BANDAI NAMCO GROUP Mid-Term Business Plan 2009 - 2011 the Leading Innovator in Global Entertainment February 12, 2009

BANDAI NAMCO GROUP Mid-term Business Plan 2009 - 2011 The leading innovator in global entertainment February 12, 2009

NAMCO BANDAI Holdings Inc. The leading innovator in global entertainment

Table of Contents

New BANDAI NAMCO Group Structure P2 1. FY March 2009 3Q Results and Full Year Forecasts P3 2. Review of Current Mid-term Business Plan (2006-2008) P6 3. Overview of the Next Mid-tem Business Plan (2009-2011) P8 (1) Business Environment & Our Directions P8 (2) Position of the New Mid-Term Business Plan P10 (3) Strategy P11 A. Focus (business strategy) P11 Businesses for dynamic growth (1): Toys and Hobby P12 Businesses for dynamic growth (2): Game Contents P15 Businesses for profit improvement (1): Visual and Music Content P18 Businesses for profit improvement (2): Amusement Facility P18 B. Enhance the Entertainment-Hub (function strategy) P19 (4) Group Initiatives in Support of the Strategies P20 Corporate Philosophy P21

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1 New BANDAI NAMCO Group Structure

Effective April 1, 2009 NAMCO BANDAI Holdings Inc. Chairman, Representative Director Takeo Takasu Affiliated Business Companies President & CEO, Representative Director Shukuo Ishikawa Strategic Business Units - Group Strategy Committee Toys and Hobby Amusement Facility Visual and Music Content Game Contents Game - CSR Committee Kazunori Ueno, President Bandai Company Core Masahiro Tachibana, President NAMCO Company Core Shin Unozawa, President Games NAMCO BANDAI Company Core Kazumi Kawashiro, President Core Company Bandai Visual Social Contribution Committee Environmental Project Committee - Group Crisis Management Committee - Group Compliance Committee - Internal Control Committee - Waigaya Weekly Meeting

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New BANDAI NAMCO Group Structure Strengthening Corporate Governance From the end of June 2009 Shareholders’ Meeting Shareholders’ Meeting Revising the quorum Management Full-time: 5 and composition Board of Directors Board of DirectorsOversight Part-time: 1 11 Directors 9 Directors Outside: 3 （Including 2 outside directors）（Including 3 outside directors） Changing to the 2 Rep. Director system Chairman 1 Representative Director 2 Representative Directors President & CEO Business Executive Officer System Execution Representatives of Group Strategy Committee Group Strategy Committee core companies: 4 6 Directors + 6 Senior Executive Officers Head of shared service division: 1 President of the U.S. Group Companies Group Companies regional holding company : 1 Increasing number of outside directors and reinforcing the executive officer system to strengthen our corporate governance system The leading innovator in global entertainment

2 1. FY Mar. 2009 3Q Results and Full Year Forecasts

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FY March 2009 3Q Results and Full Year Forecasts （billion yen） 2007.3Q 2008.3Q 2007 2008 YOY Full Year YOY (9 mo.) (9 mo.) Full Year Forecasts Net Sales 335.6 315.6 -20.0 460.4 440.0 -20.4 Operating Income 25.7 19.8 -5.9 33.4 24.0 -9.4 Recurring Income 28.2 21.6 -6.6 36.1 26.0 -10.1 Net Income 14.7 9.0 -5.7 32.6 13.0 -19.6 Capital Expenditures 15.3 11.5 -3.8 19.7 18.5 -1.2 Depreciation 17.6 16.1 -1.5 24.7 22.0 -2.7 R&D Investments 28.0 29.0 +1.0 34.9 35.0 +0.1 Advertising Expenses 20.6 20.2 -0.4 30.5 31.0 +0.5 Personnel Expenses 28.4 27.7 -0.7 37.2 37.0 -0.2 The leading innovator in global entertainment

3 FY March 2009 3Q Results and Full Year Forecasts

Business Segment （billion yen） 2007.3Q 2008.3Q 2007 2008 YOY Full Year YOY (9 mo.) (9 mo.) Full Year Forecasts Net Sales 131.8 119.9 -11.9 180.1 172.0 -8.1 Toys & Hobby OP 11.5 10.4 -1.1 14.3 11.0 -3.3 Amusement Net Sales 67.2 59.0 -8.2 89.8 78.0 -11.8 Facility OP 1.0 0.0 -1.0 1.6 0.5 -1.1 Game Net Sales 104.5 106.1 +1.6 145.6 149.0 +3.4 Contents OP 9.9 10.1 +0.2 14.7 13.0 -1.7 Net Sales 8.9 8.0 -0.9 12.0 11.0 -1.0 Network OP 0.6 0.4 -0.2 0.9 0.8 -0.1 Visual & Net Sales 26.6 23.7 -2.9 36.9 33.5 -3.4 Music Content OP 3.7 0.1 -3.6 3.8 0.5 -3.3 Net Sales 15.0 14.1 -0.9 19.8 19.0 -0.8 Other OP 0.8 0.4 -0.4 0.7 0.5 -0.2 Net Sales -18.6 -15.4 +3.2 -23.9 -22.5 +1.4 Elimination OP -2.0 -1.8 +0.2 -2.8 -2.3 +0.5 Net Sales 335.6 315.6 -20.0 460.4 440.0 -20.4 Consolidated OP 25.7 19.8 -5.9 33.4 24.0 -9.4 The leading innovator in global entertainment

FY March 2009 3Q Results and Full Year Forecasts

Regional Segment （billion yen）

2007.3Q 2008.3Q 2007 2008 YOY Full Year YOY (9 mo.) (9 mo.) Full Year Forecasts External Sales 259.4 237.5 -21.9 346.7 331.5 -15.2 Japan OP 21.0 13.2 -7.8 24.4 17.0 -7.4 External Sales 34.1 33.8 -0.3 52.6 48.0 -4.6 Americas OP 0.0 1.6 +1.6 2.3 1.7 -0.6 External Sales 31.5 34.1 +2.6 46.3 46.0 -0.3 Europe OP 4.6 5.4 +0.8 6.8 6.0 -0.8 External Sales 10.4 10.0 -0.4 14.7 14.5 -0.2 Asia OP 2.1 1.7 -0.4 2.8 2.3 -0.5 External Sales ------Elimination OP -2.0 -2.3 -0.3 -3.0 -3.0 0.0 External Sales 335.6 315.6 -20.0 460.4 440.0 -20.4 Consolidated OP 25.7 19.8 -5.9 33.4 24.0 -9.4

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4 Trends in Performances by Business Toys and Hobby Solid Performance in Christmas sales season Main Characters for the next year Tamagotchi Japan

Go-onger Cooking Toy (Power Rangers) Battle Spirits （Trading Card） Overseas

Good start and successful events The leading innovator in global entertainment

Trends in Performances by Business Game Contents FY2009.3 Game Software Sales Main titles for the next year Unit Sales Title Name Platform Region Forecasts Tekken 6 Soul Calibur IV PS3・Xb360 WW 2,300K (PS3, Xb360 Worldwide sales）

Active Life Outdoor Challenge Wii US,E,J 1,030K

960K We Ski Wii US,E （1,110K）

Dragon Ball Z PS3・Xb360 J,E 730K Burst Limit Naruto PS3 US,E,J 640K Ultimate Ninja：Storm

PS3・Xb360 Gundam Musou 2 J,A 590K PS2 Family Ski & Afro Samurai Naruto PS2 US,E 580K （PS3, Xb360 Ultimate Ninja 3 Snow Board （Wii US&Europe） US&Europe） Taiko Drum Master for DS 2 NDS J 520K

Super Robot War Z PS2 J 510K

Taiko Drum Master for Wii Wii J 500K

* Numeric figures in parentheses are accumulated numbers of units including those sold in Japan in the previous fiscal year. * WW: Worldwide, J: Japan, US: United States, E: Europe, A: Asia FY2009.3: 71 Titles The leading innovator in global entertainment

5 Trends in Performances by Business Visual and Music Content Amusement Facility Development of TV series for Improving profitability Blu-ray Disc and DVD Existing store sales YOY (Japan) 1st 3Q 2nd Full Half (3 mo.) Half Year 07 95.8% 92.1% 92.5% 94.1% results 08 Initial Plan 98% － 101% 99% Mobile Suit Gundam 00 CODE GEASS Lelouch of the Rebellion R2 08 Results 87.2% 87.7% 87% 87% /Forecasts Building new business models for the world

Number of facilities (Japan)

Beginning Openings Closures Year-end

07 Full Year 316 12 35 293 FREEDOM 08 Full Year 293 10 69 234 AKIRA Same format globally-simultaneous Developing the operating base to release of Blu-ray Disc strengthen profitability The leading innovator in global entertainment

2. Review of Current Mid-term Business Plan (2006-2008)

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6 Consolidated Mid-term Plan and Results

FY2007.3 FY2008.3 FY2009.3 Plan Results +/- Plan Results +/- Plan Forecasts +/- Net Sales（\ bn.） 470.0 459.1 97.7% 500.0 460.4 92.1% 550.0 440.0 80.0% OP（\ bn.） 40.0 42.2 105.6% 50.0 33.4 66.8% 58.0 24.0 41.4% ROA 10.0% 11.5% +1.5P 12.0% 8.8% -3.2P 13.5% 6.5% -7.0P ROE 8.0% 9.4% +1.4P 9.5% 11.7% +2.2P 10.0% 4.5% -5.5P

Net Sales （billion yen） Operating Profit （billion yen） ROA Plan ROA Result Plan Plan ROE Plan Result/Forecast Result/Forecast 600 60 15.0% ROE Result 500 50 400 40 10.0% 300 30 ROA 200 20 5.0% ROE 100 10 0 0 0.0% FY07.3 FY08.3 FY09.3 FY07.3 FY08.3 FY09.3 FY07.3 FY08.3 FY09.3 The leading innovator in global entertainment

Outcomes and Challenges Goal of current Mid-tem Business Plan Maximizing group synergy Management Business - Restructured organization - Aligned corporate culture and Concentrated on maximizing synergy human resources among all businesses - Strengthened financial base, etc.

Completed "development of our Challenge: How to keep pace with management base" for the next the changing market environments step

We aim to accelerate future growth by allocating corporate resources to focused business opportunities The leading innovator in global entertainment

7 3. Overview of the Next Mid-tem Business Plan (2009-2011)

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(1) Business Environment & Our Directions Market Environment (1) Shrinking Japanese market and growing overseas market Asia Europe Changes in shares by region in the global market US 7% 13% Japan

32% 32% 170% growth in 7% 74% in US & Europe US & Europe 34% 46% 3% 42% （¥3.8 trillion ） 28% 41% 44% 15% 13% 25% 18% 2003 2007 2003 2007 ¥4.9 trillion ¥5.2 trillion Mkt.Size ¥1.3 trillion ¥2.1 trillion Toys and Hobby Video Game Software

1. Europe: United Kingdom, France, Germany, Spain, Italy Strengthening overseas 2. Asia: China, South Korea, Taiwan, Singapore, Malaysia, India Video Game Software Sources: The Japan Toy Association, IDG, NPD, Euromonitor business is essential The leading innovator in global entertainment

8 (1) Business Environment & Our Directions Market Environment (2) Promising contents can lead to global hits in a short period

Distribution and media becoming oligopolistic Digitization and networking Global market is becoming oligopolistic and Contents can be simultaneously output to developing business in the global market the world on the prevailing Internet becoming prerequisite Innovation in our content strategy is essential

Market Environment (3) Increasingly intense competition in the global market

Large-scale M&A in and outside the industry and regions Video game industry: Intensified cross-border acquisition Toys and hobby industry: Acquisition by leading companies Entertainment industry in general: Acquisition by big players in the surrounding industries

Expanding our scale is essential to compete in the global market The leading innovator in global entertainment

(1) Business Environment & Our Directions

Strengthening overseas business Innovation in our content strategy Expanding our scale to compete in the global market

Building a base supporting our continuous growth

Pursuing growth in the global market from a long-term prospective

Medium to Long-term Group Vision Globally recognized entertainment group

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9 (2) Position of the New Mid-Term Business Plan

Medium to Long-term Group Vision Globally recognized entertainment group

Overseas Sales ratio(%) 80 FY2008.3 Results 2015～17 Nintendo 70

60 ACTIVISION HASBRO 50 EA MATTEL 2011 Targeting for 40 2007 100 billion yen in Capcom 30 operating income and Sega Sammy 50% oversees sales ratio 20 Konami Takara Tomy in the Mid-Term Business Plan 10 Square Enix starting from 2015 0 -50 050 100 500 Note: Overseas sales ratios of EA, Activision Blizzard, Mattel, and Hasbro are calculated with sales in regions other than North America. Operating Income (billion yen) Sources: IR publications of the above companies The leading innovator in global entertainment

(2) Position of the New Mid-Term Business Plan Our medium to long-term growth steps Current Mid-term Plan Next Mid-term Plan Mid to long-term （2006-2008）（2009-2011）（2012～） Completing Developing a global Substantial growth in development of our base for growth global market management base - Investments in growing - Generating returns from our - Restructured organization business areas investments - Aligned corporate culture - Reinforcing profitability to - Making further investments and human resources support up-front investments in growth - Strengthened financial base, etc.

【2015-2017】 Globally recognized entertainment group Operating Income: 100 billion yen Overseas Sales Ratio: 50%

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10 (3) Strategy

Strategy A: Focus (business strategy) Targeted/prioritized investment Globally (1) Businesses for dynamic growth recognized Toys and Hobby, Game Contents entertainment (2) Businesses for profit improvement group Visual and Music Content, Amusement Facility

Strategy B： Enhance the Entertainment-Hub One of Japan's (function strategy) leading Evolve from best domestic model to best global model entertainment Evolution A Evolution B Evolution C groups Strengthen IP Enhance IP Maximize mercha- creation/acquisition marketing ndising development capability capability capability

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(3) Strategy A. Focus Focus business areas Market attractiveness Competitive advantage

Overwhelming market size Toys and - Strongest domestic character (US/Europe in particular); merchandising model Hobby Stable market Remarkable growth added to Game - Global title development market size (US/Europe in Contents particular) capability for worldwide target Particular focus on Dynamic Growth US/Europe markets Visual and Anime market - No. 1 domestic anime package Music Content ⇒Niche and stable - Declining profitability

Amusement Domestic (certain size), overseas - No. 2 domestic game center Facility (small) ⇒shrinking - Declining profitability Focus on domestic market/ Improving Profitability mission change The leading innovator in global entertainment

11 (3) Strategy A. Focus OP Margin (%) Visual & Music Game Contents 20 Content Focus on game software Focus on Japan in US/Europe

15 Profit Improvement Amusement Facility Focus on Japan Toys & Hobby

10 Focus on US/Europe

5 th ic Grow Dynam

0 0 1,000100 200 2,000 3,000 300 4,000400500 5,000 Net Sales (billion yen) 2008 2011 2015～ The leading innovator in global entertainment

(3) Strategy A. Focus Dynamic Growth 1. Toys and Hobby Dramatically expand the Character Merchandising Model to the Global Market Character Products Sales & Marketing (IP) (Merchandising) Strengthening - Strengthening products originating from U.S. characters originating Japan and the U.S. from Japan and the U.S. - Expanding our categories

Strengthening collaboration Expanding Europe with the U.S. sales areas

Japan Building a dominant No. 1 position in the Market

Asia Strengthening collaboration with Japan

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12 (3) Strategy A. Focus Toys and Hobby Strategy for the United States Utilizing characters Utilizing characters to develop new categories

Making the most of Strengthening creation Existing Japanese characters of U.S. characters Action Figure Toys Trading Cards

New Girls (Dolls) Pre-school Toys etc. Existing Stepping up development of Certain hit products in Japan products originating from Japan (Tamagotchi, ∞ Bubble Packing) Developing unique products of categories

popular in the U.S. New Hobby (Vehicle), Entering new businesses Girls (Activity toys) etc. Considering growth initiatives, including M&A Strengthening our existing competitive advantages and expanding our product categories The leading innovator in global entertainment

(3) Strategy A. Focus Toys and Hobby Strategy for Europe Accelerating export of U.S. contents (Case of Ben10 ) Won the 2009 UK Toy of the Year Award

Creation U.S. Europe Collaboration FY09.3 sales: FY09.3 sales: with Cartoon 6 billion yen 8 billion yen Network Realizing dynamic growth in collaboration with the U.S. and expanding sales areas The leading innovator in global entertainment

13 (3) Strategy A. Focus Toys and Hobby Strategy for Europe New Girls Products Expanding sales area in Europe : 2008 sales area

Realizing dynamic growth in collaboration with the U.S. and expanding sales areas The leading innovator in global entertainment

(3) Strategy A. Focus Toys and Hobby Strategy for Japan Maintaining our No. 1 Driving for the No. 1 market share categories position in categories

＋ Boys Character Toys Plastic Model Trading Cards

Capsule Toys Candy Toys Girls Toys Boys Basic Toys

DATA CARDDASS Building dominant position in Japanese market The leading innovator in global entertainment

14 (3) Strategy A. Focus Dynamic Growth 1. Game Contents Directions of business and regional strategy US & EuropeUS &

Video Japan Maintaining and bolstering Reinforcing Worldwide Game number one market share development and sales Software among third parties system Japan Arcade Strengthening development Asia Horizontal sales expansion Game capabilities to meet needs for of Japanese arcade game Machine the next generation machines US & EuropeUS & Japan Mobile Achieving synergy effects Expanding market share Contents from Group restructuring

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(3) Strategy A. Focus Game Contents Worldwide Development System Worldwide extension of Japanese and U.S. development capabilities “Current BANDAI NAMCO System" AFRO SAMURAI

Developed in Japan Sales in Europe Development Core target Sales in in the U.S. Sales in the U.S. Japan Developed in the US Development Core target in Japan Developed in Japan Casual target Developed in the US Casual target

Active Life Worldwide Studio “New BANDAI NAMCO System” Outdoor Challenge

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15 (3) Strategy A. Focus Game Contents Titles targeted for U.S. and European markets 1. Fight Strong 2. Flight General Progress 3. Action (Anime Maintaining leading Character) position in a niche market

Our superiority 4. Party/Music 5. Action Revitalization (Game Character) Aiming for outstanding -RPG 6. Shooter position in a rapidly - Nurturing 7. Racer growing market - Practical etc. 8. Core Action New Development Full-scale participation - Sports -Strategy in the largest markets in - Action (Movie) the US and Europe Weak Not focusing Small Marketability in the US and Europe Large Screening titles based on marketability in the U.S. and Europe and our competitive edge The leading innovator in global entertainment

(3) Strategy A. Focus Game Contents Development patterns for the U.S. and Europe

Current Strengths New Work Needed

General Progress Taking new technologies 1. Fight Existing major franchises Strengthening multi- 2. Flight (Anime platform development 3. Action Character)

Revitalization Technologies cultivated on arcade games User research and testing 4. Party/Music 5. Action Strength from holding and finalizing (Game Character) unique IP (Pac-Man, etc.)

New Development Game engine development 6. Shooter Applying technical and Large-scale project 7. Racer planning capabilities Management capability 8. Core Action improvement Building competitive advantage The leading innovator in global entertainment

16 (3) Strategy A. Focus Game Contents Take Over Bid D3 INC. （Listed on JASDAQ） Further growth in rapidly changing game market with diversified customer needs by fusion of both companies’ strengths Business expansion in growing overseas markets Collaboration in domestic mobile content market

Duration From Feb 13, 2009 to Mar. 16, 2009 TOB Price 62,000 yen Total Approx. 1.4 billion yen Investment Number of From 74.78% of the issued shares, including the shares held by shares to be FIELDS CORPORATION, D3’s parent company, up to 100% purchased

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(3) Strategy A. Focus Game Contents Strengthening Sales & Marketing in Europe Expanding distribution networks by investing in distributors in Europe NAMCO BANDAI Infogrames Holdings Inc. Entertainment 100% 100% Expanding distributors into 10 sales bases in 20 countries Bandai SA 100% Atari Europe NAMCO BANDAI Games Europe 66% 34%

Distribution Partners (tentative name) Amount of investment: Approx. 27 million euros * We have concluded an share purchase agreement with an option enabling us to make the company a wholly owned subsidiary in the future. Driving for a top 5 in Europe The leading innovator in global entertainment

17 (3) Strategy A. Focus Profit Improvement 1. Visual and Music Content IP (Intellectual Property) Portfolio Users Building an optimal IP portfolio through the strategic and flexible Core appropriation of resources

Return on investment from a global perspective Casual

Improving Profitability Licensed Original IP Region Business Model Content development function, a source of business for the Group The leading innovator in global entertainment

(3) Strategy A. Focus Profit Improvement 2. Amusement Facility Bolstering profitability with focus and selection

Japan ■Raising profits of high potential outlets ■Reinforcing profit base ■Opening differentiated facilities with a Number of facilities (Japan) competitive edge

293 Accelerating 262 234 scrap-and-build measures 2008.3 2008.9 2009.3 ■Appropriate services based on customer segment Reviewing strategies to meet needs of shopping center and downtown & roadside facilities Overseas U.S.: Continuing to rebuild business model ⇒ No intention to enter Europe: Withdrawal from Spain a new region

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18 (3) Strategy B. Enhance the Entertainment-Hub

Business model unique to BANDAI NAMCO IP marketing Merchandising IP creation/Acquisition (media use) Development Increase value through Launch diverse products on IP use of media Group IP IP Toys and Hobby IP Creation IP IP Game Contents IP IP IP IP IP IP Outside IP IP IP IP Visual and Music Content Acquisition IP IP IP Amusement Facility

Synergy by linkage Enhance the model to best global model The leading innovator in global entertainment

(3) Strategy B. Enhance the Entertainment-Hub

Generation IP creation/Acquisition Establish worldwide studio (game) Joint content production with major TV stations Acquisition Invest in and acquire license to large-scale content capable of global launch IP marketing Simultaneous global content launch Domestic: TV/movies (media use) US/Europe: TV/movies Global scale online launch

Merchandising Improving profitability by expanding categories Development at global level

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19 (4) Group Initiatives in Support of the Strategies ■ Pursuing management efficiency Reviewing business portfolios Restructuring unprofitable businesses and defining rules for withdrawal ⇒Adopting ROIC (return on investment capital) by business as a new index for performance assessment Cost Reduction Cutting costs by consolidating the operating processes of the Group, etc. ■ CSR activities Reinforcing our environmental management Mid-Term Group Environmental Objectives

As a top runner entertainment company, we will introduce environmentally friendly measures into the products and services of the Group companies and reduce CO2 emissions from the Group offices, by 5.4% in comparison with FY2009.3 levels by the end of FY2012.3.

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(4) Group Initiatives in Support of the Strategies ■ Capital Policy Appropriation of earnings After appropriation of an amount equivalent to a 30% dividend payout ratio, based on a stable annual dividend payments of 24 yen per share, from the consolidated periodical net income, the Company attributes a portion of this remaining balance to the acquisition of its own shares, with comprehensive consideration of aspects such as the level of cash held, its operating performance, its share price trend, and its plan for large-scale investments.

Current Mid-term Plan New Mid-term Plan Long-term Plan (2006-2008) (2009-2011) (2012～) Three years for the development of First three years after Attaining growth potential institutional systems for substantial management integration worldwide growth worldwide

Retained the funds Investing for global needed to grow growth Sustained investment - Conducted -M&A , development for continued growth share buy-back investment, etc. Maintaining a 30% consolidated dividend payout ratio based on a stable annual dividend payments of 24 yen per share The leading innovator in global entertainment

20 Corporate Philosophy

Mission Dreams, Fun and Inspiration Dreams, Fun and Inspiration are the Engine of Happiness. Through our entertainment products and services, BANDAI NAMCO will continue to provide Dreams, Fun and Inspiration to people around the world, based on our boundless creativity and enthusiasm. Vision The leading innovator in global entertainment As an entertainment leader across the ages, BANDAI NAMCO is constantly exploring new areas and heights in entertainment. We aim to be loved by people who have fun and will earn their trust as the leading innovator in global entertainment. The leading innovator in global entertainment

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,” “projection,” “intend,” “will” and similar expressions, as related to the Group, are intended to identify forward-looking statements and information. Actual results could differ materially from those projected in such forward-looking statements.

© 2008 テレビ朝日・東映ＡＧ・東映, © BANDAI･WiZ 2004, ©サンライズ・メ～テレ, © 2009 テレビ朝日・東映ＡＧ・東映, ©ＡＢＣ・東映アニメーション, © 2009 石森プロ・テレビ朝日・ＡＤＫ・東映, © 2008 Ishimori Production Inc・Toei Company, Ltd.・Adness Entertainment Co., Ltd. All rights reserved., © 1994-2009 NBGI, © 2006 NAMCO BANDAI Games America Inc. © NBGI, Afro Samurai ® & © 2006 TAKASHI OKAZAKI, GONZO / SAMURAI PROJECT. Program © 2009 NAMCO BANDAI Games America Inc. Produced by SURGE , a division of NAMCO BANDAI Games America Inc., Afro Samurai ® & © 2006 TAKASHI OKAZAKI, GONZO / SAMURAI PROJECT. Program © 2009 NAMCO BANDAI Games America Inc. Developed by NAMCO BANDAI Games America Inc.Published by NAMCO BANDAI Games Eourope S.A.S., ©創通・サンライズ・毎日放送, ©ＳＵＮＲＩＳＥ／ＰＲＯＪＥＣＴＧＥＡＳＳ・ＭＢＳＣｈａｒａｃｔｅｒＤｅｓｉｇｎ© 2006-2008 ＣＬＡＭＰ, © BANDAI 2009, © BANDAI 2009. All rights reserved by BANDAI. Technology under license from EVOLVE NPD Ltd. © 1988マッシュルーム／アキラ製作委員会, © 2006 ＦＲＥＥＤＯＭＣＯＭＭＩＴＴＥＥ, TM & © Cartoon Network. (s08), ©創通・サンライズ・毎日放送, ©石森プロ・テレビ朝日・ADK・東映 © BANDAI 2008, (C)Nintendo・Creatures・GAME FREAK・TV Tokyo・ShoPro・JR Kikaku © Pokémon ©ゆでたまご／集英社・東映アニメーション, © 2008 Gullane(Thomas)Limited, © 2006 NAMCO BANDAI Games America Inc., PAC-MAN： ©NBGI © 1995・2008 士郎正宗／講談社・バンダイビジュアル・ＭＡＮＧＡＥＮＴＥＲＴＡＩＮＭＥＮＴ ©サンライズ・メ～テレ, ©臼井儀人／双葉社・シンエイ・テレビ朝日・ＡＤＫ 2008

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