Paul Arithi 
WPP Scangroup PLC Group Chief Executive Officer - Akua Brayie Owusu taking shareholders through WPP Scangroup’s financial results for the fiscal year ending 2025.
WPP Scangroup Charts Strategic Reset as it Positions for Recovery and Long-Term Growth;
- A comprehensive restructuring programme and one-off severance charge of KES 176 million weigh on FY 2025 results, with the Group absorbing short-term costs to secure a stronger operational foundation.
- Improved foreign exchange performance and a stronger impairment position deliver a combined year-on-year financial benefit of KES 436 million, partially offsetting the impact of client losses and reduced media spend.
WPP Scangroup PLC (NSE: SCAN), has reported its audited full-year results to 31 December 2025, pointing to a leaner operating model and signalling a strategic push to deepen investment in artificial intelligence.
The Group which is the only listed integrated marketing communications group at the NSE, recorded a loss after tax of KES 714 million for the year, against a loss of KES 507 million in the prior year — a result that, while reflecting the significant headwinds encountered during the period, also captures the full cost of a far-reaching and deliberate strategic transformation that the Board and Management believe is essential to long-term value creation.
The results for the fiscal year under review were primarily driven by a decline in gross profit to KES 1,468 million — a decrease of KES 539 million, or 27%, against the prior year.
This was principally attributable to client losses experienced during the period and reduced media and advertising expenditure from certain clients, reflecting continued pressure on discretionary marketing budgets across the region.
The results also include a one-off severance charge of KES 176 million arising from a restructuring programme implemented to right-size the Group’s cost base and realign its talent structure with current and future client requirements.
Despite the headline loss, the Group achieved meaningful commercial progress during the year. New accounts were secured, the SME client portfolio was expanded, and a significant proportion of the existing client base was retained — affirming the enduring strength of the Group’s core agency relationships.
A growing new business pipeline and a clear focus on client diversification and value-driven service delivery provide tangible grounds for confidence in the periods ahead.
Speaking at today’s results presentation, Group Chief Executive Officer Akua Brayie Owusu said: “We are building WPP Scangroup to be a trusted growth partner for brands in Africa, in the era of AI.
That is our strategic intent, and everything we did in 2025 was in service of that ambition.
She added: Our strategy is anchored on three executional pillars: Relentless Growth, Remarkable Solutions, and a Return to Ruthless Basics.
With over 65% of marketing professionals in East Africa already experimenting with AI tools, the Group’s early and purposeful investment in this space is ahead of the curve.
Platforms such as WPP Open — the Group’s proprietary AI platform — are now central to the Group’s speedy execution, productivity, and creative quality for its clients.
Already in active use across the Group’s agency network, WPP Open powers campaign planning, content generation, audience insights, and performance optimization.
Alongside it, the Group’s proprietary performance dashboard, Obrio, is enabling a shift from output-based reporting to impact-based accountability — giving clients the measurable outcomes they increasingly demand.
As part of its ongoing commitment to building a leaner and more efficient operating model, WPP Scangroup is, with effect from April 2026, transitioning its Tanzania operations from a fixed, in-partnership market access model.o a partnership market access model.
Under the new structure, the Group will continue serving clients through best-in-class local partners, ensuring uninterrupted service delivery while materially reducing fixed operational costs and obligations.
This transition is not a withdrawal from Tanzania — the Group retains its strategic commitment to the market — but reflects a disciplined approach to corporate structure optimization.
The partnership-led model leverages established global and in-country expertise to maintain service quality and long-term market relevance, while freeing management focus and resources toward the Group’s highest-value core business areas.
