CEO MESSAGE

Build a Truly Global Company through Reaffirming our Fundamental Values

September 2025

Leadership teams unite to establish global management

Stephen Hayes Dacus
Seven & i Holdings
Representative Director & President
Chief Executive Officer
Stephen Hayes Dacus

 In September 2025, Seven & i Holdings transitioned to a corporate structure dedicated exclusively to the convenience store business. Even when including the long history of our predecessor, the Ito-Yokado Group, this is the first time in our history and represents a major opportunity for transformation. At the same time, our 7-Eleven business serves more than 30 million customers every day in Japan and North America alone. Given the sheer scale of this business, no single CEO can directly oversee every aspect. As we take on this challenge of transformation, we will adopt a team-based management approach, strengthening communication with our operating companies to establish the management processes required of a truly global enterprise.
 Specifically, as outlined on the following page, five internal directors of Seven & i Holdings have come together as one management team. This team works hand in hand with the top management of Seven-Eleven Japan, 7-Eleven, Inc. in North America, and 7-Eleven International LLC covering operations outside Japan and North America, to strengthen our global leadership structure. The team meets every morning, and each month we sit down with the leadership of our operating companies to review performance, discuss challenges, and exchange views openly. Through this framework, we avoid surprises and achieve smoother, more effective management of the Group.

All employees take part in fostering a culture with humility and bold action

 What I value most in business management is culture. For a large organization to move as one, it is essential that all colleagues share the same culture. Our founders laid this foundation by living out the principles of “trust and sincerity” and “embracing change.” In recent years, however, as the environment has shifted rapidly and expectations for growth have risen, we can no longer afford to be passive. To earn the trust of our customers, we must respond sincerely to their needs. We must be humble — listening closely to our customers and stakeholders, and at times learning even from our competitors. At the same time, we must be aggressive — not only adapting to change, but proactively and swiftly driving it. It is this combination of humility and aggressiveness that enables us to anticipate customer needs ahead of others and deliver products and services that truly meet their expectations. Only in this way can we earn and deepen our customers’ trust By instilling our founding principles once again throughout the company, we will build an organization that is both agile and lean, ready for the challenges ahead.

Establishing a global management process to accelerate decision-making

From the left, its Yoshimichi Maruyama, Junro Ito, Stephen Hayes Dacus, Shigeki Kimura, and Tamaki Wakita
From the left, it's Yoshimichi Maruyama, Junro Ito, Stephen Hayes Dacus, Shigeki Kimura, and Tamaki Wakita

For a global business like 7-Eleven, establishing management processes that connect and align our operations across regions has become an urgent priority. In the past, the absence of coherent global management meant that each operating company had to seek final approval from Holdings headquarters on important decisions, which inevitably slowed execution. When strategies are shared in advance, with clear accountability for who does what by when, our operating companies can act much faster.
 Additionally, to support the development of our business model, we are establishing Centers of Excellence that bring together expertise in areas such as supply chain, technology, and talent management, know-how, enabling us to operate seamlessly across regions. This is how we aim to become a truly global enterprise.
 On August 6, we announced a new plan, The Transformation of 7-Eleven. By steadily addressing each of the challenges outlined in that plan, we are confident that we will achieve significant growth. As we deepen our analysis and sharpen the identification of issues, new opportunities will continue to emerge, expanding the potential for upside. By strengthening communication and engagement with all our stakeholders more than ever before, we will create value together and maximize the corporate value of Seven & i Holdings.

Leadership Team