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Golden Penny Rewards Dealers at 2026 B2C Dealers and Sales Conference

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“If you go the length and breadth of Nigeria, you will find a Golden Penny product in most households, but we could never have achieved that without our dealers. They work tirelessly every day to ensure our products reach wholesalers, retailers and ultimately Nigerian families. Many of these partnerships have spanned decades, making them far more than commercial relationships. Today’s conference is about recognising that contribution, strengthening those bonds, and preparing to win even bigger together in the year ahead.”

— Mr. Devlin Hainsworth, Managing Director of Golden Penny Foods Limited

  • Unveils new Golden Penny Penne 500g, expanding its premium pasta portfolio

Golden Penny Foods, the iconic brand of Flour Mills of Nigeria (FMN), convened its nationwide dealer network in Lagos on 16 June 2026 for the brand’s annual Dealers Conference, an event that delivered on three fronts: celebrating dealer excellence, launching a new product, and laying out a sharp commercial agenda for the year ahead. Held at the Balmoral Hall, Ikeja, and themed Reset, Rebound, Win Big, the conference brought together leading dealers, key organisation’s spokes persons, management and leadership from across Nigeria for a day of strategy, recognition, and renewed partnership with the brand.

The conference comes at a defining moment for Nigeria’s FMCG sector, shaped by shifting consumer demand, evolving distribution realities, and rising operating costs. Against this backdrop, Golden Penny used the occasion to position itself not merely as a brand that nurtures valuable relationships, but as one that grows with them.

Speaking at the conference, Mr. Devlin Hainsworth, Managing Director of Golden Penny Foods Limited, described the significance of the event for the brand and its dealer network.

“If you go the length and breadth of Nigeria, you will find a Golden Penny product in most households, but we could never have achieved that without our dealers. They work tirelessly every day to ensure our products reach wholesalers, retailers and ultimately Nigerian families. Many of these partnerships have spanned decades, making them far more than commercial relationships. Today’s conference is about recognising that contribution, strengthening those bonds, and preparing to win even bigger together in the year ahead.”

Golden Penny’s leadership team also shared the company’s commercial priorities and growth agenda for the coming year, highlighting Golden Penny’s continued investment in dealer support programmes designed to strengthen route-to-market execution and improve product availability nationwide, Mr. Ademola Adeoye, Sales Director, B2C, Golden Penny Foods noted:

“Over the years we’ve invested heavily behind supporting our distributors and getting to the last mile. We have almost 2,000 secondary sales points across Nigeria attached to our distributors. This year, we’re investing close to about N45 billion behind redistribution infrastructure for our dealers, helping them move products from warehouses to wholesale and retail channels to enable them run profitable businesses representing Flour Mills of Nigeria”

A major highlight of the conference was the unveiling of the all-new Golden Penny Penne 500g, the latest addition to the brand’s premium pasta portfolio. Engineered with a unique ridge texture designed to hold more sauce, the new Penne delivers an explosion of rich flavour in every mouthful: whether tossed in a vibrant stir-fry, paired with a creamy weekday sauce, or simmered in a rich tomato base for special occasions. The product is positioned as an everyday companion for turning ordinary family meals into extraordinary moments of connection.

Speaking on the launch, Mr. Ilyas Kazeem, Director of Marketing – Food, Golden Penny Foods, said the introduction of Penne reflects the brand’s commitment to continuously meeting evolving consumer preferences.

“For over six decades, Golden Penny has remained committed to nourishing families and bringing happiness to Nigerians everyday through quality products. The launch of Golden Penny Penne reflects that promise. As consumer preferences continue to evolve, we remain focused on understanding their needs and bringing innovative, high-quality products to the market.”

The conference also honoured dealers whose performance, loyalty, and resilience have continued to strengthen Golden Penny’s market presence across Nigeria. Winners received a combination of cash prizes, vehicles, and other incentives designed to support their continued growth and success.

In the highly coveted National Core Category, Alh. Idris Saleh Nigeria Limited, represented by Alh. Idris Saleh, emerged as the overall winner, receiving a brand-new 2025 Toyota Hilux and a cash prize of ₦15 million. Fulcrum Golden Heritage, represented by Mrs. Adebayo Rukayat Oladunni, secured second place and was rewarded with a 2025 Toyota Hilux and ₦12 million, while Kay Jay Zenith Limited, represented by Hajia Khadijat Amoo, claimed third place, receiving a 2025 Toyota-Hilux and ₦10 million.

The Rising Star Category, which recognises newer entrants to the dealer network who have demonstrated exceptional commercial momentum, was won by Opeyemi Baking Industry, represented by Alhaja Sanusi Modinat. Kay Jay Zenith Limited placed second, while Fulcrum Golden Heritage rounded out the top three.

Speaking on behalf of the award recipients, Hajia Khadijat Amoo, Chief Executive Officer of Kay Jay Zenith Limited, described the recognition as a testament to the strength of the partnership between Golden Penny and its dealer network.

“This recognition means a great deal to me, and I’m proud to be a key distributor with Flour Mills. Being here today is something everyone wants to participate in. It’s been a very good business, we’ve been with the number one food company in Nigeria and I’m proud to be a part of it.”

The 2026 conference builds on Golden Penny’s tradition of dealer engagement and product innovation, following the successful unveiling of Yumbowl at the 2025 conference. It reaffirms the brand’s identity as one attuned to evolving consumer needs and nutritional trends across Nigeria.
As one of Nigeria’s most endearing FMCG brands, Golden Penny continues to anchor its market presence in the trust, performance, and loyalty of its dealer network, a relationship it regards as foundational to its mission of nourishing Nigerian families with quality, accessible, and affordable food products.

About Golden Penny
Golden Penny is the iconic brand of Flour Mills of Nigeria (FMN), a leading food and agro-allied company in Nigeria. For generations, the Golden Penny brand has been a source of tasty, affordable, and superior-quality nutrition for Nigerian consumers. With a broad product portfolio spanning flour, pasta, noodles, spreads, ball foods, breakfast cereals, edible oils, and more, the brand supports millions of households with food options designed to satisfy their diverse nutritional needs and everyday cravings.

   

About author
Time Nigeria is a modern and general interest Magazine with its Headquarters in Abuja. The Magazine has a remarkable difference in editorial philosophy and goals, it adheres strictly to the ethics of Journalism by using the finest ethos of the profession to promote peace among citizens; identifying and harnessing the nation’s vast resources; celebrating achievements of government agencies, individuals, groups and corporate organizations and above all, repositioning Nigeria for the needed growth and development. Time Nigeria gives emphasis to places and issues that have not been given adequate attention by others. The Magazine is national in outlook and is currently being read and patronized both in print and on our vibrant and active online platform (www.timenigeria.com).
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The Missing Middle of Infrastructure Finance: Why Capital Still Fails to Become Infrastructure

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  By Chidi Nwafor  In October 2023, a Gulf sovereign wealth fund quietly closed a $2 billion allocation to global infrastructure, earmarked in part for emerging-market energy and transport assets. The announcement drew the usual applause: another sign, commentators said, that institutional capital was finally waking up to the infrastructure opportunity in the Global South. Eighteen months later, less than a tenth of that allocation had actually left the fund’s balance sheet. Not because the mandate had changed. Not because the fund had lost appetite. According to two people familiar with the portfolio, the constraint was simpler and more uncomfortable: there were not enough investable projects to put the money into. This is not a story about a reluctant investor. It is a story about capital that wants to move, cannot find enough places willing and able to receive it in a form it can underwrite, and quietly waits instead. Multiply that fund by the hundreds of pension schemes, sovereign wealth vehicles, commercial banks and infrastructure funds now carrying dedicated allocations for emerging-market infrastructure, and a pattern emerges that rarely makes it into a headline: the world is not short of capital for infrastructure. It has capital in historic abundance, sitting adjacent to a historic infrastructure gap, unable to cross the distance between the two. The Comfortable Explanation  The explanation on offer at every major infrastructure summit is a familiar one. Global infrastructure investment needs run into the tens of trillions of dollars over the coming decade; committed capital falls well short; therefore, the problem is one of insufficient funding, and the solution is more of it: more pledges, more blended-finance facilities, more climate funds, more multilateral capital increases. It is a comfortable explanation because it assigns responsibility clearly to governments who under-fund, institutions who under-commit, and it offers a clean remedy: raise more. It is also, on close inspection, not what the evidence shows. Pension funds globally hold trillions in assets under management with explicit infrastructure allocations that remain structurally underweight, not because trustees have rejected the asset class but because deal flow meeting their risk and governance thresholds has not materialised at the pace their mandates assume. Sovereign wealth funds report the same pattern. Commercial banks with dedicated project finance desks describe pipelines that look full at the term-sheet stage and thin dramatically by financial close. Development finance institutions, whose entire purpose is to absorb risk that commercial capital will not, routinely report that their binding constraint is not capital adequacy but the volume of bankable transactions their teams can originate and structure in a given year. None of this fits the scarcity narrative. All of it fits a different one. Availability Is Not Deployability  Capital availability and capital deployability are not the same condition, and the conflation of the two is doing real damage to how the world thinks about the infrastructure gap. Availability asks whether money exists somewhere with a mandate that could, in principle, be pointed at infrastructure. Deployability asks something much narrower and much harder: whether a specific project, at a specific moment, has been engineered, structured, documented and de-risked to the point where an investment committee can approve it without exception. The first condition is met, overwhelmingly, across nearly every category of capital that matters to infrastructure. The second is met by only a small fraction of the projects competing for it. The result is a market that looks, from the outside, like a financing gap, and functions, from the inside, like a conversion problem: an abundance of capital on one side, an abundance of infrastructure need on the other, and an underbuilt set of mechanisms in between capable of turning one into the other at any meaningful scale. Where the Conversion Breaks  The break does not happen at the ends of the process. It happens in the middle, in the unglamorous sequence of work that turns a plausible concept into an instrument a fiduciary can sign. A promising transmission project needs a feasibility study rigorous enough to survive institutional scrutiny rather than optimistic enough to attract early interest. It needs offtake arrangements that hold up under real counterparty and currency risk, not the counterparty risk assumed in a base case. It needs environmental and social documentation calibrated to the standards of the institutions being asked to fund it, not the standards of the jurisdiction hosting it. It needs a legal and commercial structure that allocates risk in ways a commercial lender, not only a development financier, will accept. It needs a sponsor capable of executing what has been proposed, not merely capable of proposing it. Each of these is ordinary project finance discipline. None of it is exotic, and in mature infrastructure markets it happens as a matter of course, absorbed into systems built over decades: specialist advisers, standard-form contracts, established procurement norms, deep pools of transaction expertise. What is missing in the markets where the infrastructure gap is largest is not the standard itself but the machinery that meets it. Projects arrive at investment committees with ambition intact and preparation incomplete, and that gap is treated, again and again, as an individual project’s failure rather than what it actually is: a structural absence in the systems responsible for producing investable transactions at scale. The Missing Middle  This is the Missing Middle of Infrastructure Finance: the institutional architecture that sits between capital that wants to move and infrastructure that needs building, and whose incompleteness explains far more of the global infrastructure gap than any shortfall in committed funds. It consists of project preparation facilities able to fund feasibility and structuring work before commercial viability has been proven. Transaction advisers capable of building deals that satisfy development mandates and commercial return thresholds at once, rather than treating the two as separate constituencies to be managed sequentially. Risk-sharing and guarantee instruments that convert political, regulatory and currency risk into something a commercial balance sheet can underwrite. Aggregation platforms that bundle smaller, individually sub-scale projects into portfolios large enough to justify institutional transaction costs. Standardised documentation that reduces the bespoke legal cost of every new deal. And coordination across ministries, regulators and financiers robust enough that a technically sound project does not die in bureaucratic sequencing after the money has already been found. None of these are new ideas in isolation. What is missing is their assembly into a coherent system, deliberately funded and institutionally accountable, rather than scattered across donor-funded pilots that end when the grant does. The African Dimension  Africa makes this dynamic unusually visible, and consequently offers an unusually clear opportunity to correct it. The continent’s infrastructure financing need, by any measure, is vast. Less understood is that the shortfall is disproportionately one of preparation rather than capital. Nigerian gas-to-power, off-grid solar and mini-grid developers have each demonstrated that individual projects can clear the bankability bar; what has not emerged is systemic pipeline scale, a steady stream of comparably prepared projects large enough to absorb the capital already circling the sector. The pattern repeats, with local variation, from grid infrastructure in East Africa to transport corridors in West Africa. Interested capital is rarely the scarce input. Investment-ready projects are. The Global Comparison  Mature markets solved this problem gradually and mostly invisibly, through decades of institution-building that predates the current infrastructure conversation: specialist project finance units inside banks, standardised PPP frameworks, established regulatory playbooks, deep benches of transaction lawyers and engineers who move between deals rather than between one-off assignments. Emerging and frontier markets are not being asked to meet a lower standard. They are being asked to meet the same standard without having built the same machinery, and then being told, when deals fail to close, that the problem is insufficient funding….
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