Wesfarmers Limited · ASX:WES
Wesfarmers — Investor Day (May 2024)
95 slides from Wesfarmers's investor day presentation, May 2, 2024
Slide 1: 2024 Strategy Briefing Day Presentation (ASX cover letter)
2 May 2024 The Manager Market Announcements Office Australian Securities Exchange Dear Manager 2024 STRATEGY BRIEFING DAY PRESENTATION Following is a presentation that will be given today, Thursday 2 May 2024, at a Strategy Briefing Day in Sydney which is scheduled to commence at 10:45am AWST / 12:4
Slide 2: 2024 Strategy Briefing Day Presentation
2024 STRATEGY BRIEFING DAY PRESENTATION To be held on 2 May 2024
Slide 3: Agenda
Agenda Time (AEST) Topic Presenter Slide 12:00pm – 12:45pm Lunch 12:45pm – 1:10pm Introduction and Group overview Rob Scott 3 1:10pm – 1:20pm Wesfarmers OneDigital Nicole Sheffield 15 1:20pm – 1:50pm Panel Q&A – Wesfarmers and Wesfarmers OneDigital Rob Scott, Anthony Gianotti, Naomi Flutter and Nico
Slide 4: Introduction and Group Overview
INTRODUCTION AND GROUP OVERVIEW ROB SCOTT Managing Director Wesfarmers Limited
Slide 5: Primary objective
Primary objective Wesfarmers’ primary objective Anticipating the needs of our Looking after our team is to deliver a satisfactory return customers and delivering members and providing a safe, to shareholders. We believe it is competitive goods and services fulfilling work environment only possible t
Slide 6: Sustainability through responsible long-term management
Sustainability PEOPLE through HY24 10.9 responsible total recordable injury long-term frequency rate (TRIFR) and a continued focus on safety management 3.7% Indigenous employment1, maintaining employment parity CLIMATE AND 37 team members completed the ENVIRONMENT Wesfarmers Indigenous COMMUNITIES H
Slide 7: Consistent focus on shareholder returns over time
Consistent focus on shareholder returns over time TSR Index1 - November 1984 to March 2024 Wesfarmers’ Wesfarmers and All Ordinaries Accumulation Index long-term total shareholder returns in excess of the broader market SINCE LISTING WES +19.5% pa Index +10.6% pa LAST 10 YEARS WES +14.4% pa Index +8
Slide 8: Wesfarmers Way focuses on delivery of the Group's objective
Wesfarmers Way focuses on delivery of the Group’s objective Our primary objective To deliver a satisfactory return to shareholders Value-creating strategies Strengthen existing Secure growth Renew the Ensure businesses opportunities portfolio sustainability through operating excellence through entre
Slide 9: Significant portfolio movements and evolution
Significant portfolio movements and evolution Established new platforms for growth Wesfarmers’ portfolio Incremental, logical has been strengthened, acquisitions that support with new platforms for divisional growth growth and a focus on long-term returns Demonstrated history of portfolio renewal an
Slide 10: Portfolio of high-quality businesses
Portfolio of high-quality businesses Strong, value-based retail Strategic manufacturing Exposure to growing Businesses supporting offers with broad capabilities supporting demand in health and global decarbonisation customer appeal critical industries wellbeing sector Underpinned by a strong balance
Slide 11: Well positioned to deliver strong growth and returns over the long term
Well positioned to deliver strong growth and returns over the long term Businesses with attractive Growth and value through Optionality to deploy and growth opportunities incremental earnings streams reallocate capital • Growing addressable markets • Transformation of the Health • Strong balance she
Slide 12: Strengthening our existing businesses
Strengthening our existing businesses Satisfying changing customer needs Trusted and value- Continued Strengthening Track record of high- based offers with improvements in omnichannel quality and reliable broad customer customer offer experience, including supply in the industrial appeal and experie
Slide 13: Ongoing improvements in productivity and efficiency
Ongoing improvements in productivity and efficiency – a consistent focus Expanded rollout of RFID1 technology in Digitisation of Kmart’s sourcing and supply chain, New workforce planning tool and Enterprise Kmart Group to improve demand forecasting, including 3D design, reducing lead times, Agreemen
Slide 14: Secure growth opportunities through entrepreneurial initiative
Secure growth opportunities through entrepreneurial initiative Expansion of addressable markets Divisional data and digital WesCEF capacity expansion and investments decarbonisation opportunities New New and New digital Opportunities for new and categories expanded channels expanded production capac
Slide 15: Key messages
Key messages Current portfolio Operating model Strong and flexible provides strong provides strategies to balance sheet to support pipeline of growth deliver long-term investment and take opportunities returns advantage of value- accretive opportunities Wesfarmers 2024 Strategy Briefing Day | 14
Slide 16: Wesfarmers OneDigital
WESFARMERS ONEDIGITAL ONEDIGITAL NICOLE SHEFFIELD Managing Director Wesfarmers OneDigital
Slide 17: Trusted retail brands with broad physical and digital reach
Trusted retail brands with broad physical and digital reach, strengthened by cross-divisional loyalty and rewards Portfolio of trusted, large-scale Broad physical and OnePass: Flybuys3: retail brands digital reach paid membership program free loyalty program • >$33b retail sales in FY23 • >1,900 sto
Slide 18: The omnichannel OneDigital ecosystem delivers compelling benefits
The omnichannel OneDigital ecosystem delivers compelling benefits for members, increases customer lifetime value and enables new revenue streams Membership + Compelling Compelling marketplace omnichannel member benefits drive the flywheel Divisional Divisional Compelling revenue and sales and benefi
Slide 19: OnePass has differentiated omnichannel benefits
OnePass has differentiated omnichannel benefits and a uniquely broad range of partners providing significant value to members Scale platform Enhanced to support new omnichannel CVP businesses and incremental revenue Free Delivery On eligible items or orders 5x Flybuys Points in-store 2x Sister Club
Slide 20: OnePass members are more valuable than non-members
OnePass members are more valuable than non-members, shop across brands and channels, and spend more after joining OnePass members are: Our most valuable More valuable after Increasingly engaged customers joining OnePass and connected Shopping frequency is OnePass delivers a sales uplift of Members c
Slide 21: Leveraging data to improve the customer experience and unlock growth
Leveraging data to improve the customer experience and unlock growth UNDERSTAND POWER DIGITAL MEASURE & CUSTOMERS BUSINESSES OPTIMISE • Integrated campaign and • Robust consent framework • Empower incremental spend marketing data • Ingest broad sources of data • Enable data-centric strategic • Close
Slide 22: Catch has taken significant action to improve performance
Catch has taken significant action to improve performance 1 Remediation of 1P business 2 Reset cost base 3 Executed efficiency initiatives • Significantly reduced 1P range by • c. 50% reduction in headcount • Warehouse cost per order 70% to 28,000 products from 1H23 to 1H24 reduced by c. 30% in 1H24
Slide 23: Focused on scaling the marketplace
Focused on scaling the marketplace The focus is now to shift from a 1P-led business to an asset-light, 3P-led business of scale Scale the marketplace Reset the customer and Leverage OnePass and Develop new revenue range seller value proposition Flybuys to accelerate growth streams • Introduce greate
Slide 24: Key messages
Key messages • Creates network effects by leveraging data to increase customer lifetime value • Provides unique customer insights through OneData that no division can obtain on its own • Enables new revenue streams such as Group Retail Media Network • Members receive significant value from OnePass,
Slide 25: Panel Q&A: Wesfarmers and OneDigital
PANEL Q&A Wesfarmers and OneDigital ROB SCOTT ANTHONY GIANOTTI Managing Director, Chief Financial Officer, Wesfarmers Limited Wesfarmers Limited NAOMI FLUTTER NICOLE SHEFFIELD Executive General Manager, Managing Director, Corporate Affairs, Wesfarmers OneDigital Wesfarmers Limited
Slide 26: Bunnings Group
BUNNINGS GROUP MICHAEL SCHNEIDER Managing Director Bunnings Group
Slide 27: Track record of consistent growth and expanding the addressable market
Track record of consistent growth and expanding the addressable market 2024 $18.5B FY2023 REVENUE $2.2B FY2023 EARNINGS $0.4B 1994 FY1994 REVENUE $0.02B FY1994 EARNINGS Wesfarmers 2024 Strategy Briefing Day | 26
Slide 28: Fragmented and highly-competitive market landscape
Fragmented and highly-competitive market landscape DECORATOR AND HOME BUILDERS AND TIMBER HARDWARE AND FIXINGS GARDENING PLUMBING AND BATHROOM FURNISHINGS OUTDOOR LIVING ELECTRICAL TOOLS KITCHEN PETS KEY DEMAND DRIVERS Population changes Housing availability Business, building and renovation a
Slide 29: Bunnings' strategic growth plan
Bunnings’ strategic growth plan CARE GROW SIMPLIFY EVOLVE Team Customer value Lowest costs Space optimisation Suppliers New and expanded Driving productivity Supply chain Community categories Improving stock flow Data and digital Environment Trade capabilities Wesfarmers 2024 Strategy Briefing Day |
Slide 30: Attract, retain and grow the best team
Attract, retain and grow the best team • High performing culture has enabled us to grow and evolve successfully • Ongoing focus on team safety • New Enterprise Agreement and rostering capability for better flexibility and customer service • Focus on diversity and inclusion, reflecting our local comm
Slide 31: Making a positive difference – 'we live here too'
Making a positive difference – 'we live here too' Environment On track to source 100% renewable On track to achieve net zero Scope 1 370 tonnes of batteries recycled in electricity in 2025 and 2 emissions by 2030 Australia and NZ since November 2021 Community Supported over 70,000 community Help to
Slide 32: Relentless focus on everyday lowest prices
Relentless focus on everyday lowest prices • Lowest prices credentials resonating strongly with value-focused customers • Moderating import product cost inflation and continued productivity focus enabling further price reinvestment • Bulk pack sizes offering compelling value and differentiation of o
Slide 33: Introducing new and expanded product ranges
Introducing new and expanded product ranges • Continue to innovate and expand the product range across consumer and commercial • New ranges attracting new customers and increased visitation SMART HOME RURAL AUTO • Complement ‘house of brands’ range strategy with own brand ranges and direct sourcing
Slide 34: Improving our use of retail space
Improving our use of retail space STORE OPTIMISATION MACRO SPACE MICRO SPACE Fairfield SFS Store size, location, Best product categories Best range assortment and customer profile and layout in-store ease of shop in each bay Optimise range in-store to reflect customer demand in the local market, ena
Slide 35: Making the customer experience better across all channels
Making the customer experience better across all channels PRE-SHOP SHOP POST-SHOP Leveraging data to deliver a seamless and personalised customer experience in-store and online, across all phases of the customer journey Wesfarmers 2024 Strategy Briefing Day | 34
Slide 36: Building capabilities to better service commercial customers
Building capabilities to better service commercial customers FRAME-TO-FIX FIT-OUT FINISHING EQUIP THE TRADES BUSINESS & ORGS Growth strategy Building materials used in Products used in fit out for Scope Products used in the Tools of trade required to Broad range of products frame, lock up and fix ne
Slide 37: Technology enabling customer experience at lower cost
Technology enabling customer experience at lower cost • Rostering • Realising value optimisation from ongoing • Less manual technology tasks in-store systems investment • Bunnings App evolution – more • Leveraging features and automation and self-service emerging technology • Redeploying (including
Slide 38: Evolving the supply chain
Evolving the supply chain – customer-led and incremental • Improving the customer experience – enhanced fulfilment, last-mile capability and in-stock coverage • Reducing cost – distribution centre consolidation and efficiency improvement • Improving stock availability – more efficient inventory mana
Slide 39: Network expansion and optimisation
Network expansion and optimisation • Expansive network 286 coverage1 • Robust store pipeline of store expansions, 65 replacements or new stores 6 31 1 14 119 3 7 1. All figures as at March 2024. Beaumont Tiles figures comprise 35 company owned and 84 franchised stores. Excludes Distribution and Fulf
Slide 40: Key messages and outlook
Key messages and outlook • Focused on driving sustainable earnings growth over the long term in both consumer and commercial segments and across in-store and online channels • Value credentials resonating for increasingly value- conscious customers • Population growth and housing demand remain posit
Slide 41: Kmart Group
KMART GROUP IAN BAILEY Managing Director Kmart Group
Slide 42: Strategic agenda
Strategic agenda Kmart Group continues to make significant progress on consistent strategies A great place to shop Better products at New and profitable that is simple to run even lower prices channels to market Winning in Digitise in-store Leverage Digitise sourcing Expand Anko into new omnichannel
Slide 43: Making everyday living brighter
Making everyday living brighter $ 8 The insight: $ 1.75 We know that price matters to customers, but they don’t want this to come with a trade-off or compromise Anko products allow customers to live the lifestyle they want for their families, at a price point they can $ 7.50 afford Anko removes the
Slide 44: Trust in Anko products enables significant scale
Trust in Anko products enables significant scale 1 in 5 1 in 5 items of #1 market share in Biggest toy brand #1 market share in clothing sold in home products in Australia pet accessories Australia are Anko Wesfarmers 2024 Strategy Briefing Day | 43
Slide 45: Re-engineering the value proposition from product to customer
Re-engineering the value proposition from product to customer Anko’s hard-to-replicate, end-to-end capabilities drive its low-cost model Design Manufacturing Distribution Retail Customer value proposition • Single brand – • In-country • Significant scale • RFID-enabled • Better products at even Anko
Slide 46: Leveraging Anko for future growth
Leveraging Anko for future growth Grow addressable market for Kmart Expand addressable market through new categories and ranges Leverage Anko to Anko at Target develop incremental, Select general merchandise categories profitable revenue available at Target streams Introduce Anko products into new g
Slide 47: Growing addressable market for Kmart
Growing addressable market for Kmart Large and growing addressable market with significant opportunity to grow share of wallet Apparel (share c. 7%) GM, Active & Beauty (share c. 8%) Home & Living (share c. 10%) Total Australian market ~$45b Total Australian market ~$34b Total Australian market ~$34
Slide 48: One business, two distinct customer value propositions
One business, two distinct customer value propositions Focused on families Kmart and Target Everyday items at high volume CVPs have some Direct source most of the range common elements, One range to all stores with simple range architecture but key Predominantly EDLP, Pricing Every Day Low Price (ED
Slide 49: Expand Anko into new global markets
Expand Anko into new global markets Selectively expand Anko products into new global markets, creating value for Kmart Group by growing the addressable market and increasing sourcing scale Exploring new markets and business 1 Curated ranges 2 Product design models through test-and-learn • Retail par
Slide 50: Key messages
Key messages • Progress on a consistent strategic agenda has allowed Kmart to continue growing share of customer wallet • Strength of the world-class Anko product development capability is a key competitive advantage for Kmart Group that is difficult to replicate • Focus on incremental growth throug
Slide 51: Officeworks
OFFICEWORKS SARAH HUNTER Managing Director Officeworks
Slide 52: Our strategy is focused on delivering profitable growth
Our strategy is focused on delivering profitable growth Wesfarmers 2024 Strategy Briefing Day | 51
Slide 53: Helping our customers make bigger things happen
Helping our customers make bigger things happen Personal Business Families | Hobbyists | Students | Flexible Workers Micro / Small | Medium / Large | Schools & ELCs1 | Government 1. Early Learning Centres. Wesfarmers 2024 Strategy Briefing Day | 52
Slide 54: Digitisation is reshaping the needs of our customers
Digitisation is reshaping the needs of our customers Digitisation is reshaping the way our customers … Work Learn Create Connect … and we are evolving our offer to meet their changing needs Wesfarmers 2024 Strategy Briefing Day | 53
Slide 55: Evolving our technology offer
Evolving our technology offer Continue to evolve our range including new categories… 5% 8% Technology Next Gen AI Accessories Digital Computing Displays 28% accounts for 59% of sales1 59% …and explore further opportunities to accelerate growth Connected Payment Device Technology Technology SAE2 Furn
Slide 56: Evolving our SAE, Furniture and Print & Create offer
Evolving our SAE, Furniture and Print & Create offer Expand Private Provide Expand Label and Coordinated Born Range Exclusive Brands Ranges Launch Same Grow Expand Day Print Personalised Premium Products Furniture Range Wesfarmers 2024 Strategy Briefing Day | 55
Slide 57: Accelerating B2B growth
Accelerating B2B growth Leverage Scale Expand B2B Omnichannel Education Range Capabilities Offer Launch Same Launch Enhance Day Print Officeworks B2B Digital for Business Experience Loyalty Program Wesfarmers 2024 Strategy Briefing Day | 56
Slide 58: Delivering easy and engaging experiences
Delivering easy and engaging experiences Stores Online • Continued expansion of the store • Enhance the online experience network to improve conversion • Ongoing renewal of store formats • Guided buying tools to help • Immediacy in store (e.g., same customers find, compare, select day print) and acc
Slide 59: Remaining committed to our strong value credentials
Remaining committed to our strong value credentials Low prices Widest range Best experience • Ongoing investment in Everyday Low • Curated range offering value • Conveniently-located stores Prices for customers for every budget across Australia • “We won’t be beaten on price with • Private brand ran
Slide 60: Modernising and simplifying our business
Modernising and simplifying our business Key initiatives are delivering productivity and efficiency benefits … Automated Print & Create Optimised Expanded Fulfilment Centres Self-Serve Team Member Capability (VIC & WA) Labour Cost Sourcing and Efficiency … with further opportunities in the pipeline
Slide 61: Being people and planet positive and a safe and engaged team
Being people and planet positive and a safe and engaged team • Improve safety to reduce team • Ongoing reduction of emissions to member injuries (TRIFR) meet net zero emissions by 2030 • Ongoing delivery of Elevate RAP • On track to source 100% • Maintain a diverse and balanced renewable electricity
Slide 62: Key takeaways
Key takeaways • Delivering profitable growth by meeting the changing needs of customers as they work, learn, create and connect • Evolving our offer across all categories, customers and channels: - Broadening our technology range and introducing new products and services - Accelerating B2B growth -
Slide 63: Panel Q&A: Bunnings, Kmart and Officeworks
PANEL Q&A Bunnings Group, Kmart Group and Officeworks MICHAEL SCHNEIDER IAN BAILEY SARAH HUNTER Managing Director, Managing Director, Managing Director, Bunnings Group Kmart Group Officeworks
Slide 64: WesCEF
WESCEF IAN HANSEN Managing Director Wesfarmers Chemicals, Energy & Fertilisers
Slide 65: WesCEF overview
WesCEF overview Vision: To grow a portfolio of leading, sustainable businesses Safe person, Foster a culture that Evolve through continuous Enhance our reputation and Safe process, recognises diversity and improvement and achieve net zero by 2050 Safe place focuses on customers investment With busin
Slide 66: Divisional integration
Divisional integration Inputs WesCEF processes Outputs Power Utilities and Environmental Retail natural gas sales integration services management through WA gas distribution Natural gas network CO2 by-product sales Ammonia plant Ammonia imports Ammonia Nitric acid plant Nitric acid Air Ammonium nitr
Slide 67: WesCEF strategic focus areas
WesCEF strategic focus areas OPERATIONAL MAJOR GROWTH NATURAL DECARBONISATION CRITICAL EXCELLENCE PROJECTS GAS MINERALS • Continued strong plant • Capacity expansions • Securing competitively • Leveraging existing • Ramp-up of concentrator performance to ensure supported by long-term priced gas in a
Slide 68: Operational excellence
Operational excellence WesCEF’s pursuit of operational excellence is underpinned by its focus on improving plant performance and driving a match-fit cost culture Debottlenecking and process optimisation to drive Prioritisation of safety through risk management reliability and productivity and reduce
Slide 69: Major growth projects support long-term growth
Major growth projects support long-term growth COVALENT LITHIUM1 NITRIC ACID AMMONIUM SODIUM CYANIDE KWINANA AMMONIA PROJECT EXPANSION NITRATE DEBOTTLENECKING EXPANSION EXPANSION Accelerates project cash flow and Supported by growing demand Supported by growing demand Potential opportunity to reduce
Slide 70: Natural Gas
Natural Gas WA Natural Gas Spot Pricing WA Natural Gas Market • Recent supply constraints have led to elevated domestic natural AUD$/GJ gas pricing compared to historical averages. This is expected to $12 continue in the medium term, with the AEMO1 currently forecasting a supply deficit from 2024 un
Slide 71: WesCEF's 2050 Net Zero Roadmap
WesCEF’s 2050 Net Zero Roadmap 2012 – 2020 2020 – 2030 2030+ Wesfarmers 2024 Strategy Briefing Day | 70
Slide 72: Decarbonisation
Decarbonisation Currently in Phase Two: 30% reduction in emissions by 2030 (relative to abated 2020 baseline) Phase Two progress Phase Two priorities WesCEF Scope 1 and Scope 2 location-based emissions Installation of tertiary abatement catalysts in three nitric ktCO2e acid plants supported by grant
Slide 73: Lithium – market dynamics
Lithium – market dynamics Lithium demand outlook kt LCE1 • Strong demand outlook for battery grade lithium Actual Forecast 3,500 • Driven by increasing penetration of battery electric vehicles (EVs) 3,000 - Global EV sales are expected to grow c. 20-25% in 2024. Key factors that will influence sales
Slide 74: Lithium – Covalent project and exploration
Lithium – Covalent project and exploration Project update • Construction of the Kwinana refinery is now approximately 75% complete, with timing and cost in line with previous guidance1 • Mt Holland mine and concentrator continuing to ramp-up production - Spodumene concentrate production remains in l
Slide 75: Key messages
Key messages Continue to execute opportunities within strategic focus areas: • Investing to deliver process improvements and efficiencies in pursuit of operational excellence • Progressing production capacity expansions to facilitate long-term growth • Working to secure competitively priced natural
Slide 76: Appendix: Chemicals overview
Appendix: Chemicals overview Ammonia & Ammonium Nitrate (AN) Sodium Cyanide • #1 WA Sodium Cyanide • #1 WA AN with over five decades of supplying the WA Competitive position mining industry • Uniquely and favourably placed to service WA Goldfields with track record of over 35 years' experience • Thr
Slide 77: Appendix: Energy and Fertilisers overview
Appendix: Energy and Fertilisers overview Energy Fertilisers • #1 WA LPG – Production and Distribution Competitive position • #1 WA LNG (domestic) – Production and Distribution • #1 WA Fertiliser • #2 WA Natural Gas (NG) retail • Trusted local brand with Canstar Blue award-winning • Local manufactur
Slide 78: Industrial and Safety
INDUSTRIAL AND SAFETY TIM BULT Managing Director Wesfarmers Industrial and Safety
Slide 79: Strategic agenda
Strategic agenda Three distinct businesses operating in the industrial segments Market position #1 Australia, #2 NZ #3 challenger #1 uniforms and industrial workwear Competitive Well-established position with broad Expertise, reliable supply and Strong market position, advantage distribution and sto
Slide 80: Historical earnings and safety performance
Historical earnings and safety performance WIS earnings performance1 WIS TRIFR (R12)2 EBT, $m TRIFR (R12) 140 10 120 8 100 80 6 60 4 40 2 20 0 0 FY19 FY20 FY21 FY22 FY23 1H24 FY19 FY20 FY21 FY22 FY23 1H24 • All WIS businesses focused on long-term earnings and ROC • Safety and wellbeing of all team m
Slide 81: Blackwoods – business update
Blackwoods – business update Improved order Delivered sales growth fulfilment and demand with strategic customers forecasting through strengthening utilising the Enterprise relationships and Resource Planning executing the integrated system supply program Continued investment Continued to meet in di
Slide 82: Blackwoods – current priorities
Blackwoods – current priorities Driving customer-led growth Delivering productivity and efficiency • Continue to build a market-leading • Key initiatives include: customer value proposition through - Customer and supplier digitalisation Unbeatable Range, Reliability, Expertise and Ease to do Busines
Slide 83: Coregas
Coregas Resilient performance with multiple avenues for growth • Industrial gas is an essential input for a diverse range of industries • Growing market share supported by tailoring offers for major customers, most notably in the healthcare, mining and oil and gas industries • Continued growth in di
Slide 84: Workwear Group
Workwear Group Strengthen position Strengthen uniform Deliver initiatives to support of key brands proposition growth and operating efficiencies A leading manufacturer and supplier of Strong market position supported by Targeting uniform growth • Continue rollout of new workwear new product innovati
Slide 85: Key messages
Key messages • Focused on continuing to improve the customer value proposition, enhance operational capabilities and execute new growth opportunities – Providing confidence in the offer by delivering the right product with reliable supply – Investing in data and digital capabilities to improve effic
Slide 86: Wesfarmers Health
WESFARMERS HEALTH EMILY AMOS Managing Director Wesfarmers Health
Slide 87: Our mission is to make Australians' health, beauty and wellness experiences simpler
Our mission is to make Australians’ health, beauty and wellness experiences Simpler More affordable Easier to access Wesfarmers 2024 Strategy Briefing Day | 86
Slide 88: We operate in large addressable markets with strong growth trends
We operate in large addressable markets with strong growth trends Growing demand for health Digital products and services and Health Medi- Aesthetics increasing role of ~$4B community pharmacists in ~$6B primary care Increasing spend on beauty Health & Beauty ~$60B Pharmacy Wholesale and wellbeing p
Slide 89: Today we have a strong omnichannel retail business
Today we have a strong omnichannel retail business, supported and enabled by digital health assets and wholesale business Wesfarmers 2024 Strategy Briefing Day | 88
Slide 90: Priceline is one of Australia's most loved retail brands
Priceline is one of Australia’s most loved retail brands Full-line pharmacy Destination for Large and growing Largest Market-leading with wide range of beauty and national health and beauty service, in-store aspirational health skincare with new network of 473 loyalty program in and online in health
Slide 91: Five drivers of accelerated retail growth
Five drivers of accelerated retail growth 1 2 3 4 5 Accelerate Grow Increase value of Explore Enhance Priceline eCommerce loyalty program new formats franchisee Pharmacy proposition Wesfarmers 2024 Strategy Briefing Day | 90
Slide 92: Key priorities across Wholesale, MediAesthetics, and Digital Health
Key priorities across Wholesale, MediAesthetics, and Digital Health Wholesale MediAesthetics Digital Health Pharmaceutical Leading One-stop-shop for consumers’ wholesaler of choice MediAesthetics business health and wellbeing needs • Improve service levels • Capture supply chain and • Integrate asse
Slide 93: Key messages
Key messages • Division operates in attractive markets with strong growth trends − Growing retail pharmacy market and increasing role of community pharmacists in primary care − Growing consumer demand for beauty and wellbeing products − Increasing consumer expectations for digital, integrated and pe
Slide 94: Panel Q&A: WesCEF, Industrial and Safety, and Wesfarmers Health
PANEL Q&A WesCEF, Industrial and Safety, and Wesfarmers Health IAN HANSEN AARON HOOD Managing Director, Deputy Managing Director, Wesfarmers Chemicals, Wesfarmers Chemicals, Energy & Fertilisers Energy & Fertilisers TIM BULT EMILY AMOS Managing Director, Managing Director, Wesfarmers Industrial and
Slide 95: Tim Bult and Emily Amos
TIM BULT EMILY AMOS Managing Director, Managing Director, Wesfarmers Industrial Wesfarmers Health and Safety