P.51 Human Capital (3)

Human Capital Business Foundation

Value creation through human resource development Based on our Human Capital Management Philosophy, we have determined three Internal Environment Improvement Policies. We promote initiatives to support growth, create systems that enable “Joyful challenges,” and foster a workplace environment that respects diverse values and working styles. In addition, we regard employee health management as an important management issue and aim to create a safe, rewarding, and creative workplace.

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 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

Human Resource

Development

Three Policies

1 Establish systems that support growth and enable “Joyful challenges” 2 Fostering a workplace environment that respects diverse values and working styles under a culture of openness 3 Promoting health management so that everyone we work with and their families can feel joy and maintain both mental and physical wellness

Measures and KPIs

1 • Introduced a new award program that encourages challenges across the Group Result: TBS Awards: TBS Group Annual Grand Award “KANSOSAN” makes a major leap into billion-content status (SLH) The film “Last Mile” becomes a blockbuster (TBS Sparkle, TBS Television) 2 • Promote employees taking childcare leave Target: 100% acquisition rate for both men and women (HD/TV)

• Enhance work engagement Target: UWES score of 3.7 or higher (HD/TV)
• Promote interaction among Group employees through the development of internal communication spaces Result: More than 24,000 participants in exchange events and happy hour sessions (FY2025)
• Implement initiatives aligned with recognition as a Certified Health & Productivity 3 Management Outstanding Organization Target: Improve employee productivity through the following:

“Reduction of absenteeism”* (target: less than one day) “Improvement of presenteeism”** (target: 70 points or higher) Result: Certified as Health & Productivity Management Outstanding Organizations 2026 – White 500 (HD/TV) Newly certified as a Food Education Practice Outstanding Organization 2026 (HD/TV)

• Introduce an external Employee Assistance Program (EAP) available to employees and their families Result: Implemented at six core Group companies * Calculated by dividing the total number of days of sickness benefits by the number of employees.

** A situation where employees come to work but cannot perform their tasks fully due to health problems. The results of an investigation using absolute presenteeism from the Single-Item Presenteeism Question (SPQ).

Output

Improved the quality of content and business by motivating employees and supporting their growth Attracting highly-talented human resources and reduced turnover by fostering a favorable working environment Contributed to the creation of business synergies through active interaction within the Group Enhanced work quality and productivity through a solid foundation of effective health management Increased social evaluation and market evaluation as a ripple effect of sustainability-oriented management Respected human rights through mutual respect and created opportunities for “Joyful challenges” for all working colleagues 51