DeNA Co FY2026 Q1 Earnings Release

Q1 FY 202 6
Operating Results
August 5, 202 6
DeNA Co., Ltd.

2
Executive Summary
• Swiftly executing management evolution and driving full -scale momentum under new
leadership from late June 2026
• In Q1 FY2026, results from the revenue to operating profit (Non -GAAP and IFRS) progressed
in line with the initial guidance announced at the beginning of the fiscal year
• Recorded 39.5 billion yen in equity in earnings of affiliates as equity investment returns
(income & gains) following the listing of GO Inc. on June 16
• Guidance on profit for the period attributable to owners of the parent has not been disclosed,
as it is difficult to provide a reasonable estimate, while prioritizing the update of strategies
regarding the business portfolio and business creation

33
01
Q1 FY2026 Results

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 QoQ YoY
Revenue (IFRS) 41.7 41.4 31.3 33.2 37.2 12% -11%
Operating profit (IFRS) 13.8 11.1 -8.1 1.8 7.4 312% -46%
Operating profit (Non-GAAP) 12.5 11.3 2.1 2.2 7.2 223% -42%
Finance income / costs (net) 0.4 0.1 0.6 -2.8 1.8 – 391%
1.7 2.6 1.9 2.5 40.6 1,499% 2,273%
Profit before tax 15.9 13.9 -5.5 1.5 49.8 3,144% 213%
11.2 11.8 -6.2 2.2 33.4 1,402% 198%
100.54 106.06 -55.66 20.16 333.13 1,553% 231%
Share of profit (loss) of associates accounted
for using the equity method
Profit for the period attributable to
owners of the parent
EPS (Yen)
FY2025 FY2026

5 *Segments were updated from FY 2025
Financial Results Summary: Revenue by Segment*(billion yen)
Q1 Q2 Q3 Q4 Q1 QoQ YoY
Revenue 41.7 41.4 31.3 33.2 37.2 12% -11%
Game 18.1 15.4 14.7 16.1 12.1 -25% -33%
Live Streaming 10.0 10.3 10.1 9.5 9.7 3% -2%
Sports & Smart City Business 11.4 13.2 3.7 4.5 13.2 194% 16%
Healthcare & Medical 1.7 2.0 2.3 2.7 1.6 -39% -4%
New Businesses and Others 0.7 0.6 0.6 0.6 0.6 -4% -8%
Adjustments -0.1 -0.1 -0.1 -0.1 -0.1 – –
(Reference) Former Sports 11.4 13.2 3.7 4.3 – – –
(Reference) Former New Business and Others 0.7 0.6 0.7 0.8 – – –
FY2025 FY2026

* Segments were updated from FY2025**Other Income and Other Expenses include non -operating income / expenses and extraordinary income / expenses, excluding finance income / costs under Japanese GAAP (e.g. Sales / retirement of tangible / intangible assets).
6
Financial Results Summary: Profit/Loss by Segment*(billion yen)
Q1 Q2 Q3 Q4 Q1 QoQ YoY
Operating profit (IFRS) 13.8 11.1 -8.1 1.8 7.4 312% -46%
Segment profit/loss 12.5 11.3 2.0 1.8 7.4 309% -41%
Game 10.1 7.0 6.3 6.4 3.8 -40% -62%
Live Streaming 1.0 1.3 1.0 0.7 1.0 46% -1%
Sports & Smart City Business 3.7 4.7 -3.7 -2.9 4.6 – 24%
Healthcare & Medical -1.4 -1.0 -0.2 0.2 -0.7 – –
New Businesses and Others -0.3 -0.4 -0.3 -0.5 -0.6 – –
Adjustments -0.5 -0.3 -1.0 -2.0 -0.6 – –
Other income** 1.5 0.2 0.1 0.1 0.1 11% -93%
Other expenses** -0.2 -0.4 -10.2 -0.1 -0.1 – –
(Reference) Former Sports 4.0 5.0 -3.4 -2.5 – – –
(Reference) Former New Business and Others -0.6 -0.7 -0.7 -0.9 – – –
FY2025 FY2026

7
Virtual Currency Consumption
(billion)
Segment Revenue and 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.
• Pokémon Trading Card Game Pocket trends were the primary driver of both YoY and QoQ, with QoQ also impacted by the
seasonality of other titles
• In Q1, Pokémon Trading Card Game Pocket revenue decreased QoQ within expected range, an average MAU of approx.
23 million, with overseas virtual currency consumption of nearly 70%. Executing multi -layered initiatives, including events
and promotions, to increase login frequency, retention rates, and growing activities
• Going forward, pipelines from the soft -launch strategy will be the main focus , with plans to launch 1 –2 titles entering the
full -scale operation phase this fiscal year
FY2024 FY2025 FY2024 FY2025 FY2026 FY2026
Game Business *

• 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
• Monthly unique paying users (quarterly average) remained
roughly flat QoQ, while the number and activity of core
users maintained
• Downloads reached 7.75 million as of June 2026
• Achieved quarterly profitability for the first time in Q1
• Long term user retention rate, DAU (quarterly
average), and monthly unique paying users (quarterly
average) remained solid QoQ
• Downloads reached 6.40 million as of June 2026
8 *The revenue and profit/loss figures for each segment in the breakdown shown above are from management accounting for referenc e p urposes. Figures on this slide for “Pococha” and “IRIAM” are for Japan only. Global initiatives for both services, etc. are not included.
Pococha (Live Communication App) IRIAM ( Interactive VTuber Streaming App)
FY2024 FY 202 5 FY 202 4 FY 202 5 FY2026 FY2026
(billion yen) (billion yen)
Live Streaming Business *

• While there were fewer home games compared to Q1 last FY, existing businesses grew YoY in both revenue and profit
• Contribution from the opening of THE LIVE Supported by Daiwa Jisho and Wonderia Yokohama Supported by Umios on
March 19, 2026
• Aiming for segment -wide growth through continuous operational improvements and enhanced synergy among facilities
and initiatives
9
*Supplemental information regarding the number of home games (incl. Climax Series) held per quarter for the highly seasonal b ase ball business:
Segment Revenue *
(billion yen)
Segment Profit/Loss *
(billion yen)
FY2024 FY2025 FY2026 FY2024 FY2025 FY2026
Sports & Smart City BusinessFY2026 Q1 Q2 Q3 Q4 Q1 Q2 3Q 4Q Q1 32 35 2 3 31 36 1 3 30
FY2024 FY2025

• Placing the highest priority on overall business profitability for FY2026 by conducting a thorough review for growth, priorit iza tion
& focus, and fixed cost reductions
• Healthcare (Data Health): Q1 revenue was ¥0.8 billion, orders from municipal national health insurance reached 419, tracking
ahead of the same period last year
• Healthcare (Data Use): Q1 revenue was ¥0.1 billion, clients from pharmaceutical companies, etc. reached 38*, with transaction
amount per top 20 clients up 7.5% YoY
• Medical: Facilities using Join in Japan reached 614 facilities at the end of Q1, up from the end of FY2025
Pipelines for Join Mobile Clinic, developed in prior fiscal years, is expected to begin contributing during FY2026
10
*Figures for the last 12 Months (July 2025 –June 2026) **The figures shown on this slide are on a management accounting basis, not including asset -related amortization costs, etc., wh ich 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.
Revenue of Each Area **
(billion yen)
Profit/Loss of Each Area**
(billion yen)
FY2024 FY2025 FY2024 FY2025 FY2026 FY2026
Healthcare & Medical Business

1111
02
Key Initiatives for Growth

12
1. Realize a Business Creation Ecosystem
2. Proactive Leverage of M&A
3. Build an AI -Native Organization
4. Strengthen a Unified Marketing Infrastructure
Key Initiatives for Growth

13
Well -Structured
Profitable Businesses
High -Velocity 0 -to -1 Initiatives
Group -Wide Resources & Assets
Pick
Growth
Exit
Equity Investment Returns
(Income & Gains)
• Build a mechanism to continuously launch profitable businesses through high -velocity in -house 0 -to-1 initiatives and startup
investment acceleration
• Define business success not only as earnings from DeNA’s business, but also define equity investment returns (income & gains) ,
including the gains from collaborations with partners and exits to the best owners after scaling, as essential outcomes
• Structure an ecosystem for business creation that reinvests management resources, talent, learnings, and returns into the nex t
growth opportunities
In -House New Ventures &
Startup Investments
Revenue from DeNA’s Business Operations
(Non -GAAP Operating Profit)
1. Realize a Business Creation Ecosystem

• Maximize domestic/global business and growth opportunities through Delight Ventures, etc., in addition to in -house 0 -to -1
initiatives
• Go beyond capital investment by providing Go -to -Market support for startups to jointly accelerate growth
to Consumers to Businesses (SMEs/Enterprises) Business Creation Approach
Focus on Conversational AI
DelightX
U.S. based startup accelerator program specialized in AI
V-ShIP /M -ShIP
Incubation program supporting the Zero -to-One phase of business creation
Pure -play Investment via
Delight Ventures
DeNA Personnel Shift
Vertical AI (Industry × AI)
■ Businesses within DeNA ■ Investment Examples by DeNA and Delight Ventures
*In Japanese alphabetical order
Initiatives across units driving “0 -to-1 Initiatives” and “Growth” (Business Development Unit, Innovation Business Unit, and Growth Business Unit)
14
0-to -1 Initiatives- Me m ory Lab (R&D x AI)
– Nalaly s (Com pliance x AI)
– Oce an (Duty -fre e shopping x AI)
– Otoe arth (Audio x AI)
– Otom o He alth (Hospital CRM x AI)
– Partne rprop (PRM x AI)
– Route 06 (SIx AI)
– Sotas
(Che m ical database s & re se arch x AI)
– Te nsor Ene rgy
(Re ne w able e ne rgy x AI)
– THA (Pre side nt x AI)
– TransN (SI x AI)
– TRASS (Civ il e ngine e ring x AI)
– V ALANCE (He adle ss ERP x AI)
– V isual Alpha (Finance x AI)
– V ox e la (Nursing care x AI)
– Y OUTRUST (Care e r x AI)
– Zaim o
(Busine ss m anage m e nt x AI) – ZENKIGEN (Inte rv ie w s x AI)
– Zooba (ITOps x AI)
– QUANDO (Construction x AI)
– zy oshu (Care coordination x AI)
– Sm art Shuze n
(Building m ainte nance x AI)
– soram e d
(Surgical ope rations x AI )
– dishw ill (Food x AI)
– Priv acy Te ch (Auditing x AI)
– props
(Re cruitm e nt inte rv ie w s x AI)
– Ne x t Ge nba
(Shop floor docum e ntation x AI)
– MonoRe v o
(Manufacturing proce sse s x AI)
– GEN-SEKI (R&D x AI)
– EML
(Equipm e nt m ainte nance x AI) – 10pct. (Hote l x AI)
– ABABA (Hiring x AI)
– AIPEX (De sign re v ie w x AI)
– ALGO ARTIS
(Social infrastructure x AI)
– Ande s (Cross-borde r EC x AI)
– Anise He alth (Me ntal he alth x AI)
– Aste rm inds (Liste ning x AI)
– Coope l
(Workflow im prov e m e nt x AI)
– Cubit Insight (Manufacturing x AI)
– CUSTA (EC x AI)
– Fuse (Hospital x AI)
– Ge nban
(Corporate know le dge x AI)
– Glide ly (Procure m e nt x AI)
– Im m e dio (Inside sale s x AI) – English Le arning
– Ex am Support
– My ste ry Gam e s
– AI Com panion Social Ne tw ork
– Ne x t-Ge n AI Chat
– Fortune -te lling Se rv ice s, e tc.
– AGI Inc. (Mobile age nt x AI)
– Anchi (Digital goods sale s x AI)
– ColorSing (Song liv e stre am ing x AI)
– Hubbit (Ge ronte ch x AI)
– NEIGHBOR (Gam e x AI)
– OSHIAI (Fandom x AI)
– Shizuku AI (V tube r x AI)
– Sky w alk (Subtle )
(V oice input de v ice ｘAI)
– Stract (EC x AI)

15
Company Overview (THA Inc.)
⚫ Provides AI technology -powered solutions, including its
flagship “AI Syacho (AI President)”
Service Overview (“AI Syacho (AI President)”)
⚫ A hands -on AI service that creates, nurtures, and utilizes
customized corporate AI reflecting the unique identity and
leadership style of small and medium -sized enterprises
⚫ Launched in August 2023, with adoption by over 50
companies
Value Creation with DeNA Group
⚫ Business was launched by Representative Director Ms.
Nishiyama while at DeNA, leveraging side job program
⚫ Received investment from Delight Ventures in 2025
⚫ Co -developed and launched “Leaders AI” for enterprises
in partnership with DeNA AI Link in 2026; introduced by
DAIICHI SANKYO HEALTHCARE and other major clients
▼
×
New Users
Leaders AI
(For Enterprises)
AI Syacho (AI President)
(For SMBs)
0-to -1 Growth: Case 1 — THA Inc.

16
Company Overview (KAUCHE, Inc.)
⚫ Founded in 2020 and launched operations
⚫ Operates the shopping app “KAUCHE”
Service Overview (“KAUCHE”)
⚫ A shopping app designed to make users want to open it
every day, much like social media
⚫ Delivers an enjoyable shopping experience through
features like the in -app farm game “KAUCHE Farm” and
“User Posts,” where customers share product reviews with
one another. Offers value -driven and discoverable “new
encounters with products,” primarily focused on food and
daily necessities
Value Creation with DeNA Group
⚫ DeNA alumni involved during its founding phase
⚫ Received investment from Delight Ventures in 2021
⚫ Received investment from DeNA in 2026, forming a
business partnership
⚫ Providing Group -wide support by leveraging DeNA’s
expertise in AI -driven productivity enhancements, games,
and community services
0-to -1 Growth: Case 2 — KAUCHE, Inc.

17
2015 ⚫ Started automotive business as a
new business ⚫ 0-to -1 business creation
⚫ Invested approx. ¥10.0 billion from
FY2015 to FY2019
⚫ Driven growth by leveraging Group –
wide resources and assets,
including technologies, system
infrastructure, talent, and home
platforms
2017
⚫ Launched demonstration
experiment for Taxibell in
partnership with Kanagawa Taxi
Association
2018 ⚫ Released taxi dispatch app Taxibell
(later renamed MOV)
2020
⚫ Merged business with JapanTaxi
Co., Ltd., established Mobility
Technologies Co., Ltd. (now GO
Inc.)
⚫ Released taxi app GO
⚫ Restructured ownership to
accelerate further growth
⚫ Strategic exit
⚫ Investment recoupment:
Annualized IRR of approx. 21%*;
total proceeds from shares sold at
IPO: ¥36.6 billion 2026 ⚫ GO Inc. newly listed on the Tokyo
Stock Exchange Growth Market
* Sold a portion of shares in GO Inc. upon its IPO in June 2026. Returns on the realized portion are calculated considering t ax impacts
(Taxibell )
0-to -1 Growth Strategic Exit & Equity Investment Returns (Income & Gains)

• Drive growth by scaling proven success models, cross -leveraging customer bases, and strategically expanding into
adjacent areas, while unlocking new business domains through the commercialization of in -house capabilities
• Strengthen the business foundation by reinvesting solutions refined through external sales back into our events and venues
• For well -structured businesses, grant autonomy paired with a commitment to secure growth & profitability to drive growth
18
Leveraging planning and development capabilities to maximize customer experience
Conventional Strategy:
Business expansion anchored by the excitement generated from live sports
Horizontal Expansion across
sports and communities
Vertical Expansion in hometowns
Live Entertainment Production Business
・Ticket & fan club system development・Maintenance, operation, and customersupport
・Total event production・Digital solutions
Future Evolution:
External support business leveraging capabilities cultivated through in -house events and venues
©B.LEAGUE
Fan Platform Development Business
Growth Well -Structured Profitable Businesses

19
• Prioritizing core growth areas with high potential for synergies
• Based on the guidelines regarding investments conscious of the cost of capital, particularly for large -scale investments,
ensure a decision -making process with maximum awareness of capital efficiency, taking into account the specific degree
of contribution toward ROE targets
1.
Core Growth Areas (Sports & Smart Cities / Live Entertainment / IP & Anime -related Businesses)
✓ Broadly screening pipelines to evaluate potential opportunities
✓ Achieving immediate earnings contributions and mid -to -long -term business value enhancement through
value chain completion and leveraging existing strengths
2.
New Areas
✓ Businesses with potential for growth in leaps or significant value creation enabled by AI
✓ Focusing on businesses with scalable potential to become a future core business
✓ Realizing short -term investment returns while maintaining a high contribution to ROE enhancement as a
prerequisite
3.
Other Existing Business Areas
✓ Selective screening based not only on high profitability but also on contribution toward achieving each
business’s vision
✓ Realizing short -term investment returns while maintaining a high contribution to ROE enhancement as a
prerequisite
Priorities and Basic Approach of M&A
2. Leverage Proactive M&A (Non -Startup)

2025 -: All -Emplyee Productivity Enhancement (Bottom -up Initiatives)
• Pervasive AI integration across all daily operations, including planning, training,
incident response, and internal helpdesks
2025 -: Productivity Enhancement in Specific Operations (Top -down initiatives in areas with high anticipated AI impact)
• Development: Full translation to next -gen development where all engineers engage in AI co -creation and direction
‐ Emergence of projects with 95% AI -led development (Devin 80%, Claude Code 15% and human 5%)
→ Engineers directing AI have achieved 20 times increase in productivity
‐ Engineers transitioning to Architects and Project Managers
• Reduction of man -hours by 50 -90%: Quality Assurance (QA), broadcast screening, and specific legal tasks.
• DeNA was an early adopter of AI in operational workflows, driving a steady increase in company -wide productivity and will
continue to expand these initiatives
• In parallel, drastically shifting talent resource allocation toward new business and high -yield activities
Going Forward: Optimizing the Organization for an AI -First Era
• Executing organizational evolution with the understanding that AI enables
fundamentally new ways of sharing and communicating information, which will
shift how high -performing teams should be structured
• Driving organizational realignment starting July 2026 to support “0 -to-1
Initiatives” and “Growth,” facilitating drastically shifting talent resource allocation
toward new business and high -yield activities 20
3. Build an AI -Native Organization

21
• Accelerating initiatives to create group -wide synergies, equipping businesses with collective advantages for growth rather
than having each business pursue growth in isolation
• For example, evolving the “DeNA Account” — which can be used across multiple Group operations — into an integrated
marketing infrastructure
Service A
DeNA Account Service = Unified Infrastructure Service
DeNA Account
Service B Service C ・・・
DeNA Pay
Data Infrastructure
Provides authentication and authorization
mechanisms across services and manages
customer data
Provides payment functionality across services
and manages transaction history for DeNA
Account users
Serves as an infrastructure to store and analyze
user activity data across DeNA Account
services
⚫ Operating “DeNA Account” since December
2024
⚫ Sequentially implemented starting from
Yokohama DeNA BayStars services,
including “BAYSTARS STAR GUIDE”
⚫ Aiming to generate synergies with various
business and services through the DeNA
group
4. Strengthen a Unified Marketing Infrastructure

2222
03
Capital Allocation

23
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 o n F ebruary 27, 2026.
Disclosed on February 27 and May 12, 2026
Priority of Capital Allocation*

Source of Funds Allocation
24
• Preemptively optimizing the balance sheet through enhanced shareholder returns, based on the aforementioned priorities
• Prioritizing growth investments & strategic investments to drive the “Key Initiatives for Growth” presented today
• Continuously reviewing held businesses and assets — including exits to the best owner — toward realizing a Business
Creation Ecosystem
Progress on “ Source of Funds and Allocation Over the Next 3 Years” Disclosed in February, 2026
Utilization of
Borrowings
Operating CF &
Asset Reduction,
etc.
Cash &
Deposits Necessary
Cash on Hand
Growth
Investments &
Strategic
Investments
Utilization of
Borrowings
• Allocating funds as top priority
• Leveraging inorganic approaches
for agile corporate value
enhancement
• Revised dividend policy starting
from FY2025
• Executed share buybacks (¥50.0
billion) in March 2026, with all
shares to be cancelled
• Maintain cash on hand considering
levels of personnel costs, working
capital over a certain period, and
financial stability, etc.
• March 2026: Executed the sale
of investment securities to
improve asset efficiency through
a review of policy shareholdings
• June 2026: Sold a portion of
shares held in GO Inc. through a
secondary offering upon its
listing
Shareholder
Returns
・Dividends
・Share buybacks
• Flexibly utilized for growth
Basic Approach to Capital Allocation

25
Reference Materials
● Segment Breakdown
● Cost and Expense Breakdown
● IFRS to Non -GAAP Reconciliation
● Results for Past Fiscal Years
● Consolidated Cash Flows
● Consolidated Financial Position

* 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)
26
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 AI -related new businesses, etc.
Sports Business
New Businesses and Others
Up to Q3 FY2025
New Businesses and Others
Sports & Smart City Business
Smart City Related Businesses
Others
Others
From FY2025 Full Year Earnings Report
* Segments were updated from FY2025 full year earnings report as follows
Segment Breakdown

27
(billion yen)
Cost and Expense Breakdown(billion yen)
Q1 Q2 Q3 Q4 Q1 QoQ YoY
Cost of Sales 16.9 17.7 16.5 17.2 17.8 3% 5%
Personnel Expenses 1.8 1.8 1.9 1.7 1.9 9% 3%
Depreciation and amortization 1.2 1.1 1.2 1.3 1.4 9% 21%
Outsourcing expenses 3.9 4.3 4.2 3.8 4.1 7% 6%
Commission fees 5.7 6.4 5.8 6.2 6.4 3% 11%
Others 4.3 4.1 3.4 4.2 4.0 -3% -6%
Selling, general, and administrative expenses 12.3 12.4 12.8 14.2 12.0 -16% -3%
Personnel Expenses 4.3 4.0 4.3 4.5 4.4 -3% 4%
Sales promotion & Advertising expenses 2.4 2.7 3.2 3.1 2.5 -20% 1%
Outsourcing expenses & Commission fees 3.7 3.8 3.2 3.9 3.3 -15% -12%
Others 1.9 1.8 2.1 2.7 1.8 -33% -4%
Consolidated employee headcount 2,583 2,547 2,495 2,483 2,535 2% -2%
FY2025 FY2026

28
(billion yen)
(billion yen)
IFRS to Non -GAAP Reconciliation(billion yen) FY2026
Q1 Q2 Q3 Q4 Q1
Operating profit (IFRS) 13.8 11.1 -8.1 1.8 7.4
Accounting adjustments relating to the timing of accounting recognition -0.2 -0.2 0.2 +0.2 -0.2
One-time expenses and gains relating to acquisitions,
business and organizational changes, etc. -1.1 +0.4 +10.0 +0.2 –
Non-GAAP operating profit 12.5 11.3 2.1 2.2 7.2
(billion yen) FY2026
Q1 Q2 Q3 Q4 Q1
Operating profit (IFRS) 13.8 11.1 -8.1 1.8 7.4
Accounting adjustments relating to the timing of accounting recognition -0.2 -0.2 0.2 +0.2 -0.2
One-time expenses and gains relating to acquisitions,
business and organizational changes, etc. -1.1 +0.4 +10.0 +0.2 –
Depreciation and amortization +1.7 +1.7 +1.8 +1.9 +1.9
Retirement / impairment of fixed assets (excl. one-time factors) +0.0 +0.2 +0.0 +0.0 +0.1
Non-GAAP EBITDA 14.3 13.2 3.9 4.1 9.2
Reconciliation of Operating profit (IFRS) to Non-GAAP EBITDA
FY2025
FY2025
Reconciliation of Operating profit (IFRS) to Non-GAAP operating profit

29
(billion yen)(billion yen)
Results for Past Fiscal Years(billion yen) FY2024 FY2025
Re ve nue 164.0 147.7
Ga me 78.1 64.4
Live Stre a ming 40.6 39.8
Sports & Sma rt City 31.3 32.8
He a lthca re & Me dica l 10.8 8.7
Ne w Busine sse s a nd Othe rs 3.6 2.5
Adjustme nts -0.4 -0.4
Forme r Sports 31.3 32.5
Forme r Ne w Busine ss a nd Othe rs 3.6 2.7
Ope ra ting profit (IFRS) 29.0 18.7
Se gme nt profit/loss 32.4 27.7
Ga me 38.6 29.7
Live Stre a ming -0.2 4.0
Sports & Sma rt City 1.8 1.8
He a lthca re & Me dica l -3.6 -2.3
Ne w Busine sse s a nd Othe rs -0.1 -1.5
Adjustme nts -4.0 -3.9
Forme r Sports 2.8 3.1
Forme r Ne w Busine ss a nd Othe rs -1.1 -2.9
Othe r income 2.2 1.9
Othe r e x pe nse s -5.7 -10.9

30 * The FY2025 full year results include impairment losses (approx. 9.9 billion yen)
(billion yen)
Consolidated Cash Flows(billion yen) FY2025
Apr-Jun FY2025 FY2026
Apr-Jun
Operating cash flow (A) 6.9 33.4 -4.9
Profit before tax 15.9 25.8 49.8
Depreciation and amortization 1.7 7.0 1.9
Share of loss (profit) of associates accounted for using the equity method -1.7 -8.8 -40.6
Decrease (increase) in trade and other current receivables 17.3 12.5 10.8
Increase (decrease) in trade and other current payables -9.6 -1.1 -7.6
Interest and dividends received 0.8 9.8 0.5
Income tax paid and refund -8.7 -16.1 -15.5
Others * -8.8 4.4 -4.3
Investing cash flow (B) -1.3 34.8 31.5
Financing cash flow -9.3 -58.1 -45.2
Proceeds from borrowings, net -1.7 -33.6 -1.6
Cash dividends paid -7.1 -7.2 -6.9
Purchase of treasury stock -0.0 -10.7 -36.3
Others -0.4 -6.5 -0.4
FCF ((A)+(B)) 5.7 68.3 26.6
Cash and cash equivalents (Consolidated) 89.1 103.0 84.4
(Non-consolidated basis) 82.7 96.2 77.1

31
(billion yen)
Consolidated Financial Position(billion yen) As of
Jun. 30, 2025
As of
Mar. 31, 2026
As of
Jun. 30, 2026
Current assets 123.1 144.7 114.7
Cash and cash equivalents 89.1 103.0 84.4
Non-current assets 286.2 188.6 190.2
Property and equipment, Investment property, and Right-of-use assets 33.2 41.1 40.6
Goodwill 30.4 20.7 23.1
Intangible assets 19.7 20.5 20.6
Investments accounted for using the equity method 59.9 58.8 53.6
Other non-current financial assets 142.2 46.8 51.6
T otal assets 409.2 333.2 304.9
Current liabilities 68.2 64.4 48.7
Borrowings 29.5 2.4 0.9
Non-current liabilities 62.9 28.1 29.6
Borrowings 4.9 0.1 0.0
Equity 278.2 240.8 226.6
Total equity attributable to owners of the parent 268.8 232.6 218.3
T otal liabilities and equity 409.2 333.2 304.9

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 August 5,2026 .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 August 5,2026 ,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 .