P.30 Media and Content Business (1)

Media and Content Business Strategies for Business

Media and Content Business

Creating “Timeless Value” through synergies between businesses

Constituent companies Total of 19 companies Market environment recognition

Six core companies Item Measures

Strategies

for Business

Media and Content Business Lifestyle Business Real Estate and Other Businesses

Creating original content loved around the world Fulfilling our social mission as a media group CS-TBS, INC./NICHION, INC./TBS Media Research Institute, Inc./TC Entertainment, Inc./ Seven Arcs Co., Ltd./Manga Box Co., Ltd./THE SEVEN, INC./WACUL, INC./100 Inc./ TBS INTERNATIONAL, INC./Bellon Entertainment Inc./THE SEVEN US, INC./ TBS KOREA, INC.

Result (Unit: 100 million yen)

4,000 Net sales Operating profit Operating profit (Post-transfer of TBS Broadcast Center) 400 3,122 3,130 2,962 3,000 2,878 300 2,000 200 146 1,000 84 115 90 100 39 Dependence on advertising income from terrestrial television broadcasting, the state of global affairs, and domestic economic fluctuations Flexible time sales not bound by conventional methods Price pass-through responding to soaring personnel expenses and fuel costs Intensifying competition among media and for content acquisition Strengthening collaboration with U-NEXT Content provision to TVer, Netflix, etc. Promoting content investment through SAND B Inc. Labor shortages and skyrocketing personnel expenses, particularly in the anime industry sector Building and strengthening a seamless value chain spanning planning, production, and rights revenue Intensification of global competition Collaboration with Legendary Entertainment Strengthening the sales of planning platforms such as SASUKE/Ninja Warrior Soaring capital expenditure and equipment renewal costs Switching from dedicated equipment to general-purpose equipment Leveraging IT and countermeasures against cyberattacks Utilization of TBS ID and AI narration Strengthening measures through an incident response team specializing in the development of security policies, regulations, and guidelines. * Please refer to the “TBS OFFICIAL BOOK” for details on individual content. https://www.tbsholdings.co.jp/about/officialbook.html 0 0 FY2023 FY2024 FY2025 FY2026 (forecast) 30

［表］

Item	Measures
Dependence on advertising income from terrestrial television broadcasting, the state of global affairs, and domestic economic fluctuations	Flexible time sales not bound by conventional methods; Price pass-through responding to soaring personnel expenses and fuel costs
Intensifying competition among media and for content acquisition	Strengthening collaboration with U-NEXT; Content provision to TVer, Netflix, etc.; Promoting content investment through SAND B Inc.
Labor shortages and skyrocketing personnel expenses, particularly in the anime industry sector	Building and strengthening a seamless value chain spanning planning, production, and rights revenue
Intensification of global competition	Collaboration with Legendary Entertainment; Strengthening the sales of planning platforms such as SASUKE/Ninja Warrior
Soaring capital expenditure and equipment renewal costs	Switching from dedicated equipment to general-purpose equipment
Leveraging IT and countermeasures against cyberattacks	Utilization of TBS ID and AI narration; Strengthening measures through an incident response team specializing in the development of security policies, regulations, and guidelines.

［表］Result (Unit: 100 million yen)

	Net sales	Operating profit	Operating profit (Post-transfer of TBS Broadcast Center)
FY2023	2,878	39
FY2024	2,962	84
FY2025	3,122	146	115
FY2026 (forecast)	3,130		90