The following represents a selection of these indicators

View the performance of the KPIs

Strategic pillars


 Core strategy


 Investing in people

 Operational efficiencies 

 Continue to add value and differentiate

 Investment driven growth


Financial KPIs Link to strategy Targets
Group total revenue

Our clear strategy for growth makes turnover an important barometer of the Group’s success

Turnover has grown significantly from 2015, increasing by 35.1% to £209.0m (2015: £154.7m), equating to 7.8% p.a.

Underlying operating margin*

Growth is about more than just the top line. Controlling our cost base is a key part of our investment plans

Reflecting our success in this area, underlying operating margin has increased by 170bps, from 9.9% in 2015 to 11.6% in 2019. This represents margin growth since 2015 of 4.0% p.a.

Group underlying profit before tax*

Underlying profit before tax is a key measure of the underlying performance of the business

Our underlying profit before tax has grown by over 64.5% (or 13.2% p.a.) since 2015

Underlying Cash conversion as a % of underlying EBITDA*

Our quality of earnings is reflected in our ability to consistently turn underlying EBITDA in to underlying cash

The Group continued to be cash generative in FY2019 with a normalised† conversion rate of 84.1%

Underlying Return on Capital Employed (‘ROCE’)*

ROCE measures the return that we are able to provide to both our equity and debt investors. Maintaining this strong ROCE % continues to be a key focus of the Group

Since 2015 our ROCE has remained above 18.5%

Underlying diluted earnings per share (‘EPS’)*

EPS is a key target for the Group. Our clear strategy for growth is focused on increasing this ratio year-on-year

Since 2015 underlying diluted EPS has increased by 5.85p to 14.53p (2015: 8.68p)

Strategic multinational OEM/Tier 1 revenue Working to grow this revenue as well as building relationships with new multinational OEMs/ Tier 1’s is the backbone of our overall growth strategy

* Before separately disclosed items (see note 2 in the financial statements). The relevance of these measures and calculations are also discussed in note 2, note 25 and the glossary on page 192 of our Annual Report. For reconciliations to equivalent GAAP measures, please see note 34 in the financial statements and the five year history on page 194 of our Annual Report.

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 maintaining and 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