BANDAI NAMCO GROUP
Mid-term Business Plan
2009 - 2011
The leading innovator in global entertainment
February 12, 2009

NAMCO BANDAI Holdings Inc.
The leading innovator in global entertainment

Table of Contents
New BANDAI NAMCO Group Structure
1. FY March 2009 3Q Results and Full Year Forecasts
2. Review of Current Mid-term Business Plan (2006-2008)
3. Overview of the Next Mid-tem Business Plan (2009-2011)(1) Business Environment & Our Directions(2) Position of the New Mid-Term Business Plan
(3) Strategy
A. Focus (business strategy)
Businesses for dynamic growth (1): Toys and Hobby
Businesses for dynamic growth (2): Game Contents
Businesses for profit improvement (1): Visual and Music Content
Businesses for profit improvement (2): Amusement Facility
B. Enhance the Entertainment-Hub (function strategy)(4) Group Initiatives in Support of the Strategies
Corporate Philosophy

P2
P3
P6
P8
P8
P10
P11
P11
P12
P15
P18
P18
P19
P20
P21

The leading innovator in global entertainment1

New BANDAI NAMCO Group Structure
Effective April 1, 2009

NAMCO BANDAI Holdings Inc.
Chairman, Representative Director
Takeo Takasu
President & CEO, Representative Director
Shukuo Ishikawa

Affiliated Business Companies

Strategic Business Units
Core Company NAMCO
Masahiro Tachibana, President

Amusement Facility

Core Company Bandai Visual
Kazumi Kawashiro, President

Visual and Music Content

Core Company
NAMCO BANDAI Games
Shin Unozawa, President

Game Contents

Core Company Bandai
Kazunori Ueno, President

Toys and Hobby- Group Strategy Committee- CSR Committee
Social Contribution Committee
Environmental Project Committee- Group Crisis Management
Committee- Group Compliance Committee- Internal Control Committee- Waigaya Weekly Meeting

The leading innovator in global entertainment

New BANDAI NAMCO Group Structure
Strengthening Corporate Governance

From the end of June 2009

Shareholders’ Meeting

Shareholders’ Meeting
Management Full-time: 5Oversight Part-time: 1

Revising the quorum
and composition

Board of Directors
11 Directors（Including 2 outside directors）

Board of Directors
9 Directors（Including 3 outside directors）

Changing to the 2 Rep.
Director system

1 Representative Director

2 Representative Directors

Executive Officer System

Group Strategy Committee

Business
Execution

Group Strategy Committee
6 Directors + 6 Senior Executive Officers

Group Companies

Group Companies

Outside: 3
ChairmanPresident & CEO
Representatives ofcore companies: 4
Head of sharedservice division: 1
President of the U.S.
regional holding
company : 1

Increasing number of outside directors and reinforcing the executive
officer system to strengthen our corporate governance system
The leading innovator in global entertainment2

1. FY Mar. 2009 3Q Results and Full Year Forecasts

The leading innovator in global entertainment

FY March 2009 3Q Results and Full Year Forecasts（billion yen）
2008.3Q(9 mo.)Net Sales

335.6

315.6

-20.0

460.4

440.0

-20.4

Operating
IncomeRecurring
Income

25.7

19.8

-5.9

33.4

24.0

-9.4

28.2

21.6

-6.6

36.1

26.0

-10.1

Net Income

14.7

9.0

-5.7

32.6

13.0

-19.6

CapitalExpenditures

15.3

11.5

-3.8

19.7

18.5

-1.2

Depreciation

17.6

16.1

-1.5

24.7

22.0

-2.7

R&D
Investments
Advertising
Expenses
Personnel
Expenses

28.0

29.0

+1.0

34.9

35.0

+0.1

20.6

20.2

-0.4

30.5

31.0

+0.5

28.4

27.7

-0.7

37.2

37.0

-0.2

YOY

2007
Full Year

2008
Full Year
Forecasts

2007.3Q(9 mo.)YOY

The leading innovator in global entertainment

3

FY March 2009 3Q Results and Full Year Forecasts
Business Segment

Toys & Hobby

Net Sales
OP

Amusement
Facility

Net Sales

Game
Contents

Net Sales

OP

OP
Net Sales

NetworkOP

Visual &Music Content
Other
Elimination
Consolidated

Net SalesOP
Net SalesOP
Net SalesOP
Net SalesOP（billion yen）
2007.3Q(9 mo.)

2008.3Q(9 mo.)

131.8
11.5
67.2
1.0
104.5
9.9
8.9
0.6
26.6
3.7
15.0
0.8
-18.6
-2.0
335.6
25.7

119.9
10.4
59.0
0.0
106.1
10.1
8.0
0.4
23.7
0.1
14.1
0.4
-15.4
-1.8
315.6
19.8

2007
Full Year

YOY
-11.9
-1.1
-8.2
-1.0
+1.6
+0.2
-0.9
-0.2
-2.9
-3.6
-0.9
-0.4
+3.2
+0.2
-20.0
-5.9

180.1
14.3
89.8
1.6
145.6
14.7
12.0
0.9
36.9
3.8
19.8
0.7
-23.9
-2.8
460.4
33.4

2008
Full Year
Forecasts
172.0
11.0
78.0
0.5
149.0
13.0
11.0
0.8
33.5
0.5
19.0
0.5
-22.5
-2.3
440.0
24.0

YOY
-8.1
-3.3
-11.8
-1.1
+3.4
-1.7
-1.0
-0.1
-3.4
-3.3
-0.8
-0.2
+1.4
+0.5
-20.4
-9.4

The leading innovator in global entertainment

FY March 2009 3Q Results and Full Year Forecasts
Regional Segment（billion yen）
2007
Full Year

2008
Full Year
Forecasts

-21.9

346.7

331.5

-15.2

13.2

-7.8

24.4

17.0

-7.4

33.8

-0.3

52.6

48.0

-4.6

2007.3Q(9 mo.)

2008.3Q(9 mo.)

External Sales

259.4

237.5

OP

21.0

External Sales

34.1

Japan

Americas

YOY

YOY

OP

0.0

1.6

+1.6

2.3

1.7

-0.6

External Sales

31.5

34.1

+2.6

46.3

46.0

-0.3

Europe
OP

4.6

5.4

+0.8

6.8

6.0

-0.8

External Sales

10.4

10.0

-0.4

14.7

14.5

-0.2

OP

2.1

1.7

-0.4

2.8

2.3

-0.5

Asia

-

-

-

-

-

-

OP

-2.0

-2.3

-0.3

-3.0

-3.0

0.0

External Sales

335.6

315.6

-20.0

460.4

440.0

-20.4

OP

25.7

19.8

-5.9

33.4

24.0

-9.4

External Sales
Elimination

Consolidated

The leading innovator in global entertainment

4Trends in Performances by Business
Toys and Hobby
Solid Performance in Christmas sales season Main Characters for the next year
Japan
Tamagotchi

Go-onger(Power Rangers)

Cooking Toy

Battle Spirits（Trading Card）

Overseas

Good start and successful eventsThe leading innovator in global entertainment

Trends in Performances by BusinessGame Contents
FY2009.3 Game Software Sales

Main titles for the next year

Platform

RegionUnit Sales
Forecas ts

PS3・Xb360

WW2,300K

Active Life Outdoor Challenge

Wii

US,E,J

1,030KWe Ski

Wii

US,E

960K
（1,110K）

PS3・Xb360

J,E

730K

Title Name

Soul Calibur IV

Dragon Ball Z
Burst Limit
NarutoUltimate Ninja：Storm

PS3

US,E,J

640K

Gundam Musou 2

PS3・Xb360
PS2

J,A

590K

NarutoUltimate Ninja 3

PS2

US,E

580K

Taiko Drum Master for DS 2

NDS

J

520K

Super Robot War Z

PS2

J

510K

Taiko Drum Master for Wii

Wii

J

500K

Tekken 6(PS3, Xb360 Worldwide sales）

Family Ski &Snow Board（Wii US&Europe）

Afro Samurai（PS3, Xb360
US&Europe）* Numeric figures in parentheses are accumulated numbers of units including thosesold in Japan in the previous fiscal year.
* WW: Worldwide, J: Japan, US: United States, E: Europe, A: Asia

FY2009.3: 71 Titles
The leading innovator in global entertainment

5Trends in Performances by Business
Visual and Music Content

Amusement Facility

Development of TV series for
Blu-ray Disc and DVD

Improving profitability

Existing store sales YOY (Japan)

Mobile Suit Gundam 00

CODE GEASS
Lelouch of the Rebellion R2

Building new business models for the world

1st
Half

3Q
(3 mo.)

2nd
Half

Full
Year

07
results
08 Initial
Plan

95.8%

92.1%

92.5%

94.1%

98%

−

101%

99%

08 Results/Forecasts

87.2%

87.7%

87%

87%

Number of facilities (Japan)

FREEDOMAKIRASame format globally-simultaneous
release of Blu-ray Disc

Beginning

Openings

ClosuresYear-end

07 Full Year

316

12

35

293

08 Full Year

293

10

69

234

Developing the operating base tostrengthen profitability

The leading innovator in global entertainment

2. Review of Current Mid-term Business Plan (2006-2008)

The leading innovator in global entertainment

6

Consolidated Mid-term Plan and Results
FY2007.3

FY2008.3

Plan

Results

Net Sales（\ bn.）
OP（\ bn.）
ROA
ROE

470.0
40.0
10.0%
8.0%

459.1
42.2
11.5%
9.4%

Net Sales（billion yen）

Plan
Result/Forecast

Plan

Results

97.7%

500.0
50.0
12.0%
9.5%

460.4
33.4
8.8%
11.7%

105.6%
+1.5P
+1.4P

500

50

400

40

300

30

200

20

100

10

Forecasts

92.1%

550.0
58.0
13.5%
10.0%

440.0
24.0
6.5%
4.5%

66.8%
-3.2P
+2.2P

15.0%

+/80.0%
41.4%
-7.0P
-5.5P

ROA Plan
ROA Result
ROE Plan
ROE Result

10.0%

ROA
ROE

5.0%

0.0%

0

FY09.3

Plan

Plan
Result/Forecast
60

FY07.3 FY08.3+/-

Operating Profit （billion yen）

600

0

FY2009.3+/-

FY07.3 FY08.3

FY09.3

FY07.3 FY08.3

FY09.3The leading innovator in global entertainment

Outcomes and Challenges
Goal of current Mid-tem Business Plan

Maximizing group synergy
Management

Business- Restructured organization- Aligned corporate culture andhuman resources- Strengthened financial base, etc.

Concentrated on maximizing synergy
among all businesses

Completed "development of ourmanagement base" for the next
step

Challenge: How to keep pace withthe changing market environments

We aim to accelerate future growth by allocating corporate
resources to focused business opportunities
The leading innovator in global entertainment7

3. Overview of the Next Mid-tem Business Plan (2009-2011)

The leading innovator in global entertainment(1) Business Environment & Our Directions
Market Environment (1)Shrinking Japanese market and growing overseas market

Asia
EuropeChanges in shares by region in the global market
7%

13%

32%

32%

US
Japan

74% inUS & Europe
3%（¥3.8 trillion ）170% growth in
US & Europe

34%

46%

42%

15%

13%

44%
25%

2003

2007

2003

¥4.9 trillion ¥5.2 trillion
Toys and Hobby

Mkt.Size

1. Europe: United Kingdom, France, Germany, Spain, Italy
2. Asia: China, South Korea, Taiwan, Singapore, Malaysia, India
Sources: The Japan Toy Association, IDG, NPD, Euromonitor

7%

28%
41%
18%
2007

¥1.3 trillion¥2.1 trillion
Video Game Software

Strengthening overseas
Video
Game Software
business
is essential

The leading innovator in global entertainment8

(1) Business Environment & Our Directions
Market Environment (2)Promising contents can lead to global hits in a short period
Digitization and networking

Distribution and media becoming oligopolistic
Global market is becoming oligopolistic anddeveloping business in the global market
becoming prerequisite

Contents can be simultaneously output tothe world on the prevailing Internet

Innovation in our content strategy is essential
Market Environment (3)Increasingly intense competition in the global market
Large-scale M&A in and outside the industry and regions
Video game industry: Intensified cross-border acquisition
Toys and hobby industry: Acquisition by leading companies
Entertainment industry in general: Acquisition by big players in the surrounding industries

Expanding our scale is essential to compete in the global market
The leading innovator in global entertainment(1) Business Environment & Our Directions
Strengthening overseas business
Innovation in our content strategy
Expanding our scale to compete in the global market
Building a base supporting ourcontinuous growthPursuing growth in the global market from a long-term prospective
Medium to Long-term Group Vision

Globally recognized entertainment group
The leading innovator in global entertainment9(2) Position of the New Mid-Term Business Plan
Medium to Long-term Group Vision

Globally recognized entertainment group
Overseas Sales ratio(%)
80

2015〜17

FY2008.3 Results

Nintendo70

ACTIVISIONHASBRO

60

EA

50

MATTEL

2011

Targeting for
100 billion yen in
operating income and
50% oversees sales ratio
in the Mid-Term Business Plan
starting from 2015

2007

40

Capcom

30

Sega Sammy
Konami
Takara Tomy
Square Enix
10
20

0

-50

0

50

100

Note: Overseas sales ratios of EA, Activision Blizzard, Mattel, and Hasbro are calculated with sales in regions
other than North America.
Sources: IR publications of the above companies

500
Operating Income (billion yen)

The leading innovator in global entertainment(2) Position of the New Mid-Term Business Plan
Our medium to long-term growth steps
Mid to long-term

Current Mid-term Plan

Next Mid-term Plan

（2006-2008）（2009-2011）（2012〜）

Completingdevelopment of ourmanagement baseDeveloping a global
base for growth

Substantial growth inglobal market- Restructured organization- Aligned corporate culture
and human resources- Strengthened financialbase, etc.

- Investments in growing- Generating returns from ourbusiness areas
investments- Reinforcing profitability to- Making further investments
support up-front investments
in growth【2015-2017】 Globally recognized entertainment group
Operating Income: 100 billion yen
Overseas Sales Ratio: 50%
The leading innovator in global entertainment10(3) Strategy

Globally
recognizedentertainment
group

Strategy A: Focus (business strategy)
Targeted/prioritized investment(1) Businesses for dynamic growth
Toys and Hobby, Game Contents(2) Businesses for profit improvement
Visual and Music Content,
Amusement Facility
Strategy B： Enhance the Entertainment-Hub(function strategy)

One of Japan's
leadingentertainment
groupsEvolve from best domestic model to best global model
Evolution A
Strengthen IP
creation/acquisition
capability

Evolution B
Enhance IP
marketingcapability

Evolution C
Maximize merchandising development
capability

The leading innovator in global entertainment(3) Strategy A. Focus
Focus business areas
Market attractiveness
Toys andHobby
Game
Contents

Overwhelming market size
(US/Europe in particular);Stable market
Remarkable growth added tomarket size (US/Europe inparticular)

Competitive advantage- Strongest domestic character
merchandising model- Global title development
capability for worldwide target
Particular focus on
US/Europe markets

Dynamic Growth
Visual and Anime market
Music⇒Niche and stable
Content- No. 1 domestic anime package- Declining profitability

Amusement Domestic (certain size), overseas
Facility(small) ⇒shrinking- No. 2 domestic game center- Declining profitability

Improving Profitability

Focus on domestic market/
mission change

The leading innovator in global entertainment11

(3) Strategy A. Focus
OP Margin

Visual & Music
Content
Focus on Japan(%)
20

Amusement Facility
Focus on Japan

Profit Improvement

15

10

5

Game Contents
Focus on game software
in US/Europe
Toys & Hobby
Focus on
US/Europethic Grow
m
a
n
y
D

0

100

0

2,000
200

1,000

300

3,000

400

5,000
500

4,000

Net Sales(billion yen)
2011

2008

2015〜
The leading innovator in global entertainment(3) Strategy A. Focus Dynamic Growth
1. Toys and Hobby

Dramatically expand the Character Merchandising
Model to the Global Market
Character
(IP)
U.S.

Products(Merchandising)

Sales & Marketing

Strengthening- Strengthening products originating fromcharacters originating
Japan and the U.S.
from Japan and the U.S. - Expanding our categories

EuropeStrengthening collaboration
with the U.S.

Expandingsales areas

Japan

Building a dominant No. 1 position in the Market

Asia

Strengthening collaboration with JapanThe leading innovator in global entertainment12

(3) Strategy A. Focus Toys and Hobby
Strategy for the United States
Utilizing charactersEntering new businesses

Certain hit products in Japan(Tamagotchi, ∞ Bubble
Packing)New

Developing unique products of categories
popular in the U.S.

Girls (Dolls)
Pre-school Toys etc.

Existing

Stepping up development of
products originating from Japan

Action Figure Toys
Trading Cards

New

Strengthening creationof U.S. characters

Existing

Making the most ofJapanese characters

Utilizing charactersto develop new categories

Hobby (Vehicle),
Girls (Activity toys) etc.

Considering growth initiatives, including M&A

Strengthening our existing competitive advantages
and expanding our product categories
The leading innovator in global entertainment(3) Strategy A. Focus Toys and Hobby
Strategy for Europe
Accelerating export of U.S. contents(Case of Ben10 )Won the 2009 UK Toyof the Year Award

Creation

U.S.

EuropeCollaboration
with Cartoon
Network

FY09.3 sales:
6 billion yen

FY09.3 sales:
8 billion yen

Realizing dynamic growth in collaboration with the
U.S. and expanding sales areas
The leading innovator in global entertainment13

(3) Strategy A. Focus Toys and Hobby
Strategy for Europe

New Girls Products

Expanding sales area in Europe: 2008 sales area

Realizing dynamic growth in collaboration with the
U.S. and expanding sales areas
The leading innovator in global entertainment(3) Strategy A. Focus Toys and Hobby
Strategy for Japan
Maintaining our No. 1
market share categories

Driving for the No. 1
position in categories＋

Boys Character Toys

Plastic Model

Capsule Toys

Candy Toys

Trading Cards

Girls Toys

Boys Basic Toys

DATA CARDDASS Building dominant position in Japanese market
The leading innovator in global entertainment14

(3) Strategy A. Focus Dynamic Growth
1. Game Contents
Directions of business and regional strategy
US & Europe

Reinforcing Worldwide
development and sales
systemStrengthening development
capabilities to meet needs forthe next generation

Asia

Horizontal sales expansionof Japanese arcade gamemachinesJapan

Achieving synergy effects
from Group restructuring

US & Europe

MobileContents

Maintaining and bolstering
number one market shareamong third parties

Japan

ArcadeGame
Machine

Japan

Video
Game
SoftwareExpanding market share

The leading innovator in global entertainment(3) Strategy A. Focus Game Contents
Worldwide Development System“Current BANDAI NAMCO System"

Worldwide extension of Japaneseand U.S. development capabilities

AFRO SAMURAI

Developed in Japan Sales in Europe
Core target
Developed in the US
Core target
Developed in Japan
Casual target
Developed in the US
Casual target

Sales inJapan

Developmentin the U.S. Sales in the U.S.
Development
in JapanWorldwide Studio “New BANDAI NAMCO System”

Active Life
Outdoor Challenge

The leading innovator in global entertainment15

(3) Strategy A. Focus Game Contents
Titles targeted for U.S. and European markets
Strong

1. Fight
2. Flight
3. Action (Anime

General Progress
Maintaining leading
position in a niche market

Character)Our superiority

4. Party/Music
5. Action
Revitalization(Game Character) Aiming for outstanding- RPG- Nurturing- Practical etc.

- Strategy

position in a rapidly
growing market

6. Shooter
7. Racer
8. Core Action

New Development- Sports- Action (Movie)

Weak

Small

Marketability in the US and Europe

Large

Full-scale participationin the largest markets in
the US and Europe
Not focusing

Screening titles based on marketability in the U.S. andEurope and our competitive edge
The leading innovator in global entertainment(3) Strategy A. Focus Game Contents
Development patterns for the U.S. and Europe
Current Strengths

New Work Needed

1. Fight
2. Flight (Anime
3. Action Character)

Existing major franchises

Taking new technologies
Strengthening multiplatform development

Revitalization

Technologies cultivatedon arcade games
Strength from holding
unique IP (Pac-Man, etc.)

User research and testing
and finalizing

Applying technical andplanning capabilities

Game engine development
Large-scale projectManagement capability
improvement

General Progress

4. Party/Music
5. Action(Game Character)

New Development
6. Shooter
7. Racer
8. Core Action

Building competitive advantage
The leading innovator in global entertainment

16

(3) Strategy A. Focus Game Contents
Take Over Bid

D3 INC. （Listed on JASDAQ）
Further growth in rapidly changing game market
with diversified customer needs by fusion of bothcompanies’ strengths
Business expansion in growing overseas markets
Collaboration in domestic mobile content market
Duration

From Feb 13, 2009 to Mar. 16, 2009

TOB Price

Total
Approx. 1.4 billion yen
Investment
From 74.78% of the issued shares, including the shares held by
FIELDS CORPORATION, D3’s parent company, up to 100%

Number ofshares to bepurchased

62,000 yen

The leading innovator in global entertainment(3) Strategy A. Focus Game Contents
Strengthening Sales & Marketing in Europe
Expanding distribution networks byinvesting in distributors in Europe
NAMCO BANDAI
Holdings Inc.
100%

Infogrames
Entertainment
100%

Bandai SA
100%
NAMCO BANDAI
Games Europe
34%

Expanding distributors into
10 sales bases in 20 countries

Atari Europe
66%

Distribution Partners (tentative name)Amount of investment:
Approx. 27 million euros* We have concluded an share purchase agreementwith an option enabling us to make the company
a wholly owned subsidiary in the future.

Driving for a top 5 in Europe

The leading innovator in global entertainment17

(3) Strategy A. Focus Profit Improvement
1. Visual and Music Content
IP (Intellectual Property) Portfolio
Users

Core

Building an optimal IP portfolio
through the strategic and flexible
appropriation of resources
Return on investment
from a global perspective

CasualImproving Profitability

RegionLicensed

Original

IP

Content development function,a source of business for the Group

Business Model

The leading innovator in global entertainment(3) Strategy A. Focus Profit Improvement
2. Amusement Facility
Bolstering profitability with focus and selection
Japan■Raising profits of high potential outlets■Reinforcing profit base

Number of facilities (Japan)
293

2008.3262

234■Opening differentiated facilities with acompetitive edge

Accelerating
scrap-and-build
measures2008.9 2009.3■Appropriate services based on
customer segment
Reviewing strategies to meet needs of shopping centerand downtown & roadside facilities

Overseas
U.S.: Continuing to rebuild business model
Europe: Withdrawal from Spain⇒ No intention to entera new region

The leading innovator in global entertainment18

(3) Strategy B. Enhance the Entertainment-Hub
Business model unique to BANDAI NAMCO
IP creation/Acquisition
Group IPIP marketing(media use)

Merchandising
Development

Increase value throughuse of media

Launch diverse products on IP

IP

Creation

OutsideIP

Toys and Hobby

IP

Game Contents

IP

Visual and Music Content

IP

Amusement Facility

IP

IP

IP IP

IP

IP

IP IP

IP

IP

Acquisition IP
IP

Synergy by linkage

Enhance the model to best global model
The leading innovator in global entertainment(3) Strategy B. Enhance the Entertainment-Hub
IP creation/Acquisition

Generation
Establish worldwide studio (game)
Joint content production with major TV stations
Acquisition
Invest in and acquire license to large-scale content
capable of global launch

IP marketing(media use)

Simultaneous global content launch
Domestic: TV/movies
US/Europe: TV/movies
Global scale online launch

Merchandising
Development

Improving profitability by expanding categories
at global level
The leading innovator in global entertainment

19

(4) Group Initiatives in Support of the Strategies■ Pursuing management efficiency
Reviewing business portfolios
Restructuring unprofitable businesses and defining rules for withdrawal⇒Adopting ROIC (return on investment capital) by businessas a new index for performance assessment

Cost Reduction
Cutting costs by consolidating the operating processes of the Group, etc.

■ CSR activities
Reinforcing our environmental management
Mid-Term Group Environmental Objectives
As a top runner entertainment company, we will introduce environmentallyfriendly measures into the products and services of the Group companies
and reduce CO2 emissions from the Group offices,by 5.4% in comparison with FY2009.3 levels by the end of FY2012.3.
The leading innovator in global entertainment(4) Group Initiatives in Support of the Strategies■ Capital Policy
Appropriation of earnings
After appropriation of an amount equivalent to a 30% dividend payout ratio, based on astable annual dividend payments of 24 yen per share, from the consolidated periodical net
income, the Company attributes a portion of this remaining balance to the acquisition of its
own shares, with comprehensive consideration of aspects such as the level of cash held, its
operating performance, its share price trend, and its plan for large-scale investments.
Current Mid-term Plan
(2006-2008)

New Mid-term Plan
(2009-2011)

Long-term Plan
(2012〜)First three years after
management integration

Three years for the development ofinstitutional systems for substantial
growth worldwide

Attaining growth potential
worldwide

Retained the funds
needed to grow- Conductedshare buy-backInvesting for global
growth-M&A , development
investment, etc.

Sustained investment
for continued growth

Maintaining a 30% consolidated dividend payout ratio
based on a stable annual dividend payments of 24 yen per share
The leading innovator in global entertainment

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Corporate Philosophy
MissionDreams, Fun and Inspiration
Dreams, Fun and Inspiration are the Engine of Happiness.
Through our entertainment products and services,
BANDAI NAMCO will continue to provide
Dreams, Fun and Inspiration to people around the world,based on our boundless creativity and enthusiasm.

VisionThe leading innovator in global entertainment
As an entertainment leader across the ages,
BANDAI NAMCO is constantly exploring
new areas and heights in entertainment.
We aim to be loved by people who have fun andwill earn their trust as the leading innovator in global entertainment.
The leading innovator in global entertainment

Note on Projections
This document contains forward-looking statements and information related to the BANDAI NAMCO
Group that are based on our knowledge as well as various assumptions made on the basis of information
currently available. The words “forecast,” “plan,” “target,” “estimation,” “projection,” “intend,” “will”
and similar expressions, as related to the Group, are intended to identify forward-looking statements andinformation. Actual results could differ materially from those projected in such forward-looking statements.

© 2008 テレビ朝日・東映ＡＧ・東映, © BANDAI･WiZ 2004, ©サンライズ・メ〜テレ, © 2009 テレビ朝日・東映ＡＧ・東映, ©ＡＢＣ・東映アニメーション,© 2009 石森プロ・テレビ朝日・ＡＤＫ・東映, © 2008 Ishimori Production Inc・Toei Company, Ltd.・Adness Entertainment Co., Ltd. All rights reserved.,© 1994-2009 NBGI, © 2006 NAMCO BANDAI Games America Inc. © NBGI,Afro Samurai ® & © 2006 TAKASHI OKAZAKI, GONZO / SAMURAI PROJECT.
Program © 2009 NAMCO BANDAI Games America Inc.
Produced by SURGE , a division of NAMCO BANDAI Games America Inc.,
Afro Samurai ® & © 2006 TAKASHI OKAZAKI, GONZO / SAMURAI PROJECT.
Program © 2009 NAMCO BANDAI Games America Inc.
Developed by NAMCO BANDAI Games America Inc.Published by NAMCO BANDAI Games Eourope S.A.S.,©創通・サンライズ・毎日放送, ©ＳＵＮＲＩＳＥ／ＰＲＯＪＥＣＴ ＧＥＡＳＳ・ＭＢＳＣｈａｒａｃｔｅｒ Ｄｅｓｉｇｎ© 2006-2008 ＣＬＡＭＰ, © BANDAI 2009,© BANDAI 2009. All rights reserved by BANDAI. Technology under license from EVOLVE NPD Ltd.
© 1988マッシュルーム／アキラ製作委員会, © 2006 ＦＲＥＥＤＯＭ ＣＯＭＭＩＴＴＥＥ, TM & © Cartoon Network. (s08), ©創通・サンライズ・毎日放送,©石森プロ・テレビ朝日・ADK・東映 © BANDAI 2008, (C)Nintendo・Creatures・GAME FREAK・TV Tokyo・ShoPro・JR Kikaku © Pokémon©ゆでたまご／集英社・東映アニメーション, © 2008 Gullane(Thomas)Limited,© 2006 NAMCO BANDAI Games America Inc., PAC-MAN： © NBGI© 1995・2008 士郎正宗／講談社・バンダイビジュアル・ＭＡＮＧＡ ＥＮＴＥＲＴＡＩＮＭＥＮＴ ©サンライズ・メ〜テレ,©臼井儀人／双葉社・シンエイ・テレビ朝日・ＡＤＫ 2008

The leading innovator in global entertainment

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