P.6 Message from the President (2)

Message from the President

Message from the President These changes will progress at a pace beyond our imagi- nation. Yet I feel that a much greater change is already under- way—one that goes beyond technological innovation. We have entered an era in which we are once again confronted with the question, “What does it mean to be human?” I believe this question lies at the very heart of the AI Revolution. Accumulating knowledge. Organizing information. Improving efficiency. AI will likely take on many of these capabilities. That is precisely why the roles that only humans can fulfill will become more important than ever: caring for others, moving people’s hearts, creating value that no one has ever seen before, building trust with people who hold different values, and forging a future together. Human value is not mea- sured by the amount of knowledge we possess. It is the power to create new hope through human connection. Since its founding, the TBS Group has consistently focused on people. Our news coverage serves to protect people’s lives and livelihoods. Our dramas and variety shows deliver smiles and tears, courage and hope. Our sports programs exist to show people pushing their limits and to share the beauty of their efforts. What we have refined over seventy-five years is not merely the craft of producing programs. It is the ability to understand people’s joy, empathize with their sorrow, and believe in their courage to embrace challenges. This is the very foundation of the TBS Group and our most valuable asset. The more AI advances, the more valuable this ability will become. I am convinced of this. AI will greatly expand human capabilities. But it cannot create happiness on its own. Happiness comes from trust be- tween people, from compassion, and from the courage to take on challenges. It leads to hope for the future. That is why we do not fear AI. We will make full use of it. Yet AI will never be our end goal. Our ultimate goal remains human happiness. I believe that technology should be a means of making people happy. I do not seek to grow the TBS Group as a mere broadcasting company. Our goal is to become a corporate group that moves people’s hearts, creates new value for society, and contributes to the well-being of people and society. Because we live in an era in which AI is transforming our future, I believe it is people who will create that future. This conviction is at the core of my management philosophy and the starting point of every strategy we pursue.

Embracing change, shaping the future

I believe the essence of the AI Revolution lies not in techno- logical advancement itself, but in the arrival of an era in which the very value of being human is being reexamined. So what kind of company should the TBS Group be in such an era? My answer is clear: we must become a company that drives change ourselves, rather than simply adapting to it. Of course, I do not believe that the value of the broadcasting business will be lost. Terrestrial broadcasting is an indispensable public infrastruc- ture that protects lives in times of disaster and connects society in times of peace. That mission will never change. At the same time, the way people consume content has changed dramatically. Viewers no longer adjust their schedules to watch broadcast programs; instead, they choose what they want to watch, when they want to watch it. The advertising market is also at a major turning point. Advances in AI are beginning to transform the very nature of marketing. In the face of such changes, companies that remain anchored in past successes have no future. Do not fear change. Rather, take the lead in driving change. I believe this is the responsibility now demanded of corporate leaders. That is why I no longer see the TBS Group simply as a “broadcasting company.” Our true strength lies neither in our broadcasting facilities nor in our broadcasting licenses. It lies in our ability to deeply understand people and create new experiences and inspiration. This ability we have built over the past 75 years can be applied to much more than broadcasting. We can deliver our content to the world. We can develop new IP. We can expand our content into education. We can even transform cities into stages for new experiences. I believe in these possibilities. That is why I approach every business in the TBS Group from a “content” perspective. Content does not simply mean broadcast programs. Education is content. Events are content. Urban development and lifestyle services are also content if they deliver new expe- riences and value to people. The essence remains the same: un- derstanding people, understanding society, and creating new value. I am convinced that this “content-driven management” will pave the way to the future of the TBS Group. The future does not simply happen. Nor is it something we are given if we simply wait for it. It is something we choose and create ourselves. That is why I am not afraid of change. I will turn this historic turning point—the AI Revolution—into a starting point for new growth. To achieve this, I have made the decision to boldly redirect our management resources toward the future. Taking on the world. Developing new IP. And nurturing leaders of tomorrow. These are the three pillars for the TBS Group’s future growth. Let me elaborate on these initiatives. 06