BANDAI NAMCO Group 2018
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- ひでより ながおか
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1 BANDAI NAMCO Group 2018
2
3 CHANGE for the NEXT CHANGE 1
4 OUR MISSION STATEMENT Dreams, Fun and Inspiration OUR VISION The Leading Innovator in Global Entertainment 2
5 CONTENTS IP 10 IP CSR IR CSR 2018 IIRC WEB IRCSR
6 , % 18.6% % 6,783 6,201 5,655 5,755 5, % IP IP IP IP IP 2.3% 3.8% IP 6.5% 1.0% 5.6% 30.7% 8.2% 18.0% 12.5% 45.1% 4.0% 62.3% % 7.6% 79.5% 6.2% ROE 14.7% ROE % 2, ,488 3,173 3, , ROA 14.7% ROA % 4,880 4,418 4,483 4, ,
7 1 IP* * % * ,941 3,576 3,251 3,041 2, % * * * % 62* * * * * * EPS ESG * 102 * 16.9% 6 * * IP
8 IP 2, ,
9 IP
10 IP IP IP IP IP IP IP CONFECTIONERY and FOODS TOYS LIVE ENTER- TAINMENT NETWORK CONTENT HOME VIDEO GAMES NEW DEVICES AMUSEMENT FACILITIES CARDS VIDEO ON DEMAND (VOD) CONTENT PLASTIC MODELS MOVIES VISUAL and MUSIC PACKAGE AMUSEMENT MACHINES IP IP 8
11 % IP I P 9
12 IP IPIP IP IP IP & CD WEB 2012 IP Super Sentai 10
13 2005 IP I P 20 IP 2 IP 15 IP BORUTO NARUTO 11
14 取締役および監査役 2018 年 6 月 18 日現在 川城 和実 田口 三昭 大下 聡 萩原 仁 宮河 恭夫 川口 勝 12
15 13
16 IP IPIP IPALL BANDAI NAMCO CHANGE CHANGE IP CHANGE CHANGE ALL BANDAI NAMCOCHANGE CHANGE 14
17 ALL BANDAI NAMCO 4 IP IP IP IP IP IP IP ALL BANDAI NAMCO ALL BANDAI NAMCO 7,500 10% ROE10% 15
18 IP 1 10 CHANGE 16
19 IP 6, IP & IP IP IP IP , ,201 5, ,300 6,000 5, IP CHANGE for the NEXT IP ALL BANDAI NAMCO , %ROE 10% , SBU IP 5 IP IP IP IP IP IP 3 250IP 17
20 IP IP ALL BANDAI NAMCO IP IP IP IP ALL BANDAI NAMCO No. 1 ALL BANDAI NAMCO IP PDCA PDCA ROE ROE DOE2% 50%
21 IP 82 IP IP IP % 33.0 IP IP 2 IP 2 IP IP CHANGE for the NEXT IP IP IP IPIP IP 19
22 Toys and Hobby Break Out of the Box. Wow the World! IP , BANDAI SPIRITS IP
23 Network Entertainment 2 IP , , % 28,867 21
24 Real Entertainment ,300 IP 80 VR VR ZONE * 1, ,870 * 22
25 23 Visual and Music Production No.1 3 IP No.1 IP IP IP IP IP / 806 / 2,830 40,500 22,500 * 1 84 * *1 *2 IP IP IP
26 IP IP Creation IP IPUP IPUP UP IP IP IP IP IP IP IPI DNA DNAIP 100 1,000 1 IP IPCHANGE IP / 309 / 2,560 24
27 CHANGE 4 26 IP IP ALL BANDAI NAMCO 38 25
28 IP IP IP IP IP IP IP IP IP IP IP IP IP IP IP IP IP 1001,000 26
29 IP IP IP IP IP IP IP IPIP IP IP IP IP IP LEGENDARY IP IPIP IP 27
30 IP IP IP IP IP IP IP UGC User Generated Contents IP Project LayereD IP IP IP IP IP IP IP IP IP 3250 IP IP 28
31 Case Study IP Case Study 2 IP IP 29
32 Z 3 DARK SOULS
33 BXDenza HTML5 IP enza IP e 7 e enza ios Google Play2017App Annie 1,039 1,586 1,996 1, Tencent 2 NetEase 3 Netmarble 4 Activision Blizzard 5 Supercell 6 mixi 7 BANDAI NAMCO 8 Sony 9 Machine Zone 10 LINE App Annie 31
34 BANDAI SPIRITS BANDAI SPIRITS BANDAI SPIRITS BANDAI SPIRITS IP ALL BANDAI NAMCO 1 2 IP IP 3 4 IP IP 32
35 e Case Study 1 e e JeSU e e PC Case Study 2 1 VS PARK VS PARK VR VR ZONE SHINJUKU 360VR VS PARK VR 33
36 中期計画における重点戦略 エリア戦略 ALL BANDAI NAMCO での成長 地域特性を活かしたグローバル展開を推進 世界で最も期待されるエンターテインメント企業グループ を目指すバンダイナムコグループは 商品 サービス を世界中の IP ファン同士をつなげるコミュニケーションツールとしていきたいと考えています ワールドワイドで の 事 業 拡 大 は そ の た め の 重 要 な 取り組 み で す こうした 考 え の もと エリア 戦 略 で は ALL BANDAI NAMCO での成長 を掲げ 中国市場本格展開 と ALL BANDAI NAMCO に向けた体制整備 に取り組んで います ALL BANDAI NAMCO に向けて 地域軸と事業軸の２つの軸で事業を展開 また 異なるユニットの従業員が１つのオフィスで働く ワールドワイドで事業を拡大するためには 現地のファンを 最も理解している各地域が主体になるとともに 各ユニットが One オフィス化の導入など ALL BANDAI NAMCO の一体 連携し ALL BANDAI NAMCO の総合力で取り組むことが 感を醸成するための取り組みを実行しています 体制面でも 必要です そのための体制として バンダイナムコグループ 意識面でも ALL BANDAI NAMCO の考え方が浸透するこ では グループ全体の中長期戦略に関わるバンダイナムコ とで 事業間の情報共有や連携が自然発生的にはかられてい ホールディングスのほかに 各地域を統括する会社を設置し ます ています これらの会社は 事業会社の事業戦略の実行支援 に加え 各地域におけるモニタリング強化のため 内部統制 内部監査機能の強化や 危機管理体制の構築等に取り組ん でいます こうした地域軸と 事業軸の2軸により海外事業の 拡大をはかることを目指しています One オフィス化により一体感を醸成 地域軸と事業軸 トイホビー ユニット 地域軸 BANDAI NAMCO Holdings UK LTD. ネットワークエンターテインメント ユニット 事業軸 リアルエンターテインメント ユニット 映像音楽プロデュース ユニット IP クリエイション ユニット 34 株式会社バンダイナムコホールディングス 地域軸 BANDAI NAMCO Holdings USA Inc. BANDAI NAMCO Holdings France S.A.S. BANDAI NAMCO Holdings CHINA CO., LTD. BANDAI NAMCO Holdings ASIA CO., LTD.
37 984 / 1,996 1, % 1, , Z DARK SOULS / % DARK SOULS REMASTERED 35
38 e e e P33 IP IP IP IP IP DRAGON BALL NORTH AMERICA TOUR IP ALL BANDAI NAMCO 36
39 IP ALL BANDAI NAMCO IP EC BANDAI NAMCO Holdings CHINA CO., LTD
40 IP IP IPIP IP IPIP IP
41 * IP * % 16.9% * 2.04% 2.04% * * 39
42 JSR * * * *
43 1 62 5, IPIP IPIPIP 10 1ROE ROE ROE10 No ALL BANDAI NAMCO 10 41
44 ALL BANDAI NAMCO IP IP IP 3 IP 3 * 42 42
45 IP IP * WEB 43 43
46 44 44 * CSR IP Meeting * WEB governance/index.html
47 , ,
48 34, IR PR SR 16,000 * , , , IP 11,950 * IP 2014 IP IP * CSR IP Meeting 10 IP IP CSR CSR CSR P50 46
49 BANDAI SPIRITS
50 BOOK BCP BCPBCM CSR CSRCSR CSRCSR CSR IRIR IR IR IR IR IR IR
51 BCP BCPBCM BOOK
52 5 1. 2% 2. 2% 2% 3. 1, % 1 50
53 CSR Fun For the Future! CSR CSR CSR CSR CSR CSR Fun For the Future! C S R CSR CSR CSR 51
54 CSR CSR CSR CSR CSR 2010 CSR CSR CSR CSR CSR 4 CSR 68 CSR4 CSR GRI ISO CSR CSR NGO CSR 5 CSR 3 STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 CSR CSR CSR 4 CSR CSR CSR CSR CSR CSR CSR CSR CSR 52
55 CSR C S R CO2 CO2 t-co2 74,566 73,996 CO ,254 61,795 59,043 59, ,550t-CO CO2 LED LED ,080 LED 46% 2005 Ver Ver
56 CSR 3 4 COC Code of Conduct BANDAI Factory Audit BFA BFA 8COC CSR BFA CSR CSR CSR 54
57 FINANCIAL SECTION CONTENTS
58 : 487, , , , , , , , , , , , , , , , , ,557 48,643 44,673 56,321 49,641 63,239 75, ,973 47,457 59,384 50,775 63,291 75,380 32,383 25,055 37,589 34,584 44,160 54,110 41,505 32,633 43,357 27,377 43,105 56,025 23,836 28,979 27,761 26,987 25,016 60,502 20,416 21,726 23,712 21,626 21,854 23,545 36,411 41,291 50,103 58,050 64,137 55,138 : 374, , , , , , , , , , , , , , , , , , , , , , , ,355 1:: : ROE 2 % ROA 3 % % % % % ROE= 3. ROA= 56
59 NEXT STAGE IP Intellectual Property: IP IP IP IP IP 6, % 1, % 25.9% 24.6% % 10.2%11.1% % 8.0% , %64.4%2, %35.6% , ,099 4,318 14,476 13,331 1, , ,586 50,400 52,375 42,035 10,340 56,059 56,290 (231) 12,509 13,437 (928) 27,641 26, IP IP IP 2, % % Z TEKKEN 7 DRAGON BALL FighterZ VR Virtual Reality:
60 4, % %! & IP! % % , ( 14.0% ) % % , , , %71.5% 263.9%283.7% 200.8%222.8% ,718.0 = / = + / = / % % DOE 2%50%
61 ROE , %ROE10% CHANGE for the NEXT IP IP IP IP ALL BANDAI NAMCO 4 1. IP IP IP /IP 2. / / 3. ALL BANDAI NAMCO / ALL BANDAI NAMCO , % ROE10% SBU Strategic Business Unit: 3SBU 5 SBU IP IP SBU IP IP IP IP ,5004.2% % % % ,000 15, ,000 35, ,000 3,500 40,000 6,000 IP 15,000 4,500 30,000 1,000 (65,000) (5,000) 650,000 60,000 59
62 : , ,517 $ 1,746, ,519 88, ,887 (453) (1,172) (11,032) 7 46,688 55, , ,240 8,995 84, ,272 22, , , ,614 3,384,921 : ,203 56, , , ,444 13, , ,321 16, ,388 (1,662) (1,395) (13,131) 68,378 85, ,871 : 8 30,700 30, , ,975 63, , ,155 43, , , ,869 1,118, , ,419 2,404,170 : (165,845) (169,315) (1,593,703) 52,185 86, ,467 : 8 9,687 9,476 89, , ,491 $ 5,087,453 60
63 : ,173 69,555 $ 654, ,658 8,598 80, ,280 58, , , ,273 1,282,690 : 11 5,766 8,486 79, ,223 1,578 14, ,149 6,799 63,995 13,138 16, , , ,491 $5,087, , ,136 1,441,414 : 19 :1,000,000,000 :222,000,000 10,000 10,000 94,127 52,065 52, , , ,264 3,146,310 : 2017 :2,334, :2,239, (2,423) (2,326) (21,894) 357, ,134 3,709, ,885 11, , (300) (2,823) 18 (5,694) (5,887) (55,412) 15 (8,725) (8,330) (78,407) 1115 (3,196) (4,756) (44,766) (9,520) (7,577) (71,318) , , ,355 3,646,039 61
64 , ,312 $6,384, , ,730 4,110, , ,582 2,273, , ,557 1,567,743 63,239 75, ,184 : ,685 (36) (37) (348) (0) (52) (489) (334) (734) (6,909) 8 (1,307) (1,463) (13,771) (1,367) (846) (7,963) (2,378) (2,527) (23,786) 60,861 72, , ,663 18, ,160 44,198 53, , (221) (2,081) 44,160 54,110 $ 509, , , $ ,198 53,889 $507, ,612 33, (510) (4,800) (2,936) 395 3, (51) (1,560) (14,683) ,873 (1,093) 2,136 20,106 43,105 56,025 $527,344 43,067 56,246 $529, (221) (2,081) 62
65 ,000 52, ,231 (2,411) 325,067 6,907 (706) (5,671) (5,789) (3,145) (8,404) ,304 (11,430) (11,430) (11,430) 44,160 44,160 44,160 (4) (4) (4) (183) (183) (183) (8) (8) (8) (23) (23) (2,936) (51) (1,093) 37 (1,056) 10,000 52, ,984 (2,423) 357,626 7, (5,694) (8,725) (3,196) (9,520) , ,000 52, ,984 (2,423) 357,626 7, (5,694) (8,725) (3,196) (9,520) ,784 (18,023) (18,023) (18,023) 54,110 54,110 54,110 (0) (0) (0) (8) (8) (8) (4) (4) (4) (193) (193) 3,811 (510) 403 (1,560) 2,144 (100) 220 2,264 10,000 52, ,264 (2,326) 394,134 11,696 (300) (5,887) (8,330) (4,756) (7,577) , $94,127 $490,070 $2,804,819 $(22,807)$3,366,209 $ 74,219 $ 1,977 $(53,596) $(82,125) $(30,083) $(89,608) $ 941 $5,441 $3,282,983 (169,644) (169,644) (169,644) 509, , ,319 (0) (0) (0) (75) (75) (75) (40) (40) (40) 1, ,185 2, ,816 1,816 (1,816) (1,816) 35,871 (4,800) 3,793 (14,683) 20,181 (941) 2,070 21,310 $94,127 $491,303 $3,146,310 $(21,894)$3,709,846 $110,090 $(2,823) $(55,412) $(78,407) $(44,766) $(71,318) $7,511 $3,646,039
66 ,861 72,498 $ 682,398 21,854 23, ,621 1,307 1,463 13, , ,017 (72) (1) (9) (3,000) (13,048) (122,816) (1,048) (9,008) (84,789) (3,472) (7,350) (69,183) 1,517 5,412 50,941 (4,797) (502) (4,726) 74,060 74, , ,742 (37) (38) (358) (10,462) (19,710) (185,523) 64,137 55, ,995 4,283 (3,941) (37,095) (9,452) (42,850) (403,332) 1, ,666 (5,370) (5,393) (50,762) (2,946) (11,461) (107,878) (1,473) (80) (753) 35 4 (341) ,624 (1,591) (2,274) (21,404) 760 2,727 25,668 (782) (1,704) (16,039) 1, ,958 (51) (36) (340) (13,017) (63,339) (596,188) (341) ,436 (1,316) (218) (2,052) (63) (78) (734) (4) (4) (38) 441 4,151 (11,430) (18,023) (169,644) (218) (13,172) (17,086) (160,825) (1,823) 352 3,313 36,125 (24,935) (234,705) 169, ,668 1,935, , ,832 $1,702,108 64
67 a b 3 c e d Software Revenue Recognition f
68 g h i j k l 100% m 10 9~19 66
69 n o p IASB FASB IASBIFRS 15FASBTopic606 IFRS Topic IFRS 15 1 IFRS IFRS 15ASU IFRS ASU
70 , ,517 $1,746,207 1, ,276 3 (1,490) (5,458) (51,375) 205, ,832 $1,702, : 341 3, , ,434 2,389 :
71 , , ,906 : 385 3, $210,335 $156,457 $(6,768) $360,024 22,219 38,249 $360,024 2,737 2,830 26,638 15,381 15, , ,746 40,844 57,269 $539, : 10,241 10,341 (4) 20,578 1,641 1,641 11,882 10,341 (4) 22, : 21,573 16,622 (719) 37, ,346 16,622 (719) 38, : $203,059 $156,457 $(6,768) $352,748 7,276 7,276 69
72 : ,737 2,830 $26,638 2,737 2,830 $26, $ $ ,515 3,324 $ 31,287 71,004 84, ,600 75,519 88,061 $828, ,467 14,781 $139,128 28,823 37, ,716 3,398 3,216 30,271 46,688 55,682 $524,115 70
73 ZHONGSHAN, 550 $ CHINA ILLINOIS, USA4 1 ILLINOIS, USA ZHONGSHAN, CHINA , , , ,307 1,463 $13,
74 % % $ 3, , , ,468 $13, $ 2, , , ,063 $10, ,287 12,403 $116,745 51,886 57, ,952 64,173 69,555 $654, a ,227 22,399 $210,834 1,299 1,439 13, ,092 29,103 (630) (554) (5,215) (38) 1,085 (260) (2,447) 22,399 26,212 $246,724 72
75 b ,486 17,897 $168, ,426 (272) 160 1,506 1,126 1,488 14,006 (598) (553) (5,205) 5, (212) (1,995) 17,897 19,144 $180,196 c ,108 1,192 $11, ,353 (52) (64) (602) (210) (139) (1,308) (84) ,192 1,301 $12, d ,657 24,405 $ 229,716 (19,310) (20,875) (196,489) 4,347 3,530 33,227 1,347 4,839 45,548 5,694 8,369 78,775 5,766 8,486 79,876 (72) (117) (1,101) 5,694 8,369 $ 78,775 e ,299 1,439 $13, (247) (364) (3,426) ,466 (33) , ,516 2,128 20, ,808 3,033 2,745 $25, ,
76 f $ 188 (76) (2,244) (21,121) (71) (2,224) $(20,933) g (110) (90) $ (847) (4,450) (6,695) (63,018) (4,560) (6,785) $(63,865) h % 36% % 100% 30% 28% i %~0.80% 0.10%~0.80% 2.14%~2.50% 2.04%~2.50% 1.91%~5.74% 1.86%~5.58% $5, $
77 % 23.5% 1 2 l , , , ,517 $1,746,207 $1,746,207 $ 2 75,519 75,519 88,061 88, , , ,870 41,148 6,278 51,777 57,078 5, , ,255 49, , ,184 6, , ,656 5,301 $3,062,453 $3,112,349 $49, ,173 64,173 69,555 69, , , ,658 8,658 8,598 8,598 80,930 80,930 72,831 72,831 78,153 78,153 $ 735,627 $ 735,627 $ * (1,265) (1,265) $ (11,907) $ (11,907) $ *
78 3 M M F ,737 2,830 $26,638 2,730 2,264 21, , , ,500 $1,717,809 $ $ $ 74, ,515 1, ,335 14, , ,015 1,546 $2,532,144 $14,552 $ $ % ,344 19,868 $187,011 (681) (1,259) (11,851) 16,663 18,609 $175, % 30.9% (2.4) (0.1) (0.8) (8.0) (4.2) (0.6) (0.1) % 25.7% 76
79 : ,838 12,086 $ 113,761 9,747 10, ,174 3,554 3,446 32,436 2,245 1,677 15,785 3,348 4,108 38,667 1,335 1,325 12, , , , ,356 2,043 2,043 19,230 7,628 8,079 76,045 50,208 46, ,938 (25,490) (19,844) (186,785) 24,718 26, ,153 20,452 20,599 $193,891 : (66) (63) (593) (429) (558) (5,252) (2,788) (4,489) (42,253) (434) (348) (3,276) (549) (413) (3,888) (4,266) (5,871) (55,262) 20,452 20,599 $ 193, ,240 8,995 $ 84,667 12,444 13, ,736 (9) (70) (659) (1,223) (1,578) (14,853) 77
80 ,356 39,720 $ 373,870 41,534 43, ,119 2,908 2,607 24,539 1,771 1,743 16,406 17,762 19, ,596 (45) 110 1,035 57,234 58, , , ,557 $1,567, ,194 (0) 1,194 (303) ,091 1,177 (270) 907 (2,936) (2,936) (2,936) (606) 535 (71) 20 (51) 97 (1) (2,165) 1,625 (540) (553) (1,093) , ,522 (1,910) 3,612 $ 51,967 $ 9 $ 51,976 $(17,978) $ 33,998 (115) (508) (623) 113 (510) (1,082) (4,782) (5,864) 1,064 (4,800) ,718 3,718 3,718 (2,932) 708 (2,224) 664 (1,560) (27,598) 6,665 (20,933) 6,250 (14,683) 212 (13) ,995 (122) 1,873 1,873 3, ,269 (1,133) 2,136 $ 29,000 $ 1,770 $ 30,770 $(10,664) $ 20,106 78
81 ,160 54,110 $509,319 44,160 54, , ,160 54, , , ,699 : , , $ % 25% 25% ,6451,645 15, , , ,638 24, % 2 * 2 *
82 : , ,000, ,000, ,000, ,000, ,321,565 2,334,579 13,014 (94,678) 2,334,579 2,239, ,764 1,823 $17, ,309 5,535 52,099 8,073 7,358 $69,258 80
83 , ,656 (141) (141) $ 25,000 $(1,327) $(1,327) 8, , , , , (48) (48) 8,245 (452) (452) 90 (4) (4) 51 (1) (1) 480 (9) (9) 1, ,445 (719) (719) 51,252 (6,768) (6,768) 76 (0) (0) 330 (24) (24) 3,106 (226) (226) 14, ,322 (896) (896) $106,570 $(8,434) $(8,434) , ,187 (158) $ 29,998 $(1,487) , , ,845 (216) 73,843 (2,033) 93 (0) 69 (3) 649 (28) 88 (1) 189 (6) 1,779 (56) , , , ,767 (369) $120,171 $(3,473) 1. 81
84 $ ,175 11, $ $ , , ,180 2,141 $ 20,152 (39) 33, ,557 2,141 35, ,709 6,590 39,714 $373, , ,
85 24 SBU SBUSBU 3 SBU SBU ,304 7, , ,576 1,440 25, , ,890 52, ,598 9, , ,062 9,287 6,696 3,394 19,377 17,333 36,710 (36,710) 218, ,586 56, ,975 26, ,772 (36,710) 620,062 13,331 42,035 13,437 68, ,505 (6,266) 63, , ,871 44, ,011 31, , , ,033 12,736 7, , , , , , , ,499 13,389 13,389 83
86 , ,561 52, ,917 9, , ,312 9,121 2,425 3,999 15,545 18,246 33,791 (33,791) 222, ,986 56, ,462 27, ,103 (33,791) 678,312 14,476 52,375 12,509 79, ,127 (5,102) 75, , ,571 49, ,629 29, , , ,491 12,717 9, , , , ,454 1, , ,254 14,099 14,099 11,116 14, , ,699 33,803 60, $2,007,681 $3,798,578 $490,023 $6,296,282 $ 88,432 $6,384,714 $ $6,384,714 85,853 22,826 37, , , ,063 (318,063) $2,093,534 $3,821,404 $527,664 $6,442,602 $260,175 $6,702,777 $ (318,063) $6,384, , , , ,988 7, ,207 (48,023) 706,184 1,204,104 1,850, ,481 3,516, ,897 3,791,736 1,295,717 5,087,453 $ 119,701 $ 86,803 $ 6,090 $ 212,594 $ 3,869 $ 216,463 $ 5,158 $ 221, ,798 1,798 1,798 7,681 6,005 13,686 13, ,771 7,954 7, , , , , ,297 6, ,536 4, , , , , , ,10248, ,234 6,08357, ,70320,696147, ,657 1,295,717 23,270219, ,927 1,514, , , ,751 1,159 10, ,44033, ,
87 ,631 65,059 45,115 55, ,062 40,856 2,358 3,935 5,036 52, ,281 79,278 60,054 60, ,312 74,613 2,155 4,428 4,908 86, $4,501,892 $746,216 $565,267 $571,339 $6,384, ,306 20,284 41,679 46, , Apple Inc. 68,579 Google Inc. 62,539 Apple Inc. Google Inc Apple Inc. 95,260 $896,649 Google Inc. 82,370 $775,320 Apple Inc. Google Inc.
88 $781 $273 $744 $ $ $1, , , % 0.3% 55,622 10,
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94 INDEPENDENT AUDITOR S REPORT To the Board of Directors of BANDAI NAMCO Holdings Inc.: We have audited the accompanying consolidated financial statements of BANDAI NAMCO Holdings Inc. and its consolidated subsidiaries, which comprise the consolidated balance sheets as at March 31, 2018 and 2017, and the consolidated statements of income, statements of comprehensive income, statements of changes in net assets and statements of cash flows for the years then ended, and the notes to consolidated financial statements. Management s Responsibility for the Consolidated Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with accounting principles generally ly accepted in Japan, and for such internal control as management determines is necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or errorro. Auditor s Responsibility Our responsibility is to express an opinion on these consolidated financial statements based on our audits. We conducted our audits in accordance with auditing standards generally ly accepted in Japan. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement. An audit involv es performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on our judgement, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or errorro. In making those risk assessments, we consider internal control relevant to the entity s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, while the objective of the financial statement audit is not for the purpose of expressing an opinion on the effectiveness of the entity s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of BANDAI NAMCO Holdings Inc. and its consolidated subsidiaries as at March 31, 2018 and 2017, and their financial performance and cash flows for the years then ended in accordance with accounting principles generally ly accepted in Japan. Convenience Translation The U.S. dollar amounts in the accompanying consolidated financial statements with respect to the year ended March 31, 2018 are presented solely ly for convenience. Our audit also included the translation of yen amounts into U.S. dollar amounts and, in our opinion, such translation has been made on the basis described in Note 3 to the consolidated financial statements. August 10, 2018 Tokyo, Japan
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96 BANDAI NAMCO Holdings USA Inc. BANDAI NAMCO Holdings France S.A.S. BANDAI NAMCO Holdings UK LTD. BANDAI NAMCO Holdings ASIA CO., LTD. BANDAI NAMCO Holdings CHINA CO., LTD. BANDAI SPIRITS * * BANDAI AMERICA INC. BANDAI S.A.S. BANDAI UK LTD. BANDAI ESPAÑA S.A. BANDAI NAMCO ASIA CO., LTD. BANDAI NAMCO KOREA CO., LTD. BANDAI NAMCO (THAILAND) CO., LTD. BANDAI (SHENZHEN) CO., LTD. BANDAI NAMCO PHILIPPINES INC. BANPRESTO (H.K.) LTD. RC ISO17025 QAQC B.B. VIBE BXD BANDAI NAMCO Entertainment America Inc. HTML5 94
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ISSN ISBN C3033 The Institute for Economic Studies Seijo University , Seijo, Setagaya Tokyo , Japan
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SUMMARY There might be no other business that has high uncertainty like Live Entertainment Business. This is because the success and failure of this business depend a great deal on the unscientific element
The Japanese economy in FY2015 suffered from sluggish growth in individual consumption, while the foreign exchange market remained unstable with high volatility. Even in such an economic environment, MSF
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