Rooted In Trust And Sincerity, Let Us Act With Humility And Aggressiveness
On August 6, 2025, Seven & i Holdings held a "Briefing of Strategy and Execution Including Business Transformation"
In this article, we share CEO Dacus's vision for the "Transformation of 7-Eleven," as conveyed to the employees of Seven & i Holdings and its group companies.
Wholeheartedly Thanking Everyone at the Frontline
First and foremost, I want to express my sincere gratitude to everyone at the company, as well as to the franchise owners and store staff. Thank you.
Our company has delivered outstanding results, while leading the world with the convenience store business at its core. This success would not have been possible without the dedication and hard work of all of you who support our business.
I know this from personal experience. During my teenage years, I worked in my father’s 7-Eleven store, and I saw firsthand both the challenges and the joys of daily store operations.
The work of 7-Eleven, and of retail business more broadly, relies on the tireless efforts of people across many roles: customer service, store management, product and service delivery, supply chain, and more. Our management team fully appreciates this. With gratitude for your contributions, we commit ourselves to managing this organization effectively each day, while driving the transformation needed to shape tomorrow.
Renewing our Management Process and Creating a Bright Future
The “Transformation Plan” which we recently announced is designed to strengthen the trust our customers place in us and to drive further growth of the 7-Eleven business. Since it has only recently been announced, there may be areas you would like to know more about. I am confident that our future will be brighter than ever. I ask everyone who is a part of this company to share this belief in the future with us, and to join together as one in carrying forward the transformation of 7-Eleven.
To begin this transformation, we have first renewed our management processes to focus on execution and increase its speed. In the past, we achieved this growth with strong leaders who led the company with extraordinary vision and charisma. Today, as we aim to become a truly global enterprise, five internal directors including myself will work together as one team to lead the company.
Our Holdings management team will collaborate closely with the leadership teams of our operating companies: setting clear goals and regularly reviewing progress to ensure steady growth. We will provide the right support where needed, while also putting in place a mechanism to share best practices globally, and we do this with speed. Because management is not done by one CEO alone, but by a wider team including our operating company leaders, we can really execute this transformation.
Becoming “Servant Leaders” Who Trust, Support, and Drive Growth Together
Above all, as we move forward with this transformation, we must reaffirm our founding principles: trust and sincerity and embracing change.
To earn the trust of customers, we must approach them with humility, listening carefully to what they have to say and, at times, even learning from our competitors. And to guide our work to greater success in uncertain times, we must not only accept change but also move aggressively, taking the initiative to drive change ourselves.
With this spirit of humbleness and aggressiveness, let us build together a corporate culture rooted in our founding philosophy of trust and sincerity, and embracing change.
I also ask each of you to be a “servant leader,” someone who trusts others, actively helps one another, and takes ownership in driving transformation every day. By doing so, we can create a company where everyone can thrive, contribute with energy, and play an active role in building our future.
Together, let us open the way to a brighter future.
