Our Commitments

Realizing Robust Value Creation and Growth Strategy Alongside Engagement with ACT

We are currently pursuing two parallel paths to ensure that value for shareholders and other stakeholders is maximized. We seek to accelerate the unlocking of significant shareholder and corporate value and promotion of growth of the company while engaging constructively with ACT.

1. Our Stand-Alone Plan

On March 6, 2025, Seven & i Holdings announced a series of transformational leadership, capital, and business initiatives to enhance focus on its convenience store business and unlock and distribute significant value to shareholders and other stakeholders. These initiatives will be supported by continued progress on previously announced business transformation actions that are already underway. Subsequently on April 9, Seven & i Holdings announced the commencement of a share repurchase of up to JPY 600 billion in FY2025. Our standalone plan includes the following initiatives:

Initiation of an IPO of 7-Eleven, Inc. (SEI, 7-Eleven in North America) by the second half of 2026
Closing of the sale of Superstore Business Group to a Bain Capital-owned special purpose company, with the expected timing of September 2025
Repurchase of approximately JPY 2 trillion using aggregate cash proceeds from the IPO of SEI and sale of Superstore Business Group, expected to conclude by FY2030. Repurchase of up to JPY 600 billion will be made in FY2025
Progressing previously announced initiatives, including the deconsolidation of Seven Bank and accelerating the performance of our convenience store business

2. Continued Constructive Engagement with ACT

Seven & i Holdings, through the Special Committee of the Board, comprised solely of independent outside directors under Chair Paul Yonamine, continues to engage with ACT in good faith and is working closely with ACT to explore a clear path to antitrust regulatory approval, so that a potential sale transaction can be made if agreed upon.

As is well known, a combination of Seven & i Holdings and ACT would face significant antitrust hurdles. A consistent threshold issue that we have raised from the outset is how to put together a divestiture package involving an unprecedented number of 2,000 or more overlapping stores that could be divested to a viable, credible and independent buyer in a manner that could be stood up to operate effectively on a go-forward basis and assure competition between the buyer and ACT after its acquisition of Seven & i.

We believe a clear path to antitrust approval is necessary to prevent a value destructive limbo for multiple years and a situation similar to the failed Albertsons-Kroger transaction.

For more information, please refer to the documents below.

Know the Facts About 7&i’s Engagement with ACT and Antitrust Concerns

7&i’s History of Constructive Engagement with ACT

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