Upgrading our talent and organizational foundation to support sustainable growth

We are undertaking a fundamental upgrade of our headquarters organization to coincide with our transformation into a dedicated CVS group in September 2025. By creating an organizational structure with governance, human resources, DX, supply chain, and other functions meeting global-level standards, we aim to provide firm growth support for 7-Eleven all around the world, while reducing costs and improving decision-making speed through increased efficiency.
In order to achieve global growth, it is essential to maximize the power of our most important asset, our human resources, and strengthen the foundation that supports growth in the face of rapidly changing social and market environments. For many years, we have been challenging ourselves to provide valuable new merchandise and services and to transform the logistics and systems that support these offerings, leading the industry by leveraging our thoroughness. However, in recent years, our pace of innovation has slowed, and we are in sincere acknowledgment of the fact that we have gradually moved away from our founding principles.
In order to generate new innovation, it is important to build an open organizational culture, be dynamically inclusive of diverse viewpoints, and engage in a healthy exchange of opinions while deepening mutual understanding and trust. Our Group is engaged in a range of initiatives based on the three pillars of fostering a culture of continuous challenge and innovation, enhancing job satisfaction and ease of work, and developing and recruiting talent to realize our strategic goals. However, in the areas of fostering organizational culture and enhancing employee job satisfaction, many of these initiatives will take time before their effects become apparent, and further efforts are needed.
Going forward, we will also strongly advance the recruitment and development of global talent. We will accelerate the development of global talent by practicing talent management across countries and regions and by stimulating the exchange of human resources. The fact that we are working to swiftly build a foundation to support growth for the next generation is precisely because the form of the Group has recently changed.

Aiming to improve supply chain sustainability

In recent years, amid further increasing demands from stakeholders regarding human rights, the Group has been steadfastly practicing human rights due diligence in accordance with international principles and guidelines. In particular, we recognize that addressing human rights risks in the supply chain is an important issue, and we conduct annual CSR audits and continue to engage in educational activities for our suppliers.
We also implement a variety of measures to protect the human rights of Group and franchisee employees. In FY2024, we formulated “Our Approach to Customer Harassment” as part of strengthening the human rights of store employees and to create a safe working environment. In addition, we have begun testing the operation of a contact point to receive consultations from franchisee employees.
Through these human rights initiatives, we will strive to further enhance the Group’s social and economic value by improving sustainability across the entire supply chain and by supporting the creation of environments where franchisee employees can work with peace of mind.