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Myer

Myer is an department store chain founded in 1900 by , a Jewish immigrant, who began as a hawker before opening a small store in , , with his brother Elcon. The company expanded rapidly, establishing its flagship Myer Emporium in in 1914, and grew into one of Australia's largest retailers, known for mid-range to upscale offerings in fashion, beauty, homeware, and accessories. By the early 21st century, Myer had become a publicly listed entity under Myer Holdings , operating over 60 s across all states and territories, with a focus on quality, service, and value that traces back to its founding principles. In January 2025, Myer merged with Investments to form the Myer Group, significantly expanding its portfolio to include over 780 department and specialty stores in and , incorporating brands such as Just Jeans, Dotti, and Peter Alexander alongside its core operations. This merger positions Myer as a dominant force in , with annual revenues exceeding $3 billion and a workforce of over 17,000 employees. Myer's product range spans men's, women's, and children's apparel; ; cosmetics and beauty; ; electrical goods; and home furnishings, often featuring exclusive collaborations and in-store experiences to attract diverse customers. The retailer emphasizes strategies, integrating physical stores with through its MYER one , which boasts high scores, such as a of 65.4 for in-store experiences in fiscal year 2025. Historically, the company has played a key role in evolution, surviving economic challenges and ownership changes, including its merger into the Coles Myer group in 1985 before returning to independent status in 2006.

History

Founding and early years

Sidney Myer, born Simcha Baevski in 1878 near in the (now ), immigrated to in 1899 at the age of 21, arriving penniless in amid the lingering effects of Victoria's . He initially worked as a hawker in the goldfields region before reuniting with his brother Elcon (also known as Tailer Baevski), who had arrived earlier. Together, the brothers saved enough capital to open their first drapery store, Myer Bros, in , Victoria, on October 20, 1900, specializing in clothing and household goods. The venture succeeded due to their innovative and focus on affordable quality, establishing a foundation for regional retail success. By 1911, expanded into by purchasing the established business of Wright and Neil on for £91,450, strategically located near the General Post Office. He renamed it the Myer and began acquiring adjacent properties to create a larger modeled on American retail innovations, such as fixed pricing and wide product ranges. This move marked the shift from a provincial to a major urban retailer, with the store opening in a new eight-story building by 1914. The quickly became a landmark, employing over 200 staff by the mid-1910s and introducing features like in-house to meet growing . The 1920s brought rapid growth for the Myer Emporium amid Australia's post-World War I economic boom, with expansion to Lonsdale Street in 1927 and the formation of Myer Emporium Ltd in 1925, capitalized at £3 million to fund further development. The business thrived on "Friday specials" and innovative displays, growing to over 200 departments and employing thousands, while navigating the through philanthropy and cost controls, such as reducing profit margins to 5%. During , after Sidney's death, the company adapted to wartime restrictions by increasing local sourcing and manufacturing, maintaining profitability with sales rising significantly under —profits increased by over £50,000 in the first war year alone—while contributing to national efforts through staff enlistment and supply contracts. Sidney Myer died suddenly of cardiac failure on September 5, 1934, at age 55, while walking near his home, leaving an estate valued at over £1 million and prompting widespread mourning, with over 100,000 attendees at his funeral. Succession fell to his brother Elcon Myer, who became joint managing director alongside nephew Norman Myer, steering the company through the Depression's recovery. Elcon's death in 1938 shifted leadership to the wider family, including Sidney's sons Sidney Baillieu and Kenneth Baillieu Myer, who later assumed key roles, ensuring continuity of the family's vision for accessible retail.

Expansion through mergers

Myer's expansion in the mid-20th century included a strategic move into retailing through the acquisition of the Geelong-based Lindsay's chain in , which was rebranded as in 1970 to capitalize on the growing demand for affordable variety goods. This diversification allowed Myer to integrate lower-priced merchandise lines into its operations, establishing Target as a complementary arm that operated alongside its traditional department stores and helped capture a broader customer base in suburban areas during the and . In 1983, Myer acquired the Sydney-based Grace Brothers department store chain, a major expansion that strengthened its presence in New South Wales and provided access to prime retail locations in the city's key shopping districts. The acquisition integrated approximately 20 Grace Brothers stores into Myer's portfolio, enabling operational efficiencies through shared and supply networks while maintaining the Grace Brothers initially to preserve local . The most transformative merger occurred in 1985 when Myer Emporium merged with G.J. Coles & Coy Limited, forming Coles Myer Ltd. and creating Australia's largest retail conglomerate with combined assets exceeding $4 billion. This union brought together Myer's 56 department stores and 68 outlets with Coles' and chains, leading to initial store rationalizations that closed overlapping locations to eliminate redundancies and optimize geographic coverage. Brand synergies were realized through cross-promotions and unified purchasing power, enhancing cost efficiencies in apparel, home goods, and general merchandise across the integrated network.

Coles Myer period

In 1985, G.J. Coles & Coy Ltd acquired Myer Emporium Ltd for A$918 million, forming Coles Myer Ltd and establishing the combined entity as Australia's largest er with over 1,650 stores across supermarkets, , and specialty . Myer served as the upscale arm of the , contributing 56 that focused on mid-to-high-end , home goods, and consumer products, complementing Coles' discount and grocery-oriented operations. The merger united Coles' pre-existing supermarket dominance with Myer's longstanding department store expertise, scaling the group into a comprehensive powerhouse. However, the late economic environment, including rising interest rates and slowing , began exerting pressure on the nascent conglomerate, particularly on Myer's higher-margin segment where profits had already been declining prior to the acquisition. By the , Coles Myer reported an 8.9% drop in pre-tax operating profit to A$555.6 million for the year ending July 1990, as sales growth stagnated amid widespread economic contraction and reduced . These strains prompted early cost-cutting measures, including divestments of non-core assets like unprofitable operations in 1988. Throughout the , intensifying competition from discount chains and international entrants forced Coles Myer to undertake rigorous portfolio reviews to streamline operations and refocus on viable formats. In 1990, the administrative and buying functions of Myer Stores and —Coles Myer's New South Wales department store chain—were merged into a single Department Stores Group to eliminate redundancies and improve efficiency. This rationalization, coupled with broader group efforts, led to the closure of underperforming outlets and the conversion or disposal of weaker brands, such as the 35 Coles Variety stores phased out by 1993 in favor of and Fosseys formats. By 1992, the group spun off its New Zealand operations as Progressive Enterprises to concentrate resources on the Australian market, while a 1996 strategic review rejected a full breakup but emphasized further consolidation amid persistent competitive pressures from rivals like Woolworths. Leadership transitions marked significant shifts in strategy during this era, reflecting ongoing efforts to navigate financial challenges and internal conflicts. Solomon Lew assumed the role of chairman in 1991, overseeing expansions into liquor and apparel while attempting to leverage the group's scale. Peter Bartels succeeded Brian Quinn as CEO in 1992, followed by Dennis Eck's appointment in 1997 and Stan Wallis taking over as chairman that same year, each leader prioritizing operational efficiencies and divestments to stabilize the department stores amid sluggish sales. Tensions culminated in 2002 with a high-profile boardroom battle, where shareholders voted to oust Lew after 17 years, amid criticisms of and performance in the Myer division, signaling deeper structural issues within the conglomerate.

Restructuring and relisting

In July 2006, Coles Myer Ltd. divested its department store business to a comprising Pacific Group (TPG), Newbridge Capital, and Investments for A$1.4 billion, marking the end of its integration within the larger Coles Myer entity. This transaction transitioned Myer into private ownership, allowing the to focus on revitalizing the retailer's operations without the constraints of public market pressures. Under private ownership from 2006 to 2009, Myer implemented significant operational enhancements to improve efficiency and . Key initiatives included increased on store refurbishments, which modernized layouts and fixtures across its , alongside investments in and systems to streamline inventory management and reduce costs. These efforts contributed to a leaner operational model, with annual operating profit growth of approximately 17% despite flat sales, positioning Myer for a return to public markets. Myer relisted on the Australian Securities Exchange in November 2009 through an (IPO) that raised A$2.1 billion, valuing the company at around A$2.4 billion and representing Australia's largest IPO since the began. However, the IPO faced immediate headwinds from the ongoing 2008 , which dampened sentiment and led to shares debuting below the offer price, declining up to 9% on the first trading day. In the subsequent year, Myer reported a significant profit decline, attributed to reduced amid the economic downturn.

Developments since 2010

Following its relisting on the Australian Securities Exchange in 2009, Myer faced increasing public market pressures that influenced its strategic direction in the subsequent decade. In 2013, Myer acquired full ownership of the fashion brand sass & bide, completing a purchase initiated in 2011, to strengthen its appeal to younger demographics through contemporary womenswear offerings sold in standalone boutiques and within Myer stores. The profoundly disrupted Myer's operations in 2020, prompting the closure of all 60 stores in March amid government-mandated lockdowns, which led to a net loss of A$172 million for the despite a 61% surge in online sales as consumers shifted to . In January 2025, The Myer Group was officially launched, integrating a network of 783 department and specialty stores across and through a merger with Investments' apparel brands business, expanding Myer's footprint and annual sales to over A$4 billion. This merger, valued at A$864 million and approved by shareholders in January 2025 before completion in February, involved Myer acquiring five apparel brands—Just Jeans, Dotti, Jay Jays, Portmans, and Jacqui E—to bolster its casual and denim offerings and target Gen Z consumers. In March 2025, Myer underwent a significant executive shake-up to support its expanded operations, appointing Kathy Karabatsas, former CFO of rival , as Group CFO; Megan Collins as Chief People Officer; and Belinda Slifkas as Chief Merchandise Officer, while Matt Jackman departed after eight years. In August 2025, Myer partnered with Global Retail Brands to launch 136 homewares concession stores within its department stores nationwide, enhancing its non-fashion categories with brands focused on and products. The fiscal year 2025 results, announced in September 2025, reported a A$213.3 million impairment charge on primarily related to the recent apparel brands acquisition amid flat sales, contributing to an overall annual loss. In May 2025, Rupert Myer, grandson of founder , publicly called for the refurbishment of the company's original 125-year-old store in , , citing its deteriorating condition and historical significance to the community. In November 2025, Myer announced a partnership with to enhance its , expected to integrate thousands of new products and complete transition by mid-2026, building on its online growth strategies. Additionally, the MYER one expanded its integration with Virgin Australia's program, allowing cross-redemptions to boost .

Operations

Store network and locations

Myer operates 58 department stores across states and the as of September 2025, providing a nationwide presence in both metropolitan and regional areas. The company's store network is concentrated in major cities, with hosting the highest number at 19 locations, followed by and with 13 each. This distribution ensures accessibility for customers in urban centers like , , , and , as well as regional hubs such as and . The Myer Group, launched in January 2025 following the acquisition of Investments' apparel brands, extends the company's footprint to over 750 department and specialty stores across and , incorporating brands like Just Jeans and Jay Jays for broader market reach. Flagship stores anchor this network, including the iconic Myer Emporium on Lonsdale Street in Melbourne's , which serves as a historic , and Myer Sydney City in the , offering expansive retail space across multiple levels. Myer's store formats primarily feature full-line department stores spanning several floors with diverse product ranges, alongside smaller format outlets designed for targeted shopping experiences. Post-2025 group integration, many locations now include embedded specialty stores for apparel and accessories, enhancing efficiency and customer convenience within the existing infrastructure. During the 2010s, Myer rationalized its network amid shifting retail dynamics, closing underperforming stores such as those in Hornsby (New South Wales) in 2020, Colonnades (South Australia) in 2018, and several others announced in 2017, reducing the total from over 65 to the current scale. More recently, refurbishment efforts have focused on modernizing key sites, with capital expenditures in fiscal 2025 supporting upgrades to improve store aesthetics and functionality; for instance, in May 2025, calls were made to refurbish the aging Bendigo store in Victoria, highlighting its historical significance as Myer's original regional outpost. Note that Myer has no department stores in the Northern Territory.

Online and mail-order services

Myer's mail-order services were introduced in the early , with advertisements promoting the "Myer Mail Order Service for out-of-town customers" as early as 1932, enabling rural to access urban goods through catalogs and direct shipping. This initiative played a key role in expanding Myer's reach beyond city centers, particularly to isolated rural areas where physical stores were impractical, by offering a wide range of products like clothing and household items via post. The service grew significantly in the mid-20th century, with dedicated mail-order departments handling orders until the 1970s, when it transitioned toward more modern retail formats. Myer launched its platform, myer.com.au, in 2001, marking one of the earliest ventures among stores and initially focusing on apparel, , and homewares. By fiscal year 2025, sales had grown to represent 22.9% of Myer 's total sales, driven by enhanced website functionality, mobile optimization, and expanded product offerings that now include thousands of brands. Following the , Myer accelerated digital investments to bolster its strategy, including the redevelopment of the MYER one in 2023 to integrate loyalty features, personalized recommendations, and seamless order tracking for improved user engagement. These efforts also encompassed partnerships for faster fulfillment, such as a 2023 agreement with to enable next-day delivery in major cities and same-day options from over 60 stores nationwide, utilizing existing store locations as key fulfillment hubs for online orders. In January 2025, Myer formed The Myer Group through the acquisition of apparel brands and integration of operations, creating a unified network of over 750 stores across and that supports cross-border online access via myer.com.au, allowing seamless shopping and delivery for customers in both markets.

Loyalty and rewards programs

Myer launched its in August 2004, replacing the shareholder discount card previously offered under the Coles Myer structure and marking a shift toward a points-based rewards system for everyday purchases. Customers earn two points for every dollar spent at Myer stores or online, with points redeemable for $10 rewards once 2,000 points are accumulated, providing incentives like e-gift cards or in-store discounts to encourage repeat shopping. This program evolved from earlier physical store cards, such as the Capital-managed Myer card discontinued in 2009, to a fully digital platform accessible via the , which enables tracking of points, purchase history, and personalized offers. The program features four membership tiers—Member, Silver, , and Platinum—based on annual spend, offering escalating benefits to foster . Silver status, achieved at $1,500 in annual spend, unlocks perks like to sales and birthday rewards, while ($6,000+) adds double points days and complimentary beauty treatments; Platinum, available by invitation for high-value customers, includes exclusive events and enhanced personalization. These tiers emphasize experiential rewards, such as curated boxes from partner brands, to differentiate from basic point accumulation. In October 2025, the program was expanded with lower tier thresholds for easier progression, new earning opportunities at partners like , and enhanced beauty perks. By 2025, MYER one had grown to 4.7 million active members, with over 825,000 new sign-ups in the prior financial year, driven by younger demographics under 35 comprising more than half of additions. Following Myer's 2025 merger with Apparel Brands—including Just Jeans, Jay Jays, and Portmans—the program integrated across these labels, allowing seamless point earning and redemption to expand its reach beyond department stores. Credit card partnerships serve as optional enhancements to accelerate point earning within the core system.

Payment and credit options

Myer introduced its store card in the 1970s as a key financing product for customers, allowing in-store purchases on credit. In 1995, Coles Myer sold its credit card business to GE Capital Finance, under which the store card continued to operate until the partnership ended in 2017. That year, Myer transitioned to a new arrangement with Macquarie Bank Limited, which issues the rebranded Myer Credit Card—a Visa product designed for both in-store and everyday spending. The Myer Credit Card offers a variable purchase interest rate of 20.69% p.a. and a cash advance rate of 20.69% p.a., with up to 55 interest-free days on purchases. It includes an annual fee of $0 for the first year, increasing to $69 thereafter for the primary cardholder, and provides purchase protections such as Visa's coverage for eligible items against or accidental within 180 days of purchase, up to the item's value. Additional cardholders incur no annual fee. As of 2025, new applications are not being accepted, but the card remains available for existing holders. In 2019, Myer integrated buy-now-pay-later options, starting with for online purchases and expanding to in-store use by 2020. This service allows customers to divide eligible orders into four interest-free payments over six weeks, with no fees for on-time repayments. Purchases using the also accrue MYER one loyalty points at a rate of 2 points per $1 spent at Myer.

Products and brands

Core product categories

Myer department stores traditionally offer a diverse range of merchandise across several categories, catering primarily to apparel, , , and needs. The key categories include women's apparel, encompassing , , accessories, , and activewear; men's apparel, featuring casual and such as shirts, pants, jackets, and accessories; and children's apparel, which covers , , and related items for infants through teens. These apparel ranges emphasize quality and variety, positioned in the to upscale market segment to appeal to middle and upper-middle-class consumers seeking accessible and everyday essentials. In addition to apparel, Myer's core offerings extend to beauty and , providing an extensive selection of skincare, makeup, fragrances, and haircare products from various price points; homewares and appliances, including decor, , , and small electrical items like vacuums and makers; and and gifts, featuring educational , games, plush items, and seasonal gifting options. Private labels play a significant role in these categories, offering affordable yet branded alternatives that reinforce Myer's without compromising on style or functionality. This structure allows customers to shop for complete wardrobes, household upgrades, and special occasions under one roof, with a focus on curated selections that balance trendiness and practicality. Seasonal offerings further enhance these core categories, with dedicated collections for holidays like —featuring festive apparel, gift sets, and home decorations—and major sales events such as , where discounts across apparel, , and toys drive increased foot traffic and online engagement. Myer sources its products from a mix of international suppliers, primarily from and for global trends, and Australian manufacturers for local relevance and sustainability compliance, ensuring a blend of imported and domestic quality. Recent brand acquisitions have introduced complementary lines into these categories, expanding options in apparel and without altering the foundational merchandise structure.

Owned and partnered brands

Myer owns the Australian fashion label sass & bide, which it acquired in 2011 and integrated as a wholly owned prior to 2015, focusing on premium womenswear with a signature aesthetic. The primarily operates through concessions within Myer department stores and online, following the closure of most standalone stores in 2024. Myer also owns the fashion brands Marcs and David Lawrence, which offer casual menswear and contemporary womenswear respectively, operating through concessions and online channels. These brands contribute to the retailer's mid-to-upper market positioning in apparel. The company maintains long-term concession partnerships with established brands such as Country Road, an Australian lifestyle label specializing in casual apparel and accessories, owned by the Woolworths Group since 2014. These concessions provide dedicated retail spaces inside Myer stores, enabling seamless integration of Country Road's collections into Myer's broader assortment while preserving the brand's independent identity and merchandising control. Myer partners with international luxury brands including , , , and , primarily through concessions in its flagship locations like the and central stores, where these brands offer exclusive , fragrance, and select fashion items. These collaborations enhance Myer's prestige in the and designer categories, with , for instance, providing a dedicated beauty line encompassing makeup and fragrances tailored for the Australian market. To support its value proposition across core product categories like apparel and home, Myer develops and manages private label lines under its Myer Exclusive Brands (MEBs) portfolio, which are designed in-house exclusively for sale in its stores. This strategy emphasizes affordable, quality-focused ranges that differentiate Myer from competitors, with historical examples including apparel lines like , , and Regatta, though the company periodically refines its offerings to align with evolving customer preferences. at Myer involves curating exclusive collections and optimizing concession layouts to drive foot traffic and sales synergy.

Recent acquisitions and expansions

In February 2025, Myer completed its acquisition of Investments' Apparel Brands division for A$864 million, incorporating five key apparel labels—Just Jeans, Jay Jays, Portmans, Dotti, and Jacqui E—into its portfolio. This deal, structured as a share swap with an additional A$82 million cash component to , added approximately 719 stores across and , significantly expanding Myer's physical footprint in casual and women's fashion. The acquisition targeted younger demographics, particularly consumers, by integrating brands known for accessible, trend-driven apparel that appeals to urban youth markets. These brands were integrated into The Myer Group, Myer's overarching entity that encompasses its department stores and specialty retail operations, enabling shared resources such as efficiencies and access. This consolidation facilitated the rollout of Myer's MYER one rewards program across the new labels by August 2025, allowing customers to earn and redeem points seamlessly while building on Myer's pre-existing owned brands like sass & bide, Marcs, and David Lawrence. The integration process, which began immediately post-acquisition, is projected to yield annual synergies of A$30 million from apparel operations plus A$10 million from by mid-2027. In August 2025, Myer announced a partnership with Global Retail Brands (GRB), led by Steven Lew, to launch 136 homewares concessions within its stores nationwide. This included 80 outlets for kitchenware brands The Custom Chef and The Cook Shop, alongside 56 for the home brand salt&pepper, marking GRB's first major and diversifying Myer's offerings beyond fashion into non-apparel categories. The concessions, set to roll out progressively through 2026, provide access for GRB's products while enhancing Myer's home department with curated, high-margin items. In November 2025, Myer partnered with to enhance its , introducing thousands of additional products and third-party brands across apparel, beauty, homewares, and more, to broaden its digital offerings. Strategically, these moves address competitive pressures from rivals like and by broadening Myer's brand ecosystem and accelerating . The apparel acquisition leverages Myer's infrastructure to boost online sales for the new brands, which previously had limited digital presence, aiming for incremental revenue through integration. Similarly, the homewares counters stagnant by introducing specialized concessions that drive foot traffic and opportunities, positioning Myer for sustained expansion in a challenging retail environment.

Corporate affairs

Leadership and governance

Olivia Wirth serves as the CEO and Executive Chair of Myer Holdings Limited, having assumed the role on June 4, 2024, following her prior appointment as an independent in November 2023. Prior to joining Myer, Wirth held senior executive positions at , including CEO of Qantas Loyalty, bringing extensive experience in and loyalty programs to the role. The executive team underwent a significant reshuffle in March 2025 to strengthen capabilities amid strategic priorities, including the appointment of Kathy Karabatsas as Group Chief Financial Officer, who joined from rival David Jones where she served as CFO. Other key appointments in the shake-up included Belinda Slifkas as Chief Merchandise Officer and the creation of new roles such as Chief Product Officer, filled by Simon Schofield in July 2025. Additional executives include Megan Collins as Chief People Officer since April 2025, Mark Medwell as Chief Information Officer since February 2025, and Tony Sutton as Chief Operating Officer. Myer's board of directors, as of November 2025, comprises four members: Olivia Wirth (Executive Chair), Gary Weiss AM (Deputy Chair and Lead Independent Director), Terry McCartney (Non-Executive Director), and Rob Perry (Independent Non-Executive Director). While the current board does not include direct Myer family representatives, Rupert Myer, a descendant of founder Sidney Myer, previously served as Deputy Chairman from 2012 to 2015, reflecting the family's historical involvement in governance. Myer's leadership evolution traces back to its founding in 1900 by , who served as managing director and built the company into a major force, followed by his son Norman Myer as chairman and managing director from 1938. Subsequent CEOs, such as Bernie Brookes (2006–2014) and (until 2024), navigated key expansions and challenges before Wirth's appointment. Myer maintains robust governance practices in compliance with the ASX Corporate Governance Principles and Recommendations, including regular board evaluations and risk oversight through committees such as the , Finance and Risk Committee. The company's Diversity and Inclusion Policy emphasizes measurable objectives for gender diversity, targeting at least 30% female representation on the board; as of mid-2024, this stood at 33%, though the current composition reflects 25% female directors as of July 2025. These practices support ethical decision-making and alignment with shareholder interests. Recent executive changes were partly influenced by ongoing financial pressures, including losses reported in early 2025.

Financial performance

Myer Holdings Limited achieved peak annual revenue of A$3.01 billion in 2019 (FY19), driven by strong sales prior to the onset of the . Revenue subsequently declined to A$2.66 billion in FY21 amid widespread store closures and reduced , before a post-COVID recovery that saw figures rise to A$3.27 billion in FY23, A$3.27 billion in FY24, and A$3.67 billion in FY25 (including Apparel Brands contribution). In FY25, Myer reported a statutory net loss after tax of A$211.2 million, a sharp swing from the A$43.5 million in FY24, largely attributable to a one-off, non-cash charge of A$213.3 million on related to the acquisition of Apparel Brands. The results announcement triggered a significant share price decline, with the stock falling as much as 23.4% to a low of A$0.49, its lowest since late 2023. Key profitability drivers for Myer include gross margins, with FY25 operating gross profit margin at 38.3%, supported by a mix of owned brands and cost management in supply chain operations. EBITDA trends showed resilience post-COVID with positive figures through FY24, reaching A$383.2 million in FY25 despite integration costs from the Apparel Brands acquisition and inflationary pressures. Following its in 2009 at A$4.10 per share—which valued the company at approximately A$2.1 billion—Myer's has contracted substantially, standing at around A$692 million as of November 2025 based on a share price of A$0.40 and approximately 1.73 billion . The company has maintained a policy of paying fully franked s post-IPO, targeting a payout aligned with underlying , though FY25 saw a reduction to a total of 2.5 cents per share (via a special ), with no final dividend declared amid the reported .

Sustainability and community initiatives

Myer has committed to aligning its practices with Australia's National Targets, aiming for an average of 50% recycled content across all by 2025. As of FY25, Myer achieved 42% recycled content in , advancing toward the through prioritized use of recycled materials and improved tracking under Australian Covenant obligations. Additionally, Myer focuses on reducing and in its stores and operations, achieving a more than 3.61% reduction in recent years through investments in practices. Through the Fund and The Myer Foundation, established in connection with the company's founding family, Myer supports extensive community philanthropy. These efforts include programs addressing , , and , such as funding for the Stars Foundation, which aids Indigenous girls and young women in transitioning to , , and . The Myer Community Fund, a corporate initiative, annually supports over 58 organizations focused on children and families, emphasizing development and pathways to . Myer's ethical sourcing policy enforces standards across its supply chain, particularly for apparel, with mandatory compliance audits for suppliers in high-risk countries to verify labor practices, prohibit child and forced labor, and ensure fair wages and safe working conditions. Suppliers must permit independent audits and maintain transparency on modern slavery risks, with for non-compliance. In 2025, efforts to preserve the heritage of Myer's original store gained prominence, as Myer's grandson publicly urged the company to refurbish the 125-year-old site, highlighting its role in local community legacy and economic history. This push integrates sustainability by advocating for that maintains historical features while supporting ongoing .

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