Bandai Namco Holdings Inc. · TSE:7832
Bandai Namco — Q3 FY2022.3 Earnings Presentation
48 slides from Bandai Namco's earnings presentation, Feb 8, 2022
Slide 1: Fiscal Year Ending March 2022 3rd Quarter Results Presentation
Bandai Namco Group Fiscal Year Ending March 2022 3rd Quarter Results Presentation Masaru Kawaguchi President and Representative Director BANDAI NAMCO Holdings Inc.
Slide 2: Results in FY2022.3 (First Nine Months)
Results in FY2022.3 (For the First Nine Months of FY2022.3) FY2021.3 FY2022.3 Vs. previous year’s billion yen results First nine months First nine months First nine months Net Sales 543.4 628.3 +84.9 Operating Profit 72.9 92.1 +19.2 Recurring Profit 75.1 95.5 +20.4 Profit Attributable to Owners of P
Slide 3: Results by Segment (First Nine Months of FY2022.3)
Results Forecast by Segment (For the First Nine Months of FY2022.3) Vs. previous billion yen FY2021.3 FY2022.3 year’s results First nine First nine First nine months months months Segment sales 254.0 242.3 -11.7 Digital Business Segment profit 47.3 37.6 -9.7 Entertainment Unit Toys and Hobby Segment
Slide 4: Overview by Business Segment
Overview by Business Segment (For the First Nine Months of FY2022.3) Toys and Hobby Business Products for the mature fan base continued to register solid results around the world Contributions were also made by toy-related items and new IP products Visual and Music Business Easing of restrictions on
Slide 5: Full-Year Forecast
Full-Year Forecast FY2022.3 FY2022.3 Vs. previous billion yen Vs. previous FY2021.3 Previous Current year’s forecast forecast forecast results Net Sales 740.9 795.0 810.0 +69.1 +15.0 Operating Profit 84.6 90.0 96.0 +11.4 +6.0 Recurring Profit 87.6 93.0 99.0 +11.4 +6.0 Profit Attributable to Owners o
Slide 6: Full-Year Forecast by Business Segment
Full-Year Forecast by Business Segment FY2022.3 FY2022.3 Vs. previous billion yen FY2021.3 Vs. previous Previous Current year’s Result forecast forecast forecast results Segment sales 337.9 310.0 310.0 -27.9 ±0.0 Digital Business Segment profit 56.7 40.0 40.0 -16.7 ±0.0 Entertainment Unit Toys and H
Slide 7: Dividend Forecast
Dividend Forecast Our policy is to implement shareholder return that targets a total return ratio of 50% or more based on stable dividend payments with a dividends on equity (DOE) of 2% . FY2022.3 Dividend Forecast Annual ¥153 - Base dividend ¥48 - Performance-based dividend ¥105
Slide 8: Mid-term Plan of the Bandai Namco Group
Mid-term Plan of the Bandai Namco Group FY2023.3 – FY2025.3 February 8, 2022
Slide 9: Purpose
Purpose BANDAI NAMCO Fun for All into the Future
Slide 10: Purpose
\BANDAINAMCO | Purpose Cacanan) Bandai Namco’s Purpose Fun for All into the Future 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 brighte
Slide 11: Purpose
Purpose “Providing fun and inspiration to people around the world and working to create smiles and happiness into the future”
Slide 12: Brand
Brand BANDAI NAMCO Fun for All into the Future 12
Slide 13: Brand: Integration of BANDAI and NAMCO
Brand 2005: Management Integration of BANDAI and NAMCO Theme: Integration of BANDAI and NAMCO 16 years since the management integration... Bandai Namco is moving to the next stage
Slide 14: Brand: New Logo
Brand ❒ Bandai Namco’s New Logo ★ Design: Speech bubble -- communication, connections ★ Color: Red -- enthusiastic, fun, active ❒ Vector element Expressing Bandai Namco’s diversity Smart Forward-looking Humorous Virtual Forward-looking Sweeping Social Romantic Invigorating Wild Fun Sensible
Slide 15: A new framework for connecting with fans
A new framework for connecting with fans
Slide 16: A new framework for connecting with fans
A new framework for connecting with fans Business IP fans partners World Employees Society
Slide 17: A new framework for connecting with fans
A new framework for connecting with fans Bandai Namco is connecting with fans around the world ■Connecting with IP fans Connecting in a way that makes Bandai Namco essential for IP fans ■Connecting with business partners A presence that continues to be choice of business partners ■Connecting with co
Slide 18: A new framework for connecting with fans
A new framework for connecting with fans Business IP fans partners World Employees Society
Slide 19: What's important is the quality of connections
A new framework for connecting with fans Business IP fans partners What's important is the quality of connections World Employees Society
Slide 20: Metaverse
Mletaverse BANDAI NAMCO Fun for All into the Future 20
Slide 21: Metaverse: A new framework for connecting with fans
Metaverse: A new framework for connecting with fans
Slide 22: Metaverse: A new framework for connecting with fans
Metaverse: A new framework for connecting with fans ●Collecting Gundam information Able to access to information collected when fans themselves portray avatars ● Metaverse content development Providing new services integrated with the real world ●Community formation Providing the optimal venues for
Slide 23: Accelerating evolution in the IP axis strategy
Accelerating evolution in the IP axis strategy
Slide 24: Accelerating evolution in the IP axis strategy
Accelerating evolution in the IP axis strategy Bandai Namco’s strengths Making digital and physical connections DIGITAL PHYSICAL Gundam Metaverse Gundam official shops Multipurpose E-commerce amusement facilities Games Events Portal site
Slide 25: Maximizing IP value ≧ Maximizing businesses
Accelerating evolution in the IP axis strategy Maximizing IP value ≧ Maximizing businesses
Slide 26: Group Mid-term Vision
Group Mid-term Vision BANDAI NAMCO Fun for All into the Future 26
Slide 27: Group Mid-term Vision
Group Mid-term Vision We want to foster deep, broad, multifaceted connections with fans (IP fans, business partners, employees, communities) around the world who have goodwill and empathy for Bandai Namco.
Slide 28: Group Mid-term Vision: Focus Strategies
Group Mid-term Vision Mid-term Vision Focus Strategies IP×Fan A new framework for connecting with fans Connecting with fans through IP IP Axis IP×Value Accelerating evolution in the IP axis strategy Strategy Enhancing IP value IP×World Building businesses under the ALL BANDAI NAMCO Connecting with t
Slide 29: Building businesses under the ALL BANDAI NAMCO concept
Building businesses under the ALL BANDAI NAMCO concept Completing the establishment of systems to compete in regions around the world under the ALL BANDAI NAMCO concept Britain One office France inland China One Spain One office Management office North America One integration office HongKong One One
Slide 30: Aim for overseas sales ratio of 35%
Building businesses under the ALL BANDAI NAMCO concept First, aim for overseas sales ratio of 35% * Sales ratio by region Overseas Overseas Japan Overseas Japan Japan 3 years later XX years later FY2021.3 (results) FY2025.3 (target) FY20XX.3 (target) Overseas sales ratio: 22.3% Overseas sales ratio:
Slide 31: Focus area
Building businesses under the ALL BANDAI NAMCO concept ❒ Focus area Digital business: Introduction of major worldwide titles (North America) Toys and Hobby business: Expansion of business for the mature fan base (North America, inland China) North inland America China Strengthening production system
Slide 32: IP axis strategy (investment plan)
IP axis strategy (investment plan) ❒ Continuing investment to accelerate evolution in the IP axis strategy Over the period of the next Mid-term Plan, advancing investment to accelerate evolution in the IP axis strategy FY2023.3 to FY2025.3 Investment to accelerate evolution in the IP ●Investment to
Slide 33: Data UNIVERSE
IP axis strategy (Integrated management of Group data) ❒ Data Universe concept Establishing data platform for the collection and analysis in a single location of the Group’s digital and physical fan data Leading to increased fan satisfaction, community formation, and metaverse establishment Game Liv
Slide 34: IP environment
IP environment ❒ Existence of abundant major IP 2022 2023 2024 Theatrical versions New visual products in active production Continued roll-outs of game titles Animations Game Continued roll-outs of game titles Animations Game Continued roll-outs of game titles Game Theatrical versions Theatrical Con
Slide 35: Investment in IP creation (visual product investment)
Investment in IP creation (visual product investment) ❒ Investment in visual products for IP creation (IP Production Unit) Amount of investment Number in production of of titles Titles visual products New IP 10 titles FY2023.3 12 billion 40 Gundam 4 Existing 30 titles IP Other series 26 New IP 10 ti
Slide 36: Digital business title lineup
Digital business title lineup (game development investment) ❒ Worldwide title lineup FY2023.3 FY2024.3 FY2025.3 ・DRAGON BALL THE BREAKERS ・Popular IP titles: New titles ・Popular IP titles: New titles ・Gundam major titles: New titles Home video game ・Unknown9 (title originating ・Others: 6 titles ・Oth
Slide 37: Sustainability
Sustainability Connecting to a future of smiles BANDAINAMCO Fun for All into the Future 37
Slide 38: The Bandai Namco Group Sustainability Policy
The Bandai Namco Group Sustainability Policy The Bandai Namco Group Sustainability Policy Under the IP Axis Strategy, we will work with fans to promote sustainability activities corresponding to social issues that should be addressed by the Group The medium to long term targets for decarbonization
Slide 39: Group Sustainability Committee
Group Sustainability Committee The Group CSR Committee will be renamed the Group Sustainability Committee and upgraded to a committee that is directly under the Board of Directors. From April 2022 Independent Directors and Independent Directors and Board of Audit & Supervisory Board Board of Audit &
Slide 40: New system
New system BANDAI NAMCO Fun for All into the Future 40
Slide 41: New system: governance transition
New system ❏To strengthen governance, BANDAI NAMCO Holdings will transition to a new system From April 2022 From June 2022 shareholders’ meeting Company with audit and supervisory Board Company with audit and supervisory committee certain authority Delegation of Board of Directors Board of Directors
Slide 42: Reorganization of the IP Production Unit
New system ❒ Reorganization of the IP Production Unit From April 2022 Entertainment Unit Entertainment Unit Digital Business Digital Business Toys and Hobby Business Toys and Hobby Business IP Production Unit IP Production Unit Visual and Music Business Integration IP Production Business Bandai Namc
Slide 43: FY2025.3 numerical targets
FY2025.3 numerical targets BANDAINAMCO Fun for All into the Future 3
Slide 44: FY2025.3 numerical targets
FY2025.3 numerical targets Consolidated net sales ￥1,100 billion Consolidated operating profit ￥125 billion ROE 12% or more
Slide 45: Purpose
Purpose “Providing fun and inspiration to people around the world and working to create smiles and happiness into the future”
Slide 46: Note on Projections
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,” “estimation,” “projecti
Slide 47: Reference materials: FY2025.3 numerical targets
Reference materials: FY2025.3 numerical targets billion yen FY2025.3 numerical targets Segment sales 480.0 Digital Business Segment profit 58.0 Entertainment Unit Segment sales 450.0 Toys and Hobby Business Segment profit 59.0 IP Production Visual and Music Segment sales 100.0 Unit Business Segment
Slide 48: Mid-term Plan of the Bandai Namco Group
Mid-term Plan of the Bandai Namco Group FY2023.3 – FY2025.3 February 8, 2022
Bandai Namco Holdings — Q3 FY2022.3 Earnings Presentation on 6ix