James Cropper has revealed a transformation in results for its Paper & Packaging division, despite highlighting a range of ongoing issues including rising energy costs and supply chain issues
James Cropper has set out a new vision for the future of the business after the release of its FY26 report revealed a transformation in results for its Paper & Packaging division.
James Cropper’s FY26 report shows strong growth for the company, highlighting a 3.6% growth in revenue to £102.9m, a 33% increase in Group adjusted earnings before interest, taxes, depreciation, and amortisation (EBITDA) to £8.9m, and a nearly £5m reduction in its debt.
The turnaround for the Lake District-based operation was achieved despite challenges including rising energy costs, supply chain issues, and labour shortages.
The issues facing the company and the work it has done to overcome them forms a major part of a new cinematic documentary that James Cropper is set to release in late October. The trailer for the documentary was premiered at the recent London Packaging Week exhibition with an exclusive VIP event.
According to Paul Barber, managing director of James Cropper Paper & Packaging, the turnaround is just the first step in an ambitious five-year plan for the company. Barber says: “We’re not going to stop.
“The turnaround was never the destination. I want this business to be one of the leading paper and packaging companies in terms of EBITDA. Everybody’s bought into that plan and each of our departments is starting to activate it.”
Discussing the aims of the business in more detail, Barber continues: “The journey has been quick and it will continue to be. We’ve created stability through the business in terms of revenue, operations, and our customer base. We’re a long way from being perfect, but now if you put a challenge in front of us, we have the foundations in place that enable us to deliver.”
As part of a wide-ranging shake-up, the company has undergone a cultural and operational shift, implementing new decision-making processes, risk management systems, and stepping up its continuing investment in manufacturing technology.
The company has also made a concerted effort to align its customers more closely with its day-to-day operations, restructuring relationships to be more collaborative.
Barber adds: “I don’t want us to stop. Our goal is for our EBITDA to lead the way within the paper industry and when we reach it, we’re going to keep going. The plan is to keep growing.”
