What are Mission Vision & Core Values of Wesfarmers Company?

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What drives Wesfarmers' long-term strategy and culture?

Wesfarmers balances diversified retail and industrial operations through clear mission, vision and values that guide portfolio, capital allocation and daily execution. These principles underpin disciplined M&A, sustainability and community impact across its banners.

Mission, vision and values align >30 million weekly ANZ transactions, >A$40bn group revenue in 2024 and strategic choices—shaping returns and stakeholder trust while steering projects from ammonium nitrate to lithium. Wesfarmers Porter's Five Forces Analysis

Wesfarmers mission focuses on disciplined capital allocation across retail and industrials to generate sustainable shareholder returns, strong cash flow and high ROCE while divisions pursue customer value and productivity.

Official mission

To deliver satisfactory returns to shareholders via financial discipline and strong management of a diversified portfolio.

Target stakeholders

Shareholders are primary; divisions also serve customers and employees while prioritising cash generation and returns.

Scope

Diversified holdings spanning retail (Bunnings, Kmart, Target, Officeworks) and industrials (WesCEF, chemicals, resources).

Value proposition

Decentralised, empowered divisions focused on everyday low prices, operational productivity and long-term cash conversion.

Operating model

Financial discipline, strong management, talent development and disciplined capital deployment guide strategy and M&A.

Examples in action

Bunnings FY2024 sales exceeded A$18bn; WesCEF long-term contracts and the Mt Holland lithium project target stable and growth returns.

Wesfarmers corporate purpose and strategic objectives centre on shareholder returns, disciplined capital allocation and customer-focused division strategies, reflecting Wesfarmers mission, Wesfarmers vision and Wesfarmers core values; see Target Market of Wesfarmers.

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Wesfarmers vision focuses on sustained shareholder returns, leading safety and sustainability, and serving Australian households through retail and industrial leadership while expanding into health, digital and battery materials.

Official vision

Officially: 'To be one of Australia’s leading companies in terms of shareholder returns, safety, and sustainability, supporting customers and communities through our businesses.'

Future orientation

Seeks market leadership across ANZ retail, operational excellence in industrials and selective expansion into high-growth adjacencies such as health, data & digital and lithium/battery materials.

Realism & aspiration

Credible given FY2024–FY2025 metrics: double-digit ROCE in core divisions, strong dividends (historically > A$2.00 per share), and category leadership like Bunnings' market share >50% in DIY hardware.

Wesfarmers mission

The mission emphasises customer-focused retail excellence, safe operations and sustainable value creation across diversified businesses.

Wesfarmers core values

Values centre on safety, integrity, accountability, and customer service—guiding workforce expectations and decision-making.

Strategic objectives

Prioritise ROCE, dividend sustainability, category leadership and growth in sustainability-linked sectors to enhance long-term shareholder returns.

Wesfarmers vision retains leadership in returns while elevating safety and sustainability across a portfolio reaching most Australian households; see a Brief History of Wesfarmers for context.

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Wesfarmers core values guide decisions across retail, industrials and resources, shaping behaviour toward long‑term shareholder value and community impact. These values drive safety, accountability, commercial focus and sustainability across a diversified portfolio.

Integrity & Openness — act ethically with transparent reporting and supplier audits; Accountability — own outcomes, link capital allocation to returns; Commercial Excellence — pursue productivity and low cost to deliver value; Customer & Community — prioritise service, accessibility and local engagement.

Integrity and Openness

Wesfarmers promotes ethical conduct, frank performance reporting and supplier audits to maintain trust and transparency across divisions.

Accountability

Decisions are owned end‑to‑end with hurdle‑based approvals, divestments for underperformance and executive incentives tied to TSR and ROCE.

Commercial Excellence

Focus on value and efficiency: Kmart and Bunnings drive cost reduction and EDLP models while Officeworks optimises supply chains to boost NPS and margins.

Customer and Community

Stores run community programs and accessibility improvements, and digital convenience initiatives expand reach and local engagement.

Read how these values translate into measurable targets, including safety, sustainability and returns, and explore how Wesfarmers mission and vision shape strategic decisions in the next chapter — Competitors Landscape of Wesfarmers.

Values — Integrity and Openness: ethical conduct, transparent reporting, supplier audits; Accountability: hurdle approvals, divestments, LTIs linked to TSR and ROCE; Commercial Excellence: cost-out, EDLP, supply‑chain efficiencies; Customer & Community: Bunnings grants, Officeworks recycling; People & Safety: Target Zero Harm, TRIFR improvements; Sustainability: net‑zero targets for scope 1 & 2 by 2030–2040, renewable PPAs and circularity; Differentiation: shareholder-return focus with values-led decentralised model supporting low prices and disciplined growth.

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Mission and vision statements shape strategic resource allocation and operational priorities, aligning portfolio choices with long-term value creation. They guide Wesfarmers’ capital deployment, operating model and sustainability targets across diversified retail, industrial and resources businesses.

Wesfarmers mission, vision & core values — overview

Clear purpose-driven aims inform acquisitions, divisional KPIs and stakeholder commitments.

• Wesfarmers mission focuses on sustainable long-term value for shareholders and customers through market-leading businesses.
• Wesfarmers vision emphasises growth via disciplined capital allocation and operational excellence across retail, industrials and resources.
• Wesfarmers core values prioritise safety, customer service, integrity, trust and operational simplicity.
• These elements together form the company’s corporate purpose and strategic objectives for FY2024–2025.

Capital allocation

Preference for cash-generative, market-leading businesses and adjacencies with structural tailwinds drives M&A and divestment decisions.

Operating model

Decentralised accountability combined with shared disciplines (safety, risk, talent, sustainability) supports scale while preserving business agility.

Sustainability & metrics

Targets include emissions intensity reduction and improved customer NPS; FY2024 group revenue exceeded A$40bn with strong cash conversion funding dividends and buybacks.

Strategic portfolio moves

Acquisitions like API (Wesfarmers Health) and Mt Holland lithium reflect focus on health ecosystems and battery materials for long-dated returns.

Division-level examples

Kmart emphasises value engineering in product development; Bunnings invests in trade customer ecosystems and Officeworks reports improving NPS in FY2024.

Leadership signals

Management consistently stresses financial discipline and long-term value creation in annual reports and results briefings, linking safety and sustainability to investment choices.

Read how these principles shape revenue models and divisional strategies in Revenue Streams & Business Model of Wesfarmers. Explore next: Core Improvements to Company's Mission and Vision.

Influence

Mission/vision to strategy:

• Capital allocation: Preference for cash-generative, market-leading businesses and adjacencies with structural tailwinds. Example: Acquisition of API (now Wesfarmers Health) to build a health ecosystem leveraging retail/logistics strengths; Mt Holland lithium to participate in battery materials with long-dated returns.
• Operating model: Decentralised accountability with shared disciplines (safety, risk, talent, sustainability). Product development at Kmart prioritises value engineering; Bunnings invests in trade customer ecosystems.
• Metrics alignment: FY2024 group revenue >A$40bn; strong cash conversion supporting dividends and buybacks; sustained high ROCE in Retail divisions; group emissions intensity reductions reported; NPS improvements in Officeworks and Bunnings’ trade segment growth.
• Leadership signals: Management consistently emphasises ‘financial discipline’ and ‘long-term value creation’ in results briefings and annual reports, linking investment decisions and portfolio moves to shareholder returns, safety, and sustainability priorities.

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Four focused improvements can make Wesfarmers mission and vision more actionable and measurable while strengthening alignment with stakeholders and market trends. These changes emphasize stakeholder balance, quantified sustainability targets, digital leadership, and operational adaptation to AI and circularity.

Clarify stakeholder commitments alongside shareholder returns

Update the mission to state explicit commitments to customers and employees, reinforcing how delivering everyday value and workforce opportunities support long-term shareholder value and employer brand strength.

Quantify 2030 sustainability targets

Embed measurable goals: target >50% renewable electricity across retail by a specified year, set Scope 1–3 reductions consistent with net-zero pathways, and supplier decarbonisation coverage to improve investor and regulatory confidence.

Commit to digital, data and AI leadership

Expand the vision to include digital commerce and AI-driven retailing goals (e.g., grow online sales share and deploy AI merchandising to reduce out-of-stock rates and improve gross margin contribution).

Formalise circularity and responsible data use

Incorporate product circularity commitments and responsible data practices into core statements to support sustainable growth, reduce waste intensity, and maintain customer trust amid expanding e-commerce.

Improvements: Sharpen stakeholder balance to explicitly include customers and employees in Wesfarmers mission for stronger employer brand; quantify sustainability ambition with measurable 2030 targets across Scope 1–3, circularity, and supplier decarbonisation to meet investor expectations.

Refinements: 1) Update mission to explicitly include 'delivering everyday value for customers and opportunities for our people while compounding superior long-term shareholder returns.' 2) Expand vision with numeric goals such as >50% renewable electricity by a target year, Scope 3 engagement covering >80% of supplier emissions, and health/digital platform reach targets to reflect e-commerce and AI-driven retailing.

Adaptation focus: Integrate AI-enabled merchandising and supply chain optimisation, omnichannel experiences, responsible data use, and product circularity into formal statements as concrete growth opportunities aligned with Wesfarmers strategic objectives and corporate purpose; see Owners & Shareholders of Wesfarmers for related context.

Implementation of mission and vision in corporate strategy requires clear translation from group-level purpose into divisional plans and measurable performance metrics. Effective execution aligns capital allocation, governance and incentives to sustain long-term value for shareholders and communities.

Wesfarmers mission, vision and values — strategic intent

Wesfarmers mission and vision guide a diversified portfolio toward sustainable returns and essential services for Australian communities.

• Mission focuses on long-term shareholder value via essential retail, industrial and resources businesses
• Vision emphasises trusted service, safety and community contribution across networks
• Core values prioritise integrity, accountability, customer focus and value creation
• Corporate purpose reflected in consistent dividend policy and disciplined capital management

Operational focus

Divisions translate group intent into local strategies, measured by ROCE, TSR and safety KPIs.

Capital discipline

Group capital framework and stage-gate investment processes prioritize projects delivering above-hurdle ROCE and payback.

Sustainability alignment

Reporting aligns with TCFD and ASX principles; renewable sourcing and low-emissions investments are scaling across operations.

People & culture

Code of conduct, onboarding and performance scorecards embed Wesfarmers company values and workforce expectations.

Implementation

Business initiatives:

• Retail EDLP and cost discipline programs at Kmart and Bunnings that sustain price leadership and margin resilience; Officeworks’ hybrid work and education solutions scaling online penetration.
• Health platform build-out post-API acquisition, integrating pharmacies, wholesale, and digital health services to deliver accessible, essential services.
• Energy transition: Mt Holland lithium project development; WesCEF investments in low-emissions processes; renewable energy sourcing for store networks.

Leadership role:

• Group sets capital frameworks, safety and sustainability standards; divisional CEOs execute with autonomy. Mission/vision cascaded via annual reports, investor days, code of conduct, onboarding, safety toolboxes, and performance scorecards.

Systems:

• ROCE/TSR-linked incentives; stage-gate investment governance; supplier codes and audit programs; risk management aligned to ASX principles; sustainability reporting with TCFD-aligned disclosures.
• Visible alignment: continued dividends and disciplined M&A paired with community programs and safety KPIs.

In 2024 Wesfarmers reported underlying profit after tax of $2.3 billion and returned $1.6 billion in ordinary dividends, demonstrating the financial discipline tied to its mission and strategic objectives.

For a concise corporate overview and historical context, see Mission, Vision & Core Values of Wesfarmers