PZ Cussons H2 2026 Earnings Report

PZ Cussons EPS Results

• Actual EPS: GBX 4.70
• Consensus EPS: N/A
• Beat/Miss: N/A
• One Year Ago EPS: N/A

PZ Cussons Revenue Results

• Actual Revenue: N/A
• Expected Revenue: N/A
• Beat/Miss: N/A
• YoY Revenue Growth: N/A

PZ Cussons Announcement Details

• Quarter: H2 2026
• Date: 8/6/2026
• Time: Before Market Opens
• Conference Call Date: Thursday, August 6, 2026
• Conference Call Time: 4:30AM ET

PZ Cussons (LON:PZC) manufactures, distributes, markets, and sells baby, beauty, and hygiene products in Europe, the Americas, the Asia Pacific, and Africa. The company offers toiletries, pharmaceuticals, electrical goods, edible oils, fats and spreads, nutritional products, shampoos, body washes, toothpastes, toothbrushes, skin and hair care products, food pouches, cereals, snacks, flavors, and fragrances; beauty soaps, lotions, wipes, creams, shower gels, foam-bursts, bar soaps, deodorants, bath infusions, handwashes, and conditioners; ointments; dishwashing liquids, dishwasher tablets, dishwasher gels, dishwasher capsules, rinse aids, liquid detergents, laundry soaps, and laundry solutions; and cooking and vegetable oils. It also provides refrigerators, freezers, air conditioners, washing machines, microwaves, table and standing cookers, generators, stabilizers, TVs, DVDs, and home theatres. The company sells its products under the Cussons Kids, Rafferty's Garden, Cussons Baby, St.Tropez, Sanctuary Spa, Fudge Professional, Charles Worthington, Fudge Urban, Venus for You, Carex, Imperial Leather, Original Source, Premier Cool, Joy, Childs Farm, Haier Thermocool, Morning Fresh, Bayley's of Bond Street, Canoe, Zip, Robb, Radiant, Mamador, and Devon King's brand names. The company was formerly known as Paterson Zochonis Plc and changed its name to PZ Cussons Plc in 2002. PZ Cussons plc was incorporated in 1884 and is headquartered in Manchester, the United Kingdom.

PZ Cussons H2 2026 Earnings Call Transcript

Key Takeaways

• Positive Sentiment: FY2026 performance strengthened: Revenue rose 5.4% to £541 million, like-for-like growth was 5.8%, and adjusted operating profit increased 24.5% on a comparable basis, lifting the margin to 11%. Growth was reported across all four lead markets and the top 10 brands.
• Positive Sentiment: The balance sheet improved materially. Free cash flow increased to £54.7 million and net debt fell from £112 million to £25 million, with adjusted leverage at 0.7x EBITDA; the board proposed a 2.8% dividend increase and highlighted flexibility for bolt-on acquisitions or further shareholder returns.
• Positive Sentiment: Nigeria delivered 22% revenue growth, while measures to reduce dollar-denominated liabilities cut underlying operating-profit sensitivity to a 100-naira currency move from more than £7 million historically to about £1.5 million. Management also cited improving performance at St. Tropez in North America, Cussons Baby in Indonesia, and Childs Farm’s early U.S. expansion.
• Neutral Sentiment: Management confirmed FY2027 operating-profit expectations of £58 million–£61.2 million and said current trading is in line with expectations, although the prior year included a £5.4 million one-off Nigerian FX gain. The company expects a more balanced first-half/second-half profit split and lower net debt, with Middle East-related cost inflation expected to be largely offset by mitigation actions.
• Negative Sentiment: Performance remains uneven, with soft U.K. growth, lower APAC operating profit, and impairments for the Charles Worthington and Fudge brands. Working capital was a £9 million cash outflow, partly due to building inventory amid geopolitical risks, while increased marketing investment continues to pressure regional margins.

Presentation

[Operator]

Good afternoon all, welcome to today's PZ Cussons full-year results call. My name is Adam, I'll be your operator for today. If you'd like to ask a question at the Q&A portion of today's call, please dial in and press star one on your telephone keypad. I will now hand the floor to Jonathan Myers to begin.

[Jonathan Myers, CEO at PZ Cussons]

Thank you, Adam, good morning, thank you to all of you for calling in to our results presentation for PZ Cussons' financial year ended 31st of May 2026. For those of you viewing the slides as we're presenting this morning, you can see straight away an example of how we built stronger brands last year. Here's us making a splash on Marble Arch about Original Source's tie-up with HYROX. The London leg of this global indoor fitness competition was a perfect opportunity to promote our latest innovation, the Men's Workout Recovery range. Not only were we able to distribute tens of thousands of product samples at the event, we were also able to generate more than 16 million views online. Turning to the agenda for this morning then. I'll start with a brief introduction before handing over to Jan.

[Jonathan Myers, CEO at PZ Cussons]

Some of you will have met Jan already since she joined four months ago, she'll share some reflections from her fresh eyes before getting into an update on our financial performance. I'll then provide a broader update on strategic progress before a chance for you to ask any questions. Without further ado, let's get started. There's no better place to start than a reminder of the investment case we set out at our capital markets event back in February. We have winning portfolios of locally loved brands. They play in our three core categories at our four lead markets. These brands are supported by two other attributes which we also see as a source of competitive advantage. Our go-to-market capabilities and our manufacturing scale and agility. Our portfolio is well-balanced, with each lead market playing its own role in delivering for the group overall.

[Jonathan Myers, CEO at PZ Cussons]

As Jan will cover, our balance sheet has been significantly strengthened, we have set out a clear capital allocation policy. Overall, this gives us confidence in our growth ambition and target of double-digit total shareholder return through the cycle. Put all of this together, along with the actions taken following our strategic review, we are now a more focused and more resilient business. What of FY 2026 then, as we look through the lenses of this investment case and our refreshed strategy? Well, overall, we've seen some early signs of delivery. Performance was broad-based, with growth across all four lead markets and our top 10 brands.

[Jonathan Myers, CEO at PZ Cussons]

Our ability to step up investment in brand-building activity to the highest level in recent years is paying off, supporting growth across the portfolio and enabling us to invest in the development of future innovation and activation plans as we build multi-year growth plans. We have seen a continued reduction in FX risk in Nigeria as our actions have materially reduced sensitivity to future currency fluctuations, along with the ongoing implementation of guardrails that we set out in February. We have a significantly strengthened balance sheet, not least thanks to growth of GBP 12 million in free cash flow. As a result, the board is proposing the resumption of dividend growth, the first increase in four years. Like all companies in our sector, we are of course mindful of the macroeconomic environment in which we're operating.

[Jonathan Myers, CEO at PZ Cussons]

We have started the year in line with our expectations and are pleased to confirm that the outlook for FY 2027 is in line with market expectations. We remain confident that we are well-placed to continue delivering sustainable growth over the long term. With that, I'll hand over to Jan.

[Jan Bramall, CFO at PZ Cussons]

Thanks, Jonathan. Good morning, everyone. It's great to be here presenting my first set of results at PZ Cussons, and I look forward to seeing some of you in person in the roadshow over the coming weeks. For those I haven't met yet, I joined PZ in late March from Severfield, where I was the interim Chief Financial Officer. Before that, I was the CFO at Manchester Airports Group for more than five years. During this period, I oversaw the delivery of major investments and transformation projects, such as Manchester's GBP 1.3 billion investment in Terminal 2, as well as operational efficiencies, technology advancements, and finance transformation. I also led the refinancing and operational response as we navigated through the COVID pandemic, as passengers fell from 60 million down to zero and then back up to 60 million.

[Jan Bramall, CFO at PZ Cussons]

Prior to that, I held a number of senior commercial finance roles in global businesses across Europe and the U.S., having started my career qualifying with PwC, where I worked in corporate finance in M&A lead advisory. Before we get into the numbers, I thought it would be helpful to share some observations from my first few months in the role. PZ Cussons is a brilliant company with a fantastic portfolio of locally loved brands, a number of which have long featured in my own household. I've loved meeting so many colleagues in my first few months, and it's clear that the business is full of brilliant people who are committed to the success of PZ and work hard every day to make it a reality.

[Jan Bramall, CFO at PZ Cussons]

My first trip to Nigeria with Jonathan was in June, and it was brilliant to get under the skin of how the business and the market there works. Understanding the recent financial history of the business and how this was impacted by the devaluation has been top of my list since joining. I am pleased to say that the guardrails that Jonathan and the team have been embedding have greatly reduced potential risk in the future. As I have learned about the business, I see three areas where I want to focus and I feel I can make a difference. Firstly, in supporting the business as we increasingly focus not only on investing in current year brands, campaigns, and innovation, but also planning out over several years.

[Jan Bramall, CFO at PZ Cussons]

This is largely about shifts in mindset and some of the principles of the longer term planning at the infrastructure companies I have worked at.

[Jan Bramall, CFO at PZ Cussons]

Secondly, unrelated, is improving returns. We have been clear with our shareholders what to expect in terms of the financial algorithm. To really drive this, I now want each and every one of our teams to understand the role they play in delivering on our commitments and what it means as they think about investment and required returns, whether that is money spent on TV commercial, a new line in a factory, or an IT systems upgrade. We also need an eye on how that criteria needs to vary depending on the developed or the emerging markets, given the underlying differences in risk characteristics. Third, there are further opportunities for finance simplification. I am a big user of AI myself, and I want the finance team to be embedding these tools into our everyday work in order to free up time to support with value-added decision-making.

[Jan Bramall, CFO at PZ Cussons]

Let us move on to the numbers, where we have had a strong year financially. Starting with the summary financials. Group revenue increased by 5.4% to GBP 541 million, with like-for-like revenue growth of 5.8%. That growth was broad-based, with growth across each of our four lead markets and across our top 10 brands in their respective largest markets. Adjusted operating profit increased to GBP 59.5 million, with the margin improving to 11%. On the more relevant comparison basis, which excludes the contribution from the PZ Wilmar joint venture in both years, adjusted operating profit increased by 24.5%, and margin improved by 170 basis points. Moving further down the P&L, net finance expense reduced significantly, reflecting the strengthening of the balance sheet. Adjusted profit before tax increased to just over GBP 50 million, while adjusted earnings per share decreased to GBP 0.0714. This decrease is driven by two factors.

[Jan Bramall, CFO at PZ Cussons]

Firstly, a high effective tax rate, which as explained at the half year, is due to the post-tax income from PZ Wilmar joint venture no longer being recorded in our operating profit. Secondly, the mix of growth, with Africa’s strong performance driving a proportionally higher minority interest charge, and in particular, as we saw strong growth in electricals in which we have a lower net ownership than elsewhere. Critically, free cash flow improved strongly to GBP 54.7 million, compared with GBP 42.3 million last year, reflecting higher adjusted operating profit and lower cash exceptionals, partly offset by working capital outflow. Net debt reduced significantly from GBP 112 million to GBP 25 million, driven by the improved free cash flow, proceeds from the sale of our 50% stake in PZ Wilmar and the disposal of surplus non-operating assets.

[Jan Bramall, CFO at PZ Cussons]

As a result of the performance in FY 2026 and our confidence in the future, the board has proposed a dividend increase of 2.8%, consistent with our progressive dividend policy. Turning now to revenue. The revenue bridge shows growth across each of the three reporting regions, each of the four lead markets, and in both the developed and the emerging parts of the portfolio. The single largest contribution has again been from growth in Nigeria. Pleasingly, although this was largely inflation driven, we have seen a much more stable economic environment in Nigeria. In fact, the movement in the naira has been favorable, with the red down bar for FX driven by the strengthening of sterling against other currencies. Turning to operating profit, and with the 24.5% growth, I'm pleased with the quality of this delivery.

[Jan Bramall, CFO at PZ Cussons]

We saw growth in both gross profit and reduction in overheads, thanks in part to GBP 8.5 million structural cost savings, allowing us to increase marketing investment by GBP 3.5 million. The GBP 59.5 million operating profit we reported includes GBP 5.4 million of FX gains, as the revaluation of US dollar-denominated liabilities in Nigeria reduced, thanks to the appreciation of the naira. This is a one-off gain in FY 2026, and so I would encourage you to think of our normalized operating profit, from which we will grow in FY 2027, as being closer to GBP 54 million. This slide links the FY 2026 performance back to the financial framework we set out at the Capital Markets event. Over the cycle, we are targeting mid-single digit like-for-like revenue growth with increased marketing investment funded by gross margin expansion and overhead growth limited to be below that of revenue.

[Jan Bramall, CFO at PZ Cussons]

I'm pleased to say that in FY 2026 we delivered against this framework. The result is improved quality of earnings, revenue growth supported by investment, productivity gains funding that investment, and a stronger, more resilient profit base. Looking now at the segments, starting with Europe and Americas. Revenue increased to GBP 200 million with like-for-like revenue growth of 0.9%. In the U.K., our lead market, revenue grew 0.5% to GBP 175 million. We delivered growth across the key washing and bathing brands, Carex, Imperial Leather, Original Source, and Sanctuary Spa, with Sanctuary Spa, the biggest contributor driven by strong Christmas gifting. Outside the U.K., revenue grew 3.8%. Most notably, St. Tropez returned to growth in North America, growing 6.9%, supported by the new operating model and partnership with Amazon. This was offset by some softness in continental Europe.

[Jan Bramall, CFO at PZ Cussons]

Operating profit was broadly flat as improved gross margins and good cost containment offset increases in marketing investment. Turning to APAC. Revenue was GBP 173 million, up 3.9% on a like-for-like basis, but flat on a reported basis, reflecting movements in the Indonesian rupiah and Australian dollar. In ANZ, revenue grew 4% to GBP 91 million, with growth across Morning Fresh, Radiant and Rafferty's Garden. Morning Fresh benefited from strong performance in Auto Dish. Rafferty's Garden grew strongly with early success from its relaunch into New Zealand, and the one-liter Original Source launch provided significant uplift to revenue. Indonesia grew 10.2% to GBP 61 million, driven by Cussons Baby, with improvements in both price mix and volume. The growth was driven by the completion of the phased restaging of the overall brand, and e-commerce remains a major growth driver with strong growth across TikTok Shop and Shopee.

[Jan Bramall, CFO at PZ Cussons]

The reduction in adjusted operating profit reflected increased marketing investment behind Auto Dish and the Cussons Baby restaging, together with the depreciation of the Australian dollar and Indonesian rupiah. Moving to Africa, revenue increased to GBP 168 million with like-for-like revenue growth of 14.7%. Revenue in our Nigerian lead market grew 22% to GBP 133 million, with growth in both price mix and volume. We delivered double-digit growth across the majority of our largest brands, with Stella particularly strong, supported by increased exports and work to extend the purchase period beyond the seasonal peak of the harmattan dry season. Route to market improvements also continue to support performance as we again grew both the quantity and the quality of stores served. Our electricals business grew revenue by over 20%, driven primarily by refrigeration products and continuing to capitalize on the strengths of our exclusive showroom network.

[Jan Bramall, CFO at PZ Cussons]

Adjusted operating profit growth included $4.6 million benefit from the revaluation of US dollar denominated liabilities in Nigeria following the appreciation of the naira, partly offset by significantly increased marketing investment, including support for the Carex launch. Turning now to cash flow and net debt. Net debt reduced by GBP 87 million-GBP 25 million. The big drivers here being the increase in free cash flow and disposal proceeds. Free cash flow was GBP 54.7 million, up GBP 12 million, supported by higher operating profit and less cash exceptionals. The Wilmar disposal proceeds were GBP 47.8 million, with a further GBP 27.6 million associated with surplus asset sales. You remember that in calculating leverage, we exclude the benefit of the cash held within Nigeria of GBP 24.5 million.

[Jan Bramall, CFO at PZ Cussons]

This results in adjusted net debt to EBITDA of 0.7x, so below the 1x-1.5x range set out as part of the capital allocation policy. Taking a step back, the balance sheet has been transformed over recent years with gross debt GBP 174 million lower than three years ago. Related to the reduction in group debt is how our exposure to movements in the naira has materially reduced. A major source of the impact on operating profit has been the intercompany liabilities within Nigeria entity denominated currency other than the naira. As the naira devalued, these liabilities increased in value, reducing our operating profit. The reduction in these liabilities has left us in a much stronger position. Historically, NGN 100 move would have driven more than GBP 7 million impact on operating profit. Today, that sensitivity on underlying operating profit is around GBP 1.5 million, we continue to work to decrease these liabilities, and therefore the P&L sensitivity even further.

[Jan Bramall, CFO at PZ Cussons]

Our capital allocation framework, as set out at the capital markets event, is clear. First, we are targeting adjusted net debt, that is excluding cash held in Nigeria, to the adjusted EBITDA in the range of 1x-1.5x. Second, we have adopted a progressive dividend policy. Third, we will consider bolt-on M&A, and Jonathan will talk shortly about how Childs Farm represents something of a blueprint for what we're looking at. Fourth, cash returns to shareholders will be considered relative to those M&A opportunities. Given year-end adjusted net debt to EBITDA of 0.7x, we now have substantial flexibility within that framework.

[Jan Bramall, CFO at PZ Cussons]

The key message is not that leverage has reduced, it is that stronger cash generation, portfolio simplification, and disciplined capital allocation have put the group in a much better position to invest behind growth, support a progressive dividend, and evaluate additional shareholder returns or M&A where it creates value. Finally, turning to current trading and FY 2027 guidance. As we said in the release this morning, the year has started in line with expectations. Like everyone else in the sector, we are mindful of the impact of the conflict in the Middle East. While there is still a number of unknowns, we have since the start of the crisis, acted swiftly to understand and react to the impact and believe that the large majority of the cost inflation can be offset by mitigating actions already in place.

[Jan Bramall, CFO at PZ Cussons]

As a result, we are comfortable confirming current market expectations for operating profit, which range from GBP 58 million-GBP 61.2 million. The H1, H2 split is expected to be more balanced than it was in FY 2026, where operating profit was skewed more towards H1, given the majority of the FX gains fell in the first half of the year, and the majority of the marketing spend came in the second half. Based on spot rates, we don't currently foresee a material FX impact year-on-year, and we'd expect net debt to be lower again, reflecting continued strong underlying cash generation. Overall, we enter FY 2027 with good underlying momentum, a stronger balance sheet, reduced exposure to the Nigerian FX volatility, and a better funded innovation pipeline.

[Jan Bramall, CFO at PZ Cussons]

While there are external uncertainties to manage, the business is in a stronger position to continue delivering against the strategy and financial framework we have set out. With that, I will hand back to Jonathan.

[Jonathan Myers, CEO at PZ Cussons]

Thanks, Jan. Let me now come on to provide a broader update on progress and performance. Our strategy is focused and disciplined, centered around three core categories, personal, home and baby care, in four lead markets, the U.K., Australia, New Zealand, Nigeria and Indonesia. We have a balanced geographic footprint with around 60% of revenue from developed markets and 40% from emerging markets. In our lead markets, our competitive advantage comes from our locally loved brands, our go-to-market capabilities and manufacturing scale and agility. Our strategy is built on these competitive advantages, which actually we sum up in just 10 words as five priorities. Build brands, serve consumers, reduce complexity, develop people, and grow sustainably. Finally, as Jan has discussed, we are clear on how we will allocate capital to maximize shareholder returns.

[Jonathan Myers, CEO at PZ Cussons]

A clear framework of sharper portfolio choices, stronger execution and disciplined use of cash to drive sustainable long-term value. Now let's take a look at progress we have made against these five priorities. Starting with some examples of how we are building brands and serving consumers. Gifting in the UK has been a clear success, where we've been learning and optimizing our plans each year. Take Sanctuary Spa gifting, where revenue is up more than 70% over the past two years. This has been achieved through improved product offering, optimizing the pricing architecture of the range, including playing at higher price points, and through bigger, better in-store displays and activation. We broadened retailer participation in the program last Christmas, adding seven new customers, and pushed for stronger execution in those retailers already involved. Take Boots, for example.

[Jonathan Myers, CEO at PZ Cussons]

They sold a PZ gift set every 15 seconds in the run-up to Christmas last year. It may surprise some of you as you listen to this with your mind secretly wandering off to the sun lounges you're hoping to secure around the pool in the next couple of weeks. We've actually already started making deliveries of our 2026 Christmas gift sets to retailers' warehouses, and we're well on track to delivering our first million units of the season. Watch this space for more to come as we expand our offering to more brands at more price points and at other gifting occasions through the year. I hope I've given you all some inspiration for your own last minute shopping when it comes to Christmas 2026. Moving from one season to another, let's move to our other highly seasonal business, St. Tropez.

[Jonathan Myers, CEO at PZ Cussons]

In June last year, we announced the decision to retain the brand and embark on a new strategic direction. It's reassuring, therefore, to be able to report that after two years of double-digit decline on St. Tropez North America, our partnership with the Emerson Group is already bearing fruit, with a return to growth of 7% in FY 2026. Emerson scale and expertise in the U.S. stretches across customer management, logistics, and brand activation. When it's coupled with our dedicated multifunctional St. Tropez team of experts in the category, we have confidence that better brand building and stronger execution will unlock the potential we saw in the brand when we made the call to retain it. Take Amazon, for example, which was the first channel Emerson turned their attention to as part of the phased transition of the business from our own operation last year.

[Jonathan Myers, CEO at PZ Cussons]

It was already a growing channel for us. Emerson brought their experience to bear, starting with getting the basics right, improving and optimizing product pages, increasing media efficiency, and aligning promotional activity to Amazon events. As a result, our growth rate more than doubled, and Amazon is now St. Tropez's number one customer in the U.S., not unlike many other premium beauty brands. However, there is no room for complacency. We have more to do in North America and elsewhere. We did not grow in the UK, and have been working hard to improve performance here, especially in the run-up to the peak season. Though not yet reflected in the reported revenue numbers, we have seen sequential improvement in retail sales in the UK as we came into the summer 2026 season, accelerating to reach double-digit growth in the peak season and a return to market share growth.

[Jonathan Myers, CEO at PZ Cussons]

Looking to next year and beyond, we have stronger and bigger innovation for summer 2027. In fact, four times the number of new products, including one patent-pending potential blockbuster launch. We will also have innovation targeted at younger consumers as we seek to rejuvenate the brand and revitalize what it stands for. This includes where consumers see and interact with the brand, hence the U.K. launch on TikTok Shop just last month. It is clearly early days and we are in the phase of testing out what works and what does not. This is an example of how we are pushing the brand into new channels to reach new consumers. With our ANZ business returning to full year revenue growth, it is important to call out the role innovation played alongside expansion beyond the grocery channel and a renewed focus on New Zealand.

[Jonathan Myers, CEO at PZ Cussons]

We are making steady, sustained progress with our entry into the Auto Dish category, taking 160 basis points of share growth in the year, peaking at a 10% share when on promotion where it stopped. As you may know, we are up against some formidable and well-established competition here, but we continue to see significant opportunity given the strength of the Morning Fresh brand in the washing up liquid market, not least fueled by disruptive packaging innovation in that category too. We have also seen a step change in the success of Original Source, getting the basics right to win in Australia, which is a market dominated by larger packs, often with a pump.

[Jonathan Myers, CEO at PZ Cussons]

Hence the launch of our new one liter pump pack has hit the ground running, rather than our previous overreliance on the U.K. preferred 250 ml pack size, often dismissed as a travel size or one for the gym bag by the average Aldi shopper. In Indonesia, we completed the phased restage of our leading Cussons Baby brand, driving sustained market share growth through the year, as well as double-digit revenue growth. We have activated the relaunch brand across all channels, including fast-growing e-commerce and quick commerce. In fact, from our Jakarta factory, enabling us to run at all hours, we are now live streaming from our own studios across TikTok Shop and other social media shopping platforms to reach our busy consumers wherever they are, at work, at home, or stuck in typical Jakarta commuter traffic. Moving to Nigeria now.

[Jonathan Myers, CEO at PZ Cussons]

We have obviously talked at length about the opportunities we see for our business there and our strategy to unlock them. As Oghale set out at the capital markets event in February, we have three main priorities. It starts with growing our core. We are doing this by driving distribution and building stronger brands. Take Morning Fresh, the number one washing up liquid in Nigeria. The Care We Share campaign has challenged household norms with the question, who should wash the dishes? Positioning the brand as an advocate for shared responsibility in the modern Nigerian home and reinforcing the brand's benefit that cleaning the dishes is easier and faster with a product that really performs.

[Jonathan Myers, CEO at PZ Cussons]

Our own campaign was amplified by social media influencers, turning a simple question about household chores into a national conversation, reaching nearly 50 million people and helping elevate the brand beyond just the functional benefits on offer.

[Jonathan Myers, CEO at PZ Cussons]

We're also expanding the categories in which we play. The launch of Carex, increasingly a trusted authority in family hygiene, saw us deliver incremental revenue and win Brand of the Year in the Nigerian Marketing Awards. We continue to make progress delivering growth through exporting to new countries. In FY 2026, we accelerated growth to West and Central African markets, contributing to growth in our Nigerian revenue and in hard currency too. Jan talked about the opportunity for bolt-on M&A in the context of our capital allocation policy. We see Childs Farm as a potential blueprint for this type of M&A, taking a growing founder-led brand on the next leg of its journey. Since our acquisition in 2022, we have created value through leveraging our competitive advantages. We've used innovation and a restage of the brand to strengthen its equity.

[Jonathan Myers, CEO at PZ Cussons]

We've leveraged our go-to-market capabilities to drive distribution and form exciting partnerships. We've insourced production where it makes sense, and otherwise maintained effective arrangements with our third-party manufacturing partners. Alongside the competitive advantage that we can bring, we can also add scale advantage. In fact, the combined savings from organizational and manufacturing integration completed last year are in excess of GBP 4 million. It's also exciting to let you know today that thanks to strong collaboration with the Emerson Group in the U.S., we have recently launched Childs Farm into Walmart. We secured online distribution earlier in the year, and have now opened up in-store distribution over the past few weeks. In fact, such is the support from Walmart in their latest range review, Childs Farm is now on the shelves of every single one of Walmart's 4,600 stores in the U.S.

[Jonathan Myers, CEO at PZ Cussons]

While it's still very early days, and we are quite sanguine that the U.S. will be a challenging market to crack, our partnership with Emerson gives us a strong platform for growth on a brand that we have already proven in the U.K. Early signs from U.S. shoppers and the Walmart buying team are positive, though we recognize the hard work has only just begun. Stepping back, how have we done with the overall acquisition? Well, the brand is now firmly profitable as well as growing, and is on track for a post return on capital employed in excess of our weighted average cost of capital in FY 2027. This, combined with the opportunity in the U.S., reassured us that we made the right call to add Childs Farm to the PZ portfolio back in 2022. Meanwhile, we've also continued to reduce complexity across the business. Firstly, through portfolio simplification.

[Jonathan Myers, CEO at PZ Cussons]

Most significant was the GBP 50+ million disposal of our stake in the non-core PZ Wilmar business. We also exceeded the GBP 20 million-GBP 25 million guidance we communicated for other non-core surplus asset sales, achieving more than GBP 27 million from disposals in Asia and Africa. Secondly, through operational simplification. Consolidating U.K. and European operating models into one set of systems and processes, building a central data warehouse to enhance reporting and analytics capabilities, as well as the consolidation and integration of 33 brand websites, improving the shop window for our brands to consumers around the world, as well as stepping up our cybersecurity measures. In summary, good progress made, but we are not yet done making our business simpler and more focused. We've also made good progress strengthening the organization as we continue to invest in attracting and retaining the best people across the business to drive performance.

[Jonathan Myers, CEO at PZ Cussons]

In FY 2026, our global engagement survey secured a 97% participation rate, itself an indication of an engaged organization. Overall, the survey generated an 83% global engagement score, well ahead of all industry and specific consumer sector benchmarks. To consolidate on this strong foundation, we've launched a renewed employee value proposition, Dare, Discover, Do, as we strive to attract great talent and create a stronger performance culture in the business. Of course, sustainability remains critical as we grow our brands, whether that's for our employees, our consumers, or other stakeholders. We're making tangible progress on reducing our carbon footprint, with a 73% reduction in scope 1 and 2 emissions versus 2021, and securing an A- in the well-established and industry-recognized Carbon Disclosure Project scoring system in 2025. We are also reducing plastic intensity, for example, through bigger pack formats, continuing to improve the consumer experience and value on offer.

[Jonathan Myers, CEO at PZ Cussons]

We know some challenges require more coordinated, broader interventions. We're working through cross-industry collaborations to help transform the infrastructure around us. We were proud to join forces with our industry peers as a founding signatory for the U.K. Packaging Pact, an initiative to transform packaging and promote circularity, reuse, and sustainability. For us, sustainability is central to our growth and remains critical to our long-term success. Now, let me sum up. Our renewed strategy is starting to translate into delivery. We have so much more to do, but we take reassurance from the early signs of progress. FY 2026 was a strong year in terms of performance, with gross growth across all lead markets and our top 10 brands. Increased brand investment supported our growth in FY 2026 and planted seeds for sustained growth in future years.

[Jonathan Myers, CEO at PZ Cussons]

In Nigeria, we have navigated significant external challenges and are now implementing effective guardrails to reduce FX risk and sensitivity, leading us to focus on driving well-established brands in a market with significant opportunity. Our balance sheet is in good shape, allowing us to invest in the business, renew dividend growth, and give us the option for bolt-on M&A in the future. We have started FY 2027 in line with our expectations, despite the obvious macroeconomic uncertainties that we are all well aware of. As I pause for a moment to assess the bigger picture, reassured by our renewed momentum and informed by our refreshed strategy, I am confident that PZ Cussons is well-placed to deliver sustainable growth over the coming years. With that, we'd be delighted to take your questions. I'll pass over to Adam.

[Operator]

Thank you. As a reminder, if you'd like to ask a question on today's call, please dial in and use the dial-in details to the left of the slide and press star followed by one on your telephone keypad once you are connected. Star followed by one. We take our first question today from Matthew Webb at Investec. Matthew, please go ahead. Your line is open.

[Matthew Webb, Analyst at Investec]

Hi. Good morning, everyone. Can I just start off by asking about St. Tropez and Childs Farm in the U.S.? Clearly, very encouraging to see St. Tropez back into growth, in the U.S. and the Childs Farm opportunity with Emerson sounds very encouraging as well. Can you just remind us of what the economics of your relationship with Emerson look like? I suppose what I'm getting at really is, presumably you effectively share the economics of the brand with them and, if this does turn out to be a significant success and revenue growth driver, is that going to be diluted to the margin? How does that work? That's my first question, please.

[Jonathan Myers, CEO at PZ Cussons]

Morning, Matthew. Thanks for the question. You're absolutely right. We're really pleased with the progress we've seen in North America as we've transitioned our St. Tropez and now Childs Farm activation and distribution to Emerson. The good news is they have worked really quickly to get St. Tropez back to growth with, as we saw Amazon, doubling the growth rate. Also as we look to expand and potentially broaden our distribution footprint beyond the historic footprint where we have concentrated. That move is informed by really us working with Emerson to understand where the shopper for St. Tropez is now shopping. The reality is they are broadening the channels at which they're shopping, not just to Amazon, but other places where historically we may not have been distributed. We still see good runway for future growth combined with innovation.

[Jonathan Myers, CEO at PZ Cussons]

Now, of course, with Childs Farm in Walmart, it was already on Amazon. With Childs Farm in Walmart, we have high hopes for long-term sustained growth, but it's really early days. Literally, we've been on shelf for weeks. At the moment, we work with Emerson both as a highly effective logistics distribution company, a very effective customer management operation, but also in brand activation. That could be social media activation, that could be media planning, that could be other PR activity that we choose to do. Without going into all the details, because I'm sure you wouldn't expect me to, we ensure that they are suitably incentivized to absolutely hit it out of the park, as the Americans might say, but ensure that we also protect our gross margins.

[Jonathan Myers, CEO at PZ Cussons]

I can assure you that we are quite comfortable with the value creation that we have for ourselves as well as the opportunity for Emerson. Actually, we're in a position where all they want to do and all we want to do is drive really accelerated growth for a sustained period to come.

[Matthew Webb, Analyst at Investec]

Excellent. That's great to hear. Second question on Nigeria, where I think that clearly the overall economic environment has improved and inflation is moderating, but I see is still at quite a high rate. I just wonder what your pricing strategy is in Nigeria at the moment. Should we continue to expect fairly regular price increases? What sort of average price increase do you think that you might be looking to take in that market over the next 12 months, say?

[Jonathan Myers, CEO at PZ Cussons]

Yeah. Very good question. Obviously, we are reassured by the more benign environment that we have experienced in terms of FX in Nigeria, and we've navigated obviously quite a lot of volatility over the last two or three years, as well as put in place some guardrails to protect us against ongoing FX devaluation, if that rears its head again. Inflation obviously is more of a common reality in emerging markets. Current inflation's running at about 15%. We have said, as we set out back in February, that we intend to grow our revenues low single digit above inflation, and obviously from the numbers that Jan took you through just now, you can see that we were able to do that in FY 2026. We are absolutely looking carefully, though, at maintaining our volume performance as well as protecting our margin integrity.

[Jonathan Myers, CEO at PZ Cussons]

That is an important balance that we want to get right as we look at FY 2027. We were already anniversaring, if you'll excuse the ugly word, a lot of pricing in the first half of last year. We are being very judicious and forensic in our analysis of how we unlock future price so that we make sure that we don't price ourselves out of our competitive set. We're very clear what we want to achieve in the long term, and we have our hand very firmly on the tiller in the short term to ensure that the pricing we need to take, we do, but that we don't price ourselves beyond the position of competitiveness versus some of the other players in the market.

[Matthew Webb, Analyst at Investec]

Got it. Thank you. Sorry, final question. On Indonesia, sounds like the sort of multistage relaunch of, or repositioning of, or refreshing, whatever we want to call it, of Cussons Baby, is now pretty much done. I just wonder what's next. Are there plans, whether it's expanding that brand into adjacent categories, whether it's thinking about other possible brands for that market? What's the plan going to look like over the next year or so?

[Jonathan Myers, CEO at PZ Cussons]

A great question, Matthew, because that is exactly the question that we have been working to answer for the last 18-24 months. Right? To some degree, it's all of the above, but I don't want you to think that's a lack of prioritization. There's no doubt job 1 is strengthening our core. Indeed, we have finished that phased restage. That was literally changing packaging on the very significant number of SKUs that we have in the market that takes quite some time to get through, particularly given some of the long supply chain to East Indonesia and some of the more distant islands.

[Jonathan Myers, CEO at PZ Cussons]

The good news is, as that started hitting the shelves through the last 12 months, we saw a return to share growth that we have sustained through the full year, and that's what's underpinning the double-digit revenue growth on Cussons Baby. We need to carry on investing in that brand and ensuring it's turning up in a way in which it can win in all channels, traditional trade, modern trade, or very importantly now, particularly in the cities, in e-commerce. We've given you a few facts to prove that we are making some progress there. We now need to get on with activating, continually recruiting new parents. That is the nature of the category. To some extent, the job is never done on the core.

[Jonathan Myers, CEO at PZ Cussons]

Absolutely, our job is then to push up in terms of some of our price tiers in which we operate on Cussons Baby and the launch of SlumberTime and Cuddle Calm, where we took SlumberTime from Childs Farm to put on as Cuddle Calm technology for Cussons Baby. That was an example of how we started to nudge up pricing as we moved up the tiers, if you like, from good to better. We also know that we want to play with a second and possibly third brand in Indonesia. We have activation already in place where Original Source is beginning to get expanded into more distribution points in the modern trade. We're looking at another brand that we will have relaunched and repositioned by the end of FY 2027. Watch this space.

[Matthew Webb, Analyst at Investec]

Excellent. Thanks, Jonathan. That's all from me.

[Operator]

The next question comes from Damian McNeela of Deutsche Bank. Damian, your line is open. Please go ahead.

[Damian McNeela, Analyst at Deutsche Bank]

Thank you. Morning, Jonathan. Morning, Jan. Jonathan, thank you for the reminder or heads up about Christmas shopping already. That's always welcome in August. A couple for me, please. Jan, in your opening remarks, you talked about you want to bring a focus on improving returns. I was just wondering, can you provide a bit of a sense of how you look at returns? Are you talking about operating margins or are you talking sort of ROIC type, ROIC focus? Is my first question. Second question is on Auto Dish in Australia. You've clearly made some good progress in market share gains. I was just wondering, though, how competitive is that category and what are the medium term outlooks for Morning Fresh Auto Dish? Will you continue to need to invest at that level to keep the brand growing?

[Damian McNeela, Analyst at Deutsche Bank]

Last one is on Childs Farm in the U.S. Can you just give us some context to what the competitive backdrop for the brand looks like, whether they're similar products or doing something like we would see in the U.K. or are there brands like Childs Farm available out there?

[Jonathan Myers, CEO at PZ Cussons]

Jan, you want to first answer the first one?

[Jan Bramall, CFO at PZ Cussons]

Yes.

[Jonathan Myers, CEO at PZ Cussons]

I'll give the second to you.

[Jan Bramall, CFO at PZ Cussons]

Perfect. I think to answer your question about whether I'm thinking ROIC or operating margins, actually both. The business has been focused on prioritizing investment and looking at the benefits across each of the regions, and really it's just improving on that. Whether it's those capital investments and really building some discipline around hurdle rates, understanding the risk and reward in those areas, or whether it's our marketing investment and where we're looking at new product development or product activation and really thinking about the returns and the risk and where we will make best use of our investments.

[Jonathan Myers, CEO at PZ Cussons]

Let me pick up on your other couple of questions. Oh, sorry, Damian. Go on, Damian.

[Damian McNeela, Analyst at Deutsche Bank]

No, I was just going to ask a follow-up for Jan. I just wonder, do we think in time, PZs will provide a sort of a ROIC target for the business?

[Jan Bramall, CFO at PZ Cussons]

Maybe in time. It's a bit early days. I will certainly be looking at it.

[Damian McNeela, Analyst at Deutsche Bank]

Yeah. Okay. Thank you.

[Jonathan Myers, CEO at PZ Cussons]

Damian, just to reassure you, internet searches for Christmas gift sets start in September. We're not that early mentioning it now in the beginning of August. Anyway, put that to one side. Right. Auto Dish. Wow, what a competitive category in Australia. The number one brand has a larger share in Australia than the number one brand in the U.K., to give you an idea why I mentioned that there's a well-established and formidable competitor. Right? They don't have the Morning Fresh equity in manual that we have, and nor do they necessarily have the depth of household penetration that we have with our very strong market share. Obviously, Morning Fresh is broadly half the washing up liquid market. We absolutely are proving that we have a right to play and a right to win, but we're also brutally realistic that it will take time.

[Jonathan Myers, CEO at PZ Cussons]

We have taken our time, but we are glad that we have, because we are now seeing the growth that we've reported this morning in terms of share performance, and particularly when we get strong in-store support behind it. We're in it for the long term. It's not going to be a sprint, but we absolutely see a value in us driving our exposure to the business. The biggest opportunity for us is going to be adding additional SKUs to the range. We have quite a tight SKU today. Over the last few months, we've been looking at what's the right pack size, what's the right number of capsules to have in the pack to win at a certain price point. Then growing the number of distribution points.

[Jonathan Myers, CEO at PZ Cussons]

In a sense, the good news is that we're not yet in full distribution in Australia. Therefore, we have quite a lot of runway still to go as we start ticking off more of the major retailers which still represent white space for us. That's important because the reality is that in value terms over the last five years, the Auto Dish category has been growing faster than the manual category. We still want to grow our manual share. There's no reason that we shouldn't be striving to get a 60% or a 65% share, but actually also driving exposure to Auto Dish and accepting it's going to be a long-term investment game, but with acceptable gross margins, I can reassure you of that. We're totally in it for the long term, and we see lots of upside still to go for.

[Jonathan Myers, CEO at PZ Cussons]

That's the answer on Auto Dish in Australia. Let me just touch on the baby and kids categories in the U.S. I was over about three weeks ago, actually walking the stores, and we walked many stores with the executives of the Emerson Group to really see how they're doing with St. Tropez and Childs Farm and to make sure I could kind of kick the tires on what they were doing for us, and also see what the market's doing. The reality is, even though the category is reasonably well-developed in the U.S., it is not well-developed in the underserved or overlooked niche of real sensitive needs skincare, but delivered in a fun and enjoyable, colorful, maybe even quirky way, rather than overly clinical or very much the boring white packaging that you would predict in a kind of a pharmacy channel.

[Jonathan Myers, CEO at PZ Cussons]

Actually, we think that the fun believably kind positioning, excuse the cheesy word there, but the fun believably kind positioning of Childs Farm has lots of potential in the U.S. That's one of the reasons why the Walmart buyer has got behind it. Now, as I said, we're very sanguine about the challenge. It'll be a bit like Auto Dish in Australia. We will have to earn our distribution, we will have to defend that distribution, and then over time, potentially expand it. But our job right now is to get out recruiting new parents in the U.S. who are concerned about their kids having sensitive skin, but also want to have some fun at bath time. That's really what we're setting about doing right now.

[Damian McNeela, Analyst at Deutsche Bank]

Okay. Thank you. Very clear.

[Jonathan Myers, CEO at PZ Cussons]

Very good.

[Operator]

As a reminder, if you'd like to ask a question on today's call, please use the dial-in details to the left of the slides and press star followed by one once you are connected. The next question comes from Sahill Shan from Singer Capital Markets. Sahill, your line is open. Please go ahead.

[Sahill Shan, Analyst at Singer Capital Markets]

Thank you. Morning, everybody. I've got a few questions. I'm going to sort of do these one by one, if that's okay. Jan, for you, very interesting slide on Nigerian liabilities. For the simpleton like me, could you just explain these intercompany liabilities and the drop from GBP 140 million-GBP 30 million? Where's that drop coming from, and how should we be looking at this going forward?

[Jan Bramall, CFO at PZ Cussons]

Yes. Okay. There are a number of different things within those dollar liabilities, from intercompany recharges to the actual liabilities within the company, from its cost of sales, quasi equity loans, and a number of different elements. What we've been doing over the past two, and made significant progress over the last year, is reducing those dollar liabilities that are held in the Nigerian business. If there were to be a devaluation in those dollar liabilities, then effectively that increases the cost of sales in the local business, which hits our operating profit. Roughly speaking now, if there were 100 NGN movement on that $30 million liability, that would give us a GBP 1.5 million hit to our P&L. It's a number of different elements as well as kind of settling loans and all of those things to remove those liabilities.

[Sahill Shan, Analyst at Singer Capital Markets]

Thank you. Second question is around marketing spend. I think I read or heard it is up 10% year-over-year. I noticed U.K. growth was still soft and the main driver seems to be two brands in there. What gives you confidence that incremental spend is converting into U.K. growth next year rather than just defending market share?

[Jonathan Myers, CEO at PZ Cussons]

What I pick it up, you are absolutely right. We grew marketing spend double-digits. We have invested at record levels for recent years. I think it is worth absolutely noting, not only was that trying to ensure that where we were confident of a return investment, that we were investing at sufficient levels to be competitive, and that varies by given categories and countries. We were also investing what we call incubator funds into planting seeds for future growth as we were developing, maybe new campaigns that we are activating this year or even more importantly, new innovation that we are qualifying to bring as we look out one year, two years, or even three years. Our marketing money needs to work for us in more than just being able to deliver in-year.

[Jonathan Myers, CEO at PZ Cussons]

If I just look at the European numbers and within that the U.K., but allow me just to concentrate a little bit on Europe, including the U.K. We absolutely saw growth in our washing and bathing. We absolutely saw growth overall. However, there were two areas where we did not see growth. Some of that was intentional and some of that was faster than anticipated, requiring us to take some interventions. Where it was intentional is where we have pulled back on some smaller markets in Europe, as we have done, by the way, in Southeast Asia as well, where the business was either unprofitable or not very profitable. Equally, we have also pulled back on some of our smaller brands, which is the opposite of focusing on the lead markets and the top 10 brands. Obviously, that can lead to a conscious deprioritization in other places.

[Jonathan Myers, CEO at PZ Cussons]

What that has meant, that in some places we have seen either some trimmed distribution or we may have seen very strong shipments in year one where we got new distribution and we obviously did not have that pipeline effect in year two. What it does mean is that we need to sharpen our pencil on some of our tail brands and make sure we are all over protecting, that if they are going to decline and we are okay with that, then we do that in a forecast and managed way. If we are not okay with it, and there are some where we are not okay, right, guys, what are we going to do to get motoring again? That is very much what we are working on, but we do not want that work to distract from absolutely growing the core, which is the biggest brands in our lead markets.

[Jonathan Myers, CEO at PZ Cussons]

That's why it's a quid pro quo of growth in four lead markets and top 10 brands that there will be some casualties. We just need to make sure they're not unintended casualties, that's where we are, as I say, doing some work.

[Sahill Shan, Analyst at Singer Capital Markets]

Yeah. Can I just follow up on that, Jonathan, if it's okay? Is there any way you can disaggregate how the top 10 brands performed in the U.K.? Because I see that not half a % growth in the U.K., I'm just thinking that's a soft number. Then you talk about market share gains. I'm just trying to reconcile that.

[Jonathan Myers, CEO at PZ Cussons]

Well, I'm very happy to do some disaggregation with you after the event, Sahill, when we get to catch up.

[Sahill Shan, Analyst at Singer Capital Markets]

Yeah.

[Jonathan Myers, CEO at PZ Cussons]

Essentially what we've got is very competitive markets where we are growing revenue, we also need to try and make sure we're maintaining healthy volumes as well. The reality is we're up against some very significant competitors in wash and bathing in the U.K., some of whom may have either more price-led strategies or more volume-led strategies. We're making sure that our plans are sufficient to win against them whilst delivering our financial ambitions. What really matters is, are we growing our biggest brands in our biggest markets? The answer is yes. We're very happy to follow up with you afterwards on maybe some of the moving parts.

[Sahill Shan, Analyst at Singer Capital Markets]

Okay. My next question is slightly related to this. Again, marketing spend has increased. I understand the rationale for that. There's been a bit of FX headwind in the Asia-Pacific as well. When I look at margins both in U.K., Europe, and Americas and out in Asia-Pacific, they're either flat or they sort of come down. How should we be thinking about margins going forward? Is the U.K. likely to sort of drift even further as you invest more? As far as Asia-Pacific is concerned, what's the guidance? What's the thinking? Is there any chance of them inflecting in 2027?

[Jonathan Myers, CEO at PZ Cussons]

There are a few ways to tackle that one, Sahill. If I take a step back, one of the really important deliverables from last year that we set out to achieve was a significant reduction in our cost base. As you see, we have reported a GBP 8.5 million savings number. Most of that fell in the center. There were other savings elsewhere in the regions, but much of that was reinvested in other ways, sometimes in sharpening our capabilities as well. What the savings in the center enabled us to do was to then spend the marketing investment in the regional P&Ls. That's why you see some of the pressure on the regional P&L, the operating margins that you're referring to, whereas at the group level, we were able to grow overall operating margin.

[Jonathan Myers, CEO at PZ Cussons]

There's a slight dynamic there going on between intentional and very rigorous savings discipline and cost discipline in the center enabling us to get on the front foot in the markets. That's one where I'd ask you to see the numbers in the aggregate rather than necessarily across the region by region P&L. Having said that, our absolute intention is that over time, our regions are going to grow their margins because they are ultimately driving volume and improving their gross margin. If we get both of those right, we'll have enough oxygen in the P&L to invest in marketing and still flow to operating margin, and we'll always keep a careful eye on cost discipline in the center as well.

[Sahill Shan, Analyst at Singer Capital Markets]

Okay. Thank you for that. I'll pick it up with you later as well. The next question is around the writedowns in Charles Worthington and Fudge. Underperforming categories by the sounds of it. Are they now both subscale distractions that you'd consider exiting or divesting?

[Jan Bramall, CFO at PZ Cussons]

I think, as you say, we've had to actually impair those brands because the growth isn't what we needed it to be. As Jonathan actually said, we need to now look, should we be investing in those brands or is it acceptable for them to be relatively flat where we focus on our top 10 brands or our top key brands in those markets? Obviously we didn't want to kind of see that performance. Yeah, we're looking at some of those areas.

[Sahill Shan, Analyst at Singer Capital Markets]

Got it. Okay.

[Jonathan Myers, CEO at PZ Cussons]

Perhaps if I could-- Oops. Sorry, Shan. We're right at the limit of time. If you've got one last quick one, I've got one-

[Sahill Shan, Analyst at Singer Capital Markets]

Yeah, final one. Sorry.

[Jonathan Myers, CEO at PZ Cussons]

I think four o'clock.

[Sahill Shan, Analyst at Singer Capital Markets]

Just being a bit anal here. There is a significant working capital swing outflow. Just a bit of color on that would be helpful.

[Jan Bramall, CFO at PZ Cussons]

Yeah. It is a combination of two things. One is actually the debt in Australia last year. We had some cash inflows on some financing of the debt. A lot of it is just getting ahead on purchases because of the impact of Iran, so really trying to protect the inventory there. That was the other main element of the GBP nine million outflow that you will be referring to.

[Jonathan Myers, CEO at PZ Cussons]

Very well said, Jan. Perhaps if I can wrap it up. We are just over the hour. I want to thank you all for joining today. I know we will have some conversations with some of you in the coming days, and we look forward to those. We will update you on progress as we see appropriate through the year, we look forward to doing that. Meanwhile, I am sure many of you are off on summer holiday. I wish you a lovely holiday, and as you dash to the airport, please pick up Childs Farm sun care for you and the kids and help our revenues. Thank you very much.

[Operator]

This concludes today's call. Thank you very much for your attendance. You may now disconnect your line.

Participants

Executives

• Jonathan Myers, CEO
• Jan Bramall, CFO

Analysts

• Matthew Webb, Analyst at Investec
• Damian McNeela, Analyst at Deutsche Bank
• Sahill Shan, Analyst at Singer Capital Markets