Seven & I Holdings Co., Ltd. · TSE:3382
Seven & I — Seven & I Hldgs — Q2 2024 Earnings Presentation
66 slides from Seven & I's earnings presentation, Oct 10, 2024
Slide 1: Presentation for the Second Quarter of FY2024
Seven & i Holdings Co., Ltd. Presentation for the Second Quarter of FY2024 (Fiscal Year Ending February 28, 2025) October 10, 2024 Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 1
Slide 2: Executive Summary
Executive Summary ✓ The FY2024 financial forecasts has been revised based on the 1H results and the effects of initiatives for the Domestic and Overseas CVS operations in 2H onward ✓ Achieve growth by accelerating business strategies and adding new initiatives towards next fiscal year ✓ Accelerate t
Slide 3: Today's Agenda
TODAY’S AGENDA 1 1H Results 2 Revision of Full-Year Financial Forecasts 3 Status of Major Operation Strategies Domestic CVS Operations and North American CVS Operations ４ Strategic Initiatives Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 3
Slide 4: Today's Agenda
TODAY’S AGENDA 1 1H Results 2 Revision of Full-Year Financial Forecasts 3 Status of Major Operation Strategies Domestic CVS Operations and North American CVS Operations ４ Strategic Initiatives Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4
Slide 5: 1H Consolidated Results Highlight
1H Consolidated Results Highlight (Billions of yen, %) FY2023 FY2024 YOY Change vs. Change Initial plan from initial plan Group’s total sales*1 8,693.8 9,287.0 106.8 +593.1) 104.4 +394.0) Revenues from operations 5,547.0 6,035.5 108.8 +488.5) 107.7 +429.5) Operating income 241.1 186.9 77.6 (54.1) 84
Slide 6: 1H Revenues, Operating Income and EBITDA by Operating Segment (YOY)
1H Revenues from Operations, Operating Income and EBITDA by Operating Segment (YOY) (Billions of yen, %) Revenues from operations Operating income EBITDA YOY/Change YOY/Change YOY/Change 108.8) 77.6) 95.0) Consolidated 6,035.5) +488.5) 186.9) (54.1) 471.5) (24.9) 98.2) 92.2) 95.4) Domestic CVS opera
Slide 7: 1H Results by Operating Segment (vs. initial plan)
1H Revenues from Operations, Operating Income and EBITDA by Operating Segment (vs. initial plan) (Billions of yen, %) Revenues from operations Operating income EBITDA vs. plan/change vs. plan/change vs. plan/change 107.7) 84.2) 94.9) Consolidated 6,035.5) +429.5) 186.9) (35.0) 471.5) (25.4) 96.9) 91
Slide 8: 1H Special Losses
1H Special Losses (Billions of yen) FY2023 FY2024 YOY/Change Major factors Special losses 159.6 86.2 (73.3) Loss on disposals of property and equipment 6.6 6.8 +0.18) - Impairment loss 10.5 10.6 +0.03) - Loss on business of subsidiaries and associates - 45.8 +45.8) IYNS :Loss incurred due to busines
Slide 9: EBITDA of SST Operations
EBITDA of SST Operations (Billions of yen, %) FY2024 1H results YOY vs. plan plan YOY Ito-Yokado 8.4) 120.5 124.0 27.9 152.2 SHELL GARDEN (0.10) - - 0.14 - Tokyo metropolitan area SST operations 8.8) 137.6 129.6 28.2 150.8 York-Benimaru 14.5) 102.5 99.8 30.1 104.5 SST operations* 22.7) 104.5 109.2 5
Slide 10: Fundamental Transformation Roadmap of Tokyo Metropolitan Area SST Operations
Fundamental Transformation Roadmap of Tokyo Metropolitan Area SST Operations FY2022 FY2023 FY2024 FY2025 1H plan 1H results FY2024 plan Number of stores with self-planned apparel* [All stores excluding Shokuhinkan] 113 stores 98 stores 90 stores 90 stores 32 stores Completely exit [stores as of the
Slide 11: FY2024 Interim Dividends
FY2024 Interim Dividends Dividends per share 20.0 yen Effective date of dividends (Starting date of paying November 15, 2024 dividends) Annual 40.0 yen FY2024 dividends forecasts [Interim 20.0 yen / Year-end 20.0 yen］ FY2024 interim dividend will be conducted according to the disclosure based on the
Slide 12: Today's Agenda
TODAY’S AGENDA 1 1H Results 2 Revision of Full-Year Financial Forecasts 3 Status of Major Operation Strategies Domestic CVS Operations and North American CVS Operations ４ Strategic Initiatives Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 12
Slide 13: FY2024 Revised Consolidated Financial Forecasts
FY2024 Revised Consolidated Financial Forecasts (Billions of yen, %) Initial plan After revision YOY YOY change vs. Initial plan Group’s total sales*1 17,815.0 18,993.0 106.8 +1,203.0) 106.6 Revenues from operations 11,246.0 11,879.0 103.5 +407.2) 105.6 Operating income 545.0 403.0 75.4 (131.2) 73.9
Slide 14: FY2024 Transient Special Gains and Losses
FY2024 Transient Special Gains and Losses (Billions of yen) FY2024 (Forecasts) Major Factors Transient Special Gains 91.6 7-Eleven, Inc. 77.3 Sale and leaseback ($520M) 7&iHD (nonconsolidated) 9.6 Gain on transfer of subsidiary, etc. Others 4.7 Transient Special Losses 128.7 7-Eleven, Inc. 54.3 Clos
Slide 15: FY2024 Forecasts by Segment (Revised)
FY2024 Forecasts by Segment (Revised) (Billions of yen, %) Revenues from operations Operating income EBITDA YOY/Change YOY/Change YOY/Change 103.5 75.4) 92.5) Consolidated 11,879.0 +407.2 403.0 (131.2) 975.8 (79.1) 99.3) 95.6) 97.8) Domestic CVS operations 915.0 (6.7) 239.6 (10.9) 333.2 (7.5) 106.5
Slide 16: FY2024 Financial Forecasts of Major Operating Companies
FY2024 Financial Forecasts of Major Operating Companies (Billions of yen,%) Before Revision Revised Operating income Change in Operating income Change in Existing store Existing store merchandise merchandise sales growth sales growth YOY/ GPM YOY/ GPM Change Change 103.6 95.6) Seven-Eleven Japan 260
Slide 17: Today's Agenda
TODAY’S AGENDA 1 1H Results 2 Revision of Full-Year Financial Forecasts 3 Status of Major Operation Strategies Domestic CVS Operations and North American CVS Operations ４ Strategic Initiatives Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 17
Slide 18: 1H Status
1H Status Sales and number of customers’ trend 102% Existing store sales growth Number of customer growth 101% 100.9% 100.6% 100.1% 99.9% 100% 99.6% 99.8% 99.8% 100.0% 100.0% 99.9% 99.5% Mar. to Sep. 99.4% 99.3% 99% (cumulative) YOY change 98.7% Sales 99.8% 98% Customers 99.9％ March April May June J
Slide 19: Initiatives to Improve Customer Numbers and Increase Gross Profit
Initiatives to Improve the Number of Customers and Increase Gross Profit Pricing Strategy Expansion of new products Increase Rise GP customer number “Pleasant Value! Declaration” ・ New counter products Freshly made・ Applying Pursue Affordable Creative Deliciousness Pricing Packaging Fresh Successful
Slide 20: Pricing Strategy
Pricing Strategy Increase customer number Pleasant Value (balance price and value) Changes in customer base Change in the purchase rate of “Pleasant Value” merchandise September 2024 August 2024 Reliable quality at an affordable price Change “Pleasant Value! Declaration” Pleasant value merchandise 3
Slide 21: The Store that Customers Want to Visit Again and Again
To Realize “The Store that Customers Want to Visit Again and Again” Increase customer number Utilizing point programs initiatives Generating excitement by events Mitsui Sumitomo Card ✓ Linked to 7iD and pay with your Oct. 2024~ Continuous events smartphone at any time ✓ On Friday, using V Point Pay
Slide 22: Expansion of New Merchandise (New Counter Merchandise)
Expansion of new merchandise (New Counter Merchandise) Rise GP Seven Cafe Smoothie New Merchandise Deployment Results (August 2024) October 2024~ Number of stores Sales volume/day Approx. 18,000 Approx. 15 APSD effects GP effects Approx. +0.6％ Approx. +0.2％ Very Berry Green Strawberry Banana Yogurt
Slide 23: 7NOW Expansion
7NOW Expansion Rise GP 7NOW Top Selling Items (August 2024) Deployment Plan 1 Corn dog 11 Spicy Fried Chicken Red 7NOW Exclusive merchandize More stores to handle 7NOW introduction (Hokkaido test) 2 Spicy Fried Chicken 12 Seven Premium Fresh Eggs 10 Crinkle cut fries Approx. 3 Seven Premium Milk 1L
Slide 24: Aiming to Improve Profits in FY2025
Aiming to Improve Profits in FY2025 Operating profit (initial plan vs after revision) Improvement activities (Billions of yen) FY2024 FY2025 Change After revision Target • SSS Growth 102.5％->100.4％ 1 Same store sales (%) +0.4 +1.8 -) 2 Number of customers (%) +0.4 +1.5 -) • GPM +0.2％->(0.1)％ 3 Gross
Slide 25: Today's Agenda
TODAY’S AGENDA 1 1H Results 2 Revision of Full-Year Financial Forecasts 3 Status of Major Operation Strategies Domestic CVS Operations and North American CVS Operations ４ Strategic Initiatives Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 25
Slide 26: Leader in the Large and Growing Convenience Sector
Leader in the Large and Growing Convenience Sector Key Themes in the C-Store Industry SEI’s Unique Competitive Advantage C-store Industry Merchandise Sales ($Bn) Recession $328 Large and 7% ~13% 1 Growing Sector $116 Merchandise Sales Operating Income CAGR since 2005 CAGR since 2005 (1) '03 '04 '05
Slide 27: SEI Q2 and 1H 2024 Performance Overview
SEI Q2 and 1H 2024 Performance Overview Q2 2024 1H 2024 • Navigating unique macro environment challenges and (Millions of dollars unless changes in consumer shopping patterns Result YOY (%) YOY Change Result YOY (%) YOY Change otherwise noted) (1) • Sequential improvement in Same-Store Sales, Total
Slide 28: 1H 2024 Quarterly Trends
1H 2024 Quarterly Trends Merchandise Existing Store Sales Growth & GPM Retail Fuel Sales Volume Growth Per Store & Retail CPG (%) (%) (₵) (%) +5.0 +4.7 +5.0 +20.0 +20.0 +4.2 +11.8 +3.2 +10.0 +10.0 +1.7 +6.2 +6.3 +1.0 +0.7 +0.9 +2.4 +0.5 +0.1 +0.5 ±0.0 ±0.0 ±0.0 (1.2) ±0.0 (2.0) (5.2) (0.2) (2.7) (0.
Slide 29: Current Operating Environment
Current Operating Environment Higher Prices are Pressuring Consumer Finances Depleted Savings Has Led to Reliance on Debt and Value Focus Inflation Index High Cost of Living Savings and Debt Changing Consumer Behavior (Aug’20 = 100) (% Change Aug’24 – Aug’19) 140 CC Debt (right) Savings Rate (left)
Slide 30: Sales & Traffic Trends
Sales & Traffic Trends Merch US-SS (APSD YoY Growth) PSD US- SS Traffic +5.7% (PSD T-Count) Existing sales store growth (ex. Cigs) 2% +1.0% CrowdStrike +2.9% PSD Customer % Change outage impact Existing sales store growth (0.8)% +1.5% 0% CrowdStrike (2.7)% (2.5)%(2.3)% +4.7% (0.3)% outage impact -2%
Slide 31: Key Actions to Position SEI for Long-Term Success
Key Actions to Position SEI for Long-Term Success 1 Grow Proprietary Products(1) 2 Accelerate Digital and Delivery Fresh Food & Proprietary Private Enhanced Continued Growth in Loyalty Strong Q2 2024 7NOW Restaurants Beverages Brands Value Chain Programs Performance +1.6% YoY +3.8% YoY +1.1% YoY 97M
Slide 32: Grow Proprietary Products
Grow Proprietary Products Food & Beverage Modernization Warabeya Warabeya Texas Warabeya Virginia Summary Fresh Food APSD ($) Fresh Food APSD ($) Program Components 855 Stores 1,352 Stores +6% +19% • Bake In-Store • Self-Serve Roller Grill $151 $106 • Grab & Go Cases $142 • Specialty Beverage $89 Ja
Slide 33: Improve Efficiencies and Cost Leadership
Improve Efficiencies and Cost Leadership Cost Leadership Proprietary Retail System (RIS/DEX) Revised 2024 Target from $350M to $500M (+42%) Enables a Customized Assortment for Each Store Based on Local Demand $500M $34M $500M $231M $79M 524 Targeting to Complete Speedway Store $350M Speedway stores
Slide 34: 2H and FY2024 Revised Guidance
2H and FY2024 Revised Guidance Prior Guidance New Guidance 2H FY2024 2H FY2024 (Millions of dollars unless otherwise • Pullback in consumer spending has YOY YOY YOY YOY YOY YOY YOY YOY noted) (1) (%) Change (%) Change (%) Change (%) Change persisted beyond prior expectations Total Store Sales 35,692
Slide 35: FY2024 Revised Guidance Walk and Target for FY2025
FY2024 Revised Guidance Walk and Target for FY2025 Operating Income (Initial vs. Revised Guidance) Action Plans and Target (Millions of dollar) FY2024 FY2025 • Inflation-weary consumer Change Guidance Target • Accelerated decline in cigarettes 1 US Same Store Sales (%) (3.0) +1.5 -) • Industry traff
Slide 36: ROIC Improvement Plans
ROIC Improvement Plans ROIC improvements and Corporate Value enhancements are Critical Elements of our Long-Term Plan ROIC and Corporate Value Enhancement*1 EBITDA (Millions of Dollar) ROIC Improvement Plans 8,000 SEI：FY2023 ROIC 6.5% 7,000 FY2030 $5.9B*2 SEI ROIC Improvement plan 6,000 5,000 • Unde
Slide 37: Today's Agenda
TODAY’S AGENDA 1 1H Results 2 Revision of Full-Year Financial Forecasts 3 Status of Major Operation Strategies Domestic CVS Operations and North American CVS Operations ４ Strategic Initiatives Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 37
Slide 38: The Current Focus of the Board
The Current Focus of the Board Objective • Pursuing the best interests of our shareholders and other stakeholders Key Considerations Strategic Initiatives 1 Unlocking potential value in each business segment 1 Optimization of Need to fully bring out the potential of each of the CVS business, SST gro
Slide 39: Strategic Initiatives to Unlock Intrinsic Values
to Unlock Intrinsic Values 1 Optimization of group structure Three pillars 2 Operational improvements 3 and enforcement of self- Capital allocation driven growth story Approach Action plans announced on April 10 th, 2024 and Formulation of concrete action plans A to accelerate growth strategic initi
Slide 40: Our Efforts on Optimization of Group Structure
1 Our Efforts on Optimization of Group Structure* 7-Eleven Corporation（tentative） YORK Holdings Co., Ltd. Financials Plans to change the holding company name of Capital Alliance with Set up an intermediary holding “Seven & i Holdings” SST business (to company to oversee SST business maintain col
Slide 41: Transformation to a Leading Global CVS Company
2 Transformation to a Leading Global CVS Company 7-Eleven Corp. (tent.) YORK HD Initiate consideration of applying IFRS for 7-Eleven Corp. (consolidated) (tent.) （FY2023 Actual *1*2） Obtain positioning 7&i HD 7-Eleven Corp. 7&i HD 7-Eleven Corp. current (Cons. / tent.) current (Cons. / tent.) as a w
Slide 42: Accelerate Self-driven Growth of SST Business Group
2 Accelerate Self-driven Growth of SST Business Group 7-Eleven Corp. (tent.) YORK HD Seven & i HD (current) -> 7-Eleven Corp. (new/tent.) i Newly establish YORK HD Shift to equity method affiliate iii Share transfer through ii Bring in strategic partners * YORK HD organizational reforms, etc. 100% 1
Slide 43: Realize Self-driven Growth of SST Business Group
2 Realize Self-driven Growth of SST Business Group 7-Eleven Corp. (tent.) YORK HD YORK HD：Achieve EBITDA goal of c. JPY 100 billion in FY2025 and aim for further growth from self- driven initiatives YORK HD*1 EBITDA Vision Road to Self-driven Growth （JPY billion） By bringing in strategic partners, S
Slide 44: Capital Allocation Plan
3 Capital Allocation Plan 7-Eleven Corporation (tentative) YORK HD Cashflow generation（cumulative）*1 Cashflow usage（cumulative）*1 （JPY billion） 1 Will conduct buyback of JPY 100 billion by FY2025 Financials 4,000 as currently planned *3 Cash-in driven by Growth ＋ capital collection, through optimiza
Slide 45: Sustainable Initiatives to Enhance Our Corporate Value
Sustainable Initiatives to Enhance Our Corporate Value 7-Eleven Corporation (tent.) YORK HD / Financials Change the holding company name Fundamental transformation • Full focus on CVS business • Must achieve EBITDA target of c. JPY 100billion by FY2025 Summary Initiate consideration of applying IFRS
Slide 46: The Future of Seven & i Holdings
The Future of Seven & i Holdings Commitment to Each business will mid- to long- term Each business will conduct their business growth and value pursue their own with a certain level of enhancement, distinctive growth capital and corporate to shareholders / stories independence stakeholders of each b
Slide 47: Appendix
Appendix Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 47
Slide 48: External Environment (Japan)
External Environment (Japan) Domestic PPI/CPI (Comprehensive)*1, 2 CPI (Food)*1 (YoY growth) (YoY growth) 12.0 12.0 (％) 9.8 (％) 9.5 CPI 10.0 10.0 PPI 8.6 7.4 7.8 8.0 8.0 6.0 6.0 4.7 4.8 3.5 3.4 3.6 4.0 3.0 4.0 2.7 3.2 3.2 2.0 3.0 2.0 2.5 1.2 0.9 0.0 0.0 (2.0) (2.0) Jan. May Sep. Jan. May Sep. Jan. M
Slide 49: External Environment (US)
External Environment (US) CPI(Food) /PPI(Comprehensive)*1 Crude oil price (WTI) /Fuel retail price*2 YoY Growth 15.0 CPI (Food) 120 114.8 WTI 6.50 (％) PPI (Comprehensive) ($) Fuel retail price (right) ($) 11.2 10.1 10.1 10.0 4.93 10.4 90 5.00 78.1 79.8 83.2 70.3 5.7 5.7 76.7 7.0 74.2 5.0 3.39 60 3.5
Slide 50: Consolidated B/S Summary (As of Aug. 31, 2024)
Consolidated B/S Summary (As of Aug.31, 2024) (Billions of yen) Assets As of As of Liabilities and net assets As of As of Change Change (Main items only) Feb. 29, 2024 Aug. 31, 2024 (Main items only) Feb. 29, 2024 Aug. 31, 2024 Current assets 3,035.6 3,084.8 +49.2) Total liabilities 6,691.4 7,631.1
Slide 51: 1H Consolidated Results (Q1 and Q2)
1H Consolidated Results (Q1 and Q2) (Billions of yen, %) Q1 Q2 vs. vs. YOY YOY change YOY YOY change Initial plan Initial plan Group’s total sales*1 4,288.5 103.0 +126.5) 99.7 4,998.4 110.3 +466.6) 108.8 Revenues from operations 2,734.7 103.2 +84.0) 100.5 3,300.7 114.0 +404.4) 114.4 Operating income
Slide 52: 1H Operating Income by Segment (Q1 and Q2)
1H Operating Income by Segment (Q1 and Q2) (Billions of yen,%) Q1 Q2 vs. vs. YOY YOY Change YOY YOY Change Initial plan Initial plan Consolidated 59.3) 72.4 (22.6) 98.3 127.6) 80.2 (31.4) 79.0 Domestic CVS operations 61.2) 95.6 (2.8) 95.3 66.4) 89.3 (7.9) 89.0 Overseas CVS operations 4.4) 21.3 (16.5
Slide 53: 1H Consolidated Statements of Cash Flows
1H Consolidated Statements of Cash Flows CF from operating activities CF from investing activities CF from financial activities Free CF 600 (Billions of yen) 300 0 (300) (600) (Billions of yen) FY2020 FY2021 FY2022 FY2023 FY2024 vs. FY2023 CF from operating activities 295.5) 340.8) 366.4) 192.9) 542
Slide 54: 1H Superstore Operations & Others - Change in Operating Income
1H Superstore Operations & Others - Change in Operating Income Superstore operations Others (Billions of yen) (Billions of yen) 3.5 (0.91) +1.3 Note) IY: Ito-Yokado YB: York-Benimaru Note) 7FS: Seven & i Food Systems, AH: Akachan Honpo Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 5
Slide 55: 1H Results of Major Operating Companies
1H Results of Major operating companies (Billions of yen, %) Operating income Existing store Change in merchandise sales growth YOY YOY Change GPM Seven-Eleven Japan 127.6 91.9 (11.2) (0.2) (0.1) 7-Eleven, Inc.*1 130.8 82.9 (26.9) (3.2) (1.3) [Millions of dollar] [858] [73.5] [(309)] *2 (Former IY)
Slide 56: Seven-Eleven Japan (1)
Seven-Eleven Japan (1) Existing store sales & GPM Trend in income of franchised stores Impact of unit price increase has run its course Income of franchised stores (monthly amount) YOY +4.9 110 1,400 +4.5 106.6 +1.0 +5.0 (%) (Thousands of yen) (％) (％) 104.5 +2.1 96.9 100.2 98.5 +0.4 100 1,200 +0.4 +
Slide 57: Seven-Eleven Japan (2)
Seven-Eleven Japan (2) SG&A Change in Operating income (Billions of yen, %) (Billions of yen, %) 1H Major Factors YOY YOY change for change SG&A 305.0 103.2 +9.5) Advertising Enhanced sales expenses 19.0 120.2 +3.2) promotion Optimization of Salaries and wages 38.8 95.1 (2.0) directly operated store
Slide 58: 7-Eleven, Inc. (1)
7-Eleven, Inc. (1) Merchandise Same Store Sales Growth Merchandise Margin Existing store sales growth Merchandise margin (right) +20.0 +3.0 36.0 Existing store sales growth vs. FY2019 YOY change (left) (%) (%) (%) +2.0 35.0 +10.0 +1.0 +4.7 +1.0 34.0 +1.7 +0.9 ±0.0 (2.4) ±0.0 33.0 (0.2) (0.7) (1.7) (
Slide 59: 7-Eleven, Inc. (2)
7-Eleven, Inc. (2) Total Fuel Volume & Margin (Total CPG*) Fuel Gross Profit Fuel sales volume growth (left) YOY change in CPG (right) +20.0 +20.0 1,500 (US$M) (%) (￠) +10.0 +10.0 +4.0 +3.4 1,000 +1.1 +2.2 +0.4 ±0.0 ±0.0 (1.0) (4.4) (1.1) (3.9) 500 (6.9) (2.6) (10.0) (10.0) (9.3) Speedway (20.0) (20
Slide 60: 7-Eleven, Inc. (3)
7-Eleven, Inc. (3) SG&A Change in operating income (Millions of dollar, %) (Billions of yen) 1H Major factors YOY YOY change for change SG&A 4,712 102.3 +107 Advertising Increase due to expense 75 101.2 +0.9 advertising timing Salaries and Increase due to wages 1,532 101.6 +24 Sunoco acquisition Lan
Slide 61: 7-Eleven, Inc. (4)
7-Eleven, Inc. (4) Fuel sale volume / CPG (Retail) 5,000 70 (Gallon) Fuel sales volume per store (gallon) (left) Retail CPG (¢) (right) (￠) 4,000 50 3,000 30 Speedway 2,000 10 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 Note) The chart
Slide 62: FY2024 Consolidated Financial Forecasts 1H and 2H
FY2024 Consolidated Financial Forecasts 1H and 2H (Billions of yen, %) 1H (Results) 2H vs. vs. YOY YOY Change YOY YOY Change initial plan initial plan Group’s total sales*1 9,287.0 106.8 +593.1) 104.4 9,705.9 106.7 +609.9) 108.8 Revenues from operations 6,035.5 108.8 +488.5) 107.7 5,843.4 98.6 (81.2
Slide 63: Eliminations/Corporate Expenses and Capex for Group Strategy
Eliminations/Corporate Expenses and Capex for Group Strategy (Billions of yen,%) Expenses Capex YOY vs. YOY vs. 1H Results Results change Initial plan Results change Initial plan DX, system, security, etc. (27.3) (0.03) +0.61 5.6 (2.9) (5.7) Others (11.5) (1.7) +7.5 1.1 (2.4) (1.9) Eliminations/Corp
Slide 64: Promotion of Sustainable Management (1)
Promotion of Sustainable Management (1) Sustainable management efforts are the basis for the “Medium-Term Management Plan 2021 – 2025” Promote group-wide efforts to address climate change ① 1 Reduce CO2 emissions ② 2 Measures against plastic Environmental Target net zero emissions through group’s In
Slide 65: Promotion of Sustainable Management (2)
Promotion of Sustainable Management (2) 1 Reduce CO2 emissions Reduction in emissions 2 Measures against plastic Ratio of environmentally friendly materials used in containers for from store operations proprietary products 100 100% Reduced by 34.4% Reduce used by 50% 50% Net Less 39.1% used zero tha
Slide 66: Forward-looking statements disclaimer
The information disclosed by the Company may contain forward-looking statements. These statements are based on management’s judgment in accordance with materials available to the Company at the time of disclosure, with future projections based on certain assumptions. The forward-looking statements t