Full Year 2026 Renishaw PLC Earnings Call

September 23, 2026

Speaker #1: Right, I have the thumbs-up from the back, so we're good to go. So, welcome everyone to our full-year results presentation for 2026. I am going to go through on strategy and outlook after John, our Chief Financial Officer, has given an update on the financial results for the year.

Will Lee: Right. I have the thumbs up from the back, so we are good to go. Welcome everyone to our full year results presentation for 2026. I am going to go through on strategy and outlook after John, our Chief Financial Officer, has given an update on the financial results for the year. Clearly, it has been an excellent year for us, and I just wanted to go through some of the highlights though, before handing over to John. Great progress. Revenue and profit growth in all areas. Clearly the headline driver and star there has been the investment triggered by AI going into semicon investment. For me, most pleasing though is the progress that we have made in our portfolio of emerging businesses, and we will touch more on that later.

Speaker #1: Clearly, it's been an excellent year for us, and I just wanted to go through some of the highlights, before handing over to John.

Speaker #1: So, great progress—revenue and profit growth in all areas. Clearly, the headline driver and star there has been the investment triggered by AI going into semiconductor investment.

Speaker #1: For me, most pleasing, though, is the progress that we've made in our portfolio of emerging businesses, and we'll touch more on that later. We remain very well positioned in a range of attractive markets, and I really think we're making the most of that opportunity with our innovation-led strategy.

Will Lee: We remain very well positioned in a range of attractive markets, and I really think we are making the most of that opportunity with our innovation-led strategy, important new products that we have released that are really going well, and more coming through. Again, I will touch more on this later. We are investing. We have been investing in capacity. This is targeted to meet the needs and the demands that we are seeing. We are doing this very cognizant of the fact that we operate in cyclical industries, particularly that semiconductor one, of making sure that we invest in the right way to support our customers there.

Speaker #1: Important new products that we've released are really going well, and more are coming through. Again, I will touch more on this later. We are investing.

Speaker #1: We have been investing in capacity—this is targeted to meet the needs and demands that we are seeing. We are doing this very cognizant of the fact that we operate in cyclical industries, particularly the semiconductor one, making sure that we invest in the right way to support our customers there.

Speaker #1: We are doing this, also making sure that we're focusing on the underlying productivity of the group, and making sure that we're really well positioned there for the future.

Will Lee: We are doing this also making sure that we are focusing on the underlying productivity of the group, making sure that we are really well positioned there for the future. So an exciting time, and John is going to talk through now the financial performance.

Speaker #1: So, it's an exciting time, and John is going to talk through the financial performance now.

John Shipsey: Thank you. Right. Thanks, Will, and good morning, everyone. It is a great pleasure to present my first Renishaw results, and I do so very much on behalf of the wider team who delivered the successful year. Let us start with the headlines. Revenue increased by 14% to GBP 816 million or 17% at constant FX. Adjusted operating profit grew by 36% to GBP 153 million, lifting margin by 3 percentage points to 18.7%. Earnings per share grew 30%. Reflecting this performance and our strong balance sheet, we are proposing a 5% increase in the regular dividend for the year, plus a special dividend of GBP 0.70 per share. These results demonstrate positive progress against our medium-term financial targets. We are delivering high single digit through cycle revenue growth. Operating margin is moving closer to the 20% threshold and indeed surpassed it in the second half.

Speaker #2: Thank you.

Speaker #1: Great.

Speaker #2: Thanks, Will. And good morning, everyone. It's a great pleasure to present my first Renishaw results, and I do so very much on behalf of the wider team, who delivered a successful year.

John Shipsey: Thanks, Will, and good morning, everyone. It is a great pleasure to present my first Renishaw results, and I do so very much on behalf of the wider team who delivered the successful year. Let us start with the headlines. Revenue increased by 14% to GBP 816 million or 17% at constant FX. Adjusted operating profit grew by 36% to GBP 153 million, lifting margin by 3 percentage points to 18.7%. Earnings per share grew 30%. Reflecting this performance and our strong balance sheet, we are proposing a 5% increase in the regular dividend for the year, plus a special dividend of GBP 0.70 per share. These results demonstrate positive progress against our medium-term financial targets.

Speaker #2: So, let's start with the headlines. Revenue increased by 14% to $816 million, or 17% at constant FX. Adjusted operating profit grew by 36% to $153 million, lifting margin by 3 percentage points to 18.7%.

Speaker #2: And earnings per share grew 30%. Reflecting this performance and our strong balance sheet, we're proposing a 5% increase in the regular dividend for the year, plus a special dividend of 70 pence per share.

Speaker #2: These results demonstrate positive progress against our medium-term financial targets. We're delivering high single-digit, through-cycle revenue growth. Operating margin is moving closer to the 20% threshold, and indeed surpassed it in the second half.

John Shipsey: We are delivering high single digit through cycle revenue growth. Operating margin is moving closer to the 20% threshold and indeed surpassed it in the second half. Cash conversion fell year-on-year, but remained above our 70% target, and return on invested capital broke back above 15%. Undoubtedly, our performance was boosted by positive cyclical trends that will reverse at some point. We acknowledge that, and we are focused on driving sustainable through cycle improvement in all four metrics.

Speaker #2: Cash conversion fell year-on-year, but remained above our 70% target. And return on invested capital broke back above 15%. Undoubtedly, our performance was boosted by positive cyclical trends that will reverse at some point.

John Shipsey: Cash conversion fell year-on-year, but remained above our 70% target, and return on invested capital broke back above 15%. Undoubtedly, our performance was boosted by positive cyclical trends that will reverse at some point. We acknowledge that, and we are focused on driving sustainable through cycle improvement in all four metrics. Let us now look at revenue and profit by segment, starting with Industrial Metrology. Industrial Metrology, which accounts for more than half of the business, delivered steady progress. Revenue grew by 4% or 7% at constant FX, supported by rising demand for five-axis coordinate measuring machines and Equator gauges. Metrology sensors were flat, with higher demand from consumer electronics customers offset by weaker sales to machine builders in Europe. Operating margin was broadly stable at just over 17%, with currency headwinds offsetting the benefits of cost reduction. Position Measurement delivered an excellent performance.

Speaker #2: We acknowledge that, and we're focused on driving sustainable through-cycle improvement in all four metrics. Let's now look at revenue and profit by segment, starting with Industrial Metrology.

John Shipsey: Let us now look at revenue and profit by segment, starting with industrial metrology. Industrial metrology, which accounts for more than half of the business, delivered steady progress. Revenue grew by 4% or 7% at constant FX, supported by rising demand for five-axis coordinate measuring machines and Equator gauges. Metrology sensors were flat, with higher demand from consumer electronics customers offset by weaker sales to machine builders in Europe. Operating margin was broadly stable at just over 17%, with currency headwinds offsetting the benefits of cost reduction. Position Measurement delivered an excellent performance. Revenue increased by 26% or 29% at constant FX. Growth was led by optical encoders for semiconductor equipment and magnetic encoders for automation and robotics.

Speaker #2: Industrial metrology, which accounts for more than half of the business, delivered steady progress. Revenue grew by 4%, or 7% at constant FX, supported by rising demand for 5-axis coordinate measuring machines and Equator gauges.

Speaker #2: Metrology sensors were flat, with higher demand from consumer electronics customers offsetting weaker sales to machine builders in Europe. Operating margin was broadly stable, at just over 17%, with currency headwinds offsetting the benefits of cost reduction.

Speaker #2: Position measurement delivered an excellent performance. Revenue increased by 26%, or 29% at constant FX. Growth was led by optical encoders for semiconductor equipment, and magnetic encoders for automation and robotics.

John Shipsey: Revenue increased by 26% or 29% at constant FX. Growth was led by optical encoders for semiconductor equipment and magnetic encoders for automation and robotics. Laser encoders were lower, but started to recover in the second half and the order book is in growth. We also secured early production orders for ASTRiA inductive encoders for aerospace and defense applications. That top-line growth converted to even stronger profit growth. Operating profit was up more than 50%, and operating margins jumped by 5 percentage points to 27.4%. Specialised Technologies achieved the strongest revenue growth of all three segments. It was up 43% or 46% at constant FX. Additive manufacturing was the engine of this growth, with strong demand from aerospace and defense customers. Spectroscopy dipped slightly. Overall, operating margin for Specialised Technologies grew by almost 18 percentage points to 4.4%, driven by the operating leverage in additive manufacturing.

Speaker #2: Laser encoders were lower but started to recover in the second half, and the order book is in growth. We also secured early production orders for Astria inductive encoders for aerospace and defense applications.

John Shipsey: Laser encoders were lower, but started to recover in the second half and the order book is in growth. We also secured early production orders for ASTRiA inductive encoders for aerospace and defense applications. That top-line growth converted to even stronger profit growth. Operating profit was up more than 50%, and operating margins jumped by 5 percentage points to 27.4%. Specialised Technologies achieved the strongest revenue growth of all three segments. It was up 43% or 46% at constant FX. Additive manufacturing was the engine of this growth, with strong demand from aerospace and defense customers. Spectroscopy dipped slightly. Overall, operating margin for Specialised Technologies grew by almost 18 percentage points to 4.4%, driven by the operating leverage in additive manufacturing.

Speaker #2: That top-line growth converted to even stronger profit growth. Operating profit was up more than 50%, and operating margins jumped by 5 percentage points to 27.4%.

Speaker #2: Specialized technologies achieved the strongest revenue growth of all three segments. It was up 43%, or 46% at constant FX. Additive manufacturing was the engine of this growth, with strong demand from aerospace and defense customers.

Speaker #2: Spectroscopy dipped slightly, but overall, operating margin for Specialized Technologies grew by almost 18 percentage points to 4.4%, driven by the operating leverage in Additive Manufacturing.

Speaker #2: It's also pleasing to note that all product lines in this segment are now profitable. Turning back to the group as a whole, you can see the change in operating margin, from 15.7% in FY25 to 18.7% in FY26.

John Shipsey: It is also pleasing to note that all product lines in this segment are now profitable. Turning back to the group as a whole, you can see the change in operating margin from 15.7% in FY 25 to 18.7% in FY 26. Currency was a significant headwind because of both forward contracts and in-year average FX rates. That was more than offset by the benefits of restructuring. Gross margin dipped slightly, principally because of product mix. The biggest impact came from operating leverage as a result of volume growth. That drove margins up to 18.7% for the year, and indeed to over 21% in the second half. Turning to cash, adjusted operating cash flow was GBP 121 million. Cash conversion dipped to 79% from 91% in the prior year.

Speaker #2: Currency was a significant headwind because of both forward contracts and in-year average FX rates. That was more than offset by the benefits of restructuring.

Speaker #2: Gross margin dipped slightly, principally because of product mix. But the biggest impact came from operating leverage as a result of volume growth. That drove margins up to 18.7% for the year, and indeed to over 21% in the second half.

Speaker #2: Turning to cash: Adjusted operating cash flow was $121 million. Cash conversion dipped to 79% from 91% in the prior year. Capex was actually down year on year, but working capital was up, especially receivables, in line with the very strong sales growth in Q4.

John Shipsey: CapEx was actually down year on year, but working capital was up, especially receivables, in line with the very strong sales growth in Q4. After tax, cost reduction expenditure, dividends, and other movements, net cash increased by GBP 17 million. We closed the year with cash and deposit balances of GBP 291 million, maintaining a strong financial position. The special dividend of 70p per share will reduce H1 FY27 cash flow by GBP 51 million. Finally, a look at return on invested capital. There is no doubt we are currently benefiting from the semiconductor super cycle, but our focus is on taking action to improve ROIC through cycle. In FY26, we successfully restructured our cost base. In FY27, we will significantly increase manufacturing capacity, primarily for encoders. That will mean a doubling of CapEx on production assets. Over the medium term, productivity improvements will extend beyond just manufacturing to include sales and the back office.

Speaker #2: After tax, cost reduction expenditure, dividends, and other movements, net cash increased by $17 million. We closed the year with cash and deposit balances of $291 million, maintaining a strong financial position.

Speaker #2: The special dividend of 70p per share will reduce H1 FY27 cash flow by £51 million. Finally, a look at return on invested capital. There's no doubt we're currently benefiting from the semiconductor supercycle.

Speaker #2: But our focus is on taking action to improve ROIC through-cycle. In FY26, we successfully restructured our cost base. In FY27, we'll significantly increase manufacturing capacity, primarily for encoders.

Speaker #2: That will mean a doubling of capex on production assets. And, over the medium term, productivity improvements will extend beyond just manufacturing to include sales and the back office.

John Shipsey: Over the medium term, productivity improvements will extend beyond just manufacturing to include sales and the back office. One Renishaw is a multi-year program to implement standardized, globalized processes that will enable existing and future business. All three initiatives are designed to ensure that Renishaw is positioned for long-term sustainable success through the business cycle. I will hand back to Will.

Speaker #2: One Renishaw is a multi-year program to implement standardized, globalized processes that will enable existing and future business. All three initiatives are designed to ensure that Renishaw is positioned for long-term, sustainable success through the business cycle.

John Shipsey: One Renishaw is a multi-year program to implement standardized, globalized processes that will enable existing and future business. All three initiatives are designed to ensure that Renishaw is positioned for long-term sustainable success through the business cycle. I will hand back to Will.

Speaker #2: I'll hand back to Will.

Speaker #1: Thank you, John.

Will Lee: Thank you, John. Let's now take a look at strategy going forward. We are very much focused on being a world leader in sensors and systems for both measuring and manufacturing. We have a very strong purpose. I am very fortunate I get to see this in action out visiting our customers, and it is then you really realize the important role that we play with them, those long-term relationships that we have, and how we help them meet the needs of today and the future, those precision needs, those productivity needs, those challenges that they face. We have a clear strategy underpinning this, that very clear innovation-led or organic growth strategy, and making sure we are disciplined on those investments. Secondly, focusing on the attractive markets, so good through cycle growth if cyclical. Next, we have this strategy of really accelerating our growth.

Speaker #2: So, let's now take a look at strategy going forward. We are very much focused on being a world leader in sensors and systems for both measuring and manufacturing.

Speaker #2: We have a very strong purpose. I'm very fortunate that I get to see this in action. I'm visiting our customers, and it's then you really realize the important role that we play with them—those long-term relationships, the needs of today and the future, those precision needs, those productivity needs, those challenges that they face.

Speaker #2: We have a clear strategy underpinning this—a very clear, innovation-led, organic growth strategy—making sure we’re disciplined on those investments. Secondly, focusing on the attractive markets.

Speaker #2: So, good through-cycle growth if cyclical. Next, we have this strategy of really accelerating our growth. So, really disruptive R&D coming through on closed-adjacent markets, making sure that we are accelerating the growth broader than just the core.

Will Lee: Next, we have this strategy of really accelerating our growth. Really disruptive R&D coming through on close adjacent markets, making sure that we are accelerating the growth broader than just the core. Then finally, looking at relatively small targeted acquisitions close to our core, really accelerating growth through those as well. When we are discussing this, we put this all together in a model that I am sure many of you are familiar with now, our value creation model. If we take a look at this, on the left here, we have what is happening to us from the outside, the markets that we operate in. On the right, we have our strategy to drive outperformance.

Will Lee: Really disruptive R&D coming through on close adjacent markets, making sure that we are accelerating the growth broader than just the core. Then finally, looking at relatively small targeted acquisitions close to our core, really accelerating growth through those as well. When we are discussing this, we put this all together in a model that I am sure many of you are familiar with now, our value creation model. If we take a look at this, on the left here, we have what is happening to us from the outside, the markets that we operate in. On the right, we have our strategy to drive outperformance. Markets, fortunate, definitely growing more than 5% per annum through cycle. Accessible market up to GBP 7 billion, certainly on those drivers and trends, and I will talk through some of the more of the end markets shortly.

Speaker #2: And then, finally, we're looking at relatively small, targeted acquisitions close to our core, really accelerating growth through those as well. So, when we're discussing this, we put it all together in a model that I'm sure many of you are familiar with now, our value creation model.

Speaker #2: So, if we take a look at this—and on the left here—we have what is happening to us from the outside: the markets that we operate in.

Speaker #2: And on the right, we have our strategy to drive outperformance. So, markets, fortunately, are definitely growing more than 5% per annum through-cycle. Accessible market up to $7 billion.

Will Lee: Markets, fortunate, definitely growing more than 5% per annum through cycle. Accessible market up to GBP 7 billion, certainly on those drivers and trends, and I will talk through some of the more of the end markets shortly. But definitely AI and the pull through there is the most significant clearly at the moment. That strategy then for outperformance, very much to start with our traditional sensor business. These three pillars at the top you can see here. Growing in the existing market with that traditional sensor business. Increasing technology value, so the Industrial Metrology and the AM systems, so the hardware and software enabled systems there.

Speaker #2: Certainly, on those drivers and trends, and I'll talk through some of the more of the end markets shortly. But definitely AI and the pull through there is the most significant, clearly, at the moment.

Will Lee: But definitely AI and the pull through there is the most significant clearly at the moment. That strategy then for outperformance, very much to start with our traditional sensor business. These three pillars at the top you can see here. Growing in the existing market with that traditional sensor business. Increasing technology value, so the Industrial Metrology and the AM systems, so the hardware and software enabled systems there. Then extending into new markets, of which our ASTRiA inductive encoder is a prime example of moving very close to where we are with new disruptive technology. As John has mentioned, clearly this middle layer is really important for us, making the most of the investments that we are making for the future with a very targeted, focused execution.

Speaker #2: That strategy, then, for outperformance very much starts with our traditional sensor business. These three pillars at the top, as you can see here.

Speaker #2: Growing in the existing market with that traditional sensor business, increasing technology value. So, the industrial metrology and the AM systems—the hardware and software-enabled systems there.

Speaker #2: And then extending into new markets, of which our Astria inductive encoder is a prime example of moving very close to where we are with new disruptive technology.

Will Lee: Then extending into new markets, of which our ASTRiA inductive encoder is a prime example of moving very close to where we are with new disruptive technology. As John has mentioned, clearly this middle layer is really important for us, making the most of the investments that we are making for the future with a very targeted, focused execution. Then that portfolio growth strategy of starting with what has to be very disruptive, patented, new R&D, driving that through into the future profitable businesses of tomorrow. If we take a little look about what is happening externally, and the range of industries that we serve.

Speaker #2: As John has mentioned, clearly, the middle layer is really important for us—making the most of the investments that we are making for the future, with a very targeted focus on execution.

Speaker #2: And then that portfolio growth strategy of starting with what has to be very disruptive, patented new R&D—driving that through into the future profitable businesses of tomorrow.

Will Lee: Then that portfolio growth strategy of starting with what has to be very disruptive, patented, new R&D, driving that through into the future profitable businesses of tomorrow. If we take a little look about what is happening externally, and the range of industries that we serve. First of all, with the numbers here, before we have a look at some of the changes here, that sort of health warning that these are estimates. Sometimes we know for sure where we are selling, so if we are selling a position encoder to a company that makes semiconductor manufacturing equipment, we know for sure where that is going to end up. If we are selling a machine tool sensor to a machine tool builder, we do not know, so we are looking then at estimates to try and gauge that.

Speaker #2: So, if we take a little look at what's happening externally, and the range of industries that we serve, first of all—with the numbers here, before we have a look at some of the changes, there's that sort of health warning that these are estimates.

Will Lee: First of all, with the numbers here, before we have a look at some of the changes here, that sort of health warning that these are estimates. Sometimes we know for sure where we are selling, so if we are selling a position encoder to a company that makes semiconductor manufacturing equipment, we know for sure where that is going to end up. If we are selling a machine tool sensor to a machine tool builder, we do not know, so we are looking then at estimates to try and gauge that. I think the other thing worth stressing here is when we are selling our products, we have very generic solutions. An example here would be our Industrial Metrology systems.

Speaker #2: So, sometimes we know for sure where we're selling. If we're selling a position encoder to a company that makes semiconductor manufacturing equipment, we know for sure where that is going to end up.

Speaker #2: If we're selling a machine tool sensor to a machine tool builder, we don't know. So, we are looking then at estimates to try and gauge that.

Speaker #2: I think the other thing we're stressing here is, when we are selling our products, we have very generic solutions. So, an example here would be our industrial metrology systems.

Will Lee: I think the other thing worth stressing here is when we are selling our products, we have very generic solutions. An example here would be our Industrial Metrology systems. It is the same hardware and software that we are selling to a consumer electronics as it is to an automotive, as to an aerospace. We are not aligned so much on specific solutions there. If we look at the specific outperformers then for this year, a few key green ones are going up. Two of those feel very much like they are powered by that AI driver that we talked about before. Clearly the semiconductor equipment is, but also the energy generation with investment into gas turbines and also into backup power with internal combustion engine units there driving that market well as well. We are seeing definitely a flow-through in aerospace and defense.

Speaker #2: It's the same hardware and software that we are selling to consumer electronics as it is to automotive, as it is to aerospace. So, we're not aligned so much on specific solutions there.

Will Lee: It is the same hardware and software that we are selling to a consumer electronics as it is to an automotive, as to an aerospace. We are not aligned so much on specific solutions there. If we look at the specific outperformers then for this year, a few key green ones are going up. Two of those feel very much like they are powered by that AI driver that we talked about before. Clearly the semiconductor equipment is, but also the energy generation with investment into gas turbines and also into backup power with internal combustion engine units there driving that market well as well. We are seeing definitely a flow-through in aerospace and defense.

Speaker #2: If we look at the specific outperformance then, for this year, a few key green ones are going up. Two of those feel very much like they're powered by the AI driver that we talked about before.

Speaker #2: So, clearly, the semiconductor equipment is important. But also, the energy generation—with investment into gas turbines and also into backup power with internal combustion engine units—is driving that market well as well.

Speaker #2: And also, we are seeing definitely a flow through in aerospace and defense. Let's have a look at a little bit more at a couple of those areas.

Will Lee: Let us have a look a little bit more at a couple of those areas. Within the world of semiconductor, our sales here, this is our Position Measurement encoders, our range of Position Measurement encoders from optical encoders through to laser encoders, right through to a whole range from manufacturers of front-end equipment, back-end equipment, advanced packaging, a whole different range. What we see here really is the benefit, I think, of investment over many years of the innovation to make sure we have got the products that are needed and customer relationships and working with these customers for many years, integrating our solutions with them, making sure they meet their metrology needs. We are now seeing the real benefits of that on this upturn. That is meaning that we are investing significantly in our CapEx.

Speaker #2: So, within the world of semiconductors, our sales here are our position encoders, our range of position encoders, from optical encoders through to laser encoders.

Speaker #2: Right through to a whole range from manufacturers of front-end equipment, back-end equipment, advanced packaging—a whole different range. What we see here really is the benefit, I think, of investment over many years in innovation, to make sure we've got the products that are needed and customer relationships, and working with these customers for many years, integrating our solutions with them, making sure they meet their metrology needs.

Speaker #2: We are now seeing the real benefits of that on this upturn. That is meaning that we are investing significantly in our capital. This is right across from machining, so machining centers for machining of encoder bodies, electronics manufacturing, ramping up, and also then the automation equipment for putting together the encoders themselves.

Will Lee: This is right across from machining centers for machining of encoder bodies, electronics manufacturing ramping up, and also then the automation equipment for putting together the encoders themselves. You can see here, this is actually an ATOM cell here with the robot doing a lot of the heavy lifting in the assembly of an ATOM product. We have been investing, we continue to invest here. Our strategy is very much to make sure we support our customers on the up cycle. We have to be there. We have to be a trusted partner for them, to supply their customers during these cycles that we see. The benefit of this, because clearly we are very cognizant that this is cyclical. We have lived through this before, of the upturns and the downturns.

Speaker #2: You can see here, this is actually an Atom cell here, with the robot doing a lot of the heavy lifting in the assembly of an Atom product.

Speaker #2: So, we have been investing. We continue to invest here. Our strategy is very much to make sure we support our customers during the upcycle.

Speaker #2: We have to be there. We have to be a trusted partner for them, to supply their customers during these cycles that we see. The benefit of this, because clearly, we're very cognizant that this is cyclical.

Speaker #2: We've lived through this before, with the upturns and the downturns. The investments that we're putting in are helping us to underpin, to drive the underlying productivity.

Will Lee: The investments that we are putting in are helping us to drive the underlying productivity and therefore, the manufacturing efficiency of these products. If we next look at aerospace and defense, certainly we are seeing a flow-through of investment here, and this is customers investing both in capability and in capacity. This has been a very strong traditional market for us, but when you think of this for Renishaw, you think of our IM sensors and you think of our IM systems business, and that is indeed doing well. We are spending a lot of time with customers of how do we help them support and ramp up in that area. Two areas really wanted to talk on today.

Speaker #2: And therefore, the manufacturing efficiency of these products. If we now look at aerospace and defense, certainly we are seeing a flow-through of investment here.

Speaker #2: And this is customers investing both in capability and in capacity. Now, this has been a very strong traditional market for us. But when you think of this for Renishaw, you think of our IM sensors, and you think of our IM systems business.

Speaker #2: And that is indeed doing well. And we're spending a lot of time with customers on how we help them, support them, and ramp up in that area.

Speaker #2: But two areas I really wanted to talk about today. So, the first is additive manufacturing, and particularly in the defense space. Here, what we're seeing is customers really understanding the benefits that additive manufacturing can provide in terms of design freedom and what they can achieve.

Will Lee: The first is with additive manufacturing, and particularly in the defense space here, what we are seeing is customers really understanding the benefits that additive manufacturing can give in terms of design freedom and what they can achieve. A couple of examples, some gun suppressors, for large guns. This is not how they are supposed to be. They would not work very well like that, obviously. That is just so you can see the insides. Also, small jet engines for drones, which can be 3D printed. Lots of investment going in there. The other area with defense to mention is our new ASTRiA inductive encoder. Customers here that we talk to are really appreciating the combination of the metrology, the accuracy, this is rotational accuracy that we can give them, the robustness and ruggedness of the product, and also its ease of installation.

Speaker #2: A couple of examples: some gun suppressors for large guns. This is not how they're supposed to be. They wouldn't work very well like that, obviously.

Speaker #2: That's just so you can see the insides. And also, small jet engines for drones, which can be 3D printed. So, lots of investment going in there.

Speaker #2: The other area with defense to mention is our new Astria inductive encoder. Customers we talk to really appreciate the combination of the metrology, the accuracy.

Will Lee: Customers here that we talk to are really appreciating the combination of the metrology, the accuracy, this is rotational accuracy that we can give them, the robustness and ruggedness of the product, and also its ease of installation. We seem to really have hit a sweet spot. We are investing here again in manufacturing ramp up. This is quite new, going through our new product manufacturing facilities at the moment. We are investing in that and also in a range of sizes that customers are after there. This really shows, I think here, the benefit of the investment that we put in our innovation engine. ASTRiA, a prime one there coming through.

Speaker #2: This is rotational accuracy that we can give them, the robustness and ruggedness of the product, and also its ease of installation. So, we seem to really have hit a sweet spot. We are investing here again in manufacturing, or ramp-up.

Will Lee: We seem to really have hit a sweet spot. We are investing here again in manufacturing ramp up. This is quite new, going through our new product manufacturing facilities at the moment. We are investing in that and also in a range of sizes that customers are after there. This really shows, I think here, the benefit of the investment that we put in our innovation engine. ASTRiA, a prime one there coming through. Also additive recent advances, in terms of the software programs we have talked about with LIBERTAS, for example, and TEMPUS of really driving up the productivity of the machine. This means actually, not only are there opportunities coming through, but we feel we are in a really competitive position that in the mid-size market, we have the most productive platform, and we think that we are therefore gaining share there relative to our competitors.

Speaker #2: This is quite new—going through our new product manufacturing facilities at the moment. So, we're investing in that, and also in a range of sizes that customers are after there.

Speaker #2: This really shows, I think, here the benefit of the investment that we put into our innovation engine. So, Astria is a prime example there, coming through.

Speaker #2: Also, additive recent advances, in terms of software programs we've talked about—with Libertas, for example, and Tempus—have really driven up the productivity of the machine.

Will Lee: Also additive recent advances, in terms of the software programs we have talked about with LIBERTAS, for example, and TEMPUS of really driving up the productivity of the machine. This means actually, not only are there opportunities coming through, but we feel we are in a really competitive position that in the mid-size market, we have the most productive platform, and we think that we are therefore gaining share there relative to our competitors. That investment in long-term innovation is key for us. We continue to invest over GBP 100 million a year in engineering. That is right the way through from current to the real blue sky thinking.

Speaker #2: This means, actually, not only are there opportunities coming through, but we feel we're in a really competitive position. In the midsize market, we have the most productive platform.

Speaker #2: And we think that we are therefore gaining share there relative to our competitors. So that investment in long-term innovation is key for us. We continue to invest over £100 million a year in engineering.

Will Lee: That investment in long-term innovation is key for us. We continue to invest over GBP 100 million a year in engineering. That is right the way through from current to the real blue sky thinking. The areas I just talked about and actually the Equator-X that you can see here, which also has been extremely well-received, and again, we are in a ramp-up phase with, together with the MetroSim software, are very much targeted towards our emerging businesses. When I said at the start, really pleased with the progress we are making there. That is underpinned and the future of that by what you are seeing here. Now, really importantly though for us, if you remember back to our strategy is that sensors business, that is our core. What has been really nice was actually, we have just launched new sensors.

Speaker #2: That is right the way through, from current to the real blue-sky thinking. The areas I just talked about, and actually the Equator X that you can see here, which also has been extremely well received—and again, we're in a ramp-up phase with it—together with the motor science software, are very much targeted towards our emerging businesses.

Will Lee: The areas I just talked about and actually the Equator-X that you can see here, which also has been extremely well-received, and again, we are in a ramp-up phase with, together with the MetroSim software, are very much targeted towards our emerging businesses. When I said at the start, really pleased with the progress we are making there. That is underpinned and the future of that by what you are seeing here. Now, really importantly though for us, if you remember back to our strategy is that sensors business, that is our core. What has been really nice was actually, we have just launched new sensors. This is for our CMM and machine tools business, and you can see pictures of these down here.

Speaker #2: So when I said at the start that I'm really pleased with the progress we're making there, that is underpinned—and the future of that is shown by what you're seeing here.

Speaker #2: Now, really importantly, though, for us—if you remember back to our strategy—it’s that sensors business that’s our core. And what has been really nice is that we have just launched new sensors.

Speaker #2: This is for our CMM and machine tools business. You can see pictures of these down here. I was over in Germany last week at the AMB trade show, meeting up with customers, and they really understood the benefits that we are bringing to them with new measurement capabilities.

Will Lee: This is for our CMM and machine tools business, and you can see pictures of these down here. Was over in Germany last week, AMB trade show, meeting up with customers and they really understood the benefits that we are bringing to them with new measurement capabilities, both in what they can measure and how quickly they can measure with these sensor technologies. Also in our core business, the products you can see here in the middle is our latest generation, which is coming through, now released now of our new laser encoder system. Here we have a strong position with the companies that make. This is for front-end wafer inspection. They have phenomenally tough metrology challenges. We are very strong in this market.

Will Lee: Was over in Germany last week, AMB trade show, meeting up with customers and they really understood the benefits that we are bringing to them with new measurement capabilities, both in what they can measure and how quickly they can measure with these sensor technologies. Also in our core business, the products you can see here in the middle is our latest generation, which is coming through, now released now of our new laser encoder system. Here we have a strong position with the companies that make. This is for front-end wafer inspection. They have phenomenally tough metrology challenges. We are very strong in this market. The new product moves us on to keep us ahead of their metrology challenges, ahead of the game, and again, shows that strong relationship that we have.

Speaker #2: Both in what they can measure, and how quickly they can measure with these sensor technologies. Also, in our core business, the products you can see here in the middle are our latest generation, which is coming through now, released now, of our new laser encoder system.

Speaker #2: So, here we have a strong position with the companies that make this for front-end wafer inspection. So, they have phenomenally tough metrology challenges.

Speaker #2: We are very strong in this market. The new product moves us forward to keep us ahead of their metrology challenges—ahead of the game.

Will Lee: The new product moves us on to keep us ahead of their metrology challenges, ahead of the game, and again, shows that strong relationship that we have. Looking forward, over the long term, we are clearly excited about the opportunities that we have with the market drivers. We are very pleased with the progress that we are making with the strategy here, with the innovation that has come through, and the innovation that is there for the ensuing years. In the short term, what we clearly have is a continued growing order book. We are investing in that capacity, as I talk about, in a number of different areas to make sure we support our customers through that growth. But we are doing that very mindful that some of these areas are cyclical. This year, we are looking at further strong progress on revenue, profit, and operating margin. Right.

Speaker #2: And again, it shows that strong relationship that we have. So, looking forward over the long term, we're clearly excited about the opportunities that we have with the market drivers.

Will Lee: Looking forward, over the long term, we are clearly excited about the opportunities that we have with the market drivers. We are very pleased with the progress that we are making with the strategy here, with the innovation that has come through, and the innovation that is there for the ensuing years. In the short term, what we clearly have is a continued growing order book. We are investing in that capacity, as I talk about, in a number of different areas to make sure we support our customers through that growth. But we are doing that very mindful that some of these areas are cyclical. This year, we are looking at further strong progress on revenue, profit, and operating margin.

Speaker #2: We're very pleased with the progress that we're making with the strategy here, with the innovation that's come through and the innovation that is there for the foreseeable years.

Speaker #2: In the short term, what we clearly have is a continued, growing order book. We are investing in that capacity, as I talked about, in a number of different areas to make sure we support our customers through that growth.

Speaker #2: But we're doing that very mindfully, knowing that some of these areas are cyclical. And this year, really, we are looking at further strong progress on revenue, profit, and operating margin.

Speaker #2: Right. Thank you very much for listening. So, John and I now would welcome questions, apart from anything to do with the semiconductor cycle and our predictions on how long, how fast, and when it will change.

Will Lee: Right. Thank you very much for listening. John and I now would welcome questions apart from anything to do with the semiconductor cycle and our predictions on how long, how fast, when it will change.

Will Lee: Thank you very much for listening. John and I now would welcome questions apart from anything to do with the semiconductor cycle and our predictions on how long, how fast, when it will change.

Speaker #1: Hi, Mark Davis Jones from Audio BHF. So, a few things. Could you talk a little bit about geographic patterns and what you're seeing in China in particular?

Marc Steinkat: Hi. Marc Steinkat from Oddo BHF. A few things. Could you talk a little bit about geographic patterns and what you are seeing in China in particular? I guess that has been a big growth market ahead of time, but a little more competitive recently. How is that faring? On the encoder side, has there any change to the competitive position? It was a sort of two-horse race at the top end of that market. Is that still the case, or is that picture changing as the market grows?

Mark Davis Jones: Hi. Marc Steinkat from Oddo BHF. A few things. Could you talk a little bit about geographic patterns and what you are seeing in China in particular? I guess that has been a big growth market ahead of time, but a little more competitive recently. How is that faring? On the encoder side, has there any change to the competitive position? It was a sort of two-horse race at the top end of that market. Is that still the case, or is that picture changing as the market grows?

Speaker #1: I guess that's been a big growth market over time, but a little more competitive recently. How's that faring? And on the encoder side, is there any change to the competitive position?

Speaker #1: It was a sort of two-horse race at the top end of that market. Is that still the case, or is that picture changing as the market grows?

Speaker #2: So, why don't we do this? Let's do the second one. I think these link, actually, I would say. So, I think we've done very well as a company against our traditional competition.

Will Lee: Why don't we do this? Let us do the second one. I think these link, actually, I would say. I think we have done very well as a company against our traditional competition, and I think what we are seeing is the benefits of that now coming through in the semiconductor space. We are certainly seeing different competitive landscape from China. When we discuss this through as an ExCo on board, certainly China is one of our biggest opportunities and risks. There are domestic Chinese competitors across the board. But certainly in the space of encoders, then, yes, there are competitors there that are supplying good products to customers in China. We compete with those on performance, capability, price.

Speaker #2: And I think what we are seeing now is the benefits of that coming through in the semiconductor space. We're certainly seeing a different competitive landscape from China.

Speaker #2: And when we discuss this as an ExCo on the board, certainly China is one of our biggest opportunities and risks. There are domestic Chinese competitors.

Speaker #2: Across the board, but certainly in the space of encoders, then yes, there are competitors out there that are supplying good products to customers in China.

Speaker #2: And we compete with those on performance, capability, and price.

Speaker #1: Okay.

Marc Steinkat: Okay.

Mark Davis Jones: Okay.

Speaker #2: So, the second— the first question was on... sorry, remind me now.

Will Lee: The first question was on. Sorry, remind me now.

Speaker #1: Was China really a strong market? Because it's been a strong top line, but a tougher profit market for you, I think, for a little while.

Marc Steinkat: Well, China as a market, really, because it has been a strong top line, but a tougher profit market for you, I think, for a little while.

Mark Davis Jones: Well, China as a market, really, because it has been a strong top line, but a tougher profit market for you, I think, for a little while.

Speaker #2: Yeah, China is still going very well. We are adapting and looking to the future as to what we do in the strategies. And I think we've talked about here in the future of having some China-for-China products and looking at domestic supply chains for those, to make the most of the entry-level market there, particularly from a sensor point of view.

Will Lee: Yeah. China is still going very well. We are adapting and looking for the future as to what do we do and the strategies, and I think we have talked about here in the future of having some China for China products.

Marc Steinkat: Yeah.

Mark Davis Jones: Yeah.

Marc Steinkat: Looking at domestic supply chains for those to make the most of the entry level market there, particularly from a sensor point of view. On some of the areas then, some of the things I talk about with additive manufacturing or inductive encoders, we do not sell over in Asia at all, actually, at the moment.

Will Lee: Looking at domestic supply chains for those to make the most of the entry level market there, particularly from a sensor point of view. On some of the areas then, some of the things I talk about with additive manufacturing or inductive encoders, we do not sell over in Asia at all, actually, at the moment.

Speaker #2: On some of the areas then, some of the things I talked about with additive manufacturing or inductive encoders, we don't sell over in Asia at all, actually, at the moment.

Speaker #1: Okay. Thank you.

Marc Steinkat: Okay. Thank you.

Mark Davis Jones: Okay. Thank you.

Speaker #2: Is there anything specific you would like to add, John?

Will Lee: Is there anything specific, John, you want to add on?

Speaker #3: Hey guys, good morning. It's Jonathan Hearn from Barclays. I just have three questions, please. Firstly, on orders—obviously, you don’t give an order book, and I’m not going to ask for that.

Jonathan Hearn: Hey, guys. Good morning. It is Jonathan Hearn from Barclays. I just have three questions, please. Firstly, just on orders. Obviously, you do not give an order book, and I am not going to ask for that. I do not know if you can just give us a feel for the book-to-bill by division that you saw through the last fiscal year. Anything there would be super helpful. The second one was just on your inductive encoder, ASTRiA. Can you just put a sort of an addressable market to that, what you think the revenue opportunity for that sensor could be? Then the third one was just on your software. Obviously, you have put new stuff into the market, it is going very well. Can you just give us a feel for how that side of the business, the software side, is growing within Renishaw?

Jonathan Hurn: Hey, guys. Good morning. It is Jonathan Hearn from Barclays. I just have three questions, please. Firstly, just on orders. Obviously, you do not give an order book, and I am not going to ask for that. I do not know if you can just give us a feel for the book-to-bill by division that you saw through the last fiscal year. Anything there would be super helpful. The second one was just on your inductive encoder, ASTRiA. Can you just put a sort of an addressable market to that, what you think the revenue opportunity for that sensor could be? Then the third one was just on your software. Obviously, you have put new stuff into the market, it is going very well. Can you just give us a feel for how that side of the business, the software side, is growing within Renishaw?

Speaker #3: But I don't know if you can just give us a feel for the book to build by division that you saw through the last fiscal year.

Speaker #3: Anything there would be super helpful. The second one was just on your inductive sensor, Astria. I mean, can you just put a sort of an addressable market to that—what you think the revenue opportunity for that sensor could be?

Speaker #3: And then the third one was just on your software. Obviously, you've put new stuff into the market; it's going very well. Can you just give us a feel for how that side of the business—the software side—is growing within Renishaw?

Speaker #2: Okay. So, let's pick yes.

Will Lee: Okay. Let us-

John Shipsey: I will do order book.

Will Lee: Yes.

Speaker #1: You can do the other two?

Will Lee: You can do the other two?

John Shipsey: You can do the other two?

Speaker #2: Yes.

Will Lee: Yes.

Speaker #1: Okay, great. So, yeah, you're right. We don't disclose the order book or break it down by division. What I would say is that we tend to have a longer order book in position measurement.

John Shipsey: Okay, great. You are right, we do not disclose order book or by division. What I would say is that we tend to have a longer order book in Position Measurement, and actually more so now in additive manufacturing. It is relatively shorter in Industrial Metrology. But our order book has continued to grow in those divisions. Next was ASTRiA.

John Shipsey: Okay, great.

Will Lee: You are right, we do not disclose order book or by division. What I would say is that we tend to have a longer order book in Position Measurement, and actually more so now in additive manufacturing. It is relatively shorter in Industrial Metrology. But our order book has continued to grow in those divisions. Next was ASTRiA.

Speaker #1: And actually, more so now in additive manufacturing. It's relatively shorter in industrial metrology, but our order book has continued to grow in those divisions.

Speaker #1: So, next was Astria.

Jonathan Hearn: Yeah.

Jonathan Hurn: Yeah.

Speaker #2: So, Astria, interesting. We didn't target this specifically. This wasn't us going into it thoughtfully, saying, "This is perfect for the defense market." This was us saying, "Here's something that feels very novel, where we have something neat and can make a difference."

Will Lee: ASTRiA, interesting. We did not target. This was not going in thoughtfully saying, "This is perfect for the defense market." This was us saying, "Here is something that feels very novel, where we have something neat and can make a difference." Then from going out with the early stages where we used the MVP strategy, certainly then the focus went on to the interest from defense customers. In terms of the size of the market, I do not think it is worth. We do not know for sure, and I would not want to give numbers. What I would say is from the interest that we are seeing from a limited number of customers, this has the potential, in a few years' time, to be a significant revenue generator for us. We will see on the potential and how that flows through.

Speaker #2: And then, from going out with the early stages where we use the MVP strategy, certainly the focus then shifted to the interest from defense customers.

Speaker #2: In terms of the size of the market, I don't think it's worth—we don't know for sure. And I wouldn't want to give numbers.

Speaker #2: What I would say is, from the interest that we're seeing from a limited number of customers, this has the potential, in a few years' time, to be a significant revenue generator for us.

Speaker #2: So, we will see on the potential and how that flows through. So, it's one that could be a very quick transformer for us. That's on Renishaw time, not on— And then finally, sorry, number three was, yeah.

Will Lee: It is one that could be a very quick transformer for us. That is on Renishaw time, not on Earth. Then finally, number three was? Yes. Really interesting time with software. I think the big bet we are putting is on the MODUS IM, which although we are focused on Equator, that is a platform from across the board, a common programming interface for whether you are doing a CMM or a machine tool. We have targeted making this disruptive because of the ease of use and simplicity, and also that it gets the best out of our products by driving them very quickly. This is accelerating through very strong feedback on ease of use.

Speaker #2: So, really interesting time with software. I think the big bet we're putting is on Modus IM, which, although we're focused on Equator, is a platform across the board—a common programming interface for whether you're doing a CMM or a machine tool.

Speaker #2: We've targeted making this disruptive because of the ease of use and simplicity, and also because it gets the best out of our products by driving them very quickly.

Speaker #2: This is accelerating through a very strong feedback on ease of use. The discussions we're starting to get into now, interestingly, are not just about how you open this up so that the person running the machine tool can now program—in the manufacturing environment—his shop floor metrology, instead of having the person from the CMM lab do it, but also what's the role of AI in terms of coordinating and programming all of this as well?

Will Lee: The discussions we are starting to get into now, interestingly, is not just on how do you open up this so that the person running the machine tool can now program in the manufacturing environment, his shop floor metrology, not have the person from the CMM lab do it, but what is the role of AI in terms of coordinating it and programming this all as well. It is a really exciting time, not just from the productivity benefit we are seeing with AI complementing our internal software development, but thinking about that from a user experience as well. In 12 months time, I think this is going to be a really interesting time to have seen exactly the impact this has had. Yes, here we go. Hi.

Speaker #2: So, it's a really exciting time, not just from the productivity benefit we're seeing with AI complementing our internal software development, but thinking about that from a user experience as well.

Speaker #2: So, in 12 months' time, I think this is going to be a really interesting time to see exactly the impact this has had.

Speaker #4: Hey guys, thank you for the presentation. Just on precision measurement, clearly an excellent year. Can you just talk about how much of the growth is volume versus pricing, and how you see that going forward?

Marc Steinkat: Hey, guys. Thank you for the presentation. Just on Position Measurement, clearly an excellent year. Can you just talk about how much of the growth is volume versus pricing, and how you see that going forwards?

[Analyst]: Hey, guys. Thank you for the presentation. Just on Position Measurement, clearly an excellent year. Can you just talk about how much of the growth is volume versus pricing, and how you see that going forwards?

Speaker #4: Thank you.

Speaker #2: Do you want to talk about pricing? Well, I'll talk about volume. So, all of the growth is volume. If you think of the two levers of volume and price, everything that we did in '26 was volume.

Will Lee: Do you want to talk about pricing, Jim?

John Shipsey: Well, I will talk about volume. All of the growth is volume. If you think of the two levers, volume and price, everything that we did in 2026 was volume. I think we have more to learn about price and I would like us to develop more our positive agency on price. At the moment, we are very focused on, and I think rightfully focused on trying to meet customers' demand in precision measurement. Price is something that we have more capability to develop on, whether that is up or down.

Speaker #2: I think we have more to learn about price. I’d like us to develop more of our positive agency on price at the moment.

Speaker #2: We're very focused, and I think rightfully so, on trying to meet customers' demand in position measurement. Price is something that we have more capability to develop, whether that's up or down.

Speaker #1: Morning, Richard Page from Deutsche Niemis, please.

Richard Page: Morning. Richard Page from Deutsche Bank. Three questions, I think, if I may. Firstly, coming back to precision measurement. In Q4, obviously a big step up in sales on Q3. I know there are capacity constraints, you are adding capacity, as you made clear there. Is there anything unusual in terms of customer product releases or anything that made that unusual in terms of that step up? I am thinking more about how Q1 might look relative to Q4 in that division. Secondly then, just a view from you, because I know this has been very rangy and we are adding capacity on operational gearing, particularly, I guess I am thinking about additive manufacturing now profitable, whether that should show this, demonstrate the same processes there. Then finally, on the Industrial Metrology environment, I know it feels pretty downbeat. I know you have been quite downbeat on Europe recently about machine tool manufacturers.

Richard Paige: Morning. Richard Page from Deutsche Bank. Three questions, I think, if I may. Firstly, coming back to precision measurement. In Q4, obviously a big step up in sales on Q3. I know there are capacity constraints, you are adding capacity, as you made clear there. Is there anything unusual in terms of customer product releases or anything that made that unusual in terms of that step up? I am thinking more about how Q1 might look relative to Q4 in that division. Secondly then, just a view from you, because I know this has been very rangy and we are adding capacity on operational gearing, particularly, I guess I am thinking about additive manufacturing now profitable, whether that should show this, demonstrate the same processes there.

Speaker #3: I have three questions, if I may. Firstly, coming back to precision measurement, in Q4, obviously a big step up in sales compared to Q3.

Speaker #3: I know there's capacity constraints, and you're adding capacity as you make clear there. Is there anything unusual in terms of customer product releases or anything that made that unusual in terms of that step up?

Speaker #3: I'm thinking more about how Q1 might look relative to Q4 in that division. Secondly, just a view from you—because I know this has been very rangy and we're adding capacity on, particularly I guess I'm thinking about additive manufacturing—now profitable, whether that should show or demonstrate the same processes there.

Speaker #3: And then, finally, on the industrial metrology environment, I know it feels pretty downbeat. I know you've been quite downbeat on Europe recently, particularly regarding machine tool manufacturers.

Richard Paige: Then finally, on the Industrial Metrology environment, I know it feels pretty downbeat. I know you have been quite downbeat on Europe recently about machine tool manufacturers. Are there any signs of any change there, please?

Speaker #3: There's only signs of any change there, please.

Richard Page: Are there any signs of any change there, please?

Speaker #2: Should I do that last one? There's probably some finance bits, because that's quite topical, having just come back from Germany and met a lot of the machine tool builders there, and some others.

Will Lee: Shall I do that last one, and there is probably some finance bits because that is quite topical, having just come back from Germany and met a lot of the machine tool builders there and some others. It feels like Europe is starting to see some green shoots and definitely is on the recovery. I think definitely the one part that is not is automotive. Anyone that has exposure, whether that is a machine tool builder that has stayed highly exposed to automotive is struggling. All the other ones that are diversified are definitely starting to see pick up. I think the other area that is probably really struggling is the traditional sort of high-end German job shops doing mold and die for auto, because not only have they got a weak auto, but where they have, they are being undercut by imports coming through.

Speaker #2: So, it feels like Europe is starting to see some green shoots and definitely is on the recovery. I think definitely the one part that isn't is automotive.

Speaker #2: So, anyone that has exposure, whether that's a machine tool builder that has stayed highly exposed to automotive, is struggling. All the other ones that are diversified are definitely starting to see a pickup.

Will Lee: All the other ones that are diversified are definitely starting to see pick up. I think the other area that is probably really struggling is the traditional sort of high-end German job shops doing mold and die for auto, because not only have they got a weak auto, but where they have, they are being undercut by imports coming through. That sort of traditional 5-axis machine with a Heidenhain controller in it, 10 of them in a German ship. That is tough. I will talk to Q4 more generally. Q4, you will have seen, had a very big impact from additive manufacturing, from Specialised Technologies. There was an unsustainably high level, just where capital goods orders came in Q4.

Speaker #2: I think the other area that is probably really struggling is the traditional, sort of high-end German job shops doing mold and die for auto.

Speaker #2: Because not only have they got a weak auto, but where they have, they're being undercut by imports coming through. So, that sort of traditional sort of five-axis machine with a high line controller in a 10 of them in a German that's tough.

Will Lee: That sort of traditional 5-axis machine with a Heidenhain controller in it, 10 of them in a German ship. That is tough. I will talk to Q4 more generally. Q4, you will have seen, had a very big impact from additive manufacturing, from Specialised Technologies. There was an unsustainably high level, just where capital goods orders came in Q4. Having said that, how we started the year, we started the year in line with the same level of activity overall in Q4, with the other divisions taking up some of that slack from Specialised Technologies. Of course, we will update you on Q1 in about a month's time. We are about kind of at the same level as Q4 year to date. That run rate, sorry, not the total. That run rate. That would be very good.

Speaker #2: Okay, so maybe I'll talk about Q4 more generally. Q4, as you will have seen, had a very big impact from additive manufacturing and from specialized technologies.

Speaker #2: So, there was an unsustainably high level just where capital goods orders came in in Q4. But, having said that, how have we started the year?

Will Lee: Having said that, how we started the year, we started the year in line with the same level of activity overall in Q4, with the other divisions taking up some of that slack from Specialised Technologies. Of course, we will update you on Q1 in about a month's time. We are about kind of at the same level as Q4 year to date. That run rate, sorry, not the total. That run rate. That would be very good. The other question was about operational gearing, particularly in Specialised Technologies. That for us is quite hard to judge.

Speaker #2: We've started the year in line with the same level of activity overall in Q4, with the other divisions taking up some of that slack from specialized technologies.

Speaker #2: And of course, we will update you on Q1 in about a month's time. But we're about kind Q4 year to date. That run rate sorry, not the total, that run rate.

Speaker #2: That would be very good. Then, the other question was about operational gearing, particularly in specialized technology. I mean, that, for us, is quite hard to judge.

Will Lee: The other question was about operational gearing, particularly in Specialised Technologies. That for us is quite hard to judge. Obviously, it is a big move from a negative operating margin to the 4% we saw for the year. I think for us, we do see additive manufacturing growing. It is on a good trajectory. It is difficult to give you an algorithm for the operating profit conversion, I am afraid.

Speaker #2: Obviously, it's a big move—from a negative operating margin to the 4% you saw for the year. I think for us, we do see additive manufacturing growing.

Will Lee: Obviously, it is a big move from a negative operating margin to the 4% we saw for the year. I think for us, we do see additive manufacturing growing. It is on a good trajectory. It is difficult to give you an algorithm for the operating profit conversion, I am afraid.

Speaker #2: It's on a good trajectory. It's difficult to give you an algorithm for the operating profit conversion, I'm afraid.

Richard Page: Is it going to be significant different to the other divisions, would you say? Or is it

Richard Paige: Is it going to be significant different to the other divisions, would you say? Or is it

Speaker #1: Is it going to be a significant difference to the other division? Or is it?

Speaker #2: I think I would, yeah, I would struggle to answer that, to be honest. It's a new business building scale, and it's hard to gauge that trajectory.

Will Lee: I think I would struggle to answer that, to be honest. It is a new business building scale, and it is hard to gauge that trajectory. It very much is driven by the top line. It is also probably not going to be as smooth.

Will Lee: I think I would struggle to answer that, to be honest. It is a new business building scale, and it is hard to gauge that trajectory. It very much is driven by the top line.

Speaker #2: It is very much driven by the top line.

Speaker #1: It's also probably not going to be smooth.

Richard Paige: It is also probably not going to be as smooth.

Speaker #2: No, there'll be ups and downs with the value of each item, particularly in AM, that, yeah.

John Shipsey: No. There will be ups and downs, but the value of each item, particularly in AM.

Will Lee: No. There will be ups and downs, but the value of each item, particularly in AM. Yeah.

Will Lee: Yeah.

Speaker #3: Harry, for those people, just one question, please, which is around sort of one Renishaw productivity and obviously, you've got sort of additional capex going in.

Harry Phillips: Harry Phillips of Peel Hunt. Just one question, please, which is around One Renishaw and productivity, and obviously you have additional CapEx going in. Just trying to think about how you. Clearly, you delivered GBP 244 million of revenue in Q4. The suggestion, I think from what you are saying, John, is that we continue at that run rate into Q1. There are several aspects, I guess. One is as new CapEx comes on, how quickly does that come on? How is this CapEx for growth or is this CapEx to just, you are almost so busy at the moment, this CapEx comes in to just ease the pressure, if you like. So it is that nuance.

Harry Philips: Harry Phillips of Peel Hunt. Just one question, please, which is around One Renishaw and productivity, and obviously you have additional CapEx going in. Just trying to think about how you. Clearly, you delivered GBP 244 million of revenue in Q4. The suggestion, I think from what you are saying, John, is that we continue at that run rate into Q1. There are several aspects, I guess. One is as new CapEx comes on, how quickly does that come on? How is this CapEx for growth or is this CapEx to just, you are almost so busy at the moment, this CapEx comes in to just ease the pressure, if you like. So it is that nuance.

Speaker #3: And just trying to think about how you sort of clearly you delivered 244 million of revenue in Q4 and the suggestion I think from what you're saying, John, is that sort of we continue with that run rate into Q1.

Speaker #3: There’s sort of several aspects, I guess. One is new capex comes on. How quickly does that come on, and how is this capex for growth, or is this capex just to sort of—you’re almost sort of so busy at the moment, this capex comes in to just sort of ease the pressure, if you like.

Speaker #3: So, is that sort of nuance? And then secondly, I suppose, once the world settles down—if it ever settles down—that sort of potential impact on margin and that broader productivity program, the One and the broader concept of One Renishaw.

Harry Phillips: Secondly, I suppose once the world settles down, if it ever settles down, that potential impact on margin and that broader productivity program, and the broader concept of One Renishaw. I suppose what I am trying to get at.

Harry Philips: Secondly, I suppose once the world settles down, if it ever settles down, that potential impact on margin and that broader productivity program, and the broader concept of One Renishaw. I suppose what I am trying to get at.

Speaker #3: I suppose what I'm trying to get at.

Speaker #2: Just one question, Harry, or.

John Shipsey: Was it just one question, Harry?

Speaker #3: It's got supplementary to that. It's sort of the 20% plus margin target through cycle—I get that. And "through cycle" being the key word there.

Harry Phillips: It's got supplemented into that. It's sort of the 27% plus margin target through cycle, I get, and through cycle being the key word there. But here we are 21.7% in the H2, et cetera. It's sort of. That's a quantum above. So it's broader productivity.

Harry Philips: It's got supplemented into that. It's sort of the 27% plus margin target through cycle, I get, and through cycle being the key word there. But here we are 21.7% in the H2, et cetera. It's sort of. That's a quantum above. So it's broader productivity.

Speaker #3: But here we are, 21.7 in the second half, et cetera, et cetera. That's sort of a quantum leap above. So, this broader productivity and run rate.

John Shipsey: Yep

Harry Phillips: and run rate.

Harry Philips: and run rate.

Speaker #2: Well, I'll try and answer a selection of the questions. So, the CapEx, I mean, this also does relate to John's question on the order book.

John Shipsey: Well, I'll try and answer selectively of the question. So the CapEx, this also does relate to Jonathan's question on order book. So the CapEx is going to. Broadly, the capacity is on a 12-month lead time, so that capacity isn't going to fully come on stream until the end of this fiscal year. The order book, to Jonathan's question, our order book is growing, particularly in Position Measurement. But that order book is not committed orders, and it's important to remember that. At the moment, there is a scarcity, and it's hard to interpret what that order book actually means, hence we don't disclose it. But the CapEx is to increase capacity, and it will fully come on stream by the end of the year. It does have a short payback, so it's a relatively long lead time, but it has a short payback on that capacity.

Speaker #2: So, the capex is going to—it's broadly, the capacity is on a 12-month lead time. So, that capacity isn't going to fully come on stream.

Speaker #2: Until the end of this fiscal year, to Jonathan's question on the order book, we have a longer order book; it is growing particularly in position measurement.

Speaker #2: But that order book is not committed orders, and it's important to remember that. At the moment, there is a scarcity, and it's hard to interpret what that order book actually means.

Speaker #2: Hence, we don't disclose it. But the capex is to increase capacity, and it will fully come on stream by the end of the year.

Speaker #2: It does have a short payback. So, it's a relatively long lead time, but it has a short payback on that capacity. That's in the kind of short run.

John Shipsey: That's in the kind of short run. Then, yes, our focus is on building productivity throughout Renishaw, particularly in the sales and back office. So some of that is efficiency and cost. A lot of it is effectiveness. We want to free our salespeople to sell, not to deal with internal bureaucracy. We have probably, I would describe it as a deficit in those areas. We have a historical deficit. We're brilliant at inventing new products, but our business processes have not kept up with the growth, and they are quite diverse across the world. So it's a big opportunity for us to be more efficient, more agile, particularly when we're faced with business cycles, more agile in our responses up or down. As I say, then to be more effective in areas like sales. That is a multi-year program.

Speaker #2: And then, yes, our focus is on building productivity throughout Renishaw, particularly in the sales and back office. So, some of that is efficiency, and cost.

Speaker #2: A lot of it is effectiveness. We want to free our salespeople to sell, not to deal with internal bureaucracy. And we have, probably, I would describe it as a deficit in those areas.

Speaker #2: We have a historical deficit. We're brilliant at inventing new products, but our business processes have not kept up with the growth, and they are quite diverse.

Speaker #2: Across the world. So, it's a big opportunity for us to be more efficient and more agile, particularly when we're faced with business cycles. More agile in our responses.

Speaker #2: Up or down. And, as I say, to be more effective in areas like sales, that is a multi-year program.

Speaker #3: Thanks. Macy Midgley, Bloomberg Intelligence. John, just following up on that and the ERP process that's now been paused. Is that because you've seen more opportunity, and there's different things you can do there?

Lacey Midgley: Thanks. Lacey Midgley at Bloomberg Intelligence. Jon, just following up on that, the ERP process that's now been paused, is that because you've seen more opportunity and there's different things you can do there? Or a little bit more color

Lacie Midgley: Thanks. Lacey Midgley at Bloomberg Intelligence. Jon, just following up on that, the ERP process that's now been paused, is that because you've seen more opportunity and there's different things you can do there? Or a little bit more color

Speaker #3: Or a little bit more color on that pausing—how long it's going to be paused for, if you can tell us a bit more on that?

John Shipsey: Yep

Lacey Midgley: on that pause in how long it's going to be paused for, if you can tell us a bit more on that.

Lacie Midgley: on that pause in how long it's going to be paused for, if you can tell us a bit more on that.

Speaker #2: Yeah, I mean, I wouldn't pause it—maybe, well, let me describe it. We have had a lot of challenges. I think you all know we went live in the UK with a new system.

John Shipsey: Yep. Well, let me describe it. We have had a lot of challenges. As I think you all know, we went live in the UK with a new system. That has been very painful. It took us 10 months to come out of hypercare. And clearly, we recognize that design is not fit for purpose for us to continue the rollout around the world. So we are pausing between now and the end of the calendar year to do a diagnosis phase, diagnostic on that design. What can we keep, and what needs a redesign? And frankly, everything is on the table in that phase.

Speaker #2: That has been very painful. It took us 10 months to come out of hypercare. And clearly, we recognize that the design is not fit for purpose.

Speaker #2: To continue the rollout around the world, we are pausing between now and the end of the calendar year to do a diagnostic phase on that design.

Speaker #2: What can we keep? And what needs redesign? And, frankly, everything is on the table in that phase.

Speaker #3: Okay, that's helpful. Thank you. And then just on the capex, I think you said the majority of that that's going in '27 is for supporting where you are now.

Lacey Midgley: Okay. That's helpful. Thank you. And then just on the CapEx, I think you said majority of that that's going in 2027 is for the supporting where you are now. Can you put a number on that? So think about 2028, is it too early for you to sort of say what the number might be there and

Lacie Midgley: Okay. That's helpful. Thank you. And then just on the CapEx, I think you said majority of that that's going in 2027 is for the supporting where you are now. Can you put a number on that? So think about 2028, is it too early for you to sort of say what the number might be there and

Speaker #3: Can you put a number on that? So, I think about 28. What about you? Is it too early for you to sort of say what the number might be there?

Speaker #3: And try it.

John Shipsey: Yes. Yep.

Lacey Midgley: And what it is?

Lacie Midgley: And what it is?

John Shipsey: Afraid so. Yep.

Lacey Midgley: I tried.

John Shipsey: Afraid so. Yep.

Lacie Midgley: I tried.

Speaker #2: Yeah.

John Shipsey: Yep.

Speaker #3: Okay. Thank you. And then just on Astra, I think someone asked on the sort of revenue opportunity, but if I just think about the margin, assuming because of the end markets and where you're selling to that, are we is it right to assume that that's stronger than your traditional margin there?

Lacey Midgley: Okay. Thank you. Then just on ASTRiA, I think someone asked on the revenue opportunity, but if I just think about the margin, assuming because of the end markets and where you are selling to there, is it right to assume that that is stronger than your traditional margin there? Are we seeing any of that in that strong PM margin in Q4, or is that too early given the size of the orders? Probably

Lacie Midgley: Okay. Thank you. Then just on ASTRiA, I think someone asked on the revenue opportunity, but if I just think about the margin, assuming because of the end markets and where you are selling to there, is it right to assume that that is stronger than your traditional margin there? Are we seeing any of that in that strong PM margin in Q4, or is that too early given the size of the orders? Probably

Speaker #3: And are we seeing any of that in that strong PM margin in Q4, or is that too early given the size of the orders that we're probably seeing?

Speaker #2: So yes, it's too early to have any meaningful impact at all at the moment, so this is all for the future. And yes, the margin will be decent there, particularly because end markets.

John Shipsey: So yes, it is too early to have any

Lacey Midgley: Okay

Lacie Midgley: Okay

John Shipsey: meaningful impact at all at the moment.

Lacey Midgley: Okay.

Lacie Midgley: Okay.

John Shipsey: This is all for the future. Yes, the margin will be decent there, particularly those end markets.

Speaker #3: Understood. Thank you.

Lacey Midgley: Understood. Thank you.

Lacie Midgley: Understood. Thank you.

Speaker #4: Morning, guys. Thanks for the presentation. Oliver Swift with Palmyra Librum. Just a few questions, if I may. Firstly, could you give some more color on the M&A you referenced?

Oliver Swift: Morning, guys. Thanks for the presentation. Oliver Swift with Panmure Gordon. Just a few questions, if I may. Firstly, could you give some more color on the M&A you referenced? What could we expect acquisitions to look like and what areas of the business? Secondly, on the special dividend, how should we think about returns going forward? Can we expect more, and at what level of net cash should we expect this? Lastly, on the sensor side of the business, I guess why has it been weaker? Should we expect this to inflect with more general machine tool demand, or is it that the business has been over-indexed to Europe?

Speaker #4: What can we expect acquisitions to look like, and which areas of the business will they focus on? Secondly, regarding the special dividend, how should we think about returns going forward?

Speaker #4: Can we expect more? And at what level of net cash should we expect this? And then, lastly, on the census side of the business, I guess, why has it been weaker?

Speaker #4: Should we expect this to inflect with more general machine tool demand, or is it that the business has been over-indexed to Europe?

Speaker #2: Okay, right. Yes, yeah. So, M&A—I think the very important first statement is that almost exclusively, our focus is on organic growth. We will look to complement that with selective M&A.

John Shipsey: Okay. Right. Yes.

Will Lee: That it?

John Shipsey: Yeah. M&A, I think the very important first statement is that almost exclusively our focus is on organic growth. We will look to complement that with selective M&A, but we have next to no track record in that area, and we need to build our capability, and we need to take a long run up. We would like to be able to do is to find small, close in, bolt-on acquisitions, complementary technology, for example. But we are going to build our internal knowhow. We're not going to go out and do something radical. The second question was about the buyback.

Speaker #2: But we have next to no track record in that area, and we need to build our capability. We need to take a long run-up.

Speaker #2: So, they will be what we would like to be able to do is to find small, close-in bolt-on acquisitions, complementary technology, for example. But we are going to build our internal know-how.

Speaker #2: We're not going to go out and do something radical. So, the second question was about the buyback—sorry, not the buyback. I think, not the buyback.

Will Lee: Special dividends.

John Shipsey: Sorry, specialist, not the buyback. Not the buyback. Sorry about that. It's a very short answer. Don't read anything into what we have done, as in project for the future. This is just a particular set of circumstances. Please, don't read into what will happen in the future. What you should just understand is we continue to look at our capital allocation, and we will be responsible about it. Finally, it's the Industrial Metrology sensors that has been that sluggish area for some time now, and we talked, yes, about German machine tool, but also other areas have been relatively weak as well. Certainly feels like if you look at JMTBA numbers, the recent ones are fairly bullish, going forward. A bit of recovery in Germany and US consumption, pretty strong.

Speaker #2: Sorry about that. So, I can't—it's a very short answer. Don't read anything into what we have done, or as in project for the future.

Speaker #2: This is just a particular set of circumstances, and please don't read into what will happen in the future. What you should understand is that we continue to look at our capital allocation.

Speaker #2: And we will be responsible for it.

Speaker #1: And finally, is the industrial metrology census that has been that sluggish area for some time now? And we talked, yes, about German machine tool, but also other areas have been relatively weak as well.

Speaker #1: Certainly feels like, if you look at JMTBA numbers, the recent ones are fairly bullish going forward. A bit of recovery in Germany and U.S. consumption.

Speaker #1: Pretty strong. So, no, I think that's very much for us; we've just been through this rather prolonged, depressed cycle there.

John Shipsey: No, I think that's very much for us, just we've been through this rather prolonged, depressed cycle there.

Speaker #4: Perfect. Thanks, guys.

Will Lee: Perfect. Thanks, guys.

Oliver Swift: Perfect. Thanks, guys.

John Shipsey: Anyone. All right.

Speaker #1: Any more? All right.

Speaker #3: So, just one very quick follow-up. I think, last fiscal year, you had £20 million of savings from your cost reduction actions. How should we think about that number in the profit bridge for this year?

Jonathan Hearn: Just one very quick follow-up. I think last fiscal year, you had GBP 20 million of savings from your cost reduction actions.

Jonathan Hurn: Just one very quick follow-up. I think last fiscal year, you had GBP 20 million of savings from your cost reduction actions.

John Shipsey: Correct.

Jonathan Hearn: How do we think about that number in profit bridge for this year? What kind of level of savings are we going to see, would you say?

Jonathan Hurn: How do we think about that number in profit bridge for this year? What kind of level of savings are we going to see, would you say?

Speaker #3: What level of savings are we going to see, would you say?

Speaker #2: So, the cost reduction exercise was done at the start of the year, so there isn't any material flow-through. Yeah.

John Shipsey: The cost reduction exercise was done at the start of the year, so there is not any material flow-through.

Jonathan Hearn: Yep, that is it.

Jonathan Hurn: Yep, that is it.

Speaker #3: That's it.

Speaker #2: Yeah.

John Shipsey: Yep.

Delia Magoon: Thanks for the presentations. Delia Magoon from UBS. I just wanted to ask a question on the PM margin. How can we think about the sustainability of that margin going forward, once we adjust for the impairment? Was there anything that sort of boosted the margin in H2, like accelerated contract closeouts, et cetera? Thank you.

Dini Magoon: Thanks for the presentations. Delia Magoon from UBS. I just wanted to ask a question on the PM margin. How can we think about the sustainability of that margin going forward, once we adjust for the impairment? Was there anything that sort of boosted the margin in H2, like accelerated contract closeouts, et cetera? Thank you.

Speaker #3: Presentations dealing with you from UBS. I just wanted to ask a question on the PM margin. So, how can we think about the sustainability of that margin going forward?

Speaker #3: Once we adjust for the impairment, was there anything that sort of boosted the margin in H2, like accelerated contract closeouts, et cetera? Thank you.

Speaker #2: No, there wasn't. Clearly, we are in a time of high demand and supply constraint, not just within Renishaw, but beyond. But no, there was nothing in the second half that was unusual in terms of boosting it.

John Shipsey: No, there was not. Clearly, we are in a time of high demand and supply constraint, not just within Renishaw, but beyond. But no, there was nothing in the second half that was unusual in terms of boosting it.

Speaker #4: Another question, if I may. Just on position measurement, you'd previously flagged quite difficult comps at Laser with Laser encoders. Does that get easier now?

Oliver Swift: Another question, if I may. Just on Position Measurement, you previously flagged quite difficult comps with laser encoders. Does that get easier now? Should that then be supportive to the margin?

Speaker #4: And that should then be supportive to the margin?

John Shipsey: I am afraid I do not know the answer to that off the top of my head, I am afraid.

Speaker #2: I'm afraid I don't know the answer to that off the top of my head.

Speaker #1: Yeah, I would say so. Laser encoder certainly is favorable from a margin point of view. The demand there, coming through from the front-end semi, and from wafer inspection companies, is strong at the moment.

Will Lee: Yeah. I would say so laser encoder certainly is favorable from a margin point of view. The demand there coming through from the front end, semi, those wafer inspection companies, is strong at the moment. Exactly how that relates back to that one-off cycle we have. Yes, I see that as a positive going forward. Also tends to be slightly more stable because of the value of the equipment they are going on to.

Speaker #1: Exactly how that relates back to that one-off cycle we have. But yes, I see that as a positive going forward, and it also tends to be slightly more stable because of the value of the equipment they're going onto.

Speaker #4: Perfect. Thanks.

Oliver Swift: Perfect. Thanks.

Speaker #1: That sounds like we are there with questions, so thank you. Have we got anything from No? That is a... So, thank you all very much for attending today.

John Shipsey: That sounds like we are there with questions. Thank you. Have we got anything from? No? Elijah. Thank you all very much for attending today. Clearly exciting times for us, looking forward for that long term, and also a strong year ahead for us. Thank you all.

Speaker #1: Clearly, exciting times for us. Looking forward to that long term, and also a strong year ahead for us. Thank you all.

Speaker #3: Thank you.

Will Lee: Thank you.

John Shipsey: Thank you.

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