | 2 | 4 | 6 | | Total | 13 | 124 | 137 | | Revenue by type | | | | | Fees receivable2 | 9 | (6) | 3 | | Fees receivable from external funds | 4 | 68 | 72 | | Carried interest and performance fees receivable3 | – | 62 | 62 | | Total | 13 | 124 | 137 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1 For fees receivable from external funds and carried interest and performance fees receivable the geography is based on the domicile of the fund. 2 Fees receivable and carried interest receivable above are different to the Investment basis figures included in Note 1. This is due to the fact that Note 1 is disclosed on the Investment basis and the table above is shown on the IFRS basis. For an explanation of the Investment basis and a reconciliation between Investment basis and IFRS basis see pages 75 to 78. Consolidated statement of financial position As at 31 March 2025, other current assets in the Consolidated statement of financial position include balances relating to fees receivable from portfolio and fees receivable from external funds of £8 million and nil respectively (31 March 2024: £5 million and £1 million respectively). These are different to the balances included in the Investment basis Consolidated statement of financial position. For an explanation of the Investment basis and a reconciliation between Investment basis and IFRS basis see pages 75 to 78. 5 Operating expenses Operating expenses of £ 149 million ( 2024: £ 146 million) recognised in the IFRS Consolidated statement of comprehensive income, include the following amounts: | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Depreciation of property, plant and equipment | 2 | 2 | | Depreciation of right of use assets | 9 | 5 | | Amortisation of intangible assets | 1 | 1 | | Audit fees (Note 7) | 3 | 3 | | Staff costs (Note 6) | 104 | 102 | | Redundancy costs | 2 | 2 | Including expenses incurred in the entities accounted for as investment entity subsidiaries of £1 million ( 2024 : £1 million), the Group’s total operating expenses on the Investment basis for the year were £150 million ( 2024: £147 million). 6 Staff costs The table below is prepared in accordance with Companies Act requirements, which is consistent with both the IFRS and the Investment basis. | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Wages and salaries | 71 | 74 | | Social security costs | 17 | 15 | | Share-based payment costs (Note 26) | 12 | 9 | | Pension costs | 4 | 4 | | Total staff costs | 104 | 102 | The average number of employees during the year was 226 ( 2024: 246 ), of which 146 ( 2024: 158 ) were employed in the UK. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 171 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 6 Staff costs continued Wages and salaries shown above include salaries paid in the year, as well as bonuses and portfolio incentive schemes relating to the year | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ended 31 March 2025 . These costs are included in operating expenses. The table below analyses these costs between fixed and variable elements. | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Fixed staff costs | 48 | 48 | | Variable staff costs1 | 56 | 54 | | Total staff costs | 104 | 102 | 1 Includes cash bonuses and equity and cash-settled share awards. For more detail on staff costs for Directors refer to the disclosures labelled as audited included in the Directors’ remuneration report on pages [135](#i54651540d1854c96ac12f3d021b55395_382) to 147. 7 Information regarding the Group’s Auditor During the year, the Group received the following services from its External auditor, KPMG LLP. The table below is prepared in accordance with Companies Act requirements, which is consistent with both the IFRS and the Investment basis. | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Audit services | | | | Statutory audit        – Company | 1.8 | 1.8 | | – UK subsidiaries | 0.7 | 0.8 | | – Overseas subsidiaries | 0.4 | 0.5 | | Total audit services | 2.9 | 3.1 | | Non-audit services | | | | Other assurance services | 0.4 | 0.4 | | Total audit and non-audit services | 3.3 | 3.5 | 8 Tax | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Tax represents the sum of the tax currently payable, withholding taxes suffered and deferred tax. Tax is charged or credited in the Consolidated statement of comprehensive income, except where it relates to items charged or credited directly to equity, in which case the tax is also dealt with in equity. The tax currently payable is based on the taxable profit for the year. This may differ from the profit included in the Consolidated statement of comprehensive income because it excludes items of income or expense that are taxable or deductible in other years and it further excludes items that are never taxable or deductible. The affairs of the Group’s parent company are directed so as to allow it to meet the requisite conditions to continue to operate as an approved investment trust company for UK tax purposes. An approved investment trust company is a UK investment company which is required to meet certain conditions set out in the UK tax rules to obtain and maintain its tax status. This approval allows certain investment profits of the Company, broadly its capital profits, to be exempt from tax, including Pillar 2 top-up tax, in the UK. The carrying amount of deferred tax assets is reviewed at each balance sheet date and reduced to the extent that it is no longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered. The deferred tax assets and liabilities have been calculated using the corporation tax rate in the UK of 25% (2024: 25%). IFRIC 23 has been applied to the recognition and measurement of uncertain tax provisions held at the year end. There were no material uncertain tax positions arising during the year or at the year end. The Group is within the scope of the OECD Pillar 2 model rules. The United Kingdom, the jurisdiction in which the ultimate parent company of the Group is tax resident, has enacted the Pillar 2 legislation. Under the Pillar 2 legislation, the Group is liable to pay a top-up tax for the difference between its GloBE effective tax rate per jurisdiction and the 15% minimum rate. The Group’s key business operations are not based in low tax jurisdictions and the application of the Pillar 2 rules is not anticipated to have a material impact on the Group. | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 172 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 8 Tax continued | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Current taxes | | | | Current year: | | | | UK | 1 | 3 | | Overseas | 1 | 1 | | Prior year: | | | | UK | (1) | (1) | | Overseas | – | (1) | | Deferred taxes | | | | Current year | – | – | | Total tax charge in the Consolidated statement of comprehensive income | 1 | 2 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Reconciliation of tax in the Consolidated statement of comprehensive income The tax charge for the year is different to the standard rate of corporation tax in the UK, currently 25% ( 2024 : 25%), and the differences are explained below: | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Profit before tax | 5,039 | 3,838 | | Profit before tax multiplied by rate of corporation tax in the UK of 25% (2024: 25%) | 1,260 | 960 | | Effects of: | | | | Non-taxable capital profits due to UK-approved investment trust company status | (1,139) | (838) | | Non-taxable dividend income | (122) | (120) | | | (1) | 2 | | Other differences between accounting and tax profits: | | | | Permanent differences – non-deductible items | 2 | 2 | | Temporary differences on which deferred tax is not recognised | (6) | 2 | | Overseas countries’ taxes | 1 | 1 | | Tax losses carried forward/(utilised) on which deferred tax not recognised | 6 | (3) | | Prior year tax credits | (1) | (2) | | Total income tax charge in the Consolidated statement of comprehensive income | 1 | 2 | Including a net tax charge of nil ( 2024: nil ) in investment entity subsidiaries, the Group recognised a total tax charge of £1 million (2024 : £2  million) under the Investment basis. Deferred income taxes | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Opening deferred income tax asset/(liability) | | | | Tax losses | 1 | 1 | | Income in accounts taxable in the future | (2) | (2) | | | (1) | (1) | | Recognised through Consolidated statement of comprehensive income | | | | Tax losses recognised | – | – | | Income in accounts taxable in the future | – | – | | | – | – | | Closing deferred income tax asset/(liability) | | | | Tax losses | 1 | 1 | | Income in accounts taxable in the future | (2) | (2) | | | (1) | (1) | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 173 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 8 Tax continued At 31 March 2025, the Group had carried forward tax losses of £ 1,382 million (31 March 2024 : £1,371 million), capital losses of £ 77 million | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | ( 31 March 2024: £87 million) and other deductible temporary differences of £82 million ( 31 March 2024: £86 million). With the additional restrictions on utilising brought forward losses introduced from 1 April 2017, and the uncertainty that the Group will generate sufficient or relevant taxable profits not covered by the Investment Trust exemption in the foreseeable future to utilise these amounts, no deferred tax asset has been recognised in respect of these losses. Deferred tax assets and liabilities have been calculated using the corporation tax rate in the UK of 25% (2024: 25%). In addition, the Group has long-standing carried forward tax losses of £181 million (31 March 2024: £186 million) and other deductible temporary differences of £2 million (31 March 2024: £3 million) in overseas territories, being Germany, US, France and Luxembourg, disclosed and agreed with local tax authorities, for which no deferred asset has been recognised. 9 Per share information The calculation of basic net assets per share is based on the net assets and the number of shares in issue at the year end. When calculating the diluted net assets per share, the number of shares in issue is adjusted for the effect of all dilutive share awards. Dilutive share awards are equity awards with performance conditions attached, see Note 26 Share-based payments for further details. | | | | | --- | --- | --- | | | | | | | 2025 | 2024 | | Net assets per share (£) | | | | Basic | 25.49 | 20.92 | | Diluted | 25.42 | 20.85 | | Net assets (£m) | | | | Net assets attributable to equity holders of the Company | 24,611 | 20,170 | | | | | | | 2025 | 2024 | | Number of shares in issue | | | | Ordinary shares | 973,398,978 | 973,366,445 | | Own shares | (7,979,305) | (8,997,664) | | | 965,419,673 | 964,368,781 | | Effect of dilutive potential ordinary shares | | | | Share awards | 2,665,677 | 3,104,739 | | Diluted shares | 968,085,350 | 967,473,520 | The calculation of basic earnings per share is based on the profit attributable to shareholders and the weighted average number of shares in issue. The weighted average shares in issue for the year to 31 March 2025 are 965,214,237 ( 2024 : 964,007,876 ). When calculating the diluted earnings per share, the weighted average number of shares in issue is adjusted for the effect of all dilutive share awards. The diluted weighted average shares in issue for the year to 31 March 2025 are 967,799,507 (2024: 966,901,059). | | | | | --- | --- | --- | | | | | | | 2025 | 2024 | | Earnings per share (pence) | | | | Basic | 522.0 | 397.9 | | Diluted | 520.6 | 396.7 | | Earnings (£m) | | | | Profit for the year attributable to equity holders of the Company | 5,038 | 3,836 | 10 Dividends | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | 2025 pence per share | 2025 £m | 2024 pence per share | 2024 £m | | Declared and paid during the year | | | | | | Ordinary shares | | | | | | Second dividend | 34.50 | 332 | 29.75 | 286 | | First dividend | 30.50 | 293 | 26.50 | 255 | | | 65.00 | 625 | 56.25 | 541 | | Proposed dividend | 42.50 | 408 | 34.50 | 332 | The Group introduced a simplified dividend policy in May 2018. In accordance with this policy, subject to maintaining a conservative balance sheet approach, the Group aims to maintain or grow the dividend each year. The first dividend has been set at 50% of the prior year’s total dividend. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 174 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 10 Dividends continued | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The dividend can be paid out of either the capital reserve or the revenue reserve subject to the investment trust rules, see Note 19 and the statement of changes in equity for details of reserves. The distributable reserves of the Company are £10,488 million (31 March 2024: £ 8,282 million) and the Board reviews the distributable reserves bi-annually, including consideration of any material changes since the most recent audited accounts, ahead of proposing any dividend. The Board also reviews the proposed dividends in the context of the requirements of being an approved investment trust. Shareholders are given the opportunity to approve the total dividend for the year at the Company’s Annual General Meeting. Details of the Group’s continuing viability and going concern can be found in the Risk management section. 11 Investment portfolio | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Investments are recognised and derecognised on the date when their purchase or sale is subject to a relevant contract and the associated risks and rewards have been transferred. The Group manages its investments with a view to profiting from the receipt of investment income and capital appreciation from changes in the fair value of investments. All investments are initially recognised at the fair value of the consideration given and are subsequently measured at fair value, in accordance with the Group’s valuation policies. Quoted investments are accounted for at fair value through profit and loss. Fair value is measured using the closing bid price at the reporting date, where the investment is quoted on an active stock market. Unquoted investments, including both equity and loans, are accounted for at fair value through profit and loss. Fair value is determined in line with 3i’s valuation policy, which is compliant with the fair value guidelines under IFRS and the International Private Equity and Venture Capital (“IPEV”) Valuation Guidelines, details of which are available in “Valuations Committee report” on pages [130](#i54651540d1854c96ac12f3d021b55395_373) to 134. Interest bearing loans accrue interest which is either settled in cash or capitalised on a regular basis and included as part of the principal loan balance. The capitalisation of accrued interest is treated as part of investment additions during the year. If the fair value of an investment is assessed to be below the principal value of the loan the Group recognises a fair value reduction against any interest income accrued from the date of the assessment going forward. “Capitalisation at nil value” is the term used to describe the capitalisation of accrued interest which has been fully provided for. These transactions are disclosed as additions to portfolio cost with an equal reduction made where loan notes have nil value. In accordance with IFRS 10, the proportion of the investment portfolio held by the Group’s unconsolidated subsidiaries is presented as part of the fair value of investment entity subsidiaries, along with the fair value of their other assets and liabilities. A reconciliation of the fair value of Investments in investment entities is included in Note 12. | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Opening fair value | 15,072 | 9,518 | 15,072 | 9,518 | | Additions | 819 | 3,596 | 819 | 3,596 | | – of which loan notes with nil value | (9) | (6) | (9) | (6) | | Disposals, repayments and write-offs | (1,102) | (542) | (1,102) | (542) | | Fair value movement1 | 3,812 | 2,742 | 3,812 | 2,742 | | Other movements2 | (236) | (236) | (236) | (236) | | Closing fair value | 18,356 | 15,072 | 18,356 | 15,072 | | Quoted investments | 856 | 879 | 856 | 879 | | Unquoted investments | 17,500 | 14,193 | 17,500 | 14,193 | | Closing fair value | 18,356 | 15,072 | 18,356 | 15,072 | 1 All fair value movements relate to assets held at the end of the year and are recognised in unrealised profits on the revaluation of investments. 2 Other movements include the impact of foreign exchange and accrued interest. 3i’s investment portfolio is made up of longer-term investments, with average holding periods greater than one year, and thus is classified as non-current. The table on the next page reconciles between purchase of investments in the cash flow statement and additions as disclosed in the table above. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 175 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 11 Investment portfolio continued | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Purchase of investments | 150 | 506 | | Transfer of portfolio investments from investment entity subsidiaries1 | 1,371 | 3,068 | | Transfer of portfolio investments to investment entity subsidiaries2 | (730) | – | | Investment paid | – | (2) | | Investment | 791 | 3,572 | | Capitalised interest received by way of loan notes | 28 | 24 | | Additions | 819 | 3,596 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1 Includes £1,371 million (31 March 2024: £2,770 million) related to Action. See Note 12 for further details. 2 Includes £593 million (31 March 2024: nil) related to Action. See Note 12 for further details. Included within profit or loss is £29 million ( 2024: £29 million) of interest income. Interest income included £18 million (2024: £ 18 million) of accrued income capitalised during the year, £6 million (2024: £5 million) of cash income and £5 million (2024: £ 6 million) of accrued income remaining uncapitalised at the year end. Quoted investments are classified as Level 1 and unquoted investments are classified as Level 3 in the fair value hierarchy. See Note 13 for details. 12 Investments in investment entity subsidiaries | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Investments in investment entity subsidiaries are accounted for as financial instruments at fair value through profit and loss in accordance with IFRS 9. These entities are typically limited partnerships and other intermediate investment holding structures which hold the Group’s interests in investments in portfolio companies. The fair value can increase or decrease from either amounts paid to or received from the investment entity subsidiaries or valuation movements in line with the Group’s valuation policy. Substantially all of these entities meet the definition of a Fund under the IPEV guidelines and the fair value of these entities is their net asset value. We consider the net asset value of investment entity subsidiaries to be the most appropriate to determine fair value. At each reporting period, we consider whether any additional fair value adjustments need to be made to the net asset value of the investment entity subsidiaries. These adjustments may be required to reflect market participants’ considerations about fair value that may include, but are not limited to, liquidity and the portfolio effect of holding multiple investments within the investment entity subsidiary. There was no particular circumstance to indicate that a fair value adjustment was required (31 March 2024: no adjustment required) and, after due consideration, we concluded that the net asset values were the most appropriate reflection of fair value at 31 March 2025. | | | | | | Level 3 fair value reconciliation – investments in investment entity subsidiaries | | | | | --- | --- | --- | | | | | | Non-current | Group 2025 £m | Group 2024 £m | | Opening fair value | 5,804 | 7,844 | | Amounts paid to investment entity subsidiaries | 1,537 | 674 | | Amounts received from investment entity subsidiaries | (865) | (580) | | Fair value movements on investment entity subsidiaries | 953 | 861 | | Transfer of portfolio investments from investment entity subsidiaries | (1,371) | (3,068) | | Transfer of portfolio investments to investment entity subsidiaries | 730 | – | | Transfer of assets to investment entity subsidiaries | 128 | 73 | | Closing fair value | 6,916 | 5,804 | Transfer of portfolio investments from investment entity subsidiaries includes the transfer of investment portfolio between investment entity subsidiaries and the Company at fair value. The consideration for these transfers can either be cash or intra-group receivables. During the year, the Company received a transfer of assets of £1,371 million (31 March 2024 : £3,068 million) from partnerships which are classified as investment entity subsidiaries, of which £1,371 million (31 March 2024 : £2,770 million) related to Action. During the year, the Company transferred assets of £730 million (31 March 2024: nil) to partnerships which are classified as investment entity subsidiaries of which £593 million (31 March 2024: nil) related to Action. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 176 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 12 Investments in investment entity subsidiaries continued Restrictions | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3i Group plc, the ultimate parent company, receives dividend income from its subsidiaries. There is no restrictive cash (31 March 2024: £21 million) held in investment entity subsidiaries relating to carried interest and performance fees payable. Support 3i Group plc continues to provide, where necessary, ongoing support to its investment entity subsidiaries for the purchase of portfolio investments. The Group’s current commitments are disclosed in Note 23. 13 Fair values of assets and liabilities | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Financial instruments are initially classified at either amortised cost or fair value through profit or loss. Financial instruments classified at fair value through profit or loss are subsequently measured at fair value with gains and losses arising from changes in fair value recognised in profit or loss in the Statement of comprehensive income. Financial instruments classified at amortised cost are subsequently measured at amortised cost using the effective interest method with interest income or expense and foreign exchange gains and losses recognised in profit or loss in the Statement of comprehensive income. | | | | | | (A) Classification The following tables analyse the Group’s assets and liabilities in accordance with the categories of financial instruments in IFRS 9: | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Group 2025 Classified at fair value through profit and loss £m | Group 2025 Other financial instruments at amortised cost £m | Group 2025 Total £m | Group 2024 Classified at fair value through profit and loss £m | Group 2024 Other financial instruments at amortised cost £m | Group 2024 Total £m | | Assets | | | | | | | | Quoted investments | 856 | – | 856 | 879 | – | 879 | | Unquoted investments | 17,500 | – | 17,500 | 14,193 | – | 14,193 | | Investments in investment entities | 6,916 | – | 6,916 | 5,804 | – | 5,804 | | Other financial assets | 155 | 91 | 246 | 182 | 106 | 288 | | Total | 25,427 | 91 | 25,518 | 21,058 | 106 | 21,164 | | Liabilities | | | | | | | | Loans and borrowings | – | 1,194 | 1,194 | – | 1,202 | 1,202 | | Other financial liabilities | 4 | 225 | 229 | – | 242 | 242 | | Total | 4 | 1,419 | 1,423 | – | 1,444 | 1,444 | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Company 2025 Classified at fair value through profit and loss £m | Company 2025 Other financial instruments at amortised cost £m | Company 2025 Total £m | Company 2024 Classified at fair value through profit and loss £m | Company 2024 Other financial instruments at amortised cost £m | Company 2024 Total £m | | Assets | | | | | | | | Quoted investments | 856 | – | 856 | 879 | – | 879 | | Unquoted investments | 17,500 | – | 17,500 | 14,193 | – | 14,193 | | Other financial assets | 143 | 18 | 161 | 170 | 96 | 266 | | Total | 18,499 | 18 | 18,517 | 15,242 | 96 | 15,338 | | Liabilities | | | | | | | | Loans and borrowings | – | 1,194 | 1,194 | – | 1,202 | 1,202 | | Other financial liabilities | 4 | 75 | 79 | – | 760 | 760 | | Total | 4 | 1,269 | 1,273 | – | 1,962 | 1,962 | Within the Company, Interests in Group entities of £ 6,642 million ( 31 March 2024 : £ 5,877 million) includes £ 6,385 million ( 31 March 2024 : £5,862  million) held at fair value and £ 257 million (31 March 2024: £15 million) held at cost less impairment. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 177 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 13 Fair values of assets and liabilities continued (B) Valuation | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The fair values of the Group’s financial assets and liabilities not held at fair value, are not materially different from their carrying values, with the exception of loans and borrowings. The fair value of the loans and borrowings is £ 1,115 million (31 March 2024: £1,166 million), determined with reference to their published market prices. The carrying value of the loans and borrowings is £1,194 million (31 March 2024: £1,202 million) and accrued interest payable (included within trade and other payables) is £29 million (31 March 2024: £29 million). Valuation hierarchy The Group classifies financial instruments measured at fair value according to the following hierarchy: | | | | | --- | --- | --- | | | | | | Level | Fair value input description | Financial instruments | | Level 1 | Quoted prices (unadjusted) from active markets | Quoted equity instruments | | Level 2 | Inputs other than quoted prices included in Level 1 that are observable either directly (ie as prices) or indirectly (ie derived from prices) | Derivative financial instruments | | Level 3 | Inputs that are not based on observable market data | Unquoted investments | Unquoted equity instruments and debt instruments are measured in accordance with the IPEV Guidelines with reference to the most appropriate information available at the time of measurement. Further information regarding the valuation of unquoted equity instruments can be found on page 179. The table below shows the classification of financial instruments held at fair value into the valuation hierarchy at 31 March 2025: | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Group 2025 Level 1 £m | Group 2025 Level 2 £m | Group 2025 Level 3 £m | Group 2025 Total £m | Group 2024 Level 1 £m | Group 2024 Level 2 £m | Group 2024 Level 3 £m | Group 2024 Total £m | | Assets | | | | | | | | | | Quoted investments | 856 | – | – | 856 | 879 | – | – | 879 | | Unquoted investments | – | – | 17,500 | 17,500 | – | – | 14,193 | 14,193 | | Investments in investment entity subsidiaries | – | – | 6,916 | 6,916 | – | – | 5,804 | 5,804 | | Other financial assets | – | 137 | 18 | 155 | – | 165 | 17 | 182 | | Liabilities | | | | | | | | | | Other financial liabilities | – | (4) | – | (4) | – | – | – | – | | Total | 856 | 133 | 24,434 | 25,423 | 879 | 165 | 20,014 | 21,058 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 178 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 13 Fair values of assets and liabilities continued We determine that, in the ordinary course of business, the net asset value of an investment entity subsidiary is considered to be the | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | most appropriate to determine fair value. The underlying portfolio is valued under the same methodology as directly held investments, with any other assets or liabilities within investment entity subsidiaries fair valued in accordance with the Group’s accounting policies. Note 12 details the Directors’ considerations about the fair value of the underlying investment entity subsidiaries. Movements in the directly held investment portfolio categorised as Level 3 during the year are set out in the table below: | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Opening fair value | 14,193 | 8,677 | 14,193 | 8,677 | | Additions1 | 819 | 3,596 | 819 | 3,596 | | – of which loan notes with nil value | (9) | (6) | (9) | (6) | | Disposals, repayments and write-offs | (1,102) | (542) | (1,102) | (542) | | Fair value movement2 | 3,835 | 2,704 | 3,835 | 2,704 | | Other movements3 | (236) | (236) | (236) | (236) | | Closing fair value | 17,500 | 14,193 | 17,500 | 14,193 | 1The table in Note 11 reconciles additions. 2All fair value movements relate to assets held at the end of the year and are recognised in unrealised profits on the revaluation of investments. 3 Other movements include the impact of foreign exchange and accrued interest. Unquoted investments valued using Level 3 inputs also had the following impact on profit and loss: realised profits over value on disposal of investments of £5 million (2024: £1 million), dividend income of £380 million (2024: £332 million) and foreign exchange losses of £245 million (2024: £238 million). Assets move between Level 1 and Level 3 when an unquoted equity investment lists on a quoted market exchange. There were no transfers in or out of Level 3 during the year. In the 12 months to 31 March 2025, one asset changed valuation basis within Level 3, moving from a DCF based valuation to an other basis. Action remains unchanged on an earnings-based valuation. The changes in valuation methodology in the period reflect our view of the most appropriate method to determine the fair value of these assets at 31 March 2025. Further information can be found in the Private Equity and Infrastructure sections of the Business and Financial reviews starting on page [19](#i54651540d1854c96ac12f3d021b55395_82). The following table summarises the various valuation methodologies used by the Group to fair value Level 3 instruments, the inputs and the sensitivities applied and the impact of those sensitivities to the unobservable inputs. Overall, our portfolio companies have delivered a strong performance, against a backdrop of a challenging macro-economic and geopolitical conditions, including the recent tariff announcements. These factors have been important considerations in our portfolio valuations at 31 March 2025. As part of our case-by-case review of our portfolio companies the risks and opportunities from climate change are an important consideration in the overall discussion on fair value and where relevant and possible, we embed certain climate-related considerations in the valuations. These risks are adequately captured in the multiple sensitivity. All numbers in the table below are on an Investment basis. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 179 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 13 Fair values of assets and liabilities continued Level 3 unquoted investments | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | Methodology | Description | Inputs | Fair value at 31 March 2025 (£m) | Sensitivity on key unobservable input | Fair value impact of sensitivities (£m) | | Earnings (Private Equity) | Most commonly used Private Equity valuation methodology Used for investments which are typically profitable and for which we can determine a set of listed companies and precedent transactions, where relevant, with similar characteristics | Earnings multiples are applied to the earnings of the Company to determine the enterprise value Earnings multiples When selecting earnings multiples, we consider: (1) Comparable listed companies current performance and through-the-cycle averages (2) Relevant market transaction multiples (3) Company performance, organic growth and value-accretive add-ons, if any (4) Exit expectations and other company-specific factors For point 1 and 2 of the above we select companies in the same industry and, where possible, with a similar business model and profile in terms of size, products, services and customers, growth rates and geographic focus The pre-discount multiple ranges from 7.5x to 20.0x (2024: 7.5 x to 20.0x) Other inputs: Earnings Reported earnings are adjusted for non-recurring items, such as restructuring expenses, for significant corporate actions and, in exceptional cases, adjustments to arrive at maintainable earnings The most common measure is earnings before interest, tax, depreciation and amortisation (“EBITDA”) Earnings are usually obtained from portfolio company management accounts to the preceding quarter end, with reference also to forecast earnings and the maintainable view of earnings Action, our largest asset, is valued using run-rate earnings | 22,978 ( 2024 : 18,916 ) | For the assets valued on an earnings basis, we have applied a 5% sensitivity to the earnings multiple Action is our largest asset, and we have applied a 1.0x sensitivity to its net valuation multiple of 18.5 x | 1,361 ( 2024 : 1,103 ) (1,361) ( 2024: (1,104) ) 1,129 ( 2024 : 866 ) (1,129) (2024 : (866) ) | | Discounted cash flow (Private Equity/ Infrastructure/ Scandlines) | Appropriate for businesses with long- term stable cash flows, typically in Infrastructure or, alternatively, businesses where DCF is more appropriate in the short term | Long-term cash flows are discounted at a rate which is benchmarked against market data, where possible, or adjusted from the rate at the initial investment based on changes in the risk profile of the investment The range of discount rates used in our DCF valuations is 10.5% to 16.0 % (2024 : 10.5% to  16.9%) | 1,044 ( 2024 : 1,047 ) | For the assets valued on a DCF basis, we have applied a 5% sensitivity to the discount rate | (44) ( 2024 : (34) ) 47 ( 2024: 36 ) | | NAV (Infrastructure) | Used for investments in unlisted funds | Net asset value reported by the fund manager. The valuation of the underlying portfolio is consistent with IFRS | 121 ( 2024 : 104 ) | A 5% increase on closing NAV | 6 ( 2024 : 5 ) | | Price of recent investment (Private Equity) | Used for recent investments in unlisted companies | Valued net of negotiation fees | 216 (2024: –) | n/a | n/a | | Imminent sale (Private Equity) | Used for assets where a sale has been agreed | A 2.5% discount is applied to expected proceeds | – ( 2024 : 377 ) | n/a | n/a | | Other (Private Equity/ Infrastructure) | Used where elements of a business are valued on different bases | Values of separate elements prepared on or triangulated against one of the methodologies listed above | 304 ( 2024 : 246 ) | A 5% increase in the closing value | 15 ( 2024 : 12 ) | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 180 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 14 Carried interest and performance fees payable | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: The Group offers investment executives the opportunity to participate in the returns from investments subject to certain performance conditions. “Carried interest and performance fees payable” is the term used for amounts payable to executives on these investment- related transactions. A variety of asset pooling arrangements are in place so that participants may have an interest in one or more carried interest plans and participants include current and former investment participants. Carried interest payable is accrued if its performance conditions, measured at the balance sheet date, would be achieved if the remaining assets in that plan were realised at fair value. An accrual is made equal to the participants’ share of profits in excess of the performance conditions in place in the carried interest plan, discounted to reflect the likely actual cash payment date, which may be materially later than the time of the accrual. The Infrastructure performance fee payable is accrued based on the expected award. A significant proportion of the amount awarded is deferred over time and may be granted in 3i Group plc shares. This is recognised over the vesting period in line with the requirements of IFRS 2 or IAS 19, depending on the type of award. Under IFRS 10, where carried interest payable reduces the fair value of an investment entity subsidiary, that movement is recorded through “Fair value movements on investment entity subsidiaries”. At 31 March 2025, £319 million of carried interest payable was recognised in the Consolidated statement of financial position of these investment entity subsidiaries (31 March 2024: £764 million). | | | | | | | | | | | --- | --- | --- | | | | | | | Group 2025 £m | Group 2024 £m | | Opening carried interest and performance fees payable | 54 | 77 | | Carried interest and performance fees payable recognised in profit and loss during the year | 14 | 51 | | Cash paid in the year | (23) | (53) | | Other movements1 | (4) | (21) | | Closing carried interest and performance fees payable | 41 | 54 | | Of which: payable in greater than one year | 29 | 30 | 1 Other movements include the impact of foreign exchange and a transfer from trade and other payables. The carry payable expense in the table above includes a £ 9 million (2024 : £23 million) charge arising from Infrastructure share-based payment carry related schemes. The charge includes £4 million ( 2024 : £16 million) of equity awards and £1 million ( 2024 : £ 1 million) of cash-settled awards, see Note 26 Share-based payments for further details and £4 million (2024: £ 6 million) of social security cost. A 5% increase in the valuation of all individual assets in the underlying investment portfolio held by investment entity subsidiaries would result in a £20 million increase in carried interest and performance fees payable ( 31 March 2024: £ 41 million). A 5% decrease in the valuation of all individual assets in the underlying investment portfolio held by investment entity subsidiaries would result in a £20 million decrease in carried interest and performance fees payable (31 March 2024: £41 million). 15 Other assets | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Assets, other than those specifically accounted for under a separate policy, are stated at their cost less impairment losses. Financial assets are recognised at amortised cost in accordance with IFRS 9, which includes the requirement to calculate expected credit losses (“ECLs”) on initial recognition. Any ECLs are recognised directly in profit and loss, with any subsequent reversals recognised in the same location. | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Prepayments | 3 | 4 | – | – | | Other debtors | 73 | 71 | 18 | 25 | | Total other assets | 76 | 75 | 18 | 25 | | Of which: receivable in greater than one year | 27 | 28 | 15 | 16 | At 31 March 2025, no ECLs have been recognised against other assets as they are negligible ( 31 March 2024 : nil). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 181 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 16 Loans and borrowings | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: All loans and borrowings are initially recognised at the fair value of the consideration received. After initial recognition, these are subsequently measured at amortised cost using the effective interest method, which is the rate that exactly discounts the estimated future cash flows through the expected life of the liabilities. Financial liabilities are derecognised when they are extinguished. | | | | | | | | | | | --- | --- | --- | | | | | | | Group 2025 £m | Group 2024 £m | | Loans and borrowings are repayable as follows: | | | | Within one year | – | – | | Between the second and fifth year | 419 | – | | After five years | 775 | 1,202 | | | 1,194 | 1,202 | Principal borrowings include: | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Rate | Maturity | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Fixed rate | | | | | | | | €500 million notes (public issue) | 4.875% | 2029 | 419 | 427 | 419 | 427 | | £375 million notes (public issue) | 5.750% | 2032 | 375 | 375 | 375 | 375 | | £400 million notes (public issue) | 3.750% | 2040 | 400 | 400 | 400 | 400 | | | | | 1,194 | 1,202 | 1,194 | 1,202 | | Committed multi-currency facilities: Revolving Credit Facility (RCF) | | | | | | | | | | | | | | | | £400 million tranche | SONIA+0.75% | 2026 | – | – | – | – | | £500 million tranche | SONIA+0.50% | 2027 | – | – | – | – | | Total loans and borrowings | | | 1,194 | 1,202 | 1,194 | 1,202 | All of the Group’s borrowings are repayable in one instalment on the respective maturity dates. None of the Group’s interest-bearing loans and borrowings are secured on the assets of the Group. The fair value of the loans and borrowings is £1,115 million (31 March 2024: £1,166 million), determined with reference to their published market prices. The interest payable for loans and borrowings recognised within profit and loss is £63 million ( 2024: £60 million) and the interest paid for loans and borrowings recognised within the Consolidated cash flow statement is £60 million (2024: £40 million). In accordance with the FCA’s Investment Funds sourcebook (FUNDS 3.2.2R and Fund 3.2.6R), 3i Investments plc, as AIFM of the Company, is required to calculate leverage and disclose this to investors. The leverage is calculated using the gross method and commitment method. Gross method calculates the overall exposure over the net asset value whereas the commitment method calculates the net exposure over the net asset value. Leverage at 31 March 2025 for the Group is 110% (31 March 2024: 118%) and the Company is 107% (31 March 2024: 116% ) under both the gross method and the commitment method. The leverage for 3i Investments plc at 31 March 2025 is 100% (31 March 2024: 100%) under both the gross method and the commitment method. Under the Securities Financing Transactions Regulation and the FCA’s Investment Funds sourcebook (FUNDS 3.2.4A), 3i is required to disclose certain information relating to the use of securities financing transactions (“SFTs”) and total return swaps. At 31 March 2025, 3i was not party to any transactions involving SFTs or total return swaps. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 182 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 16 Loans and borrowings continued Reconciliation of liabilities arising from financing activities | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The changes in the Group’s liabilities arising from financing activities are classified as follows: | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Loans and borrowings 2025 £m | Lease liability 2025 £m | Loans and borrowings 2024 £m | Lease liability 2024 £m | | Opening liability | 1,202 | 49 | 775 | 10 | | Additions | – | – | 422 | 44 | | Interest | – | 2 | – | 1 | | Repayments | – | (6) | – | (6) | | Exchange movements | (8) | – | 5 | – | | Closing liability | 1,194 | 45 | 1,202 | 49 | 17 Derivatives | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Derivative financial instruments are accounted for at fair value through profit and loss in accordance with IFRS 9. They are revalued at the balance sheet date based on market prices, with any change in fair value being recorded in profit and loss. Derivatives are recognised in the Consolidated statement of financial position as a financial asset when their fair value is positive and as a financial liability when their fair value is negative. Derivative contracts are disclosed in the Consolidated statement of financial position as either current or non-current according to their maturity profile. The Group’s derivative financial instruments are not designated as hedging instruments. | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Statement of comprehensive income | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Movement in the fair value of derivatives | 82 | 116 | 82 | 116 | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Statement of financial position | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Non-current assets | | | | | | Forward foreign exchange contracts | 46 | 83 | 46 | 83 | | Current assets | | | | | | Forward foreign exchange contracts | 91 | 82 | 91 | 82 | | Non-current liabilities | | | | | | Forward foreign exchange contracts | (4) | – | (4) | – | | Current liabilities | | | | | | Forward foreign exchange contracts | – | – | – | – | The Group uses forward foreign exchange contracts to mitigate the effect of fluctuations arising from movements in exchange rates in the value of the Group’s investments in euro and US dollar. As at 31 March 2025 , the notional amount of these forward foreign exchange contracts held by the Company was €2.6 billion (31 March 2024 : €2.6 billion) and $1.2 billion (31 March 2024 : $ 1.2 billion). In April 2025, we completed a further €400 million of forward foreign exchange contracts to increase the notional value of the Group’s euro foreign exchange hedging programme to €3.0 billion, reflecting increases in euro cash flows and capitalising on attractive hedge rates. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 183 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 18 Trade and other payables | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Liabilities, other than those specifically accounted for under a separate policy, are stated based on the amounts which are considered to be payable in respect of goods or services received up to the balance sheet date. Financial liabilities are recognised at amortised cost in accordance with IFRS 9. | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Trade and other payables | 139 | 139 | 29 | 29 | | Amounts due to subsidiaries | – | – | 46 | 731 | | Total trade and other payables | 139 | 139 | 75 | 760 | | Of which: payable in greater than one year | 6 | 5 | – | – | Refer to Note 28 for further details on the movement of Amounts due to subsidiaries. 19 Issued capital and reserves | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Ordinary shares issued by the Group are recognised at the proceeds or fair value received with the excess of the amount received over nominal value being credited to the share premium account. Direct issue costs net of tax are deducted from equity. Capital reserve recognises all profits and losses that are capital in nature or have been allocated to capital, which include the accumulation of investment gains and losses as well as changes to the value of financial instruments measured at fair value through profit and loss. Revenue reserve recognises all profits and losses that are revenue in nature or have been allocated to revenue and is the accumulation of revenue profits and losses. | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Issued and fully paid | 2025 Number | 2025 £m | 2024 Number | 2024 £m | | Ordinary shares of 7319 ∕ 22 p | | | | | | Opening balance | 973,366,445 | 719 | 973,312,950 | 719 | | Issued under employee share plans | 32,533 | – | 53,495 | – | | Closing balance | 973,398,978 | 719 | 973,366,445 | 719 | The Company issued 32,533 ordinary shares to the Trustee of the 3i Group Share Incentive Plan for a total cash consideration of £1,073,413 at various prices from 2,866 pence to 4,054 pence per share (being the market prices on the issue dates which were the last trading day of each month in the year, with the exception of December 2024, when the issue date was 3 January 2025 ). These shares were ordinary shares with no additional rights attached to them and had a total nominal value of £24,030 . | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 184 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 20 Own shares | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Own shares are recorded by the Group when ordinary shares are acquired by the Company or by The 3i Group Employee Benefit Trust. Own shares are deducted from shareholders’ equity. A transfer is made to retained earnings at their weighted average cost in line with the vesting of own shares held for the purposes of share-based payments. The number of own shares held by the Trust and the schemes are described in Note 26. | | | | | | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Opening cost | 92 | 108 | 92 | 108 | | Awards granted | (11) | (16) | (11) | (16) | | Closing cost | 81 | 92 | 81 | 92 | 21 Capital structure The capital structure of the Group consists of shareholders’ equity and net debt or cash. The type and maturity of the Group’s borrowings are analysed further in Note 16. Capital is managed with the objective of maximising long-term return to shareholders, whilst maintaining a capital base to allow the Group to operate effectively in the market and sustain the future development of the business. | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Cash and deposits | 412 | 358 | 381 | 328 | | Borrowings and derivative financial liabilities | (1,198) | (1,202) | (1,198) | (1,202) | | Net debt1 | (786) | (844) | (817) | (874) | | Total equity | 24,611 | 20,170 | 24,267 | 19,581 | | Gearing (net debt/total equity) | 3% | 4% | 3% | 4% | 1 The above numbers have been prepared under IFRS and differ from the Investment basis as detailed in the Strategic report. Capital constraints The Group is generally free to transfer capital from subsidiary undertakings to the parent company, subject to maintaining each subsidiary with sufficient reserves to meet local statutory/regulatory obligations. No significant constraints (other than those disclosed in Note 12) have been identified and the Group has been able to distribute profits as appropriate. The Group has been subject to the FCA’s MIFIDPRU sourcebook (“MIFIDPRU”) since 1 January 2022. The regulatory capital requirements for the Group and 3i Investments plc, an investment firm regulated by the FCA, are calculated in accordance with MIFIDPRU 2.5, 4.3, 4.5 and 4.6. These capital requirements are reviewed regularly by the Group’s Audit and Compliance Committee, and the Board of 3i Investments plc, respectively. In addition, 3i Investments plc prepares an Internal Capital and Risk Assessment (“ICARA”), which is approved by the Board of 3i Investments plc on an annual basis. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 185 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 22 Interests in Group entities | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: The Company has controlling equity interests in, and makes loans to, both consolidated and fair valued Group entities. Equity investments in, and loans to, investment entities are held at fair value in the Company’s accounts, as this reflects the Group’s business model to hold assets to seek returns on capital and not contractual cash flow. The net assets of these entities represent fair value. Equity investments in other subsidiaries are held at cost less impairment and any loans to these subsidiaries are held at amortised cost in accordance with IFRS 9, which includes the requirement to calculate expected credit losses on initial recognition. | | | | | | | | | | | | --- | --- | --- | --- | | | | | | | | Company 2025 Equity investments £m | Company 2025 Loans £m | Company 2025 Total £m | | Opening book value | 3,139 | 2,738 | 5,877 | | Additions | 73 | 1,899 | 1,972 | | Share of profits from partnership entities | – | 956 | 956 | | Disposals and repayments | (536) | (1,882) | (2,418) | | Fair value movements | 318 | (122) | 196 | | Exchange movements | – | 59 | 59 | | Closing book value | 2,994 | 3,648 | 6,642 | | | | | | | --- | --- | --- | --- | | | | | | | | Company 2024 Equity investments £m | Company 2024 Loans £m | Company 2024 Total £m | | Opening book value | 5,061 | 2,806 | 7,867 | | Additions | 29 | 173 | 202 | | Share of profits from partnership entities | – | 2,548 | 2,548 | | Disposals and repayments | – | (2,752) | (2,752) | | Fair value movements | (1,951) | (72) | (2,023) | | Exchange movements | – | 35 | 35 | | Closing book value | 3,139 | 2,738 | 5,877 | Equity investments in, and loans to investment entities, are held at fair value and equity investments in other subsidiaries are held at cost less impairment. The measurements at fair value and cost less impairment are assessed against the Company’s equity and loan instruments into these subsidiaries, which are eliminated on consolidation for the Group. For this reason equity investments and loans into investments entities do not form part of the investment portfolio for the Company and instead are included within Interests in Group entities. Amounts for equity investments in, and loans to, investment entities held at fair value and other subsidiaries at amortised cost are detailed in Note 13. Details of significant Group entities are given in Note 29. No expected credit losses have been recognised on those equity investments and loans held at amortised cost as they are not material. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 186 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 23 Commitments | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Commitments represent amounts the Group has contractually committed to pay third parties but do not yet represent a charge or asset. This gives an indication of committed future cash flows. Commitments are recognised in the balance sheet at the point of settlement subject to associated risks and rewards being transferred. Commitments at the year-end do not impact the Group’s financial results for the year. | | | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Group 2025 due within 1 year £m | Group 2025 due between 2 and 5 years £m | Group 2025 due over 5 years £m | Group 2025 Total £m | Group 2024 due within 1 year £m | Group 2024 due between 2 and 5 years £m | Group 2024 due over 5 years £m | Group 2024 Total £m | | Unquoted investments | 7 | – | – | 7 | 8 | – | – | 8 | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Company 2025 due within 1 year £m | Company 2025 due between 2 and 5 years £m | Company 2025 due over 5 years £m | Company 2025 Total £m | Company 2024 due within 1 year £m | Company 2024 due between 2 and 5 years £m | Company 2024 due over 5 years £m | Company 2024 Total £m | | Unquoted investments | 7 | – | – | 7 | 8 | – | – | 8 | The amounts shown above include £ 7 million of commitments made by the Group and Company, to invest into funds (31 March 2024 : £ 8 million). The Group and Company were contractually committed to these investments as at  31 March 2025 . 24 Contingent liabilities | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Contingent liabilities are potential liabilities where there is even greater uncertainty, which could include a dependency on events not within the Group’s control, but where there is a possible obligation. Contingent liabilities are only disclosed and not included within the Consolidated statement of financial position. | | | | | | At 31 March 2025 , there was no ( 31 March 2024: no) material litigation outstanding, nor any other matter, against the Company or any of its subsidiary undertakings, which may indicate the existence of a contingent liability. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 187 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 25 Retirement benefits | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: Payments to defined contribution retirement benefit plans are charged to profit and loss as they fall due. For defined benefit retirement plans, the cost of providing benefits is determined using the projected unit method with actuarial valuations being carried out at each balance sheet date. Interest on the net defined benefit asset/liability, calculated using the discount rate used to measure the defined benefit obligation, is recognised in profit and loss. Re-measurement gains or losses are recognised in full as they arise in other comprehensive income. A retirement benefit deficit is recognised in the Consolidated statement of financial position to the extent that the present value of the defined benefit obligations exceeds the fair value of plan assets. A retirement benefit surplus is recognised in the Consolidated statement of financial position where the fair value of plan assets exceeds the present value of the defined benefit obligations limited to the extent that the Group can benefit from that surplus. Where the retirement benefit scheme is in surplus, this is recognised net, being the lower of any surplus in the fund and the asset ceiling. | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | (i) Defined contribution plans The Group operates a number of defined contribution retirement benefit plans for qualifying employees throughout the Group. The assets of these plans are held separately from those of the Group. The total expense recognised, in operating expenses, in profit and loss is £3 million ( 2024 : £3 million), which represents the contributions paid to these defined contribution plans. There were no outstanding payments due to these plans at the balance sheet date. (ii) Defined benefit plans The Group operates a final salary defined benefit plan for qualifying employees of its subsidiaries in the UK (“the Plan”). The Plan is approved by HMRC for tax purposes, is operated separately from the Group and governed by an independent set of Trustees, whose appointment and powers are determined by the Plan’s documentation. The defined benefit plan is a funded scheme, the assets of which are independent of the Company’s finances and administered by the Trustees. The Trustees are responsible for managing and investing the Plan’s assets and for monitoring the Plan’s funding position. The Plan had previously entered into bulk annuity or “buy-in” policies which meant that the Plan benefits of all members were insured and 3i, as sponsor, is no longer exposed to longevity, interest or inflation risk. On an IAS 19 basis, the fair value of three buy-in policies matched the present value of the liabilities insured. During the year, the Plan completed a buy-out meaning that the buy-in policies were converted into individual annuity policies held in each Plan member’s name, thereby fully removing the defined benefit obligation. This led to the full settlement of the pension obligation. We have therefore allowed for settlement accounting, with the value of the settlement derived as the value of the liability and corresponding insured asset as at the settlement date taken. The Trustees formally commenced the wind-up of the Plan in April 2023 and have been working with 3i since then to resolve all outstanding matters to enable the Trustees to pay the surplus less Plan expenses and tax to 3i. The Plan's only remaining assets are those surplus assets that were not needed to complete the buy-out less expected wind-up costs. The valuation of the Plan was updated on an IAS 19 basis by an independent qualified actuary as at 31 March 2025. The Plan’s assets do not include any of the Group’s own equity instruments nor any property in use by the Group. Qualifying employees in Germany are entitled to a pension based on their length of service. The future liability calculated by German actuaries is £17 million (31 March 2024: £21 million). There is a £1 million expense (2024: £1 million) recognised in operating expenses, in profit and loss for the year and £2 million gain (2024: nil) in other comprehensive income for this scheme. Changes in the present value of the obligation, assumptions and sensitivities of this scheme have not been disclosed as they are not material. The amount recognised in the Consolidated statement of financial position in respect of the Group’s defined benefit plans is as follows: | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Present value of funded obligations | – | (446) | | Fair value of the Plan assets | 85 | 530 | | Asset restriction | (22) | (23) | | Retirement benefit surplus in respect of the Plan | 63 | 61 | | Retirement benefit deficit in respect of other defined benefit schemes | (17) | (21) | The total re-measurement gain recognised in other comprehensive income in respect of the Group’s defined benefit plans was £4 million (2024: £7 million). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 188 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 25 Retirement benefits continued A retirement benefit surplus under IAS 19 is recognised in respect of the Plan on the basis that the Group is entitled to a refund of any | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | remaining surplus once all benefits and expenses have been settled in the expected course. The asset restriction relates to tax that would be deducted at source in respect of a refund of the Plan surplus. The amounts recognised in the Consolidated statement of comprehensive income in respect of the Plan are as follows: | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Included in interest payable | | | | Interest income on net defined benefit asset | 3 | 3 | | Included in other comprehensive income | | | | Asset restriction | 2 | 7 | | Total | 5 | 10 | Changes in the present value of the defined benefit obligation were as follows: | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Opening defined benefit obligation | 446 | 450 | | Interest on Plan liabilities | 3 | 21 | | Re-measurement gain/loss: | | | | – gain from change in financial assumptions | (16) | (16) | | – experience loss | 1 | 12 | | Benefits paid | (4) | (21) | | Settlement | (430) | – | | Closing defined benefit obligation | – | 446 | Changes in the fair value of the Plan assets were as follows: | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Opening fair value of the Plan assets | 530 | 532 | | Interest on Plan assets | 7 | 25 | | Actual return on Plan assets less interest on Plan assets | (15) | (4) | | Expenses | (3) | (2) | | Benefits paid | (4) | (21) | | Settlement | (430) | – | | Closing fair value of the Plan assets | 85 | 530 | The fair value of the Plan’s assets at the balance sheet date is as follows: | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Annuity contracts | – | 446 | | Cash and cash equivalents | 85 | 84 | | | 85 | 530 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 189 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 25 Retirement benefits continued Changes in the asset restriction were as follows: | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Opening asset restriction | 23 | 29 | | Interest on asset restriction | 1 | 1 | | Re-measurements | (2) | (7) | | Closing asset restriction | 22 | 23 | The principal assumptions made by the actuaries and used for the purpose of the year-end valuation of the Plan were as follows: | | | | | --- | --- | --- | | | | | | | 2025 | 2024 | | Discount rate | n/a | 4.8% | | Expected rate of pension increases | n/a | 0% to 3.5% | | Retail Price Index (“RPI”) inflation | n/a | 3.4% | | Consumer Price Index (“CPI”) inflation | n/a | 2.8% | The defined benefit surplus as at 31 March 2025, is not impacted by changes in principle assumptions and mortality assumptions, this is because the Plan has completed buy-out. The post-retirement mortality assumption used to value the benefit obligation at 31 March 2024 is 90% of the S3NA very light mortality tables, allowing for improvements in line with the CMI 2022 projections model with a long-term annual rate of improvement of 1.75%. A smoothing parameter of 7.5, initial addition parameter of 0.5% and default weight parameters have also been adopted. 26 Share-based payments | | | | | --- | --- | --- | | | | | | | | | | | Accounting policy: The Group has equity-settled and cash-settled share-based payment transactions with certain employees. Equity-settled schemes are measured at fair value at the date of grant, which is then recognised in profit or loss over the period that employees provide services, generally the period between the start of the performance period and the vesting date of the shares. The number of share awards expected to vest takes into account the likelihood that performance and service conditions included in the terms of the award will be met. Fair value is measured by use of an appropriate model which takes into account the current share price, the risk-free interest rate, the expected volatility of the share price over the life of the award and any other relevant factors. In valuing equity-settled transactions, no account is taken of any vesting conditions, other than conditions linked to the price of the shares of 3i Group plc. The charge is adjusted at each balance sheet date to reflect the actual number of forfeitures, cancellations and leavers during the year. The movement in cumulative charges since the previous balance sheet is recognised in profit and loss, with a corresponding entry in equity. Liabilities arising from cash-settled share-based payment transactions are recognised in profit or loss over the vesting period. They are fair valued at each reporting date. The cost of cash-settled share-based payment transactions is adjusted for the forfeitures of the participants’ rights that no longer meet the plan requirements as well as for early vesting. The cost of the share-based payments is allocated either to operating expenses or carried interest depending on the original driver of the award. Executive Director Long-term Incentive Plans are allocated to operating expenses. | | | | | | To ensure that employees’ interests are aligned with shareholders, a significant amount of variable compensation paid to eligible employees is deferred into shares that vest over a number of years. For legal, regulatory or practical reasons certain participants may be granted cash- settled awards under these schemes, which are intended to replicate the financial effects of a share award without entitling the participant to acquire shares. The weighted average fair value grant price for cash-settled awards granted during the year was 2,926p (31 March 2024 : 1,956p) and the reporting price for these awards at 31 March 2025 was 3,616 pence (31 March 2024: 2,809 pence). The carrying amount of liabilities arising from cash-settled awards at 31 March 2025 is £24 million (31 March 2024: £24 million). The total equity-settled share-based payment reserve at 31 March 2025 is £35 million (31 March 2024: £ 42 million). The cost of the share-based payments is allocated either to operating expenses or carried interest depending on the original driver of the award. Executive Director Performance Share Awards are allocated to operating expenses. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 190 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 26 Share-based payments continued The total cost recognised in the Consolidated statement of comprehensive income is shown below: | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | 2025 £m | 2024 £m | | Share awards included as operating expenses1,2 | 12 | 11 | | Share awards included as carried interest1 | 4 | 16 | | Cash-settled share awards3 | 12 | 14 | | | 28 | 41 | 1 Credited to equity. 2 For the year ended 31 March 2024, £9 million shown in Note 6 is net of a £2 million release from the bonus accrual. 3 For the year ended 31 March 2025, £11 million (2024: £13 million) is recognised in operating expenses and £1 million (2024: £1 million) is recognised in carried interest. Movements in share awards The number of equity and cash-settled share-based awards outstanding as at 31 March is as follows: | | | | | --- | --- | --- | | | | | | | 2025 Number | 2024 Number | | Outstanding at the start of the year | 6,210,978 | 6,277,107 | | Granted | 791,022 | 2,336,288 | | Exercised | (2,308,170) | (2,387,539) | | Forfeited | (59,344) | (14,878) | | Lapsed | – | – | | Outstanding at the end of year | 4,634,486 | 6,210,978 | | Weighted average remaining contractual life of awards outstanding in years | 1.4 | 1.7 | | Weighted average fair value of awards granted (pence) | 2,272 | 1,708 | | Weighted average market price at date of exercise (pence) | 2,924 | 1,953 | Details of the different types of awards are as follows: Performance Share Awards Performance Share Awards are granted to employees and Executive Directors under the 3i Group Discretionary Share Plan 2020 (and predecessor rules). Employees Performance Share Awards granted to employees (other than Executive Directors) after the financial year-end are subject to performance conditions based on absolute and relative Total Shareholder Return over three financial years. Awards performance vest, to the extent they satisfy the performance conditions, following the three-year performance period and are then released in the third year from the date of grant together with a payment equal to the dividends which would have been paid on the released shares during the period from grant to release. The method of settlement can either be equity or cash depending on the type of award. The equity awards are measured using the Monte Carlo model. The model simulates the total shareholder return which has been incorporated into the fair value at grant date by applying a discount to the valuation obtained. Executive Directors Performance Share Awards granted to Executive Directors after the financial year-end are subject to performance conditions based on absolute and relative total shareholder return over three financial years. Awards performance vest, to the extent they satisfy the performance conditions, following the three-year performance period. Outstanding Executive Director awards granted up to and including 2019 are released, to the extent they have performance vested, together with a payment equal to the value of the dividends which would have been paid on the released shares during the period from grant to release as to 50% in year three and 25% in each of years four and five. Executive Director Performance Share Awards granted from 2020 onwards are released, to the extent they have performance vested, in the fifth year from the date of grant together with a payment equal to the value of the dividends that would have been paid on the released shares during the period from grant to release. The method of settlement is equity. These awards are measured using the Monte Carlo model. The model simulates the total shareholder return which has been incorporated into the fair value at the grant date by applying a discount to the valuation obtained. The features of the Group’s share schemes for Executive Directors are described in the Directors’ remuneration report on pages [135](#i54651540d1854c96ac12f3d021b55395_382) to 147. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 191 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 26 Share-based payments continued Restricted Share Awards | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Restricted Share Awards are granted under the 3i Group Deferred Bonus Plan 2020 (and predecessor rules) and are granted to employees and Executive Directors after the financial year-end and are subject to continued service conditions. The shares subject to the awards are transferred to the participants on grant subject to forfeiture if the service condition is not fulfilled and cease to be subject to forfeiture in equal proportions generally over the three years following grant or over four years in the case of certain such awards granted to members of the Executive Committee. Cash dividends are received by participants on the shares during the period in which they remain subject to forfeiture. The method of settlement can either be equity or cash depending on the type of award. The equity awards are measured using the Black Scholes model. Infrastructure Performance Fee Share Awards Infrastructure Performance Fee Share Awards are granted to employees in the Infrastructure team under the 3i Special Share Award Plan. Awards are granted to employees after the financial year-end and are subject to performance conditions based on receipt by 3i plc of certain instalments of performance fees payable by 3i Infrastructure plc under the terms of its Investment Management Agreement with 3i. The shares vest and are released, subject to satisfying the performance conditions, in equal instalments in the first and second years after grant together with payments equal to the value of the dividends which would have been paid on the released shares during the period from grant to release. If the performance condition is not met in year one, the award does not lapse but is retested in year two when some or all of the shares may vest. The method of settlement can either be equity or cash depending on the type of award. The equity awards are measured using the Black Scholes model. Measurement of fair values The fair values of the plans have been measured using either the Monte Carlo model or Black Scholes model for equity share awards. The inputs used in the measurement of the grants are based on the following assumptions: | | | | | | | --- | --- | --- | --- | --- | | | | | | | | | Monte Carlo model | | Black Scholes | | | | 2025 | 2024 | 2025 | 2024 | | Share price at grant date (pence)1 | 2,996 | 1,943 | 2,926 | 1,956 | | Fair value at grant date (pence)1 | 1,753 | 1,290 | 2,749 | 1,803 | | Exercise price (pence) | – | – | – | – | | Expected volatility (weighted average) | 27.1% | 28.2% | 27.7% | 30.8% | | Expected life (weighted average) | 4 years | 4 years | 3 years | 3 years | | Dividend yield | – | – | 2.1% | 2.7% | | Risk free interest rate | 4.25% | 4.70% | 4.08% | 4.36% | 1 Where share awards are granted on multiple dates the average price is disclosed. Expected volatility was determined by reviewing share price volatility for the expected life of each award up to the date of grant. Holdings of 3i Group plc shares The Group has established an employee benefit trust and the total number of 3i Group plc shares held in this trust at 31 March 2025 was 8 million (31 March 2024: 9 million). Dividend rights have been waived on these shares. The total market value of the shares held in trust based on the year-end share price of 3,616 pence (31 March 2024: 2,809 pence) was £289 million (31 March 2024: £253 million). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 192 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 27 Financial risk management Introduction | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | A review of the Group’s objectives, policies and processes for managing and monitoring risk is set out in the Risk management section on pages [80](#i54651540d1854c96ac12f3d021b55395_250) to 93. This Note provides further detail on financial risk management, cross-referring to the Risk management section where applicable, and includes quantitative data on specific financial risks. The Group is a highly selective investor and each investment is subject to an individual risk assessment through an investment approval process. The Group’s Investment Committee is part of the overall risk management framework set out in the Risk section. The risk management processes of the Company are aligned with those of the Group and both the Group and the Company share the same financial risks. Financial risks Concentration risk 3i’s investment process seeks to diversify risk through significant dispersion of investments by geography, economic sector, asset class and size as well as through the maturity profile of its investment portfolio. Although 3i does not set maximum limits for asset allocation, it does have a maximum exposure limit for the cost of new investments. This is detailed in the Investment policy on page [148](#i54651540d1854c96ac12f3d021b55395_394) in the Governance section. Quantitative data regarding the concentration risk of the portfolio across geographies can be found in the Segmental analysis in Note 1 and in the 20 large investments table on pages 209 and 210. Action is the largest asset in the Group’s investment portfolio. We first invested in Action in 2011 and throughout our investment have acquired further stakes in the business seeing strong organic growth over our hold period. A 5% increase or decrease in value would result in a £892 million (31 March 2024: £708 million) or £(892) million (31 March 2024: £(708) million) impact on the overall value. For further details on Action refer to the Action case study on pages 20 to 23. Credit risk The Group is subject to credit risk on its unquoted investments, derivatives, cash and deposits. The maximum exposure is the balance sheet amount. The Group’s cash is held with a variety of counterparties with a minimum rating above A- with 91% of the Group’s unrestricted surplus cash held on demand in AAA rated money market funds (31 March 2024: 75%). The counterparties selected for the derivative financial instruments were all banks with a minimum of a A- credit rating with at least one major rating agency. The credit quality of unquoted investments, which are held at fair value and include debt and equity elements, is based on the financial performance of the individual portfolio companies. The credit risk relating to these assets is based on their enterprise value and is reflected through fair value movements. Further detail can be found in the Price risk – market fluctuations disclosure in this Note and the sensitivity disclosure to changes in the valuation assumptions is provided in the valuation section of Note 13. Liquidity risk The liquidity outlook is monitored at least monthly by management and regularly by the Board in the context of periodic strategic reviews of the balance sheet. The new investment pipeline and forecast realisations are closely monitored and assessed against our vintage control policy, as described on page [80](#i54651540d1854c96ac12f3d021b55395_250) of the Risk management section. The table below analyses the maturity of the Group’s gross contractual liabilities. Financial liabilities | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | As at 31 March 2025 | Due within 1 year £m | Due between 1 and 2 years £m | Due between 2 and 5 years £m | Due more than 5 years £m | £m Total £m | | Gross commitments: | | | | | | | Fixed loan notes | 56 | 56 | 591 | 998 | 1,701 | | Committed multi-currency facility | 2 | 2 | – | – | 4 | | Carried interest and performance fees payable within one year | 12 | – | – | – | 12 | | Trade and other payables | 133 | – | – | 6 | 139 | | Lease liabilities | 3 | 5 | 16 | 21 | 45 | | Derivative financial instruments | – | – | 4 | – | 4 | | Total | 206 | 63 | 611 | 1,025 | 1,905 | Gross commitments include principal amounts and interest and fees where relevant. Carried interest and performance fees payable within non-current liabilities of £29 million (31 March 2024: £30 million) has no stated maturity as it results from investment-related transactions and it is not possible to identify with certainty the timing of when the investments will be sold. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 193 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 27 Financial risk management continued | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | As at 31 March 2024 | Due within 1 year £m | Due between 1 and 2 years £m | Due between 2 and 5 years £m | Due more than 5 years £m | £m Total £m | | Gross commitments: | | | | | | | Fixed loan notes | 56 | 56 | 172 | 1,482 | 1,766 | | Committed multi-currency facility | 2 | 2 | 2 | – | 6 | | Carried interest and performance fees payable within one year | 24 | – | – | – | 24 | | Trade and other payables | 134 | – | – | 5 | 139 | | Lease liabilities | 4 | 3 | 15 | 27 | 49 | | Derivative financial instruments | – | – | – | – | – | | Total | 220 | 61 | 189 | 1,514 | 1,984 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Company disclosures are the same as those for the Group, with the following exceptions: carried interest and performance fees payable due within one year is nil (31 March 2024: nil), trade and other payables due within one year is £75 million (31 March 2024: £760 million), trade and other payables due more than five years nil (31 March 2024: nil) and lease liabilities due within one year nil (31 March 2024: nil), lease liabilities due between one and two years nil (31 March 2024: nil), lease liabilities due between two and five years nil (31 March 2024: nil) and lease liabilities due more than five years nil (31 March 2024: nil). Market risk The valuation of the Group’s investment portfolio is largely dependent on the underlying trading performance of the companies within the portfolio, but the valuation and other items in the financial statements can also be affected by interest rate, currency and quoted market fluctuations. The Group’s sensitivity to these items is set out below. (i) Interest rate risk On the liability side, the direct impact of a movement in interest rates is limited to any drawings under the committed multi-currency facility as the Group’s outstanding debt is fixed rate. The sensitivities below arise principally from changes in interest receivable on cash and deposits. An increase of 100 basis points, based on the closing balance sheet position over a 12-month period, would lead to an approximate increase in total comprehensive income of £4 million (2024: £4 million) for the Group and £4 million (2024: £3 million) for the Company. In addition, the Group and Company have indirect exposure to interest rates through changes to the financial performance and the valuation of portfolio companies caused by interest rate fluctuations. (ii) Currency risk The Group’s net assets in sterling, euro, US dollar, Danish krone and all other currencies combined are shown in the table below. This sensitivity analysis is performed based on the sensitivity of the Group’s net assets to movements in foreign currency exchange rates assuming a 10% movement in exchange rates against sterling. The sensitivity of the Company to foreign exchange risk is not materially different from the Group. The Group considers currency risk on specific investment and realisation transactions. Further information on how currency risk is managed is provided on page 89. | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | As at 31 March 2025 | Sterling £m | Euro £m | US dollar £m | Danish krone £m | Other £m | Total £m | | Net assets1 | 4,942 | 18,257 | 1,211 | 177 | 24 | 24,611 | | Sensitivity analysis | | | | | | | | Assuming a 10% movement in exchange | | | | | | | | rates against sterling: | | | | | | | | Impact on net assets | n/a | 1,825 | 120 | 18 | 2 | 1,965 | 1 The Group’s foreign exchange hedging is treated as a sterling asset within the above table. | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | As at 31 March 2024 | Sterling £m | Euro £m | US dollar £m | Danish krone £m | Other £m | Total £m | | Net assets1 | 4,817 | 13,947 | 1,180 | 200 | 26 | 20,170 | | Sensitivity analysis | | | | | | | | Assuming a 10% movement in exchange | | | | | | | | rates against sterling: | | | | | | | | Impact on net assets | n/a | 1,399 | 117 | 20 | 3 | 1,539 | 1 The Group’s foreign exchange hedging is treated as a sterling asset within the above table. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 194 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 27 Financial risk management continued (iii) Price risk – market fluctuations | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Group’s management of price risk, which arises primarily from quoted and unquoted equity instruments, is through the careful consideration of the investment, asset management and divestment decisions at the Investment Committee. The Investment Committee’s role in risk management is detailed on page 82 in the Risk management section. A 5% change in the fair value of those investments would have the following direct impact in profit or loss: | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Group | Quoted investment £m | Unquoted investment £m | Investment in Investment entity subsidiaries £m | Total £m | | At 31 March 2025 | 43 | 875 | 346 | 1,264 | | At 31 March 2024 | 44 | 710 | 290 | 1,044 | | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Company | | Quoted investment £m | Unquoted investment £m | Total £m | | At 31 March 2025 | | 43 | 875 | 918 | | At 31 March 2024 | | 44 | 710 | 754 | 28 Related parties and interests in other entities The Group has various related parties stemming from relationships with limited partnerships managed by the Group, its investment portfolio (including unconsolidated subsidiaries), its advisory arrangements and its key management personnel. In addition, the Company has related parties in respect of its subsidiaries. Some of these subsidiaries are held at fair value (unconsolidated subsidiaries) due to the treatment prescribed in IFRS 10. Related parties Advisory and management arrangements The Group acted as Investment Manager to 3iN, which is listed on the London Stock Exchange, for the year to 31 March 2025. The following amounts have been recognised in respect of the management relationship: | | | | | | | --- | --- | --- | --- | --- | | | | | | | | Statement of comprehensive income | Group 2025 £m | Group 2024 £m | Company 2025 £m | Company 2024 £m | | Unrealised loss/profits on the revaluation of investments | (23) | 38 | (23) | 38 | | Fees receivable from external funds | 51 | 50 | – | – | | Performance fees receivable | 29 | 41 | – | – | | Dividends | 33 | 31 | 33 | 31 | Controlled investments The Group makes investments in the equity of both unquoted and quoted investments which it controls. Control is obtained when the Group is exposed to, or has rights to variable returns and has the ability to use its power to affect these returns. When this occurs, the Group deems these investments to be an accounting subsidiaries under IFRS 10 and recognises them at fair value through profit or loss. Material transactions during the year with controlled investments include £1,164 million (2024: £762 million) of proceeds received from Action’s pro-rata capital share redemption and £433 million (2024: £377 million) dividends received from Action. Associates The Group makes investments in the equity of both unquoted and quoted investments where it does not have control, but may be able to participate in the financial and operating policies of that company. IFRS presumes that it is possible to exert significant influence when the equity holding is greater than 20%. The Group has taken the investment entity exception, as permitted by IFRS 10, and has not equity accounted for these investments, in accordance with IAS 28, but they are related parties. There are no material transactions with associates in the year (2024: none). Limited partnerships The Group manages a number of external funds which invest through limited partnerships. Group companies act as the general partners of these limited partnerships and exert significant influence over them. There were no material transactions in respect of these limited partnerships in the year (2024: none). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 195 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 28 Related parties and interests in other entities continued Subsidiaries | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Group consists of the parent Company 3i Group plc and its subsidiaries listed in Note 29. All transactions between the Company and its fully consolidated subsidiaries, which are related parties of the Company, are eliminated on consolidation. Material related party transactions between the Company and its subsidiaries include drawdowns and distributions, subsidiary transfers and dividends. During the year, the Company received £1,039 million from fellow subsidiaries (2024: £788 million) and paid £1,941 million to fellow subsidiaries (2024: £1,013 million). During the year, the Company disposed of its equity investment in 3i Abaco ApS a fellow subsidiary for £516 million. A fellow subsidiary of the Group acquired the shares of 3i Abaco ApS in settlement of amounts due to subsidiaries, refer to Note 18 for further details. The Company received dividends of £142 million (2024: £49 million) from fellow subsidiaries. Key management personnel The Group’s key management personnel comprise the members of the Executive Committee and the Board’s non-executive Directors. The following amounts have been included in respect of these individuals: | | | | | --- | --- | --- | | | | | | Statement of comprehensive income | Group 2025 £m | Group 2024 £m | | Salaries, fees, supplements and benefits in kind | 6 | 6 | | Cash bonuses | 3 | 2 | | Carried interest and performance fees payable | 4 | 31 | | Share-based payments | 9 | 11 | | Termination payments | – | – | | | | | | --- | --- | --- | | | | | | Statement of financial position | Group 2025 £m | Group 2024 £m | | Bonuses and share-based payments | 22 | 18 | | Carried interest and performance fees payable within one year | 5 | 38 | | Carried interest and performance fees payable after one year | 13 | 30 | No carried interest and performance fees payable is paid or accrued for the Executive or non-executive Directors, as they do not participate in these schemes. Carried interest and performance fees paid in the year to other key management personnel was £20 million (2024: £58 million). Simon Borrows and Jasi Halai are members of key management personnel for both 3i Group plc and Peer Holding I B.V., the Dutch holding company for the Group’s investment in Action. In accordance with IAS 24, they are considered related parties. Neither of them received any remuneration from Action during the year (2024: none). Unconsolidated structured entities The application of IFRS 12 requires additional disclosure on the Group’s exposure to unconsolidated structured entities. The Group has exposure to a number of unconsolidated structured entities, as a result of its investment activities across its Private Equity and Infrastructure business lines. The Group manages a number of closed-end limited partnerships, which are either Private Equity or Infrastructure focused. The purpose of these partnerships is to invest in Private Equity or Infrastructure investments for capital appreciation. Limited Partners, which in some cases may include the Group, finance these entities by committing capital to them and cash is drawn down or distributed for financing investment activity. The Group’s attributable stakes in these entities are held at fair value, fees receivable are recognised on an accruals basis and carried interest is accrued when relevant performance hurdles are met. The carrying amount and maximum loss exposure for these entities is not material (2024: not material). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 196 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 29 Subsidiaries and related undertakings | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | IFRS 10 deems control, as opposed to equity ownership, as the key factor when determining what meets the definition of a subsidiary. If a group is exposed to, or has rights to, variable returns from its involvement with the investee, then under IFRS 10 it has control. This is inconsistent with the UK’s Companies Act 2006, where voting rights being greater than 50% is the key factor when identifying subsidiaries. Under IFRS 10, 35 of the Group’s portfolio company investments are considered to be accounting subsidiaries. As the Group applies the investment entity exception available under IFRS 10, these investee companies are classified as investment entity subsidiaries. The Companies Act 2006 requires disclosure of certain information about the Group’s related undertakings. Related undertakings are subsidiaries, joint ventures, associates and other significant holdings. In this context, significant means either a shareholding greater than or equal to 20% of the nominal value of any class of shares or a book value greater than 20% of the Group’s assets. The Company’s related undertakings at 31 March 2025 are listed below: | | | | | --- | --- | --- | | | | | | Description | Holding/share class | Footnote | | Subsidiaries | | | | 3i Holdings plc | 100% ordinary shares | 1 | | 3i Investments plc | 100% ordinary shares | 1 | | 3i plc | 100% ordinary shares | 1 | | 3i International Holdings | 100% ordinary shares | 1 | | Investors in Industry plc | 100% ordinary shares/ cumulative preference shares | 1 | | 3i Corporation | 100% ordinary shares | 2 | | 3i Deutschland Gesellschaft für Industriebeteiligungen mbH | 100% ordinary shares | 4 | | Gardens Nominees Limited | 100% ordinary shares | 1 | | Gardens Pension Trustees Limited | 100% ordinary shares | 1 | | 3i Europe plc | 100% ordinary shares | 1 | | 3i Nominees Limited | 100% ordinary shares | 1 | | 3i Osprey GP Limited | 100% ordinary shares | 1 | | 3i Nordic plc | 100% ordinary shares | 1 | | 3i GP 2004 Limited | 100% ordinary shares | 3 | | 3i Ademas LP | 100% partnership interest | 3 | | The 3i Group Employee Trust | n/a | 6 | | 3i International Services plc | 100% ordinary shares | 1 | | 3i EFV Nominees A Limited | 100% ordinary shares | 1 | | 3i EFV Nominees B Limited | 100% ordinary shares | 1 | | 3i India Private Limited | 100% ordinary shares | 7 | | 3i Sports Media (Mauritius) Limited | 100% ordinary shares | 8 | | 3i EFV GP Limited | 100% ordinary shares | 1 | | IIF SLP GP Limited | 100% ordinary shares | 3 | | 3i Buyouts 2010 A LP | 85% partnership interest | 1 | | 3i Buyouts 2010 B LP | 79% partnership interest | 1 | | 3i Buyouts 2010 C LP | 60% partnership interest | 1 | | GP CCC 2010 Limited | 100% ordinary shares | 3 | | 3i GC GP Limited | 100% ordinary shares | 1 | | 3i GP 2010 Limited | 100% ordinary shares | 1 | | 3i Growth Capital A LP | 100% partnership interest | 1 | | 3i Growth Capital G LP | 100% partnership interest | 1 | | 3i Growth 2010 LP | 85% partnership interest | 1 | | Strategic Investments FM (Mauritius) Alpha Limited | 70% ordinary shares | 8 | | 3i GC Nominees A Limited | 100% ordinary shares | 1 | | | | | | --- | --- | --- | | | | | | Description | Holding/share class | Footnote | | 3i GC Nominees B Limited | 100% ordinary shares | 1 | | 3i India Infrastructure Fund B LP | 99% partnership interest | 1 | | 3i 2004 GmbH & Co. KG | 100% partnership interest | 4 | | 3i General Partner 2004 GmbH | 100% ordinary shares | 4 | | 3i PE 2013-16 A LP | 100% partnership interest | 1 | | 3i PE 2013-16 C LP | 100% partnership interest | 1 | | 3i GP 2013 Ltd | 100% ordinary shares | 1 | | GP 2013 Ltd | 100% ordinary shares | 3 | | BAM General Partner Limited | 100% ordinary shares | 1 | | 3i PE 2016-19 A LP | 100% partnership interest | 1 | | 3i Managed Infrastructure Acquisitions GP (2017) LLP | 100% partnership interest | 1 | | 3i Managed Infrastructure Acquisitions GP Limited | 100% ordinary shares | 1 | | 3i 2016 GmbH & Co. KG | 100% partnership interest | 4 | | GP 2016 Limited | 100% ordinary shares | 3 | | 3i GP 2016 Limited | 100% ordinary shares | 1 | | 3i SCI Holdings Limited | 100% ordinary shares | 1 | | 3i North American Infrastructure Partners, LLC | 100% equity units | 26 | | 3i Abaco ApS | 100% ordinary shares | 23 | | 3i Investments (Luxembourg) S.A. | 100% ordinary shares | 10 | | 3i 2019-22 DLP SCSp | 100% partnership interest | 10 | | 3i PE 2019-22 A LP | 100% partnership interest | 1 | | 3i PE 2019-22 B LP | 100% partnership interest | 1 | | 3i PE 2019-22 Warehouse LP | 100% partnership interest | 3 | | 3i 2020 Co-investment LP | 100% partnership interest | 3 | | 3i GP 2019 Limited | 100% ordinary shares | 1 | | 3i GP 2020 Limited | 100% ordinary shares | 3 | | 3i GP 2019 s.a.r.l | 100% ordinary shares | 10 | | 3i GP 2019 (Scots) Limited | 100% ordinary shares | 3 | | 3i 2020 Co-investment GP s.a.r.l | 100% ordinary shares | 10 | | 3i France SAS | 100% ordinary shares | 16 | | 3i IP Acquisitions Limited | 100% ordinary shares | 1 | | 3i IP Acquisitions GP LLP | 100% partnership interest | 1 | | 3i IIF GP 2020 Limited | 100% ordinary shares | 1 | | 3i IIF GP LLP | 100% partnership interest | 1 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 197 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 29 Subsidiaries and related undertakings continued | | | | | --- | --- | --- | | | | | | Description | Holding/share class | Footnote | | 3i Benelux B.V. | 100% ordinary shares | 12 | | 3i Mountain LP | 99% partnership interest | 3 | | 3i NAI Holdings GP Limited | 100% ordinary shares | 3 | | 3i PE 2022-25 A LP | 100% partnership interest | 1 | | 3i PE 2022-25 B LP | 100% partnership interest | 1 | | 3i GP 2022 Limited | 100% ordinary shares | 1 | | 3i GP 2022 (Scots) Limited | 100% ordinary shares | 3 | | 3i PE 2022-25 A (Lux) SCSp | 99% partnership interest | 10 | | 3i PE 2022-25 B (Lux) SCSp | 99% partnership interest | 10 | | 3i GP 2022 s.a.r.l | 100% ordinary shares | 10 | | 3i North American Infrastructure Fund A LP | 100% partnership interest | 26 | | 3i NAI Holdings LP | 100% partnership interest | 3 | | 3i North American Infrastructure GP, LLC | 100% equity units | 26 | | 3i ECW Coinvest GP, LLC | 100% equity units | 26 | | 3i European Mid-Market Infrastructure GP (2024) Limited | 100% ordinary shares | 1 | | 3i RR Coinvest GP, LLC | 100% equity units | 26 | | 3i Aura GP (2022) Limited | 100% ordinary shares | 1 | | 3i Zephyr GP (2022) Limited | 100% ordinary shares | 1 | | 3i Infra GP 2022 (Scots) Limited | 100% ordinary shares | 3 | | 3i Infra 2022 Warehouse LP | 100% partnership interest | 3 | | 3i 2023 Co-investment LP | 100% partnership interest | 1 | | 3i MME Coinvest GP, LLC | 100% equity units | 26 | | 3i NAI Warehouse LP | 100% partnership interest | 26 | | 3i NAI Warehouse GP LLC | 100% equity units | 26 | | 3i 2024 Sapphire LP | 100% partnership interest | 1 | | 3i PE 2025-28 A LP | 100% partnership interest | 1 | | 3i PE 2025-28 B LP | 100% partnership interest | 1 | | 3i PE 2025-28 C LP | 100% partnership interest | 1 | | 3i PE 2025-28 A (Lux) SCSp | 100% partnership interest | 10 | | 3i PE 2025-28 B (Lux) SCSp | 100% partnership interest | 10 | | | | | | Associates | | | | 3i Growth Carry A LP | 25% partnership interest | 3 | | 3i Growth Carry B LP | 25% partnership interest | 3 | | Strategic Investments FM (Mauritius) B Limited | 36% ordinary shares | 8 | | 3i Growth Capital B LP | 36% partnership interest | 1 | | 3i 2020 Co-investment 1 SCSp | 31% partnership interest | 10 | | 3i 2020 Co-Investment 2 SCSp | 27% partnership interest | 10 | | 3i 2020 Co-Investment 4 SCSp | 43% partnership interest | 10 | | Moon Topco GmbH | 49% ordinary shares | 13 | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | Description | Holding/share class | Footnote | | Layout Holdco A/S | 49% ordinary shares | 14 | | Boketto Holdco Limited | 47% ordinary shares | 15 | | Klara HoldCo S.A. | 43% ordinary shares | 10 | | Shield Holdco LLC | 49% equity units | 2 | | Q Holdco Limited | 42% ordinary shares | 18 | | 3i Infrastructure plc | 29% ordinary shares | 17 | | Peer Holding I B.V. | 49% ordinary shares | 19 | | AES Engineering Limited | 43% ordinary shares | 20 | | Carter Thermal Industries Limited | 32% ordinary shares | 21 | | Harper Topco Limited | 42% ordinary shares | 22 | | Orange County Fundo de Investmento EM Participacoes | 40% equity units | 25 | | Tato Holdings Limited | 27% ordinary shares | 27 | | Nimbus Communications Ltd | 30% ordinary shares | 28 | | Aurela TopCo GmbH | 49% ordinary shares | 5 | | C Medical Holdco, LLC | 49% equity units | 2 | | Crown Holdco B.V. | 49% ordinary shares | 40 | | 3i India Infrastructure Holdings Ltd | 21% ordinary shares | 8 | | Racing Topco GmbH | 49% ordinary shares | 24 | | Panda Holdco LLC | 49% equity units | 44 | | Scandlines Infrastructure ApS | 35% ordinary shares | 29 | | Alinghi 1 S.A.S | 49% ordinary shares | 11 | | SaniSure Holdings GP LLC | 49% equity units | 2 | | New Amsterdam Software GP LLC | 49% equity units | 30 | | Garden & House International GmbH | 36% ordinary shares | 31 | | T&J Holdco Limited | 49% ordinary shares | 9 | | WHCG GP LLC | 49% equity units | 30 | | Hydra Holdco B.V. | 49% ordinary shares | 38 | | European Bakery Group B.V. | 49% ordinary shares | 39 | | Himalaya Topco B.V. | 46% ordinary shares | 37 | | MAIT Group GmbH | 49% ordinary shares | 32 | | Ten23 Health GP LLC | 49% equity units | 30 | | George Topco Limited | 49% ordinary shares | 33 | | xSuite Top Holding GmbH | 49% ordinary shares | 34 | | Balearia Topco B.V. | 49% ordinary shares | 35 | | Kite Topco ApS | 49% ordinary shares | 36 | | Pegase 1 SAS | 49% ordinary shares | 41 | | Aqua Topco Limited | 49% ordinary shares | 42 | | Marathon TopCo GmbH | 49% ordinary shares | 43 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 198 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | Notes to the accounts continued | | 29 Subsidiaries and related undertakings continued There are no joint ventures or other significant holdings. The 20 large portfolio companies by fair value are detailed on pages 209 and 210. | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The combination of the table above and that on pages 209 and 210 is deemed by the Directors to fulfil the requirements under IFRS 12 on the disclosure of material subsidiaries. | | | | --- | --- | | | | | Footnote | Address | | 1 | 1 Knightsbridge, London, SW1X 7LX, UK | | 2 | 300 Park Avenue, 23rd Fl, New York, NY 10022, USA | | 3 | 50 Lothian Road, Festival Square, Edinburgh, EH3 9WJ, UK | | 4 | OpernTurm, Bockenheimer Landstresse 2-4, 60306 Frankfurt am Main, Germany | | 5 | Seelbüde 13, 36110 Schlitz, Germany | | 6 | 13 Castle Street, St Helier, JE1 1ES, Jersey | | 7 | Level 7, The Capital B-Wing, Bandra Kurla Complex, Bandra East, Mumbai, 400051, India | | 8 | 5th Floor, Ebene Esplanade, 24 Bank Street, Cybercity, Ebene, Mauritius | | 9 | Floor 2, Trident 3, Trident Business Park, Styal Road, Manchester, M22 5XB, UK | | 10 | 5 place de la gare, L-1616, Luxembourg | | 11 | 16 place de l’Iris, 92 400 Courbevoie, France | | 12 | Cornelis Schuytstraat 74, 1071JL Amsterdam, Netherlands | | 13 | Einsteinring 10, 85609 Aschheim, Germany | | 14 | Mørupvej 16 Mørup, 7400 Herning, Denmark | | 15 | New Mill, New Mill Lane, Witney, Oxfordshire, OX29 9SX, UK | | 16 | 29-31, rue de Berri, 75008 Paris, France | | 17 | Aztec Group House, IFC 6, The Esplanade, St. Helier, JE2 3BZ, Jersey | | 18 | 1 Bartholomew Lane, London, EC2N 2AX, UK | | 19 | Perenmarkt 15, Zwaagdijk East, 1681PG, Netherlands | | 20 | Bradmarsh Business Park, Mill Close, Rotherham, South Yorkshire, S60 1BZ, UK | | 21 | 90 Lea Ford Road, Birmingham, B33 9TX, UK | | 22 | 25 Eccleston Place, London, SW1W 9NF, UK | | 23 | Nybrogade 12, 1203 Copenhagen, Denmark | | 24 | Schanzenstr. 6-20, Gebäude 2.08, 51063 Cologne, Germany | | 25 | Avenida Brigadeiro Faria Lima, 2055, 19 andar, 01452-001 – Sao Paulo, SP, Brazil | | 26 | Corporation Trust Center, 1209 Orange Street, Wilmington, New Castle, Delaware, DE 19801, USA | | 27 | Thor Specialities (UK) Limited, Wincham Avenue, Wincham, Northwich, CW9 6GB, UK | | 28 | 44 Oberoi Complex, Andheri (West), Mumbai, India | | 29 | Havneholmen 25, 8.,1561 Copenhagen, Denmark | | 30 | 251 Little Falls Drive, Wilmington, New Castle, Delaware, DE 19808, USA | | 31 | Bahrenfelder Chaussee 49, 22761, Hamburg, Germany | | 32 | Berner Feld 10, 78628 Rottweil, Germany | | 33 | Milton Gate, 60 Chiswell Street, London, EC1Y 4AG, UK | | 34 | Hamburger Str. 12, 22926 Ahrensburg, Germany | | 35 | Herengracht 262, 1016 BV Amsterdam, Netherlands | | 36 | Kuglegårdsvej 13-17, Building 13 | 1434 Copenhagen, Denmark | | 37 | Aalsvoort 101, 7241 MB Lochem, Netherlands | | 38 | Weidehek 46, 4824 AS Breda, Netherlands | | 39 | Kronosstraat 2, 5048 CE Tilburg, Netherlands | | 40 | Industriepark Vliedberg 12, 5251 RG Vlijmen, Netherlands | | 41 | 199 Bureaux de la Colline, Saint Cloud 92210 France | | 42 | c/o Streets, Suite 43 Michael Way, Raunds, Wellingborough, NN9 6GR, UK | | 43 | c/o Meissner Schäfer Thomas Steuerberater Partnerschaftsgesellschaft, Stephanstraße, Frankfurt am Main 60313, Germany | | 44 | 18801 North Thompson Peak Parkway Suite D-320, Scottsdale, AZ 85255, USA | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 199 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc | | | | | | | --- | --- | --- | | | | | | | | | | | 1. Our opinion is unmodified In our opinion: • the financial statements of 3i Group plc give a true and fair view of the state of the Group’s and of the Parent Company’s affairs as at 31 March 2025 , and of the Group’s profit for the year then ended; • the Group financial statements have been properly prepared in accordance with UK-adopted international accounting standards; • the Parent Company financial statements have been properly prepared in accordance with UK-adopted international accounting standards as applied in accordance with the provisions of the Companies Act 2006; and • the Group and Parent Company financial statements have been prepared in accordance with the requirements of the Companies Act 2006. | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | What our opinion covers We have audited the Group and Parent Company financial statements of 3i Group plc (“the Company”) for the year ended 31 March 2025 (FY2025 ) included in the Annual Report and Accounts, which comprise: | | | | --- | --- | | | | | Group (3i Group plc and its subsidiaries) | Parent Company (3i Group plc) | | | | | Consolidated statement of comprehensive income | Company statement of financial position | | Consolidated statement of financial position | Company statement of changes in equity | | Consolidated statement of changes in equity | Company cash flow statement | | Consolidated cash flow statement | Notes to the accounts, including the summary of material accounting policies | | Notes to the accounts, including the summary of material accounting policies | | | | | Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (“ISAs (UK)”) and applicable law. Our responsibilities are described below. We believe that the audit evidence we have obtained is a sufficient and appropriate basis for our opinion. Our audit opinion and matters included in this report are consistent with those discussed and included in our reporting to the Audit and Compliance Committee (“ACC”). We have fulfilled our ethical responsibilities under, and we remain independent of the Group in accordance with UK ethical requirements, including the FRC Ethical Standard as applied to listed public interest entities. 2. Overview of our audit | | | | | --- | --- | --- | | | | | | Factors driving our view of risks | | | | Following our FY2024 audit, we have updated our risk assessment based on changes in the Group and the macroeconomic environment. The global macro-economic and geopolitical environment continues to drive our risk assessment as it has the potential to impact both the performance of the portfolio companies, and the equity markets. The macro-economic environment stabilised in 2024, with interest rates across most major economies having seen small reductions and inflation slowly trending towards central bank target levels. Since early 2025, there has been downward pressure and volatility in the global equity markets, primarily driven by the US political environment. In addition, since March 2025, the US government announced a series of new tariffs against all major economies globally. Although some of the tariff arrangements are currently on hold, the tariffs have a multifaceted impact on businesses globally and resulted in significant volatility in the equity markets in early April 2025. The Group’s largest investment, Action, has continued its strong performance, driven by new store openings, growth in like-for-like sales, and a focus on margin management. The rest of the portfolio companies delivered differing levels of performance, with some requiring additional support from 3i. The volatility in the equity markets also impacted the valuations of both listed and unlisted equity. The direct impact for 3i includes the volatility in the multiples and discount rates used to value portfolio companies. | | Last year we identified the risk associated with the valuation of unquoted investments to be heightened, due to the challenging macro-economic environment. Whilst we noted improvements in 2024, the market volatility and US tariff situation in early 2025 has resulted in judgement required from the Group in their selection of appropriate valuation inputs, particularly the key assumptions used. These key assumptions continue to be the focus of our audit and are outlined in greater detail in section 4. In the prior period, we identified the carried interest payable included in investment entity subsidiaries as an area where the risk of material misstatement was heightened. Following the reduction in the size of the balance, primarily driven by crystallisations in carried interest schemes relating to Action, we have not assessed this as an area with heightened audit risks this year. | ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | Key Audit Matters (Group and Parent Company) | | Vs FY2024 | Items | | Valuation of Unquoted Investments (Group and Parent Company) | | | 4.1 | | | | | | | Arrow_Newly identified risk.svg | Newly identified risk | | | | | Similar risk to FY2024 | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | Increase in risk since FY2024 | | | Decrease in risk since FY2024 | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 200 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | | | | | | --- | --- | --- | | | | | | Audit and compliance committee interaction | | | | During the year, the ACC met 6 times. KPMG are invited to attend all ACC meetings and are provided with an opportunity to meet with the ACC in private sessions without the Executive Directors being present. For the Key Audit Matter, we have set out communications with the ACC in section 4, | | including matters that required particular judgement. The matters included in the Audit and Compliance Committee Chair’s report on page [121](#i54651540d1854c96ac12f3d021b55395_349) are materially consistent with our observations of those meetings. | | Our independence | | | | We have fulfilled our ethical responsibilities and remain independent of the Group in accordance with UK ethical requirements, including the FRC Ethical Standard as applied to listed public interest entities. We have not performed any non-audit services during the year ended 31 March 2025 or subsequently which are prohibited by the FRC Ethical Standard. We were first appointed as auditor by the shareholders for the year ended 31 March 2021. The period of total uninterrupted engagement is for the five financial years ended 31 March 2025. The Group engagement partner is required to rotate every 5 years. As these are the fifth set of the Group’s financial statements signed by Jonathan Mills, he will be required to rotate off after this year’s audit. | | | | Materiality (item 6 below) | | | | The scope of our work is influenced by our view of materiality and our assessed risk of material misstatement. We have determined overall materiality for the Group financial statements as a whole at £195m (FY2024: £176m) and for the Parent Company financial statements as a whole at £194m (FY2024: £159m). A key judgement in determining materiality was the most relevant metric to select as the benchmark, by considering which metrics have the greatest bearing on shareholder decisions. Consistent with FY2024, we determined that Total Assets remains the benchmark for the Group as the valuation of the investment portfolio remains the key financial measure. As such, we based our Group materiality on Total Assets, of which it represents 0.75% (FY2024: 0.8%). Materiality for the Parent Company financial statements was determined with reference to a benchmark of Parent Company Total Assets of which it represents 0.76% (FY2024: 0.75%). | | | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | Total audit fee | £2.4m (FY2024 : £2.4m) | | Audit related fees (including interim review) | £0.4m (FY2024 : £0.4m) | | Non-audit fee as a % of total audit and audit related fee % | 14% (FY2024 : 14%) | | Date first appointed | 25 June 2020 | | Uninterrupted audit tenure | 5 years | | Next financial period which requires a tender | 31 March 2031 | | Tenure of Group engagement partner | 5 years | ![](data:image/svg+xml;base64,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) | | | | | | --- | --- | --- | --- | | | | | | | Materiality levels used in our audit | | | | ![](data:image/svg+xml;base64,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) Group Group Materiality GPM Group Performance Materiality PLC Parent Company Materiality AMPT Reporting Differences Threshold ![](data:image/svg+xml;base64,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) l FY2024 £m l FY2025 £m ![](data:image/svg+xml;base64,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) ![103](data:image/png;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | Group scope (item 7 below) | | | | We have performed risk assessment and planning procedures to determine which of the Group’s components are likely to include risks of material misstatement to the Group financial statements. We identified the group as a whole to be a single component, having considered our evaluation of the Group’s operational structure, the Group’s legal structure, the existence of common information systems, and our ability to perform audit procedures centrally. | | Accordingly, we performed audit procedures on the single component. All procedures were performed by the Group team. We consider the scope of our audit, as communicated to the Audit and Compliance Committee, to be an appropriate basis for our audit opinion. | | The impact of climate change on our audit | | | | In planning our audit, we have considered the potential impacts of climate change on the Group’s business and its financial statements. Climate change impacts the Group in a variety of ways including the impact of climate risk on investment valuations, potential reputational risk associated with the Group’s delivery of its climate related initiatives, and greater emphasis on climate related narrative and disclosure in the annual report. The Group’s exposure to climate change is primarily through the portfolio companies, as the key valuation assumptions and estimates may be impacted by climate change risks. We have performed a risk assessment of how the impact of climate change may affect the financial statements and our audit, in particular over the valuation of portfolio companies. Our assessment of the impact of climate change was limited to the valuation of unquoted investments. | | For the biggest asset in the portfolio, Action, we read the company’s sustainability report to understand the climate change risks and considered the impact on its valuation. On the basis of the risk assessment procedures performed above, we concluded that, while climate change posed a risk to the determination of the valuation of portfolio companies due to the potential impact on the maintainability of valuation earnings or free cash flow forecasts, the risk was not significant when we considered the portfolio of investments. As a result, there was no material impact from this on our key audit matter. We have also read the disclosure of climate related information in the front half of the annual report as set out on pages 58 to 68 and considered consistency with the financial statements and our audit knowledge. We have not been engaged to provide assurance over the accuracy of these disclosures. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 201 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | 3. Going concern, viability and principal risks and uncertainties | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The Directors have prepared the financial statements on the going concern basis as they do not intend to liquidate the Group or the Parent Company or to cease their operations, and they have concluded that the Group’s and the Parent Company’s financial position means that this is realistic. They have also concluded that there are no material uncertainties that could have cast significant doubt over their ability to continue as a going concern for at least a year from the date of approval of the financial statements (“the going concern period”). | | | | | --- | --- | --- | | | | | | Going concern | | | | We used our knowledge of the Group and Parent Company, its industry, and the general economic environment to identify the inherent risks to its business model and analysed how those risks might affect the Group’s and Parent Company’s financial resources or ability to continue operations over the going concern period. The risks that we considered most likely to adversely affect the Group’s and Parent Company’s available financial resources over this period were: • Continued geopolitical tension and/or macro-economic downturn impacting the performance of portfolio companies, which may require the Group to provide further liquidity support, reduce dividend income and result in delays to the realisation of the Group’s investments; • A material downturn in performance of the Group’s largest portfolio company, Action, resulting in a reduction in dividends or even requiring liquidity support; and • A combination of the two scenarios. We considered whether these risks could plausibly affect the liquidity in the going concern period by comparing severe, but plausible downside scenarios that could arise from these risks individually and collectively against the level of available financial resources indicated by the Group’s financial forecasts. Our procedures also included an assessment of whether the going concern disclosure in Accounting Policy A to the financial statements gives a complete and accurate description of the Directors’ assessment of going concern. | | Accordingly, based on those procedures, we found the Directors’ use of the going concern basis of accounting without any material uncertainty for the Group and Parent Company to be acceptable. However, as we cannot predict all future events or conditions and as subsequent events may result in outcomes that are inconsistent with judgements that were reasonable at the time they were made, the above conclusions are not a guarantee that the Group or the Parent Company will continue in operation. Our conclusions • We consider that the Directors’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate; • We have not identified, and concur with the Directors’ assessment that there is not, a material uncertainty related to events or conditions that, individually or collectively, may cast significant doubt on the Group’s or Parent Company's ability to continue as a going concern for the going concern period; • We have nothing material to add or draw attention to in relation to the Directors’ statement in Accounting Policy A to the financial statements on the use of the going concern basis of accounting with no material uncertainties that may cast significant doubt over the Group and Parent Company’s use of that basis for the going concern period, and we found the going concern disclosure in Accounting Policy A to be acceptable; and • The related statement under the Listing Rules set out on page 148 is materially consistent with the financial statements and our audit knowledge. | | Disclosures of emerging and principal risks and longer-term viability | | | | Our responsibility We are required to perform procedures to identify whether there is a material inconsistency between the Directors’ disclosures in respect of emerging and principal risks and the viability statement, and the financial statements and our audit knowledge. Based on those procedures, we have nothing material to add or draw attention to in relation to: • the Directors’ confirmation within the Principal risks and mitigations statement that they have carried out a robust assessment of the emerging and principal risks facing the Group, including those that would threaten its business model, future performance, solvency and liquidity; • the Principal risks and mitigations disclosures describing these risks and how emerging risks are identified and explaining how they are being managed and mitigated; and • the Directors’ explanation in the Viability Statement of how they have assessed the prospects of the Group, over what period they have done so and why they considered that period to be appropriate, and their statement as to whether they have a reasonable expectation that the Group will be able to continue in operation and meet its liabilities as they fall due over the period of their assessment, including any related disclosures drawing attention to any necessary qualifications or assumptions. | | We are also required to review the Viability statement set out on pages 128 and 129 under the Listing Rules. Our work is limited to assessing these matters in the context of only the knowledge acquired during our financial statements audit. As we cannot predict all future events or conditions, and as subsequent events may result in outcomes that are inconsistent with judgements that were reasonable at the time they were made, the absence of anything to report on these statements is not a guarantee as to the Group’s and Parent Company’s longer-term viability. Our reporting We have nothing material to add or draw attention to in relation to these disclosures. We have concluded that these disclosures are materially consistent with the financial statements and our audit knowledge. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 202 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | 4. Key audit matters | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | What we mean | | | | Key audit matters are those matters that, in our professional judgement, were of most significance in the audit of the financial statements and include the most significant assessed risks of material misstatement (whether or not due to fraud) identified by us, including those which had the greatest effect on: • the overall audit strategy; • the allocation of resources in the audit; and • directing the efforts of the engagement team. We include below the Key Audit Matter together with our key audit procedures to address that matter and our results from those procedures. | | This matter was addressed, and our results are based on procedures undertaken, for the purpose of our audit of the financial statements as a whole. We do not provide a separate opinion on this matter. | | | | | | | | | --- | --- | --- | --- | --- | --- | | | | | | | | | 4.1 Valuation of unquoted investments (Group and Parent Company) | | | | | | | Financial Statement Elements | | | | Our assessment of risk vs FY2024 | Our results | | | FY2025 | FY2024 | | Our assessment of the risk is similar to FY2024. | FY2025: Acceptable FY2024: Acceptable | | Unquoted investments – Group and parent | £17,500m | £14,193m | | Investments in investment entity subsidiaries | £6,916m | £5,804m | | Interests in group entities – Parent Company, | £6,385m | £5,804m | | | | | | | --- | --- | --- | | | | | | Description of the Key Audit Matter | | Our response to the risk | | Subjective valuation The investment portfolio comprises a number of unquoted investments. As these investments are unquoted and illiquid, the fair value is determined through the application of valuation techniques, which requires the exercise of significant judgement by the Group and Parent Company in relation to the assumptions and inputs into the respective models. The valuations of unquoted financial instruments are considered to have a significant risk due to fraud or error as they are driven by significant unobservable inputs, which present an opportunity for misstatement of financial statements due to significant judgement and related estimation uncertainty. The key areas where we identified greater levels of judgement and therefore increased levels of audit focus in the Group’s valuations are maintainable earnings and market multiples under the market approach, as well as the forecasted cash flow, discount rate and terminal value under the income approach. We have determined that due to the subjective nature of the estimates required in the fair value measurement of unquoted investments and the associated high degree of estimation uncertainty, there is a potential range of reasonable outcomes greater than our materiality for the financial statements as a whole, and possibly many times that amount. The fair value of assets and liabilities section of the financial statements (pages 176 to 179) disclose the sensitivities estimated by the Group. | | Control design: We assessed the design and implementation of the investment valuation processes and controls, as required by professional standards. Benchmarking assumptions: We challenged the Group and Parent Company on key judgements affecting portfolio company valuations by comparing assumptions made to external sources such as management information received from portfolio companies. We used our understanding of the portfolio companies to assess the assumptions around maintainability of earnings, and the comparability of companies selected by management to calibrate their valuations multiple or the discount rate. Our valuation expertise: For a sample of investments, selected based on audit materiality and the risk profile of each investment, we used our own valuations specialists to assist us in assessing the principles and appropriateness of the valuation methodology, critically challenging the key assumptions, and independently providing a reasonable range for earnings multiples and discount rates, where applicable. Understanding of the business: For the largest asset in the portfolio, Action, we visited its Head Office in the Netherlands, and held discussions with Action’s management and external audit team to understand the business strategy, key processes and controls, how accounting estimates are made, and any key audit findings. Historical comparisons: We compared the actual performance or cash flows achieved by portfolio companies to the inputs used in the valuation model for the prior year to understand the reasons for any significant variances and determine whether they are indicative of bias and error in the Group’s approach to valuations. Assessing transparency: We considered the appropriateness, in accordance with relevant accounting standards, of the disclosures in respect of unquoted investments and the effect of changing one or more inputs to reasonably possible alternative valuation assumptions. We performed the testing above rather than seeking to rely on any of the Group's controls because the nature of the balance is such that we would expect to obtain audit evidence primarily through the detailed procedures described. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 203 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | | | | | | | --- | --- | --- | --- | | | | | | | | | | | | | Communications with the 3i Group plc Audit and Compliance Committee and Valuations committee Our discussions with and reporting to the Audit and Compliance Committee and the Valuations Committee included: • Our approach to the audit of the fair value of the unquoted investment portfolio including details of our planned substantive procedures and the extent of our controls reliance; • Our conclusions on the appropriateness of 3i’s fair value methodology and policy; • Our conclusions on the appropriateness of the valuation outcome for individual portfolio companies and, for the sample of investments where we were assisted by our valuation specialists, an indication of where the Group’s valuations multiple and discount rate (where applicable) falls within our acceptable range; • The adequacy of the sensitivity disclosures, particularly as they relate to valuation inputs; and • Our assessment of whether any misstatement identified through these procedures was material. | Areas of particular auditor judgement Auditor judgement is required to assess whether the Directors' estimate of the following key assumptions fall within an acceptable range: • For assets valued using an earnings multiple approach: – Determination of valuation multiples; and – Determination of maintainable earnings (including any earnings adjustments). • For assets valued using a discounted cash flow approach: – Discount rate – Projected cash flows – Terminal value exit multiple, and – Terminal value earnings Our results Based on the risk identified and our procedures performed, we consider the valuation of the unquoted investments to be acceptable (FY2024: acceptable). | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Further information in the Annual Report and Accounts: See the Audit and Compliance Committee Report on page 121-126 and the Valuation Committee report on page 130-134 for details on how the committees considered Valuation as an area of significant attention, and page 174 for the accounting policy for unquoted investments. In the prior period, we identified the carried interest payable included in investment entity subsidiaries as a Key Audit Matter. However, following the reduction in the size of the balance, primarily driven by crystallisations in 3i’s carry interest schemes relating to Action, we have not assessed this as one of the most significant risks in our current year audit and, therefore, whilst we continue to perform procedures over the carried interest liability, it is not separately identified in our report this year. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 204 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | 5. Our ability to detect irregularities, and our response | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | Fraud – identifying and responding to risks of material misstatement due to fraud | | | | Fraud risk assessment | | | | To identify risks of material misstatement due to fraud (“fraud risks”) we assessed events or conditions that could indicate an incentive or pressure to commit fraud or provide an opportunity to commit fraud. Our risk assessment procedures included the following: • Meetings throughout the year with the Group General Counsel, internal audit and Head of Compliance at which we discussed the Group’s policies and procedures to prevent and detect fraud. Additionally, we obtained and inspected associated supporting documentation such as: – Board and Audit and Compliance Committee minutes; – Internal audit reports; – Internal risk registers; and – Breaches register. | | • Enquiries of directors, finance team, the Group General Counsel, the Head of Compliance, internal audit, and the Audit and Compliance Committee as to whether they have knowledge of any actual, suspected, or alleged fraud. • Consideration of the Group’s remuneration policies, key drivers for remuneration and bonus levels; and • Discussions among the engagement team regarding how and where fraud might occur in the financial statements and any potential indicators of fraud. The engagement team includes audit partners and staff who have extensive experience of working with companies in the same sector as 3i operates, and this experience was relevant to the discussion about where fraud risks may arise. | | Risk communications | | | | We communicated identified fraud risks throughout the audit team and remained alert to any indications of fraud throughout the audit. | | | | Fraud risks | | | | As required by auditing standards, and taking into account possible pressures to meet performance targets, we performed procedures to address the risk of management override of controls, in particular the risk that Group management may be in a position to make inappropriate accounting entries and the risk of bias in accounting estimates and judgements such as the valuation of the unquoted investment portfolio and investment entity subsidiaries. On this audit we have not identified a significant risk of fraud related to revenue recognition because the Group has a relatively simple revenue model with no material estimation or judgement; the simple nature and low volume of individual revenue transactions means there is a remote risk of material misstatement from fraudulent manipulation, and opportunities for a material misstatement due to fraudulent revenue recognition are limited due to the nature of the portfolio income received. | | We identified an additional fraud risk relating to the valuation of unquoted investments held on balance sheet and within investment entity subsidiaries. As these investments are unquoted and illiquid, they are valued using valuation techniques. Such techniques are subjective and involve the exercise of judgement by the Group and Parent Company over areas such as maintainability of earnings used in valuations, the determination of earnings multiples, and projected cash flows, discount factors and terminal values for discounted cash flow valuations. In addition, the valuation of unquoted investments drives the share price of the Group, which in turn drives remuneration of the Executive Directors, and is a key indicator for their performance. Due to the highly judgemental nature of these valuations, the reliance on unobservable inputs, and the linkage to Executive Directors’ remuneration, we consider there to be increased risk of fraud in relation to the valuation of unquoted investment portfolio. | | Link to KAMs | | | | Further detail in respect to procedures performed over the valuation of unquoted investments is contained within the key audit matter disclosures in section 4.1 of this report. | | | | Procedures to address fraud risks | | | | We performed substantive audit procedures including: • Identifying journal entries to test based on risk criteria and comparing the identified entries to supporting documentation. These included post close journals, those journals containing high risk key words, and unusual pairings; and | | • Assessing significant accounting estimates, including valuation of unquoted investments and investment entity subsidiaries, for any indicators of management bias. | | Laws and regulations – identifying and responding to risks of material misstatement relating to compliance with laws and regulations | | | | Laws and regulations risk assessment | | | | Identifying and responding to risks of material misstatement related to compliance with laws and regulations. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experience, and through discussion with the Directors and other management (as required by auditing standards), and from inspection of the Group’s regulatory and legal correspondence and discussed with the Directors and other management the policies and procedures regarding compliance with laws and regulations. | | As the Group is regulated and operates in a highly regulated environment, our assessment of risks involved gaining an understanding of the control environment including the entity’s procedures for complying with regulatory requirements. Our assessment included inspection of key frameworks, policies and standards in place and understanding and evaluating the role of the compliance function in establishing these and monitoring compliance. | | Risk communications | | | | We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit. | | | | Direct laws context and link to audit | | | | The potential effect of these laws and regulations on the financial statements varies considerably. Firstly, the Group is subject to laws and regulations that directly affect the financial statements including financial reporting legislation (including related companies legislation), distributable profits legislation, and taxation legislation. | | We assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 205 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | | | | | | --- | --- | --- | | | | | | Most significant indirect law/regulation areas | | | | Secondly, the Group is subject to many other laws and regulations where the consequences of non-compliance could have a material effect on amounts or disclosures in the financial statements, for instance through the imposition of fines or litigation or the loss of the Group’s license to operate in countries where the non-adherence to laws could prevent trading in such countries. We identified the following areas as those most likely to have such an effect: • Anti-bribery and corruption; • Competition legislation; • Pensions legislation; | | • Regulatory capital and liquidity; • Health and safety legislation; • Market abuse regulations; and • Certain aspects of company legislation recognising the financial and regulated nature of two of the Group’s subsidiaries and their legal form. Auditing standards limit the required audit procedures to identify non- compliance with these laws and regulations to enquiry of the Directors and other management and inspection of regulatory and legal correspondence, if any. Therefore, if a breach of operational regulations is not disclosed to us or evident from relevant correspondence, an audit will not detect that breach. | | Context of the ability of the audit to detect fraud or breaches of law or regulation | | | | Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non- compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. | | In addition, as with any audit, there remained a higher risk of non-detection of fraud, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. Our audit procedures are designed to detect material misstatement. We are not responsible for preventing non-compliance or fraud and cannot be expected to detect non- compliance with all laws and regulations. | 6. Our determination of materiality | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The scope of our audit was influenced by our application of materiality. We set quantitative thresholds and overlay qualitative considerations to help us determine the scope of our audit and the nature, timing and extent of our procedures, and in evaluating the effect of misstatements, both individually and in the aggregate, on the financial statements as a whole. | | | | | | | --- | --- | --- | --- | --- | | | | | | | | £195m (FY2024: £176m) Materiality for the group financial statements as a whole | | What we mean A quantitative reference for the purpose of planning and performing our audit. Basis for determining materiality and judgements applied Materiality for the Group financial statements as a whole was set at £195m (FY2024: £176m). Consistent with FY2024, we determined that Total Assets remains the main benchmark for the Group as the valuation of the investment portfolio remains the key financial measure. | | Our Group materiality of £195m was determined by applying a percentage to the Total Assets. When using an asset related measure to determine overall materiality, KPMG’s approach for listed public interest entities considers a guideline range 0.5% - 1% of the measure. In setting overall Group materiality, we applied a percentage of 0.75% (FY2024: 0.8%) to the benchmark. Materiality for the Parent Company financial statements as a whole was set at £194m (FY2024: £159m), determined with reference to a benchmark of Parent Company total assets, of which it represents 0.76% (FY2024: 0.75%). | | £146m (FY2024: £132m) Performance materiality | | What we mean Our procedures on individual account balances and disclosures were performed to a lower threshold, performance materiality, to reduce to an acceptable level the risk that individually immaterial misstatements in individual account balances add up to a material amount across the financial statements as a whole. Basis for determining performance materiality and judgements applied We have considered performance materiality at a level of 75% (FY2024: 75%) of materiality for 3i Group financial statements | | as a whole to be appropriate. The Parent Company performance materiality was set at £145m (FY2024: £119m), which equates to 75% (FY2024: 75%) of materiality for the Parent Company financial statements as a whole. We applied this percentage in our determination of performance materiality because we did not identify any factors indicating an elevated level of risk. | | £10m (FY2024: £9m) Audit misstatement posting threshold | | What we mean This is the amount below which identified misstatements are considered to be clearly trivial from a quantitative point of view. We may become aware of misstatements below this threshold which could alter the nature, timing, and scope of our audit procedures, for example if we identify smaller misstatements which are indicators of fraud. This is also the amount above which all misstatements identified are communicated to 3i Group plc’s Audit and Compliance Committee. | | Basis for determining the audit misstatement posting threshold and judgements applied We set our audit misstatement posting threshold at 5% (FY2024: 5%) of our materiality for the Group financial statements. We also report to the Audit and Compliance Committee any other identified misstatements that warrant reporting on qualitative grounds. | The overall materiality for the Group financial statements of £195m (FY2024: £176m) compares as follows to the main financial statement caption amounts: | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | Total Gross investment income | | Group profit for the year | | Total Group Net Assets | | | | FY2025 | FY2024 | FY2025 | FY2024 | FY2025 | FY2024 | | Financial statement Caption | £5,062m | £3,877m | £5,038m | £3,836m | £24,611m | £20,170m | | Group Materiality as % of caption | 3.9% | 4.5% | 3.9% | 4.6% | 0.8% | 0.9% | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 206 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | 7. The scope of our audit | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | Group scope | | | | What we mean How the Group audit team determined the procedures to be performed across the Group. | | | | This year, we applied the revised group auditing standard in our audit of the consolidated financial statements. The revised standard changes how an auditor approaches the identification of components, and how the audit procedures are planned and executed across components. In particular, the definition of a component has changed, shifting the focus from how the entity prepares financial information to how we, as the group auditor, plan to perform audit procedures to address group risks of material misstatement (“RMMs”). Similarly, the group auditor has an increased role in designing the audit procedures as well as making decisions on where these procedures are performed and how these procedures are executed and supervised. As a result, we assess scoping and coverage in a different way and comparison to prior period coverage figures are not meaningful. In this report we provide an indication of scope coverage on the new basis. We performed risk assessment procedures to determine which of the Group’s components are likely to include risk of material misstatement to the Group financial statements and which procedures to perform at these components to address those risks. | | We identified the group as a whole to be a single component, having considered our evaluation of the Group’s operational structure, the Group’s legal structure, the existence of common information systems, and our ability to perform audit procedures centrally. Accordingly, we performed audit procedures on the single component. We consider the scope of our audit, as communicated to the Audit and Compliance Committee, to be an appropriate basis for our audit opinion. Impact of controls on our Group audit We did not plan to rely on controls in our audit because we believe that either it is more effective to perform a predominantly substantive audit approach or the nature of the financial statement account balance is such that we would expect to obtain audit evidence primarily through substantive procedures. We identified the Group’s financial reporting system to be the main IT system relevant to our audit. We involved IT auditors to assist us in obtaining an understanding of the processes and controls within this financial reporting system. The findings identified in this process related to segregation of duties does not affect our planned audit approach. | | Group audit team oversight | | | | What we mean The extent of the Group audit team’s involvement in component audits. | | As outlined above, we identified the Group as a single component. The Group engagement team performed audit procedures over this component and, as such, no component auditors were involved. | 8. Other information in the annual report The Directors are responsible for the other information presented in the Annual Report together with the financial statements. Our opinion on the financial statements does not cover the other information and, accordingly, we do not express an audit opinion or, except as explicitly stated below, any form of assurance conclusion thereon. | | | | | --- | --- | --- | | | | | | All other information | | | | Our responsibility Our responsibility is to read the other information and, in doing so, consider whether, based on our financial statements audit work, the information therein is materially misstated or inconsistent with the financial statements or our audit knowledge. | | Our reporting Based solely on that work we have not identified material misstatements or inconsistencies in the other information. | | Strategic report and Directors’ report | | | | Our responsibility and reporting Based solely on our work on the other information described above we report to you as follows: • we have not identified material misstatements in the strategic report and the Directors’ report; • in our opinion the information given in those reports for the financial year is consistent with the financial statements; and • in our opinion those reports have been prepared in accordance with the Companies Act 2006. | | | | Directors’ remuneration report | | | | Our responsibility We are required to form an opinion as to whether the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the Companies Act 2006. | | Our reporting In our opinion the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the Companies Act 2006. | | Corporate governance disclosures | | | | Our responsibility We are required to perform procedures to identify whether there is a material inconsistency between the financial statements and our audit knowledge, and: • the Directors’ statement that they consider that the annual report and financial statements taken as a whole is fair, balanced and understandable, and provides the information necessary for shareholders to assess the Group’s position and performance, business model and strategy; | | • the section of the annual report describing the work of the Audit and Compliance Committee, including the significant issues that the Audit and Compliance Committee considered in relation to the financial statements, and how these issues were addressed; and • the section of the annual report that describes the review of the effectiveness of the Group’s risk management and internal control systems. Our reporting Based on those procedures, we have concluded that each of these disclosures is materially consistent with the financial statements and our audit knowledge. | | We are also required to review the part of the Corporate Governance Statement relating to the Group’s compliance with the provisions of the UK Corporate Governance Code specified by the Listing Rules for our review. | | Our reporting We have nothing to report in this respect. | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 207 | | | | | | | | --- | --- | | | | | | | | Audited financial statements | | | KPMG LLP’s independent auditor’s report to the members of 3i Group plc continued | | | | | | | --- | --- | --- | | | | | | Other matters on which we are required to report by exception | | | | Our responsibility Under the Companies Act 2006, we are required to report to you if, in our opinion: • adequate accounting records have not been kept by the Parent Company, or returns adequate for our audit have not been received from branches not visited by us; or • the Parent Company financial statements and the part of the Directors’ Remuneration Report to be audited are not in agreement with the accounting records and returns; or • certain disclosures of directors’ remuneration specified by law are not made; or • we have not received all the information and explanations we require for our audit. | | Our reporting We have nothing to report in these respects. | 9. Respective responsibilities | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Directors’ responsibilities As explained more fully in their statement set out on page 153, the Directors are responsible for: the preparation of the financial statements including being satisfied that they give a true and fair view; such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error; assessing the Group and Parent Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern; and using the going concern basis of accounting unless they either intend to liquidate the Group or the Parent Company or to cease operations, or have no realistic alternative but to do so. Auditor’s responsibilities Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue our opinion in an auditor’s report. Reasonable assurance is a high level of assurance, but does not guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. A fuller description of our responsibilities is provided on the FRC’s website at www.frc.org.uk/auditorsresponsibilities. The Company is required to include these financial statements in an annual financial report prepared using the single electronic reporting format specified in the TD ESEF Regulation. This auditor’s report provides no assurance over whether the annual financial report has been prepared in accordance with that format. 10. The purpose of our audit work and to whom we owe our responsibilities This report is made solely to the Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Company and the Company’s members, as a body, for our audit work, for this report, or for the opinions we have formed. Jonathan Mills (Senior Statutory Auditor) for and on behalf of KPMG LLP, Statutory Auditor Chartered Accountants 15 Canada Square Canary Wharf London E14 5GL 14 May 2025 | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 208 | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | --- | --- | --- | | | | | | | | | | What’s in this section | | | | | | | | [20 large investments](#i54651540d1854c96ac12f3d021b55395_526) | [209](#i54651540d1854c96ac12f3d021b55395_526) | | | [Portfolio valuation – an explanation](#i54651540d1854c96ac12f3d021b55395_532) | [211](#i54651540d1854c96ac12f3d021b55395_532) | | | [Information for shareholders](#i54651540d1854c96ac12f3d021b55395_535) | [212](#i54651540d1854c96ac12f3d021b55395_535) | | | [Glossary](#i54651540d1854c96ac12f3d021b55395_538) | [214](#i54651540d1854c96ac12f3d021b55395_538) | | | | | | | | | | ![](data:image/svg+xml;base64,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) | | | --- | | | | Portfolio and other information | ![](data:image/svg+xml;base64,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) | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | | | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 209 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | 20 large investments | | The 20 investments listed below account for 95% of the portfolio at 31 March 2025 (31 March 2024: 95%). One portfolio company has been | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | excluded due to commercial sensitivity. All investments have been assessed to establish whether they classify as accounting subsidiaries under IFRS and/or subsidiaries under the UK Companies Act. This assessment forms the basis of our disclosure of accounting subsidiaries in the financial statements. The UK Companies Act defines a subsidiary based on voting rights, with a greater than 50% majority of voting rights resulting in an entity being classified as a subsidiary. IFRS 10 applies a wider test and, if a Group is exposed, or has rights to variable returns from its involvement with the investee and has the ability to affect these returns through its power over the investee then it has control, and hence the investee is deemed an accounting subsidiary. Controlled subsidiaries under IFRS are noted below. None of these investments are UK Companies Act subsidiaries. In accordance with Part 5 of The Alternative Investment Fund Managers Regulations 2013 (“the Regulations”), 3i Investments plc, as AIFM, requires all controlled portfolio companies to make available to employees an annual report which meets the disclosure requirements of the Regulations. These are available either on the portfolio company’s website or through filing with the relevant local authorities. | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Residual | Residual | | | | | | | Business line | cost1 | cost1 | Valuation2 | Valuation2 | | | | | Geography | March | March | March | March | | | | Investment | First invested in | 2025 | 2024 | 2025 | 2024 | | Relevant transactions | | Description of business | Valuation basis | £m | £m | £m | £m | | in the year | | Action\* | Private Equity | 1,877 | 1,108 | 17,831 | 14,158 | | £1,164 million of capital | | General merchandise discount retailer | Netherlands | | | | | | restructuring proceeds, | | | 2011 | | | | | | £433 million cash | | | Earnings | | | | | | dividends received and | | | | | | | | reinvestment of £768 million | | Royal Sanders\* | Private Equity | 204 | 165 | 865 | 580 | | Acquisition of Karium in | | Private label and contract manufacturing producer of personal care products | Netherlands | | | | | | June 2024 and Treaclemoon | | 2018 | | | | | | in February 2025. | | Earnings | | | | | | £39m further investment | | 3i Infrastructure plc\* | Infrastructure | 305 | 305 | 856 | 879 | | £33 million dividend | | Quoted investment company, investing in infrastructure | UK | | | | | | received | | 2007 | | | | | | | | Quoted | | | | | | | | Cirtec Medical\* | Private Equity | 172 | 172 | 614 | 586 | | | | Outsourced medical device manufacturing | US | | | | | | | | 2017 | | | | | | | | Earnings | | | | | | | | Scandlines | Scandlines | 531 | 530 | 529 | 519 | | £22 million dividend | | Ferry operator between Denmark and Germany | Denmark/ Germany | | | | | | received | | 2018 | | | | | | | | DCF | | | | | | | | AES | Private Equity | 30 | 30 | 419 | 403 | | £4 million dividend received. | | Manufacturer of mechanical seals and provider of reliability services | UK | | | | | | Acquired Condition | | 1996 | | | | | | Monitoring Services in | | Earnings | | | | | | August 2024 and PSS | | | | | | | | | Marine Seal in October 2024 | | Tato | Private Equity | 2 | 2 | 382 | 335 | | £13 million dividend | | Manufacturer and seller of specialty chemicals | UK | | | | | | received | | 1989 | | | | | | | | | Earnings | | | | | | | | Evernex\* | Private Equity | 332 | 316 | 350 | 331 | | Acquired Ultra Support | | Provider of third-party maintenance services for data centre infrastructure | France | | | | | | in November 2024 | | 2019 | | | | | | | | Earnings | | | | | | | | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 210 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | 20 large investments continued | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | | Residual | Residual | | | | | | | Business line | cost1 | cost1 | Valuation2 | Valuation2 | | | | | Geography | March | March | March | March | | | | Investment | First invested in | 2025 | 2024 | 2025 | 2024 | | Relevant transactions | | Description of business | Valuation basis | £m | £m | £m | £m | | in the year | | SaniSure\* | Private Equity | 76 | 76 | 324 | 334 | | | | Manufacturer, distributor and integrator of single-use bioprocessing systems and components | US | | | | | | | | 2019 | | | | | | | | Earnings | | | | | | | | Smarte Carte\* | Infrastructure | 196 | 194 | 308 | 306 | | £6 million interest income | | Provider of self-serve vended luggage carts, electronic lockers and concession carts | US | | | | | | received | | 2017 | | | | | | | | DCF | | | | | | | | European Bakery Group\* | Private Equity | 63 | 84 | 278 | 267 | | Return of funding of | | Industrial bakery group specialised in bake-off bread and snack products | Netherlands | | | | | | £22 million | | 2021 | | | | | | | | Earnings | | | | | | | | Audley Travel\* | Private Equity | 338 | 303 | 276 | 192 | | | | Provider of experiential tailor-made travel | UK | | | | | | | | 2015 | | | | | | | | | Earnings | | | | | | | | ten23 health\* | Private Equity | 183 | 129 | 250 | 192 | | £54 million further | | Biologics focused CDMO | Switzerland | | | | | | investment | | 2021 | | | | | | | | Other | | | | | | | | Luqom\* | Private Equity | 273 | 262 | 218 | 222 | | | | Online lighting specialist retailer | Germany | | | | | | | | 2017 | | | | | | | | Earnings | | | | | | | | Q Holding\* | Private Equity | 162 | 162 | 172 | 150 | | | | Manufacturer of catheter products serving the medical device market | US | | | | | | | | 2014 | | | | | | | | | Earnings | | | | | | | | xSuite\* | Private Equity | 98 | 93 | 122 | 98 | | £5 million invested to | | Accounts payable process automation specialist focused on the SAP ecosystem | Germany | | | | | | support the acquisition | | 2022 | | | | | | of tangro in June 2024 | | Earnings | | | | | | | | BoConcept\* | Private Equity | 131 | 121 | 121 | 133 | | | | Urban living designer | Denmark | | | | | | | | 2016 | | | | | | | | Earnings | | | | | | | | WaterWipes\* | Private Equity | 121 | – | 117 | – | | Acquired in January 2025 | | Global, premium, natural wet wipe brand | Ireland | | | | | | | | 2025 | | | | | | | | Price of recent investment | | | | | | | | MAIT\* | Private Equity | 53 | 53 | 110 | 100 | | Acquired CAD ‘N ORG and | | IT services provider of PLM & ERP software applications and IT infrastructure solutions for larger SME clients in the DACH region | Germany | | | | | | ISAP in April 2024, and TFH | | 2021 | | | | | | Technical Services in | | Earnings | | | | | | November 2024 | | | | | | | | | | Dynatect\* | Private Equity | 65 | 65 | 108 | 130 | | | | Manufacturer of engineered, mission critical protective equipment | US | | | | | | | | 2014 | | | | | | | | Earnings | | | | | | | | | | 5,212 | 4,170 | 24,250 | 19,915 | | | | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | \*Controlled in accordance with IFRS. 1 Residual cost includes cash investment and interest, net of cost disposed. 2 Valuation represents our unrealised value at the relevant date and does not include any realised proceeds and dividends received under our ownership. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 211 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | Portfolio valuation – an explanation | | Policy | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | The valuation policy is the responsibility of the Board, with additional oversight and annual review from the Valuations Committee. The policy is reviewed at least annually, with the last update in January 2025 . Our policy is to value 3i’s investment portfolio at fair value and we achieve this by valuing investments on an appropriate basis, applying a consistent approach across the portfolio. The policy ensures that the portfolio valuation is compliant with the fair value guidelines under IFRS and, in so doing, is also compliant with the IPEV guidelines. The policy covers the Group’s Private Equity, Infrastructure and Scandlines investment valuations. Valuations of the investment portfolio of the Group and its subsidiaries are performed at each quarter end. Fair value is the underlying principle and is defined as “the price that would be received to sell an asset in an orderly transaction between market participants at the measurement date” (IPEV guidelines, December 2022). Fair value is an estimate and, as such, determining fair value requires the use of judgement. The quoted assets in our portfolio are valued at their closing bid price at the balance sheet date. The majority of the portfolio, however, is represented by unquoted investments. Private Equity unquoted valuation To arrive at the fair value of the Group’s unquoted Private Equity investments, we first estimate the entire value of the company we have invested in – the enterprise value. We then apportion that enterprise value between 3i, other shareholders and lenders. Determining enterprise value The enterprise value is determined using one of a selection of methodologies depending on the nature, facts and circumstances of the investment. Where possible, we use methodologies which draw heavily on observable market prices, whether listed equity markets or reported merger and acquisition transactions, and trading updates from our portfolio. As unquoted investments are not traded on an active market, the Group adjusts the estimated enterprise value by a liquidity discount. The liquidity discount is applied to the total enterprise value and we apply a higher discount rate for investments where there are material restrictions on our ability to sell at a time of our choosing. Note 13 Fair values of assets and liabilities outlines in more detail the range of valuation methodologies available to us, as well as the inputs and adjustments necessary for each. The fair value of each investment has been assessed on a case-by-case basis considering historical, current and forward looking data. Where forward-looking data forms the base of a valuation, the accuracy, reliability and maintainability of these forecasts has been considered. Apportioning the enterprise value between 3i, other shareholders and lenders Once we have estimated the enterprise value, the following steps are taken: (1) We subtract the value of any claims, net of free cash balances that are more senior to the most senior of our investments. (2) The resulting attributable enterprise value is apportioned to the Group’s investment, and equal ranking investments by other parties, according to contractual terms and conditions, to arrive at a fair value of the entirety of the investment. The value is then distributed amongst the different loan, equity and other financial instruments accordingly. (3) If the value attributed to a specific shareholder loan investment in a company is less than its carrying value, a shortfall is implied, which is recognised in our valuation. In exceptional cases, we may judge that the shortfall is temporary; to recognise the shortfall in such a scenario would lead to unrepresentative volatility and hence we may choose not to recognise the shortfall. Other factors In applying this framework, there are additional considerations that are factored into the valuation of some assets. Impacts from structuring Structural rights are instruments convertible into equity or cash at specific points in time or linked to specific events. For example, where a majority shareholder chooses to sell, and we have a minority interest, we may have the right to a minimum return on our investment. Debt instruments, in particular, may have structural rights. In the valuation, it is assumed third parties, such as lenders or holders of convertible instruments, fully exercise any structural rights they might have if they are “in the money”, and that the value to the Group may therefore be reduced by such rights held by third parties. The Group’s own structural rights are valued on the basis they are exercisable on the reporting date. Infrastructure unquoted valuation The primary valuation methodology used for unquoted Infrastructure investments is the DCF method. Fair value is estimated by deriving the present value of the investment using reasonable assumptions of expected future cash flows and the terminal value and date, and the appropriate risk-adjusted discount rate that quantifies the risk inherent to the investment. The discount rate is estimated with reference to the market risk-free rate, a risk-adjusted premium and information specific to the investment or market sector. Scandlines unquoted valuation Scandlines is valued on a DCF basis. This is consistent with the Infrastructure methodology. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 212 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | Information for shareholders | | Financial calendar | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | --- | --- | | | | | Ex-dividend date | Thursday 19 June 2025 | | Record date | Friday 20 June 2025 | | Annual General Meeting | Thursday 26 June 2025 | | Second FY2025 dividend to be paid | Friday 25 July 2025 | | Half-year results (available online only) | November 2025 | | First FY2026 dividend expected to be paid | January 2026 | Information on ordinary shares Shareholder profile: Location of investors at 31 March 2025 | | | | --- | --- | | | | | UK | 45% | | North America | 39% | | Continental Europe | 13% | | Other international | 3% | Share price | | | | --- | --- | | | | | Share price at 31 March 2025 | 3,616 | | High during the year 18 February 2025 | 4,134 | | Low during the year 9 April 2024 | 2,777 | Dividends paid in the year to 31 March 2025 | | | | --- | --- | | | | | Second FY2024 dividend, paid 26 July 2024 | 34.5p | | First FY2025 dividend, paid 10 January 2025 | 30.5p | Balance analysis summary | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | | | | | | | Number of holdings | | | Balance as at 31 March 2025 | | | | | Range | Individuals | Corporate bodies | Number of shares | % shares | Total holdings | Individual shares | Corporate shares | | 1–1,000 | 8,617 | 189 | 3,672,508 | 0.38 | 8,806 | 3,598,823 | 73,685 | | 1,001–10,000 | 3,571 | 457 | 9,703,307 | 1.00 | 4,028 | 7,723,137 | 1,980,170 | | 10,001–100,000 | 84 | 547 | 22,881,160 | 2.35 | 631 | 1,924,226 | 20,956,934 | | 100,001–1,000,000 | 4 | 413 | 146,326,100 | 15.03 | 417 | 536,418 | 145,789,682 | | 1,000,001–10,000,000 | – | 119 | 331,873,671 | 34.09 | 119 | – | 331,873,671 | | 10,000,001–highest | – | 14 | 458,942,232 | 47.15 | 14 | – | 458,942,232 | | Total | 12,276 | 1,739 | 973,398,978 | 100.00 | 14,015 | 13,782,604 | 959,616,374 | The table above provides details of the number of shareholdings within each of the bands stated in the register of members at 31 March 2025 . It should be noted that because many individuals and institutions hold shares through nominees (such as brokers, investment managers or investment platforms) the actual number of beneficial owners of shares will be greater than the numbers of holdings in the above table. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 213 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | Information for shareholders continued | | The Common Reporting Standard | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | Tax legislation under the Organisation for Economic Co-operation and Development (“OECD”) Common Reporting Standard for Automatic Exchange of Financial Account Information requires investment trust companies to provide information about certain shareholders in the company to HMRC. As an investment trust company, 3i Group plc is required to provide information annually to HMRC on certain certificated shareholders and corporate entities. This information includes country of tax residency as well as details of shares held and dividends received. HMRC may in turn exchange such information with the tax authorities of another country or countries in which the shareholder may be tax resident, where those countries (or tax authorities in those countries) have entered into agreements with the UK to exchange financial account information. Certain shareholders have been and will in future be sent a self- certification form for the purposes of collecting required information. Boiler room and other scams Shareholders should be wary of any unsolicited investment advice, offers to buy shares at a discounted price or offers to buy 3i shareholdings. These fraudsters use persuasive and high-pressure tactics to lure shareholders into scams. We have become aware of what appears to be an increase in calls to current and former 3i shareholders. The Financial Conduct Authority (“FCA”) has found that victims of share fraud are often seasoned investors with victims losing an average of £20,000. Please keep in mind that firms authorised by the FCA are unlikely to contact you unexpectedly with an offer to buy or sell shares. You should consider getting independent financial or professional advice before you hand over any money or even share any information with them. If you receive any unsolicited approaches or investment advice, you should proceed with caution. Steps that you might wish to take could include the following: • always ensure the firm is on the FCA Register and is allowed to give financial advice before handing over your money. You can check at www.fca.org.uk/register; • double-check the caller is from the firm they say they are – ask for their name and telephone number and say you will call them back. Check their identity by calling the firm using the contact number listed on the FCA Register. This is important as there have been instances where an authorised firm’s website has been cloned but with a few subtle changes, such as a different phone number or false email address; • check the FCA’s list of known unauthorised overseas firms. However, these firms change their name regularly, so even if a firm is not listed it does not mean they are legitimate. Always check that they are listed on the FCA Register; and • if you have any doubts, call the FCA Consumer Helpline on 0800 111 6768. If you deal with an unauthorised firm, you will not be eligible to receive payment under the Financial Services Compensation Scheme. Annual reports and Half-yearly reports online If you would prefer to receive shareholder communications electronically in future, including annual reports and notices of meetings, please visit our Registrars’ website at www.shareview.co.uk/clients/3isignup and follow the instructions there to register. The 2025 Half-yearly report will be available online only. Please register to ensure you are notified when it becomes available at www.3i.com/investor-relations/financial-news. More general information on electronic communications is available on our website at www.3i.com/investor-relations/ shareholder-centre/. Investor relations enquiries For all investor relations enquiries about 3i Group plc, including requests for further copies of the Annual report and accounts, please contact: Investor relations 3i Group plc 1 Knightsbridge London, SW1X 7LX Telephone +44 (0)20 7975 3131 email IRTeam@3i.com or visit the Investor relations section of our website at www.3i.com/ investor-relations, for full up-to-date investor relations information, including the latest share price, results presentations and financial news. Registrars For shareholder administration enquiries, including changes of address please contact: Equiniti Aspect House Spencer Road Lancing West Sussex, BN99 6DA Telephone 0371 384 2031 Lines are open from 8.30am to 17.30pm (UK time), Monday to Friday (excluding public holidays in England and Wales). | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 214 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | Glossary | | Alternative Investment Funds (“AIFs”) At 31 March 2025, | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3i Investments plc as AIFM, managed seven AIFs. These were 3i Group plc, 3i Growth Capital B LP, 3i Growth Capital C LP, 3i Europartners Va LP, 3i Europartners Vb LP, 3i Managed Infrastructure Acquisitions LP and 3i Infrastructure plc. Alternative Investment Fund Manager (“AIFM”) is the regulated manager of AIFs. Within 3i, these are 3i Investments plc and 3i Investments (Luxembourg) SA. Approved Investment Trust Company This is a particular UK tax status maintained by 3i Group plc, the parent company of 3i Group. An approved Investment Trust company is a UK company which meets certain conditions set out in the UK tax rules which include a requirement for the company to undertake portfolio investment activity that aims to spread investment risk and for the company’s shares to be listed on an approved exchange. The “approved” status for an investment trust must be agreed by the UK tax authorities and its benefit is that certain profits of the company, principally its capital profits, are not taxable in the UK. Assets under management (“AUM”) A measure of the total assets that 3i has to invest or manages on behalf of shareholders and third-party investors for which it receives a fee. AUM is measured at fair value. In the absence of a third-party fund in Private Equity, it is not a measure of fee generating capability. B2B Business-to-business. Board The Board of Directors of the Company. CAGR is the compound annual growth rate. Capital redemption reserve is established in respect of the redemption of the Company’s ordinary shares. Capital reserve recognises all profits and losses that are capital in nature or have been allocated to capital. Following changes to the Companies Act, the Company amended its Articles of Association at the 2012 Annual General Meeting to allow these profits to be distributable by way of a dividend. Carried interest payable is accrued on the realised and unrealised profits generated taking relevant performance hurdles into consideration, assuming all investments were realised at the prevailing book value. Carried interest is only actually paid when the relevant performance hurdles are met and the accrual is discounted to reflect expected payment periods. Carried interest receivable The Group earns a share of profits from funds which it manages on behalf of third parties. These profits are earned when the funds meet certain performance conditions and are paid by the fund once these conditions have been met on a cash basis. The carried interest receivable may be subject to clawback provisions if the performance of the fund deteriorates following carried interest being paid. CDMO stands for a contract development and manufacturing organisation. Company 3i Group plc. DACH The region covering Austria, Germany and Switzerland. DCF Discounted cash flow. Discounting The reduction in present value at a given date of a future cash transaction at an assumed rate, using a discount factor reflecting the time value of money. EBITDA is defined as earnings before interest, taxation, depreciation and amortisation and is used as the typical measure of portfolio company performance. EBITDA multiple Calculated as the enterprise value over EBITDA, it is used to determine the value of a company. Executive Committee The Executive Committee is responsible for the day-to-day running of the Group (see page [104](#i54651540d1854c96ac12f3d021b55395_295)). Fair value movements on investment entity subsidiaries The movement in the carrying value of Group subsidiaries, classified as investment entities under IFRS 10, between the start and end of the accounting period converted into sterling using the exchange rates at the date of the movement. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 215 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | Glossary continued | | Fair value through profit or loss (“FVTPL”) is an IFRS measurement | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | basis permitted for assets and liabilities which meet certain criteria. Gains and losses on assets and liabilities measured as FVTPL are recognised directly in the Statement of comprehensive income. Fee income (or Fees receivable) is earned for providing services to 3i’s portfolio companies and predominantly falls into one of two categories. Negotiation and other transaction fees are earned for providing transaction related services. Monitoring and other ongoing service fees are earned for providing a range of services over a period of time. Fees receivable from external funds are earned for providing management and advisory services to a variety of fund partnerships and other entities. Fees are typically calculated as a percentage of the cost or value of the assets managed during the year and are paid quarterly, based on the assets under management to date. Foreign exchange on investments arises on investments made in currencies that are different from the functional currency of the Company. Investments are translated at the exchange rate ruling at the date of the transaction. At each subsequent reporting date investments are translated to sterling at the exchange rate ruling at that date. Gross investment return (“GIR”) includes profit and loss on realisations, increases and decreases in the value of the investments we hold at the end of a period, any income received from the investments such as interest, dividends and fee income, movements in the fair value of derivatives and foreign exchange movements. GIR is measured as a percentage of the opening portfolio value. Interest income from investment portfolio is recognised as it accrues. When the fair value of an investment is assessed to be below the principal value of a loan, the Group recognises a provision against any interest accrued from the date of the assessment going forward until the investment is assessed to have recovered in value. International Financial Reporting Standards (“IFRS”) are accounting standards issued by the International Accounting Standards Board (“IASB”). The Group’s consolidated financial statements are prepared in accordance with UK adopted international accounting standards. Investment basis Accounts prepared assuming that IFRS 10 had not been introduced. Under this basis, we fair value portfolio companies at the level we believe provides useful comprehensive financial information. The commentary in the Strategic report refers to this basis as we believe it provides a more understandable view of our performance. IRR Internal Rate of Return. Key Performance Indicator (“KPI”) is a measure by reference to which the development, performance or position of the Group can be measured effectively. Like-for-like compare financial results in one period with those for the previous period. Liquidity includes cash and cash equivalents (as per the Investment basis Consolidated cash flow statement) and undrawn RCF. Money multiple is calculated as the cumulative distributions plus any residual value divided by paid-in capital. Net asset value (“NAV”) is a measure of the fair value of our proprietary investments and the net costs of operating the business. Operating cash profit is the difference between our cash income (consisting of portfolio interest received, portfolio dividends received, portfolio fees received and fees received from external funds as per the Investment basis Consolidated cash flow statement) and our operating expenses and lease payments (as per the Investment basis Consolidated cash flow statement). Operating profit includes gross investment return, management fee income generated from managing external funds, the costs of running our business, net interest payable, exchange movements, other income, carried interest and tax. Organic growth is the growth a company achieves by increasing output and enhancing sales internally. | | | | --- | --- | | | | | 3i Group plc | Annual report and accounts 2025 | 216 | | | | | | | | --- | --- | | | | | | | | Portfolio and other information | | | Glossary continued | | Performance fee receivable The Group earns a performance fee | | | | --- | --- | | | | | | | | | | | | | | | | | | | | | | | | | | | | from the investment management services it provides to 3i Infrastructure plc (“3iN”) when 3iN’s total return for the year exceeds a specified threshold. This fee is calculated on an annual basis and paid in cash early in the next financial year. Portfolio effect is the level of risk based on the diversity of the investment portfolio. Portfolio income is that which is directly related to the return from individual investments. It is comprised of dividend income, income from loans and receivables and fee income. Proprietary Capital is shareholders’ capital which is available to invest to generate profits. Public Private Partnership (“PPP”) is a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies. Realised profits or losses over value on the disposal of investments is the difference between the fair value of the consideration received, less any directly attributable costs, on the sale of equity and the repayment of loans and receivables and its carrying value at the start of the accounting period, converted into sterling using the exchange rates at the date of disposal. Revenue reserve recognises all profits and losses that are revenue in nature or have been allocated to revenue. Revolving Credit Facility (“RCF”) The Group has access to a credit line which allows us to access funds when required to improve our liquidity. Run-rate is a financial performance metric, which captures the future predicted growth of a portfolio company’s financial performance. Segmental reporting Operating segments are reported in a manner consistent with the internal reporting provided to the Chief Executive who is considered to be the Group’s chief operating decision maker. All transactions between business segments are conducted on an arm’s length basis, with intrasegment revenue and costs being eliminated on consolidation. Income and expenses directly associated with each segment are included in determining business segment performance. Share-based payment reserve is a reserve to recognise those amounts in retained earnings in respect of share-based payments. SORP means the Statement of Recommended Practice: Financial Statements of Investment Trust Companies and Venture Capital Trusts. Syndication is the sale of part of our investment in a portfolio company to a third party, usually within 12 months of our initial investment and for the purposes of facilitating investment by a co- investor or portfolio company management in line with our original investment plan. A syndication is treated as a negative investment rather than a realisation. Total return comprises operating profit less tax charge less movement in actuarial valuation of the historic defined benefit pension scheme. Total Shareholder Return (“TSR”) is the measure of the overall return to shareholders and includes the movement in the share price and any dividends paid, assuming that all dividends are reinvested on their ex‑dividend date. Translation reserve comprises all exchange differences arising from the translation of the financial statements of international operations. Unrealised profits or losses on the revaluation of investments is the movement in the carrying value of investments between the start and end of the accounting period converted into sterling using the exchange rates at the date of the movement. 3i Group plc Registered office: 1 Knightsbridge, London, SW1X 7LX, UK Registered in England No. 1142830 An investment company as defined by section 833 of the Companies Act 2006 This report was printed by Pureprint Group using their environmental print technology which minimises the negative environmental impacts of the printing process. Vegetable-based inks were used throughout and 99% of the dry waste and 95% of the cleaning solvents associated with this production were recycled. This report is printed on Revive 100, made from 100% FSC® Recycled certified fibre sourced from de-inked post-consumer waste. The printer and the manufacturing mill are both credited with ISO 14001 Environmental Management Systems Standard and both are FSC® certified. The mill also holds EMAS, the EU Eco-label. Revive 100 is a Carbon balanced paper which means that the carbon emissions associated with its manufacture have been measured and offset using the World Land Trust’s Carbon Balanced scheme. FSC® – Forest Stewardship Council® This ensures that there is an audited chain of custody from the tree in the well-managed forest through to the finished document in the printing factory. ISO 14001 A pattern of control for an environmental management system against which an organisation can be accredited by a third party. ![FSC_3i_Group 3i-Ink.svg](data:image/svg+xml;base64,
<svg xmlns="http://www.w3.org/2000/svg"> 
	<image preserveAspectRatio="none" width="100%" height="100%" href="data:image/svg+xml;base64,<?xml version="1.0" encoding="UTF-8"?>
<svg id="Layer_1" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 1022.05285 423.56558">
  <defs>
    <style>
      .cls-1 {
        stroke-miterlimit: 10;
      }

      .cls-1, .cls-2, .cls-3, .cls-4, .cls-5 {
        stroke: #002b5c;
      }

      .cls-1, .cls-3, .cls-4, .cls-5, .cls-6 {
        fill: #002b5c;
      }

      .cls-2 {
        fill: none;
        stroke-width: 6.86587px;
      }

      .cls-3 {
        stroke-width: 3.01107px;
      }

      .cls-7 {
        fill: #fff;
      }

      .cls-4 {
        stroke-width: 1.50553px;
      }

      .cls-5 {
        stroke-width: 1.75646px;
      }
    </style>
  </defs>
  <path class="cls-2" d="M37.79193,3.43293h946.465c18.98102,0,34.36298,15.35538,34.36298,34.29688v348.10995c0,18.9375-15.38196,34.29288-34.36298,34.29288H37.79193c-18.976,0-34.359-15.35538-34.359-34.29288V37.72981C3.43293,18.78831,18.81593,3.43293,37.79193,3.43293Z"/>
  <path class="cls-7" d="M302.58094,64.17884h3.51599c1.61301,0,2.73401-.23355,3.36301-.70267.629-.46509.94598-1.13278.94598-1.99612,0-.8324-.30099-1.48416-.90298-1.94925-.59702-.46909-1.80801-.70364-3.625-.70364h-3.297v5.35168ZM314.69093,74.20253h-3.51599c-2.211-4.01926-3.65601-6.28488-4.328-6.8009-.67599-.51102-1.52701-.76553-2.55099-.76553h-1.715v7.56644h-2.879v-17.78873h6.17599c1.84799,0,3.26599.13275,4.26199.39426,1,.26547,1.80499.8204,2.418,1.66779.617.84836.92599,1.7616.92599,2.74271,0,1.21466-.44199,2.31653-1.32098,3.31262-.879.99207-2.14001,1.54999-3.78101,1.66779v.08582c1.07001.24954,2.457,1.73465,4.15601,4.45343l2.15298,3.46432ZM306.95594,78.87452c3.793,0,7.047-1.35141,9.758-4.0582,2.711-2.7038,4.07001-5.96548,4.086-9.78214,0-3.80066-1.35501-7.04642-4.06601-9.73822-2.711-2.69083-5.96899-4.04221-9.77798-4.05817-3.81201,0-7.06201,1.34338-9.75702,4.03522-2.69598,2.6918-4.05099,5.94553-4.06699,9.76117,0,3.80167,1.34799,7.05539,4.043,9.76218,2.69501,2.70279,5.957,4.06616,9.78101,4.07816ZM306.99894,48.49608c4.52798,0,8.418,1.61688,11.668,4.84766,3.254,3.22977,4.879,7.12827,4.879,11.69046,0,4.54724-1.617,8.44571-4.85501,11.69147-3.23898,3.24673-7.13699,4.87161-11.69199,4.87161-4.57001,0-8.48401-1.61688-11.73401-4.84766-3.254-3.23477-4.879-7.13724-4.879-11.71542,0-4.54623,1.625-8.43674,4.879-11.66751,3.25-3.23477,7.164-4.85565,11.73401-4.87061Z"/>
  <path class="cls-5" d="M302.58094,64.17881h3.51599c1.61301,0,2.73401-.23355,3.36301-.70264.629-.46509.94598-1.13281.94598-1.99615,0-.8324-.30099-1.48413-.90298-1.94922-.59702-.46912-1.80801-.70367-3.625-.70367h-3.297v5.35168ZM314.69093,74.2025h-3.51599c-2.211-4.01926-3.65601-6.28488-4.328-6.80087-.67599-.51102-1.52701-.76553-2.55099-.76553h-1.715v7.56641h-2.879v-17.7887h6.17599c1.84799,0,3.26599.13275,4.26199.39423,1,.2655,1.80499.82043,2.418,1.66779.617.84839.92599,1.7616.92599,2.74274,0,1.21463-.44199,2.31653-1.32098,3.31259-.879.9921-2.14001,1.55002-3.78101,1.66779v.08585c1.07001.24951,2.457,1.73465,4.15601,4.4534l2.15298,3.46432ZM306.95594,78.87449c3.793,0,7.047-1.35138,9.758-4.05817,2.711-2.7038,4.07001-5.96552,4.086-9.78217,0-3.80066-1.35501-7.04639-4.06601-9.73822-2.711-2.6908-5.96899-4.04221-9.77798-4.05817-3.81201,0-7.06201,1.34341-9.75702,4.03522-2.69598,2.6918-4.05099,5.94556-4.06699,9.76117,0,3.8017,1.34799,7.05542,4.043,9.76221,2.69501,2.70279,5.957,4.06616,9.78101,4.07812ZM306.99894,48.49608c4.52798,0,8.418,1.61685,11.668,4.84763,3.254,3.22977,4.879,7.12827,4.879,11.69046,0,4.54724-1.617,8.44574-4.85501,11.69147-3.23898,3.24677-7.13699,4.87161-11.69199,4.87161-4.57001,0-8.48401-1.61688-11.73401-4.84766-3.254-3.23477-4.879-7.13724-4.879-11.71542,0-4.5462,1.625-8.43671,4.879-11.66748,3.25-3.23477,7.164-4.85565,11.73401-4.87061Z"/>
  <path class="cls-6" d="M211.36993,47.55372c-66.769,0-90.355,103.59799-112.324,186.91798-7.92599-8.015-32.355-32.32799-32.38699-32.29599-4.917-4.86-10.558-3.293-14.019.08899-3.465,3.481-3.973,9.91101,0,13.80901.195.164,33.109,32.93401,44.5,44.27299,3.133,3.05501,7.672,4.84801,12.187,2.192,4.71899-2.86,5.37199-7.996,5.485-7.996,38.984-174.40601,73.84-187.39899,96.45699-187.39899,19.03101,0,40.957,14.03198,40.957,42.10999,28.39001,0,46.172,37.18701,23.31601,60.10901,18.94998,9.13699,27.383,20.39099,27.383,34.61299,0,14.25-11.961,28.785-29.383,28.746-17.285,0-26.078-11.082-39.56201-11.11299-6.10599,0-9.82399,4.918-9.82399,9.76599v35.21901h-25.442v-35.075c-.043-5.50401-4.11301-9.828-9.15601-9.828-.09399,0-2.18399.05099-2.133.11299l-34.07001,4.231c-4.125.586-7.90599,5.03101-7.90599,9.66,0,5.40199,4.40999,9.856,10.45999,9.797.754,0,1.78601,0,1.692-.09399-.05099,0,21.578-2.75801,21.578-2.75801v34.75401c0,4.42599,4.98801,8.70699,9.47301,8.715h45.265c5.278,0,9.836-4.52301,9.836-9.867v-31.731c9.47299,5.78601,22.63699,8.01601,29.41,8.01601,25.379,0,49.625-19.93001,49.51199-49.129-.10101-26.52301-20.39099-39.73401-20.39099-39.73401,11.918-31.69199-7.33902-62.26999-32.328-70.77701-9.01901-32.68799-36.97601-45.33298-58.58601-45.33298Z"/>
  <path class="cls-6" d="M182.85893,324.87871c0,8.199,9.175,13.129,24.246,20.289,11.96901,5.597,18.85501,11.515,18.85501,16.246,0,7.699-8.30101,10.426-16.06201,10.426-12.01999,0-19.12099-4.778-23.039-15.496l-.33199-.92599h-.96901c-2.133,0-3.813.09-4.75,1.27299-.82401,1.07-.59799,2.5-.22701,3.903-.03099-.032,2.63701,11.007,2.63701,11.007.703,2.696,1.672,3.129,5.961,3.961,1.875.328,11.586,2.016,19.813,2.016,22.957,0,33.222-9.309,33.222-18.539,0-6.719-6.668-13.16-21.058-20.309l-6.55901-3.14799c-9.84399-4.68401-15.77-7.481-15.77-12.41,0-4.774,6.145-8.118,14.97701-8.118,11.47301,0,14.55499,6.411,15.957,11.99699l.258,1.05801h1.10501c2.547,0,4.16399-.203,5.10199-1.25401.56601-.578.76201-1.379.66-2.336l-.918-9.539c-.246-3.043-2.586-3.49599-5.82401-4.136-3.856-.7-8.47299-1.52-15.453-1.52-19.92599,0-31.832,5.82-31.832,15.555Z"/>
  <path class="cls-6" d="M248.96794,344.18271c0,16.575,14.422,33.387,41.996,33.387,13.918,0,21.754-3.172,27.586-6.266l1.59-.855-2.578-2.82.14401.144c-.59702-.875-1.10101-1.019-2.01901-1.019l-1.35199.453c-2.09302.98-8.47202,3.93-20.06201,3.93-14.254,0-29.625-9.29-29.625-29.743,0-19.457,16.66-26.351,30.875-26.351,10.246,0,15.68701,3.652,16.67902,11.195l.14499,1.246h1.27701c1.207,0,4.453,0,4.453-2.41801v-11.35899c0-2.77-3.207-3.192-4.56601-3.375l-1.332-.176c-3.27701-.453-6.422-.844-14.73801-.844-28.082.012-48.47299,14.66-48.47299,34.871Z"/>
  <path class="cls-6" d="M144.98393,310.12471l-24.83199.215-16.578-.286-2.516-.062c-1.473,0-2.527,1.07-2.527,2.594,0,.707,0,2.922,2.734,2.922,10.008,0,10.371.832,10.484,4.648l.071,2.418.156,10.207v21.996c0,3.656-.125,9.445-.363,14.129-.059,1.336-.145,2.613-8.989,2.613-2.465,0-3.957.492-3.957,2.934,0,.719,0,2.601,2.391,2.601l.566-.019c1.043-.051,3.856-.176,17.68-.176,14.72301,0,17.69901.145,18.67999.176l.54701.019c1.92499,0,3.60899-.214,3.60899-2.601,0-2.727-2.258-2.934-5.992-2.934-8.88699,0-8.93799-1.277-9-2.593-.215-4.301-.39099-10.102-.39099-14.149v-7.91h7.422c11.40199,0,12.69099.297,14.32001,9.074.44199,1.903,1.96899,2.14101,3.24599,2.14101,2.68001,0,2.981-1.46101,2.981-2.121l-.21899-3.262c-.183-1.883-.379-4.238-.379-7.426v-13.46899c0-2.039-2.42201-2.039-3.73401-2.039-2.15199,0-2.65599,1.379-4.028,7.75-.60899,2.42599-5.308,3.82899-12.89799,3.82899h-6.711v-19.797c0-5.391.961-5.422,2.145-5.473,4.351-.187,14.92499-.566,18.09299-.566,3.00801,0,5.78201.687,7.57501,1.871,5.629,3.5,8.52699,5.875,10.27699,7.297,1.703,1.375,2.66,2.179,4.07401,2.179.793,0,3.207,0,3.207-2.07,0-.504-.207-.977-.992-2.684-.918-2.027-2.48399-5.382-4.43401-10.504-.543-1.617-2.429-1.617-5.914-1.617l-15.804.145Z"/>
  <path class="cls-1" d="M479.78092,72.62056h15.67102c3.168,0,5.664-.26147,7.5-.78946,1.832-.52701,3.31299-1.57797,4.44598-3.15591,1.129-1.58197,1.68301-3.32361,1.65601-5.22595,0-2.50815-.918-4.64102-2.75-6.39465-1.832-1.75461-4.85901-2.63293-9.078-2.63293h-17.44501v18.19891ZM521.14793,103.49205h-9.19202c-5.49997-8.67227-8.91797-14-10.24997-15.98117-1.328-1.98019-2.72202-3.67194-4.17902-5.07422-1.457-1.40631-2.84-2.30856-4.14499-2.70679-1.30499-.40222-3.02701-.58987-5.16-.56592h-8.44101v24.32809h-7.30899v-55.12573h24.44901c3.34399,0,6.14499.21561,8.40298.64078,2.26102.42618,4.246,1.31647,5.95303,2.67184,1.70697,1.35141,3.01495,3.08206,3.91797,5.18799.90601,2.10495,1.37103,4.30072,1.39398,6.58231,0,4.16-1.31995,7.50754-3.95697,10.03867-2.63699,2.53113-6.48001,4.13702-11.52701,4.81271v.14771c3.69101,1.62888,7.16,4.97742,10.39798,10.04367l9.64502,15.00006Z"/>
  <path class="cls-3" d="M479.78092,72.62056h15.67102c3.168,0,5.664-.26151,7.5-.78949,1.832-.52698,3.31299-1.57794,4.44598-3.15591,1.129-1.58194,1.68301-3.32358,1.65601-5.22592,0-2.50815-.918-4.64105-2.75-6.39468-1.832-1.75461-4.85901-2.6329-9.078-2.6329h-17.44501v18.19891ZM521.14793,103.49205h-9.19202c-5.49997-8.6723-8.91797-14-10.24997-15.9812-1.328-1.98019-2.72202-3.67194-4.17902-5.07422-1.457-1.40628-2.84-2.30853-4.14499-2.70679-1.30499-.40222-3.02701-.58984-5.16-.56592h-8.44101v24.32812h-7.30899v-55.12573h24.44901c3.34399,0,6.14499.21558,8.40298.64075,2.26102.42618,4.246,1.31647,5.95303,2.67188,1.70697,1.35138,3.01495,3.08203,3.91797,5.18799.90601,2.10492,1.37103,4.30072,1.39398,6.58231,0,4.16-1.31995,7.50754-3.95697,10.03867-2.63699,2.5311-6.48001,4.13702-11.52701,4.81271v.14771c3.69101,1.62888,7.16,4.97742,10.39798,10.04367l9.64502,15.00006Z"/>
  <polygon class="cls-1" points="572.3859 103.49205 531.13194 103.49205 531.13194 48.36631 571.10496 48.36631 571.10496 54.90971 538.44096 54.90971 538.44096 71.75724 568.99491 71.75724 568.99491 78.30061 538.44096 78.30061 538.44096 96.94868 572.3859 96.94868 572.3859 103.49205"/>
  <polygon class="cls-3" points="572.3859 103.49205 531.13194 103.49205 531.13194 48.36631 571.10496 48.36631 571.10496 54.90968 538.44096 54.90968 538.44096 71.75721 568.99491 71.75721 568.99491 78.30061 538.44096 78.30061 538.44096 96.94865 572.3859 96.94865 572.3859 103.49205"/>
  <path class="cls-1" d="M632.21391,86.00776c-1.60895,6.19107-4.40997,10.80417-8.40198,13.83932-3.992,3.03116-8.80499,4.56219-14.42999,4.58615-9.04303,0-15.62103-2.82056-19.742-8.46069-4.117-5.64111-6.19098-12.44601-6.21503-20.41864,0-8.79703,2.42206-15.67978,7.27002-20.6442,4.84698-4.96143,11.10101-7.45663,18.76099-7.48059,5.375,0,9.97302,1.36737,13.789,4.09811,3.82104,2.73373,6.49304,6.73001,8.02802,11.99588l-7.15997,1.69174c-1.20703-3.83661-3.039-6.71906-5.5-8.64935-2.461-1.92926-5.539-2.89441-9.23102-2.89441-6.02698,0-10.59802,1.96521-13.71503,5.90262-3.11298,3.93741-4.672,9.23819-4.672,15.90634,0,7.67221,1.633,13.37521,4.89905,17.10901,3.26495,3.73483,7.547,5.6022,12.84796,5.6022,4.32001,0,7.82404-1.16473,10.51099-3.49625,2.68805-2.33252,4.58203-5.83975,5.68805-10.52771l7.27295,1.84045Z"/>
  <path class="cls-3" d="M632.21391,86.00773c-1.60895,6.19107-4.40997,10.8042-8.40198,13.83936-3.992,3.03113-8.80499,4.56219-14.42999,4.58615-9.04303,0-15.62103-2.82059-19.742-8.46069-4.117-5.64114-6.19098-12.44601-6.21503-20.41864,0-8.79706,2.42206-15.67978,7.27002-20.64423,4.84698-4.96143,11.10101-7.4566,18.76099-7.48056,5.375,0,9.97302,1.36737,13.789,4.09808,3.82104,2.73373,6.49304,6.73004,8.02802,11.99588l-7.15997,1.69174c-1.20703-3.83661-3.039-6.71906-5.5-8.64932-2.461-1.92928-5.539-2.89444-9.23102-2.89444-6.02698,0-10.59802,1.96524-13.71503,5.90265-3.11298,3.93741-4.672,9.23819-4.672,15.90631,0,7.67224,1.633,13.37524,4.89905,17.10904,3.26495,3.7348,7.547,5.6022,12.84796,5.6022,4.32001,0,7.82404-1.16476,10.51099-3.49628,2.68805-2.33249,4.58203-5.83972,5.68805-10.52771l7.27295,1.84045Z"/>
  <path class="cls-1" d="M689.25291,48.36631l-22.00397,31.77774v23.34799h-7.34302v-23.34799l-21.28998-31.77774h8.89099l12.133,18.53928c1.22998,1.87936,2.68701,4.35159,4.37097,7.40671,1.05505-2.05502,6.62903-10.70337,16.72705-25.94598h8.51495Z"/>
  <path class="cls-3" d="M689.25291,48.36631l-22.00397,31.77774v23.34799h-7.34302v-23.34799l-21.28998-31.77774h8.89099l12.133,18.53925c1.22998,1.87939,2.68701,4.35162,4.37097,7.40674,1.05505-2.05505,6.62903-10.70337,16.72705-25.94598h8.51495Z"/>
  <path class="cls-1" d="M745.42491,86.00776c-1.60895,6.19107-4.40594,10.80417-8.40198,13.83932-3.992,3.03116-8.80096,4.56219-14.42999,4.58615-9.039,0-15.62097-2.82056-19.742-8.46069-4.117-5.64111-6.18799-12.44601-6.21503-20.41864,0-8.79703,2.42603-15.67978,7.27301-20.6442,4.84399-4.96143,11.10199-7.45663,18.76202-7.48059,5.375,0,9.96899,1.36737,13.789,4.09811,3.81702,2.73373,6.492,6.73001,8.02399,11.99588l-7.15997,1.69174c-1.20404-3.83661-3.04004-6.71906-5.5-8.64935-2.461-1.92926-5.54004-2.89441-9.23102-2.89441-6.02698,0-10.59802,1.96521-13.711,5.90262-3.117,3.93741-4.672,9.23819-4.672,15.90634,0,7.67221,1.633,13.37521,4.89899,17.10901,3.26099,3.73483,7.547,5.6022,12.84302,5.6022,4.32098,0,7.82501-1.16473,10.51196-3.49625,2.68805-2.33252,4.586-5.83975,5.69202-10.52771l7.26898,1.84045Z"/>
  <path class="cls-3" d="M745.42491,86.00773c-1.60895,6.19107-4.40594,10.8042-8.40198,13.83936-3.992,3.03113-8.80096,4.56219-14.42999,4.58615-9.039,0-15.62097-2.82059-19.742-8.46069-4.117-5.64114-6.18799-12.44601-6.21503-20.41864,0-8.79706,2.42603-15.67978,7.27301-20.64423,4.84399-4.96143,11.10199-7.4566,18.76202-7.48056,5.375,0,9.96899,1.36737,13.789,4.09808,3.81702,2.73373,6.492,6.73004,8.02399,11.99588l-7.15997,1.69174c-1.20404-3.83661-3.04004-6.71906-5.5-8.64932-2.461-1.92928-5.54004-2.89444-9.23102-2.89444-6.02698,0-10.59802,1.96524-13.711,5.90265-3.117,3.93741-4.672,9.23819-4.672,15.90631,0,7.67224,1.633,13.37524,4.89899,17.10904,3.26099,3.7348,7.547,5.6022,12.84302,5.6022,4.32098,0,7.82501-1.16476,10.51196-3.49628,2.68805-2.33249,4.586-5.83972,5.69202-10.52771l7.26898,1.84045Z"/>
  <polygon class="cls-1" points="791.80393 103.49205 757.25291 103.49205 757.25291 48.36631 764.56596 48.36631 764.56596 96.94868 791.80393 96.94868 791.80393 103.49205"/>
  <polygon class="cls-3" points="791.80393 103.49205 757.25291 103.49205 757.25291 48.36631 764.56596 48.36631 764.56596 96.94865 791.80393 96.94865 791.80393 103.49205"/>
  <polygon class="cls-1" points="844.73393 103.49205 803.47996 103.49205 803.47996 48.36631 843.45591 48.36631 843.45591 54.90971 810.79191 54.90971 810.79191 71.75724 841.34294 71.75724 841.34294 78.30061 810.79191 78.30061 810.79191 96.94868 844.73393 96.94868 844.73393 103.49205"/>
  <polygon class="cls-3" points="844.73393 103.49205 803.47996 103.49205 803.47996 48.36631 843.45591 48.36631 843.45591 54.90968 810.79191 54.90968 810.79191 71.75721 841.34294 71.75721 841.34294 78.30061 810.79191 78.30061 810.79191 96.94865 844.73393 96.94865 844.73393 103.49205"/>
  <path class="cls-1" d="M865.34294,96.94868h11.83197c2.41003,0,4.55902-.14871,6.44104-.44916,1.883-.30042,3.80499-1.11682,5.76196-2.44528,1.961-1.32843,3.58203-3.50821,4.86401-6.54337,1.28101-3.03116,1.91699-7.04245,1.91699-12.03082,0-2.75769-.23798-5.32773-.71399-7.70715-.47699-2.38239-1.37897-4.56219-2.711-6.54337-1.33197-1.98019-2.85199-3.42142-4.55902-4.32367-1.70697-.90228-3.36694-1.46918-4.97296-1.69574-1.60901-.22256-3.69104-.32437-6.25299-.30042h-11.60602v42.03897ZM858.03391,48.36631h19.06305c3.33997,0,6.21899.16467,8.62897.49304,2.40997.32339,4.70703,1.15179,6.89398,2.48022,2.18402,1.32745,4.10602,3.14395,5.76599,5.45248,1.65601,2.30557,2.94904,4.94946,3.87903,7.93372.92999,2.98126,1.40601,6.61725,1.42999,10.90298,0,8.12433-1.93402,14.79248-5.80096,20.00745-3.867,5.21093-10.52405,7.83187-19.96906,7.85583h-19.89099v-55.12573Z"/>
  <path class="cls-3" d="M865.34294,96.94865h11.83197c2.41003,0,4.55902-.14871,6.44104-.44913,1.883-.30042,3.80499-1.11685,5.76196-2.44528,1.961-1.32843,3.58203-3.50824,4.86401-6.5434,1.28101-3.03116,1.91699-7.04242,1.91699-12.03082,0-2.75766-.23798-5.3277-.71399-7.70712-.47699-2.38242-1.37897-4.56223-2.711-6.5434-1.33197-1.98019-2.85199-3.42139-4.55902-4.32367-1.70697-.90225-3.36694-1.46915-4.97296-1.69571-1.60901-.2226-3.69104-.3244-6.25299-.30045h-11.60602v42.03897ZM858.03391,48.36631h19.06305c3.33997,0,6.21899.16467,8.62897.49304,2.40997.32336,4.70703,1.15179,6.89398,2.48022,2.18402,1.32745,4.10602,3.14392,5.76599,5.45248,1.65601,2.30557,2.94904,4.94946,3.87903,7.93372.92999,2.98123,1.40601,6.61722,1.42999,10.90298,0,8.12433-1.93402,14.79248-5.80096,20.00742-3.867,5.21097-10.52405,7.83191-19.96906,7.85587h-19.89099v-55.12573Z"/>
  <path class="cls-1" d="M591.22196,198.08171h14.20294c8.69104,0,13.03503-3.35951,13.03503-10.07857,0-2.20676-.56201-4.14799-1.69501-5.82776-1.12903-1.67976-2.51202-2.73074-4.14502-3.15593-1.63196-.43016-4.078-.64076-7.34296-.64076h-14.05499v19.70302ZM583.91294,171.83531h20.836c3.289,0,6.11401.16467,8.47699.48805,2.35901.32437,4.57001,1.16475,6.62903,2.52014,2.05798,1.35539,3.59399,3.20682,4.59698,5.56627,1.00397,2.35545,1.53198,4.81273,1.58197,7.36681,0,5.09018-1.63196,9.16432-4.89801,12.22343-3.26599,3.05811-8.52698,4.59714-15.78497,4.62408h-14.12897v22.33597h-7.30902v-55.12476Z"/>
  <path class="cls-3" d="M591.22196,198.08171h14.20294c8.69104,0,13.03503-3.35953,13.03503-10.07858,0-2.20674-.56201-4.14799-1.69501-5.82776-1.12903-1.67975-2.51202-2.73074-4.14502-3.15591-1.63196-.43018-4.078-.64076-7.34296-.64076h-14.05499v19.70302ZM583.91294,171.83531h20.836c3.289,0,6.11401.16467,8.47699.48805,2.35901.32437,4.57001,1.16475,6.62903,2.52014,2.05798,1.35538,3.59399,3.2068,4.59698,5.56625,1.00397,2.35547,1.53198,4.81273,1.58197,7.36682,0,5.09018-1.63196,9.16432-4.89801,12.22342-3.26599,3.05811-8.52698,4.59715-15.78497,4.62408h-14.12897v22.33595h-7.30902v-55.12473Z"/>
  <path class="cls-1" d="M663.29594,209.3979v-2.4413c-3.54303,1.17574-7.875,2.10594-13,2.78165-5.125.67569-7.68298,2.84351-7.68298,6.50346,0,1.83246.68695,3.33557,2.07001,4.51532,1.383,1.17569,3.36694,1.77753,5.95294,1.80551,3.34003,0,6.27704-.9931,8.81604-2.9733,2.53601-1.98019,3.81702-5.37463,3.84399-10.19135ZM672.2609,226.96006h-7.12097c-.65198-1.2536-1.117-2.89441-1.39502-4.92551-4.54596,3.91046-9.45697,5.86368-14.72998,5.86368-4.21899,0-7.547-1.05096-9.98401-3.15692-2.43396-2.10492-3.65302-4.88657-3.65302-8.34689,0-3.30862,1.16803-6.0274,3.50403-8.16028,2.336-2.12889,6.41797-3.55914,12.242-4.28575l6.33197-.94118c2.36005-.37529,4.30499-.83939,5.84003-1.39032,0-2.03108-.06598-3.46132-.19098-4.28874-.125-.8244-.48901-1.7037-1.09003-2.62892-.60602-.93021-1.59802-1.6568-2.97699-2.18378-1.38202-.524-3.203-.80147-5.46399-.82442-2.91504,0-5.211.53496-6.89502,1.61288-1.68402,1.07892-2.85199,3.08604-3.50403,6.01939l-6.62897-.86633c.72699-4.08612,2.59802-7.1562,5.61298-9.21123,3.01202-2.05505,7.15704-3.08607,12.43402-3.08607,4.797,0,8.31299.70267,10.547,2.10895,2.23401,1.40331,3.617,3.12199,4.14398,5.14908.52802,2.03108.79303,4.61311.79303,7.74606v9.10146c0,5.53932.09796,9.25017.30096,11.12856.19904,1.87939.828,3.73477,1.883,5.56628Z"/>
  <path class="cls-3" d="M663.29594,209.39788v-2.44128c-3.54303,1.17572-7.875,2.10594-13,2.78163-5.125.6757-7.68298,2.84352-7.68298,6.50345,0,1.83249.68695,3.3356,2.07001,4.51532,1.383,1.17572,3.36694,1.77756,5.95294,1.80551,3.34003,0,6.27704-.99307,8.81604-2.97327,2.53601-1.98019,3.81702-5.37463,3.84399-10.19136ZM672.2609,226.96003h-7.12097c-.65198-1.2536-1.117-2.89441-1.39502-4.92551-4.54596,3.91046-9.45697,5.86371-14.72998,5.86371-4.21899,0-7.547-1.05099-9.98401-3.15695-2.43396-2.10492-3.65302-4.88657-3.65302-8.34686,0-3.30864,1.16803-6.0274,3.50403-8.16029,2.336-2.12889,6.41797-3.55913,12.242-4.28574l6.33197-.94118c2.36005-.37529,4.30499-.83939,5.84003-1.39034,0-2.03107-.06598-3.46132-.19098-4.28873-.125-.82442-.48901-1.70372-1.09003-2.62894-.60602-.93019-1.59802-1.6568-2.97699-2.18378-1.38202-.524-3.203-.80147-5.46399-.82442-2.91504,0-5.211.53497-6.89502,1.61288-1.68402,1.07892-2.85199,3.08606-3.50403,6.01941l-6.62897-.86635c.72699-4.08611,2.59802-7.1562,5.61298-9.21123,3.01202-2.05504,7.15704-3.08606,12.43402-3.08606,4.797,0,8.31299.70265,10.547,2.10895,2.23401,1.40329,3.617,3.12198,4.14398,5.14906.52802,2.03108.79303,4.61311.79303,7.74606v9.10147c0,5.53932.09796,9.25017.30096,11.12856.19904,1.87936.828,3.73477,1.883,5.56625Z"/>
  <path class="cls-1" d="M700.44096,222.33598c3.164,0,5.77698-1.30551,7.836-3.91046,2.06195-2.60999,3.10095-6.51945,3.12897-11.73441,0-4.88658-.99298-8.64833-2.97699-11.27727-1.98401-2.63292-4.547-3.94939-7.68701-3.94939-3.21497,0-5.85199,1.46518-7.91101,4.39853-2.05798,2.93335-3.10095,6.73003-3.12897,11.39403,0,4.93748.99298,8.68428,2.97699,11.24232,1.98401,2.55911,4.57397,3.83664,7.76202,3.83664ZM689.92893,192.21403c2.539-4.03523,6.34399-6.05435,11.41803-6.05435,5.25,0,9.39099,1.89436,12.42999,5.68007,3.039,3.7847,4.55798,8.73415,4.55798,14.85136,0,6.49248-1.67902,11.64456-5.047,15.45721-3.367,3.80865-7.49603,5.72595-12.39398,5.74991-4.297,0-7.73505-1.7037-10.32404-5.11316h-.18799v19.51541h-6.78101v-55.23854h6.17999v5.15208h.14801Z"/>
  <path class="cls-3" d="M700.44096,222.33595c3.164,0,5.77698-1.30548,7.836-3.91046,2.06195-2.60999,3.10095-6.51944,3.12897-11.73439,0-4.88658-.99298-8.64832-2.97699-11.27725-1.98401-2.63293-4.547-3.94939-7.68701-3.94939-3.21497,0-5.85199,1.46518-7.91101,4.39851-2.05798,2.93336-3.10095,6.73004-3.12897,11.39404,0,4.93748.99298,8.68425,2.97699,11.24232,1.98401,2.55908,4.57397,3.83661,7.76202,3.83661ZM689.92893,192.21402c2.539-4.03522,6.34399-6.05434,11.41803-6.05434,5.25,0,9.39099,1.89436,12.42999,5.68005,3.039,3.7847,4.55798,8.73416,4.55798,14.85136,0,6.49249-1.67902,11.64455-5.047,15.4572-3.367,3.80869-7.49603,5.72598-12.39398,5.74994-4.297,0-7.73505-1.7037-10.32404-5.11316h-.18799v19.51538h-6.78101v-55.23851h6.17999v5.15207h.14801Z"/>
  <path class="cls-1" d="M757.21794,203.15593c-.27698-4.05917-1.53101-6.98055-3.76898-8.75812-2.23505-1.78156-4.69604-2.68382-7.383-2.70677-3.19202,0-5.81702,1.06194-7.875,3.19484-2.05902,2.12889-3.25,4.88757-3.578,8.27005h22.60498ZM764.18693,208.7222h-29.94897c.27295,4.41449,1.53101,7.78499,3.76495,10.11751,2.23505,2.32751,5.047,3.49628,8.43805,3.49628,2.58997,0,4.76099-.6767,6.51898-2.0321,1.758-1.35538,3.10199-3.42142,4.03198-6.20303l6.96802.86331c-1.12903,4.16-3.203,7.35983-6.21503,9.59055-3.01495,2.22971-6.78101,3.34354-11.30396,3.34354-6,0-10.68402-1.82846-14.05103-5.48843-3.367-3.65994-5.06299-8.68724-5.086-15.07793,0-6.29286,1.633-11.39503,4.89801-15.3045,3.26599-3.91046,7.88696-5.86769,13.86401-5.86769,2.914,0,5.71497.64076,8.40198,1.91832,2.68799,1.28052,4.98401,3.44934,6.89502,6.50745,1.90601,3.05911,2.84698,7.77002,2.82397,14.13675Z"/>
  <path class="cls-3" d="M757.21794,203.15593c-.27698-4.05917-1.53101-6.98055-3.76898-8.75813-2.23505-1.78156-4.69604-2.68382-7.383-2.70677-3.19202,0-5.81702,1.06195-7.875,3.19485-2.05902,2.12889-3.25,4.88756-3.578,8.27005h22.60498ZM764.18693,208.7222h-29.94897c.27295,4.41449,1.53101,7.78499,3.76495,10.11748,2.23505,2.32751,5.047,3.49628,8.43805,3.49628,2.58997,0,4.76099-.6767,6.51898-2.03207,1.758-1.35541,3.10199-3.42142,4.03198-6.20305l6.96802.86333c-1.12903,4.15997-3.203,7.3598-6.21503,9.59052-3.01495,2.22971-6.78101,3.34357-11.30396,3.34357-6,0-10.68402-1.82849-14.05103-5.48843s-5.06299-8.68724-5.086-15.07794c0-6.29286,1.633-11.39502,4.89801-15.30449,3.26599-3.91046,7.88696-5.86769,13.86401-5.86769,2.914,0,5.71497.64076,8.40198,1.91832,2.68799,1.28052,4.98401,3.44934,6.89502,6.50743,1.90601,3.05911,2.84698,7.77003,2.82397,14.13676Z"/>
  <path class="cls-1" d="M796.92491,188.30455l-2.336,6.24197c-1.67999-.97711-3.328-1.46518-4.93298-1.46518-2.53998,0-4.45697,1.12485-5.76599,3.3835-1.30499,2.25763-1.95697,5.44049-1.95697,9.55058v20.94464h-6.78101v-39.89812h6.17499v6.01939h.15302c2.15997-4.6131,4.98395-6.92166,8.47595-6.92166,2.31305,0,4.633.71463,6.96899,2.14487Z"/>
  <path class="cls-3" d="M796.92491,188.30455l-2.336,6.24196c-1.67999-.9771-3.328-1.46516-4.93298-1.46516-2.53998,0-4.45697,1.12483-5.76599,3.38348-1.30499,2.25764-1.95697,5.44051-1.95697,9.5506v20.94461h-6.78101v-39.89809h6.17499v6.01939h.15302c2.15997-4.61311,4.98395-6.92166,8.47595-6.92166,2.31305,0,4.633.71463,6.96899,2.14487Z"/>
  <polygon class="cls-1" points="454.09294 325.85142 424.13993 325.85142 424.13993 342.92152 450.09693 342.92152 450.09693 349.46492 424.13993 349.46492 424.13993 374.43275 416.83094 374.43275 416.83094 319.30803 454.09294 319.30803 454.09294 325.85142"/>
  <polygon class="cls-3" points="454.09294 325.85142 424.13993 325.85142 424.13993 342.92149 450.09693 342.92149 450.09693 349.46489 424.13993 349.46489 424.13993 374.43275 416.83094 374.43275 416.83094 319.30803 454.09294 319.30803 454.09294 325.85142"/>
  <path class="cls-1" d="M499.52693,335.47987c-.30099-3.51123-1.57098-6.14417-3.80499-7.8978-2.23401-1.75461-5.43799-2.6449-9.60599-2.66885-3.76901,0-6.832.69965-9.19501,2.10593-2.35901,1.40231-3.539,3.44537-3.539,6.12921,0,2.37842.90201,4.14798,2.711,5.30075,1.80899,1.15182,5.30099,2.31955,10.47299,3.49631,4.57401,1.00305,8.30002,2.03107,11.19101,3.08505,2.88699,1.05093,5.36301,2.67981,7.422,4.88754,2.05899,2.20679,3.09,5.18701,3.09,8.94876,0,4.73785-1.883,8.6723-5.65298,11.80826-3.76501,3.13293-8.703,4.69992-14.80402,4.69992-7.76199,0-13.56299-1.73068-17.40601-5.19199-3.84399-3.45636-5.89099-7.94467-6.14099-13.46106l6.92999-.60083c.328,4.41348,2.035,7.6203,5.125,9.62845,3.08902,2.00412,6.82001,3.01917,11.19101,3.04312,4.09399,0,7.39499-.84039,9.90601-2.51913,2.51199-1.67978,3.78198-3.96136,3.80499-6.84381,0-3.00821-1.31601-5.19998-3.953-6.57831-2.64099-1.37936-7.05899-2.73477-13.26199-4.0632-6.207-1.32742-10.68701-3.21878-13.453-5.67505-2.76199-2.45728-4.129-5.61716-4.10501-9.47675,0-4.41449,1.73401-8.05847,5.19901-10.94186,3.465-2.88245,8.18701-4.32367,14.168-4.32367,6.125,0,11.05002,1.42523,14.76501,4.28473,3.71899,2.85947,5.703,6.94559,5.953,12.25836l-7.00702.56592Z"/>
  <path class="cls-3" d="M499.52693,335.47984c-.30099-3.51123-1.57098-6.14413-3.80499-7.8978-2.23401-1.75461-5.43799-2.6449-9.60599-2.66882-3.76901,0-6.832.69965-9.19501,2.10593-2.35901,1.40228-3.539,3.44534-3.539,6.12921,0,2.37839.90201,4.14798,2.711,5.30075,1.80899,1.15179,5.30099,2.31952,10.47299,3.49628,4.57401,1.00308,8.30002,2.0311,11.19101,3.08505,2.88699,1.05096,5.36301,2.67984,7.422,4.88754,2.05899,2.20679,3.09,5.18704,3.09,8.94876,0,4.73788-1.883,8.6723-5.65298,11.80826-3.76501,3.13293-8.703,4.69992-14.80402,4.69992-7.76199,0-13.56299-1.73065-17.40601-5.19199-3.84399-3.45633-5.89099-7.94467-6.14099-13.46103l6.92999-.60083c.328,4.41348,2.035,7.62027,5.125,9.62842,3.08902,2.00415,6.82001,3.0192,11.19101,3.04312,4.09399,0,7.39499-.84039,9.90601-2.51913,2.51199-1.67978,3.78198-3.96133,3.80499-6.84378,0-3.00821-1.31601-5.20001-3.953-6.57834-2.64099-1.37936-7.05899-2.73474-13.26199-4.06317-6.207-1.32742-10.68701-3.21881-13.453-5.67508-2.76199-2.45728-4.129-5.61716-4.10501-9.47672,0-4.41449,1.73401-8.05847,5.19901-10.94189,3.465-2.88245,8.18701-4.32367,14.168-4.32367,6.125,0,11.05002,1.42523,14.76501,4.28476,3.71899,2.85947,5.703,6.94559,5.953,12.25833l-7.00702.56592Z"/>
  <path class="cls-1" d="M567.98393,356.94847c-1.60999,6.19208-4.40997,10.80518-8.40302,13.83633-3.992,3.03516-8.80396,4.56223-14.42896,4.59015-9.04303,0-15.62103-2.82056-19.74304-8.4617-4.117-5.64011-6.19098-12.44498-6.21399-20.41763,0-8.80103,2.42102-15.67975,7.26898-20.6442,4.84802-4.96143,11.10205-7.45764,18.76202-7.48056,5.375,0,9.97302,1.36337,13.789,4.09708,3.82001,2.73071,6.492,6.73105,8.02698,11.99689l-7.15997,1.69073c-1.20703-3.8356-3.039-6.71805-5.5-8.64832-2.461-1.92932-5.539-2.89444-9.22998-2.89444-6.02802,0-10.59802,1.96521-13.71503,5.90265-3.11298,3.93338-4.672,9.23816-4.672,15.90631,0,7.66721,1.633,13.37122,4.89801,17.10901,3.26599,3.7348,7.547,5.6012,12.84796,5.6012,4.32001,0,7.82404-1.16373,10.51202-3.49524,2.68701-2.33252,4.58203-5.84375,5.68701-10.53171l7.27399,1.84344Z"/>
  <path class="cls-3" d="M567.98393,356.94844c-1.60999,6.19208-4.40997,10.80521-8.40302,13.83633-3.992,3.03519-8.80396,4.56223-14.42896,4.59015-9.04303,0-15.62103-2.82053-19.74304-8.46167-4.117-5.64014-6.19098-12.44501-6.21399-20.41763,0-8.80103,2.42102-15.67978,7.26898-20.6442,4.84802-4.96146,11.10205-7.45764,18.76202-7.48059,5.375,0,9.97302,1.36337,13.789,4.09708,3.82001,2.73074,6.492,6.73105,8.02698,11.99692l-7.15997,1.69073c-1.20703-3.83563-3.039-6.71808-5.5-8.64835-2.461-1.92929-5.539-2.89441-9.22998-2.89441-6.02802,0-10.59802,1.96521-13.71503,5.90262-3.11298,3.93341-4.672,9.23816-4.672,15.90631,0,7.66724,1.633,13.37125,4.89801,17.10904,3.26599,3.7348,7.547,5.6012,12.84796,5.6012,4.32001,0,7.82404-1.16376,10.51202-3.49524,2.68701-2.33252,4.58203-5.84375,5.68701-10.53171l7.27399,1.84341Z"/>
  <path class="cls-1" d="M584.85893,332.40577h3.01501c1.37897,0,2.33997-.19958,2.87897-.60184.54303-.39822.81305-.96814.81305-1.71069,0-.71463-.258-1.26956-.77405-1.67178-.51495-.40222-1.54999-.60184-3.10895-.60184h-2.82404v4.58615ZM595.23796,340.99922h-3.01202c-1.89899-3.44534-3.13702-5.39059-3.711-5.82779-.578-.43713-1.30902-.6597-2.18799-.6597h-1.46802v6.48749h-2.46899v-15.24564h5.29303c1.58197,0,2.80096.1088,3.65594.33536.85602.22659,1.54303.70367,2.07001,1.43027.52802.72659.79303,1.51208.79303,2.35144,0,1.03903-.375,1.98419-1.12799,2.83554-.75403.85635-1.836,1.33246-3.24304,1.43027v.07385c.91803.2146,2.10602,1.48813,3.56305,3.81665l1.84399,2.97226ZM588.60893,345.00349c3.25,0,6.039-1.15976,8.36304-3.47629,2.32397-2.32053,3.49194-5.11316,3.50397-8.38684,0-3.25769-1.164-6.04337-3.48401-8.3479-2.32501-2.30453-5.11798-3.46432-8.383-3.47629-3.26599,0-6.05499,1.15176-8.36401,3.45731-2.31195,2.30856-3.47198,5.09717-3.48798,8.36688,0,3.25772,1.15601,6.04636,3.46899,8.36688,2.30798,2.32053,5.10498,3.48428,8.383,3.49625ZM588.64396,318.9647c3.883,0,7.21497,1.38632,10.00397,4.15598,2.789,2.76968,4.18298,6.10922,4.18298,10.01968,0,3.89847-1.38995,7.23807-4.164,10.01968-2.77698,2.78464-6.117,4.17596-10.02295,4.17596-3.91803,0-7.27002-1.38733-10.05902-4.15698-2.78503-2.76965-4.17902-6.11722-4.17902-10.03867,0-3.89847,1.39398-7.23108,4.17902-9.99973,2.789-2.77362,6.14099-4.16498,10.05902-4.17593Z"/>
  <path class="cls-4" d="M584.85893,332.40577h3.01501c1.37897,0,2.33997-.19962,2.87897-.60184.54303-.39822.81305-.96814.81305-1.71069,0-.71463-.258-1.26956-.77405-1.67181-.51495-.40219-1.54999-.60184-3.10895-.60184h-2.82404v4.58618ZM595.23796,340.99922h-3.01202c-1.89899-3.44537-3.13702-5.39062-3.711-5.82779-.578-.43713-1.30902-.6597-2.18799-.6597h-1.46802v6.48749h-2.46899v-15.24564h5.29303c1.58197,0,2.80096.1088,3.65594.33536.85602.22656,1.54303.70364,2.07001,1.43024.52802.72659.79303,1.51212.79303,2.35147,0,1.039-.375,1.98416-1.12799,2.83554-.75403.85635-1.836,1.33243-3.24304,1.43024v.07388c.91803.21457,2.10602,1.48813,3.56305,3.81665l1.84399,2.97226ZM588.60893,345.00349c3.25,0,6.039-1.15979,8.36304-3.47632,2.32397-2.32053,3.49194-5.11316,3.50397-8.38684,0-3.25769-1.164-6.04333-3.48401-8.34787-2.32501-2.30457-5.11798-3.46436-8.383-3.47632-3.26599,0-6.05499,1.15176-8.36401,3.45734-2.31195,2.30856-3.47198,5.09717-3.48798,8.36685,0,3.25772,1.15601,6.04636,3.46899,8.36691,2.30798,2.3205,5.10498,3.48428,8.383,3.49625ZM588.64396,318.9647c3.883,0,7.21497,1.38629,10.00397,4.15594,2.789,2.76968,4.18298,6.10922,4.18298,10.01968,0,3.8985-1.38995,7.23807-4.164,10.01968-2.77698,2.78464-6.117,4.17599-10.02295,4.17599-3.91803,0-7.27002-1.38736-10.05902-4.15701-2.78503-2.76965-4.17902-6.11719-4.17902-10.03867,0-3.89847,1.39398-7.23105,4.17902-9.99969,2.789-2.77365,6.14099-4.16498,10.05902-4.17593Z"/>
  <path class="cls-1" d="M684.65196,356.94847c-1.61005,6.19208-4.41003,10.80518-8.40302,13.83633-3.992,3.03516-8.80402,4.56223-14.42902,4.59015-9.04297,0-15.62097-2.82056-19.74298-8.4617-4.117-5.64011-6.19104-12.44498-6.21399-20.41763,0-8.80103,2.42096-15.67975,7.26898-20.6442,4.84802-4.96143,11.10199-7.45764,18.76202-7.48056,5.375,0,9.97198,1.36337,13.789,4.09708,3.81995,2.73071,6.49597,6.73105,8.02698,11.99689l-7.16003,1.69073c-1.20294-3.8356-3.039-6.71805-5.5-8.64832-2.461-1.92932-5.539-2.89444-9.22998-2.89444-6.02802,0-10.59796,1.96521-13.71497,5.90265-3.11304,3.93338-4.66803,9.23816-4.66803,15.90631,0,7.66721,1.62903,13.37122,4.89398,17.10901,3.26605,3.7348,7.55103,5.6012,12.84802,5.6012,4.32001,0,7.82397-1.16373,10.51202-3.49524,2.68695-2.33252,4.586-5.84375,5.68695-10.53171l7.27405,1.84344Z"/>
  <path class="cls-3" d="M684.65196,356.94844c-1.61005,6.19208-4.41003,10.80521-8.40302,13.83633-3.992,3.03519-8.80402,4.56223-14.42902,4.59015-9.04297,0-15.62097-2.82053-19.74298-8.46167-4.117-5.64014-6.19104-12.44501-6.21399-20.41763,0-8.80103,2.42096-15.67978,7.26898-20.6442,4.84802-4.96146,11.10199-7.45764,18.76202-7.48059,5.375,0,9.97198,1.36337,13.789,4.09708,3.81995,2.73074,6.49597,6.73105,8.02698,11.99692l-7.16003,1.69073c-1.20294-3.83563-3.039-6.71808-5.5-8.64835-2.461-1.92929-5.539-2.89441-9.22998-2.89441-6.02802,0-10.59796,1.96521-13.71497,5.90262-3.11304,3.93341-4.66803,9.23816-4.66803,15.90631,0,7.66724,1.62903,13.37125,4.89398,17.10904,3.26605,3.7348,7.55103,5.6012,12.84802,5.6012,4.32001,0,7.82397-1.16376,10.51202-3.49524,2.68695-2.33252,4.586-5.84375,5.68695-10.53171l7.27405,1.84341Z"/>
  <path class="cls-1" d="M712.11595,369.8087c3.64099,0,6.39099-1.75464,8.25-5.26187,1.85999-3.51224,2.78998-9.27811,2.78998-17.29764,0-5.56628-.40302-9.94086-1.20697-13.12469-.80499-3.18387-2.03601-5.56628-3.69202-7.14426-1.65601-1.57794-3.72998-2.36743-6.21503-2.36743-3.64398,0-6.383,1.78955-8.21497,5.37463-1.83203,3.58609-2.75,9.34-2.75,17.26175,0,5.4884.41498,9.83603,1.24298,13.04681.828,3.20786,2.05798,5.59024,3.69098,7.14523,1.63306,1.55402,3.66803,2.34351,6.10504,2.36746ZM712.11595,319.04652c12.00397,0,18.008,9.39789,18.008,28.20267,0,9.50064-1.54303,16.55508-4.63202,21.16815-3.08997,4.61313-7.547,6.92969-13.37598,6.95761-11.98004,0-17.97198-9.37494-17.97198-28.12576,0-9.50369,1.547-16.57007,4.63696-21.21014,3.08502-4.63705,7.53503-6.96954,13.33502-6.99252Z"/>
  <path class="cls-3" d="M712.11595,369.80867c3.64099,0,6.39099-1.75461,8.25-5.26187,1.85999-3.51224,2.78998-9.27811,2.78998-17.29764,0-5.56625-.40302-9.94083-1.20697-13.12469-.80499-3.18387-2.03601-5.56625-3.69202-7.14426-1.65601-1.57794-3.72998-2.3674-6.21503-2.3674-3.64398,0-6.383,1.78955-8.21497,5.3746-1.83203,3.58612-2.75,9.34-2.75,17.26175,0,5.4884.41498,9.83606,1.24298,13.04684.828,3.20782,2.05798,5.59024,3.69098,7.14523,1.63306,1.55399,3.66803,2.34351,6.10504,2.36743ZM712.11595,319.04649c12.00397,0,18.008,9.39792,18.008,28.20267,0,9.50067-1.54303,16.55508-4.63202,21.16818-3.08997,4.61313-7.547,6.92966-13.37598,6.95758-11.98004,0-17.97198-9.37491-17.97198-28.12576,0-9.50369,1.547-16.57004,4.63696-21.21011,3.08502-4.63705,7.53503-6.96957,13.33502-6.99255Z"/>
  <path class="cls-1" d="M775.56193,374.43275h-36.58197c0-3.10898,1.078-6.25394,3.23798-9.43677,2.15997-3.18387,6.23102-7.16821,12.20697-11.95697,3.64105-2.9064,6.89502-5.95352,9.75806-9.13739,2.86298-3.18286,4.29297-6.40564,4.29297-9.66339,0-2.78162-.97699-5.07819-2.93799-6.88272-1.95703-1.80551-4.45703-2.71875-7.49603-2.74271-3.039,0-5.58997.92621-7.64795,2.78165-2.05902,1.85541-3.10205,4.64804-3.12903,8.38684l-6.96899-.79349c.42603-5.16406,2.26202-9.10947,5.5-11.84418,3.242-2.72971,7.37097-4.09711,12.39502-4.09711,5.42499,0,9.64398,1.49216,12.65997,4.47238,3.01501,2.98425,4.53497,6.60529,4.55798,10.86707,0,3.53519-1.26898,7.10928-3.80396,10.71933-2.539,3.60904-7.625,8.46072-15.258,14.55096-3.99603,3.18286-6.64502,5.92957-7.94904,8.23413h27.164v6.54236Z"/>
  <path class="cls-3" d="M775.56193,374.43275h-36.58197c0-3.10901,1.078-6.25394,3.23798-9.4368,2.15997-3.18387,6.23102-7.16818,12.20697-11.95697,3.64105-2.90637,6.89502-5.95352,9.75806-9.13739,2.86298-3.18283,4.29297-6.40564,4.29297-9.66336,0-2.78162-.97699-5.07819-2.93799-6.88272-1.95703-1.80551-4.45703-2.71878-7.49603-2.74271-3.039,0-5.58997.92618-7.64795,2.78162-2.05902,1.85544-3.10205,4.64807-3.12903,8.38684l-6.96899-.79346c.42603-5.16406,2.26202-9.10947,5.5-11.84418,3.242-2.72974,7.37097-4.09714,12.39502-4.09714,5.42499,0,9.64398,1.49216,12.65997,4.47241,3.01501,2.98422,4.53497,6.60529,4.55798,10.86707,0,3.53516-1.26898,7.10925-3.80396,10.7193-2.539,3.60904-7.625,8.46072-15.258,14.55096-3.99603,3.18286-6.64502,5.9296-7.94904,8.23413h27.164v6.54239Z"/>
  <path class="cls-1" d="M821.48393,374.43275h-36.58197c0-3.10898,1.08197-6.25394,3.242-9.43677,2.15997-3.18387,6.22595-7.16821,12.20697-11.95697,3.64099-2.9064,6.89398-5.95352,9.758-9.13739,2.86304-3.18286,4.29303-6.40564,4.29303-9.66339,0-2.78162-.98102-5.07819-2.93805-6.88272-1.961-1.80551-4.45697-2.71875-7.49597-2.74271-3.039,0-5.59003.92621-7.64801,2.78165-2.05902,1.85541-3.10199,4.64804-3.12897,8.38684l-6.96899-.79349c.42596-5.16406,2.26196-9.10947,5.5-11.84418,3.24194-2.72971,7.37097-4.09711,12.39398-4.09711,5.42596,0,9.64496,1.49216,12.66101,4.47238,3.01099,2.98425,4.53101,6.60529,4.55798,10.86707,0,3.53519-1.26898,7.10928-3.80402,10.71933-2.539,3.60904-7.625,8.46072-15.258,14.55096-3.99597,3.18286-6.64502,5.92957-7.94897,8.23413h27.15997v6.54236Z"/>
  <path class="cls-3" d="M821.48393,374.43275h-36.58197c0-3.10901,1.08197-6.25394,3.242-9.4368,2.15997-3.18387,6.22595-7.16818,12.20697-11.95697,3.64099-2.90637,6.89398-5.95352,9.758-9.13739,2.86304-3.18283,4.29303-6.40564,4.29303-9.66336,0-2.78162-.98102-5.07819-2.93805-6.88272-1.961-1.80551-4.45697-2.71878-7.49597-2.74271-3.039,0-5.59003.92618-7.64801,2.78162-2.05902,1.85544-3.10199,4.64807-3.12897,8.38684l-6.96899-.79346c.42596-5.16406,2.26196-9.10947,5.5-11.84418,3.24194-2.72974,7.37097-4.09714,12.39398-4.09714,5.42596,0,9.64496,1.49216,12.66101,4.47241,3.01099,2.98422,4.53101,6.60529,4.55798,10.86707,0,3.53516-1.26898,7.10925-3.80402,10.7193-2.539,3.60904-7.625,8.46072-15.258,14.55096-3.99597,3.18286-6.64502,5.9296-7.94897,8.23413h27.15997v6.54239Z"/>
  <path class="cls-1" d="M849.74192,349.80424c3.31604,0,5.94104-1.16376,7.87402-3.49625,1.93396-2.33151,2.91498-5.30078,2.93799-8.91382,0-3.633-.992-6.66815-2.97699-9.09747-1.98401-2.43433-4.54602-3.65994-7.68298-3.6839-3.14105,0-5.79303,1.28952-7.94904,3.87155-2.16101,2.58203-3.24298,5.72595-3.24298,9.4368,0,3.48428,1.05499,6.33279,3.164,8.53555,2.10999,2.20673,4.73499,3.32458,7.87598,3.34753ZM861.15592,348.48777c-1.32898,2.15585-3.15302,3.8985-5.461,5.22693-2.31299,1.32742-4.836,1.99216-7.57501,1.99216-4.54596,0-8.40198-1.6528-11.56598-4.96143s-4.758-7.66022-4.78497-13.05084c0-5.46448,1.62097-9.93683,4.86298-13.42111,3.23798-3.48529,7.40601-5.22696,12.508-5.22696,5.12097,0,9.55499,1.99216,13.297,5.97647,3.742,3.98834,5.61298,10.88306,5.61298,20.68317,0,9.9538-1.70697,17.38348-5.12097,22.29703-3.41803,4.91449-8.30103,7.37177-14.65601,7.37177-4.14502,0-7.60999-1.12885-10.39899-3.38345-2.789-2.25769-4.48401-5.70303-5.086-10.34308l6.48102-.52399c1.02698,5.78882,4.08197,8.68427,9.15198,8.68427,4.172,0,7.35999-1.89136,9.57098-5.67609,2.21002-3.78571,3.31604-9.00061,3.31604-15.64484h-.15204Z"/>
  <path class="cls-3" d="M849.74192,349.80424c3.31604,0,5.94104-1.16379,7.87402-3.49628,1.93396-2.33148,2.91498-5.30078,2.93799-8.91379,0-3.63303-.992-6.66815-2.97699-9.0975-1.98401-2.4343-4.54602-3.65994-7.68298-3.68387-3.14105,0-5.79303,1.28949-7.94904,3.87152-2.16101,2.58203-3.24298,5.72598-3.24298,9.4368,0,3.48428,1.05499,6.33279,3.164,8.53555,2.10999,2.20676,4.73499,3.32458,7.87598,3.34756ZM861.15592,348.48777c-1.32898,2.15585-3.15302,3.8985-5.461,5.22693-2.31299,1.32742-4.836,1.99216-7.57501,1.99216-4.54596,0-8.40198-1.65283-11.56598-4.96146s-4.758-7.66022-4.78497-13.05081c0-5.46448,1.62097-9.93686,4.86298-13.42114,3.23798-3.48529,7.40601-5.22696,12.508-5.22696,5.12097,0,9.55499,1.99219,13.297,5.9765,3.742,3.98831,5.61298,10.88306,5.61298,20.68314,0,9.95383-1.70697,17.38348-5.12097,22.29703-3.41803,4.91452-8.30103,7.37177-14.65601,7.37177-4.14502,0-7.60999-1.12881-10.39899-3.38345-2.789-2.25766-4.48401-5.70303-5.086-10.34308l6.48102-.52396c1.02698,5.78882,4.08197,8.68423,9.15198,8.68423,4.172,0,7.35999-1.89136,9.57098-5.67606,2.21002-3.78571,3.31604-9.00064,3.31604-15.64484h-.15204Z"/>
  <path class="cls-1" d="M903.31596,374.43275h-6.78204v-43.12885c-3.38995,3.20782-7.92499,5.92957-13.60095,8.16025v-6.54236c7.81195-3.73483,13.13696-8.35989,15.97296-13.87527h4.41003v55.38623Z"/>
  <path class="cls-3" d="M903.31596,374.43275h-6.78204v-43.12888c-3.38995,3.20786-7.92499,5.9296-13.60095,8.16028v-6.54239c7.81195-3.7348,13.13696-8.35989,15.97296-13.87527h4.41003v55.38626Z"/>
  <path class="cls-1" d="M949.54191,344.61726c3.414.65173,5.98901,2.29257,7.72302,4.92551,1.73401,2.6329,2.61298,5.51535,2.63702,8.64828,0,5.01138-1.82104,9.12543-5.461,12.33224-3.64502,3.21085-8.02802,4.82373-13.14905,4.85165-4.875,0-8.89398-1.41824-12.05798-4.25082-3.164-2.83154-5.008-6.5773-5.53497-11.24133l6.78101-.94217c.67596,3.63699,1.90594,6.35577,3.69098,8.16028,1.78101,1.80453,4.15601,2.70779,7.12097,2.70779,3.164,0,5.84003-1.1019,8.02405-3.30862,2.18298-2.20776,3.289-4.92651,3.31598-8.16028,0-3.08206-.992-5.64114-2.97601-7.67221-1.98499-2.0271-4.59796-3.04312-7.836-3.04312-1.30902,0-2.90302.23853-4.78601.71463l.79004-5.94058c1.80798,0,3.242-.09082,4.29596-.26648,1.05499-.17566,2.23505-.60083,3.539-1.27655,1.30902-.6767,2.38702-1.64084,3.24304-2.89542.85095-1.2536,1.28101-2.83154,1.28101-4.73785,0-2.73474-.90601-4.85165-2.71503-6.35574-1.80902-1.50311-3.91803-2.25366-6.328-2.25366-2.73798,0-4.961.86334-6.66797,2.59402-1.70703,1.73062-2.80103,4.19888-3.27704,7.4057l-6.78198-1.24161c.87897-4.7858,2.81299-8.37085,5.80096-10.75427,2.98804-2.37842,6.58203-3.57013,10.77405-3.57013,4.59698,0,8.42896,1.37836,11.492,4.13705,3.06598,2.75766,4.60895,6.15213,4.633,10.18735,0,5.14008-2.52405,8.83997-7.57104,11.0936v.15274Z"/>
  <path class="cls-3" d="M949.54191,344.61723c3.414.65173,5.98901,2.29257,7.72302,4.92551s2.61298,5.51538,2.63702,8.64832c0,5.01135-1.82104,9.1254-5.461,12.33224-3.64502,3.21082-8.02802,4.8237-13.14905,4.85162-4.875,0-8.89398-1.41824-12.05798-4.25079-3.164-2.83154-5.008-6.57733-5.53497-11.24133l6.78101-.94217c.67596,3.63699,1.90594,6.35574,3.69098,8.16025,1.78101,1.80453,4.15601,2.70779,7.12097,2.70779,3.164,0,5.84003-1.10187,8.02405-3.30862,2.18298-2.20776,3.289-4.92651,3.31598-8.16028,0-3.08206-.992-5.64111-2.97601-7.67221-1.98499-2.0271-4.59796-3.04312-7.836-3.04312-1.30902,0-2.90302.23853-4.78601.71463l.79004-5.94058c1.80798,0,3.242-.09082,4.29596-.26648,1.05499-.17566,2.23505-.60083,3.539-1.27652,1.30902-.6767,2.38702-1.64084,3.24304-2.89542.85095-1.2536,1.28101-2.83154,1.28101-4.73788,0-2.73471-.90601-4.85162-2.71503-6.35571-1.80902-1.50314-3.91803-2.25366-6.328-2.25366-2.73798,0-4.961.86331-6.66797,2.59399-1.70703,1.73065-2.80103,4.19891-3.27704,7.4057l-6.78198-1.24158c.87897-4.7858,2.81299-8.37088,5.80096-10.75427,2.98804-2.37845,6.58203-3.57016,10.77405-3.57016,4.59698,0,8.42896,1.37836,11.492,4.13705,3.06598,2.75769,4.60895,6.15216,4.633,10.18738,0,5.14008-2.52405,8.83994-7.57104,11.0936v.15271Z"/>
</svg>"></image>
</svg>
) ![sgs_logo_cert_iso14001 3i-Ink.svg](data:image/svg+xml;base64,
<svg xmlns="http://www.w3.org/2000/svg"> 
	<image preserveAspectRatio="none" width="100%" height="100%" href="data:image/svg+xml;base64,<?xml version="1.0" encoding="UTF-8"?>
<svg id="Layer_1" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 72.3282 70.67477">
  <defs>
    <style>
      .cls-1 {
        fill: #fff;
      }

      .cls-2, .cls-3 {
        fill: #002b5c;
      }

      .cls-3 {
        fill-rule: evenodd;
      }
    </style>
  </defs>
  <path class="cls-2" d="M45.3282,67.79c-1.7051-.52637-2.0469-1.9902-1.9414-3.6113h2.46091c0,1.1201.043,2.0566,1.39649,2.0566.8261,0,1.2304-.5351,1.2304-1.3301,0-2.1064-4.9394-2.2402-4.9394-5.7265,0-1.8311.8789-3.295,3.8672-3.295,2.3887,0,3.584,1.0704,3.4179,3.5206h-2.39059c0-.878-.14841-1.7647-1.14261-1.7647-.791,0-1.2656.4356-1.2656,1.2461,0,2.2246,4.9473,2.0322,4.9473,5.7109,0,2.0313-1.002,2.86723-2.2227,3.1934"/>
  <path class="cls-2" d="M56.9434,59.6806c.0176-1.0879-.166-2.041-1.4668-2.041-1.5293,0-1.5293,2.0576-1.5293,4.332,0,3.6621.3613,4.3135,1.7578,4.3135.4121,0,.85161-.0918,1.2207-.2256v-2.5996h-1.3359v-1.7988h3.7969v5.93749c-.2637.0586-.6778.125-1.1426.19141h-4.1992c-2.2754-.56836-2.584-2.374-2.584-5.9531,0-2.9512.1504-5.9532,4.164-5.9532,2.4082,0,3.9024,1.3467,3.7618,3.7969"/>
  <path class="cls-2" d="M64.0254,55.8837c2.1446-.0078,3.3125.837,3.4785,2.7178v.8028h-2.3886c0-.8526-.211-1.7647-1.2051-1.7647-.7988,0-1.2734.4356-1.2734,1.2461,0,2.0566,4.2265,2.0488,4.8671,4.9414v1.6973c-.2636,1.3711-1.123,1.99021-2.1347,2.2656h-3.4258c-1.6953-.52637-2.0391-1.9902-1.9336-3.6113h2.4512c0,1.1201.05271,2.0566,1.3965,2.0566.8359,0,1.24021-.5351,1.24021-1.3301,0-2.1064-4.94731-2.2402-4.94731-5.7265,0-1.8311.8789-3.2862,3.875-3.295"/>
  <polyline class="cls-2" points="36.6914 67.78219 72.3282 67.78219 72.3282 68.25875 36.6914 68.25875 36.6914 67.78219"/>
  <rect class="cls-2" x="67.4864" y="53.7275" width=".4746" height="16.94727"/>
  <path class="cls-2" d="M28.002,36.8711v-8.7032l5.7988,5.794,13.1445-13.1436c-.0097-.0083-.0273-.0166-.0351-.0249q0-.0083-.0098-.0083c-3.3652-3.3276-7.9941-5.376-13.0996-5.376-10.3144,0-18.6699,8.3609-18.6699,18.6778,0,10.3095,8.3555,18.6699,18.6699,18.6699s18.66991-8.3604,18.66991-18.6699c0-2.9424-.67571-5.7188-1.88861-8.1934l-16.7813,16.7813"/>
  <polyline class="cls-2" points="0 36.3359 6.6524 35.7431 6.7657 37.1054 .1231 37.6992"/>
  <path class="cls-2" d="M.5723,41.1689c-.3613-1.6553.5605-2.1904,1.7031-2.3662l.2989,1.3379c-.6231.1338-1.1426.2764-.9844,1.0117.1054.4522.4492.6104.8887.5107,1.1777-.2597.6582-2.9609,2.5996-3.3955,1.0195-.2168,1.9336.0752,2.2929,1.7061.291,1.3047-.166,2.082-1.5449,2.291l-.291-1.3047c.4922-.0996.9668-.2929.8535-.8359-.0976-.4258-.3965-.6348-.8535-.5352-1.2383.2754-.5352,2.9434-2.582,3.3946-1.6875.3681-2.1524-.8028-2.3809-1.8145"/>
  <path class="cls-2" d="M2.4434,47.122c.8691,2.0821,2.4336,1.4219,4.0508.7442,1.625-.6778,3.1797-1.3291,2.3105-3.4112-.8711-2.082-2.4258-1.4296-4.0508-.7529-1.6171.6777-3.1816,1.3301-2.3105,3.4199M3.3653,46.7295c-.2989-.711.3437-1.0879,1.9238-1.7481,1.5742-.6602,2.293-.8525,2.5918-.1416.2988.71-.3418,1.0869-1.9238,1.7471-1.5821.6601-2.3008.8613-2.5918.1426Z"/>
  <path class="cls-2" d="M9.8418,49.3877c.4727.2089.9825.3925,1.5274.4013l.7129.9873-5.2364,3.7793-.8007-1.1133,4.0234-2.9003c-.4121-.1094-.8242-.2676-1.2109-.4512"/>
  <path class="cls-2" d="M9.0938,55.0654l1.3437,1.4121-1.0625,1.0117.8614.9121,1.0625-1.0117.3437.3594.7285-.6856-.3418-.3681,2.8809-2.7422-1.1504-1.2119c-.0176,0-.0273.0078-3.7266,1.4209M10.4903,55.082l3.0234-1.2881.0078.0176-2.2832,2.0566-.748-.7861Z"/>
  <path class="cls-2" d="M16.7461,55.3994c-1.2109-.9785-1.9414-.502-3.4883,1.4218-1.2636,1.5801-1.9765,2.6749-.6484,3.7452,1.3262,1.0615,2.2481.1259,3.5137-1.4541,1.5371-1.9239,1.8457-2.7344.623-3.7129M16.1582,56.1357c.4219.3418.1934.6436-1.0449,2.1895-1.2226,1.5224-1.5215,1.8232-1.916,1.5058-.3945-.3183-.168-.6689,1.0547-2.1914,1.2383-1.5547,1.4844-1.8476,1.9062-1.5039Z"/>
  <path class="cls-2" d="M19.795,57.5234c-1.334-.8027-1.9844-.2344-3.2598,1.8809-1.0449,1.7314-1.5977,2.9179-.1406,3.7959,1.459.8779,2.2422-.1758,3.2773-1.9141,1.2754-2.1152,1.4688-2.9609.1231-3.7627M19.3125,58.3339c.4649.2764.2813.6026-.7382,2.3077-1.0098,1.6718-1.2559,2.0068-1.6954,1.748-.4316-.2598-.2636-.6445.7461-2.3164,1.0196-1.7051,1.2227-2.0234,1.6875-1.7393Z"/>
  <path class="cls-2" d="M21.2364,59.5888c.5195-.0586,1.0449-.1679,1.5195-.4355l1.1172.4765-2.5391,5.9366-1.2578-.544,1.9512-4.5644c-.4043.125-.8438.2011-1.2656.2422"/>
  <path class="cls-3" d="M68.0059,51.0517v-17.0146C68.0059,15.2334,52.7696,0,33.9766,0,15.1739,0,.0098,14.5898.0098,33.3847c0,.0254,6.7383.0254,6.7383,0,0-15.0327,12.1875-26.5791,27.2285-26.5791,15.0332,0,27.2285,12.1905,27.2285,27.2315v17.0146"/>
  <path class="cls-1" d="M10.043,18.2431c-.5879.8701-1.2031.6944-1.7656.2676l.4746-.7104c.3242.2172.6055.3847.8613,0,.1582-.2427.0879-.46-.1406-.6187-.6074-.4014-1.5996.9951-2.6016.3179-.5273-.3511-.7812-.8863-.2011-1.7476.455-.6855,1-.8193,1.6679-.3008l-.457.6856c-.2539-.1675-.5352-.3013-.7285-.0171-.1582.2344-.1231.4516.1133.6103.6425.4263,1.539-1.0283,2.5937-.3173.877.5849.543,1.2959.1836,1.8305"/>
  <polygon class="cls-1" points="10.6582 14.9409 7.9512 14.0293 8.5586 13.3271 10.2539 13.9712 9.3672 12.374 9.9297 11.7133 11.211 14.2968 12.2832 15.2085 11.7305 15.852 10.6582 14.9409"/>
  <path class="cls-1" d="M14.2598,13.2519c-.7637.7193-1.334.4014-1.7832-.1421l.623-.5766c.2637.2754.502.5097.8438.1836.2109-.1924.1855-.4263,0-.627-.5-.5352-1.7832.6021-2.6094-.2759-.4297-.4682-.5527-1.0454.2031-1.7475.6055-.5684,1.1602-.5772,1.6954.0835l-.6055.56c-.2031-.2173-.457-.4092-.7031-.1753-.2032.1841-.2207.4097-.0274.6104.5274.5683,1.7305-.6524,2.6016.2842.7207.7612.2363,1.3794-.2383,1.8227"/>
  <polygon class="cls-1" points="15.3594 7.0566 15.7637 7.5918 15.0078 8.1601 17.0274 10.8691 16.3516 11.3789 14.3223 8.6699 13.5664 9.2387 13.1621 8.6953 15.3594 7.0566"/>
  <polygon class="cls-1" points="18.2578 9.9995 16.1758 6.5214 18.0821 5.3842 18.3985 5.9194 17.2305 6.6215 17.7403 7.4746 18.8203 6.831 19.1446 7.3657 18.0645 8.0097 18.6719 9.0297 19.8828 8.3022 20.1993 8.8374 18.2578 9.9995"/>
  <polygon class="cls-1" points="20.7715 8.4863 19.1797 4.7573 20.4375 4.2221 22.1055 6.5048 22.1153 6.5048 21.6582 3.7036 22.8711 3.1855 24.461 6.9145 23.7051 7.2402 22.4746 4.3559 22.4668 4.3642 22.9766 7.5498 22.2286 7.8676 20.3145 5.2841 20.3047 5.2841 21.5352 8.1601 20.7715 8.4863"/>
  <path class="cls-1" d="M26.209,4.3222c-.2285-1.0532-.4394-2.0483.9317-2.3491.84369-.1758,1.28319.2173,1.43159,1.0786l-.80659.167c-.11531-.5264-.25591-.7021-.502-.6523-.46481.1006-.42971.5522-.21871,1.5722.21871,1.0201.3769,1.4463.84371,1.3457.38479-.0835.26169-.5766.209-.8945l.81839-.1753c.2285,1.062-.1231,1.4966-.9063,1.6636-1.36909.293-1.58009-.7188-1.8008-1.7559"/>
  <polygon class="cls-1" points="29.8907 5.6601 29.4786 1.6303 31.6836 1.4043 31.7539 2.0234 30.3926 2.1572 30.4883 3.1518 31.7442 3.0263 31.8067 3.6455 30.5508 3.7793 30.6739 4.958 32.0782 4.8076 32.1407 5.4345 29.8907 5.6601"/>
  <path class="cls-1" d="M33.7305,3.7207h.2188c.6503.0083.60741.4179.5976.9028,0,.2593-.0254.5352.0879.7856l.83591.0088c-.08-.1758-.08791-.9365-.08791-1.1958.00791-.7275-.5449-.7778-.7304-.8027v-.0083c.5547-.0918.7558-.4766.7558-.9951.0098-.6856-.3593-1.0615-.9394-1.0615l-1.5723-.0166-.0273,4.0546.85351.0083.00779-1.6801ZM33.7403,1.9731h.3769c.27151,0,.43951.1504.4297.5352,0,.2592-.0957.5932-.4394.5932h-.3672v-1.1284Z"/>
  <polygon class="cls-1" points="39.0469 1.7221 38.9668 2.3911 38.0274 2.2822 37.6407 5.6435 36.7969 5.5429 37.1836 2.1904 36.2442 2.082 36.3223 1.413 39.0469 1.7221"/>
  <rect class="cls-1" x="37.94331" y="3.55012" width="4.05099" height=".8506" transform="translate(28.18965 42.37543) rotate(-78.62682)"/>
  <polygon class="cls-1" points="40.8555 6.2373 41.9629 2.3408 43.9922 2.9096 43.8262 3.5117 42.6133 3.1689 42.3321 4.1718 43.4922 4.498 43.3164 5.1001 42.1563 4.7656 41.6739 6.4712 40.8555 6.2373"/>
  <polygon class="cls-1" points="43.4473 7.0312 44.8536 3.227 45.6543 3.52 44.2481 7.3242 43.4473 7.0312"/>
  <path class="cls-1" d="M45.9258,5.7939c.457-.9697.8965-1.8979,2.1621-1.2959.7813.376.8946.9531.4922,1.7227l-.7558-.3516c.2363-.4849.2363-.7104.0078-.8193-.4395-.209-.6856.1757-1.125,1.1123-.4473.936-.5879,1.3711-.1485,1.58.3516.167.5528-.3012.7032-.5854l.7558.3599c-.4668.978-1.00189,1.1118-1.7226.769-1.2657-.602-.8262-1.5303-.3692-2.4917"/>
  <path class="cls-1" d="M50.9082,7.0229l-.0097-.0083-1.2657,1.2793.6856.4263.5898-1.6973ZM47.7715,8.9209l3.11921-2.834.94919.6015-1.2305,4.0137-.7558-.4766.289-.8779-.9844-.6191-.6757.6357-.711-.4433Z"/>
  <polygon class="cls-1" points="55.1856 9.1718 54.7735 9.6987 54.0274 9.1132 51.9356 11.7719 51.2676 11.2539 53.3594 8.5864 52.6114 8.0097 53.0332 7.4746 55.1856 9.1718"/>
  <polygon class="cls-1" points="53.1036 12.7671 55.8633 9.7905 56.4786 10.3759 53.7188 13.3437 53.1036 12.7671"/>
  <path class="cls-1" d="M55.2383,15.0161c.9317,1.0454,1.7051.351,2.4961-.3594.7988-.7109,1.5645-1.3965.6328-2.4414-.9394-1.0366-1.7051-.3599-2.5039.3594-.791.7021-1.5547,1.3965-.625,2.4414M55.6953,14.6064c-.3242-.3511-.0253-.7021.7481-1.3965.7734-.6855,1.1504-.9443,1.4668-.5849.3164.3593.0254.7021-.7461,1.396-.77339.6938-1.1523.9448-1.4688.5854Z"/>
  <polygon class="cls-1" points="56.7325 16.6547 60.0801 14.3637 60.7305 15.3086 59.0254 17.7837 59.0254 17.792 61.3457 16.2119 61.793 16.8637 58.4453 19.1547 57.8145 18.2353 59.6407 15.643 59.6328 15.6347 57.1817 17.3071 56.7325 16.6547"/>
</svg>"></image>
</svg>
) Designed and produced by Radley Yeldar www.ry.com 3i Group plc ![](data:image/svg+xml;base64,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) | | | --- | | | | www.3i.com | 1 Knightsbridge, London, SW1X 7LX, UK Telephone +44 (0)20 7975 3131 THR27389 Register online To receive shareholder communications electronically, including reports and notices of meetings, please register at | | | | --- | --- | | | | | | www.3i.com/investor-relations | Sign up for 3i news To be kept up-to-date with 3i’s latest financial news and press releases, sign up for alerts at | | | | --- | --- | | | | | | www.3i.com/investor-relations |