In order to drive further growth for the Group, 7-Eleven, Inc. is working to strengthen proprietary merchandise, promote digitalization and delivery measures, enhance efficiency and cost leadership, and grow and enhance store networks.
With regard to the strengthening of proprietary products that are a pillar of the growth strategy, we are taking steps to broaden the range of categories offered and develop new products, to enhance the food value chain, and to improve quality and lineups, but logistics disruptions, food safety problems, and the issue of competition with fast food chains and other rivals could affect the performance and financial standing of the Group.
In terms of promoting digitalization and delivery initiatives, these include the expansion of the 7Rewards loyalty program and the 7NOW delivery network, but in the event that information security problems occur or that we are unable to respond to customer needs, the performance and financial standing of the Group could be affected.
With regard to enhancing efficiency and cost leadership, in order to achieve successive reductions in costs and improvements in efficiency we are introducing our unique item-by-item management POS system and fuel system in all Speedway stores with the aim of boosting both sales and gross profits and streamlining store management. However, in the event that changes in the business environment or competitive situation prevent growth opportunities or efficiency gains from being realized, the performance and financial standing of the Group could be affected.
In the North American convenience store operations, we aim to increase market share through M&A, strengthen store operations, and develop new standard stores. However, the performance and financial standing of the Group may be affected by the impact on the business of intensifying competition or changes in environmental laws and regulations, difficulties in securing personnel, litigation, law and order problems, and climate change and natural disasters.

7-Eleven International LLC will strengthen cooperation with 7-Eleven, Inc. and SEVEN-ELEVEN JAPAN CO., LTD. with the long-term objective of operating 100,000 stores in 30 countries and regions worldwide by 2030. To accelerate its entry into new markets, 7IN is implementing a strategic process that spans market selection to partner selection and determination of the entry model, while for existing markets it will improve performance gaps between markets and raise the proportion of proprietary products to support the transformation into a food-focused convenience store. It is also accelerating business growth in key markets through strategic investments.
However, the development of the business in overseas areas is expected to be affected by political and social instability, economic fluctuations such as exchange rates and trade, and the revision and strengthening of legal regulations, including those related to the environment and data protection. If these factors limit our growth potential and prevent us from realizing the benefits and profits we initially anticipated, the performance and financial standing of the Group could be affected.

In order to further develop the operations of the domestic convenience stores that are the foundation of the Group’s growth, SEVEN-ELEVEN JAPAN CO., LTD. is enhancing its ability to respond to change, which is the driving force behind this expansion. In the food sector, we are addressing the polarization of consumption by rolling out a three-tiered price strategy covering everything from high-value-added items of superior quality to staple goods that are felt to be good value. By working on our “Pleasant Value! Declaration” initiative of providing products at an affordable price while maintaining our commitment to taste and quality, we aim to increase the pull factor of our stores. In terms of services, we are providing new experience value through the promotion of the 7NOW delivery service nationwide. Our efforts to address the social issue of food waste and other environmental problems are centered on the “Eco-Price initiative”. With regard to store openings, in addition to ensuring urban development through high-quality stores opened under even stricter criteria, we will continue to close or relocate underperforming stores. However, we will work with the authorities to open compact stores in areas where other stores and offices have been closed in order to create buying opportunities for those having difficulty shopping. Furthermore, we have opened a store at World Expo 2025 (Osaka Kansai Banpaku) to exhibit the urban lifestyle of the future and enable visitors to experience for themselves a health-focused lifestyle. As well as providing economic value, these measures offer social value that helps to resolve some of the issues of society.
However, customer needs change unceasingly, and in the event that we are unable to provide new value, the performance and financial standing of the Group could be affected.

In the superstore operations, we aim to realize a Group business structure that enables us to set our own growth direction, characterized by independent financial discipline, as an autonomous corporate entity that allows employees to be strongly involved in business growth. Along with improving profitability, we will execute fundamental measures aimed at becoming a competitive business that generates growth in sales, including store renovations and the pursuit of new opportunities in the food manufacturing and retail business, by utilizing the Group-wide infrastructure in which we have invested thus far.
Nevertheless, in the event that the restructuring of the Superstore Operations does not proceed according to plan, we may not be able to achieve the effects initially anticipated, which could affect the performance and financial standing of the Group.

With regard to Financial Services, we will continue to focus our efforts on the ATM platform business expansion, the e-money and credit card businesses, promoting the development and deployment of retail-specific financial products and services that enhance customer convenience. Though the Group has devised a full range of security and information management measures in relation to its financial and payment systems, it is impossible to completely avoid the risk that important information is leaked externally or falsified following diversification of external attacks, human errors within the Group and deficiencies in the management of subcontractors, depending on the scale of the damage, the performance and financial standing of the Group could be affected.

After identifying change events that are anticipated to occur in the external environment over the medium to long term, and assessing their relevance to the growth strategies, material issues, nature of business, stakeholders, and other aspects of the Group, change events that could have a medium- to long-term impact on the growth strategies and sustainability of the Group if they were to occur in the future are designated as events in the category of management perspective risks (emerging risks). For each risk a risk owner (responsible department) is selected, which proceeds to investigate anticipated scenarios and measures. Trends in these change events are also monitored periodically and updated, and their measures are revised as necessary.
By monitoring for the occurrence of anticipated scenarios, we seek to detect risks at an early stage, initiate measures promptly, and control the impact on the Group. Decisions on risk measures (risk taking/risk hedging) will continue to be taken at a level of management that takes into consideration such factors as the growth strategy and material issues of the Group.
Management perspective risks (change events) identified at this point in time are as described in the following table.

After coming to a decision based on a comprehensive consideration of the degree of impact, likelihood of occurrence, and other aspects of the various risks identified by the Company and Group companies, we select risk events that should be managed by the Company and monitor the status of various risks and execution of risk measures periodically.
From among these significant risk events, we selected the “Groupwide risks” shown in the table below, which have a significant impact on the Group growth strategies and, by their nature, should be addressed across the Group from the perspectives of commonality, the degree of emergence, and efficiency.