Updated Mar 21, 2026 by Bandai Namco
Report
Published by Bandai Namco
The BANDAI NAMCO Group develops entertainment-related products and services in a wide range of fields, including toys, game software, arcade game machines, visual content, music content, and amuse- ment facilities. We aim to become a “Globally Recognized Entertainment Group” by establishing a strong operational foundation in Japan while aggressively developing operations in overseas markets to secure “Dreams, Fun and Inspiration” are the Engine of Happiness.
Profile The BANDAI NAMCO Group develops entertainment-related products and services in a wide range of fields, including toys, game software, arcade game machines, visual content, music content, and amusement facilities. We aim to become a “Globally Recognized Entertainment Group” by establishing a strong operational foundation in Japan while aggressively developing operations in overseas markets to secure future growth. Our Mission Statement Dreams, Fun and Inspiration “Dreams, Fun and Inspiration” are the Engine of Happiness. Through our entertainment products and services, BANDAI NAMCO will continue to provide “Dreams, Fun and Inspiration” to people around the world, based on our boundless creativity and enthusiasm. Our Vision The Leading Innovator in Global Entertainment As an entertainment leader across the ages, BANDAI NAMCO is constantly exploring new areas and heights in entertainment. We aim to be loved by people who have fun and will earn their trust as the “Leading Innovator in Global Entertainment.”
RESTART In April 2010, the BANDAI NAMCO Group launched the Restart Plan to counter the lengthening economic slump and the Group’s declining performance. Under the Restart Plan, the Group will work to bolster its operational foundation to support the implementation of the current Mid-term Business Plan. Goals of the Restart Plan • Transforming into a speedy group • speedy group Improving profitability and and strengthening financial standing strengtheningfinancialstanding By implementing initiatives targeting the achievement of these two goals, the Group will do its utmost to achieve its medium-to-long-term vision of do its being a “Globally Recognized Entertainment Group.” utmost n-to-longto achieveitsmedium -termvision of beingₐ Globally RecognizedEntertainmentGroup."
Contents 03 RESTART : Improving Profitability and Strengthening Financial Standing 04 Improving Profitability and Strengthening Financial Standing 05 Consolidated Financial Highlights 07 RESTART : Transforming into a Speedy Group 08 Message from the President 13 NEW START : Creation of the Content SBU 14 Feature : Maximizing Content Value through the Content SBU 21 Review of SBU Operations 22 Toys and Hobby 24 Content 25 Amusement Facility 26 Corporate Governance 28 The BANDAI NAMCO Group’s CSR Initiatives 30 Overview of Main Group Companies 32 Directors and Corporate Auditors 33 Financial Section 69 Corporate Data Forward-Looking Statements The forward-looking statements in this annual report are based on the information available to management as of August 2010, and include various risks and uncertainties. Accordingly, actual results may differ materially from these projections for a variety of reasons. Major factors that could influence actual results include changes in the BANDAI NAMCO Group’s operating environment, market trends, and exchange rate fluctuations. Notes 1. All figures in this report are rounded to the nearest unit. 2. FY2010.3 and the year under review represent the one-year period ended March 31, 2010. 3. Figures in this annual report are as of August 2010.
RESTART Improving Profitability and Strengthening Financial Standing Strengthening FinancialStanding Ahead of the launch of the Restart Plan, the Group Aheadimplemented a number of measures to strengthen its financial standing. Having established a solid Group implemented strengthen foundation, we will now take steps to ensure the smooth progress of the Restart Plan. standing. Havingestablished a solid financial its a foundation, wewillnowtakestepsₜₒ ensure the smoothprogressof theRestart Plan.
Improving Profitability and Strengthening Financial Standing Implementing measures ahead of the Restart Plan In the fiscal year under review, we implemented measures to improve our profitability and strengthen our financial standing. These measures principally involved valuation accounting procedures. We recorded an allowance for distribution inventories and an estimated valuation loss resulting from inventory reviews for game software and packaged visual products in Japan and overseas, totaling approximately ¥5.0 billion. In addition, the Company recorded the following special losses: special additional retirement benefits of approximately ¥1.9 billion associated with workforce reductions aimed at achieving greater organizational efficiency, a loss of about ¥5.5 billion on the closure of amusement facilities scheduled for the next and subsequent fiscal years and others, and impairment loss on goodwill of approximately ¥12.7 billion following a review of the future business plans of three subsidiaries, including Bandai Visual Co., Ltd. In addition, we implemented a reversal of deferred tax assets of approximately ¥4.0 billion. We are also taking steps to reduce our workforce. Through solicitations for voluntary retirement at NAMCO BANDAI Games Inc. and the existing voluntary early retirement programs at other companies, by the end of FY2011.3 we expect to reduce the Groupwide workforce by 600 employees, or about 8% of the current level of approximately 7,500. Consolidated Statements of Operations Unit: ¥ billion FY2010.3 Net sales ¥ 378.5
. and the existing voluntary early retirement programs at other companies, by the end of FY2011.3 we expect to reduce the Groupwide workforce by 600 employees, or about 8% of the current level of approximately 7,500. Consolidated Statements of Operations Unit: ¥ billion FY2010.3 Net sales ¥ 378.5 Cost of sales 249.8 Selling, general and administrative 126.9 Major Components of Loss expenses Operating income 1.9 Special additional retirement benefits due to about ¥1.9 billion revision of personnel structure Other loss (21.2) Loss on the closure of amusement facilities about ¥5.5 billion and others Loss before income taxes and (19.3) Impairment loss on goodwill of about ¥12.7 billion minority interests certain subsidiaries Income taxes 10.5 Minority interests 0.1 Reversal of a certain amount of about ¥4.0 billion deferred tax assets Net income (loss) (29.9) Cost Reductions in FY2011.3 We expect to save approximately ¥3.0 billion through the Savings from personnel system reevaluation about ¥3.0 billion implementation of personnel system reforms and about ¥2.5 billion in reduced amortization through the goodwill. We will also pursue Reduced amortization of goodwill about ¥2.5 billion efficiency at Group companies and reevaluate indirect expenses. As a result of these measures, we are forecasting cost reductions of Others about ¥1.0 billion about ¥6.5 billion for the Group overall. (reevaluation of indirect expenses, increased efficiency, etc. ) 6.5 Total about ¥ billion
The 2021 Fact Book presents a comprehensive overview of Bandai Namco Holdings’ strategic direction, emphasizing its transformation into a globally integrated entertainment conglomerate and its commitment to corporate social responsibility. Central to the narrative is the thesis that sustained growth across toys, video games, animation and amusement can be achieved through diversified product portfolios, expansive international operations, and proactive sustainability initiatives. The company’s evolution is traced from a collection of independent toy, arcade‑machine and media firms to a unified group after the 2005‑2007 merger of Bandai and Namco. Key milestones include the launch of flagship lines such as Gundam models (over 500 million units shipped), Tamagotchi (exceeding 20 million units), and Zatchbell Battle (300 million units), as well as the development of major video‑game franchises—TEKKEN, DARK SOULS III and Tales—collectively surpassing 50 million sales. International expansion is evident through subsidiaries and regional headquarters in North America, Europe and Asia, reinforced by repeated listings on the Tokyo Stock Exchange and industry recognitions such as Cannes Best Actor and TSE awards. Environmental and social performance data for fiscal year 2021 highlight a suite of CSR actions, including CO₂ reduction targets, supply‑chain safety measures and work‑life‑balance programmes, all framed within the “NEXT STAGE” mid‑term plan aimed at deepening engagement with a mature fan base and broadening cross‑media offerings. The Fact Book thus underscores Bandai Namco’s dual focus on market leadership and sustainable corporate practices across a worldwide footprint and multiple entertainment segments.
Bandai Namco’s 2017 integrated report presents a comprehensive account of the company’s financial, strategic, and governance performance, emphasizing the central role of its “IP‑axis” strategy in achieving record results. By leveraging core intellectual properties across games, toys, visual media, and music, the group generated ¥620.1 billion in net sales and ¥63.2 billion in operating profit, a 27.7 % year‑on‑year increase, while free‑cash flow rose 47.7 %. The Network Entertainment segment contributed 57.9 % of sales and 63.8 % of profit, with flagship franchises such as Mobile Suit Gundam (¥74 billion) and Dragon Ball (¥61 billion) underpinning cross‑media expansion and overseas growth in Asia, Europe, and the Americas. Strategic outlook is framed by the newly launched three‑year “NEXT STAGE” plan, which targets global IP expansion, regional autonomy, and continued innovation to meet mid‑term objectives a year ahead of schedule. Governance is reinforced through a ten‑member board—including three independent directors—and an audit‑supervisory board meeting Japanese Corporate Governance Code standards. A robust compliance and risk‑management framework, performance‑linked director compensation, and extensive investor‑relations activities underscore the company’s commitment to transparency and stakeholder trust. Corporate‑social‑responsibility initiatives achieved a 27 % reduction in CO₂ emissions since FY2012 and introduced universal‑design products and supplier audits. Financially, profit attributable to owners reached ¥44.2 billion, EPS rose to ¥201, and dividends of ¥15.4 billion were declared. Acquisitions such as
The annual review outlines Square Enix Group’s fiscal 2025 performance, emphasizing continued efforts to strengthen competitiveness across Digital Entertainment, Amusement, Publication, and Merchandising segments. Net sales fell 8.9 % to ¥324.5 billion, yet operating income rose 24.6 % to ¥40.6 billion, and profit attributable to owners surged 63.7 % to ¥24.4 billion, reflecting improved profitability margins. Digital Entertainment sales declined 16.8 % to ¥206.5 billion, but operating income increased 33 % to ¥33.9 billion. The HD Game sub‑segment saw lower sales from new titles but benefited from reduced amortization and advertising costs, while the MMO sub‑segment grew with the launch of “FINAL FANTASY XIV: Dawntrail.” Games for Smart Devices/PC Browser sales fell due to weaker existing titles. Amusement sales rose 15.7 % to ¥71.2 billion, with operating income up 3.7 %. Publication sales dipped 1.1 % to ¥30.8 billion, with operating income down 8.4 %, partly because of a decline in “The Apothecary Diaries” after its anime adaptation. Merchandising sales increased 0.8 % to ¥19.1 billion, and operating income grew 7.2 % to ¥6.1 billion, driven by strong sales of new IP‑based merchandise. Geographically the report focuses on Japan and global markets, covering a full fiscal year ending March 31 2025. Data derive from consolidated financial statements and segment performance analyses, with no external survey methodology noted. The report highlights strategic shifts toward cost control and IP monetization to offset declining sales in certain sub‑segments.
The financial overview for the first quarter of fiscal 2022 highlights a robust performance driven by new console releases and strong back‑catalogue sales. Total revenue rose 80.6 % from ¥11,363 million to ¥20,520 million, with operating profit more than doubling from ¥4,387 million to ¥9,718 million (121.5 % increase). Ordinary and net profits also surged by 105.5 % and 101.9 %, respectively, reflecting higher margins across the entertainment segment. Revenue composition shifted toward console titles, which accounted for 48.7 % of sales in the overseas market and 38.3 % domestically, supported by launches such as *Samurai Warriors 5* and remastered collections like *Ninja Gaiden: Master Collection*. Online/mobile sales grew 55.8 % in download volume, with the Romance of the Three Kingdoms series expanding into licensing‑out agreements. Non‑operating income benefited from gains on investment securities, prompting an upward revision of the half‑year earnings estimate. Geographically, Japan contributed 38.3 % of sales while overseas markets grew by 51.3 %, with North America and Europe showing mixed results—North America doubled its unit sales, whereas European units fell 26.3 %. Headcount increased by 2.5 % to 2,088 employees, and cost of goods sold rose 22.6 %, largely due to higher production for new titles. Methodologically, the report aggregates quarterly financial statements, sales data by platform and region, and download metrics from the company’s global service portfolio. The analysis underscores a strategic focus on IP licensing, back‑catalogue monetization, and digital distribution to sustain growth in the second half of fiscal 2022.