FULL YEAR RESULTS

About this update from Essensys Plc

[{"type":"text","content":"\n \n \n 18 \n October 2022 \n \n \n   \n \n \n \n essensys plc \n \n \n \n \n (\"essensys\" or the \"Group\") \n \n \n \n \n   \n \n \n \n \n FULL YEAR RESULTS \n \n \n \n \n Performance in line with expectations \n \n \n \n \n Momentum for long-term growth plan \n \n \n \n \n Strong pipeline for FY23 and FY24 \n \n \n \n   \n \n \n essensys plc (AIM:ESYS), the leading global provider of flexible workspace technology, announces its unaudited results for the twelve months ended 31 July 2022 (\"FY22\").  All information relates to this period, unless otherwise specified. \n \n \n   \n \n \n \n Good strategic progress \n \n \n \n · \n Improving quality of earnings \n \n \n o  \n Strategy optimised for capital efficient growth and cash conservation \n \n \n o  \n Focus on high value customers that deliver significant long-term expansion opportunities \n \n \n o  \n Improving customer mix reflects increased quantity of strategic accounts and continued reduction of low-value, single site customers \n \n \n o  \n Key renewals of multi-year contracts for top customers with additional multi-year renewals in final stages for other customers \n \n \n · \n Further international expansion \n \n \n o  \n APAC and Europe operations fully established with new customer sites now 'live' \n \n \n o  \n Adapting our investment approach to drive sustainable, profitable growth \n \n \n o  \n High quality sales pipeline across all regions \n \n \n · \n Investment in people and product \n \n \n o  \n Global leadership team in place to drive growth plan \n \n \n o  \n New 'capital light' model developed for entry into new geographies \n \n \n o  \n Investment in our platform and product roadmap as part of long-term growth and margin strategy \n \n \n   \n \n \n \n Financial performance in line with market expectations \n \n \n \n · \n Annual recurring revenues up 11%, reflecting improvement in quality of earnings \n \n \n · \n Group revenue - up 6% - and adjusted EBITDA in line with market expectations \n \n \n · \n Strong growth in the US, our largest market opportunity, up 17% \n \n \n · \n UK revenues down 8%, reflecting churn of low value customers and previously reported one-off customer insolvency \n \n \n · \n Recurring revenues account for 86% of total (FY21: 87%) \n \n \n \n   \n \n \n \n \n Current trading and outlook \n \n \n \n · \n Largest customers re-accelerating expansion plans after a period of portfolio rebalancing, underpinning future revenue growth \n \n \n · \n Strong demand reflected in healthy pipeline of new business, helping to offset delays to sales cycles and capital deployment \n \n \n · \n Contracted new business from sites not yet live expected to deliver £2.3m ARR, as at 17 October 2022 \n \n \n · \n Strong balance sheet, net cash of £24m and continue to be debt-free, supports long-term growth plan \n \n \n · \n Revised investment approach to result in achieving profitability at a lower revenue level within current cash resources \n \n \n   \n \n \n \n Financial summary: \n \n \n \n \n   \n \n \n \n \n \n \n \n \n £m unless otherwise stated \n \n \n \n \n \n \n 2022 \n \n \n \n \n \n 2021 \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Revenue \n \n \n \n \n \n \n 23.3 \n \n \n \n \n \n 22.0 \n \n \n \n \n \n +6% \n \n \n \n \n \n \n \n \n Recurring revenue [1] \n \n \n \n \n \n \n 20.1 \n \n \n \n \n \n \n 19.1 \n \n \n \n \n \n \n +5% \n \n \n \n \n \n \n \n \n Run Rate Annual Recurring Revenue [1] \n \n \n \n \n \n \n 21.9 \n \n \n \n \n \n \n 19.8 \n \n \n \n \n \n \n +11% \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Revenue at constant currency \n \n \n \n \n \n \n 22.8 \n \n \n \n \n \n 22.0 \n \n \n \n \n \n +4% \n \n \n \n \n \n \n \n \n Recurring revenue [1] \n \n \n \n \n \n \n 19.7 \n \n \n \n \n \n \n 19.1 \n \n \n \n \n \n \n +3% \n \n \n \n \n \n \n \n \n Run Rate Annual Recurring Revenue [1] \n \n \n \n \n \n \n 20.5 \n \n \n \n \n \n \n 19.8 \n \n \n \n \n \n \n +4% \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Statutory loss before tax \n \n \n \n \n \n \n (11.1) \n \n \n \n \n \n (2.9) \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Adjusted EBITDA \n \n \n [ 1] \n \n \n \n \n \n \n (7.0) \n \n \n \n \n \n 1.3 \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Loss per share (pence) \n \n \n \n \n \n \n (16.8p) \n \n \n \n \n \n (6.2p) \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Proposed Final Dividend per share (pence) \n \n \n \n \n \n \n Nil \n \n \n \n \n \n Nil \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Net Cash \n \n \n \n \n \n \n 24.1 \n \n \n \n \n \n 36.9 \n \n \n \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n   \n \n \n \n \n Mark Furness, CEO of essensys, said: \n \n \n \n   \n \n \n \" \n FY22 was a year of progress and resilience in challenging market conditions.  Revenues increased by 6%, in line with expectations, with our US business continuing to perform strongly.  Momentum with strategic customers remains and underpins a significant pipeline of opportunities.  The quality of our customer base has helped us to manage near-term headwinds such as delays to sales cycles and capital deployment, some portfolio rebalancing among our larger flexible workspace operators and the expected churn at the tail-end of our customer base.  \n \n \n   \n \n \n essensys has a clear strategy, proven model and strong platform to drive sustainable, profitable growth.  The flexible workspace market has attractive, long-term dynamics. Hybrid working is here to stay and plays to our strengths. Whilst our long-term ambition is unchanged, we have moderated our growth targets and adapted our strategy and investment approach to focus on our return to profitability.  Our momentum, allied to contracted new business and a healthy long-term pipeline, supports our confidence of further progress in FY23 and beyond \n .\" \n \n \n   \n \n \n \n The information contained within this announcement is deemed to constitute inside information for the purposes of the UK Market Abuse Regulation. \n \n \n \n   \n \n \n \n For further information, please contact: \n \n \n \n \n   \n \n \n \n \n \n \n \n \n essensys plc \n \n \n \n \n \n \n   \n \n \n \n \n \n +44 (0)20 3102 5252 \n \n \n \n \n \n \n Mark Furness, Chief Executive Officer \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Alan Pepper, Chief Operating Officer \n \n \n Sarah Harvey, Chief Financial Officer \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Singer Capital Markets (Nominated Adviser and Broker) \n \n \n \n \n \n \n   \n \n \n \n \n \n +44 (0)20 7496 3000 \n \n \n \n \n \n \n Peter Steel / Harry Gooden / George Tzimas \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n FTI Consulting \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Jamie Ricketts / Eve Kirmatzis / Talia Shirion / Victoria Caton \n \n \n \n \n \n   \n \n \n \n \n \n +44 (0)20 3727 1000 \n \n \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n About essensys plc \n \n \n \n \n   \n \n \n \n essensys is the leading global provider of software and technology for flexible, digitally-enabled buildings, spaces and portfolios. As the intelligent digital backbone, essensys provides a powerful platform that simplifies the delivery and management of next generation, flexible commercial real estate. \n \n \n   \n \n \n The real estate industry is transforming - it must be flexible to changing market demands, to accommodate hybrid working styles, agile, move-in ready spaces and the delivery of on-demand digital services.  The office sector is becoming an increasingly digital-first landscape - driven by end-user demand, delivering digitally enabled spaces is key to success. The essensys Platform has been designed and developed to help solve the complex operational challenges faced by landlords and flexible workspace operators as they grow and scale their operations. It helps our customers to deliver a simple, secure and scalable proposition, responding to changing occupier demands, providing seamless occupier experiences, and realising smart building and \n   \n ESG ambitions. \n \n \n   \n \n \n Founded in 2006 and listed on the AIM market of the London Stock Exchange since 2019, essensys is active in the UK, Europe, North America and APAC. \n \n \n \n \n \n \n \n \n Chairman's statement \n \n \n \n \n   \n \n \n \n Our 2022 financial year was, once again, set against a rapidly changing and unpredictable backdrop.  I would like to start by recognising the efforts of our people.  Our people are at the heart of our vision and our success is a testament to their hard work and resourcefulness. \n \n \n   \n \n \n essensys grew revenues by 6% in FY22, underlining the resilience of our business model. Covid-19 and lockdowns curbed the high revenue growth we are accustomed to, slowing sales cycles and our expansion plans; however, whilst revenue growth was lower than our original plans, we maintained planned EBITDA as our teams responded with energy and focus to this challenge. We end the year with good momentum with existing and new customers.  \n \n \n   \n \n \n essensys has an excellent platform for growth. During the year the team has made good progress with its long-term growth plan.  Notably, we have seen the launch of essensys in APAC and Europe, the development and launch of the essensys Platform to deliver significant new capabilities to our customers and continued investment in the product roadmap for future growth.  essensys is built on strong foundations and a focus on strategic customers who will look to essensys to deliver flexible workspaces in the long term and who have the scale to deliver growth for our business.  We have a strong balance sheet with £24m net cash at year end. \n \n \n   \n \n \n essensys has added to its executive leadership team during the year with the appointment of Sarah Harvey as Chief Financial Officer. Sarah's appointment and Alan Pepper's move into the new stand-alone Chief Operating Officer role are necessary to support essensys' ambitions to scale up in the coming years. Sarah brings a wealth of relevant expertise and is well qualified to oversee the continued financial management of the Group. \n \n \n   \n \n \n essensys remains extremely well placed to take advantage of the increasing demand for flexible workspace.  We continue to see opportunities to grow with flexible workspace operators and traditional landlords, as they build their presence in the flexible workspace industry.  Notwithstanding the current uncertainty in the wider macroeconomic environment the Group remains confident of further progress in the year ahead and beyond. \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n Jon Lee \n \n \n \n Non-Executive Chairman \n \n \n 17 October 2022 \n \n \n   \n \n \n   \n \n \n \n Strategic and operational review \n \n \n \n \n   \n \n \n \n A clear strategy to capture the flexible workspace opportunity \n \n \n   \n \n \n essensys has a clear strategy to capture the growth in the flexible workspace industry. The long-term market opportunity remains very exciting and now includes hybrid working, which is increasingly a feature of everyday working life.  \n \n \n   \n \n \n Our model is to act as the intelligent digital backbone for commercial real estate. Since 2006 our software has automated and simplified technology operations for real estate and flexible workspaces. This, in turn, removes complexity and reduces cost. The essensys Platform allows landlords and flex workspace providers to solve the complex challenges they face and deliver seamless, digital-first in-building and cross-portfolio experiences. \n \n \n   \n \n \n Following our fundraising in FY21, our planned investment in international expansion, people and product gives us the platform to drive long-term, profitable growth. The expansion of our go-to-market activities was delayed in the first half of our financial year, with Covid-19 restrictions slowing sales cycles, the expansion of our sales teams and the wider return to the office. However, against a challenging backdrop, we made good progress with this strategy in FY22.  It is a testament to the resilience of our business model, the quality of our customer base and our people that revenues increased by 6%, in line with market expectations. Momentum with existing strategic customers remains strong and underpins a significant pipeline of opportunities. This helped us manage extensions to sales cycles and capital deployment, some portfolio rebalancing among landlords and the expected churn at the tail-end of our customer base. \n \n \n   \n \n \n Exciting market opportunity \n \n \n \n   \n \n \n \n The flexible workspace industry benefits from attractive long-term structural growth drivers. \n \n \n   \n \n \n We continue to see a clear shift towards hybrid working and flexible workspaces.  Among the largest corporates, two thirds say making hybrid work is in their top three strategic priorities 1 . Hybrid working is here to stay for commercial real estate and global working practices.  In JLL's recent global survey of the commercial real estate industry, three in four landlords and operators plan to make all office spaces open and collaborative, with no dedicated desk spaces 2 . 73% see remote and hybrid working as critical to attracting and retaining talent 3 . \n \n \n   \n \n \n Nevertheless, most organisations still expect the office to remain at the heart of the work ecosystem and for this to include more 'flex'.  This includes more traditional sectors, such as law and finance.  Occupier demand will, in turn, drive greater demand for a range of flexible services and amenities. The most sought-after attribute in today's office environment is flexible open space 4 . While there are many reasons for this shift, an important factor for organisations is reducing cost. \n \n \n   \n \n \n The acceptance of hybrid working and the shift to flexible workspaces is, in turn, driving demand for technology on a practical, day-to-day level.  Most real-estate organisations still depend on legacy technology which could undermine their ability to compete and win.  Eight in ten respondents in a recent global commercial real estate survey do not have a fully modernised core system that could easily incorporate emerging technologies 5 . \n \n \n \n   \n \n \n \n Three in four landlords and operators say investing in quality office space is a higher priority than expanding total footprint 6 . Whilst we saw some evidence of this during the latter part of FY22 we are also seeing landlords establish new flex operations and existing operators resuming their expansion plans. A significant opportunity for essensys exists within our current strategic customers who are aiming to scale their flex offerings across their portfolio globally, such as Industrious, Hines, Carr Workplaces, JLL and Tishman Speyer, so this trend is a positive development. \n \n \n   \n \n \n The opportunities presented by our market are expected to benefit essensys in the medium to longer term, as a leading global provider of flexible workspace software and technology. We expect future underlying occupier demand to be enhanced by two more recently established areas. First, what we call 'enterprise flex space': dedicated move-in ready team space for a period of up to three years with limited or no customisation.  Second, what we call 'agile flex space', consisting of plug and play spaces or networks of options for individuals and small teams. \n \n \n \n   \n \n \n \n Progressing our long-term growth plan \n \n \n   \n \n \n We have a well-established plan to Land , Expand and Grow to capture the market opportunity in the flexible workspace market and have evolved that plan this year to focus on sustainable growth, targeting those customers that are key to our long-term ambition whilst expanding and growing with our existing strategic customer base. This focus led to an increase in churn in the smaller, non-strategic customer base in FY22 in addition to the previously reported UK customer who went into administration during the year. Our target new customers are those that, in time, can deliver at least 20 sites, or $1m of ARR.  This focus on high-value strategic customers has also resulted in improved unit pricing with monthly contracted recurring revenue on average 10% higher per site than those sites which churned in FY22. \n \n \n   \n \n \n Our Operate business represented 8% of our revenue in the year (FY21: 9%). Operate will continue to reduce as a proportion of total Group revenue over time as strategic customers move to the essensys Platform and the remaining long-tail of small customers migrate to non-essensys solutions. \n \n \n   \n \n \n We have continued our investment in people, product and international expansion, which is the basis for our growth plan. \n \n \n   \n \n \n \n Land - Expand - Grow \n \n \n \n \n   \n \n \n \n Our simple, proven strategy allows us to direct resources to the areas of our go-to-market efforts that provide the most compelling returns at that time. In periods of rapid market expansion, this allowed us to increase our investment considerably in the 'Land' phase; the acquisition of new customers, thus improving our customer mix and expanding our geographic footprint. This improvement and our adaptable model means that once we have acquired these customers we are able to refocus resources towards the large expansion opportunity that this provides - the 'Expand' phase. The result of this is increased sales efficiency (improved LTV to CAC ratio) and a less aggressive capital investment program aimed at new customer acquisition. \n \n \n \n   \n \n \n \n \n Land \n \n \n \n   \n \n \n We added 18 new customers in FY22, in addition to the 24 added in FY21. The majority of these new customers are landlords and real-estate companies, including large landlords in Sweden and the USA with whom we expect to expand our business in FY23 and beyond. \n \n \n   \n \n \n New customers won this year include a top 10 European real estate investment manager with significant scale in Europe, a significant Irish property company as well as an established North American multi-site flex workspace operator.  Our well developed sales pipeline includes a well-known South East Asian conglomerate, a number of multi-site flex workspace operators and further significant real estate owners and operators in all our geographies. \n \n \n   \n \n \n We now have a full global leadership team in place to drive our growth plan.  Our leadership team includes regional CEOs in all three geographical regions, a Group Chief People Officer and our new CFO, Sarah Harvey, who was appointed in May 2022.  As part of this transition to support our scaling up, Alan Pepper moved from his role as CFO and COO to a fully dedicated COO role.  \n \n \n   \n \n \n \n Expand \n \n \n \n   \n \n \n We continue to see strong demand from our key strategic customers; during the year we added 65 new sites with existing and new customers and currently have a healthy contracted pipeline of 52 sites representing £2.3m annual recurring revenue, the majority with our top 20 strategic customers.   \n \n \n   \n \n \n Our existing customer base, particularly in the US, is indicating significant growth plans over the next few years. We are increasingly engaged at senior levels with large property organisations in assisting them with their technology requirements.  These types of strategic customers continue to provide the Group with significant long term expansion opportunities.   \n We are engaged with a number of very large potential new customers and whilst these have longer sales cycles the likely scale of business is significant.  Strategic customers who engage us for multiple sites generate higher revenue per site and deliver stronger net margins due to the lower cost to serve that their operational maturity provides. \n \n \n   \n \n \n As we continue to focus on high-value strategic customers, churn of small low value legacy customers continued, primarily in the UK, which reduced our overall site count during the year. These customers have largely been single site operators that do not offer an expansion opportunity and have high service costs. Expansion with our existing UK customers included a renewal and new territory expansion into Ireland with a real estate owner dedicated to life sciences, with further expansion anticipated in FY23 and a renewal with a top five customer which gave us exclusivity for their entire portfolio. \n \n \n   \n \n \n The recent renewal of multi-year contracts with our top three customers demonstrates our longevity with our strategically important customers and underpins our future pipeline, both in the short-term and the long-term. These renewals and consolidations are expected to continue in FY23. Those renewals included customers rebalancing their portfolios following the Covid-19 pandemic to focus on quality locations as they look to their own future growth plans.  We anticipate renewing multi-year contracts with a number of other strategic customers in FY23. Typically when we sign a new customer we are engaged to provide services to a small number of pilot locations, followed by the longer-term opportunity to roll out across a large portfolio. \n \n \n   \n \n \n As part of our international expansion plan, our APAC and European operations were fully established during FY22.  APAC is fully operational with new customers and sites live, in delivery and under negotiation.  Now that we have the international platform in place, we are adopting a 'capital light' model to reduce the investment required to support further expansion into new geographic territories from our increasingly global customers.  \n \n \n   \n \n \n \n Grow \n \n \n \n   \n \n \n Our targeted investment in product includes, notably, the evolution of the essensys Platform and our smart access capability and associated products.  \n \n \n   \n \n \n Our intention is for the essensys Platform to act as the intelligent digital backbone for commercial real estate.  Moving our customers onto the essensys Platform presents a long-term opportunity for margin and revenue growth through greater automation and greater access to in-building services and amenities.  We have migrated the first wave of our customers onto the new platform and continue to invest in product and software development to enhance its value to users.  We have also expanded our global private network to provide additional capacity to support significant site and ARR growth. \n \n \n   \n \n \n The essensys Platform has been developed and built to serve as its own distribution vehicle for future value-add functionality and modules. This product-led growth (PLG) strategy is designed to reduce sales cycles for upsell, improve customer LTV (lifetime value) and drive gross margin performance. \n \n \n   \n \n \n Regional performance \n \n \n \n   \n \n \n \n \n Continued growth in North America \n \n \n \n The US market continues to be a strong driver of Group growth. The US market represents a \n £1.7bn total addressable market, of which we believe approximately £377m is currently serviceable by essensys. \n In addition, the US acts as a gateway to global expansion, as US headquartered customers look to expand their flexible offering across their respective global portfolio. \n \n \n   \n \n \n Site numbers in the US grew by 5% and we saw a 23% increase in North America recurring revenue. We are starting to see growth in the US market accelerating with a number of customers setting out ambitious expansion plans for the rest of this calendar year and beyond.  Evidence of the structural shift to a more flexible way of working continues to grow with an increasing number of landlords engaging with us on technology solutions to support their repurposing of traditional office environments. Those engagements involve a number of globally recognisable real estate operators which each individually provide the opportunity for significant long-term account growth. \n \n \n   \n \n \n Prospects include a California mixed use landlord with 22 locations, a West Coast landlord with 37 buildings and an APAC business and a pan US REIT with 29 identified flex locations. Expansion with our existing top 10 customers in North America continues to underpin our growth ambitions in the next year. \n \n \n   \n \n \n \n UK and Europe \n \n \n \n   \n \n \n The UK and European market represents a \n £936m total addressable market, of which we believe approximately £250m is currently serviceable by essensys. \n \n \n   \n \n \n The appointment of James Lowery as CEO of UK & Europe completed our senior regional leadership appointments and will allow the implementation of tailored growth strategies around the Group's international operations.  James brings significant industry experience from his time at British Land where he led their flexible workspace operation and this knowledge will be instrumental in opening up opportunities for discussions with similar organisations across Europe. \n \n \n   \n \n \n Our total number of sites in the region was 17% lower, following the expected churn of lower value, non-strategic customers, some portfolio rebalancing by our larger customers and the previously reported unexpected insolvency of a long-standing flexible workspace operator customer.  Going into FY23 we expect less volatility and reduced churn as the improvement in our customer mix continues.   \n \n \n   \n \n \n In line with our experience in the US we are seeing signs of activity levels building in both the UK and mainland Europe.  During the year we signed a strategic customer in Sweden resulting in two initial pilot locations; we now have a further four sites in active engagement.  We also contracted with a large European real estate investment manager towards the end of the year which brings us significant future expansion opportunity.  Further engagement with a number of large European property companies and managers continues and, whilst these have longer sales cycles, the opportunities with some of these customers is significantly greater than we might have originally anticipated.  Our prospects include a \n 36 site Operate-only French customer moving onto the essensys Platform; a UK operator with more than 50 buildings; a Swedish private landlord with 35 CBD locations; and a German REIT with more than 500 buildings. \n \n \n   \n \n \n \n APAC \n \n \n \n   \n \n \n Asia represents a \n £663m total addressable market, of which we believe approximately £225m is currently serviceable by essensys.   As part of our plan to expand in the APAC region, we have to date engaged with over 50% of our target customers and we are making good progress establishing our business in the region.  We now have personnel in Hong Kong, Singapore and Australia, with go to market capability now fully established in all three locations.  Business development activity and pipeline is increasing in all markets. \n \n \n   \n \n \n Australia, in particular, is expected to be a major opportunity for the Group.  Existing customer pull from the US led to the establishment of our first new location in Sydney during the period and has resulted in a further sites live in Australia and additional pipeline there.   We are also well engaged with a number of Australia's largest property companies and flexible workspace operators. \n \n \n   \n \n \n Prospects in the region include a Singapore regional landlord with a flex brand; a Singapore regional flex space operator with more than 40 locations; a large Australian landlord with an established flex strategy; and a Singapore based global landlord with an invested-in flex brand and a large number of existing flex locations. \n \n \n \n   \n \n \n \n Current trading and outlook \n \n \n   \n \n \n Momentum with strategic customers remains strong and underpins a significant pipeline of opportunities.  This is helping us manage near-term headwinds such as delays in sales cycles and capital deployment, some portfolio rebalancing among landlords and churn at the tail-end of our customer base.  We continue to take steps to extend our cash runway, including optimising our strategy and developing a capital light model for new territory entry, as we have done in Sweden. \n \n \n   \n \n \n essensys has a healthy pipeline of new business, with contracted new business expected to deliver £2.3m Annual Recurring Revenue (as at 17 October 2022) and we have a strong balance sheet that supports a clear strategy, proven model and strong platform to drive sustainable, profitable growth. The Group remains debt-free, with a cash balance of £24m at the end of FY22.  \n \n \n   \n \n \n The flexible workspace market has attractive, long-term dynamics; hybrid working is here to stay and plays to our strengths.  Our long-term growth plan has not changed.  Our momentum, allied to contracted new business and a healthy long-term pipeline, supports our confidence of further progress in FY23 and beyond.   \n \n \n   \n \n \n As we enter the next phase of our growth, and given continued economic uncertainty, we are adopting a more selective approach to investment both from a capital and new customer acquisition perspective. This approach will reduce cash burn to ensure we achieve profitability within our current cash resources.  Whilst we continue to expect healthy revenue growth from our existing customers and new customer pipeline, total revenue for the new financial year is expected to be at a lower level than previously anticipated. \n \n \n   \n \n \n   \n \n \n \n Mark Furness \n \n \n \n Chief Executive Officer \n \n \n 17 October 2022 \n \n \n   \n \n \n \n Notes \n \n \n \n \n 1. JLL, The Future of Work Survey 2022 \n \n \n \n \n 2. JLL, The Future of Work Survey 2022 \n \n \n \n \n 3. JLL, The Future of Work Survey 2022 \n \n \n \n \n 4. EMEA Office Occupier Sentiment Survey, 2022 \n \n \n \n \n 5. Deloitte, 2022 Commercial Real Estate Outlook \n \n \n \n \n 6. JLL, The Future of Work Survey 2022 \n \n \n \n \n 7. EMEA Office Occupier Sentiment Survey, 2022 \n \n \n \n   \n \n \n \n   \n \n \n \n \n Chief Financial Officer's Report \n \n \n \n   \n \n \n   \n \n \n \n Scope of financial results \n \n \n \n   \n \n \n The unaudited financial results included in this announcement cover the Group's consolidated activities for the 12 months ended 31 July 2022.  The comparatives for the previous 12 months were for the Group's consolidated activities for the 12 months ended 31 July 2021. \n \n \n   \n \n \n \n Financial Key Performance Indicators \n \n \n \n   \n \n \n \n \n \n \n \n £'m unless otherwise stated \n \n \n \n \n \n \n 2022 \n \n \n \n \n \n \n 2021 \n \n \n \n \n \n \n Change \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Group Total Revenue \n \n \n \n \n \n \n 23.3 \n \n \n \n \n \n \n 22.0 \n \n \n \n \n \n \n 6% \n \n \n \n \n \n \n \n \n North America \n \n \n \n \n \n \n 13.2 \n \n \n \n \n \n \n 11.3 \n \n \n \n \n \n \n 17% \n \n \n \n \n \n \n \n \n UK & Europe \n \n \n \n \n \n \n 9.8 \n \n \n \n \n \n \n 10.6 \n \n \n \n \n \n \n -8% \n \n \n \n \n \n \n \n \n APAC \n \n \n \n \n \n \n 0.3 \n \n \n \n \n \n \n - \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Recurring Revenue \n \n \n \n \n \n \n 20.1 \n \n \n \n \n \n \n 19.1 \n \n \n \n \n \n \n 5 \n \n \n % \n \n \n \n \n \n \n \n \n North America \n \n \n \n \n \n \n 11.0 \n \n \n \n \n \n \n 8.9 \n \n \n \n \n \n \n 23 \n \n \n % \n \n \n \n \n \n \n \n \n UK & Europe \n \n \n \n \n \n \n 9.0 \n \n \n \n \n \n \n 10.2 \n \n \n \n \n \n \n -12 \n \n \n % \n \n \n \n \n \n \n \n \n APAC \n \n \n \n \n \n \n 0.1 \n \n \n \n \n \n \n - \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Recurring Revenue %age of Total \n \n \n \n \n \n \n 86% \n \n \n \n \n \n \n 87% \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Run Rate Annual Recurring Revenue \n \n \n \n \n \n \n 21.9 \n \n \n \n \n \n \n 19.8 \n \n \n \n \n \n \n 11% \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Non-recurring revenue \n \n \n \n \n \n \n 3.2 \n \n \n \n \n \n \n 2.9 \n \n \n \n \n \n \n 10 \n \n \n % \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Gross Profit \n \n \n \n \n \n \n 14.1 \n \n \n \n \n \n \n 14.2 \n \n \n \n \n \n \n -1 \n \n \n % \n \n \n \n \n \n \n \n \n Gross Profit percentage \n \n \n \n \n \n \n 61% \n \n \n \n \n \n 65% \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Recurring Revenue margin %age \n \n \n \n \n \n \n 64% \n \n \n \n \n \n \n 69% \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Statutory loss before tax \n \n \n \n \n \n \n (11.1) \n \n \n \n \n \n \n (2.9) \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Adjusted EBITDA \n \n \n \n \n \n \n (7.0) \n \n \n \n \n \n \n 1.3 \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Adjusted EBITDA margin \n \n \n \n \n \n \n (30)% \n \n \n \n \n \n \n 6.0% \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Net Cash \n \n \n \n \n \n \n 24.1 \n \n \n \n \n \n \n 36.9 \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n See commentary following and in the strategic and operational review above together with the unaudited financial statements below for explanation of significant movements in the above Financial Key Performance Indicators. \n \n \n \n   \n \n \n \n \n Revenue \n \n \n \n   \n \n \n Group total revenue increased by 6% to £23.3m in the year. As outlined in the strategic and operational review, we saw growth in the US offset by a decline in the UK. In the US, Connect sites grew to 300 at the year-end (FY21: 286). The strengthening of the US Dollar compared to the Pound Sterling had a benefit to reported revenue in the year of £0.5m. \n \n \n   \n \n \n Recurring revenue comprises income invoiced for services that are repeatable and consumed and delivered monthly over the term of a customer contract. Run Rate Annual Recurring Revenue (Run Rate ARR) is an annualisation of the recurring revenue for the month identified (July 2022 and 2021, as appropriate), and is used an indication of the annual value of the recurring revenue for that month. Run Rate ARR is also used by management to monitor long-term revenue growth of the business. \n \n \n   \n \n \n Non-recurring revenue comprises activation fees charged to customers in respect of installations of hardware and services at locations, together with training and customer onboarding. \n \n \n   \n \n \n Recurring revenue increased 5% in the year driven by the reasons set out above. Run Rate ARR grew 11% to £21.9m (from £19.8m in 2021) driven primarily by our momentum with strategic customers looking to expand their flex capabilities.  The net change in Group Connect/Platform sites was -3% to 458 at year end (2021: 474) as a result of large customer recontracts and churn in lower value single-site customers. \n \n \n   \n \n \n \n Gross margins \n \n \n \n   \n \n \n Overall gross margins decreased to 61% (2021: 65%) and recurring revenue margins decreased to 64% (2021: 69%) reflecting an increase in costs as the Group invested towards expanding its international operations and invests for future growth, particularly in the APAC region.  \n \n \n   \n \n \n \n Administrative expenses \n \n \n \n   \n \n \n Excluding depreciation and amortisation charges, administrative expenses increased by £8m in the year, as we continued our strategic investment plan.  This was driven primarily by increases in staff-related costs both from the full-year effect of increases in overall headcount implemented in FY21 but also by the impact of a 40% increase in average numbers of staff in FY22, a significant proportion of which was in development personnel.  In addition, the Group spent an additional £ \n 0.5 \n m on third party marketing activities in FY22. \n \n \n   \n \n \n \n Statutory loss for the year \n \n \n \n   \n \n \n The Group made a loss before tax for the year of £11.1m (2021: loss of £ \n 2.9 \n m).  The year-on-year change is primarily as a result of the investment in the Group to deliver the growth plans. \n \n \n   \n \n \n \n \n \n \n \n £'m \n \n \n \n \n \n \n 2022 \n \n \n \n \n \n \n 2021 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Turnover \n \n \n \n \n 23.3 \n \n \n \n \n 22.0 \n \n \n \n \n \n \n Cost of sales \n \n \n \n \n (9.2) \n \n \n \n \n (7.8) \n \n \n \n \n \n \n \n Gross profit \n \n \n \n \n \n \n 14.1 \n \n \n \n \n \n \n 14.2 \n \n \n \n \n \n \n \n Administrative expenses \n \n \n \n \n (24.3) \n \n \n \n \n (16.5) \n \n \n \n \n \n \n Share based payment expense \n \n \n \n \n (0.8) \n \n \n \n \n (0.6) \n \n \n \n \n \n \n \n Operating loss \n \n \n \n \n \n \n (11.0) \n \n \n \n \n \n \n (2.8) \n \n \n \n \n \n \n \n Net interest payable \n \n \n \n \n (0.1) \n \n \n \n \n (0.1) \n \n \n \n \n \n \n \n Loss before taxation \n \n \n \n \n \n \n (11.1) \n \n \n \n \n \n \n (2.9) \n \n \n \n \n \n \n \n   \n \n \n \n Adjusted EBITDA \n \n \n \n   \n \n \n Adjusted results are prepared to provide a more comparable indication of the Group's core business performance by removing the impact of certain items including exceptional items (material and non-recurring), and other, non-trading, items that are reported separately. Adjusted results exclude adjusting items as set out in the statement of consolidated loss and below, with further details given in Note 7 of the financial statements. In addition, the Group also measures and presents performance in relation to various other non-IFRS measures, such as recurring revenue, run-rate annual recurring revenue and revenue growth.  \n \n \n   \n \n \n Adjusted results are not intended to replace statutory results.  These have been presented to provide users with additional information and analysis of the Group's performance, consistent with how the Board monitors results. \n \n \n   \n \n \n Adjusted EBITDA (being EBITDA prior to exceptional costs, forex translation costs, impairment charges and share based payment expense) is calculated as follows: \n \n \n   \n \n \n \n \n \n \n \n £'m \n \n \n \n \n \n \n 2022 \n \n \n \n \n \n \n 2021 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Operating loss \n \n \n \n \n \n \n (11.0) \n \n \n \n \n \n \n (2.8) \n \n \n \n \n \n \n \n Add back: \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Depreciation & Amortisation \n \n \n \n \n \n 3.1 \n \n \n \n \n \n 3.6 \n \n \n \n \n \n \n \n EBITDA \n \n \n \n \n \n \n (7.9) \n \n \n \n \n \n \n 0.8 \n \n \n \n \n \n \n \n Less: Forex translation adjustments \n \n \n \n \n \n - \n \n \n \n \n \n (0.1) \n \n \n \n \n \n \n Add back: Share based payment expense \n \n \n \n \n \n 0.8 \n \n \n \n \n \n 0.6 \n \n \n \n \n \n \n Add back: Impairment charge \n \n \n \n \n \n 0.1 \n \n \n \n \n \n - \n \n \n \n \n \n \n \n Adjusted EBITDA \n \n \n \n \n \n \n (7.0) \n \n \n \n \n \n \n 1.3 \n \n \n \n \n \n \n \n \n   \n \n \n \n The share-based payment expense, impairment charge and forex translation adjustments are excluded from Adjusted EBITDA as they are not considered relevant for assessment of underlying profitability. \n \n \n   \n \n \n \n Taxation \n \n \n \n   \n \n \n The Group incurred a tax credit in the year of £286,000 (2021: tax charge £411,000).  This was made up of non-cash deferred tax movements arising from timing differences on the taxation related to capitalised development costs. \n \n \n   \n \n \n \n Cash \n \n \n \n   \n \n \n Net cash at year end was £24.1m (2021: £36.9m) and the Group remains debt-free.  The most significant cash outflow during the year was on the Group's personnel as part of the investment in product and go-to-market capability. The Group also made additional inventory purchases during the second half of the year in order to provide certainty of supply into FY23. The Group's current cash reserves provide sufficient capital for the foreseeable future and will enable it to fund the Group's geographic expansion, continued product and software development and additional working capital as the business continues to grow. \n \n \n \n   \n \n \n \n \n Capital Expenditure \n \n \n \n   \n \n \n During the year the Group continued to execute the planned expansion and upgrading of its digital infrastructure in the UK and Europe, North America and APAC in order to provide additional capacity, resilience and improved service to customers. \n \n \n \n   \n \n \n \n \n Capitalised Software Development Costs \n \n \n \n   \n \n \n The Group continues to invest in software development resulting in ongoing enhancements to its software platforms.  During the year it expanded its new Platform which will, in time, replace its existing platforms, Connect and Operate.  The Group continues to increase its onshore software development capacity following a strategic decision in FY20 to bring the majority of the Group's development work back to the UK.  Where such work is expected to result in future revenue, costs incurred that meet the definition of software development in accordance with IAS38, Intangible Assets, are capitalised in the statement of financial position.  During the year the Group capitalised £ \n 4.1 \n m in respect of software development (2021: £2.5m). \n \n \n   \n \n \n In implementing its accelerated product development strategy, the Group anticipates capitalising software costs at a similar rate to FY22 in the next few years. \n \n \n \n   \n \n \n \n \n Dividend policy \n \n \n \n   \n \n \n It remains the Group's intention in the short to medium-term to invest in order to deliver capital growth for shareholders.  The Board has not recommended a dividend in respect of the year ended 31 July 2022 and does not anticipate recommending a dividend within the next year but may do so in future years. \n \n \n   \n \n \n   \n \n \n \n Sarah Harvey \n \n \n \n Chief Financial Officer \n \n \n 17 \n October 2022 \n \n \n   \n \n \n   \n \n \n   \n \n \n \n Unaudited Consolidated Statement of Comprehensive Loss \n \n \n \n \n for the year ended 31 July \n \n \n \n \n   \n \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n Notes \n \n \n \n \n \n \n 2022 \n \n \n \n \n \n \n 2021 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Turnover \n \n \n \n \n 6 \n \n \n \n \n \n 23,298 \n \n \n \n \n \n 21,982 \n \n \n \n \n \n \n Cost of sales \n \n \n \n \n \n \n \n \n \n \n \n \n (9,190) \n \n \n \n \n \n (7,750) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Gross profit \n \n \n \n \n \n \n \n \n \n \n \n \n \n 14,108 \n \n \n \n \n \n 14,232 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Administrative expenses \n \n \n \n \n \n \n \n \n \n \n \n \n (24,399) \n \n \n \n \n \n (16,515) \n \n \n \n \n \n \n Other operating income \n \n \n \n \n \n \n \n \n \n \n \n \n - \n \n \n \n \n \n 42 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Share based payment expense \n \n \n \n \n \n \n \n \n \n \n \n \n (741) \n \n \n \n \n \n (560) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Operating loss \n \n \n \n \n \n 7 \n \n \n \n \n \n (11,032) \n \n \n \n \n \n (2,801) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Interest receivable and similar income \n \n \n \n \n 10 \n \n \n \n \n \n 94 \n \n \n \n \n \n - \n \n \n \n \n \n \n Interest payable and similar charges \n \n \n \n \n 11 \n \n \n \n \n \n (147) \n \n \n \n \n \n (127) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss before taxation \n \n \n \n \n \n \n \n \n \n \n \n \n \n (11,085) \n \n \n \n \n \n (2,928) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Taxation \n \n \n \n \n 12 \n \n \n \n \n \n 286 \n \n \n \n \n \n (411) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Loss for the year from continuing operations \n \n \n \n \n \n \n   \n \n \n \n \n \n \n (10,799) \n \n \n \n \n \n (3,339) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other comprehensive loss \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Items that may be reclassified to profit or loss: \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Currency translation differences \n \n \n \n \n \n \n \n \n \n \n \n \n 583 \n \n \n \n \n \n (200) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Other comprehensive loss for the year \n \n \n \n \n \n \n   \n \n \n \n \n \n \n 583 \n \n \n \n \n \n (200) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Total comprehensive loss for the year \n \n \n \n \n \n \n   \n \n \n \n \n \n \n (10,216) \n \n \n \n \n \n (3,539) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Basic and diluted loss per share \n \n \n \n \n 13 \n \n \n \n \n (16.8p) \n \n \n \n \n (6.2p) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n Unaudited Consolidated Statement of Financial Position \n \n \n \n \n as at 31 July \n \n \n \n \n   \n \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n Notes \n \n \n \n \n \n \n 2022 \n \n \n \n \n \n \n 2021 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n \n \n ASSETS \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Non-current assets \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Intangible assets \n \n \n \n \n 14 \n \n \n \n \n \n 8,922 \n \n \n \n \n \n 6,198 \n \n \n \n \n \n \n Property, plant and equipment \n \n \n \n \n 15 \n \n \n \n \n \n 2,819 \n \n \n \n \n \n 1,471 \n \n \n \n \n \n \n Right of use assets \n \n \n \n \n 16 \n \n \n \n \n \n 2,482 \n \n \n \n \n \n 2,160 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 14,223 \n \n \n \n \n \n 9,829 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Current assets \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Inventories \n \n \n \n \n 18 \n \n \n \n \n \n 2,546 \n \n \n \n \n \n 184 \n \n \n \n \n \n \n Trade and other receivables \n \n \n \n \n 19 \n \n \n \n \n \n 6,434 \n \n \n \n \n \n 5,279 \n \n \n \n \n \n \n Cash at bank and in hand \n \n \n \n \n \n \n \n \n \n \n \n \n 24,122 \n \n \n \n \n \n 36,903 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 33,102 \n \n \n \n \n \n 42,366 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TOTAL ASSETS \n \n \n \n \n \n \n \n \n \n \n \n \n \n 47,325 \n \n \n \n \n \n 52,195 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n _________ \n \n \n \n \n \n \n \n EQUITY AND LIABILITIES \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n EQUITY \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Shareholders' equity \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Called up share capital \n \n \n \n \n 20 \n \n \n \n \n \n 161 \n \n \n \n \n \n 161 \n \n \n \n \n \n \n Share premium \n \n \n \n \n 21 \n \n \n \n \n \n 51,660 \n \n \n \n \n \n 51,660 \n \n \n \n \n \n \n Share based payment reserve \n \n \n \n \n \n \n \n \n \n \n \n \n 2,811 \n \n \n \n \n \n 2,045 \n \n \n \n \n \n \n Merger reserve \n \n \n \n \n \n \n \n \n \n \n \n \n 28 \n \n \n \n \n \n 28 \n \n \n \n \n \n \n Retained earnings \n \n \n \n \n \n \n \n \n \n \n \n \n (19,185) \n \n \n \n \n \n (8,969) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TOTAL EQUITY \n \n \n \n \n \n \n \n \n \n \n \n \n \n 35,475 \n \n \n \n \n \n 44,925 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n LIABILITIES \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Non-current liabilities \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Lease liabilities \n \n \n \n \n 23 \n \n \n \n \n \n 1,659 \n \n \n \n \n \n 992 \n \n \n \n \n \n \n Deferred tax \n \n \n \n \n 24 \n \n \n \n \n \n 485 \n \n \n \n \n \n 779 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 2,144 \n \n \n \n \n \n 1,771 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Current liabilities \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Trade and other payables \n \n \n \n \n 22 \n \n \n \n \n \n 7,422 \n \n \n \n \n \n 4,229 \n \n \n \n \n \n \n Contract liabilities \n \n \n \n \n 6E \n \n \n \n \n \n 815 \n \n \n \n \n \n 323 \n \n \n \n \n \n \n Lease liabilities \n \n \n \n \n 23 \n \n \n \n \n \n 1,469 \n \n \n \n \n \n 943 \n \n \n \n \n \n \n Current taxes \n \n \n \n \n \n \n \n \n \n \n \n \n - \n \n \n \n \n \n 4 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 9,706 \n \n \n \n \n \n 5,499 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TOTAL LIABILITIES \n \n \n \n \n \n \n \n \n \n \n \n \n \n 11,850 \n \n \n \n \n \n 7,270 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n TOTAL EQUITY AND LIABILITIES \n \n \n \n \n \n \n \n \n \n \n \n \n \n 47,325 \n \n \n \n \n \n 52,195 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n _________ \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n Unaudited Consolidated Statement of Changes in Equity \n \n \n \n \n for the Year Ended 31 July 2022 \n \n \n \n \n   \n \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n Share \n \n \n \n \n \n \n Share \n \n \n \n \n \n \n Share based payment \n \n \n \n \n \n \n Merger \n \n \n \n \n \n \n Retained \n \n \n \n \n \n \n Total \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n capital \n \n \n \n \n \n \n premium \n \n \n \n \n \n \n Reserve \n \n \n \n \n \n \n Reserve \n \n \n \n \n \n \n earnings \n \n \n \n \n \n \n equity \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 1 August 2021 \n \n \n \n \n \n \n 161 \n \n \n \n \n \n \n 51,660 \n \n \n \n \n \n \n 2,045 \n \n \n \n \n \n \n 28 \n \n \n \n \n \n \n (8,969) \n \n \n \n \n \n \n 44,925 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Comprehensive loss for the year \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Loss for the year \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n (10,799) \n \n \n \n \n \n (10,799) \n \n \n \n \n \n \n \n Currency translation differences \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n 25 \n \n \n \n \n - \n \n \n \n \n 583 \n \n \n \n \n \n 608 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Total comprehensive loss for the year \n \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n 25 \n \n \n \n \n - \n \n \n \n \n (10,216) \n \n \n \n \n \n (10,191) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Transactions with shareholders \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Share based payment charge \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n 741 \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n \n 741 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n 31 July 2022 \n \n \n \n \n \n \n 161 \n \n \n \n \n \n \n 51,660 \n \n \n \n \n \n \n 2,811 \n \n \n \n \n \n \n 28 \n \n \n \n \n \n \n (19,185) \n \n \n \n \n \n \n 35,475 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n Consolidated Statement of Changes in Equity \n \n \n \n \n For the Year Ended 31 July 2021 \n \n \n \n \n   \n \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n Share \n \n \n \n \n \n \n Share \n \n \n \n \n \n \n Share based payment \n \n \n \n \n \n \n Merger \n \n \n \n \n \n \n Retained \n \n \n \n \n \n \n Total \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n capital \n \n \n \n \n \n \n premium \n \n \n \n \n \n \n Reserve \n \n \n \n \n \n \n Reserve \n \n \n \n \n \n \n earnings \n \n \n \n \n \n \n equity \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n 1 August 2020 \n \n \n \n \n \n \n 132 \n \n \n \n \n \n \n 19,881 \n \n \n \n \n \n \n 1,490 \n \n \n \n \n \n \n 28 \n \n \n \n \n \n \n (5,435) \n \n \n \n \n \n \n 16,096 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Comprehensive loss for the year \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Loss for the year \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n (3,339) \n \n \n \n \n \n (3,339) \n \n \n \n \n \n \n \n Currency translation differences \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n (5) \n \n \n \n \n - \n \n \n \n \n (195) \n \n \n \n \n \n (200) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Total comprehensive loss for the year \n \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n (5) \n \n \n \n \n - \n \n \n \n \n (3,534) \n \n \n \n \n \n (3,539) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Transactions with shareholders \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n New shares issued \n \n \n \n \n 29 \n \n \n \n \n 33,150 \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n \n 33,179 \n \n \n \n \n \n \n \n Cost incurred in issuing new shares \n \n \n \n \n - \n \n \n \n \n (1,371) \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n \n (1,371) \n \n \n \n \n \n \n \n Share based payment charge \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n 560 \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n \n 560 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n 31 July 2021 \n \n \n \n \n \n \n 161 \n \n \n \n \n \n \n 51,660 \n \n \n \n \n \n \n 2,045 \n \n \n \n \n \n \n 28 \n \n \n \n \n \n \n (8,969) \n \n \n \n \n \n \n 44,925 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n _______ \n \n \n \n \n \n _______ \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n Unaudited Consolidated Statement of Cash Flows \n \n \n \n \n for the Year Ended 31 July \n \n \n \n \n   \n \n \n \n   \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n Notes \n \n \n \n \n \n \n 2022 \n \n \n \n \n \n \n 2021 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n £000 \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n Cash (used by)/generated from operations \n \n \n \n \n \n 31 A \n \n \n \n \n \n (6,789) \n \n \n \n \n \n 1,808 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Corporation tax paid \n \n \n \n \n \n \n \n \n \n \n \n \n (11) \n \n \n \n \n \n (36) \n \n \n \n \n \n \n Foreign exchange \n \n \n \n \n \n \n \n \n \n \n \n \n - \n \n \n \n \n \n 122 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net cash generated (used by)/from operating activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n (6,800) \n \n \n \n \n \n 1,894 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash flows from investing activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Purchases of intangible assets \n \n \n \n \n 14 \n \n \n \n \n \n (4,087) \n \n \n \n \n \n (2,493) \n \n \n \n \n \n \n Purchases of property plant and equipment \n \n \n \n \n 15 \n \n \n \n \n \n (1,541) \n \n \n \n \n \n (786) \n \n \n \n \n \n \n Interest received \n \n \n \n \n \n \n \n \n \n \n \n \n 94 \n \n \n \n \n \n - \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net cash used in investing activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n (5,534) \n \n \n \n \n \n (3,279) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash flows from financing activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Proceeds from the issuance of new shares \n \n \n \n \n \n \n \n \n \n \n \n \n - \n \n \n \n \n \n 33,179 \n \n \n \n \n \n \n Costs of issuing new shares \n \n \n \n \n \n \n \n \n \n \n \n \n - \n \n \n \n \n \n (1,371) \n \n \n \n \n \n \n Repayment of lease principal \n \n \n \n \n 23 \n \n \n \n \n \n (893) \n \n \n \n \n \n (1,863) \n \n \n \n \n \n \n Interest paid on lease liabilities \n \n \n \n \n 23 \n \n \n \n \n \n (147) \n \n \n \n \n \n (127) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net cash (used in)/generated from financing activities \n \n \n \n \n \n \n \n \n \n \n \n \n \n (1,040) \n \n \n \n \n \n 29,818 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Net increase in cash and cash equivalents \n \n \n \n \n \n \n \n \n \n \n \n \n \n (13,374) \n \n \n \n \n \n 28,433 \n \n \n \n \n \n \n Cash and cash equivalents at beginning of year \n \n \n \n \n \n \n \n \n \n \n \n \n 36,903 \n \n \n \n \n \n 8,496 \n \n \n \n \n \n \n Effects of foreign exchange rate changes \n \n \n \n \n \n \n \n \n \n \n \n \n 593 \n \n \n \n \n \n (26) \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash and cash equivalents at end of year \n \n \n \n \n \n \n \n \n \n \n \n \n \n 24,122 \n \n \n \n \n \n 36,903 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n \n Cash and cash equivalents comprise: \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Cash at bank and in hand \n \n \n \n \n \n \n \n \n \n \n \n \n 24,122 \n \n \n \n \n \n 36,903 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n _________ \n \n \n \n \n \n _________ \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n 1 \n \n \n \n \n \n \n General information \n \n \n \n \n \n \n \n   \n \n \n essensys plc (the \"Company\") is a public limited company, incorporated in the United Kingdom under the Companies Act 2006 (registration number 11780413). The Company is domiciled in the United Kingdom and its registered address is Aldgate Tower 7 th Floor, 2 Leman Street, London, E1 8FA.  The Company's ordinary shares are traded on the Alternate Investment Market (AIM) of the London Stock Exchange. \n \n \n   \n \n \n The Group's principal activities are the provision of software and technology platforms that manage critical digital infrastructure and business processes, primarily of operators of flexible workspace within the real estate industry.  These activities are carried out by the Group's wholly owned subsidiaries. \n \n \n   \n \n \n The Company's principal activity is to provide funding and management services to its subsidiaries. \n \n \n   \n \n \n \n \n \n \n \n 2 \n \n \n \n \n \n \n Issue of unaudited financial statements \n \n \n \n \n \n \n \n   \n \n \n These unaudited financial statements have been approved for issue by the Board. The audit of these financial statements is not yet fully complete and, therefore they do not constitute the Group's full financial statements for FY22 which are in the process of being audited and will be approved by the Board and filed with the Registrar of Companies in the United Kingdom in the coming days. Accordingly, the financial information for FY22 is unaudited and does not constitute statutory accounts within the meaning of Section 434 of the United Kingdom Companies Act 2006. \n \n \n   \n \n \n \n \n \n \n \n 3 \n \n \n \n \n \n \n Basis of Preparation \n \n \n \n \n \n \n \n   \n \n \n These financial statements have been prepared under the historical cost basis and are presented in Sterling and all values are rounded to the nearest thousand pounds (£000) except when otherwise indicated. \n \n \n   \n \n \n The Group's business activities, together with factors likely to affects its future development, performance and position are set out in the Strategic report above.  The financial position of the Group is described in the Financial Review above. \n \n \n   \n \n \n \n Going concern \n \n \n \n   \n \n \n The Group's consolidated financial statements have been prepared on a going concern basis. \n \n \n   \n \n \n As at 31 July 2022 the Group had net assets of £35.5m (2021: £44.9m), including cash of £24.1m (2021: £36.9m) as set out in the Consolidated Statement of Financial Position, with no external debt.  In the year ended 31 July 2022 the Group generated a loss before tax of £11.1m (2021: loss of £2.9m).  The group used net cash before financing in the year of £12.3m (2021: 1.4m) after investment in software development of £4.1m. \n \n \n   \n \n \n During the year, Group revenue increased by 6.0% with recurring revenue increasing by 5.4% primarily as a result of a strengthening of the US dollar, which increased the reported revenue from its US subsidiary which is an increasing proportion of the Group's business.  The Group generated an operating loss of £11.0m (2021: £2.8m) as it continued to expand its operations internationally.  The Group has long term contracts with a number of customers and suppliers across different geographical areas and industries. \n \n \n   \n \n \n The Directors have prepared a detailed budget and forecast of the Group's expected performance over a period covering at least the next twelve months from the date of the approval of these financial statements. As well as modelling the realisation of the sales pipeline, these forecasts also cover a number of scenarios and sensitivities in order for the Board to satisfy itself that the Group remains within its current cash facilities. \n \n \n   \n \n \n Whilst the Directors are confident in the Group's ability to grow revenue, the Board's sensitivity modelling shows that the Group can remain within its cash facilities in the event that revenue growth is delayed (i.e. new sales bookings are not achieved) for a period in excess of twelve months. The Directors' financial forecasts and operational planning and modelling also include the actions, under the control of the Group, that they could take to further significantly reduce the cash outflow expected as the Group expands geographically.  On the basis of this financial and operational modelling, the Directors believe that the Group has the capability and the operational agility to react quickly, cut further costs from the business and ensure that the cost base of the business is aligned with its revenue and funding scale. \n \n \n   \n \n \n As a consequence, the Directors have a reasonable expectation that the Group can continue to operate and be able to meet its commitments and discharge its liabilities in the normal course of business for a period of not less than twelve months from the date of approval of these financial statements. Accordingly, they continue to adopt the going concern basis in preparing the Group financial statements. \n \n \n   \n \n \n \n   \n \n \n \n \n  Basis of consolidation \n \n \n \n   \n \n \n The consolidated financial statements incorporate the results of essensys plc and all of its subsidiary undertakings. \n \n \n   \n \n \n Essensys plc was incorporated on 22 January 2019, and on 18 May 2019 it acquired the issued share capital of essensys (UK) Ltd, previously essensys Limited, by way of a share for share exchange.  The latter had four wholly owned subsidiaries: \n \n \n   \n \n \n ·         \n essensys, Inc \n \n \n ·         \n Hubcreate Limited \n \n \n ·         \n TVOC Limited \n \n \n ·         \n Spacebuddi Limited \n \n \n   \n \n \n The consideration for the acquisition was satisfied by the issue of 38,836,044 ordinary shares in essensys plc to the shareholders of essensys (UK) Limited. \n \n \n   \n \n \n The accounting treatment for the year to 31 July 2020 in relation to the addition of essensys plc as a new UK holding company of the group falls outside the scope of IFRS 3 'Business Combinations'.  The share scheme arrangement constituted a combination of entities under common control due to all shareholders of essensys (UK) Ltd being issued shares in the same proportion, and the continuity of ultimate controlling parties.  The reconstructed group was consolidated using merger accounting principles which treated the reconstructed group as if it had always been in existence.  Any difference between the nominal value of shares issued in the share exchange and the book value of the shares obtained was recognised in a merger reserve. \n \n \n   \n \n \n The company applied the statutory relief as prescribed by Companies Act 2006 in respect of the share for share exchange as the issuing company has secured more than 90% equity in the other entity.  The carrying value of the investment is carried at the nominal value of the shares issued. \n \n \n   \n \n \n \n \n \n \n \n 4 \n \n \n \n \n \n \n Summary of significant accounting policies \n \n \n \n \n \n \n \n   \n \n \n \n Revenue \n \n \n \n   \n \n \n The Group generates revenue primarily in the UK and the United States of America (USA).  Turnover represents services provided in the normal course of business; net of value added tax. Services provided to clients during the year, including any amounts which at the reporting date have not yet been billed to the clients, have been recognised as revenue. \n \n \n \n   \n \n \n \n (6)     Contract \n \n \n \n   \n \n \n \n Set up and installation costs are partially invoiced once the customer contract is signed with the remaining balance invoiced when the service goes live.  Fixed monthly costs are invoiced one month in advance and revenue is recognised in the month the service is provided. Deferred revenue is recognised for the Group's \n \n \n obligation to transfer services to customers for which they have already received consideration (or an amount of consideration is due) from the customer.  Variable monthly costs (including internet usage and telephone call charges) are invoiced monthly in arrears and accrued revenue is recognised in the month that the services were consumed. \n \n \n   \n \n \n \n (b) Contractual obligation \n \n \n \n \n   \n \n \n \n The majority of customer contracts have two main services that the Group provides to the customer: \n \n \n   \n \n \n ·         \n Set up / installation \n \n \n ·         \n Ongoing monthly software, services and support \n \n \n   \n \n \n Where a contract is modified and the remaining services are distinct from the services transferred on or before the date of the contract modification, then the Group accounts for the contract modifications as if it were a termination of the existing contract and the creation of a new contract. \n \n \n   \n \n \n The amount of consideration allocated to the remaining performance obligations is the sum of the consideration promised by the customer and the consideration promised as part of the contract modification. \n \n \n   \n \n \n \n (c) Determining the transaction price \n \n \n \n   \n \n \n The transaction price is determined as the fair value of the consideration the Group expects to receive over the course of the contract.  There are no incentives given to customers that would have a material effect on the financial statements. \n \n \n   \n \n \n \n (d) Allocate the transaction price to the performance obligations in the contract \n \n \n \n   \n \n \n The allocation of the transaction price to the performance obligations in the contract is non-complex for the Group. There is a fixed unit price for each product sold. Therefore, there is limited judgement involved in allocating the contract price to each unit ordered. \n \n \n \n   \n \n \n \n \n (e) Recognise revenue when or as the entity satisfies its performance obligations \n \n \n \n   \n \n \n The contracts may cover multiple sites, but the overarching terms are consistent in each contract. The set up/installation is seen as a distinct performance obligation and revenue is recognised at a point in time, when the installation is completed, and any hardware is provided to the client for their use. The customer can benefit from the set up / installation such as new internet connectivity or new hardware provided, and therefore revenue is recognised in full when these services are provided. \n \n \n   \n \n \n The second performance obligation is the provision of software, infrastructure and on-demand services over the term of the contract, and the Group recognises the revenue each month as it provides these services for the duration of the contract, i.e. over time. \n \n \n   \n \n \n \n (f) Costs to obtain and fulfil a contract \n \n \n \n   \n \n \n Set up and installation costs are partially invoiced once the customer contract is signed.  The value of the invoiced amount is held as a contract liability until the performance obligation is satisfied. \n \n \n   \n \n \n The company incurs incremental costs in obtaining a contract in the form of sales commissions.  The Company recognises the sales commissions as an asset in relation to costs to obtain a contract.  The company believes that the costs are recoverable as the proceeds from the customer over the contract period exceed the costs to obtain the contract.  The asset is amortised over the contract life on a systematic basis. \n \n \n   \n \n \n Contract assets arise from the group's revenue contracts, where work is performed in advance of invoicing customers, and contract liabilities arise where revenue is received in advance of work performed.  Cumulatively, payments received from customers at each balance sheet date do not necessarily equal the amount of revenue recognised on the contracts.  Commission costs capitalised on contracts represents internal sales commission costs incurred on signing of customer contracts and, in line with the requirements of IFRS15, spread over the life of the customer contract. \n \n \n \n   \n \n \n \n \n Finance income \n \n \n \n   \n \n \n Finance income comprises interest receivable on funds invested and loans to related parties. Interest income is recognised in profit or loss as it accrues using the effective interest method. \n \n \n   \n \n \n \n Finance costs \n \n \n \n   \n \n \n Finance costs comprise interest on lease liabilities. Interest on lease liabilities is charged to the consolidated statement of comprehensive income over the term of the debt using the effective interest rate method so that the amount charged is at a constant rate on the carrying amount.  Issue costs are initially recognised as a reduction in the proceeds of the associated capital instrument. \n \n \n   \n \n \n \n Intangible assets \n \n \n \n \n a) Internal software development \n \n \n \n   \n \n \n Research expenditure is written off in the year in which it is incurred. \n \n \n   \n \n \n Expenditure on internally developed products is capitalised if it can be demonstrated that: \n \n \n   \n \n \n ·         \n it is technically and commercially feasible to develop the asset for future economic benefit; \n \n \n ·         \n adequate resources are available to maintain and complete the development; \n \n \n ·         \n there is the intention to complete and develop the asset for future economic benefit; \n \n \n ·         \n the company is able to use the asset; \n \n \n ·         \n use of the asset will generate future economic benefit; and \n \n \n ·         \n expenditure on the development of the asset can be measured reliably. \n \n \n   \n \n \n Where the costs are capitalised, they are written off over their economic life which is considered by the directors to be 5 to 7 years. \n \n \n   \n \n \n Internally developed products in the course of construction are carried at cost, less any recognised impairment loss. Amortisation of these assets, determined on the same basis as other property assets, commences when the assets are ready for their intended use. \n \n \n \n   \n \n \n \n \n (b) Goodwill \n \n \n \n   \n \n \n Goodwill arising on the acquisition of a business represents the excess of the fair value of the consideration and the fair value of the Group's share of the identifiable assets and liabilities acquired. The identifiable assets and liabilities acquired are incorporated into the consolidated financial statements at their fair value to the Group. \n \n \n   \n \n \n Subsequent to initial recognition, goodwill is measured at cost less accumulated impairment losses.  Goodwill is tested for impairment annually.  Any impairment is recognised immediately in the Consolidated Statement of Comprehensive Income and is not subsequently reversed.  On disposal of a business, the attributable amount of goodwill is included in the determination of the profit or loss on disposal. \n \n \n \n   \n \n \n \n \n   \n \n \n   \n \n \n \n \n (c) Other intangible assets \n \n \n \n   \n \n \n Other intangible assets are initially recognised at cost or, if recognised as part of a business combination, at fair value. After recognition, intangible assets are measured at cost or fair value less any accumulated amortisation and any accumulated impairment losses. Amortisation is calculated to write off the cost or fair value of intangible assets in equal annual instalments over their estimated useful lives and is included within administrative expenses. \n \n \n   \n \n \n The estimated useful lives for other intangible fixed assets range as follows: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n Customer relationships \n \n \n \n \n - \n \n \n \n \n 6.3 years \n \n \n \n \n \n \n \n \n \n \n \n \n \n Website \n \n \n \n \n - \n \n \n \n \n 1 year \n \n \n \n \n \n \n \n \n \n \n \n \n \n Acquired software \n \n \n \n \n - \n \n \n \n \n 5 years \n \n \n \n \n \n \n \n   \n \n \n \n \n Property, plant and equipment \n \n \n \n   \n \n \n Property, plant and equipment is carried at historical cost less accumulated depreciation and any accumulated impairment losses.  Historical cost comprises the aggregate amount paid to acquire assets and includes costs directly attributable to making the asset capable of operating as intended. \n \n \n   \n \n \n At each reporting date the Group assesses whether there is an indication of impairment.  If such indication exists, the recoverable amount of the asset is determined which is the higher of its fair value less costs to sell and its value in use.  An impairment loss is recognised where the carrying value exceeds the recoverable amount. \n \n \n   \n \n \n Depreciation is charged so as to allocate the cost of assets less their residual value over their estimated useful lives or, if held under a finance lease, over the shorter of the lease term and the estimated useful life, using the straight line method.  Depreciation is provided at the following annual rates: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n Leasehold improvements \n \n \n \n \n - \n \n \n \n \n 20% \n \n \n \n \n \n \n \n \n \n \n \n \n \n Fixtures and fittings \n \n \n \n \n - \n \n \n \n \n 25% \n \n \n \n \n \n \n \n \n \n \n \n \n \n Computer equipment \n \n \n \n \n - \n \n \n \n \n 10% - 25% \n \n \n \n \n \n \n   \n \n \n The assets residual values, useful lives and depreciation methods are reviewed, and adjusted prospectively if appropriate, if there is an indication of a significant change since the last reporting date. \n \n \n   \n \n \n Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised within 'other operating income or loss' in the statement of comprehensive income. \n \n \n   \n \n \n Leasehold improvements include security equipment purchased. \n \n \n   \n \n \n \n Foreign currency translation \n \n \n \n   \n \n \n \n (a) Functional and presentation currency \n \n \n \n   \n \n \n Items included in the financial information of each of the Group's entities are measured using the currency of the primary economic environment in which the entity operates (\"the functional currency\").  The consolidated financial information is presented in 'sterling', which is essensys plc's functional and the Group's presentation currency. \n \n \n   \n \n \n On consolidation, the results of overseas subsidiaries are translated into sterling at rates approximating to those ruling when the transactions took place.  All assets and liabilities of overseas operations are translated at  \n the rate ruling at the reporting date, including any goodwill in relation to that entity.  Exchange differences arising on translating the opening net assets at opening rate and the results of overseas operations at actual rate are recognised in other comprehensive income. \n \n \n \n   \n \n \n \n \n (b) Transactions and balances \n \n \n \n   \n \n \n Foreign currency transactions are translated into essensys plc's functional currency using the exchange rates prevailing at the dates of the transactions.  Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in profit or loss. \n \n \n   \n \n \n Foreign exchange gains and losses that relate to borrowings and cash and cash equivalents are presented in profit or loss within 'finance income or costs.  All other foreign exchange gains and losses are presented in the statement of comprehensive income within 'other operating income or expense'. \n \n \n   \n \n   \n \n \n \n \n   \n \n \n \n \n Inventories \n \n \n \n   \n \n \n Inventories are valued at the lower of cost and net realisable value.  Inventories consist of work in progress, which are items and third party services that have been purchased and allocated to satisfy specific customer contracts where title has not yet passed, and finished goods, which are items purchased to secure sufficient resources, with a global shortage of silicon, to satisfy expected future customer contracts.  As the items have yet to be installed at the customer location, and where title has not yet passed, they remain on the statement of financial position until title has passed. \n \n \n   \n \n \n \n Trade and other receivables \n \n \n \n \n   \n \n \n \n Trade receivables, which are generally received by the end of the month following terms, are recognised and carried at the lower of their original invoiced value less provision for expected credit losses. \n \n \n \n   \n \n \n \n \n Cash and cash equivalents \n \n \n \n \n   \n \n \n \n All cash and short-term investments with original maturities of three months or less are considered cash and cash equivalents, since they are readily convertible to cash. These short-term investments are stated at cost, which approximates fair value. \n \n \n \n   \n \n \n \n \n Trade and other payables \n \n \n \n   \n \n \n Trade payables are obligations to pay for goods and services that have been acquired in the ordinary course of business from suppliers.  Trade and other payables are recognised at original cost. \n \n \n   \n \n \n \n Exceptional items \n \n \n \n   \n \n \n Exceptional items are those that, in the Directors' view, are required to be separately disclosed by virtue of the size or incidence to enable a full understanding of the Group's financial performance. \n \n \n \n   \n \n \n \n \n Taxation \n \n \n \n   \n \n \n The tax expense for the period comprises current and deferred tax.  Tax is recognised in the consolidated statement of comprehensive income, except that a charge attributable to an item of income or expense recognised as other comprehensive income or to an item recognised directly in equity is also recognised in other comprehensive income or directly in equity respectively. \n \n \n   \n \n \n The current income tax charge is calculated on the basis of tax rates and laws that have been enacted or substantively enacted by the reporting date in the countries where essensys plc's subsidiaries operate and generate taxable income. \n \n \n   \n \n \n Deferred tax balances are recognised in respect of all timing differences that have originated but not reversed by the statement of financial position date, except: \n \n \n   \n \n \n ·       \n The recognition of deferred tax assets is limited to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits; \n \n \n ·         \n Any deferred tax balances are reversed if and when all conditions for retaining associated tax allowances have been met; and \n \n \n ·       \n Where timing differences relate to interests in subsidiaries, associates, branches and joint ventures and the Group can control their reversal and such reversal is not considered probable in the foreseeable future. \n \n \n   \n \n \n Deferred tax balances are not recognised in respect of permanent differences except in respect of business combinations, when deferred tax is recognised on the differences between the fair values of assets acquired and the future tax deductions available for them and the differences between the fair values of liabilities acquired and the amount that will be assessed for tax. Deferred income tax is determined using tax rates and laws that have been enacted or substantively enacted by the reporting date. \n \n \n \n   \n \n \n \n \n Share capital \n \n \n \n \n   \n \n \n \n Ordinary shares are classified as equity. There is one class of ordinary share in issue, as detailed in note 20. \n \n \n \n   \n \n \n \n \n Reserves \n \n \n \n \n   \n \n \n \n The Group and Company's reserves are as follows: \n \n \n   \n \n \n ·         \n Called up share capital reserve represents the nominal value of the shares issued; \n \n \n ·         \n The share premium account includes the premium on issue of equity shares, net of any issue costs; \n \n \n ·         \n Share based payment reserve represents the total value expensed at the balance sheet date in relation to the fair value of the share options at their grant date expensed over the vesting period under the relevant share option schemes; \n \n \n ·         \n Merger reserve arose on the business combination that was accounted for as a merger in accordance with FRS 102; \n \n \n ·         \n Retained earnings represents cumulative profits or losses, net of dividends paid and other adjustments. \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Financial assets \n \n \n \n \n   \n \n \n \n The Group classifies all of its financial assets at amortised cost.  Financial assets do not comprise prepayments, or contract assets, although contract assets are in scope of IFRS 9's impairment requirements as discussed below.  Management determines the classification of its financial assets at initial recognition. \n \n \n   \n \n \n The Group's financial assets held at amortised cost comprise trade and other receivables and cash and cash equivalents in the consolidated statement of financial position.  These assets are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market.  They arise principally through the provision of goods and services to customers (e.g. trade receivables), but also incorporate other types of financial assets where the objective is to hold their assets in order to collect contractual cash flows and the contractual cash flows are solely payments of the principal and interest. They are initially recognised at fair value plus transaction costs that are directly attributable to their acquisition or issue and are subsequently carried at amortised cost using the effective interest rate method, less provision for impairment. \n \n \n   \n \n \n Impairment provisions for trade receivables are recognised based on the simplified approach within IFRS 9 using the lifetime expected credit losses. During this process the probability of the non-payment of the trade receivables is assessed. This probability is then multiplied by the amount of the expected loss arising from default to determine the lifetime expected credit loss for the trade receivables. For trade receivables, which are reported net; such provisions are recorded in a separate provision account with the loss being recognised within administrative expenses in the consolidated statement of comprehensive income. On confirmation that the trade receivable will not be collectable, the gross carrying value of the asset is written off against the associated provision. \n \n \n   \n \n \n The expected loss rates are based on the Group's historical credit losses experienced over the last three periods prior to the period end.  The historical loss rates are then adjusted for current and forward-looking information on macroeconomic factors affecting the Group's customers.  The Group has identified the gross domestic product (GDP), unemployment rates and inflation rate as the key macroeconomic factors in the countries that the Group operates. \n \n \n   \n \n \n Impairment provisions for other receivables are recognised based on the general impairment model within IFRS 9.  Under the General approach, at each reporting date, the Group determines whether there has been a significant increase in credit risk (SICR) since initial recognition and whether the loan is credit impaired. \n This determines whether the loan is in Stage 1, Stage 2 or Stage 3, which in turn determines both the amount of ECL to be recognised i.e. 12-month ECL or Lifetime ECL. \n \n \n \n   \n \n \n \n \n Financial liabilities \n \n \n \n   \n \n \n The Group classifies its financial liabilities in the category of financial liabilities at amortised cost.  All financial liabilities are recognised in the statement of financial position when the Group becomes a party to the contractual provision of the instrument. \n \n \n   \n \n \n Financial liabilities measured at amortised cost include: \n \n \n   \n \n \n ·         \n Trade payables and other short-dated monetary liabilities, which are initially recognised at fair value and subsequently carried at amortised cost using the effective interest rate method. \n \n \n ·         \n Bank and other borrowings are initially recognised at fair value net of any transaction costs directly attributable to the issue of the instrument.  Such interest-bearing liabilities are subsequently measured at amortised cost using the effective interest rate method, which ensures that any interest expense over the period to repayment is at a constant rate on the balance of the liability carried in the consolidated statement of financi...

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