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Financial
Namco Bandai Holdings Annual Report 2013
The 2013 fiscal year demonstrated Bandai Namco’s ability to convert its long‑standing intellectual property into record financial results, underscoring an IP‑Axis strategy that leveraged legacy brands across toys, games and multimedia. Consolidated net sales reached ¥487.2 billion, a 7.3 % increase year‑on‑year, while operating income surged 40.6 % to ¥48.6 billion, delivering a 10 % operating margin and a 14.1 % return on equity. Net profit of ¥183.1 billion and cash holdings of ¥119 billion (≈US $1.27 billion) highlighted strong liquidity, and a ¥2.64 billion mid‑year dividend reflected confidence in cash generation. The Content segment accounted for 83.4 % of sales, with flagship franchises such as Mobile Suit Gundam contributing ¥65.2 billion and the Idolmaster franchise expanding from a single arcade title into a multi‑platform ecosystem. Domestic demand drove the bulk of performance; overseas sales comprised only 7.6 % of revenue, prompting a strategic merger of Namco Bandai Games Europe and Namco Bandai Partners to consolidate European marketing and restore profitability. Related‑party activity centered on a 26.3 % stake in Happinet, which generated ¥46‑48 billion in sales and ¥9‑10 billion in receivables. The company adjusted its actuarial assumptions, lowering the discount rate to 0.6‑1.4 % and reducing expected plan‑asset returns, while operating‑lease obligations rose to ¥8.7 billion. Corporate social responsibility was framed around four pillars—product safety, societal impact, environmental stewardship, and supply‑chain management—and operationalized through initiatives such as a
Bandai NamcoSept 2013
Financial
Namco Bandai Holdings Annual Report 2011
Bandai Namco’s 2011 financial results demonstrate a decisive turnaround after the sizable loss recorded in the previous year. Net sales rose 4 % to ¥394 billion, while operating income surged 767 % to ¥16.3 billion and a modest profit of ¥1.8 billion was posted after a ¥29.9 billion deficit. The recovery was anchored by a revitalised Toys & Hobby segment, whose sales increased 6 % to ¥158 billion, and a newly profitable Content segment, which posted a 7.4 % sales increase to ¥179.9 billion and swung to ¥3.1 billion in segment income. Although the Amusement‑Facility segment saw sales dip 4.6 % to ¥62.3 billion, efficiency measures lifted its segment income by more than five‑fold to ¥1.8 billion. Growth drivers included long‑standing character franchises such as Mobile Suit Gundam, Kamen Rider and POWER RANGERS, alongside a new adult‑collectible line projected to generate ¥10 billion in FY2012. Cross‑divisional initiatives, exemplified by the successful Kamen Rider OOO launch, reinforced the domestic market, which still accounts for roughly 90 % of revenue, while overseas performance lagged. The company’s governance framework features nine directors—three independent—and four statutory auditors, supported by committees overseeing internal control, risk‑compliance, information security and CSR. Environmental, social and economic responsibilities are pursued through projects like “BANDAI NAMCO Forest,” packaging‑reduction efforts, disability employment and cultural support. Financially, total assets contracted 5.4 % to ¥308 billion and the equity ratio slipped to 68.8 %, yet cash flow from operations more than doubled to ¥22.6 billion, delivering a current ratio of 245 % and an interest‑coverage ratio
Bandai NamcoSept 2011
Financial
Namco Bandai Holdings Annual Report 2010
Bandai Namco faced a severe financial downturn for the fiscal year ending March 31, 2010, reporting a net loss of ¥29.9 billion and a 91.6% collapse in operating income. This decline was primarily driven by a global economic recession, a stagnant DVD market, and a lack of hit software titles, with half of the company’s 86 video game releases failing to achieve profitability. Significant special losses, including a ¥12.75 billion goodwill impairment and ¥21.2 billion in inventory devaluations, further strained the balance sheet. While the Toys and Hobby unit remained resilient through core franchises like Gundam and Masked Rider, the Game Contents and Amusement Facility segments suffered heavy losses across Japan, Europe, and the Americas. In response, the Group initiated the "Restart Plan" in April 2010 to restore profitability and operational agility. Central to this strategy is a shift from a vertical, outlet-based structure to a horizontal "content first" model. This reorganization merged the previously separate game, visual, and music units into a single Content Strategic Business Unit (SBU) designed to maximize Intellectual Property (IP) value across multiple platforms simultaneously. Structural reforms also included a workforce reduction of 800 employees, the closure of 63 unprofitable amusement facilities, and a streamlined management hierarchy that more closely links the holding company to core operations. Looking forward, the Group aims to achieve ¥6.5 billion in cost reductions by fiscal year 2011 while targeting ¥400 billion in net sales. Strategic priorities include a "selection and concentration" approach to game development, expanding into mobile and social networking markets, and leveraging global IP projects such as the 30th anniversary of PAC-MAN. Despite the significant net loss, the Group maintained a stable dividend policy and reinforced its corporate governance and CSR frameworks to ensure long-term stability and global growth.
Bandai NamcoSept 2010
Financial
Namco Bandai Holdings Annual Report 2009
Bandai Namco’s 2009 annual review presents a candid assessment of a fiscal year dominated by the global financial crisis, which eroded consumer spending and forced the group to miss the objectives of its 2006‑2009 mid‑term plan. Consolidated net sales fell 7.4 % to ¥426.4 billion, operating income dropped 33.1 % to ¥22.3 billion, and net income plunged 63.8 % to ¥11.8 billion, driving a sharp decline in return on equity. All three core segments recorded double‑digit contractions: Toys & Hobby sales fell 8 % with a 19 % fall in operating profit, Game Contents declined 4 % while operating profit fell 26 %, and Amusement Facilities slumped 14 % with operating profit down 76 %. Character‑merchandising contributed ¥13 billion in sales, and the Game Contents SBU generated ¥150.3 billion in net sales and ¥11.6 billion in operating income, though a further decline to ¥5.5 billion in FY 2010 was forecast. The report underscores a strategic pivot toward medium‑ to long‑term growth, anchored in overseas expansion and structural reform. Japan’s share of external sales fell from 81 % in FY 2006 to 74 % in
Bandai NamcoJun 2009