Medium-Term Management Plan 2021-2025 - July 1, 2021 Ryuichi Isaka President and Representative Director Seven & i Holdings Co., Ltd.
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Medium-Term Management Plan
2021-2025
July 1, 2021
Ryuichi Isaka
President and Representative Director
Seven & i Holdings Co., Ltd.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 1
Review of the previous
1
TODAY’S
Medium-Term Management Plan
AGENDA
2
New Medium-Term Management
Plan
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 2
Review of the previous
1
TODAY’S
Medium-Term Management Plan
AGENDA
New Medium-Term Management
2
Plan
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 3
Review of the Previous Medium-Term Management Plan (numerical targets)
Operating income: Increased by 59.6 billion yen in 3 years although the initial target
[450 billion yen] was not achieved.
ROE: Improved steadily in 3 years although the initial target [10%] was not achieved.
(Billion yen) （%）
500 12.0
Operating income ROE
424
450 10.0
411 8.5
391 8.2
7.6
400 364 8.0
350 6.0
4.1
300 4.0
250 2.0
200 0.0
(FY) 2017 2018 2019 2020 (FY) 2017 2018 2019 2020
* In April 2019, the target was revised downward to 420 billion yen (priority was given to the structural reforms of the major operating companies).
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 4
Review of the Previous Medium-Term Management Plan (results and issues)
Points of the Medium-Term plan Results Issues
Concentrate management The North American business Further growth in North America and
Ⅰ resources with the US-Japan CVS has especially seen significant overseas, and regrowth of domestic
business as a pillar of growth growth business from intentional pause.
Moved from concept phase to Full-scale launch from 2020
Area and format selection and
execution phase (strengthening cooperation with
Ⅱ concentration (Tokyo metropolitan
(IY Shokuhinkan* has been supermarkets in the Tokyo metropolitan
area food business)
transferred to YO) area)
Revitalization of GMS / department Large stores undergoing
Further acceleration and horizontal
Ⅲ stores from the perspective of real structural reform have achieved
development of structural reforms
estate redevelopment some level of results
7iD expansion across the Group, From e-commerce to strengthening the
Review of the omni-channel
Ⅳ strategy
CRM strategy led by operating relationships with the 22.4 million
companies customers visiting the store per day
Review segments from a Review and implementation in
Ⅴ management approach terms of the segments that Creation of further synergistic effects
perspective clearly identify the major areas
*Food specialty store
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 5
Review of the previous
1
TODAY’S
Medium-Term Management Plan
AGENDA
New Medium-Term Management
2
Plan
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 6
External Environment
Domestic consumption / Changes accelerating
Global trends
competitive environment due to COVID-19 impact
Increasingly more serious Population decline, declining birthrate Thoughts on health, safety and
environmental issues and aging population security
Increased awareness of Population concentration in urban areas, Spread of digital consumption and
sustainability depopulation of rural areas delivery
Advances in technology (data Externalization of housework and food Non-contact / remote society
society) (heightening of cyber risks) (changes in lifestyle) (cashless, remote work, etc.)
Diversification of values Diversification of working styles The need for resilience
(era of the individual ) Competition that transcends the Small trade areas and their
Increasing and visible country risks boundaries of business types diversification
COVID-19 has accelerated changes in consumption, values, labor, and the industrial structure
⇒ Entering a more VUCA era
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 7
Corporate Creed, Basic Stance, Ideal Group Image
Corporate creed
We aim to be a sincere company that our customers trust.
We aim to be a sincere company that our business partners, shareholders
and local communities trust.
We aim to be a sincere company that our employees trust.
Basic stance
We aim to contribute to the local community both in Japan and overseas by
providing new experiences and values from the customer’s point of view.
Ideal Group image for 2030
A world-class global distribution group that leads distribution innovation
through global growth strategies centered on the 7-Eleven business and
proactive utilization of technology
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 8
Towards 2030 (Positioning of the New Medium-Term Management Plan)
FY2026 Financial Goals
EBITDA ROE EPS growth rate
1 trillion yen or more 10% or more 15% or more (5-year CAGR)
Composition of the phases of the New Medium-Term Management Plan
Completion of business
structural reform (by FY2024) Results of Group’s strategic investment
Dealing with unprofitable stores, Last Mile / DX / Financial strategies, etc. Ideal Group
optimizing personnel, etc.
image for 2030
Execution of growth strategy
Present day FY2026
Growth
Economic Value Sustainability
opportunity
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 9
Group Priority Strategy
Provide a new experience and value consistently from the customer’s point of view
Challenge of new “Growth areas” Open the next “Convenience” door Challenge of “Food” expected now Create an abundant “Lifestyle Hubs”
Strategy aiming for growth Strategy aiming for depth
Overseas CVS business strategy Domestic CVS business strategy Group food strategy Large-scale commercial base strategy
➤To be the main driver of Group growth ➤Return to regrowth path ➤Closer partnerships with supermarkets in ➤Higher hub value in line with each
the metropolitan area
・North America: synergy of integration ・Explore business regions, handling by business region
➤Reinforced development of Group products
with Speedway individual stores / location ➤Enhance joint procurement through direct ➤Expand non-store profits
・Increase value as a global brand ・Strengthen relationship with franchisees imports, etc.
Challenge of the Last Mile
・Expand on-demand delivery service/enhance online supermarkets (BOPIS)
Customer Base
6.5 million a day
in North America 22.4 million a day in Japan
Expansion of customer contact
Improve LTV by 7Rewards/CRM Improve LTV by Group CRM around 7iD Build Last Mile delivery platform
Strengthen point strategy
DX/Finance Improve technology-aided productivity
Expand 7NOW (delivery)
Expand 7Wallet (digital settlement) Provide new settlement experience strategy
Enhance financial services
Further strengthening of corporate governance / Human resource measures linked to the business strategy
Sustainable management
Balancing the sustainable growth of the company with sustainable society
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 10極秘 S
OVERSEAS CVS BUSINESS STRATEGY
1. NORTH AMERICA
特定関係者限
り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.Mid-Term Goals of North American CVS Business
Growth of North American business using its store network
Goals for 2025
SEI Store Count 15,000 stores
% of Fresh Food Sales
Strengthen Fresh Food Sales
20％+
Operating Stores
Promote DX and Enhance Delivery Service 6,500 stores
(7NOW) Delivery Sales: 3% of total merch. sales
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 12Further Growth of North American CVS Business (Food-Focused Growth)
SIX POINT PLAN 2021
Deliver a Consistent Modernize Food &
Beverage Experience Optimize the Product Offering
Customer Experience
Digitally Transform Convenience Modernize & Grow Exceed Environmental,
the Store Base Social and Governance Goals
Food sales and average daily sales trends
20,000
5,104 5,200
Food sales Nonfood sales APSD (right)
(MM$) ($)
Increase in food sales
15,000 4,700
4,335
10,000 4,200
5,000 3,700
Increase in APSD
0 3,200
（Year） 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 13Food-Focused Growth (Initiatives for Strengthening Food Business)
Collaboration with Warabeya TEXAS ■ Expand Team Merchandising
Since 2017 Since 2020
Apply the method to other commissaries
Operating Area 650 stores in Dallas region
Expand to NY and LA
Results of Texas region (FY2020)
vs National
Texas Region Average
APSD $5,394 +$290
APSD Growth +1.9％ +1.3pt.
Food Sales
Ratio 61.5％ +1.3pt.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 14Food-Focused Growth (Further Initiatives for Strengthening Food Business)
Consider promoting collaboration with Warabeya TEXAS
More store density by acquiring Combined Distribution Center with
Speedway stores commissary plants project
Operating area Stafford, Virginia
Highly efficient value chain will be built
No. of stores approx. 1,300 stores
(2-fold supply capacity over Texas plant)
Expand from the East Coast, where fresh food sales are high
Logistics operation Commissary operation
Optimization of supply chain
Supply chain
management
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 15Further Growth of North American CVS Business (Promoting DX)
Delivery service (7NOW)
X9.5 Respond to surging delivery demands
20
(MM$)
7NOW monthly sales Expand Enhance
operating stores access platforms
10
Operating Stores Sales Composition Ratio
As of
approx. 3,890
3.0
0 Apr.2021
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
2020 2021
Order-to-delivery No. of transactions Average spending 0.7
time / day / store per customer
2025 approx. 6,500
14.6 $14.50 2020 2025
～31 min (approx. 1.7 times
(Fastest in industry) (Nearly 3.5 times
the amount of
that of Jan 2020)
in-store sales) Members
No. of operating stores*
(Million) 55
7Rewards Digital Wallet approx. 7,750
60
43
Enhance new service Mobile Checkout approx. 400
Experience Customer 18
value Convenience touchpoints Fuel Loyalty Program approx. 1,850
＊As of Apr. 2021 2018 2020 2025
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 16Further Growth of North American CVS Business
(Quality Store, Response to EVs)
Expansion of initiatives for quality stores
Proprietary Beverage Cold press juice etc.
Alcohol Beverage Craft Beer, Wine Expand to new and
existing stores including
In-store Cooking Croissants, Cookies
Speedway
Restaurant Laredo Taco
Expansion of EV charging stations Geographic Focus Area for EV Chargers
Pulling ahead our previous 2027 goal
Target Year Target Number of Chargers
2027 250 stores
↓ ↓
250 stores
2022
(5 year ahead of schedule) 500+ chargers
Promote installation of EV charger collaborating with U.S Government
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 17Further Growth of North American CVS Business
Advanced Product Quality Store New Customer
Development Development Experience
Growth through CVS business by strengthening the supply chain
Ratio of cash flows from operating activities
(excl. financial services)
FY2026 Aiming for approx. 50% of
FY2020 Group operating cash flows
SEI
SEI Japanese
30.8% 69.2%
Japanese
SEI Domestic*
Domestic＊ Becoming the main driver
of sustainable growth
*Includes overseas
subsidiaries other than SEI
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 18極秘 S
OVERSEAS CVS BUSINESS STRATEGY
2. GLOBAL
特定関係者限
り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.Medium-Term Global Strategy Map
Enhancing 7-Eleven's global brand value through Japan-U.S. collaboration
Goal
for 2025 50 K high-quality 7-Eleven stores worldwide(FY2020: 39 K stores)*
* excl. Japan and North America
1) Strengthen Collaboration with
Strategy Existing Markets 2) Promote New Market Entry 3) Expand Global Collaborations
• Enhanced Collaborative Program • Comprehensive Support for Value • ESG Roadmap Development
with Area Licensees Chain • Global Leveraging and Product &
Initiatives • Strategic Planning & Consulting by • New Market Entry Guide Equip
Market • Market Entry via JV and M&A • Global IT Digital Solutions
Approach Hire and develop talented team members to execute together as One Team
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 20Strengthen Collaboration with Existing Markets
APSD Sales by Country and Region in FY2020
(purchasing power parity)
0 2,000 4,000 6,000
(USD)
8,000 Develop advanced value chains
Hawaii
Beijing
Japan
Tianjin
A
Sales Quality
Chengdu Improvement Assessment
U.S.
B
Canada
Enhanced collaborative program
C to fully utilize strengths of SEJ and SEI
D
E
F
Strategic Planning for Each Region
G
H Global Leveraging
IT/Digital Solution
J
I
Product Development
K
L
M Consolidated Subsidiaries
N
O Licensees Develop quality store network around the world
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 21Promote New Market Entry
Operational
Formats Global Brand Comparisons
(# of Markets) # of Stores # of Markets
approx.
Consolidated 7-Eleven 16
subsidiaries 72,000
4 McDonald's approx. 38,000 approx. 100
Area licensees SUBWAY approx. 35,000 104
12 Starbucks
approx. 32,000 83
Coffee (Source: Websites of each company) (As of December 2020)
Having the largest store network in the world but only in 16 countries and regions
Worldwide 7-Eleven
Enormous attractive markets and growth opportunities left for global expansion
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 22Expand Global Collaborations
Vision
7&i HLDGS.
SEJ SEI
Strengths Strengths
・ Value Chain ・ Trademark/Brand
Develop an operating structure that allows
・ Store Network both companies to cooperate with each other ・ Global Licensing
・ Product Development (FY2022) ・ Digital / IT Platform
Capabilities
Joint
Human
Collaborations with Area procurement
Resource SDGs Global IT Digital
licensees and product
Exchange
development
Aim to improve 7-Eleven global brand value
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 23極秘 S DOMESTIC CVS BUSINESS STRATEGY 特定関係者限 り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
Medium-Term Strategy Overview
Acceleration and diversification of
Changes in the social structure COVID-19 small commercial areas
Ideal image
Meet diversifying needs and provide convenience to all local communities
Sustainable growth
Store opening strategy Promotion of DX
of existing stores
Review product composition Build a foundation for re-accelerating Expand online convenience stores
・ Sales floor layout tailored to small store openings
Enhance CRM (App evolution)
commercial areas Develop and test next-generation stores
Improve the productivity of affiliated
・ Group procurement
stores and divisions
Open the door to the next "convenience" ⇒ Towards a regrowth trajectory with distribution innovation
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 25Acceleration and Diversification of Small Commercial Areas
(7iD Analysis, Changes in Consumer Behavior)
7iD member composition ratio analysis:
comparison of the number of stores frequented monthly and the spend per customer
(1.06 million people in the 1 metropolitan area and 3 prefectures)
Feb. 2020 Feb. 2021
≧ 2,500 1.0 0.1 0.0 0.0 0.0 ≧ 2,500 1.7 0.1 0.0 0.0 0.0
Average customer spend (yen)
Average customer spend (yen)
- 2,500 1.0 0.1 0.0 0.0 0.0 - 2,500 1.5 0.1 0.0 0.0 0.0
- 2,000 2.7 0.4 0.0 0.0 0.0 - 2,000 3.5 0.5 0.0 0.0 0.0
- 1,500 8.0 1.9 0.2 0.0 0.0 - 1,500 9.6 1.8 0.2 0.0 0.0
- 1,000 26.6 8.6 1.4 0.3 0.2 - 1,000 27.6 7.3 1.1 0.2 0.1
< 500 33.9 10.0 2.2 0.7 0.4 < 500 34.4 8.0 1.5 0.4 0.3[Reference]
Acceleration and Diversification of Small Commercial Areas (Changes in Usage)
Purchase price TOP20 year-on-year (February 2021)
Category YOY (%) Category YOY (%)
1 Family-size ice cream 178.1 11 Sandwiches (rolls) 121.5
2 Rice balls (special rice balls) 140.1 12 Delicatessen (meal salad) 120.1
3 Pastries (doughnuts) 139.0 13 Confectionery (chilled Japanese sweets) 117.7
4 Frozen food (frozen pre-cooked food) 138.8 14 Frozen food (noodles / light meals) 117.2
5 Chilled groceries (paste products) 136.8 15 Confectionery (chilled pastries) 116.6
6 Soft drinks (large bottled tea) 131.1 16 Red wine 116.1
7 White wine 129.0 17 Soft drinks (up to 350ml) 115.3
8 Seven Premium (side dishes) 127.9 18 Liquor (reach in showcase) 112.9
9 Chilled groceries (processed meat) 125.0 19 Seven Premium (main dishes) 112.5
10 Delicatessen (salad) 123.6 20 Frozen food (agriculture, fisheries and ingredients) 112.4
Usage has changed due to the acceleration of small commercial areas
owing to the spread of COVID-19.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 27Acceleration and Diversification of Small Commercial Areas (Sales by Location)
Changes in existing store sales, number of Results by location (existing stores in FY2021)
customers, and average spending per customer
(％) No. of stores
Sales YOY(%)
as of Feb. 28, 2021
115
Nationwide 20,612 97.6
Residential
13,086 100.3
100 + suburbs
Resorts 1,873 97.1
85 Business
2,057 88.9
Sales offices
No. of customers
Others
Average spending per customer (Railroads, temporarily 3,596 92.5
70 closed, etc.)
1/6ー 3/2ー 4/27ー 6/22ー 8/17ー 10/12ー 12/7ー 2/1ー
Urgent needs to review the sales floor and product assortments in response to the
acceleration of small commercial areas owing to the spread of COVID-19.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 28Acceleration and Diversification of Small Commercial Areas
(Product/Sales Floor Support)
New layout 2020 Handling of city center stores (example)
3 additional middle aisle
chilled units: 5 units in total
Frozen
food
Bridging
fixtures on Foot
top fixtures
Ice cream
Results of 800 stores introduced in September 2020 Achievements of 17 stores introduced in the Minato area
(national average difference from the previous year) (Vs. the average of stores which have not brought in these units in the same area)
Total sales (exc. cigarettes) ＋ 15,600 yen Total sales (exc. cigarettes) ＋ 8.300 yen
Open case chilled groceries ＋6,300 yen Cooked rice 1,500 yen
＋
Confectionery ＋1,900 yen Frozen food ＋1,400 yen
Alcohol ＋1,000 yen Delicatessen ＋1,400 yen
Chilled groceries Confectionery ＋1,100 yen
(vegetables, processed meat, etc.) ＋ 100 yen
12,000 stores to be introduced by the end of FY2022 By the end of FY2022, individual handling by 1,500 stores
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 29Online Convenience Stores
Strengths of online convenience stores Future plans for expansion
Real-time inventory linkage End of February 2021: approx. 350 stores
・ Approximately 2,800 items
Hokkaido: approx. 120 stores, Hiroshima: approx.150 stores
(excluding magazines and tax-exempt products)
Tokyo: approx. 80 stores (Setagaya, Nakano, Shinagawa, Ikebukuro)
・ High conversion rate
30-minute delivery service FY2022
・ The inventory base closest to the customer From March, started in the Ginza area (office area testing)
・ Responding to immediate meal needs ⇒ Aim for testing at 1,000 stores by the end of FY2022
(fried food by order, etc.) Earnings model
establishment
Last Mile DX Platform (future)
FY2026 targets
・ Optimization of delivery resources and routes through
utilizing AI Completion of nationwide expansion, operating
・ Expand view to cover the delivery of Group company
products (being tested) income + 5% boost
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 30[Reference]
Online Convenience Stores (Effect of Real-Time Inventory Linkage)
●Before implementation ●After implementation
(minimum of 2 hours - time specification ) (30-minute delivery after the order)
Improved conversion rate, expanded purchase categories, improved frequency of use
and improved delivery efficiency
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 31Medium-Term Strategy Roadmap
FY2022 FY2026
Product composition corresponding to Product procurement and expansion of product assortments
Sales floor /
small commercial area utilizing the Group’s power
products (change of sales floor layout) (fresh food, meal kits, direct overseas imports, etc.)
Last One Mile: Online convenience stores - 1,000 test stores in FY 2022
⇒ To be expanded nationwide in FY2026
Services
CRM enhancement (7 app evolution, Group linkage through 7iD)
Facilitate closing of unprofitable stores Greater refinement and efficiency in selecting candidate sites
⇒ Build a foundation for re-accelerating store openings
Stores
Develop and test complex stores and next-generation stores
Productivity improvement target
AI orders: Test ⇒ Aim to expand to all stores
Franchise Man-hours / day:
decline of (15)%
Productivity
stores
Smartphone registration New self-checkouts, face recognition, etc.
Head- Productivity improvement through DX SG&A ratio reduction target:
quarters Digitization of forms, RPA, chatbots, efficiency of sales promotion, etc. decline of (0.3)%pt.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 32極秘 S GROUP FOOD STRATEGY 特定関係者限 り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
Group Food Strategy
Group synergies in food products Sales composition of Seven Premium at 7-Eleven
Consolidated Group domestic sales: approx. 7,460 billion yen
(FY2021 results) Seven Premium accounts for approx. 25% of food sales
Of which, food sales: approx. 4,670 billion yen*
25.2%
Food business accounts for more than 60% Seven
その他食品 Premium Food
Other food
セブンプレミアム食品
Seven Premium Product Sales: 1,460 billion yen (FY2021 results) Composition ratio
構成比
FY2011
Start of Seven Premium Gold
FY2008 Birth of 6.1%
Seven Premium FY2018
Start of Seven
Premium Fresh
（FY） 08 09 10 11 12 13 14 15 16 17 18 19 20 21 （FY） 10 11 12 13 14 15 16 17 18 19 20 21
Brand cultivated by the entire Group Seven Premium contributes to 7-Eleven food sales
= symbol of synergistic effects
* Total sales of SEJ (food), IY (food excluding tenants), SS (food), YB, YO, SG, 7FS
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 34Group Food Strategy
Taking on the challenge of further synergies in the food sector
Promotion of overseas procurement Reinforcing Group product strength Utilization of common infrastructure
(direct imports) (Team MD) (fresh food)
Establish joint procurement that Share raw materials and recipes, CVS also handle SM fresh foods
takes advantage of economies of develop and supply differentiated such as special discerning
scale products such as meal kits using the vegetables
common infrastructure
(Process center / Central kitchen)
Differentiation in the food sector that can only be achieved by having a variety of
business formats
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 35Group Food Strategy (Store Reorganization)
Phase 1 Store reorganization (- June 2020) FY2020
Total sales of the 3
companies
557.2 billion yen 214 stores
Tokyo metropolitan area food
Ito-Yokado 389.8 billon yen 115stores
Ito-Yokado (food excluding tenants)
New company York Co., Ltd.
York Mart 142.9 billion yen 78stores
Shell Garden 24.5 billion yen 21 stores
Specialty store business
Lifestyle business
FORECAST
Shell Garden
Yok Mart
Food business
Shokuhinkan Shokuhinkan
THE PRICE Responding to growing needs due to COVID-19
THE PRICE
FY2021
Total sales of
the 3 companies
594.3 billion yen 215 stores
Ito-Yokado 389.3 billion yen 94 stores
(food excluding tenants)
・Reorganize the stores to meet new needs York 182.2 billion yen 100 stores
・Strengthening cooperation with food supermarkets
in the Tokyo metropolitan area Shell Garden 22.8 billion yen 21 stores
Note: Number of stores at the end of the fiscal year in Tokyo and 3 prefectures: 20 stores transferred from IY to YO during FY2021
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 36Group Food Strategy (Building a Common Group Infrastructure)
Phase 2: Construction of a common infrastructure
Phase 3: Expansion of joint procurement functions
(from May 2021)
Seven & i HD
Common infrastructure management subsidiary
Ito-Yokado York
Central kitchen Process center Joint procurement
(direct imports)
Common infrastructure management subsidiary
Central kitchen Process center Deli, bakery Fresh food, meal kits Groceries, etc.
Know-how
sharing
(York Benimaru)
Distribution center Distribution center
Product supply Product supply
Metropolitan area stores / online supermarkets CVS Metropolitan area stores / online supermarkets Affiliated
companies
Two central kitchens and two process centers Realizing a high-quality and efficient product supply
scheduled to start operations from FY2026 system by building a common infrastructure for the Group
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 37極秘 S LARGE-SCALE COMMERCIAL BASE STRATEGY 特定関係者限 り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
Large-Scale Commercial Base Strategy
(Business / Store Structure Reform in the Large-Scale Base Strategy)
Ito-Yokado Sogo & Seibu
Unprofitable stores: Review operations and personnel
Business Close down / scrutinize profitability through store reform
structural
reform Personnel optimization Personnel optimization
Create stores that match the characteristics Create stores that match the characteristics
Store of the trade area of the trade area
(improvement of trade area analysis accuracy) (improvement of trade area analysis accuracy)
structural
reform Improve productivity through AI orders, etc. Expand customer contact points using DX
Strengthening sales to outside customers
Online supermarkets: large-scale centers
(affluent customers)
Non-store
business
Expand “Tokushimaru” mobile supermarkets Expand commercial business (BtoBtoC)
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 39Large-Scale Commercial Base Strategy
(Structural Reform / Growth Strategy Schedule)
From FY2017
Priority measures
From FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Unprofitable stores 30 stores closed
182⇒ Decision to close 5 stores
Shokuhinkan, 20 stores 132 stores Profitability scrutiny of 18 stores
Structural
THE PRICE transferred
reform Personnel
-800 (compared to FY2019) -900 (compared to FY2021)
Ito-Yokado
optimization
Create buildings 69 stores 20 stores Approx. 20 stores／year (planned)
that match the
Growth
trade area Improve trade area analysis accuracy Explore market needs
strategy Non-store
Online supermarkets, mobile supermarkets "Tokushimaru", etc.
expansion
Unprofitable stores
13 stores closed 23⇒10 stores
Structural 2 local stores reduced （FY2021）
Sogo & Seibu
reform Personnel
optimization -1,500 (compared to FY2019) Optimization and relocation of growth fields in line with store reforms
Create buildings 2 suburban stores converted to SC 6 major stores
that match the
Growth
trade area Improve trade area analysis accuracy Explore market needs
strategy Non-store
Foreign business (affluent customers), commercial business (BtoBtoC), etc.
expansion
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 40極秘 S DX / FINANCIAL STRATEGY 特定関係者限 り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
Last Mile Measures (Ideal Image)
Greater convenience Customers Contribute to the local
community
Instant / prepared meals, Diversification of orders Easy cooking, home-cooking Customers who have
delivery needs and receipt needs problems doing their shopping
On-demand purchase Planned purchase Face-to-face purchases
Online convenience stores, Online supermarkets, etc. Tokushimaru,
e.Depa-Chika*1, etc. Seven Anshin Delivery, etc.
Future measures and direction
▶ Fortify ready-to-eat and fast food ▶ Large-scale centers ▶ Expand no. of operational trucks
products (supply products to SEJ stores through ▶ Tokushimaru, strengthen cooperation
▶ Set up stores dedicated to home linkage with the common infrastructure, etc.)
delivery and expand the area with the local communities
▶ Diversification of pick-up centers
▶ Build a delivery platform
(BOPIS*2, lockers, etc.)
▶ Strengthen fresh foods and meal kits
The sales scale of the entire Group will reach approx. 600 billion yen by FY2026.
*1 e.Depa-Chika： online department store with food section *2BOPIS： Buy Online Pick-up In Store
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 42Last Mile Measures (Expansion Schedule)
FY2021 FY2022 FY2023 From FY2024
In-house manufacturing
development / PoC (real- Store expansion ▶ Nationwide expansion
Online convenience time inventory linkage, etc.) ▶1,000 stores (FY2026)
stores
In-house manufacturing development / PoC
(set up stores dedicated to home delivery, etc.)
Expansion of stores dedicated to home delivery
Denny's home
delivery
Building the Last Mile DX Platform
In-house manufacturing
development / PoC
Start of services (planned)
e.Depa-Chika
Online supermarket Nishi-Nippori PoC Shin-Yokohama Center
(optimization of delivery mechanism, pick-up lockers, etc.) operation
Online supermarket
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 43Last Mile Measures (Optimization of Delivery)
Ideal image of the Last One Mile DX Platform
Customers
Last Mile DX platform
Orders
Four core technologies
・・・
1) Vehicle / driver variances
Group company EC sites
Products 2) Delivery route optimization
Last Mile DX platform
(Optimization through AI delivery control)
3) Dynamic pricing of shipping charges
Shipping resources 4) Pick-up location / time optimization proposal
Pick-up
locations Drivers Vehicles
AI delivery control reduces delivery distances by approx. 40%
and the number of vehicles by approx. 45%*
* Tested AI-based mixed loading function, route optimization function, and vehicle optimization function in the Shinagawa area (December 2020)
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 44DX / Financial Strategy (Expansion of Customer Contact)
Improve LTV by further expanding and deepening customer contact through “7iD”
Deliver information that meets Propose optimal product
customer needs lineup at stores and EC Providing a new settlement experience
１
Strengthening the Group points strategy
Recommended
information
Convenient settlement services and possible
to accumulate points for use in daily shopping
Contact with customers
Improve the convenience
Receive products
of settlement and
at the preferred time and place financial services
Aiming for 50 million 7iD members
バーコードで支払い
ポイント
ポイントを使う
777ポ イント
設定
by FY2026
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 45極秘 S BUSINESS PORTFOLIO 特定関係者限り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
Thoughts about the Business Portfolio
High
Priority growth fields
Priority structural reform fields
（Ｃ） （Ａ） ・ Implement drastic business structural reforms
Growth potential (room for growth)
Growth potential: ✔ Growth potential: ✔
Efficiency: Partially Efficiency: ✔ ・ Strict investment discipline (↑ capital efficiency)
Improvement of ・ Increase profits through Group synergies
management efficiency
through structural reform
Realization of management restructuring
Priority structural reform fields through business structural reform
（Ｄ） （Ｂ）
Growth potential: Partially Growth potential: Partially
Efficiency: Partially Efficiency: ✔
Evaluation as a Group business
(including synergies)
Identification as a
Low Group business
Shift of management
Consider
resources to priority
Low Our Company’s
ROIC Efficiency (capital efficiency) High the best owner growth fields
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
47極秘 S SUSTAINABLE MANAGEMENT 特定関係者限 り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
Sustainable Management (Achievement of the SDGs based on the 5 Material Issues)
Material issue 1 (Main efforts)
• Online convenience stores, online supermarkets,
Provide a social infrastructure Seven Anshin (reliable) Delivery service,
in the age of an aging and Tokushimaru business
declining population • Administrative services (issuance of various certificates)
Material issue 2 ・ Reduction of food additives
Providing safety and reliability ・ Easy-to-understand nutrition labeling
through products and stores ・ Vegetable factory efforts
• Reduction of food waste and aim for long-term
Material issue 3 freshness
Non-wasteful usage of products, • Donations to food banks and social cooperatives
ingredients, and energy • Development of environment-friendly container
materials
Material issue 4
• Seven Nanairo Nursery School
Supporting the active role of women,
• Introduction of staggered commuting system
youth, and seniors across the • Holding child-rearing support events
group and in society
• PET bottle collection machines
Material issue 5 • Business partner CSR audits
Building an ethical society and • "Seven Forest" Forest Conservation Project
improving resource sustainability • Whistleblowing system (employees, business
together with customers and partners)
business partners • PET bottle recycling business
In November 2020, held the “Global ESG Forum” with 7-Eleven
Promoting global partnerships licensees in 16 countries and regions around the world.
Confirmed the social issues that should be prioritized.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 49Investment to Achieve Environmental Declaration Goals
Environmental Declaration
(announced in May 2019)
実
質
Announced ideal image for 2050 based on
four themes
• Reduction of CO2 emissions
• Plastic countermeasures
• Food loss/waste and food recycling measures
• Sustainable procurement
We will continue to contribute to the creation of a sustainable society by allocating more than 5% of
total investment (excluding strategic investment) to environmental investment.
Investment in the environment from FY2022 to 2026 = approx. 125 billion yen
(Expansion of solar panels, introduction of energy-saving equipment, addition of PET bottle collection machines, etc.)
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 50Ideal Image for 2030 (Decarbonized Society)
CO2 emissions: compared to FY2013
Strengthen on-site renewable energy
2.6 million t-CO2 16.9% 30%⇒50%
reduction
reduction • Stores with solar panels:
2.16 million t-CO2 8,683 stores (92 MW) → 11,000 stores (160 MW)
• Large solar panels to be installed in car parks and
2018 renewable energy factories
46％
1.3 million t-CO2 Utilization of off-site renewable energy
54% reduction in
CO2 emissions
・ Expansion of off-site PPA (two contracts with NTT)
2019 renewable energy
100％ ・Renewable energy ・ Promotion of renewable energy procurement
100％
25% reduction in
CO2 emission ・ Next-generation
Promotion of investment and utilization of new
solar power technologies
・ International
emission credits
From 2011 operations management
・ Expansion of hydrogen energy for store operations
From 2009 solar panel installation
From 2009 LED lighting fixture installation ・ R&D of next-generation solar cells and storage batteries
2013 2019 2020 2030
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 51Ideal Image for 2030 (Circular Economy)
Composition ratio of environment-friendly
materials for private brand containers 50% Strengthening collection of plastics at stores
・ Recycled material
72,000 ｔ • PET bottle collection machines
・ Biomass material 20%
・ Paper material, etc. (330 million bottles collected in FY 2021)
Currently 1,000 machines installed
Environmentally-friendly ⇒ More than 1,000 machines will be installed annually
materials 26,000ｔ ・ Invest in recyclers
• Challenge to collect plastics other than PET bottles
(e.g. promote the collection of plastic trays)
Paper
Recycled PET film Securing recycled plastics
Material recycling
Top seals • Invest in a used PET bottle recycling factory
Secure recycled PET for using PB packages
Body coolers
• Invest in the chemical recycling business
Utilization of recycled and environmentally-friendly
100% recycled PET Chemical recycling materials for PB
• Use in Seven Premium containers and packages
From 2013,
installation of PET bottle
collection machines
(currently about 200 items ⇒ 1,000 items)
2019 2020 2030
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 52SEI’s Initiatives for a Sustainable Society
Renewable energy usage area
Number of stores using renewable energy Development towards 2030
Solar power approx. 350 stores
Renewable energy use in other regions
Wind power approx. 870 stores
Hydropower approx.150 stores
Total approx.1,370 stores
Expand RE100 stores to 5,000 stores
*as of December 2020 Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 53Ideal Image for 2030 (Responsibility as a Global Company)
[Task Force on Climate-Related Financial Disclosures] [Supply chain management]
Published the response to
the TCFD recommendations. CSR audits for PB factories overseas
Further improve the
accuracy of scenarios and 413 factories* audited in FY2021
countermeasures.
(on-site audit of 117 items)
*All factories in China and Southeast Asia
[International certification of CO2 emission reduction targets]
Completed registration for
certification. Aim for
certification of CO2
CSR audits for PB factories in Japan
reduction targets consistent
with the Paris Agreement.
271 factories audited in FY2021
(on-site audit of 117 items)
All factories in Japan carried out document self-check
[7-Eleven International Summit]
Concluded partnerships
agreement with 7-Eleven • Strengthen human rights protection, legal compliance,
licensees in 16 countries occupational safety, environmental protection, etc. in
and regions to achieve the supply chain
SDGs. • Implementation of due diligence of human rights
⇒ Formulation of “ 7&i human rights policy”
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 54For Sustainable Growth
Further strengthening of corporate governance
Constant review of corporate governance structure Deepening Group governance
(Board of Directors, advisory board, evaluation, compensation system, (Strengthening dialogue and cooperation between holding companies and
enhancement / maintenance of disclosure, etc.) operating companies, optimal resource allocation, etc.)
Human resource measures linked to business strategy
Creating an organization where both the company and
Creating a workplace where everyone can work comfortably
employees can grow (motivation to work)
(work style reform / productivity improvement, promotion of diversity
(upskilling of each employee and support for autonomous learning,
& inclusion, etc.)
etc.)
Towards sustainable growth by improving corporate value
(financial and non-financial) over the medium to long term
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 55極秘 S FINANCIAL POLICY / QUANTITATIVE TARGETS 特定関係者限 り Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved.
Basic Financial Policy
In order to continuously improve corporate value, increase returns (profit) that exceed
the cost of capital and increase the ability to generate cash flow (CF).
ROIC WACC Evaluation of return (profit)
(net income basis) (weighted average cost of capital ) based on cost of capital
≪Main consolidated KPIs≫
Quantitative expansion of finance Free CF level EPS growth rate
Financial quality improvement ROE ROIC spread
Ensuring financial soundness Debt/EBITDA ratio
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 57Quantitative Expansion of Finance (EBITDA / Operating CF)
EBITDA / Operating CF plan (consolidated) Planning by segment (Bars: Operating CF / Lines: EBITDA)
Unit: billion yen
【Until 2025】 EBITDA 1 trillion yen or more Domestic CVS Overseas CVS
1,400
Operating CF 800 billion yen or more
1,200 330.2 312.1
(billion yen)
Operating CF EBITDA 201.7 202.5
1,000
800 263.2 224.2 149.8 178.7
674.3
626.8
(FY) 2020 2021 2026 (FY) 2020 2021 2026
600
Superstores Department / Specialty stores
400
538.7 551.5 59.7
200 50.4
23.1
0
(FY) 2020 2021 2022 2023 2024 2025 2026
46.3 56.5 18.1 4.4
* Exchange rate: 1 $ = 107 yen (FY2022), 1 $ = 105 yen (FY2023-26) / 1 yuan = ¥ 16 (FY2022-26)
(2.2)
* Operating CF: Management accounting figures based on NOPAT (FY) 2020 2021 2026 (FY) 2020 2021 2026
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 58Resource Allocation for Growth (Capital Expenditures / Free CF)
Resource allocation from operating CF (excluding
Capital expenditures plan (consolidated) financial services business)
About 50% of operating CF is CVS
Continue proactive investment in US-Japan CVS investment
(billion yen)
business Free CF is debt repayment +
20％ shareholder return
Investment based on Group strategy
Environmental investment to be about 125 billion 35％
29％
600 yen in 5 years (about 5% of the total) 9％ 3％ 4％ 0％
500 【 First half - 3 years 】 Cumulative FY2022-2024
(billion yen) Department
Operating Domestic Overseas Super Group Others/
/Specialty Free CF
CF CVS CVS stores investments adjustments
400 stores
About 43% of operating CF is
(billion yen) CVS investment
300
Create enough free CF
⇒Strategic investment /
200 17％ Additional shareholder return
360.9 377.2
46％
100 26％
6％ 2％ 2％ 1％
0 【Second half - 2 years 】Cumulative FY2025-2026
(FY) 2020 2021 2022 2023 2024 2025 2026 Department
Operating Domestic Overseas Super Group Others/
/Specialty Free CF
CF CVS CVS stores investments adjustments
* Excluding investment in the acquisition of Speedway in FY2022 stores
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 59Improvement of Financial Quality
(Investment Efficiency and Cchanges in Extraordinary Losses)
ROE/ROIC/Extraordinary loss plan ROIC by segment
* Management accounting base figures adjusted for intra-group capital and fund transactions
Extraordinary loss(consolidated) ROE(consolidated)
ROE(excluding impact of SLB) ROIC(excluding financial services) (%) (%)
200 ROIC(consolidated) WACC(consolidated) 12 20.0
(billion yen)
11 Domestic
CVS
10 15.0 19.1 Overseas CVS
150 8.5 9 before amortization of goodwill
8 10.0
6.8 Overseas CVS
6.6 7 5.2
100 6 5.0
Consolidated WACC
4.7
5
4 0.0
Superstore
50 3 (0.2)
2 (5.0)
1 Department / specialty stores (7.0)
79.9 109.0
0 0 (10.0)
(FY) 2020 2021 2022 2023 2024 2025 2026 (FY) 2021 2022 2023 2024 2025 2026
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 60Improvement of Financial Soundness (Debt / EBITDA Ratio)
Debt / EBITDA ratio plan (consolidated)
For the time being, priority is given to reducing debt
FY2025 target: less than 2.0 times (consolidated) / less than 2.2 times (consolidated after adjustment)
4,000 Debt 4.00
(billion yen) EBITDA (times)
Debt/EBITDA(consolidated)
Debt/EBITDA(excluding financial services)
Adjusted Debt/EBITDA＊
3,000 2.81 3.00
2.69
2,000 2.00
1.46
1,000 1.07 1.00
1,761.2
982.9
674.3 626.8
0 0.00
(FY) 2020 2021 2022 2023 2024 2025 2026
* Adjusted Debt / EBITDA ... Excluding financial services business, Net Debt / EBITDAR management accounting figures
(Net Debt: Debt + on-balance lease – cash and deposit and other adjustment)
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 61Shareholder Return
Based on the stable and continuous improvement of dividends per share, implement flexible
shareholder returns taking into account the level of free CF and stock prices.
120 FY2022-2026
(yen) Interim dividend Year-end dividend Aim for EPS growth rate of 15% or more *
(yen)
100 EPS
400
80
51.0 51.0 52.0
300
(Plan)
60
40
247
47.5 47.5 48.0 203 215
20
(Plan)
0
(FY) 2020 2021 2022 2023 2024 2025 2026 (FY) 2020 2021 2022 2023 2024 2025 2026
338 274 384
* Estimated by CAGR (Compound Annual Growth Rate) for FY2021.
430
* FY2023 figures include SLB impact on Speedway.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 62Consolidated Financial Numerical Targets
FY2021 results FY2026 targets
EBITDA 626.8 billion yen 1 trillion yen or more
Operating CF (excluding financial services) *1 456.7 billion yen 800 billon yen or more
Free CF level (excluding financial services) *2 132 billion yen 400 billion yen or more
ROE 6.8 % 10 % or more
ROIC (excluding financial services) *3 4.7 % 7 % or more
Debt/EBITDA ratio 2.8 times Less than 2.0 times
Adjusted Debt/EBITDA ratio - Less than 2.2 times
EPS growth rate (CAGR) - 15 % or more
* 1 Management accounting figures based on NOPAT excluding the financial services business.
* 2 Management accounting base figures excluding financial services business. M&A is calculated by excluding it from investment CF as a strategic investment.
* 3 ROIC: Calculated as {net income + interest expense x (1-effective tax rate)} / {equity capital + debt (average at the beginning and end of the period)}.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 63With livings - Seven & i Group
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
therefore incorporate various risks, estimates, and uncertainties, and as such, actual results and
performance may differ from the future outlook included in disclosed information due to various factors,
such as changes in business operations and the financial situation going forward.
Copyright (C) 2021 Seven & i Holdings Co., Ltd. All Rights Reserved. 64You can also read
