DeNA Co FY2025 Earnings Release

FY2025
Operating Results
May 12, 2026
DeNA Co., Ltd.

22
1. FY2025 Results
2. Capital Allocation
3. Overview & Future Approach of Each Business
4. Guidance
5. Changes in Directors

Revenue Operating Profit
(IFRS)
Operating Profit
(Non -GAAP)
3
FY2025 Highlights
• Full -year results for FY2025 are as follows
• With business progress and agile action towards balance sheet management, we are on track to achieve
commitments outlined in the mid term strategy period from FY2024 (Non -GAAP Operating Profit 15.0 billion
yen for FY2026) as well as the new ROE targets set during FY2025
• Updating, defining, and executing strategies regarding our business portfolio and business creation will be
our top priority from FY2026 onwards
• Details and progress will be continuously shared with the capital market
147.7 billion yen
(YoY -10%)
18.7 billion yen
(YoY -35%)
28.1 yen
(YoY -15%)
Profit Attributable to
Owners of the Parent*
19.0 billion yen
(YoY -21%)
(ROE 8.0%)
*Profit for the Period Attributable to Owners of the Parent

4 *For full reconciliation of IFRS to Non -GAAP metrics, and the calculation process, and Non -GAAP EBITDA, please see the reference materials at the end of the presentation.
Financial Results Summary*(billion yen)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QoQ YoY FY2024 FY2025 YoY
Revenue (IFRS) 34.0 36.3 46.5 47.3 41.7 41.4 31.3 33.2 6% -30% 164.0 147.7 -10%
Operating profit (IFRS) 1.9 3.6 15.5 8.0 13.8 11.1 -8.1 1.8 – -77% 29.0 18.7 -35%
Operating profit (Non-GAAP) 2.1 4.0 15.5 11.3 12.5 11.3 2.1 2.2 5% -80% 32.9 28.1 -15%
Finance income / costs (net) 2.7 -2.1 1.2 -1.2 0.4 0.1 0.6 -2.8 – – 0.5 -1.7 –
Share of profit (loss) of
associates accounted for
using the equity method
-0.2 0.0 0.4 2.0 1.7 2.6 1.9 2.5 32% 25% 2.3 8.8 282%
Profit before tax 4.5 1.4 17.1 8.8 15.9 13.9 -5.5 1.5 – -83% 31.8 25.8 -19%
Profit for the period
attributable to
owners of the parent
3.1 -0.1 12.8 8.4 11.2 11.8 -6.2 2.2 – -74% 24.2 19.0 -21%
EPS (Yen) 27.40 -0.47 114.54 75.75 100.54 106.06 -55.66 20.16 – -73% 217.24 171.36 -21%
FY2024 FY2025

5
Game Business
Sports Business
Healthcare & Medical Business
New Businesses and Others
Up to Q3 FY2025
Live Streaming Business
Game Business
Healthcare & Medical Business
New Businesses and Others
Live Streaming Business
Sports & Smart City Business
Smart City Related Businesses
Others
Others
From FY2025 Full Year Earnings Report
Financial Results Summary: Segment Updates

6 *Segment were reorganized from FY2025, and previous results have been restated to match.
Financial Results Summary: Revenue by Segment*(billion yen)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QoQ YoY FY2024 FY2025 YoY
Revenue 34.0 36.3 46.5 47.3 41.7 41.4 31.3 33.2 6% -30% 164.0 147.7 -10%
Game 11.2 11.3 28.0 27.5 18.1 15.4 14.7 16.1 9% -42% 78.1 64.4 -18%
Live Streaming 10.2 10.4 10.3 9.6 10.0 10.3 10.1 9.5 -6% -2% 40.6 39.8 -2%
Sports & Smart City Business 10.0 11.5 4.9 4.9 11.4 13.2 3.7 4.5 22% -8% 31.3 32.8 5%
Healthcare & Medical 1.8 2.2 2.4 4.3 1.7 2.0 2.3 2.7 13% -38% 10.8 8.7 -19%
New Businesses and Others 0.8 0.9 0.9 1.0 0.7 0.6 0.6 0.6 6% -38% 3.6 2.5 -30%
Adjustments -0.1 -0.1 -0.1 -0.1 -0.1 -0.1 -0.1 -0.1 – – -0.4 -0.4 –
(Reference)
Forme r Sports 10.0 11.5 4.9 4.9 11.4 13.2 3.7 4.3 18% -11% 31.3 32.5 4%
Forme r Ne w Busine ss and Othe rs 0.8 0.9 0.9 1.1 0.7 0.6 0.7 0.8 27% -22% 3.6 2.7 -24%
FY2024 FY2025

*Other Income and Other Expenses include non -operating income / expenses and extraordinary income / expenses, excluding finance i ncome / costs under Japanese GAAP (e.g. Sales / retirement of tangible / intangible assets). **Segment were reorganized from FY2025, and previous results have been restated to match.
7
Financial Results Summary: Profit/Loss by Segment*(billion yen)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QoQ YoY FY2024 FY2025 YoY
Operating profit (IFRS) 1.9 3.6 15.5 8.0 13.8 11.1 -8.1 1.8 – -77% 29.0 18.7 -35%
Segment profit/loss 2.0 4.0 15.4 11.0 12.5 11.3 2.0 1.8 -9% -84% 32.4 27.7 -15%
Game 0.9 1.5 18.6 17.6 10.1 7.0 6.3 6.4 1% -64% 38.6 29.7 -23%
Live Streaming -0.6 -0.2 0.4 0.2 1.0 1.3 1.0 0.7 -34% 291% -0.2 4.0 –
Sports & Smart City Business 3.1 3.9 -2.7 -2.5 3.7 4.7 -3.7 -2.9 – – 1.8 1.8 -3%
Healthcare & Medical -1.4 -1.3 -0.9 -0.1 -1.4 -1.0 -0.2 0.2 – – -3.6 -2.3 –
New Businesses and Others -0.1 -0.0 -0.0 -0.0 -0.3 -0.4 -0.3 -0.5 – – -0.1 -1.5 –
Adjustments -0.0 0.1 -0.1 -4.1 -0.5 -0.3 -1.0 -2.0 – – -4.0 -3.9 –
Other income** 0.2 0.1 0.6 1.3 1.5 0.2 0.1 0.1 -12% -93% 2.2 1.9 -13%
Other expenses** -0.2 -0.6 -0.5 -4.3 -0.2 -0.4 -10.2 -0.1 – – -5.7 -10.9 –
(Reference)
Forme r Sports 3.3 4.1 -2.4 -2.2 4.0 5.0 -3.4 -2.5 – – 2.8 3.1 11%
Forme r Ne w Busine ss and Othe rs -0.3 -0.2 -0.3 -0.3 -0.6 -0.7 -0.7 -0.9 – – -1.1 -2.9 –
FY2024 FY2025

8
Financial Results Summary: Cost and Expense Breakdown(billion yen)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QoQ YoY FY2024 FY2025 YoY
Cost of Sales 17.8 18.6 17.2 17.8 16.9 17.7 16.5 17.2 4% -3% 71.4 68.3 -4%
Personnel Expenses 2.1 2.1 2.0 1.8 1.8 1.8 1.9 1.7 -7% -5% 8.0 7.2 -11%
Depreciation and amortization 0.9 0.9 0.9 1.1 1.2 1.1 1.2 1.3 4% 18% 3.8 4.8 27%
Outsourcing expenses 4.3 4.3 4.2 4.2 3.9 4.3 4.2 3.8 -10% -8% 17.0 16.2 -5%
Commission fees 6.7 7.1 6.6 6.5 5.7 6.4 5.8 6.2 7% -4% 26.9 24.1 -10%
Others 3.8 4.1 3.4 4.2 4.3 4.1 3.4 4.2 24% -0% 15.5 16.0 3%
Selling, general, and
administrative expenses 14.2 13.6 13.9 18.5 12.3 12.4 12.8 14.2 11% -23% 60.2 51.7 -14%
Personnel Expenses 4.5 4.3 4.6 8.3 4.3 4.0 4.3 4.5 7% -45% 21.8 17.0 -22%
Sales promotion &
Advertising expenses 4.1 3.7 3.2 2.9 2.4 2.7 3.2 3.1 -4% 4% 14.0 11.4 -18%
Outsourcing expenses &
Commission fees 3.9 4.0 4.2 4.7 3.7 3.8 3.2 3.9 20% -17% 16.7 14.6 -13%
Others 1.7 1.7 1.8 2.6 1.9 1.8 2.1 2.7 28% 7% 7.7 8.6 11%
Consolidated employee headcount 2,767 2,646 2,636 2,572 2,583 2,547 2,495 2,475 -1% -4% 2,572 2,475 -4%
FY2024 FY2025

99
1. FY2025 Results
2. Capital Allocation
3. Overview & Future Approach of Each Business
4. Guidance
5. Changes in Directors

10
Initiatives to Improve Capital Efficiency
• In the mid term strategy starting from FY2024 sets 3 Year Key Focus, including the increase of ROE
• Thoroughly reviewed the capital structure based on the progress of the mid term strategy, performance trends, and the
voices and requests from the capital markets
• Prioritized the actions to reinforce B/S management to achieve substantial and structural improvements in capital efficiency
Reduction of Policy Shareholdings
⚫ Executed the sale of investment securities in March 2026 to improve
asset efficiency through a review of policy shareholdings
⚫ Significantly reduced to 1 stock/24.5 billion yen as of the end of FY2025*
(from 1 stock/88.9 billion yen as of the end of FY2024)
Enhancing Shareholder Returns: Revision of Basic Dividend Policy
⚫ Change the basic policy to target a DOE of approx. 3%
⚫ Regular cash dividend of 66 yen per share is planned for FY2025
(Previous FY: regular cash dividend of 33 yen and special cash dividend of
32 yen per share)
Enhancing Shareholder Returns: Repurchase & Cancellation of Own Shares
⚫ Repurchase of own shares up to 50.0 billion yen is underway,
with 10.7 billion yen executed in FY2025
⚫ All shares repurchased through this program will be cancelled
*No. of issues and the carrying amount on the consolidated statement of financial position for listed shares, among investmen t securities held for purposes other than pure investment.
⚫ Aim for phased increase of the ROE target
⚫ Reinforce B/S management and agilely establishment of a
structure capable of consistently achieving ROE of 8% or more,
targeting the current mid term strategy period (FY2024 -FY2026)
ROE Target (Disclosed November 10, 2025) Actions to Improve Capital Efficiency

11
• Capital allocation follows the priorities below to deliver the targets described on the previous page
Basic Approach to Capital Allocation*
1. Growth investments and strategic investments including M&A, to achieve sustainable mid to
long term growth
• Highest priority in investments to achieve mid to long term growth
• Proactively pursue M&A opportunities; top -tier focus areas include sports & smart cities, live
entertainment, and IP & anime -related businesses, both domestic and international
2. Enhance shareholder returns to optimize capital levels and improve capital efficiency
• Starting from FY2025, adopting a basic dividend policy of targeting a DOE based approx. 3%
• Share buybacks will be responded with flexibility as one approach to addressing changes in the stock
price and business environment, managing capital policies, and returning profits to shareholders
3. Flexible utilization of borrowings for future growth investments depending on their
characteristics
• To reduce surplus cash and deposits and create future borrowing capacity, full repayment of
non -consolidated borrowings (33.1 billion yen) was completed by the end of FY2025
• Establishment of new commitment lines to enable more flexible utilization
*Please also refer to Action to Implement Management that is Conscious of Cost of Capital and Stock Price (Update) released on February 27, 2026.

1212
1. FY2025 Results
2. Capital Allocation
3. Overview & Future Approach of Each Business
4. Guidance
5. Changes in Directors

13
• FY2025 results exceeded the upper limit of our initial guidance, despite the reaction from a major hit in FY2024,
particularly during the first half
• Q4 virtual currency consumption for Pokémon Trading Card Game Pocket decreased compared to Q3, which
had a various initiatives; however, performance remained solid supported by seasonality in other titles
Game Business*
Virtual Currency Consumption
(billion)
Game Business Segment Profit/Loss
(billion yen)
*Virtual currency consumption refers to the total amount of money spent by users in the form of in -game currency consumption and monthly payments, etc., and the period of aggregation and recognition matches with segment revenue and profit/loss. For Pokémon Trading Card Game Pocket, DeNA is engaged in joint development and live operations with other companies, and recognizes as revenue our portion of compensation, which is the total amount spent by users less the portion for other companies and settlement fees. A lso, as described in the press release of December 9, 2024 titled “DeNA and 5X Conclude Capital & Business Partnership Agreement,” we migrated the service for all titles handled by the DeNA China office t o Tadpole Entertainment Company Limited, etc., and from December 2024 onward the performance of said titles is not included in virtual currency consumption or in segment revenue and profit/loss figures.
FY2024 FY2025 FY2024 FY2025

14
Game Business: Pokémon Trading Card Game Pocket
Release October 30, 2024
Regions 150 countries and regions
Supported
Languages
9 languages including Japanese
and English
Partners
Sales: The Pokémon Company
Development: Creatures Inc.
DeNA Co., Ltd.
© 2024 Pokémon. © 1995 -2024 Nintendo / Creatures Inc. / GAME FREAK inc. © 2024 DeNA Co., Ltd.Pokémon is a registered trademark of Nintendo, Creatures, and GAME FREAK.Screenshots are from a title under development.
Q4 FY2025 Results
• Average MAU for Q4 was approx. 24 million, with about 60% of the
virtual currency consumption coming from international
• New user acquisition remains steady; initiatives, including the
updates described below, are being promoted to improve the
retention rates of existing users, improving the steadiness of MAU
• In-game events, new booster packs, and other updates are
continuously released, providing enjoyment to a wide global audience
• Subscriptions continue to see steady demand
Current Understanding and Future Actions
• Celebrating the one -year anniversary of its launch at the end of October
2025, an update has been implemented under the theme of make card
collecting more accessible and enjoyable for even more players
• Also ran multi -layered initiatives, including in -game events and
promotions
• Through these initiatives, we aim to enhance user retention rate and
login frequency, thereby maintaining and growing MAU and growing
activities

*Source of market size: Famitsu Mobile Game White Paper 2026 (KADOKAWA ASCII Research Laboratories, Inc.) 15
Game Business
• Strengthen business structure by leveraging strength such as live operations, AI utilization, and partnerships,
and capture global growth opportunities
Mid to Long Term Strategy Mobile Game Market Environment*
Conventional Development
⚫ Leveraging a track record of collaboration with various partners
to expand primarily IP titles in Japan and global markets
⚫ New development to be more selective than ever, with a focus
on creating hit titles
Establishment of Soft Launch Strategy
⚫ Development method that puts out to market at an early stage,
analyze the user reaction during live operations, and decide
whether to pursue further development & polishing
⚫ Active utilization of AI, particularly in processes such as
verification and QA
⚫ Initiatives are underway in English -speaking regions, primarily
targeting global markets
Leverage Experience and Assets from Both Approaches
⚫ Strategic expansion by combining our experience in IP title
development & live operations with achievements in soft launches
• Japanese Market:
-Market size of 1.6 trillion yen; trending toward maturity
-Hit trends differ from the global market (features in the pursuit of
creativity and the evolution of the gaming experience itself)
• Global Market:
-Market size of 12.0 trillion yen; trending steadily
-Development methods based on data analysis and improvements
are well advanced
+
+
+

16
Game Business: Soft Launch Strategy
• Over the past 2+ years, alongside live operations of existing titles, rolled out numerous projects & prototypes,
followed by extensive validations through low -cost, rapid cycles
• Significant progress toward building a stable pipeline of new titles over the medium term, with multiple titles
now entering the post main development stage
Medium Term Pipeline Formation Soft Launch Development
Development
costs Launch Milestone Milestone Milestone
↑
Total development costs
lower than conventional
development
↓
Time
Put to
market at
a small
scale at
an early
stage
Through FY2025
⚫ Validated various titles at low cost & rapid cycles over the
past 2+ years
⚫ Executed initial KPI verifications, such as user acquisition
and ad optimization, in North America and other English –
speaking regions
FY2026
⚫ Multiple titles entering the main development stage after
clearing proprietary milestones
⚫ Expect to launch 1 -2 titles in the full -scale operation phase
Medium Term Outlook
⚫ Establish a structure to consistently launch multiple titles
per year by continuously preparing new projects and
prototypes
Feedback &
improvement
↓ Feedback &
improvement
↓
Feedback &
improvement
↓

• Continued focus on improving profitability since H2 FY2024
• Profit structure has significantly improved; while continuing necessary growth investments such as individual
product enhancements, focus will also be placed on maintaining and increasing revenue
Live Streaming Business Revenue *
(billion yen)
Live Streaming Business Profit/Loss *
(billion yen)
17
Live Streaming Business

IRIAM –Interactive VTuber Streaming App –
• DAU (quarterly average) performed favorably, driven by a
solid long term user retention rate as well as brand
awareness measures and growth of the Vtuber market
• Monthly unique paying users (quarterly average) are
stable, and continue aiming to increase revenue and
achieve early profitability
• Downloads totaled 6.21 million as of March 2026**
18
Pococha –Live Communication App –
• Driving measures to maintain and improve excitement of
the community, such as promoting initiatives to retain
and enhance the usage of both new and core users
• Moderate decrease in monthly unique paying users
(quarterly average), while the number and activity of core
users maintained
• Continued thorough cost control
• Downloads in Japan totaled 7.54 million as of March 2026
Live Streaming Business*
* The revenue and profit/loss figures for each segment in the breakdown shown above are from management accounting for refere nce purposes. Definition for aggregation partially updated for costs in Q1 FY2024. Some costs previously included in “Others” are included inthe “Pococha” segment from Q1 FY2024.Figures on this slide for “Pococha” and “IRIAM” are for Japan only. Global initiatives for both services, etc. are not included.**Total downloads of Japan and international
（ billion yen ） （ billion yen ）

• Solid performance for FY2025, particularly for professional baseball
• Expect to generate around 3.0 billion yen annual segment profit, supported by smart city initiatives moving beyond prior
investment phase
• Aim to create synergies across the Group by leveraging business experience and assets in live entertainment, while
enhancing convenience and building a customer base through DeNA Accounts, DeNA Pay, and other services
19
Sports & Smart City Business
*Supplemental information regarding the number of home games (including Climax Series) held per quarter for the highly season al baseball business:
Performance by Former Segment
(billion yen)
FY2019 FY2023 FY2022 FY2021 FY2020 FY2024 FY2025
Performance by New Segment
(billion yen)
FY2024 FY2025Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 3Q 4Q 33 37 1 3 32 35 2 3 31 36 1 3
FY2023 FY2024 FY2025

• Updates to the spectator experience and other initiatives led to the 2025 season’s home game attendance*
reaching 2.36 million, setting a new team record following the 2024 season
• Various revenues, such as ticket sales, merchandise/food & beverage, sponsorships etc. comprehensively
contributed to the year -on -year revenue increase
20
COVID -19
attendance
restrictions
Yokohama DeNA BayStars Revenue**
Sponsorships
Merchandise /
Food & beverage
Ticket sales
Other From this point joint operation with stadium following
Yokohama Stadium TOB
Sports & Smart City Business
*The data is for official home games for the Yokohama DeNA BayStars for each year (including home games held outside Yokohama Stadium). This does not include the attendance for the Climax Series or the Japan Series.**Figures for 2012 –2015 are standalone, and from 2016 onward are consolidated revenue. Results for each year are for the 12 -mon th period from January to December.

21
Sports & Smart City Business: THE LIVE Supported by Daiwa Jisho
• One of Japan‘s largest permanent live viewing arenas.
The first floor features a variety of restaurants surrounding a
large screen (approx. 18m wide x 8m high), while the second
floor housed the BAYSTORE Flagship YOKOHAMA and the third
floor offers a restaurant with a terrace
• Expect revenue from these stores along with advertising income
• Strong start, with visitor numbers exceeding initial projections
by approx. 30%
• Focus on increasing revenue through continuous operational
improvements
• Not only screening team home games but also visitor games,
basketball, soccer, and music live events, generating year -round
excitement, including non -game days
Address
THE LIVE, 1 -1-1 Minatocho , Yokohama, Kanagawa 1 min walk from JR Negishi Line “ Kannai ” 1 min walk from Yokohama Subway Blue Line “ Kannai 7 min walk from Minatomirai Line “Nihon -odori”
Opening
Hours
Weekdays 11 AM -11 PM
Weekends and holidays 11 AM -11 PM
Area Approx. 2,800 m²
Owner YOKOHAMA DeNA BAYSTARS BASEBALL CLUB, INC. ⓒYDB ⓒYDB
ⓒYDB

• The facility offers a game -like exploration experience where
visitors can acquire information about the creatures they
encounter, sparking curiosity and learning, while also
completing missions by finding specific creatures
• Revenue is expected to be from tickets, food & beverage,
merchandise, and advertising
• Wonderia App, which leverages DeNA’s expertise in games and
AI, has achieved a usage rate of nearly 100% among visitors
• Length of stay has exceeded initial expectations, and high level
of visitor satisfaction have been confirmed
• Future operations will prioritize KPIs such as visitor numbers
and repeat visit rates, aiming to enhance the experiential value
and ensure the facility remains enjoyable for wide audience
22
Sports & Smart City Business: Wonderia Yokohama Supported by Umios
Address 1-1-1 Minatocho , Yokohama, Kanagawa
BASEGATE YOKOHAMA KANNAI Tower, 3 -4 Floors
Opening
Hours
Mon –Thu: 10 AM -7 PM
Fri –Sun, Holidays, and Special Periods: 10 AM -9 PM
Ticket
Prices
Adults (18+): From 2,900 yen*Please refer to official website for ticket pricing details*Prices are subject to change depending on the date and time
Area Approx. 4,200 m²
Planning &
Operations DeNA Co., Ltd.

• Continued thorough review and promotion of initiatives towards future growth, with prioritization & focus
structural optimization particularly in the Medical area
• Healthcare & Medical Business: Targeting profitability in FY2026
23
Healthcare & Medical Business Revenue
(billion)
Healthcare & Medical Business Profit/Loss
(billion yen)
FY2024 FY2025 FY2024 FY2025
Healthcare & Medical Business*
*The figures shown on this slide are on a management accounting basis, not including asset -related amortization costs, etc., whi ch have begun to be recognized upon completion of PPA, and do not match the segment results. Segments were reorganized from FY2025. Some businesses that were previously includ ed in the Medical Area have been reorganized into Healthcare Area, etc. This reorganization has been applied from Q1 FY2024 and updated in the above chart.

24
• Accelerated prioritization & focus from FY2025, amid business model evolution and changes in the business
• Focusing spot contracts specifically on those that contribute to strengthening the three core areas; while
revenue decreased YoY, significant progress has been made in fixed cost reductions
Revenue Composition by Area
(Reference values based on managerial accounting)
Medical Area Cost Trends
(billion yen)
FY2024 FY2025
-1.3
-0.3
-0.7
**Facilities using Join in Japan:
* Join Mobile Clinic
FY2024 FY2025
Others
⚫ Prioritization & focus of business
portfolio
Join Mobile Clinic
⚫ Impact of initial revenue from major
project in FY2024
⚫ Pipeline for contributions in FY2026
is progressing steadily
Global Expansion
⚫ Demand remains solid
Join in Japan
⚫ High share in advanced treatment
hospitals etc. continues
⚫ Driving business model changes,
including digital transformation for
medical settings
Healthcare & Medical Business: Medical Area
Optimization of non -core businesses Review of global structures OthersFY24Q1 FY24Q2 FY24Q3 FY24Q4 FY25Q1 FY25Q2 FY25Q3 FY25Q4
514 523 528 597 601 607 604 590

Data Health Business
• Aims for stable growth by leveraging customer base
built during the Data Health plan formulation year,
while also promoting cost efficiency
• Orders from municipal national heath insurance for
FY2025 business already exceeds the orders from the
previous year as shown in the chart below
25
Data Use Business
• Aimed for a further step in growth, enhancing its sales
and other operational structure and solutions to meet
diversifying and deepening customer needs
• Achieved significant results with transaction amount per
customer among the major clients (top 20 companies)
increasing by 25% YoY
Data Use Revenue Trend (billion yen)
FY2023
(Results)
FY2024
(Mar. End Results)
FY2025
(Mar. End Results)
472 359 365
–Mar. 2025 –Mar. 2026
No. of
Clients
Overall 69 94
Pharmaceutical
Companies, etc. 32 43
Transaction Amount Per Customer (Pharmaceutical Companies, etc.) 7% decrease YoY
KPI: No. of trading companies of 12 month/Average revenue per customer
Data Health Revenue Trend (billion yen)
KPI: No. of Orders from Municipal National Health Insurance*
Data Health plan formulation year
*
*
*Fiscal year here is the customers’ fiscal year. FY2025 business refers to the fiscal yearending in March 2026. Special demands of Data Health formulation year impacted revenue inFY 2023 and partly in H1 FY2024.
Data Health planformulation year
Healthcare & Medical Business: Healthcare Area

3. AI New Business Creation & Growth
• AI Native Products To Consumers: 4 open beta tests, underway for approx. 30 projects
(Multiple closed beta tests etc. are also underway)
• Solutions To Business: Launched DeNA AI Link to provide AI -related consulting and solutions, and
develop enterprise products
✓Supported AI -driven development for Chibagin Computer Service; achieved up to an 82% reduction in man -hours by combining Devin with the proprietary generative AI system C -chatSupport
✓DAIICHI SANKYO HEALTHCARE introduced Leaders AI, a service that delivers the expertise of internal leaders across the entireorganization through a dedicated, proprietary AI system
3. Accelerating Growth by Fully Leveraging Startups and External Partners
• Multiple small -scale investments have been made in this FY
• Launched program for startups, DeNA ver.2.0 “AI” For & With Startups
• The newly established and invested -in Delight Ventures Builder III Investment Limited Partnership
promotes a venture builder business specialized in the AI domain
• Conducted 2 applications for DelightX , an accelerator program featuring a residency in the U.S. Bay Area
1. All -Company Productivity Enhancement
2. Enhancement of Competitiveness in Existing Business
• All -Company Productivity Enhancement, Ai -driven work environment ✓Deployed Devin to all employees, moving into one of Japan’s largest company -wide implementation phases ✓Establish a new AI Generalist track for the FY2027 graduate recruitment cycle✓Launched an AI tool allowance of up to $100 per month for prospective FY2026 employees (upon request)✓Launched the framework to assess AI skills (DARS: DeNA AI Readiness Score)
• Productivity Enhancement in Specific Operations✓Emergence of projects with 95% AI -led development (Devin 80%, Claude Code 15%, and human 5%), Engineers directing AI are 20 times more productive✓90% improvement in efficiency for legal checks✓Developed an annotation tool in preparation for Wonderia Yokohama, reducing the time required for tasks from 1,400 hrs to 75 hrs
26
Mid to Long Term Growth Centered on AI

2727
1. FY2025 Results
2. Capital Allocation
3. Overview & Future Approach of Each Business
4. Guidance
5. Changes in Directors

FY2026 Guidance
28
• FY 2026 Consolidated Financial Results Forecast:
Revenue of 154.0 billion yen, Operating Profit (IFRS and Non -GAAP) 15.0 billion yen
• For the Game Business, the significant initial performance of Pokémon Trading Card Game Pocket in the
previous FY, primarily in the first half, has been taken into account
• Investments necessary for future growth is expected to increase YoY, reflecting a period of strategic evolution
• Other income (expenses) do not include any one -off items
• Profit for the period attributable to owners of the parent has not been disclosed, as it is difficult to provide a
reasonable estimate, given the need for a careful assessment of the impacts from GO Inc., an associate
accounted for using the equity method that is currently applying for listing
• Updating, defining, and executing strategies regarding our business portfolio and business creation will be
our top priority for FY2026
• Comprehensively updating strategies and plans; will promptly disclose any matters that require public
announcement in a timely manner, based on the progress of its strategic review and business developments

2929
1. FY2025 Results
2. Capital Allocation
3. Overview & Future Approach of Each Business
4. Guidance
5. Changes in Directors

• Steady progress in key focus areas under the current mid term strategy ending in FY2026
• Changing to the best leadership structure to significantly accelerate management speed and evolve
organizational and business models to align with the future market conditions, to ensure sustainable growth
over the mid to long term amid rapid and significant changes in the business environment
• Also, revising the executive compensation system to enhance awareness of shareholder -oriented management
(Introducing subsequent delivery -type compensation plan with performance conditions for Inside Directors,
and restricted stock compensation plan for Outside Directors)
Management Structure (Planned) *
30 *Planned structure following the General Meeting of Shareholders in June 2026.Please also refer to Notice Regarding Candidates for Director and Corporate Auditor and Notice Regarding Introduction of Subsequent Delivery -Type Compensation Plan with Performance Conditions and Restricted Stock Compensation Plan released on May 12, 2026.
Name Current Role New Role
(Planned, as of June 27, 2026)
Tomoko Namba (reappointment) Representative Director & Executive
Chairman
Representative Director, President &
Chief Executive Officer (CEO)
Shingo Okamura (reappointment) Representative Director, President &
Chief Executive Officer (CEO)
Representative Director & Executive
Chairman
Keigo Watanabe (reappointment) Director and Executive Officer Director and Executive Officer
Masaya Kubota (reappointment,
outside, independent) Outside Director Outside Director
Tetsuo Kitani (reappointment,
outside, independent) Outside Director Outside Director
Tatsuo Kawasaki (new appointment,
outside, independent) ー Outside Director

Toward a Growth Company
31
Strengthen Business Structure
• Structurally strengthen mainstay businesses
M&A
• Actively pursue M&A as a strategic option for business expansion; search opportunities through a robust pipeline,
execute projects, and establish structure for PMI
New Businesses
• Accelerate new business trials
• Increase trials that are in connection with the Japan & US startups
Diversifying Target Income
• Define business success not only as earnings from DeNA’s business, but also define equity -based gains,
including the gains generated from collaborations with partners and exits to the best owners after scaling, as
essential outcomes
Organizational Evolution
• Place the highest value on people taking on challenges, and evolve the organization into a structure centered on
the philosophy “people should leverage the organization, not the other way around ”
• Drive agility and velocity
Further details to be provided at the Q1 FY2026 Operating Results Briefing

32
Reference Materials
● IFRS to Non -GAAP Reconciliation
● Segment Breakdown
● Consolidated Cash Flows
● Consolidated Financial Position

33
IFRS to Non -GAAP Reconciliation(billion yen)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Reconciliation of Operating profit (IFRS) to Non-GAAP operating profit
Operating profit (IFRS) 1.9 3.6 15.5 8.0 13.8 11.1 -8.1 1.8
Accounting adjustments relating to the timing of accounting recognition -0.1 -0.1 -0.1 +0.2 -0.2 -0.2 +0.2 +0.2
One-time expenses and gains relating to acquisitions,
business and organizational changes, etc. +0.2 +0.5 +0.1 +3.1 -1.1 +0.4 +10.0 +0.2
Non-GAAP operating profit 2.1 4.0 15.5 11.3 12.5 11.3 2.1 2.2
(billion yen)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Reconciliation of Operating profit (IFRS) to Non-GAAP EBITDA
Operating profit (IFRS) 1.9 3.6 15.5 8.0 13.8 11.1 -8.1 1.8
Accounting adjustments relating to the timing of accounting recognition -0.1 -0.1 -0.1 +0.2 -0.2 -0.2 +0.2 +0.2
One-time expenses and gains relating to acquisitions,
business and organizational changes, etc. +0.2 +0.5 +0.1 +3.1 -1.1 +0.4 +10.0 +0.2
Depreciation and amortization +1.2 +1.2 +1.3 +1.5 +1.7 +1.7 +1.8 +1.9
Retirement / impairment of fixed assets (excl. one-time factors) +0.0 +0.0 +0.1 +0.0 +0.0 +0.2 +0.0 +0.0
Non-GAAP EBITDA 3.3 5.2 16.9 12.8 14.3 13.2 3.9 4.1
FY2025
FY2025
FY2024
FY2024

* The financial results of the following company became excluded from segment results in the consolidated income statement as of the timing stated
in the parenthesis
-New Businesses & Others: Mobaoku Co.,Ltd . (Q1 FY2025)
34
Segment Breakdown
Segment Business
Game Business Japan and international mobile game business
Live Streaming Business Japan and International Pococha, IRIAM, etc.
Sports & Smart City Business Baseball, basketball, soccer, leasing and operation of facilities at BASEGATE YOKOHAMA
KANNAI, etc.
Healthcare & Medical Business Health big data related services, Japan and international digital transformation related
services
New Businesses & Others New Businesses, etc.

35
Consolidated Cash Flows(billion yen) FY2024 FY2025
Operating cash flow (A) 39.0 33.4
Profit before tax 31.8 25.8
Depreciation and amortization 5.2 7.0
Impairment loss 4.4 9.9
Share of loss (profit) of associates accounted for using the equity method -2.3 -8.8
Decrease (increase) in trade and other current receivables -14.5 12.5
Increase (decrease) in trade and other current payables 2.4 -1.1
Interest and dividends received 1.6 9.8
Income tax paid and refund 2.8 -16.1
Others 7.6 -5.5
Investing cash flow (B) -12.3 34.8
Financing cash flow -5.4 -58.1
Proceeds from borrowings, net -1.5 -33.6
Cash dividends paid -2.2 -7.2
Purchase of treasury stock -0.0 -10.7
Others -1.8 -6.5
FCF ((A)+(B)) 26.7 68.3
Cash and cash equivalents (Consolidated) 92.8 103.0
(Non-consolidated basis) 86.0 96.2

36
Consolidated Financial Position(billion yen) As of
Mar. 31, 2025
As of
Mar. 31, 2026
Current assets 142.7 144.7
Cash and cash equivalents 92.8 103.0
Non-current assets 251.5 188.6
Property and equipment, Investment property, and Right-of-use assets 32.4 41.1
Goodwill 30.4 20.7
Intangible assets 19.9 20.5
Investments accounted for using the equity method 59.5 58.8
Other non-current financial assets 108.5 46.8
T otal assets 394.2 333.2
Current liabilities 88.8 64.4
Borrowings 31.0 2.4
Non-current liabilities 52.5 28.1
Borrowings 5.1 0.1
Equity 252.9 240.8
Total equity attributable to owners of the parent 241.7 232.6
T otal liabilities and equity 394.2 333.2

We delight people beyond their wildest dreams
The information and data contained within this presentation and these presentation materials have been
determined based on information available as of May 12 ,2026 .The company disclaims any obligation to update or
revise such information and data, whether as aresult of new information, future events or otherwise .
In addition, any forward -looking statements contained in this presentation or these presentation materials are based
on our opinions and information available as of May 12 ,2026 ,and involve uncertainty .Please be aware that the
actual performance data and similar information are subject to influence from diverse factors and may differ from the
forecasts presented herein .