The Seven & i Group is reinforcing its global revenue base while strengthening and expanding the relationships of trust with the customers we have developed through a diverse range of businesses and brands unique to the Group using DX (digital transformation) and financial strategies.
Placing a contribution to the realization of a sustainable society at the core of all our efforts, we pursue balancing social value and economic value.
Basic Policy
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.
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.
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
Towards 2030
(Positioning of the New Medium-Term Management Plan)
When promoting the Group priority strategies, we will steadily implement the growth strategies throughout the period covered by the plan, while aiming to complete business structural reforms such as dealing with unprofitable stores by FY2024. At the same time, we will proactively promote investment in the Group’s growth strategies making upfront investments in areas such as DX strategy and financial strategy for the latter half of the period.
The latter half of the period shall be the phase where the results of the Group’s strategic investment shall become evident.
Group Priority Strategy
We will promote the Group’s sustainable growth in two directions with our “Strategy aiming for growth” that expands the scale of revenues and strengthens our ability to generate cash flow, which is the source of investment, and our “Strategy aiming for depth” that aims to strengthen capital and management efficiency.
Provide a new experience and value consistently from the customer’s point of view
- *1 BOPIS ： Buy Online Pick-up In Store
- *2 CRM ： Customer Relationship Management
- *3 LTV ： Life Time Value
Overseas Convenience Store Business Strategy
North American Convenience Store Business
North American convenience store business aims for further growth with using its store network.
We are attempting to increase the store count and strengthen fresh food sales while enhancing DX and delivery services in order to respond to changes in consumption behavior due to COVID-19. Our aim is to expand this business to account for 50% of Group operating cash flows in FY2026 and become the main driver of Group growth.
Growth of North American convenience store business by using its store network and strengthening the supply chain
Global Strategy
7-Eleven has approximately 72,000 stores worldwide (as of the end of FY2020) with the largest store network in the world, but the number of markets is limited to 16 countries and regions, so store openings offer great growth opportunities. Further enhancing the value of 7-Eleven’s global brand through Japan-U.S. collaboration.
Medium-Term Global Strategy Map
Increasing Global Brand Value
When expanding globally, we believe it is very important to build a structure that uses the strengths of Seven-Eleven Japan and the strengths of 7-Eleven, Inc. in both existing countries where we already have a presence and new regions and to utilize such strengths in each region.
Domestic Convenience Store Business Strategy
Even in Japan, the trend in which each commercial area is getting smaller has accelerated due to COVID-19, and the issues to be addressed in each trade area are diverse. To deal with such changes and to further transform “close-by, convenient” stores, we will build a foundation for re-accelerating store openings, while expanding product assortments aligned with the needs of smaller commercial areas, revamping sales floor layouts, undertaking product procurement using the Group’s power, and developing and testing next-generation stores.
Group Food Strategy
The competitive environment in the food sector is intensifying, and bold challenges and innovation that cannot be implemented by individual operating companies need to be adopted to satisfy customers. Therefore, we are reinforcing the Group’s product strength by promoting overseas procurement including direct imports, sharing raw materials and recipes, and developing differentiated products such as meal kits.
At the same time, we will further develop our proprietary strengths in the food sector because of what we can achieve by having a diverse range of businesses through the use of common infrastructure.
Taking on the challenge of further synergies in the food sector
Differentiation in the food sector that can only be achieved by having a variety of business formats
Large-Scale Commercial Base Strategy
(Business / Store Structure Reform in the Large-Scale Base Strategy)
We continue to promote business structural reforms at Ito-Yokado and Sogo & Seibu and will pursue the creation of large-scale commercial bases which satisfy local customers.
DX / Financial Strategy
Challenge of the Last Mile
In line with the accelerating expansion of delivery needs due to COVID-19, we will expand on-demand delivery services such as “Seven-Eleven Net Convenience Store”, planned delivery services such as “Ito-Yokado Net Super”, and mobile sales to people who feel inconvenienced in their daily shopping through “Ito-Yokado Tokushimaru”.
Expansion of Customer Contact
We are also putting effort into enhancing financial strategy to further expand and deepen customer contact.
Through 7iD, we will provide new experiences and values that make shopping more prosperous and comfortable, such as optimization of product offerings and the receipt of products at customers’ preferred times and places.
Thoughts about the Business Portfolio
Each business is evaluated from the perspective of growth potential and efficiency, and we aim to realize management restructuring for businesses ranked as “Priority Structural Reform Fields” by increasing capital efficiency through tightening of investment discipline and implementing drastic business structural reform, as well as increasing profits through Group synergies. On top of this, we evaluate as a Group business including synergies.
Sustainable Management
Investment to Achieve Environmental Declaration Goals
We announced our GREEN CHALLENGE 2050 Environment Declaration in 2019, which clarified our policy to reduce our environmental burden.
We specified efforts split into four themes, set numerical targets for each, and are proceeding with specific efforts by each company toward our goals for 2030 and 2050.
Environmental Declaration
(announced in May 2019)
Announced ideal image for 2050 based on four themes
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.
(Expansion of solar panels, introduction of energy-saving equipment, addition of PET bottle collection machines, etc.)
Ideal Image for 2030
In terms of reducing CO2 emissions, we are promoting zero CO2 emissions in real terms, including participation in RE100, which aims to use 100% renewable energy. As part of our efforts to reduce the use of petroleum-based plastics, we are gradually switching to containers made of 100% environmentally conscious materials.
- Stores with solar panels:
8,683 stores (92 MW) → 11,000 stores (160 MW) - Large solar panels to be installed in car parks and factories
- Expansion of off-site PPA
- Promotion of renewable energy procurement
- Expansion of hydrogen energy for store operations
- R&D of next-generation solar cells and storage batteries
- PET bottle collection machines
(330 million bottles collected in FY 2021)
Currently 1,000 machines installed
⇒ More than 1,000 machines will be installed annually - Challenge to collect plastics other than PET bottles
(e.g. promote the collection of plastic trays)
- Invest in a used PET bottle recycling factory Secure recycled PET for using PB packages
- Invest in the chemical recycling business
- Use in Seven Premium containers and packages
(currently about 200 items ⇒ 1,000 items)
For Sustainable Growth
To steadily implement the measures in the new Medium-Term Management Plan and to sustainably increase corporate value, we believe it is vital to further strengthen corporate governance, provide a workplace where diverse human resources can play an active role through human resource measures linked to business strategy, and to give everyone the ability to feel “motivation to work” and “comfortable to work.”
(Board of Directors, advisory board, evaluation, compensation system, enhancement / maintenance of disclosure, etc.)
(Strengthening dialogue and cooperation between holding companies and operating companies, optimal resource allocation, etc.)
(motivation to work)
(upskilling of each employee and support for autonomous learning, etc.)
(work style reform / productivity improvement, promotion of diversity & inclusion, etc.)
(financial and non-financial)over the medium to long term
Financial ･ Quantitative Targets
We have set financial goals for FY2026, the final year of the Medium-Term Management Plan, of EBITDA of 1 trillion yen or more, ROE of 10% or more, and EPS growth rate of 15% or more (5-year CAGR), and will increase economic value, growth opportunity and sustainability.
To continue the sustainable improvement in corporate value, we will ensure financial soundness while achieving both quantitative expansion and qualitative improvement.
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).
Consolidated Financial Numerical Targets
| FY2021 results | FY2026 targets | |
| EBITDA | 626.8billion yen | 1trillion yen or more |
| Operating CF(excluding financial services)*1 | 456.7billion yen | 800billon yen or more |
| Free CF level(excluding financial services)*2 | 132billion yen | 400billion 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)}.