Morgan Advanced Materials

Learn more about our three strategic levers

Together we're unlocking Morgan's potential.

1. Transform operational effectiveness

This lever is focused on capitalising on the Group’s scale and digital transformation.

Progress
We are addressing specific gaps in our supply chain effectiveness which have constrained our growth by holding back our service levels and we are focused on turning around a small number of large underperforming sites. We will make more of the Group’s scale by deploying centrally led procurement.

In respect of site turnaround, work has already commenced to cross-qualify manufacturing lines, to optimise production and inventory management.
In procurement, we have the assessed the Group’s indirect spend and our new Group Procurement Lead joined the business in February 2026.
We deployed our new ERP platform at a pilot site during 2025 and are set to commence deployment across the business in 2026.

2. Drive stronger growth

This lever is focused on leveraging our right to win and constantly upgrading our position in the value chain.

Progress
We are driving stronger growth by focusing on our right to win to enhance our value proposition and gain market share. We have initiated focused plans to upgrade our position in selected value chains to allow us to grow irrespective of market cycles.

Our Performance Carbon division is capitalising on its reputation and innovation in body armour and trade control capabilities by expanding into other defence systems. We are making a targeted investment in incremental capacity during 2026, backed by multi-year contracts.
Our Technical Ceramics division is building on its leading position in ceramic cores for engines blades by investing in capacity to meet the increase in aircraft deliveries and progressive ramp up of new generation engines with higher design complexity.

3. Maximise portfolio value

This lever is focused on establishing the market attractiveness and the strength of our 'right to win'.

Progress
We are continuing to maximise our portfolio value through partnerships, divestments and bolt-on M&A.

We have commenced a formal Strategic review of our Thermal Products division. We will assess a full range of strategic options, including options for significant business performance improvement measures and a potential disposal. We will undertake the necessary preparatory work to ensure that we can act at pace once the review reaches a conclusion. No decisions have been made and we will provide further market updates in due course.