Namco Bandai Annual Report

Consolidated Financial Highlights NAMCO BANDAI Holdings Inc. and Consolidated Subsidiaries LEE For the Years Ended March 31 24.7 460.5 164.1 35.6 164.1 25.1 426.5 34.2 146.0 22.3 34.2 146.0 22.3 24.4 378,5 34.0 128.8 34.0 128.8 1.5 21.9 394.2 35.4 139.4 35.4 139,4 16.3 67.5 16.5% 454.2 36.9% 36.9% Net Sales (¥ billion) Overseas Sales Proportion (%) Gross Profit (¥ billion) Gross Profit Margin (%) Operating Income (¥ billion) Operating Income Margin (%) Interest-Bearing Debt (¥ billion) / Debt/ Free Cash Flows* (¥ billion) Equity Ratio* (times) Free cash flows = Net cash provided by operating activities + Net cash used in investing activities * Debt/equity ratio = Interest-bearing debt / Total / thareholders' equity Reference: Contributions to Net Sales by Geggraphic Region (2012) Net Sales by Segment (2012) 32.7 11.7 89.9 13.0 Europe Asia, Excluding Japn 4.0% Other 4.3 260.6 363.4 Toys and Hobby 11.8 Americas 7.3% 5.4% 5.6% (2.4 229.0 325.9 5.6% -29.9 Amusement 12.4% 1.8 213.7 308.3 Japan 342.2 83.3% 19.3 9.1% 213.1 10.7% Content 45.8% • Note: Percentage figures are calculated Note: Percentage figures are calculated based based on sales before elimination orl external sales. Figures are estimates Total Assets (¥ billion) / ROA (%) Total Net Assets (¥ billion) ROE (%) Net Income (Loss) (¥ billion) of imernal transactions. based on management accounting. FY 2012.3 Net Sale Cash Flows From Operating Activities Sales of Major Characters (Group Total) Mobile Suit Gundam Series Kamen Rider Series One Piece Power Rangers Series Net Income ¥4.7 billion ¥31.9 billion up 15.2% ¥454.2 billion up 944.6% ¥19.3 billion ¥28.8 billion up 73.4% ¥39.1 billion ¥20.2 billion Gross Profit Return on Equity (ROE) Cash Dividends Per Share Unit Sales of Video Game Software up 20.1% \165 billion 9.1 % FY 2011.3 08% Home: 31 Titles |4,327 thousand Opening Income Return on Assets IROA) up ¥20.1 ¥26 billion Portable: 58 titles 9,003 thousan up 20.1% Operating Income Margin ¥165 billion 7.6 % 10.7 Net Income Per Share (Basic) Sales of Existing Amusement Facilities in Japan. FY 2011.3 5.2% ¥165 billion 10.7 % up ¥77.91 FY 2011.3 5.2% 45854881.5 CONTENTS 4881.5 Looking back at Previous Mid-Term Plans With the objective of achieving further progress in the entertainment industry, the BANDAI NAMCO Group was In response to these challenging circumstances, we implemented the Restart Plan. The objectives of the Restart Plan are to transform ourselves into a speedy established in 2005 through the management integration of Bandai and NAMCO. Under the Mid-term Plan that began in April 2006, we took steps to "bolster management Group, improve our profitability, and strengthen our foundations," such as strengthening our organizations and financial standing. As a result of these initiatives, our systems. Under the Mid-term Plan that began in April 2009, results are recovering. Nonetheless, our perfor- mance has not yet returned to the level that was recorded in our objective was "preparing a global growth foundation" to support global expansion. However, we suffered a major FY 2007.3, when we generated operating income of setback in the first year of the plan, principally in the Content ¥42.2 billion, which remains the highest level achieved Business, and we recorded a substantial loss. since the management integration. 2006.4 2009.3 2009.4, Bolster Management Foundations • Leveraging Synergies • Organizational Restructuring • Bolstering Financial Position • Intergrating Human Resources and Corporate Cultures Preparing a Global Growth Foundation • Globalization • Up-front investment of management resources in growth fields • Bolstering profitability of businesses that support up-front investment (Y billion 378.5 394.2 454.2 (Y billion) 459.1 460.5 426.4 500 50 400 34.6 40 42.2 300 30 200 100 10 2007 2008 2009 2007 2008 2009 2008 2009 2010 • 2008 2009 2010 2011 201