Transformation and New Operating Model
Company initiated an ambitious 2-year transformation to refocus portfolio, implement a new operating model and rightsized organization aimed at improving long-term free cash flow and quality of releases.
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The call communicates a balanced story: management delivered tangible financial and operational improvements (notably large debt reduction, comfortable cash position, cost savings, strong live-game engagement and an EBIT roughly in line with targets) but also outlined significant near-term pain (17% full-year bookings decline, a 54% Q4 YoY decline, a EUR 650 million accelerated depreciation hit, continued free cash flow consumption in FY27 and sizable upcoming debt maturities). The narrative is focused on a deliberate short-term reset to enable a stronger, cash-generative pipeline in FY28–FY29, which supports a cautious and constructive medium-term view while acknowledging real short-term challenges.
Management's guidance for the transformation period centered on a light FY27 release slate and a near-term cash consumption profile: FY26 net bookings were €1.525bn (down 17% YoY) with Q4 net bookings €415m (€25m above guidance, down 54% YoY) and back-catalog Q4 net bookings €243m; FY26 non‑IFRS EBIT was €1.040bn, free cash flow consumption was €443m (within the €400–500m target), R&D P&L was €1.086bn (including €650m accelerated depreciation) while cash R&D fell €151m (‑12%), total cash R&D reduction of €156m of capitalized spend, total digital net bookings €390m, PRI €301m, mobile €29m, MAUs 36m and 129m unique users; balance sheet metrics include non‑IFRS net debt €187m (vs €885m a year earlier) and cash ≈€1.35bn, headcount 16,590 (‑~1,200), fixed costs ~€1.435bn (down €118m or 8%, cumulative savings since FY23 ~€325m); looking to FY27 management expects net bookings down low single digits, a high single‑digit negative non‑IFRS operating margin, free cash flow consumption of ≤€500m (Q1 ≈€250m), majority of restructuring cash charges (≈50–60% of the €118m program, ~€59–71m) occurring in FY27, stock‑based comp ≈€25m, non‑IFRS net financial charge ≈€38m, diluted shares ≈133m, and a return to positive non‑IFRS EBIT and free cash flow in FY28 with robust free cash flow in FY29 and positive cumulative free cash flow over FY27–FY29.
Company initiated an ambitious 2-year transformation to refocus portfolio, implement a new operating model and rightsized organization aimed at improving long-term free cash flow and quality of releases.
Q4 net bookings were EUR 415 million, which was EUR 25 million above guidance, driven by better-than-expected back-catalog performance across major franchises.
Rainbow Six Siege showed strong reengagement: session days stable YoY, peak DAUs in March nearly 3x higher than early November, MAUs above 10 million in March and an annual audience above 30 million unique active players; Year 11 content praised by players.
Division 2 net bookings more than doubled year-on-year this fiscal year; Avatar: Frontiers of Pandora delivered very strong YoY net booking growth; Crew Motorfest reached record quarterly users; For Honor net bookings grew double-digit in the quarter; Invincible net bookings up over 50% this fiscal year.
Non-IFRS EBIT was EUR 1.040 billion for the year, broadly in line with the objective of around EUR 1 billion; gross margin was stable year-on-year.
Non-IFRS net debt improved materially to EUR 187 million at end-March 2026 from EUR 885 million a year earlier; cash and cash equivalents remained around EUR 1.35 billion, providing comfortable near-term liquidity.
Fixed cost base down by EUR 118 million year-on-year (approx. 8% at current FX); total accumulated fixed cost savings since FY23 nearly EUR 325 million; headcount reduced by ~1,200 to 16,590 while voluntary attrition remained low.
Total cash R&D decreased by EUR 151 million (down 12% YoY) and capitalized investments reduction of EUR 156 million, reflecting disciplined investment and a refocused roadmap.
Creation of Vantage Studios and closing of the EUR 1.16 billion Tencent transaction strengthened the balance sheet and financial flexibility; new leadership and strategic hires added to franchise accountability.
Free cash flow consumption was EUR 443 million for FY26, within the updated target range of EUR 400–500 million.
Welcome, everyone, and thank you for joining the call today. This past fiscal year was one of decisive actions for Ubisoft. We initiated one of the most ambitious transformations in the company history, building a more focused, agile and disciplined organization that is capable of consistently delivering high-quality experiences to players through a sustained release cadence while supporting value creation over time. To achieve this strategic resets in financial year '26, we began putting in place a new operating model, rationalized our portfolio of games and executed with discipline on our cost reduction program while significantly deleveraging the group. In financial year '27, we will pursue and complete the execution of this transformation and continue investment ahead of much stronger and sustained content cycle. This year is therefore expected to represent a low point in our free cash flow trajectory, along with a softer release slate and restructuring costs. We will continue to grow our live games led by Rainbow Six and its strong road map, deliver Assassin's Creed Black Flag Resynced and launch other targeted premium games based on established Ubisoft brands. This 2-year transformation comes with difficult decisions and a disappointing short-term financial performance, but I firmly believe that together, these actions are better positioning Ubisoft to deliver sustainable free cash flow over time.
The expected outcome beyond financial year '27 will be an important rebound driven by a significantly stronger new release pipeline, the acceleration of our live games and ...
May 20th, 2026
November 21st, 2025