PZ Cussons Nigeria Plc Annual Report and Accounts 2025
FOR EVERYONE, FOR LIFE, FOR GOOD.
Quarter-on-Quarter, we continue making progress, improving our performance.
Financial Highlights
40%
Revenue
Operating Profit/(Loss)
Profit/(Loss) BeforeTaxation
2025: 212,634,336 2025: 18,922,533) 2025: 16,660,555
115%
114%
2024: 152,249,309 2024: (124,498,677) 2024: (122,488,615)
Taxation
Profit/(Loss) After Tax
Non-Controlling Interest
(120%) 111% 111%
2025: (6,593,836) 2025: 10,066,719 2025: 859,089
2024: 32,171,333 2024: (90,317,282) 2024: (7,614.976)
Profit/(Loss) Atributable to Equity Holders of Parent Company
At Year End: Share Capital
At Year End: Total Equity
111% 0% 37%
2025: 9,207,630 2025: 1,985,238 2025: (17,341,157)
2024: (82,702,306) 2024: 1,985,238 2024: (27,506,835)
Data per 50k share
Based on 3,970,477,045 Ordinary Shares of 50k each:
Basic and Diluted Earnings/(loss) per share (Naira)
Number of Employees
Stock Exchange Quotations in Naira (Company)
111%
(8%) 34%
2025: 2.32 2025: 867 2025: 29.5
2024: (20.83) 2024: 946 2024: 22.0
Contents
Report 02
Strategic
Governance 34
Statements 62
Financial
Information 132
Additional
STRATEGIC REPORT
GOVERNANCE
FINANCIAL STATEMENTS
ADDITIONAL INFORMATION
PZ Cussons Nigeria Plc at a Glance
Our Brands
Chair's Statement
11 Our Categories
19 Business Model
21 Our People
24 Supply Chain
25 Sustainability Report
34 Our Board
39 Our Management Team
40 Corporate Governance
49 Report of the Directors
Statement of Directors' Responsibilities
Certification of Financial Statement
Report of Audit Committee
Management's Annual Assessment of and Report on PZ Cussons Nigeria Plc's Internal Control over Financial Reporting
Certification of Management Assessment on Internal Control Over Financial Reporting
64
65
68
70
71
73
74
75
128
130
Independent Practitioner's Report Independent Auditor's Report Consolidated and Separate Statements of Financial Position Consolidated and Separate Statements of Profit or Loss and Other Comprehensive Income Consolidated Statement of Changes in Equity Consolidated and Separate Statements of Cash Flows Consolidated and Separate Statements of Financial Position Notes to the Consolidated and Separate Financial Statements Other National Disclosure Five Year Financial Summary
133
134
135
137
139
141
143
145
Shareholders' Information Share Capital History Shareholders' Admission Form Notice of Meeting Proxy Form
E-Bonus Mandate Form E-Dividend Mandate Form Board of Directors and
Other Corporate Information
01 PZ Cussons Nigeria Plc / Annual Report and Accounts 2025
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PZ Cussons Nigeria Plc / Annual Report and Accounts 2025 02
STRATEGIC REPORT GOVERNANCE
FINANCIAL STATEMENTS
ADDITIONAL INFORMATION
STRATEGIC REPORT
PZ Cussons Nigeria Plc at a Glance
Our Brands
The Chair's Statement
11 Our Categories
19 Our People
21 Business Model
24 Supply Chain
25 Sustainability Report
OUR BOLD VALUE IN ACTION:
WE ENGAGE WITH COURAGEAND AUTHENTICITY
Accountability and integrity in all we do
Reaching out and connecting, sharing views, taking feedback
Speaking up and making a difference
OUR ENERGETIC VALUE IN ACTION
WE ARE UP FOR EVERY CHALLENGE
Adapting with agility to stay ahead
Responding at speed, building momentum
Evolving to overcome every obstacle in our way
https://www.pzcussons.com/investors
03 PZ Cussons Nigeria Plc / Annual Report and Accounts 2025
PZ Cussons Nigeria Plc at a glance
WHO WE ARE AND WHAT WE DO.
PZ Cussons Nigeria Plc (PZ Cussons or the Company) is a dynamic consumer products group. We have created some of the world's best-loved and most trusted brands in Baby, Beauty, Hygiene and Electricals tcategories. Our brand portfolio includes trusted brands like Premier, Morning Fresh, Cussons Baby, Imperial Leather, Carex, Canoe, Venus, Joy, Haier Thermocool, Robb and Stella.
WHERE WE OPERATE
We operate across Nigeria and export some of our brands to a number of countries including Ghana, Benin, Sudan, Chad and the Congo
FOR FUTURE GENERATIONS
We are building a sustainable business for our employees, shareholders, the environment and the communities in which we live and work.
FOR LIFE
We have a rich heritage dating back over 130 years with products that touch and improve consumers' lives.
OUR FINANCIAL AMBITION
Our financial ambition is sustainable, profitable revenue growth. This will be achieved by the choices we have made in our new strategy of 'Building brands for life. Today and for future generations'.
TODAY
We act with a sense of urgency and have already made a fast start in our turnaround.
BUILDING BRANDS
We build brands that our consumers trust and love.
Our Brands
WE ARE A BRANDED CONSUMER GOODS BUSINESS.
BRANDS
LOVED
LOCALLY
LEADING BRANDS
PORTFOLIO OF
IN EACH CATEGORY
Our brands are leading in each category and outperforming our competitors:
No. 1 in Baby Soap & Oil
No. 1 in Manual Dishwash
No. 1 in Family Soaps
No. 1 in
Major Cooling Appliances
Chair's Statement
to shareholders at the 77th Annual General Meeting to consider Annual Report and Financial Statements 2025
RECOVERY
A YEAR OF GROWTH AND
The Financial year 2025 was a year of growth and continuing recovery for PZ Cussons Nigeria PLC (PZCN). The Company achieved 40% year-on-year revenue growth driven by disciplined execution of our initiatives in mix optimisation, pricing, brand innovation, product portfolio evolution, and route-to-market expansion.
Mrs Ifueko M. Omoigui Okauru, MFR
Chair
DISTINGUISHED SHAREHOLDERS,
On behalf of the Board of Directors, I warmly welcome you to the 77th Annual General Meeting of your Company to consider the Annual Accounts and Financial Statements for the year ended 31 May 2025.
Let me begin by expressing our profound gratitude for your support to the Board and Management in the challenging task of steering your Company on the path of sustainable, profitable growth. Your engagement and trust have been invaluable.
At our 76th AGM that held on November 28, 2024, we outlined our commitment to addressing our negative asset position and restoring profitability by optimising our balance sheet, enhancing financial management, and strengthening our brands through innovation, market expansion, and digital transformation.
Consequently, we convened an Extraordinary General Meeting (EGM) on March 13 2025, to consider a Debt to Equity (DtE) proposal aimed at reducing foreign exchange exposure and addressing the Company's negative equity position. Although this proposal received significant shareholders' support in terms of the number of shareholders, it did not pass.
This notwithstanding, the Board has since pursued alternative measures to achieve the same goal, and we are pleased with the outcome of the measures taken.
OVERVIEW OF OUR OPERATING ENVIRONMENT
Over the period of the last financial year and to date, we are pleased to note that, given various actions taken by the current administration under the leadership of our President, Bola Ahmed Tinubu, our operating environment has become increasingly stable. The Naira exchange rate is less volatile, albeit significantly devalued versus other key currencies. Foreign currency is also now available to help import necessary input materials and services. We appreciate the Central Bank of Nigeria for its efforts made this regard.
According to the Nigeria Development Update (NDU) Report of the World Bank, Nigeria's economic growth in the last quarter of 2024 increased to 4.6% (year-on-year), pushing growth for the full year 2024 to 3.4%. According to the National Bureau of Statistics (NBS), Nigeria's headline inflation rate fell by 11.97 percentage points from June 2024's 34.19% to 22.97% in May 2025, mainly facilitated by a rebased index during the financial year. Nevertheless, the inflation rate and the cost of borrowing remained high, adversely impacting the cost of your Company's operations, consumer purchasing ability, and overall trade activity.
Our People remain the driving force behind PZCN's continuing progress. This financial year was a true reflection of their strength, commitment, and adaptability in the face of a challenging economic and social landscape.
Mrs Ifueko M. Omoigui Okauru, MFR Chair
OUR PERFORMANCE REVIEW - A YEAR OF GROWTH AND CONTINUING RECOVERY
The Financial year 2025 was a year of growth and continuing recovery for PZ Cussons Nigeria PLC (PZCN). The Company achieved 40% year-on-year revenue growth driven by disciplined execution of our initiatives in mix optimisation, pricing, brand innovation, product portfolio evolution, and route-to-market expansion.
The strength of our performance was further demonstrated by our profitability, with our Profit aDer Tax being N10.07 billion, while we also achieved a N10.16 billion reduction in the balance sheet's Negative Net Asset position.
Post year-end, your Company is continuing with momentum as seen in the unaudited Q1-FY25 Financial Statements. Quarter-on-Quarter, we continue making progress, improving our performance. We continue taking advantage of the more stable macro conditions to both deliver sustainable profitability and to reverse our negative assets position.
FAMILY CARE BUSINESS
The performance of the Family Care business was driven by several levers, including intense revenue growth management initiatives, brand investment, and expansion of distribution. Specifically, our locally loved brands of Premier Cool, Morning Fresh, Cussons Baby, and Joy achieved double-digit revenue growth:
Premier Cool sustained volume leadership in the antibacterial soap category, supported by strong consumer engagement through major campaigns (The "Ready Up Your Cool" thematic campaign, Lagos City Marathon, International Men's Day) and impactful on-the-ground activations across key local trading markets and universities
Cussons Baby maintained category leadership in baby skincare, driven by the portfolio relaunch, impactful hospital activation campaigns, and sustained digital engagement via Mama's Nest and user-generated content initiatives, reinforcing brand equity and driving trial
Morning Fresh consolidated its leadership in dishwashing liquids with differentiation campaigns, featuring superiority claims -"Number 1 Dishwashing Liquid" and "10X Multi action- Faster and Easier"
Joy achieved strong revenue and volume growth through innovation-led portfolio expansion (Joy Nourishing, Joy SoD
Glow) and premium SKU campaigns that deepened consumer connection.
Facilitated by our network of Active Distributors (ADs), our store-direct distribution expanded to 200,000 outlets across Nigeria, while the Golden Store coverage scaled up to 10,000 stores, enhancing product availability and market penetration.
ELECTRICALS BUSINESS
The Electricals business delivered strong double-digit revenue growth, leveraging the strong assets of product innovation, retail reach, and aDer-sales service experience. Haier THERMOCOOL continued to lead the way in introducing appropriate energy-saving technology in Nigeria for the benefit of our country and consumers:
Haier THERMOCOOL remains a very strong, trusted choice for the trade and consumers with its more than fiDy (50) years of continuous operations legacy in Nigeria.
Strong consumer pull for our Energy Saving appliances remained a key driver for sell-out across all stores. The "SAVE MONEY SAVE ELECTRICITY" marketing campaign was key in promoting the energy-saving appliances. Haier THERMOCOOL was the first brand to introduce Energy Saving Air Conditioners and Chest Freezers nationwide in Nigeria, delivering up to 70% electricity savings.
Our exclusive brand Showrooms are contributing more than 50% of the total business revenue. We have the largest exclusive brand Showrooms network in Nigeria, delivering brand authenticity and trust to the consumers.
SUPPLY CHAIN
The Supply Chain function continued supporting our commercial operations and margin improvement initiatives effectively through procurement, manufacturing, and logistics. Externally, there were significant cost pressures, tariff uncertainty, and logistics disruptions. There was relentless focus on service, quality, health and safety, people engagement, and overall cost containment. Key highlights include:
Capacity expansion of the pomade manufacturing line, thereby effectively meeting the peak season demand without the need for stock build-up, as in previous years.
Improved Good Manufacturing Practices (GMP) across all manufacturing facilities by standardising factory layouts and accelerating maintenance excellence culture.
Delivering on commitment to people development and employee engagement activities for overall wellness.
The Procurement Localisation Scheme (PLS) aimed at sourcing locally has reduced the dependence on forex and has reduced the total inventory holding.
Conformance to Health, Safety, and Environmental standards. As an ISO certified organisation, we ensure that we sustain our compliance levels in line with the ISO 9001, ISO 14001 and ISO 45001 standards.
National Distribution Centres and Regional Distribution Centres continue to support the sales growth strategy through efficient primary and secondary logistics.
HUMAN RESOURCES
Our People remain the driving force behind PZCN's continuing progress. This financial year was a true reflection of their strength, commitment, and adaptability in the face of a challenging economic and social landscape. Their dedication to excellence, guided by our
BEST values - Bold, Energetic, Striving, and Together - has been the cornerstone of our ability to deliver growth and develop momentum.
We maintained our focus on developing internal talent and building future-ready capabilities across all levels of the business. Through strategic internal mobility, well-deserved promotions, and targeted leadership and functional training programmes, we strengthened our talent pipeline and prepared our people to take on greater responsibilities. Our blended learning approach, combining on-the-job experiences, social learning through mentoring and coaching, and structured classroom and virtual sessions, enabled us to nurture capability, resilience, and agility across the organisation.
Through deliberate engagement and timely communication, we sustained morale and motivation, ensuring that our people remained focused on performance and delivery. These efforts were reflected in our annual employee engagement survey, which achieved a record 98% participation rate and a 75% engagement score-an improvement over the previous year and well above industry.
We also continued to embed a culture of wellbeing, recognition, and inclusion. Our hybrid work model, supported by initiatives such as Wellness Week, Energetic Thursdays, and the celebration of global observances, including International Women's and Men's Days, helped reinforce our holistic approach to work and life balance. These engagements fostered camaraderie, creativity, and a shared sense of purpose across teams and locations.
SUSTAINABILITY REPORT-ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG)
At PZCN, sustainability remains a core part of who we are and how we operate. Guided by our purpose - For Everyone, For Life, For Good - we continue to build a business that delivers lasting value for our people, our communities, and the planet. Being a responsible business is not an initiative; it is how we work, how we innovate, and how we grow.
In FY25, we made significant progress in reducing our environmental footprint and deepening our social impact. We achieved carbon neutrality across all operations, surpassing our 2030 emissions reduction targets five years ahead of schedule. Overall, we cut our Scope 1 and 2 carbon emissions by 59% and reduced energy consumption by 61% compared to our FY21 baseline, driven by a mix of renewable energy use, efficiency upgrades, and verified carbon offsets supporting local projects in Nigeria.
We also made steady progress in other critical areas of our sustainability agenda. Total waste sent to landfill fell by 48%, and water use per tonne of product declined by 20%, reflecting our commitment to efficient resource management. Our packaging strategy continues to evolve, with increased use of post-consumer recycled materials and responsibly sourced paper, helping us reduce our virgin plastic footprint and support responsible forest management.
Beyond the environment, we are pleased with our community partnerships that create real and lasting change. Through the Cussons Baby Mother's Empowerment Programme, we reached more than one million mothers in 2,500 hospitals, providing
Post year-end, your company is continuing with momentum as seen in the unaudited Q1-FY25 Financial Statements. Quarter-on-Quarter, we continue making progress, improving our performance. We continue taking advantage of the more stable macro conditions to both deliver sustainable profitability and to reverse our negative assets position.
Mrs Ifueko M. Omoigui Okauru, MFR Chair
essential support, health education, and product donations. The brand also helped settle hospital bills for mothers in need.
Similarly, our collaboration with NOTAP supported the upgrade of the University of Jos chemistry laboratory with state-of-the-art equipment, strengthening local research capacity and fostering innovation in science and technology.
Across our operations, we maintained high standards in health and safety, achieving another year with no work-related or lost-time incidents, thanks to our strong safety culture and ISO 45001-accredited systems.
As we look ahead, we remain committed to doing business the right way-creating value responsibly, reducing our environmental impact, and strengthening the communities we serve. Our goal is clear: to make life better for everyone, for life, and for good.
BOARD COMPOSITION, EFFECTIVENESS, AND ATTENDANCE
The Board is composed of a balanced mix of Executive, Non-Executive, and Independent Non-Executive Directors, reflecting diversity of experience, skills, and perspectives. During the year, the Board continued to operate in line with its approved Charter, ensuring effective oversight and strategic direction.
The Board also maintained its focus on succession planning, ensuring the availability of capable leadership for key executive and non-executive roles. This remains integral to sustaining business continuity and strategic execution.
Attendance at Board and Committee meetings was exemplary, underscoring Directors' commitment to their fiduciary responsibilities. The Board Committees provided focused oversight on key aspects of governance, risk management, and control processes. Their reports were duly considered by the full Board in arriving at key strategic decisions during the year.
BOARD CHANGES
Since the last Annual General Meeting, the Board has filled two casual vacancies through the appointment of Mr. Richard Walker, the PZ Cussons Group Director of Treasury/Tax, and Chief Anthony Idigbe, SAN, PhD. Both bring a wealth of experience and strategic
Our blended learning approach, combining on-the-job experiences, social learning through mentoring and coaching, and structured classroom and virtual sessions, enabled us to nurture capability, resilience, and agility across the organisation.
Mrs Ifueko M. Omoigui Okauru, MFR Chair
insight to the Board. In accordance with governance requirements, we will be presenting their appointments to shareholders for ratification at this meeting. Their detailed profiles are provided in this annual Report.
Additionally, Dr. Suleyman A. Ndanusa, having duly notified the Board that he is now above the age of 70, Mr. Dimitris Kostianis, and I, Ifueko M. Omoigui Okauru, are due for retirement by rotation, in line with the Company's Articles of Association.
However, we have each expressed our willingness to continue serving on your Board, subject to your approval. Accordingly, we will be presented to you for reappointment at this Annual General Meeting.
DIRECTORS REMUNERATION
In keeping with the Company's commitment to strong corporate governance and alignment with international best practice, the Board, during the year, undertook a review of the remuneration framework for Independent Non-Executive Directors. The review was guided by inflationary trends, and the increasing demands placed on Directors arising from heightened regulatory oversight and expanding Board and Committee responsibilities.
Following this review, the Board has proposed a reasonable adjustment in the remuneration of Independent Non-Executive Directors to ensure it remains competitive and commensurate with the level of responsibility, professional expertise, and time commitment required for effective discharge of their fiduciary duties. This proposed adjustment is subject to shareholders' approval at this meeting.
The Board remains committed to maintaining a remuneration structure that balances fairness, transparency, and prudence, while continuing to attract and retain Directors of the highest calibre in support of sustainable business performance and sound governance.
DIVIDEND
In line with our fiduciary responsibility and in compliance with the provisions of the laws, the Board carefully reviewed the Company's financial position, particularly the negative shareholders' fund as at the end of the financial year. Given this position, and consistent with prudent financial management and the requirement that dividends may only be declared from
distributable profits, the Board is not proposing a dividend for the financial year ended 31 May 2025.
This decision reflects the Board's commitment to restoring the Company to full financial health, strengthening the balance sheet, and safeguarding long-term shareholder value. The focus remains on executing the recovery strategy that will return the Company to sustained profitability, aDer which the Board will resume its longstanding practice of rewarding shareholders appropriately.
COMPLIANCE AND REGULATORY RELATIONS
Your Company maintained a constructive relationship with all regulatory authorities, including the Securities and Exchange Commission, Nigerian Exchange Limited, and the Financial Reporting Council of Nigeria. We remained fully compliant with all relevant disclosure and filing requirements during the review period.
ETHICS AND COMPLIANCE
Our commitment to the highest standards of ethics and regulatory compliance is unwavering. We operate in accordance with applicable laws and corporate governance codes, and we continuously strengthen our compliance framework through governance oversight, employee training, and assurance activities. While evolving regulatory requirements occasionally impact the timing and shape of our strategic plans, we remain committed to doing business with integrity and transparency.
FUTURE PERSPECTIVE
Aligned to our BEST values, we remain pragmatic yet determined to deliver better returns for all stakeholders involved. Our focus remains primarily on reversing our negative asset position. We aim to achieve this through:
Brands, Innovation and Market Expansion Continue investing in our locally loved brands and developing innovative products tailored to meet the evolving consumer needs to drive growth. We will enhance further product availability through collaboration with our local trade partners and significantly increase export volumes to help mitigate our foreign exchange vulnerabilities.
As we look ahead, our direction is clear: to build a more resilient, innovative, and future-ready PZ Cussons Nigeria Plc, one that consistently creates value for shareholders, customers, employees, and communities alike.
Mrs Ifueko M. Omoigui Okauru, MFR Chair
Optimising Our Balance Sheet and Enhancing Financial Management Streamline operations, generating cost efficiencies, optimise cash flow, and manage debt effectively through a mix of alternatives to support profitable sustainable growth and help finance new initiatives.
Digital Transformation
Leverage digital marketing and e-commerce to reach a broader audience and adapt to changing consumer shopping behaviours. This includes the utilisation of digital tools in operations to help generate efficiencies and improve further agility.
Our People as Our Key Asset We commit to continue being close to them and engaging them honestly and transparently. We have a belief in the team and their resolve to help the business grow in a profitable, self-sustainable manner.
CONCLUSION
Our dear shareholders, FY25 marks a significant milestone in our journey of renewal. We have returned to profitability, strengthened our balance sheet, and demonstrated that our strategy is working.
As we look ahead, our direction is clear: to build a more resilient, innovative, and future-ready PZ Cussons Nigeria Plc, one that consistently creates value for shareholders, customers, employees, and communities alike.
We thank our shareholders for your co-operation, encouragement, and support; our Management and staff for upholding the tenets of hard work and commitment; and our active distributors, exclusive showroom partners, and all other business partners and stakeholders for helping us connect to available opportunities.
With your continued trust and partnership, we are confident that our collective efforts will lead us toward a brighter and more sustainable future.
Sincerely, Mrs Ifueko Omoigui Okauru, MFR Chair, Board of Directors
Our Categories
CONSUMER BRANDS TO REMEMBER AND ENJOY.
HYGIENE
MORNING FRESH
Morning Fresh maintained its position within the dishwashing liquid category in Nigeria, with a topline growth of 35% versus the prior year. The brand has upheld its strong heritage as Nigeria's "No. 1 Best-selling Dish-Wash" by delivering superior grease-cutting performance and leveraging superiority claims to support hero SKUs with bold messaging: "10X Multi-Action-Faster and easier " and "Nielsen's Number 1 dish wash in Nigeria."
The brand drove profitability during the year via strategic pricing initiatives as well as the flawless execution of brand, consumer, and trade activities, backed by a strong nationwide distribution network and presence in money-making corridors in Nigeria.
Looking ahead to FY26, differentiation consumer demand will be further fueled by differentiated campaigns to drive engagement and consolidate its leadership. The brand purpose campaign will reinforce the brand's position as a "Kitchen Care Partner," going beyond the functional cleaning to spotlighting and supporting women through the tough job of cleaning.
Nielsen's Nigeria Number 1 Dishwash Campaign Morning Fresh created excitement and reinforced its leadership in the dishwashing category through its No. 1 Digital campaign. Achieved over 10 million impressions and a reach of 6.3 million across multiple digital channels, driving brand conversations and recall.
Morning Fresh Joy ride Morning Fresh created excitement and deepened consumer connection through a dynamic Joy ride activation designed to enhance brand visibility, trial, and memorable experiences while
strengthening Morning Fresh's community engagement. The activation was executed with branded buses on major Lagos routes, offering complimentary BRT rides. Hundreds of commuters were engaged with fun activities led by brand ambassadors Chioma Akpotha and Tomike Adeoye, strengthening brand affinity and driving positive sentiments through direct consumer interactions.
International Women's Day The Morning Fresh International Women's Day 2025 campaign was a key initiative under our ongoing brand strategy to strengthen consumer connection through purposeful storytelling and emotional resonance. Anchored on this year's global IWD theme, "Accelerate Action," the campaign celebrated the Nigerian woman for the many hats she wears, honouring the passion, care, and excellence she brings to every version of herself, often in the face of systemic challenges. The campaign was amplified through a strategic mix of PR, digital media, and high-impact LED OOH deployment to drive visibility and engagement.
10x Multi-Action Campaign Morning Fresh strategically utilised an integrated media mix to enhance brand visibility and salience, solidifying its market leadership position and staying ahead of competitors via its superiority claims
'10X Multi Action, Faster and Easier.' The campaign ran on television, leveraging the Big Brother Naija Show, with activities including in-house product placement and usage, branded advertising in prime time, and a sponsored task. Outdoor media was also deployed in money-making corridors.
ROBB
Robb, a well-established and leading name in Nigeria's healthcare segment, has an expanded footprint across the continent.
In FY25, the brand introduced Robb Extra Menthol into its portfolio, strengthening its innovation pipeline and setting the stage for expansion into new territories such as energy (pain relief and muscle ache management).
The brand made significant strides in equity building, leveraging influencer marketing and impactful campaigns on Big Brother Naija (BBNaija)West Africa's biggest TV show reaching over 100 million households, and achieving a digital reach of 39 million audiences across platforms.
Robb also took centre stage at the 10th edition of the Lagos City Marathon, where over 30,000 runners participated in the 10km and 42km races. Positioned at the 10km recovery zone, Robb delivered on its promise "Robb In, Pain Out." The brand provided post-run relief massages using the new Robb Extra Menthol, helping runners recover faster, ease muscle fatigue, and feel re-energised.
The Robb portfolio comprises effective pain-relieving ointments, nasal inhalers that ease congestion, and Mentholated Dusting Powder for cooling comfort and soothing relief.
Looking ahead, the brand plans to expand into new segments in pain relief and muscle recovery. It will also focus on developing specialised pharma channels and driving growth in non-ointment formats as key sources of future profitable growth.
PREMIER COOL
In FY25, Premier Cool grew its topline year on year by 50% and maintained its volume share leadership in the antibacterial category, growing to 14.5% volume share. This growth was backed by a strong demand, expanded coverage and distribution, as well as agile trade support.
The brand further deepened engagement with a new theme campaign, "Ready up your Cool", executed on television through placements and the Big Brother Naija (BBNaija) sponsorship, outdoor displays, and digital. The campaign was executed alongside other brand and trade activities and was designed to excite consumers and reinforce category dominance.
Other key initiatives during the year were market storms across ten Tier 1 markets, campus tours in ten universities across key commercial corridors, the International Men's Day campaign, and the Lagos City Marathon sponsorship.
Ready Up Your Cool Thematic Campaign Premier Cool kicked of FY25 with a thematic campaign "Ready Up Your Cool". The goal of this campaign was to improve brand salience and build demand power. This campaign was brought to life via ATL media, digital, partnerships, with a TV reach of 100 million households via the BBNaija platform and other ATL media channels and over 23 million audiences reached on digital.
Campus Storms The activation was executed across 10 universities across key commercial corridors in Nigeria, connecting with over 30,000 students. The program succeeded in reaching and recruiting new audiences to the brand for improved mental availability and trial.
Lagos City Marathon Sponsorship The Lagos City Marathon held on 15th February 2025 and was an electrifying experience with over 30,000 runners. Premier Cool set up at the 10km finish line with an exclusive shower station to refresh and reinvigorate runners with cool splashes. In attendance were Premier Cool brand ambassadors - Elozonam Ogbolu and Daniel Etim and members of staff.
Market Storms
The market storm themed- King of Cool was activated across 10 Tier 1 markets reaching 1,091 retailers and 290 wholesalers.
To excite the market, regional traditional troupes visited PZ/PCD customers to appreciate them as well as encourage retailers to purchase Premier Cool for instant gift reward. Ali Nuhu, the biggest star in the North was engaged to engage customers in Kaduna market.
BEAUTY
JOY BEAUTY BAR
Joy soap maintains a strategic pull in the smaller pack sizes where the brand leads the traditional pack size segment of 56g-70g in beauty soaps. The brand innovated in the space in FY 25 through the launch of Soft Glow variant.
Across the portfolio, Joy achieved notable growth in FY25 with a 65% growth in net sales and corresponding 9% growth in volume. Throughout the year, Joy's performance was bolstered by consumer-facing experiential activations, an impactful marketing campaign that strengthened brand affinity and consumer engagement, and stellar trade support.
The brand executed the Joy Campus Storm activation across ten universities strategically selected along key commercial corridors in Nigeria, engaging over 20,000 students through immersive brand experiences. The activation successfully drove brand recruitment, deepened emotional connection, and boosted sales around the activated campuses, further enhancing visibility and relevance among young consumers.
Building on this momentum, Joy launched a tactical campaign for the Joy Nourishing Soap following its renovation, to drive brand salience and entrench the core benefits of the SKU. The campaign was delivered through a mix of above the line media and digital amplification, reaching nearly 10 million beauty enthusiasts across digital platforms and over 41 million consumers through Electronic Program Guide (EPG) placements on TV. The initiative successfully reinforced Joy's proposition while strength-
ening its foothold in the beauty cleansing segment. In addition to these activities, Joy expanded its visibility through strategic sponsorships that reinforced its youthful and vibrant positioning. The brand partnered with platforms such as Hertitude and Imperfectly Awesome Conversations, which provided meaningful opportunities to connect with audiences, build emotional resonance, and celebrate self-expression and confidence among women. These sponsorships served as powerful extensions of Joy's "Beauty My Way" message, highlighting the brand's commitment to empowering consumers to embrace their individuality.
Overall, these efforts collectively contributed to sustaining Joy's growth trajectory and strengthening its equity within the beauty segment. Looking ahead, Joy remains poised to build on these successes by deepening consumer engagement, driving innovation across its product portfolio, and optimising distribution across key channels to capture further growth opportunities in the coming fiscal year.
BEAUTY
STELLA POMADE
Stella Pomade remains one of PZ's strongest-growing brands, driving performance both locally and across international markets. As a heritage brand with deep consumer trust, Stella continues to be the preferred pomade brand across Northern Nigeria and key export markets in West Africa.
Stella plays a vital role during the harsh harmattan season, providing superior moisturisation, nourishment and protection for consumers seeking reliable skincare solutions during such climes.
The past fiscal year presented notable challenges, including high inflation, currency fluctuations, and intensified competition from
emerging brands. Despite these headwinds, Stella Pomade delivered exceptional results as the brand recorded a +31% increase in value in comparison to the previous year.
Key contributors to this performance included ensuring strategic availability of stock during peak seasons through optimised supply planning and consistent trade promotions designed to drive sales momentum throughout the year. These initiatives not only reinforced brand visibility but also strengthened Stella's presence across key channels.
Beyond the domestic market, Stella Pomade's impact continues to expand internationally, with export sales accounting for 40% of total FY25 volume. This highlights the brand's broad appeal and its role as a cornerstone of PZ's export portfolio.
Looking ahead, Stella Pomade remains focussed on sustaining both volume and value growth by de-seasonalising its product offerings and innovating with modern formats that build on its rich heritage and trusted equity.
BABY
CUSSONS BABY
Cussons Baby continues to lead the baby skincare category in Nigeria. With a comprehensive portfolio that includes Baby Soap, Oil, Lotion, Powder, Wipes, and more, Cussons Baby caters to the skincare needs of babies from birth. This leadership is supported by sustained consumer connections, a robust nationwide distribution network and an expanding presence across select West African markets.
The brand has recorded three consecutive years of double-digit revenue growth and achieved the same in FY25, with a year on year revenue growth of 31%, supported by agile pricing.
Key growth drivers during the year included the relaunch of the Cussons Baby portfolio, impactful on-ground activations through the Cussons Baby Cares Hospital Campaign, and sustained digital engagement via the Mama's Nest and User-Generated Content (UGC) campaigns. These initiatives reinforced our consumer-first strategy, focused on strengthening brand equity and expanding product availability through strategic trade partnerships.
Looking ahead to FY26, consumer demand will be further fuelled by the Cussons Baby Moments Season 9 Digital Campaign, designed to drive trial and offtake, and the Hospital programme, complemented by appropriate trade promotions.
Cussons Baby Relaunch Campaign The brand underwent a visual identity refresh across the entire product range, supported by innovation-driven promises and consumer-facing claims aligned with key category entry points for mothers.
To amplify awareness and encourage trial, a brand ambassador was onboarded, and a comprehensive 360° campaign was executed with outdoor branding in 10 commercial corridors and
Digital media. This campaign successfully refreshed and differentiated Cussons Baby within the category and encouraged trial. The brand remains committed to enhancing visibility and strengthening its presence across trade channels to better serve mothers and their babies.
Cussons Baby Hospital Program Now in its fourth consecutive year, the Cussons Baby Cares Campaign continues to partner with hospitals and healthcare professionals to educate pregnant and nursing mothers on childcare, maternal health, and baby skincare best practices.
In FY25, the program reached nearly 1 million mothers and expectant mothers nationwide, covering hospitals and densely populated areas. Over 200,000 third-trimester mothers received samples from our Nature-Infused Portfolio across 2,500 hospitals. Together with our brand ambassadors, we also visited hospitals across Nigeria, providing financial grants support to disadvantaged mothers.
Cussons Baby remains steadfast in its mission to support mothers and children through every stage of their growth journey. This commitment extends to our digital platforms, where we shared valuable childcare information with millions of mothers in the year under review.
ELECTRICALS
The past fiscal year marked another milestone in Haier Thermocool' s journey as Nigeria's most trusted home appliances brand. Against a backdrop of rising energy costs, evolving consumer preferences, and increasing competition, the brand demonstrated strong resilience and strategic agility. Anchored by our purpose - "Always There for You" - Haier Thermocool continued to deliver innovative, energy-efficient solutions tailored to the realities of the Nigerian household. Through consistent investment in product innovation, digital transformation, and impactful marketing, we reinforced our leadership across core product categories while deepening emotional connection with consumers nationwide.
Strategic Product Innovation
As the markets become more fragmented with entrance of many economic and private level brand's innovation remained the cornerstone of our growth strategy, positioning Haier Thermocool as a frontrunner in sustainable technology and energy efficiency. Key introduction to the innovation line during the year includes:
Customer Experience and Retail Expansion Additional 3 showrooms were launched to increase our retail penetration and to deliver delightful retail experience to our customers. Our showroom footprint moved from 66 to 69 with the hope of adding more strategically viable showrooms in the next financial year.
We continue to push ourselves to deliver more efficient and reliable after-sales services through our mobile services and retraining of the technical personnel. With enhanced Digital Connectivity through WhatsApp Customer Support - enabling real-time engagement and after-sales service accessibility for customers nationwide.
Marketing and Brand Building Initiatives
Activation and Collaboration In a bid to maximise brand visibility and consumer engagement, we partnered with the Eko Flavour Cooking Competition, an initiative supported by the Ministry of Agriculture, Lagos State Government. This collaboration provided strategic media exposure and a vibrant experiential platform to showcase Haier Thermocool's range of inverter products, reinforcing our position as the preferred brand for energy-efficient home solutions.
To cushion the impact of increased product prices driven by exchange rate volatility and inflation, we launched a consumer promotion themed "Haier Thermocool Dey For You." The campaign strengthened brand connection through digital amplification, reinforcing our commitment to consumers during challenging times. Additionally, we increased digital marketing investments to engage young, tech-savvy audiences and drive conversion to sales.
Other Marketing Campaigns Energy Efficiency Consumer Education - a nationwide initiative championing awareness of inverter technology and its role in reducing energy consumption and household costs. Through compelling storytelling videos, the campaign highlighted Haier Thermocool' s range of inverter chest freezers, air conditioners, and refrigerators-educating consumers on how our innovative solutions deliver superior performance and significant energy savings, reinforcing our leadership in energy-efficient home appliances.
Operational Excellence Haier Thermocool maintained operational excellence through supply chain optimization, strengthened quality assurance, and improved after-sales service delivery. Employee capability building and technology-driven logistics enhanced product availability and service turnaround times nationwide.
Outlook As we move into the next fiscal year, Haier Thermocool remains focused on deepening its impact through sustainable innovation, digital transformation, and purpose-driven marketing. Our goal is to make energy-efficient living affordable and aspirational for every Nigerian home, while maintaining leadership in quality, trust, and innovation.
Business Model
OUR BRANDS, OUR VALUES OUR MODEL.
Our competitive advantage
Our infrastructure
World-class manufacturing and distribution capabilities in selected geographies
Our financials
Growth in areas that matters in challenging environment
Revenue
40%
2025: 212,634,336
2024: 152,249,309
md/Leting
Invest in multi-channel advertising and marketing campaigns to connect with consumers and build memorable, trusted and well-loved brands.
Adve/tising dnd
All underpinned by our purpose, culture, values, governance and ethics
Our stakeholders
Close working relationships with customers, consumers, suppliers and communities
Sdles dnd dist/ibution
Establish customer partnerships and channels to deliver our products to wherever our shoppers shop.
Our people
Diverse, skilled and passionate employees. Leaders at all levels
T/idl dnd loydlty
Delight consumers through the use of our products.
Our brands
High-quality, trusted and well-loved brands
Our strength is in being multi-local rather than multinational business, with the level of focus, experience and dedication to our priority markets that this brings.
What we do
We are a branded consumer goods business.
Our business model creates shared, sustainable value for all our stakeholders.
FOR THE ENVIRONMENT
Sustainability at the heart of what we do. Sustainable sourcing practices on plastic, paper and palm oil; for better products and reduced carbon emissions, water use and landfill waste; for better operations
FOR INVESTORS
A plan to transform PZ Cussons into a business with a more focused portfolio and stronger brands, delivering sustainable, profitable growth
FOR SOCIETY
Community and charitable initiatives linked to our priority markets
FOR CUSTOMERS
Our retail partners and customers benefit from selling our leading brands
The Value We Create
innovdtion
Obtain insights into current consumer needs and longer-term trends.Through continuous innovation, use these insights to coninuously develop brands and products that consumers want and desire
Insight dnd
mdnufdctu/ing
Service consumer demand by sourcing ethically-responsible raw materials and manufacturing them into high-quality finished products, either in our own world-class facilities or through carefully-selected, trusted third-party supplier relationships
Sou/cing dnd
FOR CONSUMERS
Innovative, high-quality and trusted brands
FOR EMPLOYEES
Engaged teams and relationships, training and development opportunities and a supportive culture and values
Our People
DEVELOPING PEOPLE AT PZ CUSSONS.THE FINANCIAL YEAR WAS A TESTAMENT TO THE UNWAVERING COMMITMENT OF OUR PEOPLE AND ALSO TO OUR PEOPLE. DESPITE THE CHALLENGING SOCIO-ECONOMIC LANDSCAPE, WE REMAINED FOCUSED ON EMPOWERING OUR WORKFORCE TO THRIVE AND DELIVER ON OUR COMMITMENTS TO ALL OUR STAKEHOLDERS.
Our dedication to nurturing internal talent came to life through strategic internal mobility, lateral moves, and well-earned promotions - a clear reflection of our belief in the potential of our employees.
We strengthened our talent pipeline through targeted development programmes from functional training, to leadership workshops. These initiatives blended on-the-job experiences, social learning through coaching and mentoring, and formal learning across classroom, virtual, and hybrid formats, all designed to build capability and resilience. Even in the face of economic pressures that affected purchasing power and morale, our people stood tall. Through timely engagement efforts and quick-win programmes, we ignited intrinsic motivation and sustained performance, proving once again that when we invest in our people, they rise to meet every challenge.
We proudly celebrated our people during International Women's Day in March and International Men's Day in November. Our employee engagement initiatives continued to focus on holistic wellbeing, with Wellness Week offering sessions on financial wellness, mental health, and physical fitness. Energetic Thursday brought vibrant activities to our various sites, boosting morale and reinforcing our commitment to a healthy lifestyle. We closed the year on a high note with our annual end-of-year celebration in December - a cherished tradition that honours our employees and their remarkable efforts throughout the year.
People and Culture
Our people are at the heart of everything we do at PZ Cussons. Our culture is deeply rooted in our core BEST values, and our employees are undeniably our greatest asset - consistently demonstrating excellence in all they do. They are Bold achievers who embody the resilient and Energetic Naija spirit, Striving through tough economic and non-economic conditions throughout this financial year. Despite the tough performance landscape, our employees' passion, grit, and unwavering sense of Togetherness have driven remarkable outcomes. This growth mindset is reflected in our everyday ways of working, where determination and adaptability empower us to deliver even in the most uncommon circumstances.
We proudly celebrate our long-serving employees whose dedicated service to PZ Cussons continues to inspire excellence. In addition, we recognise individuals who consistently embody our BEST values - Bold, Energetic, Striving, and Team-oriented
- by working collaboratively across teams and business units to drive outstanding performance. These recognitions take place monthly and quarterly, reinforcing our commitment to embedding these values into the very fabric of our culture.
Our people-focused strategies have yielded strong results, with our annual employee engagement survey achieving a record 98% participation rate and a 75% engagement score - a 2% increase from the previous year. When benchmarked against the Consumer Industry and PZ Group, there were +4% and +1% improvements respectively which is a strong indication of the positive impact of the various employee engagement initiatives delivered to the workforce throughout FY25.
FEARLESS, PIONEERING AND PASSIONATE, OPEN AND HONEST, TRUE TO OURSELVES AND PROUD OF WHO WE ARE
RAISING THE BAR, PUSHING PERFORMANCE, AIMING HIGH AND ACHIEVING MORE
DYNAMIC AND PROACTIVE, CAPABLE AND FLEXIBLE, EMBRACING CHANGE AND MOVING FAST INTO THE FUTURE
ONE FAMILY, MANY VOICES; SUPPORTED, INCLUDED, RESPECTFUL, EMPOWERED, AND WITH JOY IN WHAT WE DO
People and Culture
At PZ Cussons Nigeria, we have successfully embraced a hybrid work model that aligns with our holistic wellbeing agenda
Our vibrant work culture encourages camaraderie, creativity, collaboration, healthy competition, and meaningful connections. Through engaging initiatives such as our annual Engagement Day, regular town hall meeting, and celebrations of global events like International Men's and Women's Day, we foster a sense of unity and purpose. Our energetic Thursdays are a highlight, where we challenge ourselves to meet our fitness and wellbeing goals together.
Supply Chain
The Supply Chdin function hdve witnessed some imp/essive dnd mode/dte dchievements du/ing the pe/iod unde/ /eview.
Working closely with the Commercial team, the Supply Chain team have done well in unlocking significant operational opportunities through excellent service delivery, margin improvement drives and the flawless execution of projects and other deliverables.
Other significant accomplishments include,
Capacity Expansion of the Pomade Manufacturing Line, thereby effectively meeting the peak season demand without historic stock build-up.
Improved GMP across all manufacturing facilities by standardising factory layouts and accelerating maintenance excellence culture.
Delivering on commitment to people development and employee engagement activities for overall wellness.
The Supply Chain team have remained robust despite being overshadowed by a cloud of accelerated disruption, energy cost inflation, tariff swings, geopolitical conflicts, shifting consumer demands, and regulatory fragmentation.
The procurement team continues to evolve a structured analytical approach, which is essential for the all-important task of procurement planning. The Procurement Localisation Scheme (PLS) aimed at sourcing locally has reduced the dependence on FX liquidity and has reduced the total inventory holding. The multi-sourcing approach has created a number of attractive advantages that seek to mitigate risks while enhancing innovative and competitive supplier relationships.
Our factories across Nigeria have remained focused and reliable,
delivering consistently good quality products through efficient manufacturing and conversion processes. Our infrastructure is robust with ample capacity to meet surging demands and customer expectations. Conformance to Health, Safety and Environmental standards will remain the backbone for a strong Supply Chain. As an ISO certified organisation, we will ensure that we sustain our compliance levels in line with the ISO 9001, ISO 14001 and ISO 45001 standards.
Our distribution network remains strong and agile, ensuring high customer service levels despite the territorial and regional challenges in the various states. All the Distribution Centres, as well as the Regional Distribution Centres continue to support the sales growth strategy through efficient primary and secondary distribution. The distribution team continues to work tirelessly in conjunction with our logistic partners to manage the impact of the high fuel and diesel costs, which skyrocketed towards the end of the financial year, without compromising customer service levels.
As FY26 unwinds, the operations team will continue to adopt agile ways of working, transforming and improving the value chain to further unlock opportunities through margin improvement initiatives, localisation of materials, blend flexibility, and delivery of new products.
STRATEGIC REPORT GOVERNANCE
FINANCIAL STATEMENTS
ADDITIONAL INFORMATION
Sustainability at PZ Cussons Nigeria
IT IS PART OF OUR DNA
ACROSS OUR OPERATIONS, BRANDS, AND PARTNERSHIPS, WE STRIVE TO CREATE LONG-TERM VALUE FOR PEOPLE, COMMUNITIES, AND THE PLANET
At PZ Cussons, our commitment to sustainability is deeply embedded in our identity. Being a force for positive change is not just a strategic priority-it is part of our DNA. Across our operations, brands, and partnerships, we strive to create long-term value for people, communities, and the planet.
PZ Cussons recognises the impact of its operations on both the planet and society. The business is committed to addressing these impacts responsibly and collaboratively working alongside its suppliers, customers, and communities to drive meaningful change.
Our purpose, for everyone, for life, for good, serves as a guiding principle in every decision we make. It ensures we consider the needs of our consumers, customers, communities, employees, and the environment.
To support this purpose, we have developed our ESG framework, as captured in this slogan "better for all". This
framework amplifies our sustainability strategy and empowers every employee to contribute toward achieving our shared goals. This is underpinned by clearly defined kpis and informed by a comprehensive, group-wide materiality assessment that identifies and validates key areas of focus.
Bette/ fo/ dll
ESG framework
Environmental
Action on climate change Circular economy Natural world
Social
Respecting human rights
Inclusive and fair Safe and healthy
Better for all
Better for all
Governance
Doing business the right way
Strong ethics and governance
Engaging effectively
Strong ethics and governance Engaging effectively
Gove/ndnce
At PZ Cussons, strong governance underpins our sustainability strategy. Oversight is provided by the Board of Directors which is responsible for reviewing and monitoring the Company's environmental and social impact strategy, policies, performance metrics, and disclosures.
The Leadership Team is tasked with developing the sustainability strategy and making key operational and investment decisions to support its implementation. This team works in close alignment with the Board of Directors, which approves the strategic direction and ensures accountability at the Board level.
The Sustainability Team plays a central role in evaluating plans and tracking progress against our corporate sustainability KPIs.
It ensures the effective execution of our environmental and social strategy across all business units and locations. The team also manages internal and external sustainability communications and supports the delivery of tailored initiatives at the operational level.
The Sustainability Team through the Sustainability Manager reports to the Leadership Team which in turn reports to the Board. This governance structure is designed to embed sustainability deeply within our business strategy, enhance brand value, and drive operational efficiency.
Decision & Monito/ing
The Board
Oversight & accountability of strategy and performance target
Decision, Colldbo/dtion & Monito/ing
Leadership Team Direction of travel approval, makes operational and investment decisions, corporate KPI's monitoring; full Profit & Loss (P&L) accountability; oversight of internal & external communications; full P&L accountability
Sustainability Governance Committee Oversight of delivery programs, corporate KPI's tracking by functions and sites and best practice sharing, put in place the building blocks to achieve corporate KPI's
Delive/y
Sustainability Working Committee The Committee comprises of dedicated team of employees who are charged with integrating sustainability into our operations and engaging our diverse stakeholder group with the aim of achieving our social and climate related objectives.
Each site and business unit has its own sustainability working committee and their members are drawn from engineering, manufacturing, procurement, marketing, after sale and Technical.
Our behaviours as a business:
This addresses how we behave as a business and the decisions we make, including the way we market and sell our products, management of our supply chain, ES and corporate governance.
FOR GOOD
FOR LIFE | ||
Our impacts on people: This addresses our impact on people, our employee's safety and wellbeing, and the communities that we serve. | Our environmental impacts: This addresses our environmental impacts on the atmosphere through our carbon emissions impact; on the earth through the sourcing decisions we make and the way we manage waste and packaging; and on the oceans through our use of water and the impact of our products |
STRATEGIC REPORT GOVERNANCE
FINANCIAL STATEMENTS
ADDITIONAL INFORMATION
FOR EVERYONE
Our Impact On People
We are committed to understanding and improving our impact on people-focusing on the safety, wellbeing, and development of our employees, as well as supporting the communities we serve.
We are dedicated to delivering high-quality, safe products to our consumers and customers. Ensuring product excellence and consumer safety is a core business priority and an essential part of our commitment to trust and reliability.
We are committed to making a meaningful difference in the lives of our customers, consumers, employees, and the communities we serve. This includes delivering high-quality, safe products, ensuring honest and transparent advertising, prioritizing the health, safety, and wellbeing of our workforce, and actively supporting local community initiatives.
Health & Safety
Our manufacturing sites continue to maintain accreditation to ISO 45001, reflecting our commitment to high standards in occupational health and safety.
In FY25, we made significant progress across our health and safety KPIs, reinforcing a strong safety culture throughout our operations. We have focused on enhancing behavioural safety, as well as improving the reporting and resolution of leading safety indicators. These efforts have helped to sustain our notable performance as we did not record any work-related occupational health incidents neither did, we record any loss time incident
FY25 | FY24 | Change vs Prior year | |
Fatalities | 0 | 0 | 0 |
L TI1/Yr | 0 | 0 | 0 |
L TIFR2 | 0 | 0 | 0 |
AAIFR3 | 0.3 | 0.23 | (0.07) |
LTI defined as Lost Time Incidents. LTI refers to an incident sustained at work that has resulted in the loss of productive work time in the form of absenteeism. This applies when time is lost starting from the next working day.
LTIFR defined as Lost Time Incident Frequency Rate.
AAIFR defined as All Accident Incident Frequency Rate.
Communities
The Business, in partnership with NOTAP, donated state-of-the-art equipment to upgrade the university of Jos chemistry laboratory.
This CSR effort will enhance research capabilities of the university and fosters innovation, benefiting both undergraduate and postgraduate students. The initiative aligns with national goals for science and technology development and sets a benchmark for public-private collaboration in education.
Cussons Baby, through its Hospital Programme and Mother's Empowerment Initiative, equips mothers with essential knowledge on how
to care for their newborns. As part of the initiative, Cussons Baby products were also distributed to support mothers in nurturing their little ones.
In FY25, the programme reached over one million mothers across 2,500 hospitals, with more than 200,000 mothers receiving our products. Additionally, the brand extended support to mothers unable to settle their hospital bills by offsetting the costs, ensuring they could return home with peace of mind.
To kick off the New Year, the Morning Fresh brand partnered with Lagos Bus Services to engage over 600 commuters in a series of fun and interactive activities.
As part of the celebration, participants received free Morning Fresh products and enjoyed complimentary BRT rides, making their start to the year both refreshing and memorable.