Slides
Page 1
October 31, 2025 IR Day 2025 Autumn Opening Remarks
Page 2
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 2 Market Landscape and Our Business Global shifts in consumer behavior A clear shift toward value Consumers’ demand for better quality at lower price continues Value-conscious shopping is reshaping the retail sector globally Rising expectations for great-tasting, high-quality food The distinction between QSR and convenience is blurring Consumers are seeking more convenient, better quality food Demand for more convenient shopping Consumers expect to be able to buy anytime/anywhere with quick delivery Our opportunity lies in delivering high quality food at a compelling value with greater convenience
Page 3
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 3 7-Eleven of 2030 Our Competitive Edge Our Aspiration Operational Excellence Field support, Retailer Initiative (Tanpin-Kanri) and franchisee network Merchandising Compelling products with APSD food sales higher than national competitors Store Network Unmatched network with 30 million daily customers in Japan and North America, strong QSR with multiple formats Be the customer’s first choice for convenience Innovate to exceed customers expectations Lead with high quality food and redefine convenience Invest in stores to deliver a superior customer experience Attract and nurture global talent to drive global growth 7NOW Unique digital platform to enhance customer convenience and drive further growth
Page 4
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4 Our Transformation: How We Get There Key challenges • Consumer spending • Channel shift • Cost inflation • Franchisee profitability • Consumer perception re: food • Fuel demand • Consumer perception re: brand • Intensifying competition • Global talent • Investment process Across SEI/SEJ/ 7IN • Global planning and mgmt. • Global decision making • Global talent • HQ not fit for purpose • Global leverage HD/HQ SEI SEJ 7IN • Invest in stores/equipment for distinctive food offering Store network expansion with optimal store formats • 7NOW expansion • Cost control to invest in growth • Expand proprietary products and Private Brand • Maximize fuel vertical integration opportunities • Enhance customer engagement • Accelerate global talent acquisition /development • Set rigorous investment criteria and mgmt. rules Across SEI/SEJ/ 7IN • Set clear global management approach and cadence • Upgrade our HD functionHD/HQ SEI SEJ 7IN 1-A 1-B 2-A 2-B 2-C 2-E 2-F 2-G 2-D Our approach for growth（from Aug 6 deck） How to address the challenges More customer centric Shiftto digital Optimize value chain Build foundation as growth engine Maximize existing opportunities Reestablish SEJ as the leader in innovation Solidify and roll out the equity model Establish a basis for effective management
Page 5
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 5 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.
Page 6
IR Day 2025 Autumn 7-Eleven, Inc. October 31, 2025
Page 7
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 2 Our Transformation: How We Get There Key challenges • Consumer spending • Channel shift • Cost inflation • Franchisee profitability • Consumer perception re: food • Fuel demand • Consumer perception re: brand • Intensifying competition • Global talent • Investment process Across SEI/SEJ/ 7IN • Global planning and mgmt. • Global decision making • Global talent • HQ not fit for purpose • Global leverage HD/HQ SEI SEJ 7IN • Invest in stores/equipment for distinctive food offering Store network expansion with optimal store formats • 7NOW expansion • Cost control to invest in growth • Expand proprietary products and Private Brand • Maximize fuel vertical integration opportunities • Enhance customer engagement • Accelerate global talent acquisition /development • Set rigorous investment criteria and mgmt. rules Across SEI/SEJ/ 7IN • Set clear global management approach and cadence • Upgrade our HD functionHD/HQ SEI SEJ 7IN 1-A 1-B 2-A 2-B 2-C 2-E 2-F 2-G 2-D Our approach for growth（from Aug 6 deck） How to address the challenges More customer centric Shift to digital Optimize value chain Build foundation as growth engine Maximize existing opportunities Reestablish SEJ as the leader in innovation Solidify and roll out the equity model Establish a basis for effective management
Page 8
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 3 Distinctive Fresh Food Offering2-A Investing in Restaurants Growth Plan 5,684 7,620 BA 34% 555 1,368 BA +146% 686 976 BA +42% BA 35.1% 35.6% +50 bps APSD Food APSD Traffic Margin A- Stores without Rest B-Stores with Rest. Robust Restaurant Platform with 3 Brands Restaurants Drive Higher Sales & Traffic US SS Sept 2025 LTM +50 +1,100 2025 Building +1,100 New Restaurants by 2030 (# of New Restaurants) 2030 +50 Rebuild and offer distinctive food offering through investment in restaurants
Page 9
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4 Accelerated Proprietary Product & Prive Brand Expansion2-E Private Brands Are A Key Differentiator Growth Plan ✓ High Quality, Differentiated Products ✓ Deliver Value to Customers ✓ Better Margin & Penny Profit ✓ Help Enhance the 7-Eleven Brand $1.9Bn in Sales by 2030 20302025 $1.9Bn $1.3Bn 2025 New Categories • Protein Drink • Chocolate • Energy Shots • Liquor • Gum Private Brands Have Higher Margin Private BrandNational Brand 34% 52% +18% New Product Launches (Cumulative # of Items Launched) 56 89 162 200 Q1 Q2 Q3 FY 2025F Expanding our private brand product offerings delivering high quality at great value
Page 10
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 5 Store Network Enhancement2-B Growing New Standard Stores Accelerating Store Expansion Deliver Increased Sales and Traffic & Enhanced Customer Experience ✓ Food forward assortment ✓ Larger stores and fuel offerings ✓ Digital innovation / frictionless shopping New Standard at Maturity (year 4) New Standard Store* $5.7k $6.9k $8.2k Existing Portfolio +45% Merch APSD Sales (incl. Restaurants) *Open at least 1 year as of 9/30/2025 ~690 ~880 New Standard Store*Existing Portfolio +27% APSD Traffic New Standard Stores Outperform Existing Store Network 2025 2030 +125 +1,300 Mature Store ROIC (5+ years after opening) ~12% Target Open +1,300 New Stores by 2030 2030 Estimated EBITDA impact $400M+ Accelerate expansion by becoming more relevant to customers’ needs with improved store formats
Page 11
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 6 Unleash 7NOW’s Full Potential2-C 7NOW Delivery Grow 7NOW to $1B Business 7,500 8,500 2025 2030 Strong 1H 7NOW Performance $15.37 Average Basket Size ~28 mins Industry Leading Delivery Time +21.3% Same-store Sales Growth Growing 7NOW Store Coverage # of NOW Stores ~12% Operating Margin Growth Drivers ✓ Expand Store Coverage ✓ Grow Goldpass Members ✓ Grow Fresh Food & Restaurants 7NOW Sales (Billions) 20302025 $1.25Bn $1Bn >50% US Population Within 2 miles of a store Plan to grow sales with 7NOW to $1.25Bn by 2030
Page 12
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 7 Gross Profit OSG&A OSG&A Control across Value Chain2-D Controlling Cost Plan through 2030 2025 2026 2027 2028 2029 2030 5yr CAGR c.2.6% c.0.6% YoYchange of OSG&Aand Gross Profit YoY change of 1H OSG&A and Gross Profit (3.5)% (0.5)% +2.3% (1.6)% Gross Profit OSG&A 1H 2024 1H 2025 • Maintaining cost discipline while navigating persistent inflation • Driving Efficiencies across OSG&A expense base… • Store operating expenses • G&A • Occupancy expenses • …While investing back in the business • Sustain cost leadership by keeping OSG&A growth below topline and GP growth • Accelerate topline growth through investments in new stores, restaurants, and food platform expansion. • Improve Merch Margin through COGs Negotiations, waste reduction, value chain enhancements, and private brand growth Growing top line and margin at faster clip than OSG&A
Page 13
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 8 Maximize Fuel Vertical Integration Opportunities2-F Vertical Integration – $400M EBITDA Opportunity by 2030 Add New Organization Capabilities Expand Trading to Optimize Supply Optimize Fuel Logistics Establish Blending Capabilities • Enable Fuel Growth through new capabilities, processes, and infrastructure • Leverage size & scale to capture arbitrages & create commercial opportunities • Optimize movement of fuels through the system to reduce costs • Establish blending programs to achieve supply cost efficiencies Refinery Store Estimated EBITDA Impact YTD Progress 2028 Infrastructure Plan • Hired SVP Supply and Trading in Sept 2025 • Industry expert with experience as Chief Commercial Officer at Colonial Pipeline, Castleton Commodities, Delek & Racetrac • Initiated scoping and development of the ETRM (Energy Trading & Risk Management) platform • Evaluating current Supply portfolio & partnerships $40M - $90M $140M - $300M $20M - $50M $5M - $20M ~$50M ~$400M 2025 2030 EBITDA Growth Plan • Grow organization capabilities, including: • Increasing traders from 4 to 15 • Mid & Back Office Support team (40+ people to include Risk, Credit, Admin) • Front office support (Analytics, Accounting, etc.) • Fully implemented advanced function ETRM Platform • Executing across all 4 identified verticals • Align with industry practice and procedures Maximize opportunities across the entire fuel value chain
Page 14
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 9 Operational KPIs toward 2030 Consumer perception 7NOW PB/Proprietary Product Store Network Food Offering OSG&A Fuel Opportunities 2-A 2-B 2-E 2-C 2-F 2-D Add 1,100 restaurants Add 1,300 New stores PB sales Growth CAGR at 6.5% Merch APSD CAGR at 2.4% ~$400mn EBITDA uplift Slower increase than GP growth Enhance capability in 5,000+ stores Net increase of approx. 1,000 stores n/a Approx. ¥120bn in Sales APSD CAGR at 2.0% n/a OSG&A% < 12% SEJSEI Add 200 stores/year; $1.25B delivery sales
Page 15
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 10 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.
Page 16
IR Day 2025 Autumn SEVEN-ELEVEN JAPAN October 31, 2025
Page 17
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 2 Our Transformation: How We Get There Key challenges • Consumer spending • Channel shift • Cost inflation • Franchisee profitability • Consumer perception re: food • Fuel demand • Consumer perception re: brand • Intensifying competition • Global talent • Investment process Across SEI/SEJ/ 7IN • Global planning and mgmt. • Global decision making • Global talent • HQ not fit for purpose • Global leverage HD/HQ SEI SEJ 7IN • Invest in stores/equipment for distinctive food offering Store network expansion with optimal store formats • 7NOW expansion • Cost control to invest in growth • Expand proprietary products and Private Brand • Maximize fuel vertical integration opportunities • Enhance customer engagement • Accelerate global talent acquisition /development • Set rigorous investment criteria and mgmt. rules Across SEI/SEJ/ 7IN • Set clear global management approach and cadence • Upgrade our HD functionHD/HQ SEI SEJ 7IN 1-A 1-B 2-A 2-B 2-C 2-E 2-F 2-G 2-D Our approach for growth（from Aug 6 deck） How to address the challenges More customer centric Shift to digital Optimize value chain Build foundation as growth engine Maximize existing opportunities Reestablish SEJ as the leader in innovation Solidify and roll out the equity model Establish a basis for effective management
Page 18
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 3 Targeting Initiatives (especially younger generation) Initiatives to improve brand awareness and favorability Mass media and influencer joint events Enhance customer engagement (communication initiatives)2-G NDF* Communications Division External Insights Enhancing communication across social media channels New system: Collaborative marketing Owner “My dream is to make the people of the town happy through this convenience store” (Revisit the value of 7-Eleven with franchisees and staff, and declare it to customers) TV Commercial (Sep.-) To improve “7-Eleven“ brand One of the reasons for the decline in customers Changes in social environment SEJ Image • Aging population with declining birthrate • Depopulation of rural areas • Competitors (supermarkets, drugs, etc.) accelerating store openings • Increasing awareness of life defense due to cost-push inflation • Declining favorability（Modified lunchbox bottom issue） • Conservative promotions and products • High merchandise prices “We need to revisit the origin of 7-Eleven” (Changes significantly impacting CVS) Strengthening customer relationships TV commercial with new concept Update product strategies Operation Division (Promotion) Marketing Division Merchandising Division • Strengthening information dissemination (social media, etc.) • Transfer the public relations function Strengthen product value transmission by including marketers and creators Strengthen relationships for interactive communication with customers, improve our image in the short term, and establish the ideal state of SEJ in the medium to long term Note: This logo means “What’s in store at 7-Eleven?” *Nihon Delica Foods Association
Page 19
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4 Distinctive Fresh Food Offering (Merchandising Strategy Direction)2-A Continuously launching merchandse that delight customers with taste and surprising innovation! November 2025 Update merchandise development concept Pursuit of ”Novelty” beyond fixed notions ”Limited quantities” for highly differentiated merchandise “Limited-time offering” for merchandise with rare ingredients ”Eye-catching design” prioritized over uniformity Continuously launching new merchandise September October Positive Trends in Underperforming Categories Expanding across categories Umasa-Aimori rice ball Oyogase-men series Noodles category YoY growth is estimated to turn positive for the first time in 25 months Fast Food Rice ball category Sep. sales YoY: 116.1% ●● category ●●category Develop new products and change the display of existing ones to convey value to customers Short term Mid to Long term Fundamental improvement requires structural commitment. ●● category ●● category ●●category ●● category
Page 20
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 5 Meeting customer needs through continuous trial sale Distinctive Fresh Food Offering (Just-Made Merchandise)2-A Just-made merchandise enabled by “New Capital investment” 2025年3月Mar. 2025 Oct. 2026 2028 c.2,100 stores in FY2025 c.10,100 stores in FY2026 2025年3月 Just-made merchandise by utilizing “Oven” c.8,000 stores by FY2025-end c.18,000 stores by FY2026-end SEVEN CAFÉ Bakery Mar. 2025 Oct. 2026 2028 Installed stores Daily sales uplift *total store basis GPM uplift *total store basis *As of end of October Just - made Japanese sweets Just - made Bento Lunchboxes Just - made Fresh Bakery Just - made Noodles Just - made Soup & pasta Soft ice cream c.4,000 ＋0.2％ ＋0.1％ Installed stores c.100 *As of end of October Daily sales uplift *installed store basis GPM uplift *installed store basis ＋0.9％ ＋0.3％ SEVEN CAFÉ Tea Note) Daily sales uplift, GPM uplift: Contribution on daily sales and gross profit margins in stores vs. previous fiscal year
Page 21
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 6 Store network expansion (Increase Stores)2-B Accelerate store openings that balancing store network planning for customer convenience and profitability through expansion of various store formats tailored to each commercial area Areas for store opening Store types We have led the industry as an innovator and continues to exceed major competitors’ APSD by over 20% * With a strong profit foundation backed by customers, steady store growth remain achievable going forward *The average of other companies in the industry is that of two major convenience store chains. FY2024 average APSD of all sto res. Source: Announcements by each company Roadside Downtown (Inside the building) Sub-urban areas, depopulated areas Inside the facilities (Schools, train stations, hospitals, etc.) Other facilities (Self-service laundry, parking lot, etc.) Densely populated area 15~30 Tsubo (50-100m2) Roadside, etc. c.60 Tsubo (c.200m2) Schools, train stations, hospitals, etc. SatelliteUnit Standard Small Suburbs, depopulated areas, etc. c.100 Tsubo (c.330m2) 200 600 1,000 FY2025 2025–2028 2025–2030 4 20 35 FY2025 FY2028 FY2030 Net increase (Plan, stores) Gross operating profit (Plan, ¥ billion)
Page 22
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 7 Store network expansion (Multiple stores)2-B Update the franchise model to ensure medium- to long-term growth by establishing systems to improve franchisees' profits and promote new franchisees Consider new contract (Expansion of benefits for franchise owners) Same owner 65％ Providing an option for multi-store businessConventional single-store business model Single Store Owners Compact Satellite Contract model that makes it easy to manage multiple stores Estimated Timeline Plans and Considerations for Commencing Operations in FY2027 Increase profitability of owners Expand rooms for store openings
Page 23
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 8 FY2024 FY2025 FY2028 FY2030 Maximizing Customer Value of 7NOW 2-C Achieve 120 billion yen in 7NOW sales by FY2030 (with a 2–3% uplift effect) C.120 billion yen Feb. 2026 Launch bundle sales offering FY2027 Launch nonprescription medicine For the future expansion (Improve usability) Rollout seamless ordering (Customer Value Enhancement) Rollout mobile ordering on 7NOW app Integration with 7-Eleven apps and external apps • Expand assortment • Prepare desired products in desired quantities in advance • Strengthen handling of freshly made and exclusive products • Expand contact points with customers • Enable seamless shopping experiences Start of in-store pickup orders Feb. 2026 Rollout mobile ordering Analysis on Current Status FY2025- Strengthen promotion via social media ・Customer price sensitivity rose ・due to inflation ・Not accustomed to order ・ready-to-eat CVS products online Consumer Sentiment Usability Orders accepted only via 7NOW app ※Not linked with other apps Customer Value Unable to purchase desired quantity ※Affected by store inventory levels 7NOW’s Issues to be solved 1 2 1 2 Delivery from store Pickup in store During FY2026 Rollout seamless ordering (no DL & login required)
Page 24
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 9 Cost Control to Enable Growth Investment2-D Embarking on transforming the value chain to keep merchandise delicious, valuable, and affordable, whatever the circumstances Execution periodInitiatives definition/ Planning period Diagnosis/ Initial assessment period Oct. Nov.Jul. 2025 Feb. 2026 Mar. Expected effects of the transformation program to be explained in Spring 2026 • Immediately execute areas where we can win quickly • Expand the profit pool across the value chain Scheme of the transformation program • Diagnosis on potential • Identifying innovation areas • Setting the scope of efforts in each area • Calculation of creation effect • Full-scale rollout of the transformation program Land and building rent, maintenance and repair costs, etc.HQ cost Utilities cost, etc. Payment fees, etc. Promotion enhancement, renovation, etc. Introduction of labor-saving equipment, HR support, etc. Franchise store growth Franchise store support Store operations Marketing SG&A control improvement areas (excerpt) Reinvesting reduced SG&A expenses into franchise store growth
Page 25
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 10 Operational KPIs toward 2030 Consumer perception 7NOW PB/Proprietary Product Store Network Food Offering OSG&A Fuel Opportunities 2-A 2-B 2-E 2-C 2-F 2-D Add 1,100 restaurants Add 1,300 New stores PB sales Growth CAGR at 6.5% Merch APSD CAGR at 2.4% ~$400mn EBITDA uplift Slower increase than GP growth Enhance capability in 5,000+ stores Net increase of approx. 1,000 stores n/a Approx. ¥120bn in Sales APSD CAGR at 2.0% n/a OSG&A% < 12% SEJSEI Add 200 stores/year; $1.25B delivery sales
Page 26
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 11 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.
Page 27
IR Day 2025 Autumn 7-Eleven International LLC October 31, 2025
Page 28
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 2 Our Transformation: How We Get There Key challenges • Consumer spending • Channel shift • Cost inflation • Franchisee profitability • Consumer perception re: food • Fuel demand • Consumer perception re: brand • Intensifying competition • Global talent • Investment process Across SEI/SEJ/ 7IN • Global planning and mgmt. • Global decision making • Global talent • HQ not fit for purpose • Global leverage HD/HQ SEI SEJ 7IN • Invest in stores/equipment for distinctive food offering Store network expansion with optimal store formats • 7NOW expansion • Cost control to invest in growth • Expand proprietary products and Private Brand • Maximize fuel vertical integration opportunities • Enhance customer engagement • Accelerate global talent acquisition /development • Set rigorous investment criteria and mgmt. rules Across SEI/SEJ/ 7IN • Set clear global management approach and cadence • Upgrade our HD functionHD/HQ SEI SEJ 7IN 1-A 1-B 2-A 2-B 2-C 2-E 2-F 2-G 2-D Our approach for growth（from Aug 6 deck） How to address the challenges More customer centric Shift to digital Optimize value chain Build foundation as growth engine Maximize existing opportunities Reestablish SEJ as the leader in innovation Solidify and roll out the equity model Establish a basis for effective management
Page 29
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 3 0 20,000 40,000 60,000 80,000 100,000 1927 1933 1939 1945 1951 1957 1963 1969 1975 1981 1987 1993 1999 2005 2011 2017 2023 Chain A Chain B (Store) # of Regions # of Stores 19 85,932 Chain A 114 Approx. 42,000 Chain B 87 Approx. 38,000 Our Global Business: Where We Stand Today Number of regions, stores Japan: 21,743 North America: 15,151 APAC: 48,673 Nordic Countries: 365 Customers per day Approx. 60MM globally * As of the end of Feb. 2024, including licensed stores. * * 7-Eleven celebrates its 100th anniversary in 2027 and has grown into the world’s largest global retail store chain
Page 30
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4 Master Franchise Agreement Direct Investment (M&A/JV Establishment) Management Participation Our Revenue Stream• Brand royalty income Only • Consolidated revenue • Dividend income • No direct involvement by 7IN • Facilitate growth through advice and support • Direct involvement in management through Board representation • Promoting growth through secondment to key positions Market Entry Model Going ForwardPreviously Scheme• Local company is granted the right to use 7-Eleven license / trademark • Local 7-Eleven company is directly owned and managed hands-on by 7&i/7IN Risk/Return Balance• Low risk, low return • Take and mitigate risks to achieve higher and faster returns Global Business Growth Strategy：Transforming the Model Transition to the “equity model” to achieve higher and faster returns
Page 31
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 5 Currently, stores exist only in the Nordic countries -European countries are attractive markets with high purchasing power and strong growth potential Direct investments in best-in- class local partners to accelerate growth Building the Fourth Pillar of Growth Sustain Market Leadership Pursue expansion into untapped markets while driving faster growth in existing markets Europe Latin America Middle East Africa Explore entering markets with scale and high growth potential Explore Further OpportunitiesExisting Market Global Business Growth Strategy： Expanding the Market Asia Pacific Pursue investment opportunities that deliver attractive economic returns in Europe, thereby establishing the fourth regional pillar after Japan, North America, and Asia Pacific
Page 32
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 6 Local Partner Selection Global Business Growth Strategy：Selecting Priority Markets/Partners Top Priority Markets (2025) Growth Metrics Macroeconomic indicators, key social trend indicators Future Potential Market Maturity 30 metrics in total Addressable Market Size Market Competitiveness Europe 8 countries Other Regions 2 countries Risk Metrics S&P Global Risk Index Compatibility with 7-Eleven know-how Growth Assessment Screening (filtering out high-risk markets) Emerging Retail Markets Developed Retail Markets Review and update the target list periodically Identify top-priority markets through a multi-step screening process, and select optimal partners for 7-Eleven’s market entry
Page 33
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 7 Merchandising Operational Excellence (Retailer Initiative/Tanpin-kanri) Store Network You can buy what you want You can buy anytime Easy Access Global Business Growth Strategy：Our core competence 7-Eleven’s know-how accumulated over 98 years since its founding Core competencies 7-Eleven’s Winning Formula New Management Structure With New Management Team Strong brand equity underpinned by the world’s largest store network and efficient scale leverage
Page 34
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 8 Global Business Growth Strategy：Strengthening the Winning Formula Implement robust investment criteria and processes throughout the Group Effective governance of investee company Effective governance to be put in place as a foundation for equity investment Embedding 7-Eleven know-how Make use of the know-how cultivated in successful markets and customize such to suit each market characteristics Further Enhancing Corporate Value Identify opportunities and implement actions for improvement through effective monitoring Decision-making and execution of investments As a top priority, we will strengthen three growth enablers for the global business
Page 35
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 9 7-Eleven Australia (SEA) Case study (1) Effective governance of investee companies Embedding 7-Eleven know-how Further Enhancing Corporate Value Decision-making and execution of investments • Evaluated the growth potential built on 47+ years of brand equity and the expanding food market potential in Australia • SEA managed to sustain last year’s performance by capitalizing on growth in food sales, despite the industry-wide pressure from declining tobacco sales • Accelerating store openings to 1,000 from 700 • Appointed talents with 7-Eleven know-how to key positions • Building capabilities through global talent exchange between SEA and SEJ • Implemented 7GT (Global Technologies) • New Board of Directors consisting of experienced 7-Eleven professionals from Japan and US • Thorough corporate governance as part of the 7&i
Page 36
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 10 7-Eleven Australia (SEA) Case study (2) Merchandising Developing new proprietary food products and improving the quality YoY sales (%, September YTD Total) Redefining "convenience" with the introduction of a new category SKUs per store YoY sales (%, September YTD Total) 1,700 2,000 2,400 2023 2024 2025 117% 117% Packaged Beverage Snack&Confectionery 113% 121% Chilled Food Hot Food Embedding unique 7-Eleven know-how to become "My Convenient Neighborhood Store" Operational Excellence (Tanpin-Kanri) Deploying Retailer Initiative (Tanpin-Kanri) pilot stores Educating store employees on Retailer Initiative
Page 37
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 11 7-Eleven Australia (SEA) Case study (3) Digital 18.5% 24.9% Jan. Feb. Mar. Apr. May. Jun. Jul. Aug. Sep. App Scan Rate (2025) Roll out 7NOW nationwide on Nov. 1 Cumulative DL since the release Active members in the last 12 months Recent Deliveries Sales Composition Ratio 3.7M 2M 8.0% Add delivery function to the app Achieving sustainable growth in corporate value by our 7-Eleven’s Winning Formula Store Network Accelerating store network expansion Entering new regions and expanding non-fuel stores 600 800 1,000 1,200 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 100% consolidation Store Count Plan (Store)
Page 38
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 12 7-Eleven Australia (SEA) Case study (4) Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Merchandise YoY Sales trends (1) EBITDA Merchandising • Expanded variety of food offering through value chain development • Development of new products, mainly fresh food • PB products introduction & expansion • Enhancing daily necessities offerings Operational Excellence • Full-scale implementation of Tanpin-kanri • Productivity improvement with automated systems Store Network • Accelerating store network expansion • Entering new regions and expanding non-fuel stores Digital • Loyalty and delivery strategies through apps Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Cigarette Sales in SEA 200 220～230 380～400 2025E 2027E 2030E (mAUD） Achieving the plan by synergy SEA Competitive Landscape Initiatives for Growth 2024 2025 Source : (1)Circana 0% 2024 2025 44％ YoY Decrease Regular Cigarettes Flavored and Large Size SEA Competitors avg. Despite the challenges facing the industry, expected synergies from growth initiatives are progressing as planned
Page 39
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 13 Key Actions to Strengthen the Winning Formula Actions to Build Enablers Elements Needed To Strengthen the Winning Formula Enhancing Investment Infrastructure and Rules Enhancing Global Talent Management Decision-making process and execution of investments Thorough governance of investees 7-Eleven know-how injection • Establish a Group wide disciplined investment decision- making criteria, processes, and monitoring rule • Position investment decision-making as the Group’s high priority growth pillar • Acquire, develop, and promote talent who will lead investee companies • Acquire, develop, and promote of talent who will lead the actual operation of investee companies • Recruit and promote external professionals with relevant fields of expertise for required functions Enhancing Collaboration with External Partners Global and local partnership development • Develop supply chain and food product manufacturing capabilities • Obtain global and local retail sector expertise 1 2 3 4
Page 40
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 14 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.
Page 41
IR Day 2025 Autumn Closing Remarks October 31, 2025
Page 42
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 2 Roadmap Toward 2030 EPS Debt / EBITDA Revenue from operations OSG&A EBITDA SEI SEJ 7IN ROIC *2 SEI SEJ 7IN Gross profit from operations SEI SEJ c.86yen 2.5x 10.0Tn c.2.3Tn c.0.9Tn 573 Bn 323 Bn 26Bn 4.8% 6.0% 21.4% 6.7% 2.7Tn 1,757Bn 843Bn FY24A *1 c.148yen ~1.1x c.10.3Tn c.2.4Tn c.1.1Tn c.8.6% c.3.0Tn FY28E c.210yen ~0.6x c.11.3Tn c.2.6Tn c.1.3Tn 0.9Tn+ 0.4Tn+ 50Bn+ c.12.6% c.10.5% c.22.0% c.11.5% c.3.4Tn c.2.1Tn c.1.1Tn FY30E Growth (FY24-30) c.17.0% -c.1.9x c.2.0% Same level of OSG&A c.7.0% c.7.5% c.4.0% c.14.0% +c.7.8% +c.4.5% pt +c.0.7% pt +c.5.0% pt c.3.9% c.2.5% c.4.0% CAGR CAGR CAGR CAGR CAGR CAGR *1 Pro-Forma with York HD and Seven Bank being equity method affiliates through full year *2 Based on current J-GAAP. [ROIC= {Net income + Interest expense x (1 - Effective tax rate)} / {Owner’s equity + Net Interest-bearing debt (both the averages of the figures at the beginning and the end of each fiscal year)}]
Page 43
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 3 ROIC Expansion Plan • Execute share repurchase and capital allocation strategy Optimize Capital Structure • Innovate to exceed customers expectations • Lead with high quality food and redefine convenience • Invest in our stores to deliver a superior customer experience • Global growth underpinned by a broader and more globalized talent base Top-line Growth • Execute Transformation Program Profitability Growth2024A 2028E 2030E Profit Plan *1 Invested Capital Plan Shareholders’ Equity Net Debt ROIC *2 4.8% 8.6% 12.6% *1 Net income + Interest expense x (1 - Effective tax rate)} *2 Based on current J-GAAP 2024A 2028E 2030E No large-scale strategic investments included in the plan above
Page 44
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 4 Enhanced Go-Forward Capital Allocation Framework Approx. 40% Approx. 40% Approx. 20% Capital Return ～2.8T Growth Investments ～3.2T Debt Paydown *2 ～1.4T 1 2 3 40 50 2024A 2025E 2026E 2027E 2028E 2029E 2030E Capital Allocation Ratio Key Go-Forward Priorities Growth Investments Capital Return Debt Paydown Continue to invest in the global CVS business (including accretive bolt-on M&A) Plan to repurchase a total of JPY 2T by FY30E • Repurchased shares worth 352.5 billion yen (as of September 30, 2025) • Continued improvement in dividends per share Ensure steady and consistent debt repayment and maintain A level credit ratings, while preserving the capacity to execute large- scale strategic investments Image of dividends per share 1 2 3 ～7.5T Total source of funds (FY25E–FY30E) *1 *1 Includes operating cash flow, proceeds from the deconsolidation of the superstore business segment and IPO of SEI *2 Includes dividends to SEI’s minority shareholders Steadily increasing dividend Continue to execute disciplined capital allocation to maximize value for our shareholders
Page 45
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 5 We Will Improve Long-Term Growth Algorithm +LSD% Revenue Growth +MSD% Adjusted EBITDA Growth +High-Teens% Adjusted EPS Growth Total Shareholder Return above EPS Growth Operating margin expansion JPY 600 billion this fiscal year and JPY 2.0 trillion in total through FY30 Steadily increasing dividends 1. Inclusive of the sale of Superstore Business Group, deconsolidation of Seven Bank and IPO of SEI Long-term Growth Algorithm Driving Significant Value Creation *1
Page 46
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 6 Key Takeaways SEJ：Achieve renewed leadership in innovation by reinforcing a customer-first mindset and leveraging digital platform SEI：Transform revenue opportunities in private brand products, 7NOW, and fuel operations into key growth drivers 7IN：Expand the equity model globally to achieve faster and higher returns Consolidated: Drive shareholder value creation with a more aggressive and disciplined approach to capital allocation Consolidated：Improve profit margins by completing Transformation Program and evolving into an organization with sustainable competitive advantage Consolidated：Accelerate global growth by leveraging food offerings that deliver exceptional taste, quality, and value as a core competitive strength
Page 47
Copyright(C) Seven & i Holdings Co., Ltd. All Rights Reserved. 7 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.