Myer Holdings Limited · ASX:MYR
Myer — Investor Day (May 2025)
117 slides from Myer's investor day presentation, May 28, 2025
Slide 1: Investor Strategy Day
Investor Strategy Day Presentation 28 May 2025 MyerGroup
Slide 2: Objectives of Myer Investor Day
Objectives of Myer Investor Day An overview of Sharing our where we are ambition and our today strategy to get there Qo iii <3 r XN Insight into our An opportunity to An opportunity to strategic pillars meet our set out KPIs and and specific leadership team track our progress initiatives MyerGroup I
Slide 3: Myer Group Today & Tomorrow
Ol Myer Group Today & Tomorrow Olivia Wirth, Executive Chair MyerGroup
Slide 4: Myer Group Today: A unique and scaled retail platform
Myer Group Today: A unique and scaled retail platform (50) Myer department stores @ Apparel Brands stores 6 SBMDL stores Online eee. = Online (Marketplace) (z) MYER one loyalty program ¢ MyerGroup ———_- MYER Specialty Brands’ _————. Apparel Brands. —————_ Myer Exclusive National . Brands! Brands por
Slide 5: Myer Group's ambition is to build a retail engine
Myer Group's ambition is to build a retail engine unmatched in Australia, powered by a deep understanding of our customers, to deliver sustained TSR and earnings growth throughout economic cycles MyerGroup
Slide 6: Myer Group Tomorrow: Significant progress made
Myer Group Tomorrow: Significant progress made, and the building blocks are in place to drive sustainable growth over the next 3 to 5 years To antl Build advantage Drive growth @) Resetting the base 6 Investor Strategy Day - May 2025 MyerGroup
Slide 7: Myer Tomorrow: Execution is already underway
Myer Tomorrow: Execution is already underway Resetting the Base — our achievements over the last 12 months ¥Y Completed comprehensive strategic review Y Transformational combination with Apparel Brands v Strong balance sheet and financial framework vY Executive leadership team in place, with deep ex
Slide 8: Myer Group's executive team leading the journey
Myer Group’s executive team leading the journey bring deep retail expertise 4 9 q/ J ay Olivia Wirth Kathy Karabatsas Megan Collins Geoff Ikin Mark Medwell Executive Chair Group Chief Financial Chief People Officer Chief Customer Chief Information Officer Officer Officer £ ) Josh Molloy Teresa Rendo
Slide 9: Our people are our biggest asset
Our people are our biggest asset Key statistics Our high-quality team are achie ecord levels of in-store customer satisfaction (ii) 14,300+ Myer Group store team members! 95% Average weekly Myer team engagement via M-Metrics (YTD) *) 229k roe Customer surveys delivered directly to Myer team members
Slide 10: Our strategy is enabled by a strengthened balance sheet
Our strategy is enabled by a strengthened balance sheet New $150 million facility with CBA and NAB providing ample flexibility and delivering $11 million in annual interest cost savings Myer Group WALE of 5.4 years, combining Myer WALE of 8.0 years and Apparel Brands WALE of 2.1 years $301m pro form
Slide 11: Our market-leading loyalty program is a highly strategic asset
Our market-leading loyalty program is a highly strategic asset with enormous potential to drive a powerful flywheel effect vY Market leading program with 4.6 million active members! “Neyo Active members! Y Highly valued by our customers - a MYER one member spends 2.8 times more than a non-member Gro
Slide 12: Our comprehensive strategic review has helped us define where to play and how to win
Our comprehensive strategic review has helped us to clearly define ‘where to play and ‘how to win Where to play How to win Strategic review is complete We have a clear strategic path Our target markets and Our strategy to drive growth customer demographics in the next 3 to 5 years 12 Investor Strate
Slide 13: Where to play: Myer Group participates in five core retail markets
Where to play: Myer Group participates in five core retail markets Market size Market growth (2023A-28F) Myer Group market position Myer Group sales (FY24)! 13 Womenswear $13.1bn 41% Qnd $1.7bn! Menswear $9.2bn 3.9% 6.6% 3.2% 4.4% Qnd 9nd 5th gra $0.8bn $0.7bn $0.3bn $0.6bn Investor Strategy Day - M
Slide 14: Where to play: We have a strong customer base
Where to play: We have a strong customer base but there’s room to grow, particularly in the under 30s demographic % of Myer sales Shopping needs 14 16 to 30 years 20% Fashion forward and trend conscious Seek an engaging experience ORS 31 to 43 years 29% Value quality and brand reputation Prefer a mo
Slide 15: How to win: strategy centred around our connected customer
How to win: We have developed a strategy centred around our connected customer and leveraging our unique assets A data-powered retail platform that knows our customers better than anyone, driving a loyalty cycle by delivering what they need, when they need it A seamless and engaging shopping experie
Slide 16: The balanced scorecard we will use to measure our success
The balanced scorecard we will use to measure our success c S To build a retail engine unmatched in Australia, powered by a deep understanding of our customers, ee} + . . . g to deliver sustained TSR and earnings growth throughout economic cycles ° a \AI/ 5 b a ; WwW 2 3 3 Customer & Loyalty Product
Slide 17: Why invest in Myer Group?
Significantly enhanced scale - second largest apparel retailer in Australia’ Profitability focused - over $4 billion in FY24 pro forma sales with significant margin potential Unique and complementary assets - iconic brand, unrivalled omni- channel network and loyalty assets Significant transformatio
Slide 18: Customer & Loyalty
18 O2 Customer & Loyalty Geoff Ikin, Investor Strategy Day- May 2025 tomer Officer MyerGroup
Slide 19: MYER one sets the benchmark for retail loyalty programs in Australia
MYER one sets the benchmark for retail loyalty programs in Australia Active members| New customer applications in FY25F (of which 55% are aged under 35) Sales from members (tag rate) Spend of a member vs. non-member Average categories cross-shopped Investor Strategy Day- May 2025 Sarah Davies 2097 M
Slide 20: Augmented by partnerships that deliver more value
Augmented by partnerships that deliver more value to our members and expand our reach 20 More ways to reward in our ecosystem through unique Pay with Points partnerships Commonwealth Y AMERICAN J Bank australia EXPRESS Expanding our reach to provide value via cardmember offers within our partners ec
Slide 21: MYER one delivers significant breadth and depth of customer data
MYER one delivers significant breadth and depth of customer data MYER one Partner & third-party Analytics Customer data 3 p Seyremeeh exer ser an share watat _ 0 ~ © & & ey Fxg) ( Profile Age and Tenure @ External spend and market share Likelihood to Predicted Lapsing Share of Wallet gender 4 insigh
Slide 22: Loyalty generates a powerful flywheel effect
Loyalty generates a powerful flywheel effect, driving growth and sustainable returns Engage with active member base through personalised New active members offers to increase frequency and quality of engagement (1) Expand MYER one reach and grow active members to drive the flywheel Enrich the experi
Slide 23: Evolving MYER one into an experience-based platform
Evolving MYER one into an experience-based platform with unique rewards Today Spend based program focused on Myer Reward and benefits are outdated and misaligned to spend, limited ability to change given technology limitations Myer-centric environment for earning credits and using vouchers Broad bas
Slide 24: Customer and Loyalty: Focus areas for today
Customer and Loyalty: Focus areas for today 24 ve Ol Relaunch core MYER one program Evolve from aspend based, Myer- centric program to an experience- based platform with unique and personalised rewards 02 Leverage data to drive personalisation at scale Leverage rich MYER one data and customer insigh
Slide 25: Relaunch core MYER one program
01- Relaunch core MYER one program Relaunching the MYER one core program to deliver enhanced member value ((009) Earn [ sio | Rewards 2 Tiering Benefits Offers we cx 25 Current Limited to spend at Myer Delivered quarterly as a Reward Card Tiering unachievable and demotivating, rewarding less than 10
Slide 26: Leverage data to drive personalisation at scale
ation maturity Person: 02 - Leverage data to drive personalisation at scale Our journey to personalisation is well underway Building the foundations for scalable personalisation Key focus + Connecting, consolidating and unlocking the power of our data + Investing in Martech, data and Al tools and au
Slide 27: Leverage data to drive personalisation at scale
02 - Leverage data to drive personalisation at scale Powered by advanced predictive AI data model and AI content generation Over 50 proprietary Al/ML models, leveraging over 120 million unique data points, updating each day to power insight led, predictive engagements Al content generation is enabli
Slide 28: Example customer personalisation
Example Customer Conversion opportunities Brand Customer Share of MYER one MYER one customer since June 2021 Value Cohort Beauty Wallet — Stimulate spend Grow 32% 31 years old — Cross-sell (win-over) 10 Address St, Bellevue Hill, NSW DOB: dd/mm/yyyy — — Predicted Beauty — Targeting Tools General Hea
Slide 29: Expand MYER one and loyalty partnerships across the Group
03 - Expand MYER one and loyalty partnerships across the Group Expanding MYER one externally and building our ecosystem Expanding MYER one Building an external Deepening key across the Group earn and burn ecosystem strategic partnerships Delivering scale and access to new customer demographics Comme
Slide 30: Build new digital experiences
04 - Build new digital experiences New digital experiences accelerate online sales Current App— Key Metrics >2.4 million >].2 million downloads active users! Shoppable App Start shopping ¢ Weare currently in the progress of launching the Myer shoppable app, creating a seamless mobile-first experienc
Slide 31: Customer and Loyalty: clear roadmap to deliver our initiatives
Customer and Loyalty: We have a clear roadmap to deliver our initiatives FY25 FY26 FY27 FY28 QI Q2- QB Q4 QI Q2- QB Q4- QI Q2 QB 4 Q3 4 Data foundations and MYER one Phase Additional functionality (e.g. household @ Relaunch customer identity relaunch 2CVP. pooling, beauty services) MYER one New loya
Slide 32: Customer and Loyalty: How we will measure success
Customer and Loyalty: How we will measure success Se ee = = Leo a | Aerogemenbespind ————roseahopmutier Increase active member growth and + Increase MYER one adoption and % + Increase average spend per member + Increase cross-shop of Myer Group ” engagement via Myer Group and of loyalty spend contri
Slide 33: Product & Brands
33 03 Product & Brands 3elinda Teresa Rendo, Mar Investor Strategy Day- May 2025 or of Apparel Brands MyerGroup
Slide 34: Myer Group is home to an extensive range of products and brands
Myer Group is home to an extensive range of products and brands ‘ MyerGroup , MYER Specialty Brands [——__ Apparel Brands Myer Exclusive Brands National Brands portmans JACQUIE dott Concessions Marketplace sass & bide MARCS DAVID LAWRENCE 56 stores across Australia 118 stores across Australia and NZ
Slide 35: Myer Group participates in five core growing categories
Myer Group participates in five core growing categories in the Australian market Australian market size and growth across core categories ($bn) i CAGR CAGR 2019-2024 -2024-2028F $47.9b1 2019 2020 2021 2022 2023 2026F 2027F 2028F Beauty Women’s apparel [ill Men’s apparel Ml Kids’ Il Home? Forecast di
Slide 36: Range has broad appeal but room to grow with the under 30s
Myer Group’s range has broad appeal but there’s room to grow with the under 30s demographic a 16-30 year old 31-43 year old 44-59 year old 60+ year old MYER one active members! Qin 1.3m 1.3m 0.9m Share of wallet o (Myer) 22% 23% 27% 29% % of population 18% 23% 27% 29% Shopping + _ Fashion forward +
Slide 37: Products and Brands: Agenda for today
Products and Brands: Agenda for today ‘ MyerGroup MYER Belinda Slifkas Chief Merchandise Officer Overhaul of Apparel strategy Redesigned MEBs each with distinct brand DNA Reinvigorated Beauty proposition Apparel Brands Teresa Rendo Managing Director of Apparel Brands Accelerate customer experience t
Slide 38: MYER Product & Brands
38 MYER Product & Brands Belinda Slifkas Chief Merchandise Officer Investor Strategy Day - May 2025 MyerGroup
Slide 39: Evolving our strategy to deliver unique and in-demand products and brands
Evolving our strategy to deliver unique and in-demand products and brands Today Tomorrow Outdated strategy lacking in relevance! Data-led opportunities to meet what matters for our customers Under indexed with 31 to 49-year-olds, lacking relevance among youth Penetrate the 31 to 49 segment and captu
Slide 40: Products and Brands: Focus areas for today
Products and Brands: Focus areas for today a y ig Ol 02 03 a® Overhaul of Apparel strategy Redesigned MEBs each with distinct Reinvigorated Beauty proposition brand DNA to anchor Apparel offer Create complete worlds that fit each stage of life One dedicated MEB for each of the seven ‘worlds’ Double
Slide 41: Category reset is needed to maintain relevance
Category reset is needed to maintain relevance and protect our strong market positions Sales (FY24) Myer's market position Myer’s market share trend # of brands MEBs NBs Concessions 4 f Womenswear Menswear $994m $578m 2nd 3rd 58 70 22.6% 16.0% 33.3% 46.0% 44.1% 38.0% Investor Strategy Day- May 2025
Slide 42: Our current brand portfolio attracts an aging customer group
Our current brand portfolio attracts an aging customer group in the middle-value space Average purchasing age of brand, by average price to purchase a women’s top! Price $250 78% of brands' key customer @ MEB or Myer owned brand age are between 40-55 e Youngest average age (34 . $200 9 99 age ) ee)
Slide 43: Overhauled Apparel strategy
01- Overhauled Apparel strategy Our refreshed Apparel strategy is underpinned by four key pillars Ol Create curated worlds that fit each fife stage Intentionally curate a winning offer of Apparel brands that truly speak to our customers, from timeless essentials to trending Gen-Z favorites 43 02 Max
Slide 44: Dedicated MEBs with strong brand DNA for each life stage
Dedicated MEBs with strong brand DNA for each life stage and casual fashion CURATED FOR EACH LIFE STAGE GO-TO DESTINATION FOR CASUAL ONLY AT MYER 16-30 years old (20% of population spend) ThereAfter The go-to destination for the transition into adulthood and shopping with mum and dad 44 31-43 years
Slide 45: Case Study: Home Myer Exclusive Brands
02 - Redesigned MEBs Case Study: Home Myer Exclusive Brands Curated Home MEBs with strong brand DNA HERITAGE VUE THE COOKS COLLECTIVE Contemporary for fashion aware customer Relaxed living and artisanal design Practical and reliable Our Home MEB strategy has delivered a CAGR of 10% from FY19 to FY24
Slide 46: Reinvigorated Beauty proposition
03 - Reinvigorated Beauty proposition The Australian Beauty market is in growth and is outpacing other categories Australian Beauty Market size and growth Australian Beauty Market growth vs. other categories 6.6% ee $18bn $16b $17bn n 4.4% 15bn $15bn ¢ —®@ 7 GBs 3.9% 13bn $12bn $12bn 3.2% I i \ : 13
Slide 47: Reinvigorated Beauty proposition: four key initiatives
03 - Reinvigorated Beauty proposition To deliver this strategy we are focused on four key initiatives 47 Ol Double our brand offer to attract and engage new customers Intentionally curate a winning offer of Beauty brands that truly speak to our customers, from classic to Gen Z trends across luxury,
Slide 48: Redesigning Beauty space through four customer worlds
03 - Reinvigorated Beauty proposition Redesigning our Beauty space through four distinct customer ‘worlds’ SHOWCASE WORLDS EMPORIUM WORLDS. GEN-Z WORLDS EXPERIENCE WORLDS Intentionally curate a winning offer of Create a refreshed Beauty shopping Dedicate greater floor space to both Gifting is the #1
Slide 49: Products and Brands: clear roadmap to deliver our initiatives
Products and Brands: We have a clear roadmap to deliver our initiatives Redesigned MEBs “Only at Myer” capsules Brand acquisitions Beauty Halls Beauty Services Qi = Q2 Q3) Q4) Qi Redesign MEBs Create and develop “Only at Myer” capsule Build revamped portfolio of national and international brands Dev
Slide 50: Products and Brands: How we will measure success
Products and Brands: How we will measure success ae mms saga rn Increase number of customers in the + Maintain market share in growing * Increase the product share of our + Improve promotional effectiveness 31-49 segment and younger, Apparel and Beauty markets higher margin own brands and full-price
Slide 51: Apparel Brands
Apparel Brands Teresa Rendo Managing Director, Apparel Brands hae? é) = ee | < JACQUIE Ke 51 Investor Strategy Day - May 2025 MyerGroup
Slide 52: Overview of Apparel Brands
Overview of Apparel Brands en Se © & B te 712 5,200+ $791m 57.9% 9.7% 16.4% Stores Store team members! FY24 sales FY24 GP margin FY24 EBIT margin? FY24 online sales JACQUIE $164m $112m $76m FY24 sales FY24 sales FY24 sales FY24 sales 52 Investor Strategy Day - May 2025 MyerGroup
Slide 53: Each of the five Apparel Brands have a distinctive brand DNA
Each of the five Apparel Brands have a distinctive brand DNA and unique offerings ne Est. 1970 “Anchored in denim and value” Male, Female 25-55 years = Specially trained team members deliver expert service in denim — National brand offerings (e.g. Levi's, GAP, Calvin Klein) = Wide range of fits and
Slide 54: Accelerating the unlock of Apparel Brands full potential
Accelerating the unlock of Apparel Brands full potential through combination with Myer Today Limited data insights and promotion-reliant Less than 20% of our customers are known and identifiable Pricing strategy is heavily promotion-driven Under-potentialised fleet of stores with inconsistent brand
Slide 55: Apparel Brands: Focus areas for today
Apparel Brands: Focus areas for today | > NA EL ig Ol 02 03 Accelerate customer experience Optimised property network that Delivering value through sourcing through data insights unlocks opportunities and supply chain excellence Build engagement to grow reach Clear network strategy by brand Core fab
Slide 56: Accelerate customer experience through data insights
01- Accelerate customer experience through data insights Loyalty data will allow us to identify and unlock cross-shop opportunities 37% MYER of Apparel Brand Customers are active MYER one members Apparel Brands Ability to trade into similar or adjacent More fashion options for existing younger ro) M
Slide 57: Optimised property network that unlocks opportunities
02 - Optimised property network that unlocks opportunities Apparel Brands’ network and Just Jeans ‘Stores of the Future’ Latest generation ‘Store of the Future’: Highpoint +13% sales uplift since open vs pcp +40bps gross profit margin uplift +20% vs control set stores! more productive vs national av
Slide 58: Delivering value through sourcing and supply chain excellence
03 - Delivering value through sourcing and supply chain excellence Delivering value through sourcing and supply chain excellence [el Innovative design driven by customer Strategic sourcing and quality Seamless intermodal supply chain insights for relevant products manufacturing ensuring cost deliver
Slide 59: Apparel Brands: clear roadmap to deliver our initiatives
Apparel Brands: We have a clear roadmap to deliver our initiatives © e =) FY25 FY26 FY27 FY28 Qi MYER one integration Product integration with Myer Customer experience ‘Store of the Future’ Property optimisation Sourcing & supply chain consolidation Consolidate procurement (non-trade) and sourcing f
Slide 60: Omni-channel Network
60 S&A Investor Strategy Day- May 2025 MyerGroup
Slide 61: Omni-channel Network
6 O4 Omni-channel Network Offi Investor Strategy Day- May 2025 igital Commerce Renewal MyerGroup
Slide 62: Our omni-channel network is a unique asset that sets us apart
Our omni-channel network is a unique asset that sets us apart from competitors 130m+ 200m+ 4.6om+ Visits in-store (department & specialty) Visits online Active MYER one members! The scale and breadth of Myer’s omni-channel network is difficult to replicate and provides competitive advantage 62 Inves
Slide 63: Customers prefer omni-channel shopping, and spend more
Customers prefer omni-channel shopping, and spend more shopping across channels 2A% 2.AX 39% of Myer customers now shop omni-channel Myer of Myer customers consult across both channels customers spend vs. in-store myer.com.au before or only customers during their in-store shop Omni-channel is valuab
Slide 64: Omni-channel Network: Agenda for today
Myer Group | Omni-channel Network: Agenda for today MyerGroup Warwick Blunt GM Digital Commerce New digital experiences Expanding Marketplace with complementary offerings Josh Molloy Global Head of Property Optimise Myer Group property portfolio Build strong landlord partnerships Enhance lease flexi
Slide 65: eCommerce
65 MyerGroup eCommerce Warwick Blunt General Manager — Digital Commerce a) 50% OFF SELECTED SEALY 15-20% OFF ECTED LEGO ETS UP TO 40% OFF Women's coats, jackets, knitwear, sweat tops and dresses. MYER one exclusive Investor Strategy Day- May 2025 0-Day Returns See %%M WER LMyBag 2.0rderinfo. 3, Paym
Slide 66: Omni-channel vs in-store only customer spend
FY24 FY24 FY24 FY24 Omni-channel vs in-store only customer Proportion of online orders with Click & spend Collect option selected
Slide 67: We have multiple levers to accelerate growth in eCommerce
We have multiple levers to accelerate growth in eCommerce Personalisation and Discovery Shoppable App Conversion & Engagement Launch of Shoppable App to enable transactability for our existing 1.2 million active! Myer app users Al-driven relevant and personalised product and outfitting recommendatio
Slide 68: Expanding Myer's Marketplace with complementary offerings
Expanding Myer’s Marketplace with complementary offerings to support the broader business Offerings * Increased value of MYER one program - more brands and products ea Complementary * Broader category offer online (e.g. appliances, baby, hardgoods) “> + 48% of Marketplace baskets also contain Myer s
Slide 69: Marketplace case study: Online expansion into Baby Hardgoods
Marketplace case study: Online expansion into Baby Hardgoods better serves existing core customers Today: One of Australia’s largest Childrenswear retailers With Marketplace: Broader customer offering via with MEBs representing 47% of online sales YTD complementary items that Australian’s know and t
Slide 70: Property
70 MyerGroup Property Josh Molloy Global Head of Property Investor Strategy Day - May 2025 MyerGroup
Slide 71: Our expanded property portfolio
Our expanded property portfolio n so J Myer department stores Specialty stores (712 Apparel Brands; 6 SBMDL) Investor Strategy Day - May 2025 Department stores 5At+ 8.0 leases! WALE (years) 16.4k 8.1% Occupancy % sales Average GLA (sqm) (FY24) 718 2.1 leases WALE (years) 155 18.6% Average GLA (sqm)
Slide 72: Holistic Group property management focused on productivity
Holistic Group property management focused on productivity Today Tomorrow 54 legacy leases! with a WALE of 8 years High department store lease concentration across four landlords Existing lease liability has restricted capital investment into stores Profitable portfolio but opportunity to improve gr
Slide 73: Property: Key strategic priorities
Property: Key strategic priorities wf Ol ® Optimise Myer Group property portfolio Leverage scale in negotiations Redefine Group property strategy Invest in key locations with a focus on value creation “gs 02 ; Build strong partnerships Build mutually beneficial partnerships with landlords Leverage c
Slide 74: Significant upcoming opportunity to right size the network
Significant upcoming opportunity to right size the network and reset the portfolio Myer Group lease overview Property initiatives already in progress... ~73% of Myer’s GLA will be at end of lease and = Comprehensive Network review across Myer open to renegotiation with landlords Group - Myer, Appare
Slide 75: Store Renewal
75 MYER Store Renewal Dean Simpson General Manager - Store Renewal Investor Strategy Day - May 2025 MyerGroup
Slide 76: Store Renewal: Focus areas for today
Store Renewal: Focus areas for today @ Ol 02 03 Comprehensive, customer-led Store A ‘whole of store’ approach to unlock Disciplined store selection criteria Renewal program with tiered and full potential of network underpinned by capital management scalable approach framework Acomprehensive process
Slide 77: Delivering an engaging in-store experience is a key enabler
Delivering an engaging in-store experience is a key enabler of our omni-channel strategy is store renewal needed? (1 Nes Q nw Se od) iA Refresh our old A need to stay Re-accelerate market Grow younger Physical expression legacy stores relevantinanevolving share growth customer of the Myer brand reta
Slide 78: Refining our Store Renewal program
Refining our Store Renewal program to achieve greater efficiency and customer experience Today Tomorrow . . . . . Reimagined stores to drive commercial results and customer Strong brand equity but inconsistent in-store experience experience Inflexible space and fixtures aa Modular space and fixtures
Slide 79: Store selection is based on the below criteria
Store selection is based on the below criteria Growth and returns potential Market considerations Property and lease profile Lease terms . Market drivers and Recent investment demographics MYER one penetration in Potential of growth uy catchment area and opportunity Partner contributions Scalable by
Slide 80: Unlocking the full potential through new store clusters
Unlocking the full potential of our store network through new store clusters Cluster Store size Tier of investment Number of stores Examples 80 Extra Large Large Larger mid-sized Mid-sized Smaller sized (30k+ sqm) (15-29k sqm) (11-14k sqm) (9-10k sqm) (4-8k sqm) Full renewal Full renewal Light renew
Slide 81: A whole of store approach
A ‘whole of store’ approach to unlock the full potential of our store network Product Hero the product = Product flow = Activate new brands Product showcasing = Aligned to store marketing Best place to shop, best place to work Right person, right place, right time Unlock value through rationalisatio
Slide 82: A preview of the Myer Store of the Future
A preview of the Myer Store ofthe Future Entrance Investor Strategy Day - May 2025 MyerGroup
Slide 83: Omni-channel Network: clear roadmap to deliver our initiatives
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Slide 85: Q&A
Slide 86: Sourcing & Supply Chain
Slide 87: Key principles underpinning our sourcing and supply chain strategy
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Slide 89: MyerGroup Sourcing
Slide 90: Sourcing: A snapshot of our sourcing functions today
Slide 91: Building deeper supplier relationships that leverage Group scale
Slide 92: Sourcing: A pathway to a harmonised and agile sourcing model
Slide 93: ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
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Slide 94: MyerGroup Supply Chain
Slide 95: Supply Chain: Focus areas for today
Slide 96: Supply Chain: A snapshot of our supply chain today
Slide 97: Supply Chain: A pathway to a modernised, optimised supply chain
Slide 98: Overview of our NDC
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Slide 101: Sourcing and Supply Chain: clear roadmap to deliver our initiatives
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Slide 103: Financial Discipline and Transformation Plan
Slide 104: Resetting the building blocks of Myer's financial framework
Slide 105: The combined Myer Group delivers enhanced scale and profitability metrics
Slide 106: Diversified revenue across department stores and specialty brands
Slide 107: Strengthened balance sheet and cashflow generation provides flexibility
Slide 108: • • • • • •
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Slide 109: Refining our capital allocation framework
Slide 110: Financial Framework and Transformation Roadmap: Focus areas for today
Slide 111: Specialty Brands – integration and synergies
Slide 112: Leverage enhanced scale to drive operating efficiency and lower CODB
Slide 113: We will be transparent in how we measure our financial performance
Slide 114: Closing remarks
Slide 115: FY26 priorities
Slide 116: Q&A
Slide 117: Important information