P.50 Human Capital (2)

Human Capital Business Foundation

Value creation through human resource development Based on our Human Capital Management Philosophy, we have determined three Human Resource Development Policies. In addition to creators and business human resources, we will develop “ambidextrous talent” who are able to both “create” and “expand.” We are also strengthening external recruitment with a focus on people who can make an immediate impact, and emphasizing diversity in the development of managers.

From each moment, a better tomorrow.

VISION2030

Expand content

without limit beyond the framework of broadcasting

Net sales ¥550 billion Operating profit ¥38.5 billion Operating profit margin 7.0% Net sales from broadcasting business 40% Non-broadcasting net sales 60% ROIC 5.0%

Human Resource

Development

Three Policies

1 Develop talent capable of contributing to society and driving the creation of globally loved content IPs and enhanced creativity

Measures and KPIs

1 • Provide opportunities for learning and realization through lectures and training programs, including TGU Target: 20,000 total annual participants in TGU courses (Group)

• Overseas deployment to learn about global standards Target: 10% of young and mid-career employees by the end of FY2026 (Group)

Result: Approximately 230 employees (FY2025, Group)

Output

Overseas sales ratio increased through the global rollout of content IPs Win trust by fulfilling our social mission as the starting point that influences society

Human Capital

Management Philosophy

Nurture creators for content creation as the key to increasing value Acquire talents with diverse creative abilities and high expertise Build an organization that can maximize creativity Create an environment that makes everyone we work with happy 2 3 Develop business-oriented human resources who will execute the EDGE strategy Cultivate management personnel capable of balancing creativity and business to achieve sustainable growth 2

• Facilitate exchanges between creative and business talent through cross-group executive networking and short-term study programs Result: 310 employees (FY2025, Group)
• Hire and rapidly onboard 300 mid-career experts by FY2026 to drive new business development Result: Mid-career hires: 42 (FY2025, HD/TV)

76 (FY2025, six core Group companies) 42 participants at career exchange meeting with studio tour (Group) 3 • Strengthen leadership development to build a deeper pool of future management talent Result: 12 Group joint leadership training sessions per year (Group) Training conducted for 34 new line managers (HD/TV)

• Develop female managers Promote diversity and encourage active participation of diverse talent by actively appointing women to managerial positions Result: Ratio of female managers: 24.5% (FY2025, Group)

Improve income margin and develop new markets through the creation of original IPs (original works) and innovative content Build a talent base that generates synergies across the three business segments—Media and Content, Lifestyle, and Real Estate and others The appointment of women and younger employees to leadership positions results in diverse content and fosters empathy from a wide range of social groups Expand domestic and international business opportunities by enhancing brand value 50