Our strategy for growth

1. Challenge the Status Quo

The healthcare industry is undergoing significant change, particularly following the COVID-19 pandemic when many healthcare providers have indicated a need to onshore. We have an opportunity to be a disruptive force in the market to provide a solution to our customers. Our goal is to expand our addressable market by enhancing our value chain and technologies.

We will partner with our customers to continue to drive the technology transfers as well as onshoring the extended supply chain.

Our Business Model

Priorities for 2019/20

We aimed to:

drive turn-key solutions pipeline, utilising our significant R&D resources;
identify opportunities beyond adhesives by leveraging and further investing in BioMed;
increase efficiencies through footprint consolidation; and
complete additional tech transfers.

Progress in 2019/20

We have:

delivered over 100 programmes in the development pipeline, many of which are expected to come to market in the near to medium term;
continued to develop product and service opportunities beyond adhesives from BioMed and Gargrave;
completed the Dunstable and Inglewood consolidation into Gargrave and Knoxville; and
completed tech transfers with two existing leading consumer healthcare cutomers.

Priorities for 2020/21

We aim to:

continue to drive NPD and deliver organic growth;
focus on customers' full supply chain and onshoring opportunities;
expand and strengthen our current capabilities; and
finalise footprint consolidation and drive operational efficiencies.

2. Challenge Sufficiency

We believe that the industrial pressure sensitive material market is significant but mature, inefficient and complacent. As one of the largest and few companies with a global footprint, we have the potential to grow and gain market share. We will continue to concentrate on core markets, using our regionalised structure to ensure increased focus, improved response times and to better leverage customer relationships.

Ongoing efforts to introduce additional products and new technologies to our current customers, coupled with continued pursuit of cross-selling opportunities in adjacent markets, will create additional opportunities to grow our Industrial business.

Our Business Model

Priorities for 2019/20

We aimed to:

continue to focus on enhancing our commercial capabilities to further improve market share gains with new and existing customers;
deliver operational synergies from Markel; and
continue to leverage the strategic relationships and favourable macro trends to focus on growth.

Progress in 2019/20

We have:

delivered improved asset utilisation in the Industrial business unit;
continued to focus on optimising our production facilities; and
achieved double-digit revenue growth in Asia, mid-single-digit growth in Cable and 5% growth from Polyflex®PE products.

Priorities for 2020/21

We aim to:

continue to introduce additional products and new technologies to our current customers, coupled with cross-selling opportunities;
continue using our global R&D team to identify, develop and commercialise market-need driven technologies;
reduce and standardise SKUs; and
focus on e-commerce.

3. Challenge Ourselves

Our strategy is underpinned by our people and our entrepreneurial culture which enable us to adapt to the many changes and challenges we face. The Scapa Way and our Ten Guiding Principles ensure that we will continue to focus on value creation.

We must continue to ensure that our people are aligned with an entrepreneurial mindset.

Our Business Model

Priorities for 2019/20

We aimed to:

continue to reinforce The Scapa Way and the Ten Guiding Principles;
follow up on the results of the all-employee survey; and
ensure succession planning is adequately in place throughout the organisation, investing in people, training and systems where necessary.

Progress in 2019/20

We have:

held multiple town-hall and other meetings to increase the engagement with our employees and reinforce The Scapa Way;
analysed the results of the employee survey and the Executive Team has started developing and executing action plans to address the main aspects; and
continued to work on succession planning.

Priorities for 2020/21

We aim to:

build on The Scapa Way to ensure that we continue to focus on value creation underpinned by integrity and compliance;
undertake annual employee engagement surveys providing updates to the workforce on actions taken;
further enhance engagement within the workforce with the newly-appointed Designated NED for Employee Engagement; and
continue to invest in people, training and systems where necessary.

Our strategy for growth

About Scapa

1. Challenge the Status Quo

Priorities for 2019/20

Progress in 2019/20

Priorities for 2020/21

2. Challenge Sufficiency

Priorities for 2019/20

Progress in 2019/20

Priorities for 2020/21

3. Challenge Ourselves

Priorities for 2019/20

Progress in 2019/20

Priorities for 2020/21

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