Who we are

Halma is a global group of life-saving technology companies. Named Britain's Most Admired Company in 2020, we provide innovative solutions to many of the key problems facing the world today.

Halma's Sustainable Growth Model

Our Sustainable Growth Model delivers superior and sustainable growth, consistently high returns and positive impact. We actively manage each of the elements of this model and together they create a self-reinforcing system that gives us the strength and flexibility to address new opportunities and challenges. It is the combination and interdependency of all of them that enables us to deliver value over the long term for all our stakeholders.

Our purpose

Our purpose is to grow a safer, cleaner, healthier future for everyone, every day.

Our purpose drives every business decision we make, and ensures everyone who works with us is focused on doing those things that make it happen.

It defines the three broad market areas where we operate:

  • Safety: protecting life as populations grow and urbanise, and protecting worker safety.
  • Environment: improving food and water quality, and monitoring air pollution.
  • Health: meeting rising healthcare demand as growing populations age and lifestyles change.

Halma’s DNA

Halma’s DNA runs through our business at all levels. It embodies the core elements of our organisation and culture that are inextricably linked to enable our success. Even though we have to continuously change, these core elements remain constant.

 

Halma Organisational Genes

These are the core elements of our business structure and they have proved themselves to be fundamental drivers in delivering consistent, long-term growth. They describe what we will protect while we continuously transform ourselves.

Purpose drives us

Our purpose powers every business decision we make, from choosing our markets to finding the right talent.

Agility is everything

We are built to be responsive. Individual businesses make decisions close to our customers. We manage our portfolio to respond rapidly when market dynamics change.

We bet on talent

We insist on exceptional leaders who are empowered and accountable to set strategy and grow their own businesses. Diverse viewpoints on every team help to ensure we don't miss a thing.

We are global niche specialists

We are disciplined in targeting high return, global niches in markets with long-term growth drivers. We innovate with cutting-edge technology in these niches using our deep application knowledge.

We invest for the future

Our diverse portfolio allows us to take a long-term view and means we can continue to innovate for the future regardless of individual short-term market conditions.

We are structured for growth

Individual businesses within the Group have access to our internal and external networks, enabling us to go faster by learning from the experiences of others. Central expertise and capital are available to accelerate organic growth, which in turn allows us to continue to acquire additional growth and capabilities.

Halma Cultural Genes

These are the unique cultural and behavioural principles that we require, protect and leverage to effectively optimise our organisational genes and deliver our purpose.

Live the purpose

Be passionate about making the world safer, cleaner, and healthier. See real problems and create innovative solutions.

Embrace the adventure

Continually grow and change, as individuals and collectively. Challenge assumptions and see opportunities. Seek insight from all directions and leverage diverse points of view.

Be an entrepreneur

Be an owner, risk-taker, visionary. Transform bold ambitions into reality. Be agile and responsive in the face of constant change. Be successful through and with others.

Say Yes, and...

Choose Yes, and... to seemingly conflicting priorities. Build for tomorrow and deliver today. Have stability and constantly evolve. Enjoy autonomy and eagerly collaborate to accomplish our goals.

Just be a good person

Play to win, but not at the expense of others. Operate with impeccable ethics, transparency and integrity in all that you do.

Our strategy

Our strategy is powered by our purpose. It is focused on acquiring and growing businesses in global niche markets, in our chosen areas of safety, health and the environment.

We divide our growth strategy into three areas. Our Core strategy is to grow our companies both organically and through M&A, and will continue to be our major focus. Our Convergence and Edge strategies recognise that the increasing rate of technological change, including data and connectivity, is opening up new ways of growing our business and leveraging our collaborative culture.
  • Core: Developing new products and digital offerings, and growing organically and by acquisition in niche markets with global reach which have resilient long-term growth drivers.
  • Convergence: Developing new products, services and business models by combining existing Halma technologies and capabilities in new ways, and potentially by adding capabilities and partnerships.
  • Edge: Developing and investing in digital business models that have the potential to completely disrupt existing models, and which can scale exponentially.

 

Our business model

Our business model is simple. It is driven by our strategy and supported by Halma’s DNA. It is focused on sustaining our companies’ growth and returns over the longer term, while delivering strong performance in the shorter term.

This is how we do it:

We are structured for growth

Our structure is simple and lean, with only three layers - companies, sectors and Group executives and teams – all three of which are focused and rewarded on driving growth. This allows for fast decision-making, and minimises bureaucracy. 

We have a sustainable financial model

Our purpose and strategy define the markets we operate in, and our focus on growing and acquiring businesses in global niches in the safety, environmental and health markets.

Our choice of markets results in a highly sustainable financial model: strong organic growth and cash generation allow us to reinvest in future growth and acquisitions.

We support our companies through our Growth Enablers

Our Growth Enablers support our companies in delivering our growth strategy. These seven Growth Enablers leverage a unique set of skills and expertise from across the Group, powered and co-ordinated by small central teams.

We measure our achievements and reward performance

We measure our achievements through financial and non-financial performance indicators (KPIs), and through customer satisfaction and the delivery of shareholder value.

Our markets

We choose our markets because they have resilient, long-term growth drivers. Their growth is driven by demographic changes, as populations grow and age, and as more people move to cities, and by ever increasing regulation, as standards for safety, cleanliness and care become ever higher.

We expect to drive consistently superior growth and returns over the long term from our disciplined focus on acquiring and growing businesses in these niche markets.

We continuously reinvest in our companies to ensure that we maintain strong positions in our chosen markets. This includes investment in developing our people, our products and services, our intellectual property and our knowledge of the markets we serve.

Our companies are small- to medium-sized businesses, which provide technology solutions in the safety, health and environmental markets.

We have a variety of routes to market, from direct sales to third party distribution, and a wide range of customers, from individuals to large OEMs.

Our customers operate in diverse sectors, including commercial and public buildings, utilities, healthcare, science and the environment, process industries, and energy and resources. We operate in more than 20 countries, with major operations in the UK, Mainland Europe, the USA and Asia.

Read and download Halma's Sustainable Growth Model

Our organisational structure

Halma has a highly decentralised structure which delivers real competitive advantage. We place our operational resources close to our customers through locally-managed, autonomous companies.

Our companies

Each company is a separate legal entity with a Board of Directors. This drives accountability for performance, and supports good governance. It also allows companies to drive innovation in their niche markets, and be agile and responsive to changes in their customers’ needs to drive sustainable growth.

Our sectors

Halma companies are grouped into three sectors: Safety, Environmental & Analysis, and Medical.

Our sector teams are the vital connection between our companies and support functions. They promote internal networks and collaboration between companies, enabling companies to capitalise on broader sector trends, and support M&A through small sector teams.

The sectors are managed by three Sector Chief Executives, who sit on the Halma Executive Board, and a small team of Divisional Chief Executives who chair the companies and lead the M&A.

Group executive and teams

Group executive and teams provide expertise in capital management and control frameworks. They support our companies through our Growth Enablers, manage our portfolio of companies and the allocation of capital, set our risk appetite, and ensure compliance and good governance.


Board of Directors

 Dame Louise Makin

Appointed: February 2021 (July 2021 as Chair)

Career and experience: Louise is an experienced executive and board director, having led businesses across multiple sectors. She was the Chief Executive Officer of BTG plc, the international specialist healthcare company, from 2004 to 2019. Louise led the transformation of the company through a combination of organic growth and acquisitions, and significantly increased its market capitalisation before its sale in 2019. She previously served as a non-executive Director of Premier Foods plc, Woodford Patient Capital Trust plc and Intertek Group plc, and as a director of several not-for-profit organisations. Louise brings a wealth of leadership and international experience to the Board. 

Current appointments:

  • Atotech Ltd, non-executive Director

Andrew Williams

Appointed: July 2004 (February 2005 as Group Chief Executive)

Career and experience: Andrew joined Halma in 1994 as Manufacturing Director of an operating company, becoming its Managing Director in 1997. He joined Halma’s Executive Board in 2002 and was appointed as Group Chief Executive in 2005. Andrew has proven his ability to grow and acquire companies globally while evolving the Group portfolio for sustainable growth and high returns. He brings clear strategic leadership to the Board and has a deep understanding of the operating companies and the Group’s stakeholders. He is a Chartered Engineer. Andrew served as a non-executive Director of Capita plc from January 2015 until May 2021.

Current appointments:

  • Cardiff Blues Limited, non-executive Director

Marc Rochetti

Appointed: July 2018

Career and experience: Marc joined Halma in 2016 as Group Financial Controller. He was previously Finance Director of the UK operations of Wolseley plc (now Ferguson plc) and prior to that held various group and divisional roles at Inchcape plc. Marc has gained commercial and financial experience across a range of senior finance roles focused on driving operational performance through financial insights. Marc qualified as a Chartered Accountant with PricewaterhouseCoopers.

Jennifer Ward

Appointed: September 2016

Career and experience: Jennifer joined the Halma Executive Board in March 2014 and has global responsibility for talent and culture as well as internal and external communications and brand across Halma. Prior to joining Halma as Group Talent Director, Jennifer spent over 15 years leading Human Resources, Talent and Organisational Development for divisions of PayPal, Bank of America and Honeywell. Jennifer brings a wealth of experience to the Board to ensure we secure and develop talent ahead of our growth needs and build a sustainable culture of high performance.

Tony Rice

Appointed: August 2014 (July 2015 as Senior Independent Director)

Career and experience: Tony has held senior management positions at a number of UK listed companies, spanning a range of sectors, and has extensive board level experience in companies operating internationally and in regulated industries. He was Chief Executive Officer at Cable & Wireless Communications plc and Tunstall plc and held a number of senior roles at BAE Systems plc. Tony has served as a non-executive Director of Spirit Pub Company plc, where he was Senior Independent Director and Remuneration Committee Chairman. Tony brings a wealth of UK listed company experience to his role as Senior Independent Director.

Current appointments:

  • Dechra Pharmaceuticals plc, Chair
  • Ultra Electronics Holdings plc, Chair
  • Whittington Hospital Trust, non-executive Director

Carole Cran

Appointed: January 2016

Career and experience: Carole was Chief Financial Officer of Aggreko plc until December 2017, prior to which she held a number of senior finance roles within that group. Previously, she worked at BAE Systems plc in a range of senior financial positions, which included four years in Australia. Carole commenced her career in the audit division of KPMG where she qualified as a Chartered Accountant. Carole has extensive financial experience and has a strong focus on governance and risk.

Current appointments:

  • Forth Ports Limited, Chief Financial Officer

Jo Harlow

Appointed: October 2016

Career and experience: Jo has significant international experience, gained most recently as Corporate Vice President of the Phones Business Unit at Microsoft. She previously worked at Nokia as Executive Vice President of Smart Devices. Before her move into consumer electronics, Jo worked in strategic marketing at Reebok and Procter & Gamble. Jo brings a wealth of expertise to the Board in digital, technology, sales and marketing. She is Chair of the Remuneration Committee at InterContinental Hotels Group plc, and Chair of the Corporate Responsibility & Sustainability Committee, and member of the Remuneration Committee, at J Sainsbury plc. Jo was previously a Member of the Supervisory Board at Ceconomy AG.

Current appointments:

  • InterContinental Hotels Group plc, non-executive Director
  • J Sainsbury plc, non-executive Director
  • Chapter Zero, Member of the Board

Roy Twite

Appointed: July 2014

Career and experience: Roy is Chief Executive of IMI plc, having been appointed to the IMI Board in February 2007. During his career with IMI, Roy has held several senior management roles including Managing Director of IMI Norgren UK (2001), President of IMI Hydronic Engineering (2004), President of Retail Dispense(2007) and President of IMI Precision Engineering (2009) and Divisional Managing Director of IMI Critical Engineering (2011). Roy brings wide-ranging knowledge of the engineering sector along with extensive management and operational experience.

Current appointments:

  • IMI plc, Chief Executive

Daniele Barone-Soares

 Appointed: April 2021

Career and experience: Dharmash is an experienced technology venture capitalist, entrepreneur and non-executive director. He was formerly a Partner at Balderton & Lakestar, an executive at Emap PLC and worked earlier in his career at The Boston Consulting Group and as a Brand Manager at Procter & Gamble. Dharmash is founder of blow LTD, which he now chairs, and has served as a non-executive director at Hargreaves Lansdown PLC and Dixons Retail PLC.

Current appointments:

  • blow LTD, Chair
  • British Business Bank, non-executive Director
  • BBC Commercial Holdings, non-executive Director
  • The Premier League, non-executive Director
  • Rathbone Brothers plc, non-executive Director
Committee membership 2021

Executive Management Board

Andrew Williams

Career and experience: Andrew joined Halma in 1994 as Manufacturing Director of an operating company, becoming its Managing Director in 1997. He joined Halma’s Executive Board in 2002 and was appointed as Group Chief Executive in 2005. Andrew has proven his ability to grow and acquire companies globally while evolving the Group portfolio for sustainable growth and high returns. He brings clear strategic leadership to the Board and has a deep understanding of the operating companies and the Group’s stakeholders. He is a Chartered Engineer. Andrew served as a non-executive Director of Capita plc from January 2015 until May 2021.

Current appointments:

  • Cardiff Blues Ltd, non-executive Director

Marc Rochetti

Career and experience: Marc joined Halma in 2016 as Group Financial Controller. He was previously Finance Director of the UK operations of Wolseley plc (now Ferguson plc) and prior to that held various group and divisional roles at Inchcape plc. Marc has gained commercial and financial experience across a range of senior finance roles focused on driving operational performance through financial insights. Marc qualified as a Chartered Accountant with PricewaterhouseCoopers.

 

Jennifer Ward

Career and experience: Jennifer joined the Halma Executive Board in March 2014 and has global responsibility for talent and culture as well as internal and external communications and brand across Halma. Prior to joining Halma as Group Talent Director, Jennifer spent over 15 years leading Human Resources, Talent and Organisational Development for divisions of PayPal, Bank of America and Honeywell. Jennifer brings a wealth of experience to the Board to ensure we secure and develop talent ahead of our growth needs and build a sustainable culture of high performance.

Funmi Adegoke

Career and experience: Funmi joined Halma’s Executive Board as Group General Counsel in September 2020. She has global responsibility for the group’s legal and compliance affairs, as well as overseeing the Company Secretariat function. Prior to joining Halma, Funmi held senior legal and commercial roles in BP and Bombardier. She brings extensive experience in legal, regulatory and compliance matters to support the Group’s growth. Funmi is a Barrister and holds a law degree from the University of Cambridge.

Current appointments:

  • Melrose Industries plc, non-executive Director
 

Laura Stoltenberg DCE

Career and experience: Laura was appointed to the Executive Board in October 2019. She joined Halma as Divisional Chief Executive, Medical & Environmental in January 2019 from Medtronic, where she was Vice President and General Manager for MDI Solutions at Medtronic Diabetes. Prior to Medtronic, Laura was Chief Commercial Officer at Exact Sciences Corporation, and held leadership roles at GE Healthcare in general management, business development and strategy. Laura brings strong experience and capability in delivering growth-oriented strategies, managing talent and capital allocation as well as a depth of M&A experience in the Medical sector. Laura holds degrees in Electrical Engineering & Management from Bucknell University and an MBA from Columbia University.

 

Inken Braunschmidt

Career and experience: Inken joined Halma and was appointed to the Executive Board in July 2017 and is responsible for driving Halma’s Digital and Innovation Strategy. Prior to joining Halma, Inken was the Chief Innovation Officer of innogy SE, a renewables energy company based in Germany and a subsidiary of RWE. Previously, Inken was MD of RWE’s Strategy and Management Consultancy practice. Inken studied Business Administration and Innovation & Technology Management at Kiel University and has a PhD in Technology Management.

Current appointments:

  • James Fisher and Sons plc, non-executive Director

Catherine Michel

Career and experience: Catherine is the first Chief Technology Officer for Halma. She has global responsibility for the Group’s data and IT strategy, with a focus on leveraging our data more fully, both operationally and in the solutions we provide to our customers and partners. Prior to joining Halma, Catherine was Chief Technology Officer and Chief Strategy Officer at Sigma Systems. Catherine began her career at Accenture and was founder and CTO of Tribold (later acquired by Sigma Systems in 2013).

Current appointments:

  • UK5G Advisory Board
  • Blancco Technology Group plc - non-executive Director

Constance Baroudel

Career and experience: Constance was appointed to the Executive Board in April 2021. She joined Halma as Divisional Chief Executive, Medical & Environmental in August 2018 from FirstGroup plc as Director, Strategy & Operational Performance. Prior to that she was Managing Director of Solutions at De La Rue plc. She brings a wealth of industrial and innovation experience and strong capability in driving organic growth in her sector. Constance holds an MSc in International Accounting & Finance from London School of Economics.

Wendy McMillan

Career and experience: Wendy was appointed to the Executive Board in April 2021. She joined Halma as a Divisional Chief Executive in the Safety Sector in February 2018. Prior to Halma she held a range of leadership roles with a focus on growth and transformation at Dyson, Arqiva and BT. Her early career was spent as a strategy consultant at Bain & Company. Wendy holds a Masters in Engineering, Economics and Management from Oxford University and has an MBA from INSEAD.

Our history

Halma has been a publicly listed company in the UK for over 45 years, although its origins as a private company stretch back even further.

Halma was listed on the London Stock Exchange in January 1972 and became a publicly-traded company. A series of acquisitions were made of mechanical, electrical and electronic engineering companies and successful management generated strong organic growth.

This created the basis for the international technology group that Halma is today. The company changed its name to Halma Limited in 1973 and registered as a public limited company in 1981, becoming Halma plc.

Halma plc grew to be an established FTSE 250 business. In December 2017 the company entered the FTSE 100 where it is now firmly established.

David Barber

Halma’s approach has been remarkably consistent since it first started in 1972.

David Barber co-founded Halma plc with Mike Arthur, and was the CEO for over twenty years, and the Chairman until his retirement in 2003. In 1997 he gave a speech describing the secret of the group’s success as a combination of strategic long-term vision and steady purpose. That combination is still true to this day.

”lt won't surprise you to learn that at Halma we choose the long term view, aiming from the start to build slowly and carefully, very much with an eye to the future.”

Read David's full speech