James Cropper outlines growth vision after Paper & Packaging turnaround

James Cropper has set out a customer-focused vision for the future following the release of its FY26 results, which highlighted a significant transformation within the company’s Paper & Packaging division.

Paul Barber, Managing Director of James Cropper Paper & Packaging, said the progress achieved so far represented the beginning of a longer-term development plan rather than its conclusion.

“We’re not going to stop,” Barber said.

The turnaround was achieved against a difficult operating backdrop for manufacturing businesses, including higher energy costs, supply-chain disruption and labour shortages. The growth of the Lake District-based business has been presented as an example of how a long-established British manufacturer can adapt to changing market conditions. According to Barber, the company’s improved performance forms the first stage of an ambitious five-year plan.

“The turnaround was never the destination,” he said. “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.”

“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 the restructuring, James Cropper has introduced cultural and operational changes, including new decision-making processes and risk-management systems, while increasing its investment in manufacturing technology.

“We’re not looking at today’s capabilities; we’re looking at where we need to be in 10 years. Our heritage is important, but so is embracing new things and blending them with what worked in the past,” Barber added.

The company has also worked to bring customers closer to its day-to-day operations and to make commercial relationships more collaborative.

“I’m a big believer in ‘what’s ours is yours,’ because we’re nothing without our customers,” he continued. “The whole relationship-building process now brings them into the fold, so it feels much more open. Our top customers speak to me personally every week. Taking that layer of middle management out of the business has been the biggest success we’ve had – the response time, decision-making, and understanding are much clearer across the business.”

Barber said the company’s objective was to continue growing and to establish its Paper & Packaging business among the sector’s leaders in terms of EBITDA.

“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.”