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

Seven & I — Seven & I Hldgs — FY2023 Earnings Presentation

76 slides from Seven & I's earnings presentation, Apr 10, 2024

1. Slide 1: FY2023 Financial Results Presentation

   Seven & i Holdings Co., Ltd. FY2023 Financial Results Presentation April 10, 2024 Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 1

2. Slide 2: Executive Summary of FY2023 and FY2024

   Executive Summary of FY2023 and FY2024 ✓ Operating income for FY2023 consolidated financial results achieved record highs ✓ Achieve record highs in operating income and net income centered on Domestic and Overseas CVS operations in response to changes in the external environment in FY2024 ✓ Execute

3. Slide 3: Today's Agenda

   TODAY’S AGENDA 1 FY2023 Results 2 FY2024 Forecasts 3 Management Policy Domestic CVS Operations, Overseas CVS Operations, Superstore Operations & Group Strategies Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 3

4. Slide 4: Today's Agenda

   TODAY’S AGENDA 1 FY2023 Results 2 FY2024 Forecasts 3 Management Policy Domestic CVS Operations, Overseas CVS Operations, Superstore Operations & Group Strategies Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4

5. Slide 5: FY2023 Consolidated Results Highlight

   FY2023 Consolidated Results Highlight (Billions of yen, %) FY2022 FY2023 YOY Change vs. Change initial plan Group’s total sales*1 17,842.6 17,789.9 99.7 (52.7) 102.2 +384.9) Revenues from operations 11,811.3 11,471.7 97.1 (339.5) 103.0 +330.7) Operating income 506.5 534.2 105.5 +27.7) 104.1 +21.2) O

6. Slide 6: FY2023 Results by Operating Segment (YOY)

   FY2023 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 97.1) 105.5) 106.0) Consolidated 11,471.7) (339.5) 534.2) +27.7) 1,054.9) +59.6) 103.5) 108.0) 107.3) Domesti

7. Slide 7: FY2023 Results by Operating Segment (vs. Plan)

   FY2023 Revenues from operations, Operating Income and EBITDA by Operating Segment (vs. Plan) (Billions of yen, %) Revenues from operations Operating income EBITDA vs. Initial vs. Initial vs. Initial plan/Change plan/Change plan/Change 103.0) 104.1) 104.5) Consolidated 11,471.7) +330.7) 534.2) +21.2)

8. Slide 8: Consolidated Financial KPI

   Consolidated Financial KPI FY2022 FY2023 Results Initial plan Results EBITDA ￥995.3 B ￥1,010.0 B ￥ 1,054.9 B Operating cash flow ￥832.8 B ￥834.5 B ￥ 778.3 B (excl. financial services) Free cash flow level ￥474.0 B ￥427.7 B ￥ 391.6 B (excl. financial services) 6.2 ％ ROE 8.7 ％ 8.2 ％ (Adjusted) (Adjust

9. Slide 9: Today's Agenda

   TODAY’S AGENDA 1 FY2023 Results 2 FY2024 Forecasts 3 Management Policy Domestic CVS Operations, Overseas CVS Operations, Superstore Operations & Group Strategies Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 9

10. Slide 10: FY2024 Consolidated Financial Forecasts

    FY2024 Consolidated Financial Forecasts (Billions of yen, %) Amount YOY YOY change Group’s total sales 17,815.0 100.1 +25.0) Revenues from operations 11,246.0 98.0 (225.7) Operating income 545.0 102.0 +10.7) Ordinary income 502.0 99.0 (5.0) Net income attributable to owners of parent 293.0 130.4 +68

11. Slide 11: FY2024 Forecasts by Operating Segment

    FY2024 Forecasts by Operating Segment (Billions of yen, %) Revenues from operations Operating income EBITDA YOY/Change YOY/Change YOY/Change 98.0) 102.0) 104.5) Consolidated 11,246.0) (225.7) 545.0) +10.7) 1,102.0) +47.0) 102.3) 103.8) 104.5) Domestic CVS operations 943.0) +21.2) 260.0) +9.4) 356.2)

12. Slide 12: FY2024 Consolidated Financial Forecasts (1H and 2H)

    FY2024 Consolidated Financial Forecasts (1H and 2H) (Billions of yen, %) 1H 2H YOY YOY change YOY YOY change Group’s total sales 8,893.0 102.3 +199.1) 8,922.0 98.1 (174.0) Revenues from operations 5,606.0 101.1 +58.9) 5,640.0 95.2 (284.7) Operating income 222.0 92.1 (19.1) 323.0 110.2 +29.8) Ordinar

13. Slide 13: FY2024 Operating Income Forecasts by Segment (1H and 2H)

    FY2024 Operating Income Forecasts by Operating Segment (1H and 2H) (Billions of yen, %) 1H 2H YOY YOY change YOY YOY change Consolidated 222.0) 92.1 (19.1) 323.0) 110.2 +29.8) Domestic CVS operations 139.0) 100.4 +0.49) 121.0) 108.0 +8.9) Overseas CVS operations 108.0) 95.7 (4.8) 210.7) 111.6 +21.9)

14. Slide 14: Consolidated Financial KPI

    Consolidated Financial KPI FY2025 FY2023 FY2024 Results Forecasts Medium-Term Management Plan target EBITDA ￥1,054.9 B ￥1,102.0 B ￥ 1.1 T or more 6.2 ％ ROE (Adjusted) 7.9 ％ 7.8 ％ 11.5 ％ or more ROIC 4.1 % 5.1 ％ 5.5 % 8.0 ％ or more (excl. financial services) (Adjusted) Debt/EBITDA ratio 2.6 X 2.3 X 1

15. Slide 15: Shareholder Return

    Shareholder Return Shareholder We have introduced a “Progressive Dividend” policy that increases dividends in line with sustained profit growth, and achieve a total payout ratio of over 50% return policy (Cumulative total return to shareholders from FY2023 to FY2025) Dividends per share trend ・ The

16. Slide 16: Today's Agenda

    TODAY’S AGENDA 1 FY2023 Results 2 FY2024 Forecasts 3 Management Policy Domestic CVS Operations, Overseas CVS Operations, Superstore Operations & Group Strategies Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 16

17. Slide 17: Current Situation Recognition

    Current Situation Recognition “Saving” “Decrease in frequency of visits” Domestic real wages index Work-from-home implementation rate Work-from-home continues after Negative real wages for 22 consecutive months reclassification of COVID-19’s category to Class 5 101.5 100.8 98.9 22.2％ 95.9 13.2％ Tota

18. Slide 18: FY2024 SEJ Management Policy

    FY2024 SEJ Management Policy ・ Promote store visits based on refining merchandise, expanding new assortments and services Strategy for ・ Leverage DX to improve employee productivity and provide a new shopping experience for Growth customers Initiatives to expand customer base Initiatives to increase

19. Slide 19: Initiatives to expand customer base [Frozen food (1)]

    Initiatives to expand customer base [Frozen food (1)] Current situation analysis Expansion of frozen food sales floor ・ Demand for ready-to-eat increases due to changes in the social environment New layout with additional refrigerated cases ・ SEJ’s frozen food grows significantly faster than the mar

20. Slide 20: Initiatives to expand customer base [Frozen food (2)]

    Initiatives to expand customer base [Frozen food (2)] Initiatives and what we learned in FY2023 Initiatives in FY2024 New needs of customers are becoming apparent due to Check assortments by location and Group collaboration in FY2023, and an expanded assortments sales floor in order to increase sale

21. Slide 21: Initiatives to expand customer base (New counter merchandise)

    Initiatives to expand customer base（New counter merchandise） Breads Test results in stores (March 2024) Provide fresh breads baked in the store Number of stores Approx. 600 stores ◆Scheme Avg. units sold/day Approx. 30 Freshly baked Display ”Order” Delivery Provide to +0.7% Freshly baked in frozen 1

22. Slide 22: Initiatives to increase frequency of visits (Smoothie)

    Initiatives to increase frequency of visits（Smoothie） Smoothie Initiatives in FY2024 Appeal the value of deliciousness and health through new merchandise Plan to launch of merchandise with novelty, such as Consumer behavior Frequency of visit* seasonal fruits Purchase health-related merchandise 2.2

23. Slide 23: Initiatives to increase frequency of visits (Regional fair)

    Initiatives to increase frequency of visits（Regional fair） Successful practices of regional fair Factors contributing to reasonable price Three key points learned through the regional fair “Creativity and ”Raw materials” originality” (1) Regional (2) Social (3) Reasonable Characteristics contributio

24. Slide 24: Initiatives by leveraging DX

    Initiatives by leveraging DX Franchisees hourly productivity trends Sales improvement initiatives by leveraging DX AI-based ordering Improvement trend due to DX-based initiatives (Forecast demand and calculate the number of orders) 101.0 114.0 Min. vs. 2020 wage/hour 100.0 111.3％ 112.0 Non-daily Uti

25. Slide 25: Initiatives by leveraging DX (Expansion of 7NOW)

    Initiatives by leveraging DX (Expansion of 7NOW) Sales trend Initiatives to expand stores installation * Steady increase in total sales with expansion of Promotion 7NOW suggested installation areas installation conducted counts for 12,000 stores Expand in Tokyo, Hokkaido and 14 prefectures as of the

26. Slide 26: SIP Store

    SIP Store ※Details are to be available at “IR Day 2024” on 23 April 2024 SIP Store What we learned from SIP Store The categories that customers potentially (1) Considering merchandise and assortments response flexible to changes in environment expected from 7-Eleven were identified Objective (2) Rea

27. Slide 27: Today's Agenda

    TODAY’S AGENDA 1 FY2023 Results 2 FY2024 Forecasts 3 Management Policy Domestic CVS Operations, Overseas CVS Operations, Superstore Operations & Group Strategies Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 27

28. Slide 28: CSA: U.S. External Macro Environment

    CSA: U.S. External Macro Environment Prices Remain Elevated... ...Leading to Higher Fed Rates for Longer Inflation (CPI/ PPI) Index Rising Cost of Living Federal Reserve Funds Rate Projections Cost to Consumer/ Producer; (Jan’20=100) (Feb’24 vs. Jan’20) Highest since 2001 CPI Actual PPI Actual Rent

29. Slide 29: CSA: U.S. Consumer Financial Position

    CSA: U.S. Consumer Financial Position Consumers Remained Challenged in 2023 Due to Pull-back of COVID Benefits… …And Rising Expenses Due to Inflation Average Monthly Benefit Decline per Participant Cumulative Monthly Price Increases (Vs 2021) for All Households Benefit Dec ‘21 Feb ‘23 Sept ‘23 -$780

30. Slide 30: FY2024 SEI Management Policy

    FY2024 SEI Management Policy Strategy for Offer value and quality products to our customers in the most convenient way Growth possible as we continue to focus on cost leadership to grow in profitability Proprietary Products Growth Digital & Delivery Cost Leadership FY2024 Key Metrics Existing Food &

31. Slide 31: FY2024 SEI Financial Forecasts

    FY2024 SEI Financial Forecasts (Millions of dollar, %) 1H 2H FY2024 YOY YOY YOY YOY YOY YOY Change Change Change Total store sales 34,596 96.9 (1,114) 35,692 97.0 (1,110) 70,289 96.9 (2,224) Revenues from operations 28,276 96.0 (1,167) 28,933 95.4 (1,401) 57,210 95.7 (2,568) Operating income 1,098 9

32. Slide 32: Grow Proprietary Products – Growth Path to 2025 & Key Actions

    Grow Proprietary Products – Growth Path to 2025 & Key Actions Fresh Food, Prop. Bev. & Private Brands % Mix of Total Merch Product & Restaurant Sales (US & Canada, all banners) Key Actions for Growth ➢ Grow Assortment – New Categories and Products 34% ➢ Accelerate Food and Beverage modernization ➢ B

33. Slide 33: Grow Proprietary Products – Key Programs

    Grow Proprietary Products – Key Programs Food & Beverage Modernization Food & Beverage 2023 Results 2024 Targets Modernization Accelerate rollout of the program Outperforming in Food Sales • Bake In-Store vs. Non-Food & Beverage across 7-Eleven & Speedway stores • Self-Serve Roller Grill Modernizati

34. Slide 34: Fresh Food, Proprietary Beverages, and Private Brands

    Grow Proprietary Products – Fresh Food, Proprietary Beverages, and Private Brands Food & Proprietary Beverages Private Brands Fresh Food APSD Proprietary Beverages APSD Private Brands New Items Private Brands Margin (RIS SS) (RIS SS) +$23 +$119 +111% +111% 51%+ +$3 $320 215 +$25 $800 32% +19% $294 $

35. Slide 35: Value Chain – Warabeya Overview

    Value Chain – Warabeya Overview Modernizing Fresh Food Infrastructure Next Steps Leverage Warabeya expertise Goal 2024 -Advanced product development Texas Warabeya Categories -Elevated food manufacturing Continuous Innovation APSD Sales $ know how -Increased production capability +22% 2018- Texas 74

36. Slide 36: Accelerate Digital & Delivery

    Accelerate Digital & Delivery Loyalty Program Total Registered Members Scan Rate Driving Sales with High Frequency Shoppers 2.4X Frequency +22% +7.5% +5.6% Platinum 20+ trips/month ​ Increase in our highest 95M 83M frequency shoppers: Platinum, Increase 32.0% 38.0% Gold & Silver Members vs. loyalty

37. Slide 37: SEI & Speedway Integration – RIS/DEX Installation

    SEI & Speedway Integration – RIS/DEX Installation RIS/DEX – Store Systems SEI & SPW Synergies Total 2023 YTD Actual: $976.5M Next Major Unlock in Speedway Synergies Target Total: $800.0M Variance: +$176.5M RIS DEX Merch Sales & Margin Proprietary Point Fuel Forecourt of Sale System System • Optimize

38. Slide 38: SEI Cost Leadership

    SEI Cost Leadership 2023 Actions & Results • Cost Leadership Committee tracked 240 discrete cost Resource Optimization improvement initiatives ✓ 140 Negotiations Cost Savings / Avoidance ✓ 90 Process Improvement Actions ✓ 10 Resource/Labor Optimization Initiatives Targeted OSG&A Reductions $308M 202

39. Slide 39: Today's Agenda

    TODAY’S AGENDA 1 FY2023 Results 2 FY2024 Forecasts 3 Management Policy Domestic CVS Operations, Overseas CVS Operations, Superstore Operations & Group Strategies Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 39

40. Slide 40: EBITDA of SST Operations

    EBITDA of SST Operations (Billions of yen, %) FY2023 FY2024 Results YOY vs. initial plan plan YOY Ito-Yokado 14.8) 93.8 94.4 York 3.5) 153.8 117.1 27.9 152.2 New Ito-Yokado 18.3) 101.4 98.0 SHELL GARDEN (0.24) - - 0.14 - Tokyo metropolitan area SST operations 18.7) 108.8 103.4 28.2 150.8 York Benima

41. Slide 41: Major Initiative Results of Tokyo Metropolitan Area SST Operations

    Major Initiative Results of Tokyo Metropolitan Area SST Operations 1 2 Accelerate focus on Tokyo metropolitan area Exit from the apparel business with additional store closures Optimize directly operated Store closures & external Optimize organization Expand Food & Drug sales floor space succession

42. Slide 42: Fundamental Transformation Roadmap

    Fundamental Transformation Roadmap FY2022 FY2023 FY2024 FY2025 Initial plan Results Number of stores with self- Completely planned apparel* [All stores excluding Shokuhinkan] 113 stores 98 stores 98 stores 32 stores exit 100% achieved 124 stores 123 stores 93 stores ー Number of Ito-Yokado stores* 12

43. Slide 43: EBITDA Plan of SST Operations

    EBITDA Plan of SST Operations Initiatives being promoted to maximize the effects in FY2025 (Billions of yen) Initiatives that have already been effective or have a high probability of being effective ・・・ Approx. two-third of JPY 55.0Bn is expected to be achieved （reference） 90.0 (However, effects of

44. Slide 44: Today's Agenda

    TODAY’S AGENDA 1 FY2023 Results 2 FY2024 Forecasts 3 Management Policy Domestic CVS Operations, Overseas CVS Operations, Superstore Operations & Group Strategies Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 44

45. Slide 45: Progress of Strategic Initiatives

    Progress of Strategic Initiatives To Become a World-Class Retail Group Centered Around Its “Food” April 1, 2024 Completed the acquisition of 7-Eleven Australia September 1, 2023 January 11, 2024 Completed the sale of Sogo & Seibu Announcement of the acquisition of Sunoco-Stripes (West Texas) July 31

46. Slide 46: Corporate Vision and Ideal Group Image for 2030

    Corporate Vision We aim to be a sincere company that our customers trust. Corporate creed We aim to be a sincere that our business partners, shareholders and local communities trust. We aim to be a sincere company that our employees trust. We aim to contribute to the local community both in Japan an

47. Slide 47: Globally expand SEJ's strength in "Food"

    Globally expand SEJ’s strength in “food” Global CVS *1 SEI *2 • Focus on the Tokyo metropolitan area + consolidate SM entities “Food” Grocery Synergies Fresh food Household • Lay-out infrastructure items Frozen (PC*3, CK*4, food Perishables Online supermarket) Expand Focus and Consolidation Product

48. Slide 48: Growth Strategy of CVS Businesses with "Food" at its Core

    Growth Strategy of CVS Businesses with "Food" at its Core Global 7-Eleven Operations FF * Sales Composition 2023 (%) Size of bubble = # of stores 45% Japan 40% 35% Hawaii 30% 25% Correlation exists between FF sales composition and # of customers 20% 15% U.S. 10% 5% 0% 0 100 200 300 400 500 600 700 8

49. Slide 49: Group's Growth Trajectory

    Group’s Growth Trajectory Group’s Growth Trajectory April 2017 August 2020 JPY FY2023 Actual Announcement of Announcement of 17.7 Financial Others the acquisition of a the acquisition of （Trillions of yen） Tn （Billions of yen） SST 1% 2% part of Sunoco Speedway 8% 18 1,100 Domestic CVS Group’s total

50. Slide 50: The World's Top Retailers by Sales

    The World’s Top Retailers by Sales FY2021 Geography of origin Sales Name of company Sales rank (# of countries/regions) (US $M) 1 Walmart U.S. (24) 572,754 2 Amazon U.S. (21) 239,150 FY2023 Actual 3 Costco U.S. (12) 195,929 4 Schwarz Germany (33) 153,754 5 The Home Depo U.S. (3) 151,157 6 Kroger U.S

51. Slide 51: Footprint of Our Group Strategy Evolution

    Footprint of Our Group Strategy Evolution Mar 9, 2023 Apr 10, 2024 Jul 1, 2021 Apr 7, 2022 2022 May end Updated the Medium-Term Announced our Group’s Announced the Announced the Governance Management Plan and Action Plans toward the Medium-Term Management transformation announced the result of the m

52. Slide 52: Group's Concrete Action Plans

    Group’s Concrete Action Plans Considering the Strategy Committee Recommendations to maximize corporate value and shareholder value in medium-to long-term… 1 Accelerate growth and improve profitability in the North American CVS market A 2 Develop more aggressive business plans and investments Formula

53. Slide 53: Group Structure Transformation to Achieve Long-term Growth

    Group Structure Transformation to Achieve Long-term Growth and Enhance Corporate Value 7&iHD: wholly-owned group subsidiaries Listed Group Companies Domestic CVS Overseas CVS SST Financial Now Others SEJ SEI 7IN IY YB 7BK IPO of SST as one workable option, which would enable the continuous growth 7

54. Slide 54: Appendix

    Appendix Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 54

55. Slide 55: Consolidated B/S Summary (As of February 29, 2024)

    Consolidated B/S Summary (As of February 29, 2024) (Billions of yen) Assets As of As of Liabilities and net assets As of As of Change Change (Main items only) Feb. 28, 2023 Feb. 29, 2024 (Main items only) Feb. 28, 2023 Feb. 29, 2024 Current assets 3,060.6 3,035.6 (24.9) Total liabilities 6,902.7 6,6

56. Slide 56: Working Capital (As of February 29, 2024)

    Working Capital (As of February 29, 2024) Upper row: consolidated basis Lower row: excluding financial services (Billions of yen) As of As of As of As of Current assets Feb. 28, 2023 Feb. 29, 2024 Change Current liabilities Feb. 28, 2023 Feb. 29, 2024 Change Notes and accounts 422.6 464.1 +41.5) rec

57. Slide 57: 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) FY2019 FY2020 FY2021 FY2022 FY2023 vs. FY2022 CF f

58. Slide 58: 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) FY2019 FY2020 FY2021 FY2022 FY2023 vs. FY2022 CF fro

59. Slide 59: Superstore Operations - Change in Operating Income

    Superstore Operations - Change in Operating Income (Billions of yen) ＋2.1 13.5 12.3 +1.1 Note) IY: Ito-Yokado, YB: York-Benimaru Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 59

60. Slide 60: Others - Change in Operating Income

    Others - Change in Operating Income (Billions of yen) 24 ＋1.6 2.5 2.6 +0.09 1.7 Note) 7FS: Seven & i Food Systems, AH: Akachan Honpo Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 60

61. Slide 61: FY2023 Operating Income of Major Operating Companies

    FY2023 Operating Income of Major Operating Companies (Billions of yen, %) Operating income Existing store Change in merchandise sales growth YOY YOY change GPM Seven-Eleven Japan 251.0) 107.8 +18.1) +3.0 +0.3) 7-Eleven, Inc. 413.9) 104.4 +17.3) +1.0 +0.2) [Millions of dollar] [2,942]) [97.7] [(70)]

62. Slide 62: Seven-Eleven Japan (1)

    Seven-Eleven Japan (1) Existing store sales & GPM Trend in income of franchised stores Impact of unit Income of franchised stores (Monthly amount) YOY price increase has run its course +4.9 +4.9 110 1,400 +4.5 106.6 +1.0 +4.2 +5.0 (%) (Thousands of yen) (％) +3.7 (％) 104.5 102.4 +2.1 100.2 +1.7 +0.6

63. Slide 63: Seven-Eleven Japan (2)

    Seven-Eleven Japan (2) SG&A Change in operating income (Billions of yen, %) (Billions of yen) FY2023 Major factors for change YOY YOY change SG&A 600.6 103.8 +22.0) Resumption of Advertising merchandise exhibitions expenses 36.8 121.6 +6.5) 50th anniversary related expenses Salaries and Revision of

64. Slide 64: 7-Eleven, Inc. (2) Balance Sheet Summary

    7-Eleven, Inc. (2) Balance Sheet Summary (As of December, 2023) (Millions of dollar) As of As of As of As of Assets Change Liabilities Change Dec. 31, 2022 Dec. 31, 2023 Dec. 31, 2022 Dec. 31, 2023 Current assets 5,479 5,649 +170) Total liabilities 27,241 25,982 (1,259) Cash and cash equivalents 2,3

65. Slide 65: 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. 2019 +2.0 YoY change (left) 36.0 (%) (%) (%) +1.0 +0.9 +10.0 +1.0 +0.7 35.0 +5.7 +0.5 +4.3 +4.2 +4.7 +3.2 +1.7 ±0.0 ±0.0 34.0 (0.2) +

66. Slide 66: 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) +60.0 +65.3 +20.0 1,500 (%) +18.4 (￠) (US$M) +30.0 +7.6 +9.1 +6.8 +10.0 1,000 +28.2 +4.0 +1.1 +0.4 ±0.0 ±0.0 (1.1) (4.1) (3.9) (6.9) (4.4) (2.6) 500 (30.0) (10.0) (9

67. Slide 67: 7-Eleven, Inc. (4)

    7-Eleven, Inc. (4) SG&A Change in operating income (Millions of dollar, %) (Billions of yen) FY2023 Major factors for change YOY YOY change SG&A 9,133 98.8 (112) Advertising Increase due to expenses 152 111.7 +15) Media Ad Decrease due to Salaries and wages 3,027 96.4 (113) personnel cost management

68. Slide 68: 7-Eleven, Inc. (5)

    7-Eleven, Inc. (5) Retail fuel CPG in Q4 is projected below the historical high of FY2022, but remained at a high level 5,000 70 Fuel sales volume per store (gallon) (left) Retail CPG (¢) (right) (Gallon) (¢) 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 Q

69. Slide 69: 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. FY2023 results Results change Initial plan Results change Initial plan DX, system, security, etc. (52.1) (0.37) +0.12 15.5 (10.5) (10.0) Others (20.1) (4.6) +3.1 9.1 (3.6) (4.6) Eliminati

70. Slide 70: FY2024 Financial Forecasts of Major Operating Companies

    FY2024 Financial Forecasts of Major Operating Companies (Billions of yen, %) Operating income Existing store Change in merchandise YOY YOY change sales growth GPM Seven-Eleven Japan 260.0) 103.6) +8.9) +2.5) +0.2 7-Eleven, Inc.* 424.9) 107.2) +28.6) +0.5) ±0.0 [Millions of dollar] [2,930] [104.0] [+

71. Slide 71: Consolidated Financial KPI (1)

    Consolidated Financial KPI (1) Plan of EBITDA and operating CF Plan by segment (bar chart: operating CF / line graph: EBITDA) (Billions of yen) [Until FY2025] EBITDA 1.1 trillion of yen or more [Until FY2025] Operating CF* 900 billion of yen or more Domestic CVS 1,400 Operating CF (initial plan) 340

72. Slide 72: Consolidated Financial KPI (2)

    Consolidated Financial KPI (2) ROE, ROIC ROIC by segment * Management accounting figures adjusted for intra-group capital and financing transactions [Until FY2025] ROE 11.5% or more [Until FY2025] ROIC 8% or more [Until FY2025] (excl. financial services) Domestic CVS 21.9 14.0 19.9 (%) 19.0 20.0 18.

73. Slide 73: Consolidated Financial KPI (3)

    Consolidated Financial KPI (3) Debt/EBITDA ratio EPS [FY2025] below 1.8 times to 1.8～2.5 times [FY2021-2025] EPS growth plan: 18％ or more*1 5.0 200 EPS (initial plan) (Times) (Yen) EPS (results, after revision) 4.0 3.9 3.0 3.0 1.8～2.5 2.8 100 2.6 2.0 112 106 84 1.0 79 Debt/EBITDA (initial plan) 71 D

74. Slide 74: 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

75. Slide 75: Promotion of Sustainable Management (2)

    Promotion of Sustainable Management (2) Further strengthen efforts to meet the targets by 2050 in the Environmental Declaration 1 Reduce CO2 emissions 2 Measures against plastic 100 100% Reduced used by 29.4% Reduce by 50% (Plan) Net 50% zero used Less 32.5% FY2013 2013年 FY2022 2021年 FY2030 2030年 FY

76. Slide 76: Forward-looking statements notice

    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 — FY2023 Earnings Presentation on 6ix