The BANDAI NAMCO Group develops entertainment-related products and services in a wide range of fields, including toys, network content, home video games, amusement machines, amusement facilities, and visual and music content. 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.”

CONTENTS 02 OUR GROWTH TRACK 04 THE BANDAI NAMCO GROUP—1 YEAR OF RESULTS 06 MAJOR IP IN GROUP PRODUCTS AND SERVICES 08 THE GROUP’S GREATEST STRENGTH— THE IP AXIS STRATEGY 10 THE BANDAI NAMCO GROUP— OUR VALUE CREATION PROCESS 12 BOARD OF DIRECTORS AND AUDIT & SUPERVISORY BOARD MEMBERS 14 PRESIDENT’S MESSAGE 18 ADDRESSING THE SPREAD OF THE COVID-19 INFECTION 20 MESSAGE FROM THE CFO 22 MESSAGES FROM THE PRESIDENTS OF UNIT CORE COMPANIES 32 MID-TERM PLAN PROGRESS AND RESULTS 39 SPECIAL FEATURE: MAXIMIZING THE VALUE OF LONG-TERM, ESTABLISHED IPs 50 ESG SECION MESSAGE FROM THE DIRECTOR IN CHARGE OF ESG / ROUNDTABLE DISCUSSION AMONG OUTSIDE DIRECTORS / CORPORATE GOVERNANCE / OFFICER SYSTEM / PERSONNEL STRATEGY / CSR INITIATIVES 78 FINANCIAL SECTION 120 OVERVIEW OF MAIN GROUP COMPANIES 122 CORPORATE DATA GROUP ORGANIZATION Toys and Hobby Unit Network Entertainment Unit Real Entertainment Unit Visual and Music Production Unit IP Creation Unit Affiliated Business Companies About Integrated Report 2020 In editing this report, we made reference to the International Integrated Reporting IR CSR Framework of the International Integrated Reporting Council (IIRC). Forward-Looking Statements The forward-looking statements in this report are based on the information available to management as of August 2020 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.

de 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. Our website provides a variety of information about the BANDAI NAMCO Group, Notes: such as IR information and CSR initiatives. 1. Figures in this report have been rounded down. Please utilize the website in conjunction with this report. 2. FY2020.3 represents the one-year period ended March 31, 2020. www.bandainamco.co.jp/en/index.html 3. Unless otherwise noted, figures in this report are as of August 2020.

OUR GROWTH TRACK The BANDAI NAMCO Group was created in September 2005 through the management integration of BANDAI CO., LTD., and NAMCO LIMITED. After the integration, the Group moved quickly to leverage synergy effects by implementing a range of internal measures. However, we were not able to respond adequately to changes in our markets and customers. Our operational speed declined, and we did not effectively utilize the strengths of each Group company. As a result, our performance was sluggish. In response, in April 2010 we launched the Restart Plan with the objective of transforming ourselves into a speedy Group under the IP axis strategy. The Group worked together to maximize the shared value of IP. Our performance recovered, and we set new record highs for net sales and operating profit in FY2019.3. In FY2020.3, despite the influence of the spread of COVID-19 in the fourth quarter, we achieved the annual plans for both net sales and operating profit. Restart! Restart! Launched the Restart Plan and announced the IP axis Launched the Restart Plan and announced the IP axis strategy in order to transform ourselves into a speedy Group, strategy in order to transform ourselves into a speedy Group, improve our profitability, and strengthen our financial standing. improve our profitability, and strengthen our financial standing. Management Management Integration Integration 487.2 460.4 459.1 460.4 450.8 459.1 Net 450.8 Net 426.3 426.3 454.2 Sales 454.2 Sales ((¥ billion ¥ billion )) 378.5 378.5 394.1 394.1 48.6 42.2 42.2 34.6 35.6 34.6 35.6 33.4 Operating 33.4 Operating Profit Profit ((¥ billion ¥ billion )) 22.3 22.3

Management Management Integration Integration 487.2 460.4 459.1 460.4 450.8 459.1 Net 450.8 Net 426.3 426.3 454.2 Sales 454.2 Sales ((¥ billion ¥ billion )) 378.5 378.5 394.1 394.1 48.6 42.2 42.2 34.6 35.6 34.6 35.6 33.4 Operating 33.4 Operating Profit Profit ((¥ billion ¥ billion )) 22.3 22.3 For the Fiscal Years For the Fiscal Years 16.3 Ended March 31 16.3 Ended March 31 1.8 1.8 2006 2006 2007 2007 2008 2008 2009 2009 2011 2011 2012 2010 2012 2013 2010 Reduction in speed Transformation Reduction in speed Introduction of Restart Plan Unresponsive to operating Introduction of Restart Plan into a speedy Unresponsive to operating environment and trends Group environment and trends 2007.3−2009.3 Mid-term Plan 2007.3−2009.3 Mid-term Plan 2010.3−2012.3 Mid-term Plan 2013.3−2015.3 2010.3−2012.3 Mid-term Plan

> **[Chart page]** This page contains visual data — view in PDF for the best experience. Achieved record-high Achieved record-high operating profit for three operating profit for three consecutive years. consecutive years. Toward the NEXT STAGE Toward the NEXT STAGE Registered record-high Registered record-high net sales for seven net sales for seven 723.9 consecutive years. 723.9 consecutive years. 732.3 732.3 678.3 678.3 84.0 84.0 78.7 620.0 78.7 620.0 575.5 575.5 75.0 75.0 565.4 565.4 507.6 507.6 63.2 63.2 Transitioned from a system 56.3 Transitioned from a system 56.3 of three business segments to of three business segments to a system of five Units, a system of five Units, 49.6 49.6 including the newly established including the newly established Real Entertainment Unit and Real Entertainment Unit and IP Creation Unit. 44.6 IP Creation Unit. 44.6 Reorganized our Reorganized our business segments. business segments. Established the Network Established the Network Entertainment and Visual and Entertainment and Visual and Music Production Units. Music Production Units. 2014 2014 2015 2015 2016 2016 2017 2017 2018 2018 2019 2020 2019 2020 IP axis strategy: Organizational changes Adoption of IP IP axis strategy: Adoption of IP From adoption to acceleration axis strategy From adoption to acceleration Delegation of authority axis strategy by the Group Personnel exchanges by the Group 2019.3− Mid-term Plan 2016.3−2018.3 Mid-term Plan 2019.3− 2016.3−2018.3 Mid-term Plan 2021.3 2021.3 Mid-term Plan Mid-term Plan