Investors

FY2025 was an outstanding year for Volex, marked by strong growth, sustained margin performance and successful strategic execution.

Lord Rothschild

Executive Chairman

Share Price Information

Investment proposition

As a leading integrated manufacturer, Volex continues to be a trusted partner for customers with mission-critical power and connectivity needs.

01

Proven track record

We have more than doubled revenue in the last five years while consistently delivering underlying operating margins within our target range of 9–10%. Our diversified market exposure and our disciplined approach to capital allocation underpin sustainable growth and resilience across economic cycles. Most of our investment projects, excluding capacity expansion, deliver payback within two years, many even sooner. With a strong financial position and a flexible balance sheet, we are well placed to maintain sustained successful delivery.

+21%

Revenue CAGR in the last three years

02

Ideally positioned in growing,
sustainable markets

We differentiate ourselves from generic contract manufacturers by delivering critical connectivity into specialist, growing markets. Customers trust us to deliver performance, reliability and quality. This allows us to carve out strategic positions in specialist market sectors. Our chosen end-markets are underpinned by sustainable, long term growth drivers and offer significant opportunities to expand our market share.

5

End-markets served

03

Global footprint and scale

With 27 manufacturing facilities and dedicated sales and technical support teams across three continents and 25 countries, we provide responsive, localised service wherever our customers operate. Our global footprint enables us to leverage economies of scale and purchasing power, driving cost-effective procurement, operational efficiency and competitive pricing. This extensive presence not only enhances service delivery, but also reinforces our commitment to supporting the global ambitions of our customers.

27

Manufacturing sites

04

Engineering-led innovation and vertical integration

Our talented engineers deliver innovation, providing novel solutions to customers’ complex challenges and developing in-house designed products for high growth markets. A continuous improvement mindset is deeply embedded in our culture driving our ambitions in vertical integration and automation. By harnessing cross-functional collaboration and sharing best practices, we remain at the forefront of our industry.

>6,000

Improvement ideas generated by our people

05

Value enhancing acquisitions

Acquisitions are a fundamental component of our strategic approach. Our proven track record of successful integrations has significantly strengthened our capabilities and delivered meaningful operational, financial and geographic advantages. We take a disciplined approach to evaluating potential targets, ensuring alignment with our long term objectives and strategic priorities. We focus on opportunities that offer geographic expansion, technological innovation and increased diversification, delivering greater value for our stakeholders.

12

Acquisitions in seven years

06

Agile and responsive to customers

Our customers are at the heart of what we do. Through our decentralised operating model, we are able to offer customers an agile and responsive service with local management empowered to make local decisions. With manufacturing sites based near to our customers and sales teams worldwide, we are able to maintain excellent customer service and provide the solutions they need, wherever they need them.

>800

Customers served

Reports and Presentations

Reports and Presentations

Key Reports

Financial Calendar

Other Shareholder Information

RNS Announcements

2025

2024

2023

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2020

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2018

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2016

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2013

2024

2023

2022

2021

2020

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2018

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2015

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2013

Forthcoming events

  • Annual general meeting

    August 2025

  • Half year results (FY26)

    November 2025

Recent past events

  • Full year (FY25) results

    26 June 2025

  • Full year (FY25) trading update

    April 2025

  • Half year results (FY25)

    15 November 2024

  • Full year (FY24) dividend payment

    30 August 2024

  • Annual general meeting

    01 August 2024

2024

2023

2022

2021

2020

2019

2018

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2013

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Governance

Volex plc (the “Company”) is committed to maintaining the highest standards of corporate governance throughout its operations and to ensuring that all of its practices are conducted transparently, ethically and efficiently.  The Company believes that scrutinising all aspects of its business and reflecting, analysing and improving its procedures will result in the continued success of the Company and improve shareholder value. The Company has chosen to formalise its governance policies by complying, with some exceptions, with the UK’s Quoted Companies Alliance Corporate Governance Guidelines for Small and Mid-Size Quoted Companies (the “QCA Code”).

Accordingly, the Company has established specific committees and implemented certain policies, to ensure that:

It is led by an effective Board which is collectively responsible for the long-term success of the Company; the Board and the committees have the appropriate balance of skills, experience, independence and knowledge of the Company to enable them to discharge their respective duties and responsibilities effectively; the Board establishes a formal and transparent arrangement for considering how it applies the corporate reporting, risk management and internal control principles and for maintaining an appropriate relationship with the Company’s auditors; and there is a dialogue with shareholders based on the mutual understanding of objectives.

In addition, the Company has adopted policies in relation to:

so that all aspects of the Company are run in a robust and responsible way.

Table of QCA Corporate Governance Principles:
Principle Disclosure
Establish a strategy and business model which promotes long-term value for shareholders. See the Strategic Report set out on pages 16 to 55 of the Annual Report for the year ended 31 March 2024.
Seek to understand and meet shareholder needs and expectations. See the ‘Stakeholder Engagement’ section of this Corporate Governance page, as well as the Section 172 Statement section on page 80 to 81 of the Annual Report for the year ended 31 March 2024.
Take into account wider stakeholder and social responsibilities and their implications for long term success. See the ‘Shareholder and Stakeholder Engagement’ and ‘Promoting Ethical Values and Behaviours’ sections of this Corporate Governance page, as well as the Stakeholder Engagement section and Section 172 Statement on pages 78 to 81 of the Annual Report for the year ended 31 March 2024.
Embed effective risk management, considering both opportunities and threats, throughout the organisation. See pages 49 to 55 of the Annual Report for the year ended 31 March 2024.
Maintain the board as a well-functioning, balanced team led by the chair. See this Corporate Governance page and pages 84 to 95 and 100 to 101 of the Annual Report for the year ended 31 March 2024.
Ensure that between them the directors have the necessary up-to-date experience, skills and capabilities. See this Corporate Governance page and pages 84 to 95 and 100 to 101 of the Annual Report for the year ended 31 March 2024.
Evaluate all elements of board performance based on clear and relevant objectives, seeking continuous improvement. See the ‘Evaluating Board Performance’ section of this Corporate Governance page. Also see pages 93 and 100 to 101 of the Annual Report for the year ended 31 March 2024.
Promote a corporate culture that is based on sound ethical values and behaviours. See the ‘Promoting Ethical Values and Behaviours’ section of this Corporate Governance page. Also see pages 56 to 77 of the Annual Report for the year ended 31 March 2024.
Maintain governance structures and processes that are fit for purpose and support good decision making by the board. See this Corporate Governance page and pages 88 to 95 of the Annual Report for the year ended 31 March 2024.
Communicate how the company is governed by maintaining a dialogue with shareholders and other relevant stakeholders. See the ‘Shareholder and Stakeholder Engagement’ section of this Corporate Governance page and pages 78 to 95 of the Annual Report for the year ended 31 March 2024.

Date on which this information was last reviewed: 07 April 2025

AIM Rule 26

This section provides the information required by Rule 26 of the AIM Rules for Companies. 

This website is owned by Volex plc and was last updated on 16 June 2025.

Volex plc is a company incorporated in England and Wales.  The company registration number is 158956.

Volex plc is subject to the UK City Code on Takeovers and Mergers.

Company Information

Volex is a global leader in integrated manufacturing for performance-critical applications and a supplier of power products. We serve a diverse range of markets and customers, with particular expertise in cable assemblies, higher-level assemblies, data centre power and connectivity, electric vehicle charging, and consumer electricals. Headquartered in the UK, with a global manufacturing and local support presence covering the Americas (Canada, Mexico, USA), EMEA (Germany, Ireland, Macedonia, Netherlands, Poland, Romania, Slovakia, Türkiye, UK) and Asia-Pacific (Australia, China, India, Indonesia, Japan, Malaysia, Philippines, Singapore, Taiwan, Thailand, Vietnam), Volex operates across five end-markets: Complex Industrial Technology, Consumer Electricals, Electric Vehicles, Medical, and Off-Highway.

Electric Vehicles
We work with leading manufacturers in the Electric Vehicles space who value our significant technical expertise and experience in the sector.

Consumer Electricals
We are the partner of choice for premium electronics and domestic appliance manufacturers with a truly global power cord business.

Medical
We deliver complex assemblies that are used to deliver critical power, control, and data connectivity for medical devices.

Complex Industrial Technology
We combine our leading high-speed data centre products with complex harnesses and complete assemblies for sophisticated industrial technology customers in diverse markets.

Off-Highway
We manufacture custom ruggedised wire harnesses and battery cables for every type of off-highway and specialist vehicle.

Corporate Governance

A Corporate Governance Statement can be found here:
Corporate Governance Statement

Joint Corporate Broker and Financial Adviser

Jefferies International Limited
100 Bishopsgate
London EC2N 4JL

Solicitors

Travers Smith LLP
10 Snow Hill
London EC1A 2AL

Securities information and share price

As of 30 May 2025

Number of shares in issue with voting rights: 184,529,938.

Number of shares held as treasury shares: None

Percentage of shares not in public hands: 27.81%

There are no restrictions on any of the Company’s AIM securities.

Volex plc has only applied and agreed to have its securities traded on the AIM market of the London Stock Exchange.

Share price: Check here

Documentation and announcements
Articles of Association 22 July 2013
Circular – Admission to trading on AIM
Schedule 1 information in accordance with AIM Rules
Appendix to Schedule 1
Annual Reports & Presentation
Regulatory news
Board of Directors

Board member biographies can be found here:
Leadership and Governance

Nominated Adviser and Broker

Peel Hunt LLP
100 Liverpool Street
London EC2M 2AT

Auditors

PricewaterhouseCoopers LLP
1 Embankment Place
London  WC2N 6RH

Registrars

MUFG Corporate Markets
Central Square, 29 Wellington Street
Leeds, LS1 4DL

Significant Shareholders

The following shareholdings represent 3% or more of the voting rights in the Company’s issued share capital:

Investor name Percentage holding (%)
NR Holdings Limited (1) 25.42%
Rathbones 6.74%
Hargreaves Lansdown, stockbrokers (EO)(2) 4.82%
Octopus Investments 4.18%
Interactive Investor (EO)(2) 3.43%
Fidelity Management & Research 3.23%
abrdn 3.09%

(1) The Executive Chairman, Lord Rothschild, is a beneficiary of NR Holdings Limited. The number of shares noted here also includes those he holds directly.

(2) Employee Ownership (EO)

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