P.12 Message from the President of TBS TELEVISION, INC. (2)

Message from the President of TBS TELEVISION, INC. Message from the President

Results of the LTV4-59 strategy and the growing adoption of a “Timeless Value”

mindset: Spark interest through broadcasting,

driving profit through diversification

The Medium-Term Business Plan 2026, formulated as the second phase of TBS Holdings’ VISION 2030, is now in its final fiscal year. As we have worked to achieve the goals of this Medium-Term Business Plan, one thing has become clear: we are a corporate group whose growth is centered on content. Across the Group, we have continued to take on challenges beyond television broadcasting. In particular, the growth of our Lifestyle Business has been remarkable. Building new busi- nesses and scaling them—the thinking behind VISION 2030 has undoubtedly taken root across the Group. At the same time, we came to realize firsthand that the power of the content we create, such as video productions and events, can contribute to the expansion of businesses such as education and distribution. To achieve this, our starting point is to enhance the con- tent that is well received by viewers through our broadcasts—in other words, to “strengthen television.” Two years ago, we set a goal of increasing our viewer ratings among viewers aged 4 to 59 (LTV4-59). Our strategy has been to win the approval of the generations who will shape Japan’s future and then earn the approval of older generations as well. In FY2025, we were the only broadcaster in the Kanto region to achieve an increase in viewer ratings among this target demographic. Furthermore, we successfully increased our individual viewer ratings across all viewers, including those in this target segment. I believe our strategy of building and increasing our LTV4-59 viewer ratings is beginning to bear fruit. We set “strengthening television” as our initial goal because it is the foundation of the content creation we have inherited from our predecessors. However, moving forward, simply keeping content within the realm of broadcasting is no longer sufficient. Building directly on the momentum of the World Athletics Champion- ships Tokyo 25, we created the anime film “100 Meters,” which delicately portrays the inner struggles and emotions of track and field athletes. We were able to deliver new content to the many track and field fans who had enjoyed the World Athletics Championships—this time through the medium of an anime film—and achieve strong box-office results. Similarly, the dra- ma series “Then You Try Making It!” also achieved great success through broadcasting, but achieved an even more remarkable milestone on TVer, attracting a record-breaking number of views and setting a new all-time record for TBS. The choice between “broadcasting or streaming” is already a thing of the past. “Create a buzz through broadcasting, amplify that mo- mentum through streaming, and deliver it to the world.” This digital strategy has enabled us to reach a broader audience, including younger audiences. Our highly acclaimed “Sunday The Success of “100 Meters”: Taking Anime to Global Audiences Theater” produced hit after hit in FY2025, including “The Royal Family” and “Reboot.” In addition, works that expanded from the Sunday 9 PM broadcast slot to the big screen—such as “TOKYO MER: Mobile Emergency Room—Nankai Mission” and “The LAST MAN”—achieved major box-office success. A single high-quality IP (intellectual property) can leap from the television screen to the big screen and ultimately into a real-world experience. This “content diversification” has be- come a strong pillar supporting our non-broadcasting revenue. Now more than ever, I believe we must further accelerate our transformation from being a broadcaster into a comprehensive content group that expands the value of content in every direction. Our program producers are becoming increasingly conscious not only of producing daily television programs, but also of expanding content across multiple formats and plat- forms. These efforts are generating results that are opening the door to new opportunities. The Timeless Value mindset we are pursuing is increasingly extending beyond the boundaries of broadcasting timeframes and national borders.

Taking on the world

Beyond this content creation lies our challenge of going global. We have announced partnerships with production companies in Hollywood and South Korea and are strengthening our efforts to broaden our network of partners for expanding our content overseas. We are taking on the challenge of creating original content for international audiences. Our greatest strength lies in producing drama series and films, but that is not all we can do. 12