![](/cdn/assets/images/search/clock.png)
We could not find any results for:
Make sure your spelling is correct or try broadening your search.
Share Name | Share Symbol | Market | Type | Share ISIN | Share Description |
---|---|---|---|---|---|
Premier Farnell | LSE:PFL | London | Ordinary Share | GB0003318416 | ORD 5P |
Price Change | % Change | Share Price | Bid Price | Offer Price | High Price | Low Price | Open Price | Shares Traded | Last Trade | |
---|---|---|---|---|---|---|---|---|---|---|
0.00 | 0.00% | 185.00 | 0.00 | 01:00:00 |
Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
---|---|---|---|---|---|
0 | 0 | N/A | 0 |
Premier Farnell plc ("Premier Farnell" or "the Company") Annual Report 2015 and Notice of Annual General Meeting Premier Farnell plc announces that the Annual General Meeting ("AGM") of the Company will be held on 16 June 2015 at 11:00 am at the offices of Allen & Overy LLP, One Bishops Square, London, E1 6AD. Premier Farnell has today posted (or otherwise made available) to its shareholders the following documents: Annual Report for the year ending 1 February 2015 Notice of Annual General Meeting; and Form of Proxy for the Annual General Meeting (for those shareholders entitled to attend and vote) In accordance with Listing Rule 9.6.1 copies of these documents have been submitted to the National Storage Mechanism and will be available for viewing shortly at http://www.morningstar.co.uk/uk/NSM. The Company's Annual Report and the Notice of Annual General Meeting are also available on the Company website at www.premierfarnell.com/premier_farnell/investorrelations/AGM In accordance with Disclosure and Transparency Rule 6.3.5 (2) (b) additional information is set out in the appendices to this announcement. Enquiries: Premier Farnell plc Steven Webb Company Secretary +44 (0)870 129 8608 Nicole Nordwall Investor Relations +44 (0) 20 7851 4142 Appendices The following information is extracted from the Annual Report and Accounts. Page references are to pages in the Annual Report and Accounts. Appendix A: Directors' responsibility statement pursuant to DTR 4 (page 61) Each of the Directors, as listed on pages 44 and 45, confirms that, to the best of his or her knowledge: a. the consolidated financial statements in this report, which have been prepared in accordance with International Financial Reporting Standards (IFRSs) as adopted by the EU, IFRIC interpretations and those parts of the Companies Act 2006 applicable to companies reporting under IFRS, and the Company financial statements in this report which have been prepared in accordance with UK GAAP give a true and fair view of the assets, liabilities, financial position and profit of the Group taken as a whole; and b. the management report (Strategic Report) contained in this Annual Report includes a fair review of the development and performance of the business and the position of the Company and the Group taken as a whole, together with a description of the principal risks and uncertainties that they face. Appendix B: Risks and uncertainties (pages 24 - 25) The Principal Risks and Uncertainties facing the Group are summarised below. The disclosure of risks and uncertainties in the table below reflects the approach of the Company to also look for the opportunities presented when addressing significant risks. The Principal Risks are formally reviewed twice per year by the Board. Updates in terms of emerging risks or significant actions undertaken are addressed as and when required at Board meetings. The Principal Risks are determined through an evaluation of likelihood of occurrence and potential impact, with a full review also undertaken by the Senior Executive Team (SET). Management also reviews specific strategic, operational, and financial and compliance risks in regular focused forums during the year; SET meetings; quarterly business reviews with each of the businesses; major programmes and project reviews; and at other key executive management meetings. Risks and Mitigating Actions Opportunity Uncertainties Competitive We continue to build our high We continue to implement pressures service proposition by adding strategic initiatives to build increase new technologies and a broad customer loyalty and provide a range of products, working differentiated proposition for closely with suppliers as we our customer base. Our provide end-to-end solutions proposition is increasingly throughout their product personalised to meet the needs development process. of customers in targeted segments. We are rationalising our element14 organisation by We are partnering more closely globalising our operating model with suppliers as we look to and leveraging the efficiencies support the introduction of of the web. their new technology and drive market share gains in key market segments. Insufficient We have a fully integrated By enhancing and better progress with multichannel sales and marketing targeting our offering, and improving plan that is aligned with the developing the customer performance in wider element14 strategy and the proposition by leveraging our the Americas evolution of our global global resources, we can proposition. This plan is aimed significantly improve at addressing the needs of our operating performance in the customers, including a focus on Americas. specific segmentation by type of customers and vertical industries. Failure to Embest and AVID's engineers are Leveraging our technology leverage our working together to optimise expertise offers significant technology performance of specific opportunities in meeting the expertise and projects. Investments have been needs of our component partnerships made to develop the leadership manufacturer customers but with key teams and back office systems at also in our core engineering suppliers Embest. customer base. Long term Software and services are Environmental and technology evolution of increasingly part of our trends are sources of the electronic offering to product development electronics innovation which customers. This increases the underpin sales to our product Component value that they extract from our development customers. distribution proposition while diversifying model our business model away from pure distribution. Through ongoing focus on reducing the environmental impact of doing business, we The Group takes actions to are introducing more efficient reduce the impact of its processes and can offer business on the environment further complementary services through carbon emissions and by to our customers. encouraging recycling, especially of packaging. Our regional warehouse model reduces the impact of carbon emissions compared to alternatives. Business The CEO, CFO and CPO are Our new global structure will directly involved in managing facilitate better sharing of reorganisation this model change, supported by expertise and resources across both experienced programme the business globally. It will as we evolve managers and high performing allow us to enhance the our employees from across the service we provide to meet the business. needs of customers and business model suppliers across regional boundaries. Recruitment, We actively measure the We seek to actively engage retention of talent within our employees by focusing on development organisation which provides us training and development, with the ability to track trends customer relationships, or retention and act with the appropriate and leadership, social of necessary actions. responsibility and communications. talented people Reward schemes are continuously evaluated to drive and reward New global structure will performance and ensure retention provide key people with better of key talent. ways of working and development opportunities. Data and A dedicated data function has Increased planned investment content been established to ensure in global systems, data and compliance with internal data management processes to quality processes and external provide our customers with inhibit regulations. high quality product effectiveness information and suppliers with of our rich insights into customer eCommerce behaviour as well as enabling strategy A data strategy and governance greater operating framework has been developed to efficiencies. support the information requirements of our strategic programmes. Significant Business continuity plans are We continually improve failure or kept under review for all our workflows and operational inefficiencies locations. efficiencies and provide in our systems increased capacity and and investment in capability. infrastructure Our IT infrastructure is subject to ongoing review and we conduct regular testing of our systems. Cyber security Sophisticated cyber security Providing a safe and secure failure tools are employed to block online experience to customers leading to external threats and attacks is potentially differentiating revenue or including enhanced, integrated compared with smaller, less reputational security in the new global web established competitors. loss platform. A computer incident response team has been established alongside enhanced internal training and review processes. Legal and We have exposure to a number of The increase in environmental regulatory countries and their respective legislation for electronics, risks legal compliance requirements such as the introduction of are addressed through a variety REACH, allows us to provide of controls. real value to our customers through our legislative expertise.
Copyright y 12 PR Newswire
1 Year Premier Farnell Chart |
1 Month Premier Farnell Chart |
Support: +44 (0) 203 8794 460 | support@advfn.com
By accessing the services available at ADVFN you are agreeing to be bound by ADVFN's Terms & Conditions