DeNA : FY2022Q3 Results Briefing Q&A Summary

Summary of Key Questions and Answers

From the Operating Results Briefing for Q3 FY2022

The following is a summary of the key questions and answers from the operating results briefing for the third quarter of FY2022, held on February 8, 2023.

Q1 Please share the factors behind the Healthcare & Medical Business financial performance, broken out into your previous businesses and the newly incorporated businesses.

A1 This business includes businesses that DeNA previously pursued and the newly incorporated subsidiaries DATA HORIZON and Allm. For the original DeNA Healthcare Business and each of the two new subsidiaries, their previous financial performance was at a scale of about 3.0 billion yen annual revenue each.

DATA HORIZON has disclosed their own results, so please see that disclosure for more information.

Q2 Will revenue of the Medical Area in the Healthcare & Medical Business grow in proportion to the increase in facilities using Join?

A2 We believe that the number of facilities using Join will be a good initial reference, but revenue will be impacted not only by the number of facilities, but also potential upsell, including how the use of Join evolves and exploring how each specific facility makes use of Join. For example, Join may be used for coordination between hospitals, or for coordination with treatment centers using IoT devices. These are all potential opportunities for business expansion, and as I mentioned during the presentation, we will also pursue these areas and aim to drive medical digital transformation.

Q3 Please share more detail about the outlook for the Healthcare & Medical Business.

A3 This fiscal year we conducted multiple M&A, and the incorporation of those companies has proceeded in stages, so the performance for each quarter this fiscal year may not be a useful reference. Our goal for the Healthcare & Medical Business has been to achieve profitability in FY2023, and then further growth in FY2024. We are finalizing our business plan for next fiscal year, so cannot share any further detail at this time.

Q4 Please share the approach to assessing goodwill and the relationship with the financial performance of the Healthcare & Medical Business.

A4 We will do our best to produce results through our business in both DATA HORIZON and Allm.

Q5 Please share the details and goal of the initiatives to control overheating to ensure sound growth in Pococha US.

A5 Pococha is strongly community-oriented, and those communities are very important, but there are unique differences for each country and region. In the US, we observed many broadcasters supporting each other, so we made adjustments for more appropriate community balance. Creating and fostering a unique US community is critical, so we will continue to adjust as needed.

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Q6 Please share your thoughts on the state of global expansion in each region for Pococha.

A6 Currently Pococha is available in the US and India. The state of the US is as described in the Operating Results Briefing materials. We feel that India has potential, but rather than blindly hitting the accelerator we believe it is important to first form a good community and make it so that the culture in the service can grow in a sustained way.

Q7 Please share the recent status and business environment of Pococha Japan.

A7 In Japan we have seen a return from the previous move to stay at home, but we have built up highly active users. However, we have not seen as much new user growth as we expected at the beginning of the fiscal year, and we believe that we need to enhance our efforts, such as in digital marketing. We will build up our core competence in community formation, while at the same time testing various methods, and we will pursue our initiatives in a sophisticated way.

Q8 Please share the factors behind the year-over-year operating profit/loss performance for the Sports Business.

A8 In a year-over-year comparison, the revenue mix differed. In Q3 of FY2021 we had more games than for Q3 FY2022, and recognition of sponsorship revenue was loaded towards Q3 in FY2021. For Q3 FY2022, we had few games, but we made it to the Climax Series playoffs.

On the costs side, in Q3 FY2022 we had costs associated with the Climax Series, and were impacted by increases in team-related costs, such as the general increase in prices and exchange rate fluctuations.

Q9 Are goodwill impairment determinations made on a per segment basis?

A9 Impairment determinations are made on a cash generating unit basis, in accordance with accounting standards. The goodwill for the Healthcare & Medical Business is not organized as one cash generating unit for the whole segment. Instead, Allm and DATA HORIZON will each be their own cash generating unit, and we will make determinations accordingly.

Q10 Considering the future goals for the business, do you expect the Healthcare & Medical Business to become a relatively large business in the portfolio?

A10 Our vision for the structural shift is as shown on slide 7 of the Operating Results Briefing materials. Under our Serve approach, we intend to grow both the Healthcare

• Medical Business and the Sports Business. The Entertain approach includes a meaningful market, but the market is mature and volatile, so we need a variety of new initiatives. We will pursue growth and aim to secure a good level of profit.

Q11 In the Game Business, will the upcoming new title launches increase revenue?

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A11 Our game live operations ability is one of our core competences. It is important for us to launch these new titles, and then do the live operations well. This fiscal year there have been some delays in our new titles, but we will work hard to deliver the performance expected of us.

Q12 The trend seems to be for major investment in games to produce results, which we see primarily in Chinese companies. Do you plan such a large scale investment in the Game Business?

A12 Investment is a major point for making the Game Business sustainable. For our new development, we consider the trends and various other factors, and are continually exploring the appropriate structure and investment scale, etc.

Q13 Please share your goals for financial performance for each sport in the Sports Business.

A13 In our Sports Business, within Kanagawa Prefecture we have baseball in Yokohama, basketball in Kawasaki, and soccer in Sagamihara. Each of these cities is an ordinance-designated city, and the total population is over 6 million.

Some neighboring areas to sports include, for example, our school business and health-related initiatives. All together, our goal for the sports and community initiatives is to grow the business to achieve a total operating profit contribution of about 3 billion yen per fiscal year.

Q14 What is your plan for a new basketball arena?

A14 We are in discussions on that topic, but currently we have no finalized information or further details to share.

Q15 What is the significance of holding Cygames shares?

A15 We have business synergies with Cygames, including Granblue Fantasy on Mobage, and Cygames continues to be an extremely important partner.

Q16 For the Healthcare & Medical Business you have stated the goal of achieving profitability next fiscal year. What is the outlook for each area?

A16 As described on slide 17 of the Operating Results Briefing materials, the scale of losses for both areas is currently about equivalent. We aim to grow both areas and as a result of those efforts achieve the overall goal.

Q17 What should I look at to judge the progress of the Healthcare & Medical Business? For example, the number of clients in the Data Use Business and the number of facilities using Join, etc.?

A17 In the Data Use Business in the Healthcare Area, we are in a stage where it is important to increase the number of clients. In the future, it is also possible that we will have more initiatives with each individual client.

Please see A2 for the Medical Area.

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Q18 The smartphone game market environment is quite challenging. Will you change your business strategy?

A18 Our Game Business is an extremely important business. We will not simply streamline, and are exploring a variety of options. One good example is how with Slam Dunk we leveraged our China studio while also delivering a game that made use of the characteristics of the IP. To create more successes we need to build on our knowhow. We will keep an eye on market trends and endeavor to operate this business sustainably.

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