KPIs
The Board and the operational management teams regularly monitor and develop a range of financial and non-financial Key performance indicators (KPIs) to allow them to measure performance against expected targets
The following represents a selection of these indicators
View the performance of the KPIs
Strategic pillars
Acquistions
Investing in people
Operational efficiencies
Continue to add value and differentiate
Investment driven growth
Read more on our strategy
| Financial KPIs | Link to strategy | Targets |
|---|---|---|
| Group total revenue |     |
Our clear strategy for growth makes turnover an important barometer of the Group's success |
| Underlying operating margin enhancement | |
To continue to grow Group underlying operating margin |
| Group underlying profit before tax | |
Growth is about more than just the top line. Controlling our cost base is a key part of our investment plans |
| Cash conversion as a % of underlying EBITDA | |
Underlying profit before tax is a key measure of the underlying performance of the business |
| Return on Capital Employed (‘ROCE’) | |
Our quality of earnings is reflected in our ability to consistently turn underlying EBITDA in to underlying cash |
| Underlying diluted earnings per share (‘EPS’) | |
ROCE measures the return that we are able to provide to both our equity and debt investors. Maintaining this continues to be a key focus of the Group |
| Key multinational OEM revenue | |
Working to grow this revenue as well as building relationships with new multinational OEMs is the backbone of our overall growth strategy |
| Non-financial KPIs | Link to strategy | Targets |
|---|---|---|
| Broaden skills of management | |
Training programmes continue to be developed that allow our employees across the globe to learn together and share best practice. These programmes include operational, functional and leadership elements and are designed for our employees to enhance existing, and acquire, new skills |
| Manufacturing to distribution ratio | |
By expanding our manufacturing capabilities and capacities around the world, we will not only reduce our reliance on purely distribution revenues, but we will also be able to improve our profit margins as revenues increase faster than the underlying semi-fixed cost bases we have in our manufacturing sites |
