The Chair, Greg Bentley, Chief Executive Officer, Nicholas Cumins, and Chief Financial Officer, Werner Andre. This webcast includes forward-looking statements made as of May 7, 2025, regarding the future results of operations and financial position, business strategy and plans, and objectives for future operations of Bentley Systems. All such statements made in or contained during this webcast, other than statements of historical fact, are forward-looking statements.
This webcast will be available for replay on Bentley Systems Investor Relations website at investors.bentley.com on May 7, 2025. After our presentation, we will conclude with Q&A. With that, let me introduce the Executive Chair of Bentley Systems, Greg Bentley.
Good morning, and as always, thanks for your interest in BSY. Of course, CEO Nicholas and CFO Werner will report in detail Bentley Systems' excellent operating and financial results for the first quarter of 2025. Given the heightened uncertainties in global markets since we last spoke just two months ago, at which time I reviewed BSY's financial compounding over our almost five years since going public, this time I will highlight our corresponding and intentional progress in the attributes that make our model resilient against macro vulnerabilities and cyclicality.
To this end, we have improved our business mix along the dimensions of infrastructure sectors, infrastructure lifecycle, our commercial models, account scale, and geography. We contract this by comparing over the period the charts within our introductory deck for investors, which quantify the distribution of our business footprint. Now, our allocation within infrastructure sectors is so distinctively significant that we start our description with this breakdown of our ARR by end market.
Scaled an area within each of these pie charts, here is how our ARR growth has developed from its comparable distribution at the beginning of 2020. Among infrastructure sectors, commercial facilities and industrial are by far most subject to both demand and interest rate cyclicality. For us, these sectors' combined proportion of total ARR is now less than one-sixth, down by about half from pre-IPO in favor of much more consistently robust sectors. Our overall business resilience has been proactively enhanced by our 2021 and 2022 platform acquisitions, growing fastest for us and in the most promising infrastructure sectors.
First, led by Seequent leadership in subsurface environmental modeling, the resources sector and geoprofessional disciplines, which were only a single-digit proportion pre-IPO, now comprise almost a quarter of our ARR. New applications for civil infrastructure are serving to help offset capital market sensitivity, delaying investment in new mines. Most auspiciously, long-term fundamental shortages of self-sufficient supply for metals and minerals are spurring government priorities to expedite permitting for such essential capital projects.
Next, our Power Line Systems platform acquisition has made BSY indispensable for physical investment in the world's electrical transmission and distribution grid. The infrastructure sector is poised to benefit even more, and I think even sooner, from permitting reform. The new imperative for data center build-out is just adding to the many years of backlog of new capacity required to maintain and improve the power grid's reliability and security. The world has recently seen the catastrophic impact of failure in overstressed grids.
Our own longest-term opportunity relates to infrastructure lifecycle phases, deliberately advancing toward the digital twin future as our business mix gains an ever-more resilient balance in sustaining asset performance. Since IPO, our steadily growing lifecycle information management offerings have coalesced within the Bentley Infrastructure Cloud, now powered at a platform level by iTwin and Cesium. AI will forever now be compounding within each of our accounts, the reuse value of their own accumulated data across ProjectWise, SYNCHRO, and AssetWise.
A compelling use case for digital twins is to leverage our leading simulation software portfolio, now having grown to about a quarter of our ARR, for continuous reuse over an infrastructure asset's operating lifecycle, to quality assure as-operated performance and resilience, and to maintain fitness for evolving purposes. Enhancing such opportunities for diversification on the part of BSY between project and asset lifecycles and reflecting our years of prioritizing investments and capabilities for operations and maintenance since 2009, our ARR directly from infrastructure owner-operators has now reached parity with our ARR from their project supply chain of engineering and construction contractors.
With infrastructure operations always essential and thus evergreen compared to more discretionary project decisions, this has all succeeded in purposefully reducing our cyclical exposure. Our resilience has similarly been enhanced by commercial model-driven improvements in the quality of our revenue mix. Since pre-IPO, our recurring revenues have now reached a high watermark of 92% of total. We continue to sell perpetual licenses, now primarily to SMB and China, but its proportion of total revenues is down to low single digits.
Likewise, contributing to the visibility of recurring revenue, the proportion of elective SELECT maintenance coverage for perpetual licenses has decreased by more than half. Professional services have always been the most volatile among our revenue captions, especially as we've now bundled the recurring success professional services instead within E365. With revenues from our cohesive digital integrators implementation services for IBM's Maximo having rather precipitously declined, as a proportion of revenues, professional services, which at best generate low margins, are back down below our pre-IPO level.
In preference to such dependencies on the vagaries of third-party enterprise asset management environments, our new AI-driven asset analytics initiatives can provide instant-on entry points for digital twins and operations and maintenance, and by way of ARR. Enterprise subscriptions, our ever-growing mainstay, are now almost exclusively through our E365 program. They were compensated for embedding our success experts and quarterly blueprints to consistently improve our rates of accretion in each account.
Looking now at this breakdown of our ARR as we do each quarter to show the E365 plurality continuously growing, we can also quantify how we have steered the ARR makeup within E365 to mitigate the intrinsic theoretical volatility of its daily consumption charging for our engineering applications. In fact, almost all of E365 ARR is now subject to negotiated annual floors and, usually and symmetrically, ceilings on consumption charges, actually serving to increase the visibility and linearity of our overall ARR growth.