ValueAct Capital Activist Presentation Deck
February 2022, 75 slides
  1. ValueAct Capital
  2. 7-Eleven
  3. Related Decks
  4. Activist Presentation Decks
transforming seven i holdings into global champion eleven presentations | ValueAct Capital
| ValueAct Capital
believes transforming seven i holdings into global champion eleven can accomplish the following fix the corporate governance system that has persistently failed to align to shareholder interests the management environment and low employee morale increase the focus on key competitive and risks which will have consequences for the company and its stakeholders over decades more than double the share price and substantially increase long term corporate value | ValueAct Capital
the strategic transformation a four step process announce a bold strategy to truly focus on eleven and to the non core businesses without limits complete the sale of and announce intention to separate through a sale or spin off with plans to rapidly the company to focus on its food retail operations exit the remaining non core businesses while maximizing value and paying due consideration to stakeholders until the convenience store operations are all that remain operational review of eleven outside of japan including the us expense base and fresh food opportunity as well as the international growth opportunity culminating in new targets and a to achieve them | ValueAct Capital
the governance transformation board structure transition to a board with a majority of outside directors that can objectively assess strategy from a majority of inside directors with conflicts of interest transition to a globally management structure focused on eleven from a complex holding company management structure | ValueAct Capital
contents a | ValueAct Capital
introduction | ValueAct Capital
history of stewardship over years | ValueAct Capital
seven i history of unsatisfactory response to shareholders | ValueAct Capital
presentation context | ValueAct Capital
is seeking input from other shareholders | ValueAct Capital
transformation needed at seven i holdings | ValueAct Capital
seven i holdings today unfocused holding company of diverse retail businesses many facing secular heed a at poms barney ope het a eleven | ValueAct Capital
seven i holdings today years of limited value creation | ValueAct Capital
seven i holdings today slow pace of change many structural issues identified for years have not been fixed | ValueAct Capital
seven i holdings today of group profit generated by core eleven convenience store operations | ValueAct Capital
seven i holdings today core eleven business is strong but the non core businesses weigh on overall performance a | ValueAct Capital
seven i holdings today omits key ambitions in the core eleven business that would drive major value creation mimp | ValueAct Capital
seven i holdings today allocates of billion billion to support non core businesses even though the does not expect outside the core | ValueAct Capital
focus is urgently needed to ensure that eleven can win in the coming decades | ValueAct Capital
focus is urgently needed to ensure that eleven can win in the coming decades | ValueAct Capital
focus is urgently needed to ensure that eleven can win in the coming decades | ValueAct Capital
seven i holding urgent strategic imperative is to transform into global champion eleven and to address its structural issues in line with key stakeholder interests | ValueAct Capital
the strategic transformation | ValueAct Capital
engagement with seven i on strategic initiatives | ValueAct Capital
seven i holdings or global champion eleven current strategy promises or global eleven potential by by | ValueAct Capital
four step process to transform seven i holdings announce a bold strategy to truly focus on eleven and to the non core businesses without limits complete the sale of and announce intention to separate through a sale or spin off with plans to rapidly the company to focus on its food retail operations exit the remaining non core businesses while maximizing value and paying due consideration to stakeholders until the convenience store operations are all that remain operational review of eleven outside of japan including the us expense base and fresh food opportunity as well as the international growth opportunity culminating in new targets and a to achieve them | ValueAct Capital
step bold strategy of true focus on eleven | ValueAct Capital
step complete the sale of | ValueAct Capital
step separate with plan | ValueAct Capital
step exit remaining non core businesses woe seven as wae loft | ValueAct Capital
step exit remaining non core businesses | ValueAct Capital
step exit remaining non core businesses | ValueAct Capital
step operational review of eleven outside of japan a | ValueAct Capital
step operational review of eleven outside of japan a | ValueAct Capital
step operational review of eleven outside of japan a | ValueAct Capital
step operational review of eleven outside of japan a promote new market expansion | ValueAct Capital
transformation leads to higher than the | ValueAct Capital
and higher per share value than the | ValueAct Capital
and enables seven i to earn returns in line with convenience peers and outperform the forecast | ValueAct Capital
the governance transformation | ValueAct Capital
summary of the governance transformation | ValueAct Capital
distant holdings does not own subsidiary actions | ValueAct Capital
distant no clear strategy for key environmental risk | ValueAct Capital
distant not measuring gasoline retail scope emissions of measured emissions scope man cee unmeasured | ValueAct Capital
distant weak communication with subsidiaries the company is a mess inside | ValueAct Capital
infighting internal political factions frequently cited political factions are strong i see how careful my boss is about what he says around his boss former talks about a bloody battle the pathology of an organization where anonymous muckraking documents swirl around the company has a very traditional culture with lots of internal conflict sans | ValueAct Capital
infighting low employee morale at holdings and group cos | ValueAct Capital
complexity indecipherable organization chart seer business leaders report clear reporting lines and accountability | ValueAct Capital
complexity too many different key issues to focus on | ValueAct Capital
complexity business partnerships have been bungled | ValueAct Capital
complexity collaboration challenges cited in pay failure | ValueAct Capital
board not independent not positioned to drive change majority outside directors lead independent director or | ValueAct Capital
inside directors interests conflict with a strategy to transform | ValueAct Capital
outside directors big gaps in key skills need to be filled | ValueAct Capital
seven i holdings or global champion eleven a | ValueAct Capital
board structure global standard independence needed majority outside directors lead independent director or relevant skills to oversee management | ValueAct Capital
management structure simplification needed | ValueAct Capital
shareholder input needed on seven i strategy and governance | ValueAct Capital
seven i history of unsatisfactory response to shareholders | ValueAct Capital
dialogue with shareholders has been performative | ValueAct Capital
outside directors should ensure the company actually responds to shareholder feedback simply hearing it | ValueAct Capital
is seeking input from other shareholders | ValueAct Capital
appendix capital stewardship | ValueAct Capital
capital invests more than billion on behalf of some of the world institutional investors we have now been in business for over years we have made over core investments and have held public company board seats we have been active investors in japan since and believe in the long term success and future growth of industry we currently serve on the boards of and and are investors in and i | ValueAct Capital
capital values relationships trust transparency respect responsibility long term thinking | ValueAct Capital
health band cone eat catalina nae an | ValueAct Capital
history of stewardship over years | ValueAct Capital
our broad value creation and board membership have created unique opportunities to learn and develop a differentiated institutional skill set | ValueAct Capital
appendix analysis glossary | ValueAct Capital
transformation leads to over trillion yen of from eleven alone over higher than the forecast | ValueAct Capital
glossary | ValueAct Capital
| ValueAct Capital
| ValueAct Capital
capital | ValueAct Capital
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