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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.

The BANDAI NAMCO Group develops entertainment-related products and services in a wide range of fields, including toys, arcade game machines, home video game software, visual software, network content, and amusement facilities. In April 2012, we started a Mid-term Plan that includes the vision of “Empower, Gain Momentum, Accelerate Evolution.” Aiming to be No. 1 with strong conviction, we are committed to being the “Leading Innovator in Global Entertainment” and recording strong growth.

FUN AND OUR MISSION “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. As an entertainment leader across the ages, exploring new areas and heights in entertainment.

“Dreams, Fun and Inspiration” are the Engine of Happiness. Through our entertainment products and services, BANDAI NAMCO will continue to provide to people around the world, based on our boundless creativity and enthusiasm. The BANDAI NAMCO Group develops entertainment-related products and services in a wide range of fields, including toys, network content, home video games, arcade games, amusement facilities, and visual and music content.

1 BANDAI NAMCO Group Outline 3 Related Market Data Group Organization Toys and Hobby 01 Overview of Group Organization 20 Toy Market Results of Operations Figure Market 02 Consolidated Business Performance Capsule Toy Market Management Indicators Card Product Market 03 Sales by Category 22 Candy Toy Market Children’s Lifestyle (Sundries) Market Products ...

01 Consolidated Business Performance / 03 Sales by IPs / Toys and Hobby Unit 05 Network Entertainment Unit 06 Real Entertainment Unit / Visual and Music Production Unit / IP Creation Unit 08 Plastic Model Market / Figure Market / Capsule Toy Market / Card Product Market 09 Candy Toy Market / Children’s Lifestyle (Sundries) Market / Babies’ / Children’s Clothing Market Top Publishers in the Global App Market BANDAI NAMCO Group 10 Home Video Game Market 10 Amusement Machine Market /...

1 BANDAI NAMCO Group Outline 01 Consolidated Business Performance / 03 Sales by IPs / Facts & Figures Entertainment Unit (Digital Business) / Entertainment Unit (Toys and Hobby Business) 06 IP Production Unit (Visual and Music Business / Creation Business) / IP Production Unit (Visual and Music Business) / IP Production Unit (Creation Business) / Amusement Unit Entertainment Unit (Digital Business) 07 Game App Market / Top Publishers in the Global App Market / Home Video Game Market ...

オンプロダクト-スタンドードタイプ 英語版 オンプロダクト-ミニラベル 英語版_{（印刷スペースが無い場合）} https://www.bandainamco.co.jp/ 4C Bandai Namco exists to share dreams, fun and inspiration with people around the world. Connecting people and societies in the enjoyment of uniquely entertaining products and services, we’re working to create a brighter future for everyone.

www.bandainamco.co.jp TABLE OF CONTENTS 1 Bandai Namco Group Outline 01 Consolidated Business Performance / Entertainment Unit (Digital Business) 04 Entertainment Unit (Toys and Hobby Business) 06 IP Production Unit (Visual and Music Business / Entertainment Unit (Digital Business) Entertainment Unit (Toys and Hobby Business) 09 Plastic Model Market / Figure Market / Capsule Toy Market / Card Product Market Children’s Lifestyle (Sundries) M...

www.bandainamco.co.jp TABLE OF CONTENTS 01 Consolidated Business Performance / 03 Sales by IPs / Entertainment Unit (Digital Business) 04 Entertainment Unit (Toys and Hobby Business) 06 IP Production Unit / Amusement Unit Entertainment Unit (Digital Business) 07 Game App Market / Home Video Game Market Entertainment Unit (Toys and Hobby Business) 09 Plastic Model Market / Figure Market / Capsule Toy Market / 10 Candy Toy Market / Children’s Lifestyle (Sundries) Mar...

CEO’s Review 1 Directors’ Report 11 The MTG Share 32 Corporate Governance Report 36 Board of Directors 46 Executive Management 49 Consolidated Financial Statements 54 Parent Company Financial Statements 59 Notes to the Accounts 64 Audit Report 119 Definitions 121 Glossary 12...

Corporate responsibility and sustainability priorities are covered in MTG’s Annual Corporate Responsibility Report, published 19 S EGMENTAL PERFORMANCE 31 Other Group Information 34 Financial Policies and Risk Management 36 Governance and Responsibilities 41 Internal Control Report 101 ALTERNATIVE PERFORMANCE It’s impossible to reflect on 2019 without first commenting on the split of MTG into two companies in March – Nordic Enter- tainment and new MTG.

The Q4 2025 investor presentation details a period of record financial performance for the company, characterized by significant revenue growth and successful strategic integration. The primary thesis centers on the company’s transformative year, highlighted by the successful consolidation of Plarium and a shift toward a midcore gaming focus. For the fourth quarter of 2025, the company achieved net sales of SEK 3,123 million, representing an 8% organic growth rate and a 108% increase in constant currency year-over-year. Adjusted EBITDA reached SEK 717 million, maintaining a 23% margin, while unlevered free cash flow totaled SEK 878 million with a 66% conversion rate.

The scope of the report covers the global gaming operations of the company throughout the 2025 fiscal year, with specific emphasis on the fourth quarter. Key operational findings indicate that user acquisition (UA) spending rose to 38% of revenue in Q4, a 98% year-over-year increase in constant currency, largely driven by the integration of Plarium and the scaling of casual and racing franchises. Revenue streams showed a notable shift, with direct-to-consumer contributions rising 600 basis points to 32% of the total. Franchise performance was bolstered by strong results in the racing and word game segments, which saw year-over-year growth of 43% and 28%, respectively.

Methodologically, the financial data is presented on a reported basis, with constant currency adjustments applied to isolate organic growth trends. The report incorporates full-year 2025 figures and highlights the impact of the Plarium acquisition, which was integrated into the group starting in February 2025. Looking ahead, the company concludes the period with a stable leverage ratio and a new organizational structure, positioning itself for continued midcore expansion and the potential public offering of its PlaySimple division.

The Modern Times Group Q1 2025 investor presentation outlines a period of significant financial expansion, primarily driven by the strategic acquisition of Plarium. The company reported a 79% year-over-year increase in net sales in constant currencies, reaching SEK 2,557 million for the quarter. This growth is supported by a 6% organic sales increase, reflecting sustained performance across the company’s existing gaming portfolio.

Key operational metrics highlight the impact of the Plarium integration, which contributed to a shift in revenue streams and user development. The company maintained a healthy adjusted EBITDA margin of 24% for the quarter, despite increased investment in marketing to scale new and established titles. Cash flow remains a central pillar of the company’s financial health, with SEK 538 million generated from operations in Q1 2025 and a free cash flow of SEK 143 million after accounting for earnout payments. The company’s leverage ratio stands at 0.82x, supported by an LTM EBITDA of SEK 3,058 million.

The scope of the presentation covers the global gaming operations of the company, with a specific focus on the transition period following the February 1, 2025, consolidation of Plarium. The portfolio includes a diverse range of franchises, such as strategy, simulation, racing, and word games. Looking ahead, the company maintains a positive outlook for the full year 2025, projecting organic sales growth between 3% and 7% and an adjusted EBITDA margin in the range of 21% to 24%. Future performance is expected to depend on disciplined marketing investments, the successful scaling of new game titles, and continued geographical expansion efforts.

Q4 2025 Modern Times Group MTG AB 1 All time high revenues and adjusted EBITDA underscore strong finish to the year with 8% organic growth for Q4 and 9% for 2025 We delivered a great end to a transformative 2025, reporting 8% organic year over year growth in Q4 and 9 % for the full year ,at the top end of our updated full year guidance .

Incorporated in the Cayman Islands with limited liability 3 Financial Performance Highlights 3 Financial Performance Highlights 9 Management Discussion and Analysis 9 Management Discussion and Analysis 23 Report on Review of Interim Financial Information Report on Review of Interim Financial Information 24 Consolidated Income Statement 25 Consolidated Statement of Comprehensive Income 26 Consolidated Statement of Financial Position 29 Consolidated Statement o...

Incorporated in the Cayman Islands with limited liability smart communication inspires 2025 E Interim Report 33 Financial Performance Highlights Financial Performance Highlights 88 Management Discussion and Analysis 22 Report on Review of Interim Financial Information 23 Condensed Consolidated Income Statement 24 Condensed Consolidated Statement of Comprehensive Income 24 Condensed Consolidated Statement of Comprehensive Income 25 Condensed Consolidated S...

7 MANAGEMENT DISCUSSION AND ANALYSIS 85 CORPORATE GOVERNANCE REPORT 85 CORPORATE GOVERNANCE REPORT 119 INDEPENDENT AUDITOR'S REPORT 119 INDEPENDENT AUDITOR’S REPORT 128 CONSOLIDATED INCOME STATEMENT 128 CONSOLIDATED INCOME STATEMENT 129 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME 130 CONSOLIDATED STATEMENT OF FINANCIAL POSITION 133 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 137 CONSOLIDATED STATEMENT OF CASH FLOWS 139 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 1...

Incorporated in the Cayman Islands with limited liability smart communication inspires 2024 P Interim Report 33 Financial Performance Highlights Financial Performance Highlights 88 Management Discussion and Analysis 22 Report on Review of Interim Financial Information 23 Condensed Consolidated Income Statement 23 Condensed Consolidated Income Statement 24 Condensed Consolidated Statement of Comprehensive Income 24 Condensed Consoli...

The game development industry is currently navigating a period of profound structural instability, characterized by widespread workforce reductions and a pervasive sense of professional anxiety. Despite the rapid integration of artificial intelligence, the primary driver of current career displacement remains studio restructuring rather than technological replacement. While the majority of the workforce remains employed in hybrid or remote roles, a significant portion of professionals are actively reassessing their career trajectories. This climate of cautious realism is reflected in market sentiment, where nearly 40 percent of industry participants anticipate further decline, leading to increased emotional fatigue and a shift in priorities toward time-based benefits, such as the four-day workweek, over traditional office perks.

Geographically, the industry maintains a clear hierarchy in compensation, with North America consistently commanding the highest salary tiers across all seniority levels. In contrast, Central and Eastern Europe continue to function as the most cost-effective hubs for talent acquisition. This regional disparity underscores a broader trend of geographic diversification, as studios balance the need for specialized expertise with the economic realities of global operations. Although the workforce remains mobile, the prevalence of remote work has effectively anchored many professionals, creating a distinct divide where on-site employees demonstrate a significantly higher propensity for international relocation compared to their remote counterparts.

The current landscape is defined by a maturing workforce dominated by mid-to-senior level professionals, accompanied by a concerning decline in new entrants. This demographic shift, coupled with the ongoing volatility in employment, has necessitated more flexible recruitment strategies. Studios are increasingly moving away from traditional hiring models, favoring diverse solutions that range from subscription-based flat-fee packages to comprehensive recruitment process outsourcing. As the industry continues to evolve, these data-driven benchmarks serve as a critical framework for both studios and professionals attempting to navigate the complexities of global compensation and shifting labor market dynamics.