Annual Financial Report

Premier Farnell plc ("Premier Farnell" or "the Company") Annual Report 2013 and Notice of Annual General Meeting

Premier Farnell plc announces that the Annual General Meeting ("AGM") of theCompany will be held on 18 June 2013 at 10:30 am at the offices of PremierFarnell plc, 25-28 Old Burlington Street, London, W1S 3AN.

Premier Farnell has today posted (or otherwise made available) to itsshareholders the following documents:

* Annual Report for the year ending 3 February 2013

* Notice of Annual General Meeting; and

* Form of Proxy for the Annual General Meeting (for those shareholders

entitled to attend and vote)

In accordance with Listing Rule 9.6.1 copies of these documents have beensubmitted to the National Storage Mechanism and will be available for viewingshortly at http://www.morningstar.co.uk/uk/NSM.

The Company's Annual Report is also available on the Company website athttp://annualreport2013.premierfarnell.com/ and the Notice of Annual GeneralMeeting is at http://www.premierfarnell.com/investors/agm.

In accordance with Disclosure and Transparency Rule 6.3.5 (2) (b) additionalinformation is set out in the appendices to this announcement.

Enquiries:Premier Farnell plcSteven Webb Company Secretary +44 (0)870 129 8608Thomas Churchill Investor Relations +44 (0) 20 7851 4100 Appendices

The following information is extracted from the Annual Report and Accounts.Page references are to pages in the Annual Report and Accounts.

Appendix A: Directors' responsibility statement pursuant to DTR 4 (page 54)

Each of the Directors, as listed on pages 38 and 39, confirms that, to the bestof his or her knowledge:

(a) the consolidated financial statements in the Company's Annual Report, whichhave been prepared in accordance with, international Financial ReportingStandards (IFRSs) as adopted by the EU, IFRIC interpretations and those partsof the Companies Act 2006 applicable to companies reporting under IFRS, and theCompany financial statements in this report which have been prepared inaccordance with UK GAAP give a true and fair view of the assets, liabilities,financial position and profit of the Premier Farnell Group taken as a whole;and

(b) the management report contained in the Annual Report includes a fair reviewof the development and performance of the business and the position of theCompany and the Premier Farnell Group taken as a whole, together with adescription of the principal risks and uncertainties that they face.

Appendix B: Risks and Uncertainties (page 30 - 31)

The principal risks and uncertainties facing the Premier Farnell Group aresummarised below.

The disclosure of risks and uncertainties in the table below reflects the ethosof the Company to also look for the opportunities presented when addressingsignificant risks.

The principal risks are formally reviewed, twice per year by the Board ofDirectors of the Company. Updates in terms of emerging risks or significantactions undertaken are addressed as and when required at Board meetings. Theprincipal risks are determined through an evaluation of likelihood ofoccurrence and potential impact, with a full review also undertaken by theGroup Executive Team (the "GET"), comprising the Chief Executive Officer'sdirect reports.

Management also review specific strategic, operational, and financial andcompliance risks in regular focused forums during the year; GET meetings;quarterly business reviews with each of the businesses; major programmes andproject reviews; and at other key executive management meetings.

Risks and Mitigating Actions OpportunityUncertainties

European We have embedded processes which Our focus on meetingeconomy drive working capital management customers' requirementscontinues to and cash flow at Group and across through the economic cycles,deteriorate our businesses. We also have enhanced by the insights

proven agility in driving cost provided from data from our reduction and working capital. eCommerce channels, means we are able to respond rapidly Our banking facilities and to economic improvement. relationships are kept under constant review and action taken when required. The business regularly reviews its Euro cash deposits and collects unutilised cash on a regular basis. Competitive We are intently focused on the We continue to implementpressures continual enhancement of our high strategic initiatives toincrease service customer proposition. build customer loyalty and initiatives targeted at We continue to build our high vertical market segments, service proposition by adding new which provide a technologies and a broad range of differentiated proposition products working closely with for our customer base. suppliers as we provide end-to-end solutions throughout their product The fragmentation of the development process. marketplace allows us opportunities given our Our customers also benefit from strengths of global reach our multichannel approach and financial position to including innovative eCommerce win business and create channels. further barriers to entry from smaller competitors. We have business intelligence processes to maintain our awareness of market developments and competitor actions, along with our market share for the Group and at a detailed market level.

Competitive We are continuously driving The continued investment inadvantage in improvement to our transactional and development of webthe web and Community websites.

functionality provides valuechannel is not to customers, meets their maintained Our Web Advisory Board includes requirements for information external subject matter experts, and provides Premier Farnell to provide advice and guidance to with insights to help the Board and eCommerce team on decision-making processes. the core areas of our web strategy. The implementation of a new global web platform in 2013/ 14 will enable the Group to enhance its online proposition faster and more efficiently. Recruitment, Our high potential talent is The creation of a highdevelopment or identified and nurtured through performing actively engagedretention of agreed development plans including team which will consequentlytalented a comprehensive mentoring lead to improved businesspeople programme as well as a focus on performance. By focusing on succession planning for our key training and development, leadership positions. customer relationships, leadership, social We actively measure the retention responsibility, and of talent within our organisation communications, the number which provides us with the ability of employees who are to track trends and act with the actively engaged at Premier appropriate and necessary actions. Farnell is 73%. We conduct annual employee engagement surveys to enable progress of our people actions to be monitored and areas of improvement identified and actions put in place. Our reward schemes are continuously evaluated to drive and reward performance and ensure retention of key talent. As we drive significant change throughout the organisation our competency development and evaluation processes are focused on encouraging change agility. Through the strengthening of our diversity and inclusion team, the Group's focus on employee individuality, diversity and creativity has significantly increased. Development of talent through transfer across the business through international assignments. Data and A dedicated data function has been Continued investment in datacontent established to ensure compliance and data managementquality with internal processes and processes to provide ourinhibit external regulations. customers with high quality effectiveness product information and of our A data strategy and governance suppliers with rich insightseCommerce framework has also been developed into customer behaviour.strategy to support the information requirements of our strategic programmes.

Insufficient We have a fully integrated By enhancing and betterprogress with multichannel sales and marketing targeting our offering weimproving plan aimed at addressing the needs have an opportunity toperformance in of our customers, including a significantly improveNorth America focus on specific segmentation by operating performance in

type of customers and vertical North America by taking industries. market share and attracting customers to our online environment. Failure to Ongoing focus from senior We continue to invest andleverage the leadership team on the development effect structural growth ininvestment of the Asia Pacific markets in our key Asia Pacificmade in Asia accordance with our strategic markets, developing strongPacific intent. customer loyalty and market share growth in all of our Best practice and personnel Asia leveraged from around the Group to Pacific markets. ensure delivery. Investments in global inventory and refinement of our proposition to enhance value-add services and solutions will significantly benefit our customers in Asia Pacific.

Significant Business continuity plans are kept We continually improvefailure or under review for all our

workflows and operational

inefficiencies locations. As an example of these efficiencies and providein our systems contingencies, we have the ability increased capacity andand

to switch order fulfilment in investment in capability.infrastructure Europe between our Leeds and Liege All of these allow the distribution centres. Contingency greater plans are in place for our US support of customers' future warehouse and management systems. requirements, suppliers' We have maintained an ongoing future needs and the ability review of our IT infrastructure to leverage our product and and conduct regular testing of our legislative data. systems. We will invest in our back-office systems to support our single front-end web platform over the next three to five years. Legal and We have exposure to a number of The increase inregulatory countries and their respective environmental legislationrisks legal compliance requirements are for electronics, such as the addressed through a variety of introduction of RE ACH, controls. Trade compliance is a allows us to provide real specific significant requirement value to our customers which is controlled through an through our experienced specialist team, legislative expertise. automated screening enablers and ongoing training of our sales teams. Compliance review meetings are held with senior management at Group and within the regions.