Bandai Namco Group FY2025 Q3 Earnings Release

February 5, 2025
Bandai Namco Group Mid-term Plan and
Information Meeting
Fiscal Year Ending March 2025
Third Quarter Results Presentation

Results in the First Nine Months of FY2025.3
(billion yen)
FY2024.3
1st Nine Months Results FY2025.3
1st Nine Months Results Vs. Previous Year’s Results
change
(%)
Net sales 772.0 955.6+183.6123. 8
Operating Profit 78.2 179.2+101.0229. 0
Recurring Profit 89.6 185.4+95.8206. 9
Profit Attributable to
Owners of Parent
60.3 128.6+68.3213. 1
Achieved record rhigh results, far exceeding last year’s performance

FY2024.3
1st Nine Months Results FY2025.3
1st Nine Months Results
Vs. Previous Year’s
Results
Digital
Segment sales 263,012 357,023+94,011
Segment profit 1,615 70,598+68,983
Toys and Hobby
Segment sales 390,212 464,187+73,975
Segment profit 69,717 97,618+27,901
IP Production
Segment sales 55,585 60,973+5,388
Segment profit 6,801 9,424+2,623
Amusement
Segment sales 88,310 104,764+16,454
Segment profit 7,560 8,141+581
Other
Segment sales 24,571 27,262+2,691
Segment profit 1,268 2,097+829
Elimination and
Corporate Segment sales – 49,657-58,547 -8,890
Segment profit
– 8,681-8,646 +35
Consolidated
Net sales 772,035 955,663+183,628
Operating profit 78,282 179,233+100,951
(million yen)
Results in the First Nine Months of FY2025.3 by Segment

Results in the First Nine Months of FY2025.3 by Segment
Digital BusinessHome console games:
・Favorable results for downloadable content and repeat sales of the main title for ELDEN RING
・Massive success of DRAGON BALL: Sparking! ZERO , selling over five million units worldwide
・ Repeat sales volume for all titles: 22.54 million units; DL ratio to full package: 65%
Network content:
・Steady popularity continues for main app titles around the world, such as DRAGON BALL ,
ONE PIECE , and THE IDOLM@STER
Toys and Hobby Business
・Continued favorable results of model kits and other products for the mature fan base
・Trading card games, capsule toys, and confectionery products, and food products are
performing well
・Large contributions from Gundam series, DRAGON BALL series, ONE PIECE
Entertainment Unit

IP Production Unit
Amusement Unit
・Contribution to box
-office revenue from Mobile Suit Gundam SEED FREEDOM and
BLUELOCK -EPISODE NAGI –
・Favorable results in video distribution, licensing business, and other areas driven by
the global development of major IP content
・ Favorable performance in live event hosting and package sales of live visual works
・Sales of existing -store in Japan: +6.9% year on year
Favorable results with Bandai Namco Cross Store and activity -based facilities such as VS
PARK
・Amusement machines: Stable results from new machines and established machines
Results in the First Nine Months of FY2025.3 by Segment

Forecast for Full-Year of FY2025.3
(billion yen)
FY2024.3
Full- Year Results FY2025.3
Previous Full -Year
Forecast FY2025.3
Full- Year New
Forecast Vs. Previous
Year’s Results
Net sales 1,050.2
1,150.0 1,230.0+
80
Operating Profit 90.6
160.0 180.0+
20
Recurring Profit 104.1
163.0 187.0+
24
Profit Attributable to Owners of Parent 101.4
110.0 128.0+18
The Company expects to achieve the targets set during the formulation of the Mid
-term
Plan and the previous forecasted figures, leading to its highest performance to date.

FY2024.3
Full- Year Results FY2025.3
Previous Full -Year
Forecast FY2025.3
Full- Year New
Forecast Vs. Previous
Year’s Results
Digital
Segment sales 372,667 410,000 450,000 +40,000
Segment profit 6,25755,000 67,000 +12,000
Toys and Hobby
Segment sales 509,880 570,000 590,000 +20,000
Segment profit 78,65598,000 104,000 +6,000
IP Production
Segment sales 82,468 83,000 83,000 ー
Segment profit 10,04812,000 12,000 ー
Amusement
Segment sales 119,667 130,000 140,000 +10,000
Segment profit 6,8438,000 8,000 ー
Other
Segment sales 32,358 33,000 33,000 ー
Segment profit 9881,500 1,500 ー
Elimination and Corporate
Segment sales -66,830 -76,000 -66,000 +10,000
Segment profit -12,111 -14,500
– 12,500 +2,000
Consolidated
Net sales 1,050,210 1,150,000 1,230,000 +80,000
Operating profit 90,682160,000 180,000 +20,000
(million yen)
Forecast for Full-Year of FY2025.3 by Segment

FY2025.3 Shareholder Returns
ConsiderationBasedonthe Basic Policy forShareholder
Returns inthe Next Mid-term Plan
FY2025.3 projected annual dividends:
-Base dividend:
– Performance -based dividend:
Total payout ratio 63.6 ％（planned）
DividendsPurchase of
treasury shares ¥ 71
¥22
¥ 49
Total number of shares to be acquired:
Total value of shares to be acquired :
Acquisition period: Up to 8 million shares
Up to 35 billion yen
February 6
–May 31

Bandai Namco Group Mid – term Plan
FY2026.3 – FY2028.3

1.816.3 34.6 42.2 33.4 22.3
84.0 78.7 84.6
49.6 63.2 75.0 48.6 44.6 56.3
Average Operating Profit During the Period of the Mid
-term Plan
Character merchandising
Introduction of
restart plan
Period to entrench
IP axis strategy
IP axis strategy global rollout
Implementation of the
IP axis strategy to
pursue business maximization
116.490.6
180.0
35.6
125.4
Together with all of IP fans,
pursue the maximization of
IP potential
Annual average 32.6
Strengthening, enhancement,
and expansion of portfolio
management Integra
-tion
Theme Theme
2024
(forecast)
2023
2022
2025- 2027
Annual average 17.6
Annual average 49.8
Annual average 62.6
Annual average 82.4
Annual average 129.0
FY2007.3–FY2009.3
Mid -term Plan FY2010.3–FY2012.3
Mid -term Plan FY2013.3–FY2015.3
Mid -term Plan FY2016.3–FY2018.3
Mid -term Plan FY2019.3–FY2021.3
Mid -term Plan FY2023.3–FY2025.3
Mid -term Plan FY2026.3–FY2028.3
Mid -term Plan Preparation
periodFY2022.3 FY2026.3
Establishment of global
business foundation
Aim for more than a
%
increase over the level in
current period
20
(billion yen)

Review of the Current Mid-term Plan
❒ Formulation of Purpose

❒ Change of Brand Logo
Review of the Current Mid
-term Plan

Results of the current Mid-term Plan
■ Growth in products and services for established IP
■ Growth in existing business categories
■ Expansion of global rollouts
■ Reinforced collaboration between Units and businesses
■ Increase in awareness of Bandai Namco brand
Review of the Current Mid -term Plan

Mid to Long-Term Vision
Mid to Long -Term Vision

Initiatives to fulfill our social responsibility
Initiatives to expand the potential of the Group
Initiatives to encourage
longer- term support Adopting 360 ° connections
with various fans as an
important theme of the new
Mid – term Plan
We Grow by Connecting with More Fans
Initiatives to promote the
further growth of diverse human resources
Initiatives to maximize IP potential for the future
IP Fans
Partners
Employees Society
Shareholders

The Overall Theme of the Group
Common theme
Creative Quality
【Key Theme①】
Expansion
【Key Theme②】
Growth
【Key Theme③】
Strengthen
【Key Theme④】
Strengthening of alliances
Utilization of diverse human resources
Efforts to be
pursued to achieve
sustainable growth
Issues of the current Mid -term Plan Further expansion
of business scale
Acquisition of new business pillars
Establishment of
structure for generating long -term profits
Creation, development, and
production
New IP creation
Category expansion Area expansion
Brand enhancement
(IP, labels, products, services)
Data utilization

-Secure and develop human resources based on the characteristics of each business
– Develop talent who can play an active role across the Group
– Pursue work -friendly environments that cater to the characteristics of each busi
ness
(

engagement)
– Secure and develop corporate talent who can play an active role across the Group
Creative Quality
【 Key Theme①】
Expansion
【Key Theme②】
Growth
【Key Theme③】
Strengthen
【Key Theme④】
Strengthening of alliances
Utilization of diverse human resources
-Create new experience- based value unique to Bandai Namco
– Continue to take on the challenge of new IP creation
– Pursue greater efficiency
– Expand areas in which we roll out existing businesses
– Establish robust local sales networks
– Expand scope of products and services and offer them to fans
– Strengthen licensing business
– Create worldviews together with IP fans, thereby enhancing brand power
– Utilize the Data Universe concept
– New technology utilization
The Overall Theme of the Group
Creation, development, and
production
New IP creation
Category expansion
Area expansion
Brand enhancement
(IP, labels, products, services)
Data utilization
-Strengthen cooperation with external partners
– Promote efforts by CW
360

Positioning monozukuri as the starting point of the group
Creating products and services based on unique ideas
“Creative Quality”
Commence operations of new factory
Enhance planning and
development and create new IP Restructure the Amusement Unit
Content creation,
development, and production New IP creation

IPP AM
“Expansion”We aim to increase fans around the world by expanding our area of rollouts as well as product categories
Create multilingual products Strengthen e- commerce
Expand contact points with
fans at stores and live events
Maximize IP potential across the globe
Promote collaborations with local IPs and companies
Evolve marketing structure
in the Digital Business
Category expansion Area expansion
Japanese version English version French version

Fostering brands that are deeply loved by many fans over time by
recognizing the importance of continuously nurturing the IP we create
Increase the popularity of titles within our series
Develop and effectively utilize brands at appropriate times
“Growth”
Brand enhancement
(IP, labels, products, services)

“Keep nurturing”
Bandai Namco Group
Plastic Environmental Consideration Policy
The Bandai Namco Group is dedicated to responsible plastic use, aligning our passion for entertainment with our environmental responsibilities.
We acknowledge the environmental toll of single-use plastics and are actively addressing
this challenge. By integrating recycled plastics and alternative materials into our products and packaging, we are striving for a sustainable future where waste is reduced, and resources are used more efficiently.
Brand enhancement
(IP, labels, products, services)

Utilizing accumulated data to the greatest extent possible to evolve our business through “Strengthen”
Data accumulation
Data collection and
visualization
Data utilization
New technology utilization
Data utilization “Strengthen”
Analyzing data based on usage and utilizing it in marketing plans, demand forecasting, etc.
Strengthening collaboration between external
partners and the company’s technology department

Strengthening of Alliances
Visual and Music
Toys and Hobby
Digital
Amusement
Provide support for business growth, thereby realizing Groupwide growth
Partner companies
We established CW360 within Bandai Namco Holdings with the aim of strengthening
alliances with partner companies.
+
Connections with each business
-Establish 360 °connections with partners
– Approach untapped areas for business
– Form connections with multiple businesses
+ +
+ +
C W 360
(Connect with 360)

Develop human resources through efforts to strengthen alliances,
including via equity investment
Cultivate the next- generation of talent through experience with new
projects and at new companies, etc.
Strengthening of Alliances Utilization of Diverse Human Resources
Partner companies
+
++
+ + C W 360
(Connect with 360)

Creative Quality
Together with our partners
-Content creation, development,
and production
– New IP creation
Together with IP fans
Together with our employees
Strengthen
-Data utilization -Category expansion
– Area expansion
Expansion
-Brand enhancement
Growth Maximize
IP Potential
Expand the potential of IP and develop businesses that create a
chain of smiles with fans around the world.
Mid to Long -Term Vision:
Overview of the New Mid -term Plan for FY2026.3-2028.3
Strengthening of alliances Utilization of diverse
human resources

New Organization (BNHD)
Bandai Namco Holdings Inc.
Yuji Asako
President and
Representative Director
New appointment

＜Part -time＞
Director (Part- time)
Director (Part- time)
Director (Part- time)
Director (Part- time)
Director (Part- time, Outside)
Director (Part- time, Outside) ＜Audit & Supervisory Committee members＞
Director Audit & Supervisory Committee member
Director Audit & Supervisory Committee member(Part
-time, Outside)
Director Audit & Supervisory Committee member(Part -time, Outside)
Director Audit & Supervisory Committee member(Part -time, Outside)
Kazuhiro
Takenaka
Nao Udagawa
Makoto Asanuma
Hiroshi Kawasaki
Toshio Shimada
Koichi Kawana Takashi Kaneko
Toru Shinoda
Satoko
Kuwabara
Takayuki Komiya
Vice President and
Director
Nobuhiko Momoi
Chairman and Director
Masaru Kawaguchi Takashi Tsuji
Director
Director
Noriko Fujita
New appointment

Toys and Hobby Unit
Visual and Music Unit
Amusement Unit
Business Management Company: BANDAI CO., LTD.
Business Management Company: Bandai Namco Entertainment Inc.
Business Management Company: Bandai Namco Filmworks Inc.
Business Management Company: Bandai Namco Experience Inc.
Nao
Udagawa
Kazuhiro
Takenaka
Digital Unit
Bandai Namco Business Arc Inc.
Affiliated Business Companies
New Organization (Unit)
Makoto
Asanuma
Hiroshi
Kawasaki
Noriko
Fujita
Bandai Namco Holdings Inc.
New appointment

Business Strategy for the New Mid-term Plan for FY2026.3–FY2028.3
Toys and Hobby Unit
Business Strategy Digital Unit
Business Strategy Visual and Music Unit Business Strategy Amusement Unit
Business Strategy
Accelerate growth by
bolstering business
foundation
Expand a broad range of
IP and businesses on a
continuous and
worldwide basis
Further evolve unique
forms of entertainment
as the Group’s platform
for engagement
Create quality IPs, which
are the source of the
Group’s growth, and
deliver and foster them
across the globe
＜MAIN STRATEGIES ＞
-Maximize MD of IP worldwide
– Strengthen operations in
North America and China
– Bolster direct marketin
g
ac

tivities
– Promote Mirai and creation
＜MAIN STRATEGIES ＞＜MAIN STRATEGIES
＞ ＜MAIN STRATEGIES ＞
-Promote game portfolio
– Strengthen developmen
t
c

apabilities
– Challenge and expand IP
axis businesses –
Strengthening IP creation
– Strengthen and expand
music and live even
t
b

usinesses
– Promote personnel strategy
-Expand licensing business
– Strengthen and expand Film Business
– Expand business on a global basis
– TRANSFORM 2.0
Promote business innovation
-CONTROL 2.0
Enhance internal controls
-UNITE 2.0
Promote collaborations
– SUSTAINABILITY
Build sustainable business foundation

Bandai Namco Holdings Visual and Music Unit Amusement Unit
April 1, 2025
– Strengthen alliances with
external partners and
collaborations between
businesses, based on the vision
of Connect with Fans
– Promote initiatives to form
360° connections with fans
Establishment of
CW360
Main Reforms to Group Organization
Establishment of
Bandai Namco Filmworks America
Establishment on April 1, 2025
– Serve as contact point for investment in the production
of live -action Gundam film
– Expand overseas licensing
business
– Maximize value of Gundam
series brand overseas
Establishment of
Bandai Namco Experience
Establishment on February 14, 2025
Engages in the real entertainment
business, including the planning and
sales of amusement machines, as well as the planning of facilities that
leverage IPs and amusement facilities.
Establishment following organizational restructuring aimed at strengthening
planning and development capabilities
within Units and bolstering efforts to acquire and cultivate talent to manage facilities

Capital Policy
Increasing ROE
Initiatives to promote business growth
Improvement of capital efficiency
Increase sales
Promote
understanding of the stock market
Control of shareholders’ equity
Capital policy
Decline in shareholders’ equity cost (risk reduction)
Increase in expected value
Cost of capital
Realized by Maximizing
IP Potential
Capital cost (recognized at roughly 8%)
Increasing EPS
Increasing
PBR
Corporate value enhancement
Long -term profit generation
Equity spread: Aim to maintain a
continuous increase of 5% or more
Enhance profitability
Improve capital
efficiency Increase asset
turnover rate
Implement appropriate shareholder returns
Strengthening of alliances Disclose capital allocation
Respond to ESG issues Enhance opportunities for
dialogue with markets
Increase value of intangible assets
Improve QCD Utilize IP
Improve accuracy of forecasts

-Business investments through the strengthening of
alliances
– Personnel investment
– Capital investment (factories, live venues, etc.)
– Acquisition of treasury stock, etc.
Shareholder
returns
Growth
investments
OUT
Dividend
Capital Allocation
IN
Flexibly utilize
roughly ¥600.0 billion ,
n
early 1.5 times the amount
compared with FY2023.3–FY2025.3, to implement growth investments and shareholder returns.
FY2026.3 -2028.3
Shareholder
returns
Growth
investments
(FYI)
FY2023.3–FY2025.3
FY2026.3 -2028.3
Comparison with
FY2023.3– FY2025.3
Increase of
approx. 1.5
times
Molds, equipment for development, etc.
Stable long- term dividends with a lower
limit of 3.60% DOE
※単年度で
原価計上する投資
Cash flow over the
three -year period
Approx. ¥450.0 billion
Production
costs for
games and
visual works
Regular acquisition of business equipment

“360°” Investment
Expected investment of ¥150.0 billionover three -year period
Initiatives to maximize IP potential for the future
Initiatives to promote the
further growth of diverse human resources Initiatives to fulfill our social
responsibility
Initiatives to expand the potential of the Group
Strive for future corporate value
enhancement and long -term profits
Strengthening IP creation and
development capabilities, etc.
Investment to establish 360 °
connections with fans
IP Fans
Partners Society
Shareholders
Employees
Initiatives to encourage longer -term support
Bolstering alliances including equity
investment, etc.
Enhancement of shareholder value
Responding to ESG issues, etc.
Investing in human capital,
establishing work environments, etc.

We have revised our shareholder return basic policy based on results for shareholder
returns to date and the recent trends.
Basic policy of maintaining stable dividends over the long term and enhancing awareness of the
cost of capital, targeting a total return ratio of 50% or more based on stable dividend payments
of 2% of DOE (dividends on equity).
Further strengthen the competitiveness of the Group, and ranks the appropriate return of profits to
shareholders as one of its highest priorities in the management, and its basic policy is to have a total
return ratio of 50% or higher.
Afterrevision
Before revision
Shareholder Returns
-Implement long -term stable dividends with a minimum DOE (dividend on equity) of 3.60%
– Acquire treasury shareas appropriate with an awareness of capital cost

FY2026.3–FY2028.3 Mid-Term Plan Targets
Target for the final year of the Mid -term Management Plan
Ongoing goals
Consolidated net sales
Consolidated operating profit
Overseas sales ratio
(on destination basis)
Operating profit margin
Equity spread
Above 5% on a continuous basis
Above 12% on a continuous basis
¥1,450.0 billion
¥200.0 billion
50%
or more

Fostering a Growth Environment
Where Each Business Can Freely and Boldly Take on Challenges

Bandai Namco’s Purpose

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,” “es timation,”
“projection,” “intend,” “will” and similar expressions, as related to the Group, are intended to identify forward looking sta tements and
information. Actual results could differ materially from those projected in such forward -looking statements. This document is a translation of
the Japanese original. Bandai Namco Holdings Inc. provides this translation for your reference and convenience only and witho ut any warranty
as to its accuracy or otherwise. In the event of any discrepancy, the Japanese original shall prevail.
©THE IDOLM@STER & ©Bandai Namco Entertainment Inc. ©THE IDOLM@STER & ©Bandai Namco Entertainment Inc. PAC-MAN & ©Bandai Namco Entertainment Inc. ©MIRAIKOMACHI PROJECT
© 尾田栄一郎／集英社 © 尾田栄一郎／集英社・フジテレビ・東映アニメーション ©Eiichiro Oda/Shueisha ©Eiichiro Oda/Shueisha , Toei Animation ©BANDAI©BANDAI
© 創通・サンライズ ©SOTSU・SUNRISE ©SOTSU・SUNRISE
©Akio Kashiwara / Gakken ©Bandai Namco Amusement Inc.

February 5, 2025
Bandai Namco Group Mid-term Plan and
Information Meeting
Fiscal Year Ending March 2025
Third Quarter Results Presentation

Reference Materials: FY2028.3 Numerical Targets
FY2028.3 Numerical Targets
Toys and Hobby
Segment sales 700.0
Segment profit 125.0
Digital
Segment sales 510.0
Segment profit 68.0
Visual and Music
Segment sales 100.0
Segment profit 14.0
Amusement
Segment sales 165.0
Segment profit 10.0
Other
Segment sales 48.0
Segment profit 2.0
Elimination and Corporate
Segment sales -73.0
Segment profit -19.0
Consolidated
Net sales 1,450.0
Operating profit 200.0 (billion yen)

Thank you!!