Seven & I Holdings Co., Ltd. · TSE:3382

Seven & I — Seven & I Hldgs — FY2024 Earnings Presentation

71 slides from Seven & I's earnings presentation, Apr 9, 2025

  1. Slide 1: FY2024 Financial Results Presentation

    Seven & i Holdings Co., Ltd. FY2024 Financial Results Presentation April 9, 2025 Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 1

  2. Slide 2: Clear Path to Increasing Value

    Clear Path to Increasing Value Customer Focus Execution Cost Control Global Leverage Better products and Faster and more Identified cost Leverage our services through disciplined approach efficiency strength in local continued innovation to growth investment opportunities while markets globally and

  3. Slide 3: Summary for FY2024 and FY2025

    Summary for FY2024 and FY2025 ✓ Full-year 2024 consolidated results achieved the revised plan ✓ Full-year 2025 consolidated net income is expected to significantly increase due to the completion of the Group’s Structure Reforms ✓ Establishing share repurchase facility of up to JPY 600 billion as par

  4. Slide 4: Today's Agenda

    TODAY’S AGENDA 1 FY2024 Results 2 Major Business Initiatives for FY2025 (Domestic CVS Operations, North American CVS Operations) 3 FY2025 Forecasts ４ Strategic Priorities Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4

  5. Slide 5: Today's Agenda

    TODAY’S AGENDA 1 FY2024 Results 2 Major Business Initiatives for FY2025 (Domestic CVS Operations, North American CVS Operations) 3 FY2025 Forecasts ４ Strategic Priorities Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 5

  6. Slide 6: FY2024 Consolidated Results Highlight

    FY2024 Consolidated Results Highlight (Billions of yen, %) FY2023 FY2024 YoY Change vs. plan Change Group’s total sales*1 17,789.9 18,442.8 103.7 +652.9) 100.4 +79.8 Revenues from operations 11,471.7 11,972.7 104.4 +501.0) 100.8 +93.7 Operating income 534.2 420.9 78.8 (113.2) 104.5 +17.9 Ordinary in

  7. Slide 7: FY2024 Results by Operating Segment (YoY)

    FY2024 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 104.4) 78.8) 94.4) Consolidated 11,972.7) +501.0) 420.9) (113.2) 995.5) (59.4) 98.1) 93.2) 95.3) Domestic CVS

  8. Slide 8: FY2024 Results by Operating Segment (vs. plan)

    FY2024 Revenues from Operations, Operating Income and EBITDA by Operating Segment (vs. plan) (Billions of yen, %) Revenues from operations Operating income EBITDA vs. plan/change vs. plan/change vs. plan/change 100.8) 104.5) 102.0) Consolidated 11,972.7) +93.7) 420.9) +17.9) 995.5) +19.7) 98.8) 97.5

  9. Slide 9: FY2024 Special Losses

    FY2024 Special Losses (Billions of yen) FY2023 FY2024 Change Amount of transient special losses Special losses 245.9 220.9 (25.0) 145.6 Details Loss on disposals of property 15.5 23.1 +7.5) - and equipment Closure of unprofitable stores of SEI Impairment loss 43.0 98.2 +55.2) 56.7 ($375M) Loss on bu

  10. Slide 10: FY2024 Consolidated Financial KPI

    FY2024 Consolidated Financial KPI FY2023 FY2024 Results Results Change EBITDA ￥1,054.9 B ￥ 995.5 B ￥ (59.4) B Operating cash flow ￥778.3 B ￥ 783.2 B ￥+4.8) B (excl. financial services) Free cash flow ￥391.6 B ￥ 435.0 B ￥ +43.3) B (excl. financial services) 6.2 ％ 4.5 ％ (1.7) ％ ROE (Adjusted) 5.1 % (A

  11. Slide 11: Today's Agenda

    TODAY’S AGENDA 1 FY2024 Results 2 Major Business Initiatives for FY2025 (Domestic CVS Operations, North American CVS Operations) 3 FY2025 Forecasts ４ Strategic Priorities Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 11

  12. Slide 12: SEJ: FY2025 Key Initiatives

    SEJ:FY2025 Key Initiatives Strengthen High Value-added Strengthen SIP Initiatives Strengthen 7NOW - Leverage the affinity of 7NOW with SIP store Merchandise - Introduction of just-made merchandise - Assortment expansion - Strengthen merchandise development - Horizontal deployment - Optimization of a

  13. Slide 13: Strengthen High Value-Added Merchandise

    1 Strengthen High Value-Added Merchandise Strengthening merchandise FY2025 sales policy that can maximize SEJ’s advantage High value-added ■ Optimization of assortment composition (Practical example of rice ball) merchandise (%) Merchandise Sales Store development × promotion × operation ＝ Communica

  14. Slide 14: Strengthen SIP Initiatives

    2 Strengthen SIP Initiatives Outcome of first SIP store Results of SIP elements expansion (Saitama zone 20 stores verification*2) Sales composition by category vs. nation average (FY2024) Store sales and GP increase by introducing new counter merchandise SIP +4.4% ■Feb. results store Number of Avera

  15. Slide 15: Strengthen 7NOW

    3 Strengthen 7NOW 7NOW results at stores that have deployed SIP elements (Saitama zone 20 stores verification* ) Top Selling Items (Feb.) # of orders (Feb.) Positive impact by 7NOW (Feb.) Stores with SIP elements Nationwide APSD effect Rank Merchandise Rank Merchandise 2.0X 1 Grilled Chicken Thigh w

  16. Slide 16: Horizontal Deployment of Initiatives

    Horizontal Deployment of Initiatives FY2025 FY2026 FY2025 SIP elements 1H 2H Capex plan expansion + approx. + approx. + approx. ◼ Seven Café Bakery 3,000 stores 5,000 stores 10,000 stores Approx. + approx. + approx. ◼ Seven Café Tea 2,000 stores 8,000 stores ￥ 15.0B Optimizing product assortment to

  17. Slide 17: Target to Achieve Profits in FY2025

    Target to Achieve Profits in FY2025 Operating income Major KPIs to achieve the targets FY2024 FY2025 (Billions of yen) Change Actuals Target 1 Existing store sales（%） +0.2 +2.5 +2.3 2 2 Gross profit margin（％） 32.0 32.1 +0.1 3 3 SG&A to sales ratio（％） 11.4 11.4 ±0.0 1 Improvement Plans 1 • Developmen

  18. Slide 18: Major Strategy for SEJ toward 2030

    Major Strategy for SEJ toward 2030 Major strategies Current performance FY2030 target ◼ Strengthen high value-added Customer [GPM 32.5％ or more] merchandise Sales GPM Test stores verification*1 number Next generation store ◼ SIP elements deployment 107.3％ 107.5％ +0.6％ +5,000 stores Existing # of ord

  19. Slide 19: Today's Agenda

    TODAY’S AGENDA 1 FY2024 Results 2 Major Business Initiatives for FY2025 (Domestic CVS Operations, North American CVS Operations) 3 FY2025 Forecasts ４ Strategic Priorities Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 19

  20. Slide 20: Sales & Traffic Trends; Challenges/Risks for 2025

    Sales & Traffic Trends Merch US-SS PSD US- SS Traffic Units Per Transaction (APSD YoY Growth) (PSD T-Count) (YoY Growth) CrowdStrike outage impact 0.3% (0.2)% 0.0% 2.6% 2.3% 0.3% 2.0% (0.8)% (0.6)% (3.6)% CrowdStrike outage impact (0.6)% (0.3)% (2.6)% (2.4)% (5.6)% (5.1)% (1.1)% (1.4)% (5.8)% (1.4)%

  21. Slide 21: SEI: FY2025 Key Initiatives

    SEI:FY2025 Key Initiatives Grow Accelerate Improve Grow & Proprietary Digital & Efficiencies Enhance Products Delivery and Cost Store Leadership Network Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 21

  22. Slide 22: Grow Proprietary Products

    1 Grow Proprietary Products Food & Beverage Modernization Growing Private Brands 2024 and Q1’25 Rollout Plan New Items Launched Private Brands have (Items) Higher Margin Full F&B Modernization Program Elements of F&B Modernization Program (Stores) 215 200+ 51.3% 2,569 18.3% 2,146 33.0% 800 115 102 5

  23. Slide 23: Investing in Restaurants; Enhancing Value Chain with Warabeya

    1 Grow Proprietary Products Enhancing Value Chain with Warabeya Investing in Restaurants Texas APSD Virginia APSD Grow Restaurant Footprint Restaurant Stores Drive (Stores) Higher Sales and Traffic Non-Rest. Rest. +24% +32% APSD ($) $7,662 +33% 1,130 $5,641 1,080 $132 $125 1,113 Traffic 710 910 $94

  24. Slide 24: Accelerate Digital and Delivery

    2 Accelerate Digital and Delivery Loyalty and Personalization Accelerate Delivery Growth Total Members High-Frequency Strong 2024 7NOW Performance Members 104M 11.0% 7NOW Sales +24% Yoy Same-store Sales 101M Growth 9.5% CAGR +31% $1B $755M $15.75 95M 8.3% $592M Average Basket Size $447M ~28 mins 202

  25. Slide 25: Improve Efficiencies and Cost Leadership

    3 Improve Efficiencies and Cost Leadership Cost Leadership Improve Efficiencies – RIS / DEX 2024 Cost Savings $562M Targeting to Complete all Speedway Store $500M Conversions in 2025 $350M ~1,400 (47% SPW stores) Speedway stores completed as of Feb. 2025 FY2024 FY2024 Revised FY2024 Target Target Ac

  26. Slide 26: Grow & Enhance Store Network

    4 Grow & Enhance Store Network Organic New Stores New Standard Store Drives Higher Total Sales New Store Openings APSD $ (Stores) 235 190 +22% 125 111 $8,219 +18% FY2024 FY2025 FY2026 FY2027 $6,725 Leveraging new standard store* to grow $5,679 proprietary products and drive results Existing Portfoli

  27. Slide 27: Target to Achieve Profits in FY2025

    Target to Achieve Profits in FY2025 Operating Income Major KPIs to achieve the targets (Millions of dollar) FY2024 FY2025 Change Actuals Target 1 US Same Store Sales (%) (2.7) (1.5) +1.2) 2 Merch Margin (%) 33.3) 33.7) +0.4) 3 3 OSG&A as % of Net Sales 16.8) 16.5) (0.3) 1 2 Improvement Plans 1 • Lau

  28. Slide 28: Major Strategy for SEI toward 2030

    Major Strategy for SEI toward 2030 Strategy Current Performance Growth Plan ◼ Grow and enhance APSD Lift YoY Installs in 2024 5,450 Stores fresh food offerings +$135 2,146 Additional food platform installs* by 2026 Grow Performance New restaurants by 2030 ◼ Accelerate restaurant vs. Non- APSD Traffi

  29. Slide 29: Today's Agenda

    TODAY’S AGENDA 1 FY2024 Results 2 Major Business Initiatives for FY2025 (Domestic CVS Operations, North American CVS Operations) 3 FY2025 Forecasts ４ Strategic Priorities Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 29

  30. Slide 30: FY2025 Consolidated Financial Forecasts

    FY2025 Consolidated Financial Forecasts (Billions of yen, %) (Ref.) Simulation of the same Group’s structure as in FY2024 YOY YOY Amount YOY change Amount YOY change Group’s total sales 17,338.0 94.0 (1,104.8) 18,281.0 99.1 (161.8) Revenues from operations 10,722.0 89.6 (1,250.7) 11,665.0 97.4 (307.

  31. Slide 31: FY2025 Forecasts by Operating Segment

    FY2025 Forecasts by Operating Segment (Billions of yen, %) Revenues from operations Operating income EBITDA YOY/Change YOY/Change YOY/Change 89.6) 100.7) 96.7) Consolidated 10,722.0) (1,250.7) 424.0) +3.0) 963.0) (32.5) 105.1) 104.8) 105.4) Domestic CVS operations 950.0) +45.8) 244.7) +11.1) 342.5)

  32. Slide 32: FY2025 Consolidated Financial Forecasts (1H and 2H)

    FY2025 Consolidated Financial Forecasts (1H and 2H) (Billions of yen, %) 1H 2H YOY YOY change YOY YOY change Group’s total sales 9,110.0 98.1 (177.0) 8,228.0 89.9 (927.8) Revenues from operations 5,785.0 95.8 (250.5) 4,937.0 83.2 (1,000.2) Operating income 197.0 105.3 +10.0) 227.0 97.0 (6.9) Ordinar

  33. Slide 33: Shareholder Return

    Shareholder Return Dividends Per Share*1 Total Shareholder Return (Yen) (Billions of yen) 50.0 Facility for share buyback*2 37.6 40.0 (113.0) 37.6 Plan to conduct a share repurchase Commemorative (120.0) (113.0) of up to 600 billion yen in FY2025 ～600.0 33.3 dividend 25.0 (100.0) 3.3 20.0 Year-end 1

  34. Slide 34: Consolidated Financial KPI

    Consolidated Financial KPI FY2025 FY2024 FY2025 Medium-Term Results Latest Estimate Management Plan Target EBITDA ￥995.5 B ￥ 1.1 T or more ￥ 963.0 B 4.5 ％ ROE (Adjusted) 5.1 ％ 11.5 ％ or more 6.9 ％ ROIC 3.5 % (Adjusted) 3.9 ％ 8.0 ％ or more 5.3 ％ (excl. financial services) Debt/EBITDA ratio 2.7 X 1.8～

  35. Slide 35: Capital Generation and Allocation by Domestic & Overseas CVS

    Capital Generation and Allocation by Domestic & Overseas CVS Strong Cash Generation Steady Debt Repayment (consolidated) 6 years 6 years (Trillions of yen) (FY19-24) (FY25-30) JPY ~7.5T debt net debt Steady and consistent debt Approx. repayment while potentially pursuing 2.4 opportunistic M&A opport

  36. Slide 36: Today's Agenda

    TODAY’S AGENDA 1 FY2024 Results 2 Major Business Initiatives for FY2025 (Domestic CVS Operations, North American CVS Operations) 3 FY2025 Forecasts ４ Strategic Priorities Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 36

  37. Slide 37: Strategic Priorities to Drive Value

    Strategic Priorities to Drive Value Accelerate SEJ and SEI Growth by Enhancing Proprietary Product Offering, 1 Digital & Delivery and Expanding Our Store Network 2 Profitability Improvement Across Value Chain 3 Disciplined Investment Strategy Will Maintain Strong Balance Sheet 4 Remain Committed to

  38. Slide 38: We Remain Confident in Our Plan to Accelerate SEJ and SEI Growth

    1 We Remain Confident in Our Plan to Accelerate SEJ and SEI Growth SEJ SEI Strengthen High Value-added Grow Proprietary Products Merchandise Accelerate Digital & Delivery Strengthen SIP Initiatives Improve Efficiencies and Cost Leadership Strengthen 7NOW Grow & Enhance Store Network 7&i Holdings is

  39. Slide 39: Profitability Improvement Across Value Chain at SEI

    2 Profitability Improvement Across Value Chain at SEI $1B+ operating profit uplift opportunity identified Opportunity identification and Execute on opportunities for Set up 10+ workstreams implementation are actively quick-wins while remaining to transform SEI’s entire led by SEI’s senior focused on

  40. Slide 40: Disciplined Investment Strategy Will Maintain Strong Balance Sheet

    3 Disciplined Investment Strategy Will Maintain Strong Balance Sheet 7&i Holdings’ Debt / EBITDA Ratio 3.9x 3.0x 2.8x 2.6x 2.7x 1.8x 1.8x 1.8x 1.8x 1.6x 1.7x 1.5x FY13A FY14A FY15A FY16A FY17A FY18A FY19A FY20A FY21A FY22A FY23A FY24A Commitment to investment discipline and transparency in capital a

  41. Slide 41: An IPO of SEI is Beneficial to All 7&i Shareholders

    4 An IPO of SEI is Beneficial to All 7&i Shareholders Value Unlock Financial Flexibility Strategic Perspective • Enhances governance and • Provides SEI with independent aligns the interests of • Highlight the intrinsic value of capital structure to tailor management, employees, and SEI through a U.S

  42. Slide 42: Enhanced Go-Forward Capital Allocation Framework

    5 Enhanced Go-Forward Capital Allocation Framework Expected Future Capital Allocation Key Go-Forward Priorities % of Capital to be Deployed • Continue to invest in the global CVS business 1 JPY ~7.5T including accretive bolt-on M&A Total source of funds (FY25E-FY30E) * • Plan to repurchase a total o

  43. Slide 43: Increased Capital Return for Shareholders

    5 Increased Capital Return for Shareholders Commitment to Enhanced Capital Return Framework • Today, 7&i Holdings is announcing a JPY 600 billion share repurchase in FY25E • Expected to be primarily funded using proceeds from recent sale of Superstore Business Group • Plan to repurchase additional J

  44. Slide 44: Commitment to an Improved Long-Term Growth Algorithm

    5 Commitment to an Improved Long-Term Growth Algorithm Long-term Growth Algorithm Driving Significant Value Creation (1) JPY 600 billion this fiscal year and Operating margin expansion Steadily increasing dividends JPY 2.0 trillion in total through FY30 +MSD% +LDD% +Mid-Teens % +LSD% Revenue Growth

  45. Slide 45: Key Takeaways

    Key Takeaways Focus on customer, execution, cost efficiency and global leverage Accelerate SEJ and SEI growth Identified $1 billion of profitability improvement across value chain Share repurchase of JPY 600 billion this fiscal year and JPY 2.0 trillion in total through FY30, while steadily increasi

  46. Slide 46: Appendix

    Appendix Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 46

  47. Slide 47: Consolidated B/S Summary (As of Feb. 28, 2025)

    Consolidated B/S Summary (As of Feb. 28, 2025) (Billions of yen) Assets As of As of Liabilities and net assets As of As of Change Change (Main items only) Feb. 29, 2024 Feb. 28, 2025 (Main items only) Feb. 29, 2024 Feb. 28, 2025 Current assets 3,035.6 2,823.7 (211.8) Total liabilities 6,691.4 7,168.

  48. Slide 48: Working Capital (As of February 28, 2025)

    Working Capital (As of February 28, 2025) Upper row: consolidated basis Lower row: excluding financial services (Billions of yen) As of As of As of As of Current assets Feb. 29, 2024 Feb. 28, 2025 Change Current liabilities Feb. 29, 2024 Feb. 28, 2025 Change Notes and accounts 464.1 441.6 (22.5) rec

  49. Slide 49: Consolidated Statements of Cash Flows

    Consolidated Statements of Cash Flows CF from operating activities CF from investing activities CF from financial activities Free cash flow (right) 1,000 600 (Billions of yen) (Billions of yen) 500 300 0 0 (500) (300) (1,000) (600) (Billions of yen) FY2020 FY2021 FY2022 FY2023 FY2024 vs. FY2023 CF f

  50. Slide 50: Consolidated Statements of Cash Flows (Excl. Financial Services)

    Consolidated Statements of Cash Flows (Excl. Financial Services) CF from operating activities CF from investing activities Free cash flow (right) 1,000 600 (Billions of yen) (Billions of yen) 500 300 0 0 (500) (300) (1,000) (600) (Billions of yen) FY2020 FY2021 FY2022 FY2023 FY2024 vs. FY2023 CF fro

  51. Slide 51: Superstore Operations & Others - Change in Operating Income

    Superstore Operations & Others - Change in Operating Income Superstore operations Others (Billions of yen) (Billions of yen) 10.4 (3.1) +3.0 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. 51

  52. Slide 52: FY2024 Results of Major Operating Companies

    FY2024 Results of Major Operating Companies (Billions of yen, %) Operating income Existing store Change in merchandise sales growth YoY YoY Change GPM Seven-Eleven Japan 233.7) 93.1 (17.2) +0.2) (0.2) 7-Eleven, Inc.*1 329.6) 83.2 (66.5) (2.7) (0.9) [Millions of dollar] [2,172]) [77.2] [(643)] *2 (Fo

  53. Slide 53: Seven-Eleven Japan (1)

    Seven-Eleven Japan (1) Existing store sales & GPM Trend in income of franchised stores Impact of unit price increase Income of franchised stores (monthly amount) YOY has run its course +4.9 110 1,400 +4.5 106.6 +1.0 +5.0 (%) (Thousands of yen) (％) (％) 104.5 +2.1 100.2 98.5 95.7 +0.4 +0.9 100 1,200 +

  54. Slide 54: Seven-Eleven Japan (2)

    Seven-Eleven Japan (2) SG&A Change in operating income (Billions of yen, %) (Billions of yen) FY2024 Major factors YoY YoY change for change SG&A 609.7 101.5 +9.1) Advertising Enhanced sales expense 37.9 103.2 +1.1) promotion Salaries and Optimized directly wages 78.8 96.7 (2.6) operated stores 251.

  55. Slide 55: 7-Eleven, Inc. (1) Balance Sheet Summary

    7-Eleven, Inc. (1) Balance Sheet Summary (As of December 31, 2024) (Millions of dollar) As of As of As of As of Assets Change Liabilities Change Dec. 31, 2023 Dec. 31, 2024 Dec. 31, 2023 Dec. 31, 2024 Current assets 5,649 4,009 (1,640) Total liabilities 25,982 24,817 (1,165) Cash and cash equivalent

  56. Slide 56: 7-Eleven, Inc. (2)

    7-Eleven, Inc. (2) Merchandise Same Store Sales Growth Merchandise Margin Existing store sales growth Merchandise margin (right) +20.0 Existing store sales growth vs FY2019 +3.0 36.0 YOY change (left) (%) (%) (%) +2.0 35.0 +10.0 +1.0 +4.7 +1.7 +1.0 34.0 +0.9 ±0.0 ±0.0 33.0 (0.2) (0.6) (1.0) (1.7) (1

  57. Slide 57: 7-Eleven, Inc. (3)

    7-Eleven, Inc. (3) 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 +0.5 ±0.0 ±0.0 (1.0) (1.3) (2.5) (4.4) (1.1) (3.9) (2.1) 500 (2.6) (10.0) (6.9) (10.0) (9

  58. Slide 58: 7-Eleven, Inc. (4)

    7-Eleven, Inc. (4) SG&A Change in operating income (Millions of dollar, %) (Billions of yen) FY2024 Major factors YoY YoY change for change SG&A 9,412 103.2 +289 Decrease in spend Advertising expense 134 88.0 (18) driven by Contingency Decrease due to Salaries and 3,017 99.7 (7.9) performance 396.2

  59. Slide 59: 7-Eleven, Inc. (5)

    7-Eleven, Inc. (5) Fuel sale volume / CPG (Retail) 5,000 70 Fuel sales volume per store (gallon) (left) Retail CPG (¢) (right) (Gallon) (￠) 4,000 50 3,000 30 Speedway 2,000 10 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 Note) The

  60. Slide 60: EBITDA of SST Operations

    EBITDA of SST Operations (Billions of yen, %) FY2024 results YoY vs. plan Ito-Yokado 23.1 126.2 82.9 SHELL GARDEN 0.03 - 26.9 Tokyo metropolitan area SST operations 24.0 128.3 85.0 York-Benimaru 27.3 95.0 90.9 SST operations* 49.7 99.5 87.7 今後も抜本的変革を遂行していく SST operations: Figures exclude Ito-Yokado

  61. Slide 61: Fundamental Transformation Roadmap of Tokyo Metropolitan Area SST Operations

    Fundamental Transformation Roadmap of Tokyo Metropolitan Area SST Operations FY2022 FY2023 FY2024 Plan Results Number of stores with self-planned apparel* [All stores excluding Shokuhinkan] [stores as of the end of fiscal year] 113 stores 98 stores 32 stores 0 store Progress beyond the plan Number o

  62. Slide 62: Eliminations/Corporate Expenses and Capex for Group Strategy

    Eliminations/Corporate Expenses and Capex for Group Strategy (Billions of yen, %) Expenses Capex YoY YoY FY2024 results Results change vs. plan Results change vs. plan DX, system, security, etc. (51.8) +0.35) +2.6 10.1 (5.3) (5.3) Others (25.1) (5.0) +11.6 1.2 (7.8) (0.83) Eliminations/Corporate (77

  63. Slide 63: FY2025 Revenues from Operations Forecasts by Operating Segment (1H and 2H)

    FY2025 Revenues from Operations Forecasts by Operating Segment (1H and 2H) (Billions of yen, %) 1H 2H YOY YOY change YOY YOY change Consolidated 5,785.0) 95.8 (250.5) 4,937.0) 83.2 (1,000.2) Domestic CVS operations 481.0) 104.0 +18.6) 469.0) 106.2 +27.2) Overseas CVS operations 4,391.0) 95.2 (221.5)

  64. Slide 64: FY2025 Operating Income Forecasts by Operating Segment (1H and 2H)

    FY2025 Operating Income Forecasts by Operating Segment (1H and 2H) (Billions of yen, %) 1H 2H YOY YOY change YOY YOY change Consolidated 197.0) 105.3 +10.0) 227.0) 97.0 (6.9) Domestic CVS operations 131.3) 102.8 +3.5) 113.4) 107.1 +7.5) Overseas CVS operations 79.3) 108.1 +5.9) 150.7) 105.4 +7.7) 7-

  65. Slide 65: FY2025 Financial Forecasts of Major Operating Companies

    FY2025 Financial Forecasts of Major Operating Companies (Billions of yen, %) Operating income Change in Existing store merchandise sales growth YOY YOY change GPM Seven-Eleven Japan 245.0 104.8 +11.2 +2.5) +0.1 7-Eleven, Inc.* 340.4 103.3 +10.7 (1.5) +0.4 [Millions of dollar] [2,300] [105.8] [+127]

  66. Slide 66: Consolidated Financial KPI (1)

    Consolidated Financial KPI (1) Plan of EBITDA and operating CF (excl. Financial services) Plan by segment (bar chart: operating CF / line graph: EBITDA) * Operating CF: Management accounting figures based on NOPAT (excl. financial services) (Billions of yen) 1,200 Operating CF (excl. financial servi

  67. Slide 67: Consolidated Financial KPI (2)

    Consolidated Financial KPI (2) ROE, ROIC ROIC by segment Domestic CVS 21.9 19.9 20.0 12.0 19.0 (%) ROE 20.0 18.3 ROIC (excl. financial services) 10.0 (%) 8.7 15.0 7.9 8.0 7.5 6.8 6.9 10.0 Overseas CVS 5.4 5.9 5.6 6.0 5.3 4.6 5.2 5.1 4.0 4.8 5.1 5.0 4.7 3.9 4.0 Consolidated WACC 0.0 (0.2) (0.9) 2.0 (

  68. Slide 68: Consolidated Financial KPI (3)

    Consolidated Financial KPI (3) Debt/EBITDA ratio EPS 5.0 150 (Times) (Yen) 3.9 4.0 3.0 100 3.0 2.8 2.6 2.7 2.3 106 2.0 84 50 79 101 66 67 1.0 0.0 0 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2020 FY2021 FY2022 FY2023 * FY2024 * FY2025 (estimate) * Adjusted figures for the effects of the transient s

  69. Slide 69: Promotion of Sustainable Management (1)

    Promotion of Sustainable Management (1) ① 1 Reduce CO2 emissions ② 2 Measures against plastic Environmental Target net zero emissions through group’s Includes reduction of overall plastic materials Declaration operational management related to sales “GREEN CHALLENGE 2050” Aim to reduce through whole

  70. Slide 70: Promotion of Sustainable Management (2)

    Promotion of Sustainable Management (2) Ratio of environmentally friendly 1 Reduce CO2 emissions Reduction in emissions 2 Measures against plastic materials used in containers for from store operations proprietary products 100 100% Reduced by 34.4% Reduce used by 50% 50% Net 39.1% Less used zero use

  71. Slide 71: 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

Seven & I Hldgs — FY2024 Earnings Presentation on 6ix