The slides could be incomplete without the oral commentary. The attached slides were used at the Analyst Presentation by John Hirst and Andrew Fisher on the 19th March 2003. The slides could be incomplete without the oral commentary. Others with many years experience have said the worst for 30 years! Plus cycle/inventory correction. Simultaneous economic demand slow down!

Cautionary Statement for Purposes of the "Safe Harbor" Provisions of the United States Private Securities Litigation Reform Act of 1995: The U.S. Private Securities Litigation Reform Act of 1995 provides a "safe harbor" for forward-looking statements. This presentation contains certain forward-looking statements relating to the business of Premier Farnell plc and its consolidated subsidiaries as a group (the "Group") and certain of the Group's plans and objectives, including, but not limited to, future capital expenditures, future ordinary expenditures and future actions to be taken by the Group in connection with such capital and ordinary expenditures, the introduction of new information technology and e-commerce platforms, the expected benefits and future actions to be taken by the Group in respect of certain sales and marketing initiatives, operating efficiencies, economies of scale and the expected benefits to be realised from the acquisition of Buck & Hickman Limited. By their nature forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that will occur in the future. Actual expenditures made and actions taken may differ materially from the Group's expectations contained in the forward-looking statements as a result of various factors, many of which are beyond the control of the Group. These factors include, but are not limited to, the implementation of cost-saving initiatives to offset current market conditions, integration of new personnel and new information systems, continued use and acceptance of e-commerce programs and systems and the impact on other distribution systems, the ability to open new facilities to increase service levels and reduce costs, the ability to expand into new markets and territories, the implementation of new sales and marketing initiatives, the integration of Buck & Hickman Limited into the Group, changes in demand for electronic, electrical, electromagnetic and industrial products, rapid changes in distribution of products and customer expectations, the ability to introduce and customers' acceptance of new services, products and product lines, product availability, the impact of competitive pricing, fluctuations in foreign currencies, and changes in interest rates and overall market conditions, particularly the impact of changes in world-wide and national economies.

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Preliminary Results AGENDA For the financial year ended 2nd February 2003 AGENDA Introduction - John Hirst, Group Chief Executive Financial Results - Andrew Fisher, Group Finance Director Strategy and Progress - John Hirst Questions

Perspective Where we were 12 months ago (18th March 2002) Unprecedented electronics slowdown- worst for 30 years Economic slowdown 11th September External view on markets more optimistic - pace and timing uncertain Counting on little help from the market

Action we took Mitigate downturn and win share How it worked out Early cost reduction; then tight control maintained Determined progress on key initiatives Focus on customers and customer service How it worked out False dawn in Spring 2002 - optimism evaporated - all countries Markets remained flat/soft for the rest of year, except Asia

For the financial year ended 2nd February 2003 Preliminary results For the financial year ended 2nd February 2003

Andrew Fisher Group Finance Director

Financial Summary 52 weeks ended 2nd February 2003 Sales £759.0m - up 1.2% Operating profit £82.9m - operating margin 10.9% (before goodwill amortisation) Tight working capital controls Cash flow, financial gearing and EPS benefits from preference share conversion Net debt at £209.2m - interest cover 5.3 times Dividend maintained at 9.0p

Financial Summary * Continuing businesses year on year sales per day growth at constant exchange rates

Q4 Group Result † Adjusted to eliminate 53rd week (s: £16.8m, op: £1.7m) and impact of exchange rates (s: £9.1m, op: £0.8m) * Continuing businesses year on year sales per day growth at constant exchange rates

Financial Summary Group Second half sales progression * Continuing businesses at constant exchange rates † Gross margin is measured after net cost of freight, packaging, discounts and inventory adjustments

Financial Summary Group Stable operating margin: robust gross margins and tight cost management * Continuing businesses at constant exchange rates † Gross margin is measured after net cost of freight, packaging, discounts and inventory adjustments

MDD Americas Sales Per Day $m 2000/1 2001/2 2002/3

MDD Americas Sales Per Day $m 2000/1 2001/2 2002/3

Americas SPD and year on year growth rates MDD Americas SPD and year on year growth rates Underlying sales run rate stable $m 2000/1 2001/2 2002/3

Year on year sales growth in second half MDD Europe & Asia Pacific SPD and year on year growth rates (excluding Buck & Hickman) Year on year sales growth in second half 20% £k 10% 0% -10% -20% 2000/1 2001/2 2002/3

UK SPD and year on year growth rates (excluding Buck & Hickman) MDD UK SPD and year on year growth rates (excluding Buck & Hickman) Year on year sales growth in second half 20% £k 10% 0% -10% -20% 2000/1 2001/2 2002/3

Buck & Hickman SPD and year on year growth rates MDD Buck & Hickman SPD and year on year growth rates Rapid development of sales 20% 10% £k 0% -10% -20% 2000/1 2001/2 2002/3

Mainland European SPD and year on year growth rates MDD Mainland European SPD and year on year growth rates Year on year sales growth in second half £k 2000/1 2001/2 2002/3

Asia Pacific SPD and year on year growth rates MDD Asia Pacific SPD and year on year growth rates £k 2000/1 2001/2 2002/3

E-commerce SPD £k 2000/1 2001/2 2002/3

Continuing businesses Industrial Products Division Continuing businesses £m 2002/3 2001/2 Full year Q4 Full year Turnover 93.4 22.0 95.8 Year on year SPD growth* 2.8% 7.2% Operating profit 15.3 3.9 17.1 Operating margin 16.4% 17.7% 17.8% * Continuing businesses year on year sales per day growth at constant exchange rates

Profit and loss account £m 2002/3 2001/2 Operating profit* 80.3 86.9 Interest (15.7) (15.9) Exceptional item (4.8) (11.0) Profit before tax 59.8 60.0 Tax (18.2) (21.4) Profit after tax 41.6 38.6 Preference dividend (10.8) (26.1) Attributable to ordinary shareholders 30.8 12.5 Adjusted EPS † 11.2p 9.2p * Includes goodwill amortisation † Excluding amortisation of goodwill and disposals

Taxation £m 2002/3 2001/2 Underlying charge 29.9% 20.1 30.5% 22.1 Credits relating to prior year (1.0) (0.7) Disposals (0.9) - 18.2 21.4 Tax rates calculated on profit before tax and goodwill amortisation and disposal of business

Summarised cash flows £m 2002/3 2001/2 Operating profit 80.3 86.9 Depreciation (net of gains on disposals) 15.8 14.1 Amortisation of goodwill 2.6 1.5 Net pension credit (6.8) (6.7) Working capital 0.1 11.3 Operating cash flow 92.0 107.1 111% 121% Net capital expenditure (23.2) (23.5) Interest & preference dividend (26.6) (41.7) Tax (12.7) (27.4) Free cash flow 29.5 14.5

Strong collection performance and credit controls Debtor days Strong collection performance and credit controls Days 2001/2 2002/3

Inventory £m 2001/2 2002/3 Belgium warehouse At 2002/3 year end exchange rates

Capital expenditure £m 2002/3 Front office systems 10.8 IT 7.7 Other 6.4 Total 24.9 Sale of fixed assets (1.7) Net capital expenditure 23.2

Movement in net debt £m Full year Opening net debt (236.4) Free cash flow 29.5 Ordinary dividends (28.1) 1.4 Disposal of business 3.3 Capital reorganisation (9.2) Issue of ordinary shares 0.7 Cash outflow (3.8) Translation 31.0 Closing net debt (209.2) US$ Senior Notes due 2003 & 2006 (189.0) Net borrowings and other loans (20.2) (209.2)

Debt profile - - - - - - Gross debt at 2 February 2003

Exchange Rates Translation impact Transaction impact US $, 1 cent ~ £0.2 m profit (2002/3 average rate $1.53) Euro, 1 cent ~ £0.1 m profit (2002/3 average rate €1.58) Translation impact Transaction impact Euro, 1 cent ~ £0.15 m profit

Pensions - Defined Benefit Schemes

Summary Year on year and sequential sales growth Robust gross and operating margins Strong free cash flow Strong balance sheet Sound pension funding

Preliminary Results JOHN HIRST Group Chief Executive For the financial year ended 2nd February 2003 JOHN HIRST Group Chief Executive

Consistent themes over the last 2 years Leadership - ‘Strengthening the bench’ Group COO, Global Account Director, VP Marketing (NA), VP Strategy (NA), Group Director Strategic Marketing & Planning Improving the way we do business Costs, gross margin stability, working capital Technology - websites, Siebel, Publication Systems, Q20 Enhancing customer service Service level focus, eProcurement, web, Product Find, Product Watch, vendor managed inventory Customer, market, segmentation, focused direct mail, telemarketing Focus on and global approach to key accounts

Strategy for Growth Achieving growth through managing the customer base more effectively Sales & Profits Growth Higher Customer Spend New Markets New Customers

MDD - Strategy for Growth Achieving Growth through  Sales & Profits Growth Higher Customer Spend New Markets New Customers Global and Major Accounts Customer Service Product Range International Expansion Segmentation Acquisition Branding

MDD - Strategy for Growth Achieving Growth through  Sales & Profits Growth Higher Customer Spend New Markets New Customers Global and Major Accounts Customer Service Product Range International Expansion Segmentation Acquisition Branding

MDD - Strategy for Growth Achieving Growth through  Sales & Profits Growth Higher Customer Spend New Markets New Customers Product Range International Expansion Segmentation Acquisition Global and Major Accounts Customer Service Branding

MDD - Progress despite conditions Product Range 46k Products added in MDD last year More this year Newark & Farnell Direct Product Find (NIC) International Expansion Italy / Austria / Mexico / China Product Range, International Expansion

MDD - Progress despite conditions Segmentation Europe and Americas Regional Initiatives Education Health and Safety Design and Maintenance Engineers Government Global Major Accounts eProcurement Early Adopters Segmentation, Acquisition

MDD - eCommerce -Americas £k Americas - sales up 8.5% YoY eProcurement sales up 52% 43 new eProcurement partnerships 42 underway

MDD - eCommerce - Europe and Asia Pacific £k Farnell - sales up 82% CPC web sales up 240% 65 new eProcurement partnerships 36 underway

MDD - Progress despite conditions Acquisition Acquired small German Distribution business Buck & Hickman Q4 sales YoY up 16% Contract wins in collaboration with Farnell and CPC VMI - valuable tool Vauxhall / Rolls-Royce - major successes Segmentation, Acquisition

MDD - Progress despite conditions Major Account success US Government +12% YoY despite budget approval delay Large potential Americas - National accounts up 3% YoY 37 Wins in year 7 Americas 19 UK 11 Mainland Europe and Asia Global & Major Accounts, Customer Service

MDD - Progress despite conditions Major Account - Reasons for success Wide product range - reliably and swiftly available eProcurement flexibility - improved productivity Vendor managed inventory solutions - cost reduction Vendor reduction Focused approach - more difficult for competitors Global & Major Accounts, Customer Service

MDD - Progress despite conditions Customer Service Vendor Managed Inventory Americas - 246 Stockrooms Europe and Asia Pacific - 157 Stockrooms Product Find on Website in US and 6 million products in UK Product Watch introduced in Europe and Asia Pacific Logistics Chicago closed - Liege opened Gaffney - ISO 14001 Global & Major Account, Customer Service

MDD - Progress despite conditions Rebranding Strategy - InOne Major investment programme substantially complete Customer and segment understanding progressing fast Wide range of services developed and available across MDD Businesses working together across boundaries Customer access to millions of products, thousands of suppliers worldwide Now is the time to re-brand - tell the market again of our improvements and capabilities Retain existing brand equity Branding

If we take a closer look at the InOne family you can see: The concept of the suffix - how well the name InOne works in that way - brings something new and different but retains the current brand name. MCM has some way to go to build some of the capabilities the new brand represents - so it is endorsed The colours were carefully selected - to fit with the new image overall and fit with local management views. They also work well together. We repeat the same visual identity and brand positioning in every way we touch our customers and suppliers Let’s have a look at some of that work in more detail …

Newark Many positives Marketing Initiatives Major account sales Government Services Agreement (GSA) eProcurement, Web, Stockroom successes Marketing Initiatives Brand change Siebel in March New products in 2003 to segments - including doubled passives range Direct Mail expansion

Industrial Products Division Akron Brass Excellent performance Sales ahead in declining market International sales progress TPC New product sales 16% of total Expanding in Mexico and Canada New segments Kent Sales force restructured New products introduced Productivity improving

Outlook No discernible change in market conditions in immediate term Accelerated efforts to gain share Strong position further enhanced for market turn

Summary Positioning the business in difficult markets More robust through the cycle Tight control of costs Gross margins maintained Enhanced offering to customers - driving key initiatives Key accounts, eCommerce and VMI successes Market share gains Capital structure enhanced Acquisitions add range, opportunities and value Buck & Hickman strong growth Strong position further enhanced for market turn

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