1. The attached slides were used at the Analyst Presentation by John Hirst and Andrew Fisher on the 18th March 2002. The slides could be incomplete without the oral commentary.

2. 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 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 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.

3. Preliminary Results For the financial year ended 3rd February 2002

4. Agenda Andrew Fisher  Year end financials John Hirst  Progress this year

5. Group Finance Director Andrew Fisher

6. Financial Summary 53 weeks ended 3rd February 2002 Sales £806.4m - down 6.8% Operating profit £88.4m - operating margin 11.0% (before goodwill amortisation) Cost reduction programme Operating cashflow tightly managed, 121% of operating profit Net debt £236.4m - interest cover 5.6 times Dividend maintained at 9.0p

7. Financial Summary 53 Weeks ended 3rd February 2002 £m 2001/2 2000/1 Full year Q4Full year Turnover Existing group 753.5177.5 876.2 Year on Year Growth -13.2% -19.9% +12.1% B & H 52.9 22.3 - Total 806.4199.8 876.2 Operating profit* Existing group 84.8 19.5 115.0 Operating margin 11.3% 11.0% 13.1% B & H 3.6 1.5 - Total 88.4 21.0 115.0 * before goodwill amortisation

8. Turnover and Year on Year Growth (Excluding Buck & Hickman) Group £m

9. Financial Summary 53 Weeks ended 3rd February 2002 £m 2001/2 2000/1 Full year Q4Full year Turnover Existing group 753.5177.5 876.2 Year on Year Growth -13.2% -19.9% +12.1% B & H 52.9 22.3 - Total 806.4199.8 876.2 Operating profit* Existing group 84.8 19.5 115.0 Operating margin 11.3% 11.0% 13.1% B & H 3.6 1.5 - Total 88.4 21.0 115.0 * before goodwill amortisation

10. Turnover and Year on Year Growth (Excluding Buck & Hickman) Group £m Operating margin

11. Financial Summary 53 Weeks ended 3rd February 2002 £m 2001/2 2000/1 Full year Q4Full year Turnover Existing group 753.5177.5 876.2 Year on Year Growth -13.2% -19.9% +12.1% B & H 52.9 22.3 - Total 806.4199.8 876.2 Operating profit* Existing group 84.8 19.5 115.0 Operating margin 11.3% 11.0% 13.1% B & H 3.6 1.5 - Total 88.4 21.0 115.0 * before goodwill amortisation

12. Cost reduction program Q1 Q4 annualised savings£34m Headcount reduction 497 (10%) (Newark 415 (22%)) Sales productivity maintained Discretionary marketing reduced Challenge spend protected (£16.4m, prior year £14.4m)

13. MDD North America Turnover and Year on Year Growth Operating margin $m

14. 2000/12001/21999/0 $m MDD Newark Sales Per Day

15. 2000/12001/2 1999/0 $m MDD Newark SPD and growth rates

16. MDD Europe & ROW £m Turnover and Year on Year Growth (Excluding Buck & Hickman) Operating margin

17. 2000/12001/2 1999/0 £k MDD Farnell Europe & ROW SPD

18. 2000/12001/21999/0 £k MDD Farnell Europe & ROW SPD and growth rates

19. 2000/12001/21999/0 £k MDD Farnell Europe & ROW SPD and growth rates

20. £m 2001/2 2000/1 Full year Q4 Full year Turnover 111.1 27.0 109.4 Growth -3.5% -6.1% +4.0% Operating profit 17.5 3.7 18.0 Operating margin 15.8% 13.7% 16.5% Note : continuing businesses Industrial Products Division

21. Profit and loss account £m 2001/2 2000/1 Operating profit 86.9* 115.0 Interest(15.9) (12.9) Exceptional item(11.0) - Profit before tax 60.0 102.1 Tax(21.4) (30.8) Profit after tax 38.6 71.3 Preference dividend(26.1) Attributable to ordinary shareholders 12.5 Adjusted EPS 9.2p * Includes goodwill amortisation of £1.5m

22. Taxation £m 2001/2 2000/1 Underlying charge30.5% 22.1 30.7% 31.3 Credits relating to prior year (0.7) (0.5) 29.5% 21.4 30.2% 30.8 Note: Tax rates calculated on profit before tax, goodwill amortisation and exceptional items

23. Profit and loss account £m 2001/2 2000/1 Operating profit 86.9* 115.0 Interest(15.9) (12.9) Exceptional item(11.0) - Profit before tax 60.0 102.1 Tax(21.4) (30.8) Profit after tax 38.6 71.3 Preference dividend(26.1) Attributable to ordinary shareholders 12.5 Adjusted EPS 9.2p * Includes goodwill amortisation of £1.5m

24. Summarised cash flows £m 2001/22000/1 Operating profit 86.9 115.0 Depreciation & non-cash items 8.9 6.9 Working capital 11.3 (9.5) Operating cash flow107.1 112.4 121% 98% Capital expenditure (24.8) (25.6) Sale of fixed assets 1.3 4.4 Interest & preference dividend (41.7) (38.3) Tax (27.4) (28.3) Free cash flow 14.5 24.6

25. Operating cashflow Operating cashflow : Operating profit

26. Summarised cash flows £m 2001/22000/1 Operating profit 86.9 115.0 Depreciation & non-cash items 8.9 6.9 Working capital 11.3 (9.5) Operating cash flow107.1 112.4 121% 98% Capital expenditure (24.8) (25.6) Sale of fixed assets 1.3 4.4 Interest & preference dividend (41.7) (38.3) Tax (27.4) (28.3) Free cash flow 14.5 24.6

27. £m 2001/2 Front office systems 10.8 IT4.2 Manufacturing facility Akron4.3 Other5.5 Total 24.8 Capital expenditure

28. Summarised cash flows £m 2001/22000/1 Operating profit 86.9 115.0 Depreciation & non-cash items 8.9 6.9 Working capital 11.3 (9.5) Operating cash flow107.1 112.4 121% 98% Capital expenditure (24.8) (25.6) Sale of fixed assets 1.3 4.4 Interest & preference dividend (41.7) (38.3) Tax (27.4) (28.3) Free cash flow 14.5 24.6

29. Movement in net debt £mFull year Opening net debt(179.2) Free cash flow 14.5 Ordinary dividends (24.5) Acquisitions and disposals (38.8) Purchase / issue of ordinary shares (0.4) Cash outflow (49.2) Translation (8.0) Closing net debt (236.4) US$ Senior Notes due 2003 & 2006 (219.8) Bank loans (44.7) Cash and short term deposits 28.1 (236.4)

30. Financial Summary Operating margins maintained at 11% through the year due to robust gross margins and cost savings Strong cashflow performance Momentum of Challenge maintained Sequential 4th Quarter sales evidence of stabilisation in major markets Normal seasonal re-bound in sales in January

31. Group CEO John Hirst

32. We said this 12 months ago (15th March 2001) Tougher markets (no upturn before year end) Depends on  Inventory correction  Underlying markets  Flow from US to other regions Positive Action  Protecting investments in future - “Challenge”  Paring costs elsewhere Group in better shape

33. What actually happened Unprecedented electronics downturn Economic slow-down 11th September

34. Progress this year - Group Cost reductions and restructuring: Maintained strategic investments Portfolio re-shaping US Europe Group re-ordered implementations but proceeding IPD North America/Brooks - out Buck & Hickman - in

35. Progress this year - Group Continued investment in management and talent Global Account capability established eg Recruited - Newark VP Sales, Europe Logistics Director New roles - General Managers at B&H, CPC and Farnell UK. Representing Premier Farnell Starting with 6 accounts

36. Progress this year - Marketing & Distribution Division Americas Region Sales & Marketing  Key Accounts wins and process improved  Investment in contact centres - Sales force and branch re-structuring  Integrated Account Management - transfer of selected customers to contact centre  Productivity gains and customer service improvements  Stockroom services product find i-tracker - stockroom management software quick quote

37. Progress this year - Marketing & Distribution Division Americas Region eProcurement  63 partnerships achieved in the year  Total 92  50+ in discussion Back office operations and customer service  Cost savings and productivity gains - 22% of staff  Working Capital Management Inventory Debtors - dramatic improvement Toronto and Pulaski warehouse closures Service - continued improvement

38. Progress this year - Marketing & Distribution Division Americas Region Geographic Expansion  Mexico  Brazil - transferred to Americas Region

39. Progress this year - Marketing & Distribution Division Europe/Asia Pacific Region Marketing -  Siebel into contact centre - productivity gains  Segment Focus - improved share Education Design & Maintenance Engineers  Direct Mail - Findings  Catalogues  Key Accounts and contract wins  Health & Safety - specialist catalogue and service launched  Enhanced service for design engineers. Product Watch - obsolescence notification  Stockroom service eg VMI

40. Progress this year - Marketing & Distribution Division Europe/Asia Pacific Region Buck & Hickman  Launch Buck & Hickman Express  Integrated into NUWPEC Onecall  Product into CPC/Farnell, customers, catalogues  Purchasing savings - products and services  Major account wins with Farnell eCommerce  Rolled out to 7 new countries  Enhanced functionality  eProcurement-41+ live partnerships -20 in discussion

41. Progress this year - Marketing & Distribution Division Europe/Asia Pacific Region Geographical Expansion  China offices  Hong Kong stock Back office operations and customer service  Working Capital Management  Integrating back offices - cost savings and productivity benefits  Service improved  Liege Warehouse

42. Progress this year - Industrial Products Division 2 Disposals completed Kent  Sales force methods improved  Product range increased Akron  Investment completed  Productivity service and margin up TPC  Automotive & Steel industry difficulties  New product sales  Excellent operating margins

43. SUMMARY Unprecedented market decline Early and positive action on costs and working capital  Q4 annualised SG & A run rate £34m lower than Q1 Gross margins maintained Strong operating cash flow conversion Determined progress on key initiatives and upgrade of business capabilities Focused on customers and customer service

44. Outlook Sales declined significantly slower in Q4  Q4 only 1.5% down on Q3 Sales stabilised across major markets  seasonal upturn materialised and sustained External views on markets more optimistic, but pace and timing still uncertain Counting on little help from market, but lean and fit - well positioned to reap benefits