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Key Financial Data

  • (as of May 10, 2021)
    The tables and graphs on this page show our sales, operating income and other aspects of performance over the previous years. Despite the high volatility of the home video game industry, we have been growing sustainably.

Operating Results

  • Operating Results (historical data)


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2017/3 2018/3 2019/3 2020/3 2021/3
Net sales(Millions of yen) 87,170 94,515 100,031 81,591 95,308
Operating income(Millions of yen) 13,650 16,037 18,144 22,827 34,596
Operating margin(%) 15.7 17.0 18.1 28.0 36.3
Net income per share(Millions of yen) 8,879 10,937 12,551 15,949 24,923
Net income attributable to owners
of the parent
40.09 49.95 57.73 74.70 116.74
Annual cash dividends per share(yen) 50.00 60.00 35.00 45.00 71.00

*Capcom performed a 2-for-1 split of its common stock with an effective date of April 1, 2018; Capcom also performed a 2-for-1 split of its common stock with an effective date of April 1, 2021. As such, Capcom calculated earnings per share and net asset value per share assuming that these stock splits were implemented with an effective date of April 1, 2016.

  • Net sales

    • FY2020 Net sales
    • 95,308
      million yen
    • 16.8 %UP
    Consolidated net sales being generated by businesses’ operations
    ✓ Bigger, × Smaller
  • Operating income / Operating margin

    • FY2020 Operating income
    • 34,596
      million yen
    • 51.6 %UP
    • FY2020 Operating margin
    • 36.3 %
    • 8.3 points UP
    An index for profitability of businesses’ operations alone
    Operating Profit / Net Sales*100
    ✓ Higher, × Lower
  • Net income attributable to owners of the parent

    • FY2020 Net income attributable to owners of the parent
    • 24,923 million yen
    • 56.3 %UP
    Consolidated net income including extraordinary profit and loss
    ✓ Bigger, × Smaller
  • Net income per share

    • FY2020
      Consolidated net income per share
    • 116.74 yen
    • 42.04 yen UP

    *Capcom performed a 2-for-1 split of its common stock with an effective date of April 1, 2018; Capcom also performed a 2-for-1 split of its common stock with an effective date of April 1, 2021. As such, Capcom calculated earnings per share and net asset value per share assuming that these stock splits were implemented with an effective date of April 1, 2013.

    An index for assessing investment value per share. The larger the figure, the more favorable.
    Net Income / (Number of Shares Issued – Treasury Stock)
  • Dividend per share / Dividend payout ratio

    • FY2020
      Dividend per share
    • 71.00 yen
    • 26.00 yen UP
    • FY2020 Dividend payout ratio
    • 30.4 %
    • 0.3 points UP
    An annual dividend per share
    Dividend / (Number of Shares Issued – Treasury Stock)
    ✓ Bigger, × Smaller
  • (as of September 10, 2021)
    These tables and graphs present our ROE, ROA and other financial data for the previous years. In recent years, we have increased our investments aimed at sustaining growth. This is why R&D expenditures and capital expenditures have been climbing. Furthermore, we are taking actions aimed at improving our financial soundness. One way is by reducing debt. We are also operating more efficiently, such as by reducing assets to raise the ROA and the turnover ratio for total assets.

Financial Index

  • Financial Index (historical data)


Click on the articles to see the descriptions of the indexes.

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2017/3 2018/3 2019/3 2020/3 2021/3
R&D investment costs (Millions of yen) 27,720 29,077 27,038 25,843 25,375
Capital investment
(Tangible fixed assets,
net of accumulated depreciation)
(Millions of yen)
2,622 2,918 2,439 2,504 2,570
Depreciation and amortization (Millions of yen) 5,980 4,706 3,228 2,795 2,791
Interest-bearing debt (Millions of yen) 16,111 9,788 8,315 6,735 5,606
Return on equity
11.6 13.4 14.4 16.9 22.6
Return on total assets
7.7 8.9 10.1 12.0 16.2
Net worth ratio (%) 65.4 68.4 71.9 69.5 73.8
Creditor’s equity to total assets (%) 34.6 31.6 28.1 30.5 26.2
Current ratio (%) 285.0 354.0 391.2 303.5 390.9
Quick ratio (Acid-test ratio) (%) 149.1 220.0 288.5 227.6 295.6
Cash equivalent ratio (%) 81.8 172.1 228.3 183.1 218.6
Fixed ratio(%) 43.0 35.0 36.7 34.7 30.1
Debt-equity ratio(%) 52.9 47.0 39.1 43.8 35.5
Total assets turnover (times) 0.7 0.8 0.8 0.6 0.6
Sales equity ratio (times) 1.1 1.1 1.1 0.8 0.8
Receivables turnover (times) 4.3 7.3 7.2 5.1 3.8
Accounts payable turnover (times) 7.9 17.3 12.2 7.0 11.5
Inventory turnover (times) 2.4 3.2 5.2 3.4 3.4
Fixed asset turnover ratio (times) 2.6 3.2 3.1 2.4 2.6
イInterest coverage ratio (times) 22.8 337.2 249.3 302.5 201.6
Price-earnings ratio (times) 13.5 23.0 21.5 22.7 30.8

Click on the articles to see the descriptions of the indexes.

  • R&D investment costs

  • Capital investment (Tangible fixed assets, net of accumulated depreciation)

  • Depreciation and amortization

  • Interest-bearing debt

  • Return on equity (ROE) / Return on total assets (ROA)

  • Net worth ratio / Creditor’s equity to total assets

  • Current ratio / Quick ratio (acid-test ratio)

  • Cash equivalent ratio / Fixed ratio / Debt-equity ratio

  • Total assets turnover / Sales equity ratio

  • Receivables turnover / Accounts payable turnover

  • Inventory turnover / Fixed asset turnover ratio

  • Interest coverage ratio

  • Price-earnings ratio

Creating social value
as a game publisher

With the rise in popularity of esports and the WHO’s international recognition of gaming disorder, in recent years gaming has transcended the framework of simple entertainment and is now recognized as content with a profound social impact. At Capcom, we believe that sustainable growth is achieved by delivering social and economic value, while at the same time building healthy relationships with stakeholders from the perspective of a game publisher. This entails tackling social issues through our business activities, such as training a workforce capable of succeeding on the global stage, and the creation of new markets.

We believe that the principle of Sustainable Development Goals (SDGs)*, namely that “all cultures and civilizations can contribute to sustainable development,” and our own corporate philosophy, which is that we are “creators of entertainment culture that brings you smiles and stimulates your senses,” are closely related. As such, in order to balance our own sustainable economic growth with a sustainable society, we intend to contribute to the development of social sustainability by selecting and addressing four priority issues within the ESG framework based on our fundamental ESG policy outlined below.

Sustainable Development Goals (SDGs)

SDGs are 17 goals that were adopted by the over 150 member countries of the United Nations at the United Nations Sustainable Development Summit held in September of 2015 at the UN headquarters in New York. It was determined that in order to eliminate poverty and achieve a sustainable world, we must priotize the resolution of these 17 goals on a global scale.

  1. Material Issues
    Securing and Training of Human Resources
    Securing and Training of Human Resources

    Number of Developers (People)/
    Internal R&D Ratio (%)

    (Years ended March 31)

    We are working to secure and train outstanding developers based on our desire to make the most entertaining games in the world. We continue to hire more than 100 new graduates each year to enhance our product lineup and improve quality. Over the last 10 years we have increased our developer numbers by approximately 1,000 people. We are working to improve the technical skills and motivation of our employees by such means as enhancing our system to train new graduates, promoting younger and mid-career employees to work on major titles and achieve their own personal goals.

  2. Material Issues
    Promoting Diversity
    Promoting Diversity

    Ratio of Female Employees/
    Ratio of Foreign Employees (%)

    (Years ended March 31)

    One of the most important elements in developing world-class games that can keep pace with the globalization of the game player population is securing a workforce with diverse perspectives. For that reason, we have been promoting diversity and working on building a workplace where women and foreign nationals can excel. As a result, the numbers of both women and foreign nationals continue to climb, in turn helping Capcom create captivating content and growth on a global level.

  3. Material Issues
    Development of Solid Relationship with Society

    Number of Educational Support Activities (times)

    (Years ended March 31)

    The education support activities that we began in 2005 achieved a certain level of recognition for the results they produced for more than 15 years, and as of the fiscal year ended March 2018, we carry out roughly 30 activities each year on a steady basis. The number of activities decreased in the fiscal year ended March 2021 due to circumstances surrounding the COVID-19 pandemic, but in the same year, we also introduced an online learning program allowing us to hold activities remotely.

  4. Material Issues
    Enhancement of Corporate Governance

    Ratio of External Directors (%)

    (Years ended March 31)

    Generally, an owner-run company excels at being flexible and fast decision-making, though concerns may exist over the issue of succession. At Capcom, we strive to make management more transparent and visible, and have implemented various governance reforms to this end, such as the Nomination and Remuneration Committee. We proactively appoint external directors, and on March 31, 2021, external directors accounted for 50% of the entire board of directors. However, the transfer of one of our directors put the ratio at 45.5% as of June 2021.

Support activities to eliminate poverty

For a game manufacturer, while the children who play with our products are our customers, they are also our future as they have the potential to one day become employees. It goes without saying that in order to play games, you need a stable environment, and in order to choose a career, an education is essential. Capcom is helping to create an environment for children today and in the future by donating to the “Children’s Future Support Fund,” a project established in 2015 with the cooperation of both public and private entities.