Scapa Healthcare Scapa Industrial ePortal HOME ABOUT SCAPA MARKETS RESPONSIBILITY NEWS CONTACT US Our strategy for growth About Scapa 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. Do you have a question? Contact us today for further details. GET IN TOUCH Scapa is a diversified Healthcare and Industrial group focused on bringing best-in-class innovation, design and manufacturing solutions to its customers. POLICIES/DOCUMENTS SWM Supplier Communication Terms of Sale Terms of Purchase California Transparency in Supply Chains Declaration UK Modern Slavery Act - 2019 Toxic Reduction Plan 2011 Toxic Reduction Annual Report 2019 QUICK LINKS Our Business Model Our Strategy Responsibility News Contact Us CONTACT US Scapa Group Ltd Manchester Road Ashton-Under-Lyne Greater Manchester OL7 0ED, UK. Registered Office No: 826179 Phone: +44 161 301 7400 © 2019 Scapa Group Ltd | Legal and Privacy Policy Cookie consent This website uses cookies that help the website to function and also to track how you interact with our website. But for us to provide the best user experience, enable the specific cookies from Settings, and click on Accept. Preferences Reject All Accept All