MESSAGES FROM REPRESENTATIVE DIRECTORS OF BUSINESS MANAGEMENT COMPANIES
Serving as one of the Bandai Namco Group’s Physical
Touchpoints with Fans, We will Continue to Expand Our
One-of-a-Kind Experiential Value
In Charge of Amusement Unit
Bandai Namco Holdings Inc.
President and CEO
Bandai Namco Experience Inc.
Strengthening Our Position as a Leading Real-World Platform
In FY2026.3, the Amusement Unit continued to perform solidly, with sales from existing amusement facilities in Japan increasing 7% year on year. Said rise in sales offset the impact from differences in the title lineup of amusement machines compared with the previous fiscal year. Accordingly, the Unit was able to achieve a record-high performance for the fourth consecutive year. Particularly significant was the progress we made in transforming our businesses into physical touchpoints for IP, products, and service brands, as this progress helped reinforce the Amusement Unit’s presence as a real-world platform for the Group.
Pursuing Organizational Reforms to Evolve Our Structure for Creating and Developing Physical Spaces
The organizational restructuring implemented in April 2025 was not aimed at generating short-term gains. Rather, its objective was to advance customer-focused initiatives that support long-term growth. Under the new structure, Bandai Namco Experience Inc. is responsible for creating new businesses, Bandai Namco Amusement Inc. specializes in facility operations, and Bandai Namco Amusement Lab Inc. is charged with overseeing amusement machine development. In this way, the new structure clearly defines the role of each company. This structure is enabling us to adopt a more customer-centric approach across amusement facilities, IP-based experiential retail facilities, original activity venues, and facility and equipment development. By leveraging the combined strengths of the three companies, we aim to create new experiences as a unified organization.
Our organizational reforms also carry great significance in terms of our personnel strategy. It is now much clearer for frontline employees what their responsibilities are and how they can advance their careers. We have also established distinct recruitment tracks from the hiring stage. At Bandai Namco Amusement, for example, we have strengthened both mid-career and local hiring, while promoting a policy of no employee relocations for locally hired personnel. By strengthening frontline operational capabilities while creating an environment that supports long-term employee growth, we believe we can build sustainable competitiveness for the future. Through these efforts, we have established a structure that promotes more customer-focused decision-making while maintaining strong coordination and information sharing across the organization.
Meanwhile, a key priority for us is ensuring that the expertise accumulated by experienced engineers and technicians involved in amusement machine development is passed on to the next generation. We therefore recognize the importance of continuously strengthening our talent pipeline for both facility operations and amusement machine development.
From Providing Physical Venues to Creating New Forms of Value
Looking ahead, we will accelerate our overseas expansion. As Japanese IPs continue to expand their presence globally, the value of physical touchpoints extends well beyond Japan. In the United Kingdom, we have already made significant progress in developing physical venues that serve as touchpoints between customers and the IPs, Bandai Namco products, and services. In North America, the success we have achieved to date has paved the way for the next phase of expansion. Meanwhile, market characteristics vary significantly by region, making it essential to pursue business expansion prudently and flexibly, including through partnerships with local companies and franchise models. For this reason, rather than simply increasing our number of facilities, we must thoroughly consider how best to deliver new value that is uniquely Bandai Namco.
We do not view the Amusement Unit as simply a facility operator. Instead, our goal is to create and nurture physical venues that bring together the IPs, Bandai Namco Group’s products, and services so that fans can experience them firsthand. Initiatives such as Bandai Namco Cross Stores demonstrate the growing impact of the IP axis strategy we have been advancing in collaboration with other Group companies. Also, IP-based experiential retail stores such as THEJOJO WORLD are creating value not simply as places that sell products but as venues where visitors can immerse them- selves in the world of IPs. Together, these initiatives are helping us evolve beyond providing physical venues to creating new forms of value for fans. Building on this momentum, we will further evolve into a trusted provider of venues and experiences that serves as a vital anchor for the entire Group.
Guided by our vision of “Boost Unique Fun,” we strive to deepen connections with fans while enhancing the unique value of physical touchpoints and reinforcing our distinctive role within the Group.
Bandai Namco Group 1 YEAR OF RESULTS
Integrated Report 2026
Integrated Report 2026
20.5 MB
IP LINEUPFact Book 2026
What Our Purpose Means to Me