Bandai Namco Group
Fiscal Year Ending March 2022
3rd Quarter Results Presentation

Masaru Kawaguchi
President and Representative Director
BANDAI NAMCO Holdings Inc.

Results in FY2022.3 (For the First Nine Months of FY2022.3)
FY2021.3

FY2022.3

First nine months

First nine months

Vs. previous year’s
results
First nine months

Net Sales

543.4

628.3

+84.9

Operating Profit

72.9

92.1

+19.2

Recurring Profit

75.1

95.5

+20.4

Profit Attributable to
Owners of Parent

50.6

61.7

+11.1

Capital Investments

17.0

18.9

+1.9

Depreciation

16.1

18.2

+2.1

Game content
R&D investments

58.0

66.2

+8.2

Advertising Expenses

29.3

32.8

+3.5

Personnel Expenses

49.2

53.1

+3.9

billion yen

Results Forecast by Segment (For the First Nine Months of FY2022.3)

Digital BusinessEntertainment Unit
Toys and Hobby
Business

IP Production
Unit

Visual and Music
Business
Creation Business

Amusement
Unit

Amusement
Business
Other

Elimination andCorporate
Consolidated

FY2021.3
First ninemonths

FY2022.3
First ninemonthsSegment sales

254.0

242.3

Vs. previous
year’s results
First ninemonths
-11.7

Segment profit

47.3

37.6

-9.7

Segment sales

224.5

285.9

+61.4

Segment profit

36.1

50.7

+14.6

Segment sales

21.1

35.2

+14.1

Segment profit

0.6

3.5

+2.9

Segment sales

16.2

24.5

+8.3

Segment profit

2.6

1.6

-1.0

Segment sales

42.5

61.3

+18.8

Segment profit

-9.7

4.3

+14.0

Segment sales

18.2

21.0

+2.8

Segment profit

0.8

0.8

Segment sales

-33.4

-42.1

±0.0
-8.7

Segment profit

-5.0

-6.5

-1.5

Net sales

543.4

628.3

+84.9

Operating profit

72.9

92.1

+19.2

billion yen

Overview by Business Segment (For the First Nine Months of FY2022.3)
Toys and Hobby Business
Products for the mature fan base continued to register
solid results around the world
Contributions were also made by toy-related items andnew IP products

Visual and Music Business
Easing of restrictions on holding live events
Contribution to results from IP-related
licensing revenues

Amusement Business
Sales at existing facilities in Japan: up 20.7% YoY
Recovery trend in Europe and Asia

Full-Year Forecast
FY2021.3

FY2022.3
Previous
forecast

FY2022.3
Current
forecast

Vs. previous
Vs. previous
year’sforecast
results

Net Sales

740.9

795.0

810.0

+69.1

+15.0

Operating Profit

84.6

90.0

96.0

+11.4

+6.0

Recurring Profit

87.6

93.0

99.0

+11.4

+6.0

Profit Attributable to
Owners of Parent

48.8

58.0

67.0

+18.2

+9.0

Capital Investments

22.7

25.0

25.0

+2.3

±0.0

Depreciation

24.6

28.0

28.0

+3.4

±0.0

Advertising Expenses

45.2

51.0

52.0

+6.8

+1.0

Personnel Expenses

66.7

70.0

71.0

+4.3

+1.0

billion yen

Full-Year Forecast by Business Segment
Digital BusinessEntertainment Unit
Toys and Hobby
Business

IP Production
Unit

Visual and Music
Business
Creation Business

Amusement
Unit

Amusement
Business
Other

Elimination andCorporate
Consolidated

billion yen
Vs. previous
Vs. previous
year’sforecast
results

FY2021.3
ResultFY2022.3
Previous
forecast

FY2022.3
Current
forecast

Segment sales

337.9

310.0

310.0

-27.9

±0.0

Segment profit

56.7

40.0

40.0

-16.7

Segment sales

300.8

350.0

365.0

+64.2

±0.0
+15.0

Segment profit

39.0

50.0

55.0

+16.0

+5.0

Segment sales

34.2

45.0

45.0

+10.8

±0.0

Segment profit

1.5

4.0

4.0

+2.5

±0.0

Segment sales

28.2

30.0

30.0

+1.8

±0.0

Segment profit

2.7

2.5

2.5

-0.2

±0.0

Segment sales

63.9

84.0

84.0

+20.1

±0.0

Segment profit

-8.3

2.0

2.0

+10.3

±0.0

Segment sales

24.6

25.0

25.0

+0.4

±0.0

Segment profit

0.6

0.5

0.5

-0.1

±0.0

Segment sales

-48.8

-49.0

-49.0

-0.2

Segment profit

-7.7

-9.0

-8.0

-0.3

±0.0
+1.0

Net sales

740.9

795.0

810.0

+69.1

+15.0

Operating profit

84.6

90.0

96.0

+11.4

+6.0

Dividend Forecast
Our policy is to implement shareholder returnthat targets a total return ratio of 50% or more
based on stable dividend payments with adividends on equity (DOE) of 2% .

FY2022.3 Dividend Forecast Annual ¥153
- Base dividend ¥48- Performance-based dividend ¥105

Mid-term Plan of the Bandai Namco GroupFY2023.3 – FY2025.3

February 8, 2022

PurposePurposePurpose“Providing fun and inspiration to people around the world andworking to create smiles and happiness into the future”

BrandBrand2005: Management Integration of BANDAI and NAMCO

Theme: Integration of BANDAI and NAMCO

16 years since the management integration...

Bandai Namco is moving to the next stage

Brand❒ Bandai Namco’s New Logo
★ Design: Speech bubble -- communication, connections★ Color: Red -- enthusiastic, fun, active❒ Vector element
Expressing Bandai Namco’s diversity
Smart
Forward-looking
Invigorating

Forward-looking

Humorous

VirtualSweeping

SocialRomantic

Wild

Fun

SensibleA new framework forconnecting with fansA new framework for connecting with fans

IP fans

Business
partners

Employees

World
SocietyA new framework for connecting with fansBandai Namco is connecting with fans around the world■Connecting with IP fansConnecting in a way that makes Bandai Namco essential for IP fans■Connecting with business partners
A presence that continues to be choice of business partners■Connecting with communities
Looking to the future and coexisting harmoniously with various social communities

A new framework for connecting with fans

IP fans

Business
partners

Employees

World
SocietyA new framework for connecting with fans

IP fans

Business
partners

What's important is thequality of connections
Employees

World
Society

Metaverse

Metaverse: A new framework for connecting with fansMetaverse: A new framework for connecting with fans

●Collecting Gundam information

Able to access to information collected when fans themselves
portray avatars● Metaverse content development
Providing new services integrated with the real world●Community formation
Providing the optimal venues for fans and business partners

Accelerating evolution
in the IP axis strategy

Accelerating evolution in the IP axis strategy
Bandai Namco’s strengths
Making digital and physical connections
DIGITALPHYSICAL

Gundam Metaverse

Gundam official shops

E-commerce

Multipurpose
amusement facilities

Games

EventsPortal siteAccelerating evolution in the IP axis strategy

Maximizing IP value ≧ Maximizing businesses

Group Mid-term VisionGroup Mid-term Vision

We want to foster deep, broad, multifaceted connections with fans (IP fans,business partners, employees, communities) around the world who havegoodwill and empathy for Bandai Namco.

Group Mid-term Vision
Mid-term
VisionFocus Strategies

IP×FanConnecting with fans through IP

IP AxisStrategy

IP×Value
Enhancing IP value

IP×World
Connecting with the world through IP

Personnel Strategy
Sustainability

A new framework for connecting with fans
Accelerating evolution in the IP axis strategy
Building businesses under the ALL BANDAI NAMCO
concept
Developing diverse human resources
Connecting to a future of smiles

Building businesses under the ALL BANDAI NAMCO concept
Completing the establishment of systems to compete in regions around theworld under the ALL BANDAI NAMCO concept
BritainOne
office France
One
Spain
officeOne
officeinland China
Management
integrationOne
officeHongKongOne
officeSingaporeOne
officeNorth AmericaOne
officeBuilding businesses under the ALL BANDAI NAMCO concept

First, aim for overseas sales ratio of 35%* Sales ratio by region

Overseas

Overseas

Japan

Overseas

Japan

Japan
3 years later

FY2021.3 (results)
Overseas sales ratio: 22.3%

XX years later

FY2025.3 (target)
Overseas sales ratio: 35%

FY20XX.3 (target)
Overseas sales ratio: 50%

Building businesses under the ALL BANDAI NAMCO concept❒ Focus area
Digital business: Introduction of major worldwide titles (North America)
Toys and Hobby business: Expansion of business for the mature fan base (North America, inland China)
North
AmericainlandChina

Strengthening production system in line with business expansion

IP axis strategy (investment plan)❒ Continuing investment to accelerate evolution in the IP axis strategy
Over the period of the next Mid-term Plan, advancing investment toaccelerate evolution in the IP axis strategy
FY2023.3 to FY2025.3

Investment to accelerate evolution in the IP
axis strategy* Not including capital investment to strengthen
partnerships●Investment to maximize IP value
・New IP creation
・IP projects (Gundam project, etc.)
・Open innovation●Investment for development of the
IP Metaverse
・Development of the IP Metaverse
・Data Universe concept

IP axis strategy (Integrated management of Group data)❒ Data Universe concept
Establishing data platform for the collection and analysis in a single location of
the Group’s digital and physical fan data

Leading to increased fan satisfaction, community formation, and metaverse establishment

Game

EC
Video
distribution

Fan data collection

Data UNIVERSE

Live
Shop

Fan ClubIP environment❒ Existence of abundant major IP
2022

2023

2024
New visual products in active production

Theatrical versions

Continued roll-outs of game titles

Animations

Game
Continued roll-outs of game titles

Animations

Game
Continued roll-outs of game titles

Game
Theatrical versions
Theatricalversions

Continued roll-outs of game titles

Theatricalversions
Animations

Online distribution

Theatricalversions

Onlinedistribution

Investment in IP creation (visual product investment)❒ Investment in visual products for IP creation (IP Production Unit)
Amount ofinvestmentin production ofvisual products

Numberof titles

TitlesNew
IP
FY2023.3

FY2024.3

FY2025.3

12 billion

16 billion

17 billion

10 titles

40

40
40

Existing
IP

30 titles

New IP

10 titles

Existing IP

30 titles

New IP

12 titles

Existing IP

28 titles

Gundam4

Other
series26

Gundam5

Other
series25

Gundam3

Otherseries25

Digital business title lineup (game development investment)❒ Worldwide title lineup
FY2023.3

Home video game

PC

・DRAGON BALL THE BREAKERS
・Gundam major titles: New titles
・Unknown9 (title originating
overseas)

FY2025.3

・Popular IP titles: New titles

・Popular IP titles: New titles

・Others: 6 titles

・Others: 7 titles

・Others: 2 titles

5 titlesNetwork content

FY2024.3

7 titles

8 titles・Mobile Suit Gundam:・Popular IP titles: New titles

・Popular IP titles: New titles

Iron-Blooded Orphans G

・Others: 1 titles

・Others: 2 titles

・Others: 3 titles
3 titles2 titles3 titlesMajor titles

Major titles

Major titles

8

9

11

Sustainability

The Bandai Namco Group Sustainability Policy
 The Bandai Namco Group Sustainability Policy
Under the IP Axis Strategy, we will work with fans to promote sustainability activities
corresponding to social issues that should be addressed by the GroupThe medium to long term targets for decarbonization

By 2050︓
TargetReduce the amount of energy-related carbon dioxide emissions at Group business sites(offices, own plants, directly operated amusement facilities, etc.) to net zero

By 2030︓
Mid-term target

A 35% reduction compared with FY2020.3 (a 50% reduction compared with FY2014.3) inenergy-related carbon dioxide emissions at Group business sites

Main initiatives

Further promotion of energy-saving measures and introduction of renewable energy, etc.

□ Material issues (important themes)●Harmonious coexistence●Provision of appropriate products ●Appropriate utilization andprotection of intellectual property
with the natural environmentand services●Establishment of work environmentsthat facilitate mutual respect●Harmonious coexistencewith communities

Group Sustainability Committee
The Group CSR Committee will be renamed the Group Sustainability Committee and upgraded to a committee that is
directly under the Board of Directors.

From April 2022

Board ofDirectors

Independent Directors andAudit & Supervisory Board
Members Committee

Board ofDirectors

Personnel Committee

Independent Directors andAudit & Supervisory Board
Members Committee
Personnel Committee

Group Sustainability
Committee

Representative
Director

Group CSR Committee

Representative
Director

Group Risk Compliance
Committee

Group Risk Compliance
Committee

Group Information Security
Committee

Group Information Security
Committee

Internal Control Committee

Internal Control Committee

New system

New system❏To strengthen governance, BANDAI NAMCO Holdings will transition to a new system
From April 2022

From June 2022 shareholders’ meeting

Company with audit and supervisory Board

Company with audit and supervisory committee

Delegation ofcertain authority

Board of Directors
Full-Time Officers
Committee
Audit & Supervisory Board
Audit & Supervisory Board
MemberBoard of Directors
Newly
established

Full-Time Officers
Committee
Audit and Supervisory Committee
Audit and supervisory committee
members are directors(majority of members are outside
directors (three or more))●Supervisory function will be strengthened(stronger authority of audit and supervisory committee members)-Have the right to vote at meetings of the Board of Directors-Have the right to state their opinions regarding the selection, dismissal, and compensation of directors-The authority to direct the internal auditing division, etc., can be given to the audit and supervisory committee

New system❒ Reorganization of the IP Production Unit
From April 2022

Entertainment UnitEntertainment Unit

Digital Business

Digital Business

Toys and Hobby Business

Toys and Hobby Business

IP Production Unit

IP Production Unit

Visual and Music Business

Integration

Creation Business

IP Production Business
Bandai Namco Filmworks
Bandai Namco Music Live

Amusement Unit

Amusement Unit

Amusement Business

Amusement Business

Affiliated business companies

Affiliated business companies

FY2025.3 numerical targets

FY2025.3 numerical targets

Consolidated net sales￥1,100 billion

Consolidated operating profit￥125 billion

ROE

12% or more

Purpose“Providing fun and inspiration to people around the world andworking to create smiles and happiness into the future”

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 and information. Actual
results could differ materially from those projected in such forward-looking statements.

©創通・サンライズ ©創通・サンライズ・MBS ©本郷あきよし・東映アニメーション ©バードスタジオ／集英社・東映アニメーション ©バード・スタジオ／集英社©「２０２２ ドラゴンボール超」製作委員会 ©バードスタジオ／集英社・東映アニメーション©尾⽥栄⼀郎／集英社・フジテレビ・東映アニメーション ©尾⽥栄⼀郎／2022「ワンピース」製作委員会 ©創通・サンライズ ©バードスタジオ／集英社・東映アニメーション ©Akiyoshi Hongo,Toei Animation ©創通・サンライズ ©創通・サンライズ©BANDAI ©本郷あきよし・フジテレビ・東映アニメーション ©本郷あきよし・東映アニメーション ©BANDAI NAMCO Entertainment Inc. ©⽯森プロ・東映 ©2022「⾵都探偵」製作委員会 ©⽯森プロ・東映 ©「仮⾯ライダーBLACK SUN」PROJECT©⽯森プロ・東映/2023「シン・仮⾯ライダー」製作委員会 ©円⾕プロ ©2021「シン・ウルトラマン」製作委員会 ©円⾕プロ ©円⾕プロ ©⾦城宗幸・ノ村優介・講談社／「ブルーロック」製作委員会 ©Healer Girl Project©川上泰樹・伏瀬・講談社／転スラ製作委員会 ©創通・サンライズ ©創通・サンライズ ©創通・サンライズ・MBS ©BNP/BIRDIE WING Golf Club ©BNP/T&B2 PARTNERS ©2020 プロジェクトラブライブ︕虹ヶ咲学園スクールアイドル同好会 ©BANDAI NAMCO Entertainment Inc.
©吾峠呼世晴／集英社・アニプレックス・ufotable ©2017 プロジェクトラブライブ︕サンシャイン!! ©2020 プロジェクトラブライブ︕虹ヶ咲学園スクールアイドル同好会 ©2021 プロジェクトラブライブ︕スーパースター!! ©2021 プロジェクトラブライブ︕スーパースター!!

Reference materials: FY2025.3 numerical targets
billion yen

FY2025.3 numerical targets
Digital BusinessEntertainment Unit
Toys and Hobby Business
IP Production
Unit

Visual and Music
Business

Amusement
Unit

Amusement
Business
Other

Elimination andCorporate
Consolidated

Segment sales
Segment profit
Segment sales
Segment profit
Segment sales
Segment profit
Segment sales
Segment profit
Segment sales
Segment profit
Segment sales
Segment profit
Net sales
Operating profit

480.0
58.0
450.0
59.0
100.0
17.0
100.0
6.0
40.0
1.0
-70.0
-16.0
1,100.0
125.0

Mid-term Plan of the Bandai Namco GroupFY2023.3 – FY2025.3

February 8, 2022