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Our Business

Realising Business Potential

We are an international investment business, led by successful entrepreneurs and former CEO’s and international business people. We invest our own capital in companies where we believe our sector experience, and our strategic and geographic expertise, will improve performance.

As active investors we work closely with founders and management teams to realise their companies potential.

We invest our own captial - with no fixed investment time horisons. We are committed to ensuring the highest standards of corporate governance, business practice and ethics.

As active investors we work closely with founders and management teams to realise their companies potential.

As long-term investors, we recognise that business needs to engage with society and listen and to take this into account when decisions are made.

Yves LeysenCHIEF INVESTMENT OFFICER L1 TREASURY
At A Glance

Realising Business Potential

We are long-term international investors. We invest our own patient capital in companies for long-term growth in sectors that we know well. Our aim is to build a world-class diversified global investment business.

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We invest for long-term growth

Our strategy is to buy and build. We aim to build a new portfolio of successful companies that are leaders in their fields and sectors.

We will invest our own long-term patient capital in companies in which our sectoral experience and our strategic and geographic expertise will improve performance and help companies grow and take the next step.

We have recruited world-class CEOs, sector investment teams and Advisory Boards to invest at scale. We have successfully managed companies through volatile periods like these and will do so again.

We are different from private equity companies. We buy and build assets, which we can develop over time as platforms of long-term sustainable growth.

We make large-scale investments in sectors we know well

Our portfolio and capital allocation reflects a balance of sector and company exposure with diversification across cycles, geographies, currencies and commodities.

This allows us to capitalise on long-term sector growth and shorter-term cash flow generation opportunities. It also gives us cyclical and non-cyclical opportunities, geographical diversification and commodity exposure.

We engage personally with management teams

We invest in sectors that satisfy human needs. People need energy, food retail, and technology. As demographics change, people are increasingly concerned about their health. They need energy to power homes and grow economies. Therefore, these sectors have longevity and opportunity.

Many industries are in significant flux because of changes in society, demographics and technology. Companies around the world are transforming their operating models and deepening their relationships and knowledge of their consumers.

Our experience as executives in many industries helps us identify long-term trends.

We look for companies that will be the new stars in this changing landscape. We seek long-term disruptors in their sectors and robust platforms for future growth.

Yves Leysen

As long-term investors, we recognise that business needs to engage with society and listen and to take this into account when decisions are made.

Yves LeysenCHIEF INVESTMENT OFFICER L1 TREASURY
Yves Leysen

As long-term investors, we recognise that business needs to engage with society and listen and to take this into account when decisions are made.

Yves LeysenCHIEF INVESTMENT OFFICER L1 TREASURY

As long-term investors, we recognise that business needs to engage with society and listen and to take this into account when decisions are made.

Yves LeysenCHIEF INVESTMENT OFFICER L1 TREASURY

10yrs+

We look to deploy capital into platforms that can be positioned for strong growth over 10 years and beyond

$3bn

L1 Retail is seeking to deploy up to USD $3 bn of equity into attractive opportunities in retail

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L1 research shows that while 55% of the British public agree that business benefits from the market economy, less than half of those - just 21% - believe the system benefits the working class, public sector workers or themselves.

50%

of the British public agree that business benefits from the market economy

Oil and Gas

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Oil and Gas

Retail continues its digital transformation

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Retail continues its digital transformation

The consumer landscape has changed. The emergence of social media has meant that nowadays everyone leaves a trace - a trace that has become the lifeblood of business. Customer control of the content generated and consumed on digital channels is constantly increasing, so understanding their behaviour is essential.

The social media trail can be read to discover passions, media consumed and influencers.

Until cultural understanding of customer motivations and aspirations is reached, a brand cannot make itself relevant. Gain this understanding, and you can see your brand through the eyes of your customers.

There is more to understanding your customers than an in-depth knowledge of their past behaviours. But this is what most customer insight teams will do: they are glorified management information teams, manipulating historic data to determine some proxy personalisation.

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<p>Established in December 2016, L1 Retail's strategy is to identify and invest in companies that are well-positioned platforms for long-term growth and sustainable competitive differentiation. L1 Retail's investment team and Advisory Board leverage prior investment experience, industry expertise and an extensive global retail network to successfully implement this strategy.</p>

Q A
A

As an early pioneer in using data to drive insight in retail, how can data be used to drive digital transformation in retail businesses?

Companies have an excess of data but a shortage of insight. The next generation of insight needs to refine this crude data to achieve the ultimate goal: understanding customers. Data needs to tell a story. Like a kind of 'digital play', it must paint a full and nuanced picture of individual customers. Achieving this will mean drawing on multiple data sources, creating a rich blend of insight that cuts to the heart of the retail customer’s needs and wants.

There is a lot of focus on personal data protection, particularly digital data privacy. What are your thoughts on this?

First things first, it is crucial that brands operate to the highest standard of data privacy. New flows of information have been enabled by new media, and demand ever-increasing accountability from corporations. Transparency is key; if customers can see the value they gain from sharing their information, they will relish the prospect of targeted, personalised messages and deals. Allowing customers to opt in puts them in control of their own data.

Financial Highlights

We invest through L1 Energy, L1 Technology, L1 Health and L1 Retail. Our liquidity is managed by L1 Treasury. Our investments in private equity are managed independently.

$25.1bn

Net Assets

31 December 2017
(2016: $22.2 BN)

12.9%

Growth in net asset value

In 2017

$4.7bn

Capital deployed

31 December 2017
(2016: $22.2 BN)

$7.1bn

Liquidity

31 December 2017
(2016: $22.2 BN)

$2.1bn

Total profit

31 December 2017
(2016: $22.2 BN)

Returns by business

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$25.1bn

Other PE Funds

$4.1bn

10%

PE Fund - Healthcare

$2.6bn

$25.1bn

Other PE Funds

$4.1bn

10%

PE Fund - Energy

$2.6bn

$25.1bn

Other PE Funds

$4.1bn

10%

PE Fund - Healthcare

$2.6bn

Returns by business