Slide 1: Fiscal Year Ended March 2022 Results Presentation
Fiscal Year Ended March 2022 Results Presentation 2022/5/13 Market forecasts, operating results forecast, and other information contained in this material are based on judgements and projections of the Company‘s managements based on currently available information. Therefore, please understand that
Slide 2: FY2022/3 Results / FY2023/3 Forecast
01 FY2022/3 Results/ FY2023/3 Forecast -2-
Slide 3: Topics
Topics FY2022/3 Results FY2023/3 Forecast ➢ Significant increases in sales and profits YoY due to recoveries in Pachislot & Pachinko and AM* ➢ Forecast increase in sales and profits in all Consolidated ➢ Implemented share buybacks business areas ➢ Decrease in income taxes, etc. due to decrease of ta
Slide 4: FY2022/3 Results, FY2023/3 Forecast
FY2022/3 Results, FY2023/3 Forecast (Billion yen) 2021/3 2022/3 2023/3 Full Year Full Year Full Year Results Results Forecast FY2022/3 Results Sales 277.7 320.9 375.0 Entertainment Contents 217.8 235.9 277.0 ➢ Significant increases in sales and profits YoY Pachislot and Pachinko Machines 53.1 75.8 8
Slide 5: Breakdown of Income (FY2022/3 Results)
Breakdown of Income (FY2022/3 Results) (Unit: billion yen) Operating income 32.0 Breakdown of non-operating income/losses and extraordinary income/losses Non-operating income 5.9 Non-operating income 5.9 Non-operating expenses 4.6 Gain on investments in partnership 3.0 Ordinary income 33.3 Non-opera
Slide 6: Costs and Expenses, etc.
Costs and Expenses, etc. ■Entertainment Contents (Billion yen) 2020/3 2021/3 2022/3 2023/3 Full Year Full Year Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Results Forecast R&D / Content production expenses 12.8 11.9 17.6 16.3 9.2 9.8 11.8 14.7 9.9 13.5 12.7 18.3 54.4 66.6 Advertising expenses 3.0 3.4 3.8 3.
Slide 7: Costs and Expenses, etc.
Costs and Expenses, etc. ■Resort (Billion yen) 2020/3 2021/3 2022/3 2023/3 Full Year Full Year Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Results Forecast R&D / Content production expenses 0.0 0.0 0.1 0.0 0.0 0.0 0.1 0.1 0.0 0.0 0.0 0.1 0.1 0.0 Advertising expenses 0.1 0.1 0.1 0.1 0.0 0.1 0.1 0.0 0.0 0.2 0
Slide 8: Consolidated Balance Sheet Summary
Consolidated Balance Sheet Summary (Billion yen) 【Assets】 【Liabilities and Net Assets】 As of end of As of end of Increase As of end of As of end of Increase Account Account March 2021 March 2022 /Decrease March 2021 March 2022 /Decrease Cash and Deposits 154.9 152.4 -2.5 Accounts Payable 16.9 24.4 +
Slide 9: Consolidated Cash Flows
Consolidated Cash Flows Cash and (Unit: billion yen) (Unit: billion yen) cash equivalents Cash Flows from Operating Activities End2019/3期末 of 154.5 FY2021/3 Income before income taxes +37.9 Depreciation and amortization +11.4 C/F Increase in inventories -15.3 from Operating Increase in notes and acc
Slide 10: To Maximize the Corporate Value (~FY2026/3)
To Maximize the Corporate Value (~FY2026/3) Shift to the management focusing on capital efficiency FY2021/3 FY2022/3 FY2026/3 Indicators Results Results Target Expansion of Over 10％ ROE 0.4％ 12.7％ （FY2024/3 Target) equity spread 33.3 Over 50.0 billion Growth of profit Ordinary Income 1.7 billion yen
Slide 11: Transition of EPS
Transition of EPS EPS* improved due to earnings growth and a decrease in the average No. of shares during the period due to share buybacks. 158.8 +1.3 Profit attributable to EPS (yen) 126.8 owners of parent 37.0 (-20％) (Billion yen) +7.7 58.6 28.0 (-24%) 38.1 13.7 8.9 11.2 5.4 2.6 1.2 FY2018/3 FY201
Slide 12: Shareholder Returns (Process of Determining Return Amount and Method)
Shareholder Returns (Process of Determining Return Amount and Method) FY2023/3 FY2024/3 Q1 Q2 Q3 Q4 Q1 FY2022/3 Q1 Results Q2 Results Q3 Results FY2023/3 Results Results announcement announcement announcement announcement announcement Share buybacks (if implemented) Interim dividend Year-end dividen
Slide 13: (Reference) Transition of shareholder returns and stock information, etc.
(Reference) Transition of shareholder returns and stock information, etc. FY2021/3 FY2022/3 FY2023/3 (Forecast) Total amount of dividends 7.0 billion yen 9.1 billion yen 9.0 billion yen Calculation based on base dividend DOE 3% Shareholder Returns Amount of share buyback - 25.02 billion yen* 4.97 bi
Slide 14: Per Segments Results / Forecast
02 Per Segments Results / Forecast -14-
Slide 15: Entertainment Contents Business
Entertainment Contents Business (Billion yen) 2021/3 2022/3 2023/3 FY2022/3 Results Full Year Full Year Full Year Results Results Forecast ➢ Both sales and profit increased YoY Sales 217.8 235.9 277.0 • Strong performance of CS* continued Consumer 135.7 158.3 192.0 • Recovery of earnings in AM* whic
Slide 16: Entertainment Contents Business: Per subsegment
Entertainment Contents Business: Per subsegment FY2022/3 Results FY2023/3 Forecast • Significant increase in new titles (+5,180 K units • Strong performance of new titles YoY) Full Game • Recorded royalty income from some titles • Growth in repeat titles due to a large number of new titles in the pr
Slide 17: Consumer Area / Full Game: Sales Trend
Consumer Area / Full Game: Sales Trend (Unit: billion yen) 新作・リピートの数字の表はナシ -17-
Slide 18: Consumer Area / F2P: Sales Trend
Consumer Area / F2P: Sales Trend "HATSUNE MIKU: COLORFUL STAGE!" “PHANTASY STAR ONLINE 2” (2012/7～) (Unit: billion yen) "PHANTASY STAR ONLINE 2 NEW GENESIS" "Fist of the North Star LEGENDS ReVIVE" Top 3 titles in sales from Jan. - Mar. 2022 (No. 1) (No. 2) (No. 3) “PHANTASY STAR ONLINE 2 NEW GENESIS
Slide 19: (Reference) Consumer Area: Sales Trend
（Reference）Consumer Area: Sales Trend (Billion yen) 2021/3 2022/3 2023/3 Through Through Through Through Through Through Full Year Q1 Q1 Q2 Q3 Q4 Q2 Q3 Q4 Forecast Sales 32.4 61.4 102.4 135.7 29.5 71.2 119.6 158.3 192.0 Domestic 12.4 27.9 48.7 64.6 13.0 30.9 50.3 66.6 66.1 Overseas 19.6 33.4 54.3 72
Slide 20: (Reference) Consumer Area / Full Game: Unit Sales Trend
（Reference）Consumer Area / Full Game: Unit Sales Trend 2021/3 2022/3 2023/3 Through Through Through Through Through Through Full Year Q1 Q1 Q2 Q3 Q4 Q2 Q3 Q4 Forecast Full Game: Number of Titles Japan 0 title 0 title 2 titles 2 titles 0 title 3 titles 5 titles 6 titles 15 titles Asia 1 title 1 title
Slide 21: (Reference) Consumer Area / Full Game: New Major Titles
(Reference) Consumer Area / Full Game: New Major Titles [FY2022/3 New titles] “HUMANKIND™” “Lost Judgment” “Sonic Colors: Ultimate” © Amplitude Studios 2021. © SEGA. ©SEGA ©SEGA “Super Monkey Ball Banana Mania” “Shin Megami Tensei Ⅴ” “Football Manager 2022” “Total War: WARHAMMERⅢ” ©SEGA ©ATLUS. © Sp
Slide 22: (Reference) Consumer Area / Full Game: New Major Titles
(Reference) Consumer Area / Full Game: New Major Titles [FY2023/3 New titles (plan)] *Only announced titles are listed “13 Sentinels: Aegis Rim” “Sonic Origins” “SONIC FRONTIERS” (for Nintendo Switch™) ©SEGA ©SEGA ©ATLUS. ©SEGA. All rights reserved. Released on April 14, 2022 “Soul Hackers 2” “Two P
Slide 23: (Reference) Entertainment Contents Business: Sales Schedule
(Reference) Entertainment Contents Business: Sales Schedule ~FY2022/3 In or after FY2023/3 (plan) 13 Sentinels: Aegis Rim HUMANKIND™ Shin Megami Tensei V (for Nintendo Switch™) Sonic Origins New titles Lost Judgment Football Manager 2022 Soul Hackers 2 Full Game Sonic Colors: Ultimate Total War: WAR
Slide 24: (Reference) Entertainment Contents Business: Sales Schedule
(Reference) Entertainment Contents Business: Sales Schedule ~FY2022/3 In or after FY2023/3 (plan) KanColle Arcade / StarHorse4 / Fate Grand Order Arcade / SANGOKUSHI TAISEN Series <Major titles in operation> / maimai DX / O.N.G.E.K.I. / CHUNITHM / meityromantic / lalamee Amusement Machine Sales <Maj
Slide 25: Pachislot and Pachinko Machines Business
Pachislot and Pachinko Machines Business (Billion yen) 2021/3 2022/3 2023/3 FY2022/3 Results Full Year Full Year Full Year Results Results Forecast ➢ V-shaped recovery from deficit of the previous fiscal year Sales 53.1 75.8 86.0 • Increase in unit sales Pachislot 13.9 30.6 32.7 • Fixed expenses rem
Slide 26: (Reference) Pachislot & Pachinko Machines Business: Sales Schedule
(Reference) Pachislot & Pachinko Machines Business: New series Sales Schedule Specification changed title ～FY2022/3 In or after FY2023/3 (plan) Pachislot CODE GEASS Pachislot Konosuba: Pachislot Lelouch of the Rebellion 3 Pachislot Aladdin A Classic God’s Blessing on This Wonderful World! Pachislot
Slide 27: Resort Business
Resort Business (Billion yen) 2021/3 2022/3 2023/3 FY2022/3 Results Full Year Full Year Full Year Results Results Forecast ➢ PHOENIX RESORT: Reduction in loss margin YoY Sales 6.3 8.6 11.5 • Demand from individual customers increased outside the Operating Income -4.1 -2.5 -1.2 period of the state of
Slide 28: (Reference) Status of each facility
(Reference) Status of each facility (Unit: billion yen) PHOENIX RESORT • Demand for individual customers remained strong even in COVID-19 pandemic • Expect the increase of revenue in FY2023/3 from the recovery of group customers, etc. (Unit: KRW Billion) PARADISE SEGASAMMY • The number of casino use
Slide 29: Progress of the Medium-Term Plan (FY2022/3-FY2024/3)
03 Progress of the Medium-Term Plan (FY2022/3-FY2024/3) -29-
Slide 30: Long-term vision
Long-term vision Value (Mindset and DNA) “Creation is Life” × Mission (Raison d’être) “Always Proactive, “Constantly Creating, Forever Captivating” —Making life more colorful— Always Pioneering” Vision (Ideal self) Be a Game Changer Pachislot and Gaming Entertainment Pachinko & Resort Sustainability
Slide 31: Review of the First Year of the Medium-Term Plan
Review of the First Year of the Medium-Term Plan Progress exceeded expectations, driven by Entertainment Contents (Unit: billion yen) Final year 1st year (FY2022/3) 2nd year (FY2023/3) (FY2024/3) Mid-term Mid-term Mid-term Results Differences Plan Differences Target Target Target Ordinary Income 20.
Slide 32: Entertainment Contents Business Consumer area
Entertainment Contents Business Consumer area Entertainment Contents Business -32-
Slide 33: Becoming a Global Leading Contents Provider
Long-term Target Becoming a Global Leading Contents Provider FY2024/3 FY2026/3 Reinforcing the earnings base by strengthening the global branding of existing IPs Creation of “Super Games” Investment promotion period toward becoming a global player Proactive growth investment (additional investments
Slide 34: Grow "mainstay IPs" as global brand
Mid-term plan: Strengthen the Global Branding of Existing IPs Grow "mainstay IPs" as global brand 1 2 3 Expanding Prolonging Strengthening touchpoints product life cycles user engagement -34-
Slide 35: Expanding Touchpoints
Expanding Touchpoints 1 Strengthen global simultaneous launch Expanding touchpoints x multi-platform support FY2022/3 FY2023/3 Plan ◼ Global simultaneous launch × Multi-platform support (new titles) 7 titles 13 titles (Approx. 6M unit sales) （Approx. 13M unit sales） ⚫ “HUMANKIND™” ⚫ “SONIC FRONTIERS
Slide 36: Prolonging Product Life Cycles
Prolonging Product Life Cycles 2 Remake/Remaster, Spin-Off / Change of theme, Prolonging product Multichannel monetization life cycles (Additionally support subscription services, etc.) FY2022/3 FY2023/3 Plan ◼ Remake/Remaster, Spin-Off / Change of theme (new titles) Approx. 4M unit sales Approx. 5M
Slide 37: Strengthening User Engagement
Strengthening User Engagement 3 Strengthening the mix of media, Strengthening user engagement expanding SONIC's brand awareness CY2020 CY2021 CY2022 CY2023～ Future initiatives with PARAMOUNT PICTURES ◼ Development of a third feature film ◼ Development of original TV series to be distributed in Param
Slide 38: Sonic the Hedgehog 2
Sonic Film “Sonic the Hedgehog 2” Release date (US): April 8, 2022 Scheduled release date (Japan): August 19, 2022 Box office results ➢ US • Opening three days: $72 million (Announced on April 13, 2022) • $170 million (As of May 12, 2022) *Following the previous film, recorded best ever for a film b
Slide 39: Sales Growth of Main IPs
Sales Growth of Main IPs (Unit: billion yen) Continue to grow by solidifying main IPs and utilizing large amount of IPs *Sales of the series in Consumer area. Ryu ga Gotoku (Yakuza in N.A. and Europe) includes “JUDGMENT” series -39-
Slide 40: Pachislot and Pachinko Machines Business
Pachislot and Pachinko Machines Business Pachislot and Pachinko Machines Business -40-
Slide 41: Long-term Targets
Long-term Targets Triple crown of share in Building a stable utilization, in installation, earnings structure and in sales FY2024/3 No. 1 in total utilization share of Pachislot and Pachinko Maintain stable earnings Improvement of Creation of hits business efficiency -41-
Slide 42: Review of the First Year of the Medium-Term Plan
Review of the First Year of the Medium-Term Plan *1 FY2021/3 FY2022/3 Total Utilization Share 1st S Company 19% 1st K Company 18% 2nd K Company 17% 2nd S Company 18% 3rd Sammy 13% 3rd Sammy 11% 4th U Company 13% 4th S Company 9% Pachislot: Both sales and utilization of titles sold in FY2022/3 were s
Slide 43: Trend of Number of Pachinko Halls and Number of Installed Units
Trend of Number of Pachinko Halls and Number of Installed Units Total number of installed units after the deadline for removal are approx. 3,660K units * In-house estimation based on figures published by the National Police Agency and figures released by Zennichiyuren (a union for pachinko and pachi
Slide 44: Annual Unit Sales Forecast for Market
Annual Unit Sales Forecast for Market (Unit: K units) ➢ FY2022/3 Unit sales of new regulation machines increased due to the arrival of removal deadline of previous regulation machines ➢ FY2023/3 Expect hesitation to purchase will occur until machines responding to the relaxation of regulation will b
Slide 45: Relaxation of Regulation
Relaxation of Regulation Pachislot: Approx. over 70~80% of current players are dissatisfied about the upper limit of payout and advantageous section （Factors behind dissatisfaction） • There is an upper limit of payout at once even though there is no limit to the number of medals to insert Upper limi
Slide 46: Pachislot: Relaxation of Upper Limit of Advantageous Section
Pachislot: Relaxation of Upper Limit of Advantageous Section (Upper Limit of No. of Games) 4,000G ✓ Relaxation regarding upper Abolishment of upper limit limit of advantageous section 3,000G is continuing ✓ Upper limit will be abolished in 1,500G Smart Pachislot No. 6.0 model No. 6.2 model No. 6.5 m
Slide 47: Pachislot: Regarding Relaxation of Upper Limit of Payout
Pachislot: Regarding Relaxation of Upper Limit of Payout ① Up until now, at most, only ② +2,400 medals can be obtained from the start of jackpot (Upper limit: MY*2,400 medals) ② From No. 6.5 model, at most, +2,400 medals from ±0 medals 0 can be obtained ① （Upper limit: In-out 2,400 medals） ✓ There w
Slide 48: Pachislot: New Title to be Launched
Pachislot: New Title to be Launched "Pachislot Kabaneri of the Iron Fortress" No. 6.5 model (medal machine) Delivery: July 2022 (plan) ©Kabaneri Committee ©Sammy -48-
Slide 49: Investment Strategy
Investment Strategy Investment Strategy
Slide 50: Concept of Investment in Growth (~FY2026/3)
Concept of Investment in Growth (～FY2026/3) Continue to consider investing in the following growth areas Strengthen development Area of ⚫ Expansion of organic development pipeline consideration ⚫ Strengthen global mobile and online games resources for investment Consumer area Approx. 100.0 billion y
Slide 51: Sustainability
Sustainability Sustainability -51-
Slide 52: Constantly Creating, Forever Captivating
Constantly Creating, Forever Captivating - Making Life More Colorful - SEGA SAMMY Sustainability Vision We at SEGA SAMMY believe our determination to enhance life with a rich and colorful stream of captivating experiences should be reflected in our approach to sustainability. It is our responsibilit
Slide 53: ESG Ratings and Evaluations
ESG Ratings and Evaluations MSCI ESG RATINGS ESG INDEXES CDP ⚫ Climate Change：C ⚫ Water：C -53-
Slide 54: Material Issues to be Addressed
Material Issues to be Addressed Five Key Areas of Sustainability Management Products/Services Human Resource Environment Addiction Governance Quality Improvement Multi-culture Scope 1, 2 Prevention of addictions Strengthening corporate Promoting “Game Change” by Achieving carbon neutrality and disor
Slide 55: Quality Improvement
Products / 製品/サービス Services Quality Improvement Target Domestic Overseas Companies Creating content and services that appeal to 3.0 billion gamers globally Major Initiatives ⚫ Strengthen global roll-out and expand roll-out platforms Creation of innovation ⚫ Creating Super Game Exploration of a strat
Slide 56: Quality Improvement
Products / 製品/サービス Services Quality Improvement Target Domestic Overseas Companies Creating content and services that appeal to 3.0 billion gamers globally Major Initiatives ⚫ Support for color universal in Puyo Puyo SOJ*1 Accessibility ⚫ Compliance with CVAA guidelines ⚫ Subtitle display function S
Slide 57: Safety and Security
Products / 製品/サービス Services Safety and Security Target Domestic Overseas Companies Creating rules that allow everyone in the world to enjoy without discrimination Major Initiatives ⚫ Compliance with laws and regulations Compliance of relevant laws and ◎Payment Services Act, Act against Unjustifiable
Slide 58: Quality Improvement
Products / 製品/サービス Services Quality Improvement Target Companies Domestic Becoming the winner of triple crown of Planning with share in utilization, in installation, and in identified needs sales Major Initiatives Market Analysis, Brush-up with Hypothesis proprietary verification test-shooting ⚫ Dev
Slide 59: Safety and Security
Products / 製品/サービス Services Safety and Security Target Companies Domestic In order to continuously create content that users and operators Major Initiatives Ethics Committee can rely on ⚫ Established ethics committee Ethics Committee [Example of Guidelines] Head of each division Thorough expression
Slide 60: Multi-culture
Human 人 Resources Multi-culture Target Domestic Companies Promoting "Game Change" by increasing human resources with multi-cultural background* Major Initiatives Approx. 900 persons ⚫ Expanded recruitment measures for human resources Ratio in total employees: with multi-cultural background Approx. 2
Slide 61: Active Career Opportunities for Women
Human 人 Resources Active Career Opportunities for Women Target Domestic In order to respond to changes in the market environment and Companies customer preference Creating a foundation where the people can thrive regardless of gender Major Initiatives Approx. 80 persons～ ⚫ Strengthen the recruitment
Slide 62: Development of Core Human Resources
Human 人 Resources Development of Core Human Resources Target Domestic In order to make all human resources can realize our mission Companies "Constantly Creating, Forever Captivating" Strategic development of human resources who can lead the next Major Initiatives generation Cumulative total of at l
Slide 63: Maintenance of Work Environment
Human 人 Resources Maintenance of Work Environment Target Major Group Companies Companies Toward the coexistence of diverse human resources and values Maintenance and improvement of the engagement of human resources Major Initiatives Engagement Score *1 ⚫ While conduct ES*2 at each major group compan
Slide 64: Introduction of Overseas Initiatives
Human 人 Resources Introduction of Overseas Initiatives Target Overseas Companies Active career Maintenance of the opportunities for women work environment ⚫ Establishment of in-house groups that carry out the activities ⚫ Establishment of Values Staff Groups, an internal DEI group to improve to prom
Slide 65: Scope 1, 2
環境 Environment Scope 1, 2 Target Companies Whole Group Achieve carbon neutrality Major Initiatives Achieve carbon neutrality of GHGs emission in Scope1, 2 in all business Pachislot & Pachinko Entertainment Contents segments by 2050 Machines 614 t-CO2 Emission amounts in 2021 578 t-CO2 (t-CO2) Scope
Slide 66: Scope 3
環境 Environment Scope 3 Target Companies Domestic Reduce GHG emissions by 22.5% or more Major Initiatives Start initiatives in the supply chain with the aim of reducing which meets a level sufficiently below 2°C of SBT (Well Below2℃:WB2°C). C1 (purchased goods and (t-CO2) services) Total of 22.5% or
Slide 67: Including response to the climate change into the strategy
環境 Environment Disclosure of Information Based on TCFD Recommendations Target Including response to the Companies Whole Group climate change into the strategy The importance of non-financial information disclosure is increasing in order to engage in two-way dialogue with stakeholders Recognizing cli
Slide 68: Prevention of Addictions and Disorders
依存症 Addiction Prevention of Addictions and Disorders Target Domestic Companies To sincerely face the negative aspects that increasing as business Major initiatives expansions [Common] Offering of appropriate products and services through compliance with laws, regulations, and voluntary regulation Co
Slide 69: Sustainability Governance
ガバナンス Governance Sustainability Governance Board of Directors meeting Group Management Strategy Committee Board of Directors: 7 / Audit & Supervisory Committee Members: 4 *Excluding Chairman, Representative Director Chairman... President and Group CEO, Representative Director Chairman: President and
Slide 70: (Reference) Schematic Diagram of Corporate Governance Structure
(Reference) Schematic Diagram of Corporate Governance Structure Election / General Meeting of Shareholders Dismissal Audit / Election / Dismissal Election / Dismissal Independent Auditor Supervise Supervision Independent / Evaluation Inquiries / Replies Board of Directors meeting Audit & Supervisory
Slide 71: (Reference) Skill Matrix of Board of Director's members
(Reference) Skill Matrix of Board of Director’s members Expertise and experience Name Gender Corporate Entertainment Finance and Risk management management business creation accounting ICT・DX GLOBAL Sustainability / compliance Hajime Satomi Reappointment Male ● ● Haruki Satomi Reappointment Male ● ●
Slide 72: (Reference) Definition of Skill Matrix
(Reference) Definition of Skill Matrix Items Definitions 1. Corporate management Manager of a listed company or an equivalent organization 2. Creation of Having an experience as a business development manager or experience in launching new business Entertainment Contents Business in the business seg
Slide 73: Future Milestones (1)
Future Milestones (1) Materiality Issue Major activities / Milestones Target for 2030 Becoming a Global Leading Whole Group Update of existing initiatives, addition of new initiatives (annual) Contents Provider Quality (Entertainment Contents) Improvement SEGA Strengthen the Global Branding of Exist
Slide 74: Future Milestones (2)
Future Milestones (2) Materiality Issue Major activities / Milestones Target Domestic/Whole Group Check GHG emissions and status of reduction measures Overseas/SEGA taken (annual) Scope1-3 Update of existing initiatives, addition of new initiatives Domestic/Whole Group (annual) Overseas/SEGA Establi
Slide 75: Reference: External evaluations, Awards, etc.
Human 人 Resources Reference: External evaluations, Awards, etc. Development of core DEI* human resources ⚫ IGDA 2021 Awards for Diversity and Inclusion ⚫ Best Place to Work Award Creative Assembly Creative Assembly ⚫ 2021 Diversity in Tech Awards for Social ⚫ TIGA UK Games Education Awards 2021 Crea
Slide 76: Appendix
O04 Appendix SEGASammny
Slide 77: Trend of Balance of Content Production Expenses in B/S (Consumer area)
Trend of Balance of Content Production Expenses in B/S (Consumer area) (Unit: billion yen) *Balance of work in progress R&D expenses of titles before release + Balance of unamortized R&D expenses of released titles -77-
Slide 78: Trend of No. of Employees by Segment
Trend of No. of Employees by Segment (Unit: employees) *No. of employees are the No. of full-time employees and permanent contract employees. Excludes the No. of temporary employees. -78-
Slide 79: Pachislot and Pachinko Machines Business (Utilization share)
Pachislot and Pachinko Machines Business (Utilization share) Reference: Ranking of utilization share in FY2022/3 Pachislot utilization share Total Utilization Share Trend of Utilization Share (Sammy) Pachinko utilization share 1st K Company 18% 2nd S Company 18% 21.0% 3rd Sammy 11% 19.5% 19.5% 19.5%
Slide 80: Resort Business (PARADISE SEGASAMMY)
Resort Business (PARADISE SEGASAMMY) FY2021 Q4 FY2022 Q4 (KRW Billion) Results Results FY2022/3 Results Sales 177.5 161.5 Casino 126.8 86.6 ➢ The number of casino users fell sharply due to the Hotel 44.4 67.7 restriction of foreign visitors Other 6.3 7.0 YoY comparison: 56.9% Cost of sales 216.0 178
Slide 81: Resort Business (PARADISE SEGASAMMY)
Resort Business (PARADISE SEGASAMMY) ◼ Trend of Drop amounts* at PARADISE CITY (KRW Million) 2017/4 Opening of PARADISE CITY *Drop amounts: Purchased amount of chips by customers at the table *Calculation method was changed after Jan. 2018 -81-
Slide 82: https://www.segasammy.co.jp/english/
https://www.segasammy.co.jp/english/ Cautionary Statement for Investors and Shareholders with Respect to Nevada Gaming Statutes and Please visit below website for more information of products and services of Regulations SEGASAMMY. SEGA SAMMY HOLDINGS INC. (“the Company”) is registered with the Nevad