Contents➤

Our Philosophy and Targets➤

Our Approach1) Business Domain Strategy2) Human Capital Development
3) Sustainability Commitment➤

Review of the Previous Medium-Term Plan

2

Our Philosophy and Targets

Note: This document has been translated from the Japanese original for reference purposes only.
In the event of any discrepancy between this translated document and the Japanese original,
the original shall prevail.

3

Our Timeless Value Content IPs – Portfolio Expansion -4

Creative Engine FUNNEL Model(1) Enhance content IPs production capability(per year)•TV programs•Anime: 100 projects•Variety shows: 750 projects•Manga: 45 new serials•Dramas: 300 projects•Products: 2,000 SKU
etc.

(2) Strengthen planning & marketing skills(per year)•TV programs•Variety shows: 80 titles•Anime: 12 broadcast time slots•Dramas: 30 titles•Manga: 100+ serials•Products: 700 SKU
etc.

(3) Deploy attractive content IPs to markets(per year)•TV programs•Variety shows: 20 titles•Anime: Two feature films•Dramas: 12 titles•Manga: Five screen versions•Regular/Hit Products: 200 SKU
etc.

5Drive EDGE Forward Leveraging Creative Engine•Building overseas distribution network•Global rollout of OTT original content•Anime/movie and lifestyle business expansion•Target highest viewer ratings in all time slots•Target the highest number of AVOD views• Creation of Content IPs• Acquisition of New IPs

6

Improve Capital Efficiency - ROIC of 5% Given the rapid shifts in the terrestrial advertising market, we will continue to create and acquire content IPs while concurrently
making growth investments that leverage our content for multi-faceted monetization.

FY2020

FY2021

FY2022

FY2023

FY2024FY2026

FY2030

Revenue (¥ billion)

325.6

358.2

368.1

394.3

400.0

450.0

550.0

Operating income(¥ billion)

10.8

20.3

20.7

15.1

16.5

24.0

38.5

Operating income margin
(%)

3.33%

5.68%

5.65%

3.85%

4.13%

5.33%

7.00%

ROIC (operating income
after tax) (%)

1.9%

3.6%

3.5%

2.6%

2.8%

3.3%

5.0%

Targeting 5% ROIC by 2030
*Going forward, we will consider managing capital efficiency by business.

7Capital Allocation

Basic
Policy• Create a chain of cash flow expansion through growth investments• Utilize diverse financing options, including debt
• Reduce cross-shareholdings and enhance shareholder returns

Plan 2026

Plan 2023 Results

Key Points
Cash acquisition

1
2

Utilize diverse financing options (green
finance, etc.)
Utilize cash from stock sales for growthinvestments and shareholder returns

Debt financing, etc.

¥44.0 billion

Cash on hand, etc.

¥52.4 billion

Of which, amountrelated to Akasaka EC¥34.8 billion

Investments in growth
Investment securities
sales

Investment securities
sales¥90.0 billion

Investments in growth¥160.0 billion

Return on
investments ingrowth, EBITDA¥20.0 billion
Cash flow from operations

Shareholder return¥54.3 billion¥43.0 billion

Cashdistribution

Cash flow from operations¥86.0 billion

Cash acquisition

Shareholder return¥60.0 billion

Cashdistribution

Create a chain of cash flow expansion
through growth investments

Cash distribution

4¥145.1 billion¥81.4 billion

Cash acquisition

3

5

Set KPIs and monitor progress

Consider total payout ratio andpurchase treasury stock flexibly8¥160 Billion Investments in Growth• Enhance capital efficiency with green finance and other funding options and utilize cash from share disposal

Basic Policy• Set and monitor KPIs for growth investments, focusing core competencies• Invest in ESG areas, such as social businesses for sustainability

Plan 2026: Invest ¥160 billion for faster growthPlan 2023: Invest ¥145.1 billion
Main Results of Investments in GrowthContent IPs Creation and Acquisition
Enhanced high-end
content creation

Entered theIntellectual training andeducation business

Reach for Generation Z

Original IP
development

Paidstreamingbusiness
strengthened

Akasaka Entertainment City Project(Scheduled completion: 2028)

Animebusiness
strengthened

Original IP development/acquisition

EDGE Strategy Implementation
Global rollout of content IPs
TBS Group ID
expansion to linkcustomers with
content

Cutting-edge technology (VFX/AI, etc.)

Contribution tosustainable society

Expansion of the intellectual
training and education business
Expansion in the experience area

Invest in human capital/DX

Invest in energy saving/GX

9

Cross-Shareholdings Sales in Excess of ¥90 Billion

Basic Policy• Accelerate sales of cross-shareholdings in accordance with Corporate Governance Code
• Use cash obtained through stock sales for growth investments and shareholder returns

Actions to Reduce Cross-Shareholdings

Results in Plan 2023 Period
More cross-shareholdings sold than planned
Planned amount: ¥60.0 billion → Actual amount: ¥81.4 billion
Sale amount(¥ billion)

Sell shares no longer worth holding

37.1

24.1

60.0
20.1

Board of Directors examinescross-shareholdings at least
once per year

Need for investments in growthin order to expand business
Investigate multi-faceted ways to procure
capital, and, if necessary, use as a sourceof funding

81.4

Plan 2026: Sell at least¥90 billion of cross-shareholdings over three years

Work on balance sheet improvement towards theachievement of VISION 2030
10

Shareholder Return of ¥60 Billion in Total - Dividends/Purchases of Treasury Stock -Basic Policy• Commit to growth investments to increase corporate value• Provide stable and continuous dividends with dividend payout ratio of 40%*Determine dividend amount considering profit fluctuations significantly caused by special factors

Results in the Plan 2023 Period
Total of ¥44 billion returned through dividends and treasury stock acquisition

20

46

Shareholder return of ¥60 billion in total during the period of Plan 2026

42

15

42

10.9
37

10
5
0

11.5
38

0.9
6.3

7.1

7.3

2021

2022

2023

Total dividend

Purchase of treasury stock

34

Dividend per share (¥)

stock(¥ billion)

Total dividend + purchase of treasury

44

Shareholder Return in Plan 2026

30

through dividends and acquisition of treasury stock

We will provide opportunities for shareholders toexperience our content IPs to understand ourappeal.

Dividend per share*Annual dividend basis

11Business Domain Strategy

Business Domain Strategy

Environment and Management Issues
The age of ecosystem disruption: People, money, and goods are more globalized and borderless, andtechnology is evolving and more versatile. This is causing traditional business structures to collapse.

External
Conditions

Nationwide reporting networkwith JNN affiliates
information reliability

Evolution of technology
New ways to spread information

Access to cross-cultural content

Change in consumer tastes
creating new demandRich content IPs

Stable revenue from
Akasaka

Mass media
reach ability

A wide variety of
media

Education costs increasing
despite a falling birthrate

Lower barriers to spreading
information
flood of fake information

Content IPs creation
ability
General directional ability

Wide range oftouchpoints with
consumers

Market dominated by US
platformers
Media diversification
Stronger competition for
disposable time of viewers
Exchange rate
fluctuations andrising prices

Management
IssuesGlobalization

Reform ofhuman resource portfolio

Highest viewer ratingsin all time slots

Business strategy focued on capitalefficiency

Development and use of cutting-edge
technology

Continuous creation of new
business

Investment strategy focusing on IP acquisition

JNN infrastructure
strengthening

Management and reporting with a focus
on human rights

13

Business Domain Strategy

Business Portfolio Expansion
Spread our content IPs into EDGE areas starting with broadcasts as a “showcase”
As well as accelerating our growth on core competencies, we will constantly review our business portfolio to identify:
Stable Revenue areas; Growth Focus areas; and Seeding areas
Non-broadcasting52%

Non-broadcasting

Plan 2026
Growth Focus areas

48%
Seeding areas

48%
52%

FY2023 Sales Breakdown (Actual): ¥394.3 billion

FY2026 Sales Breakdown (Target): ¥450.0 billion
14

Business Domain Strategy

Clear Profit Targets for Each Business
Revenue Growth Targets by Business

15

Build up global sales
channels
Develop joint IPs with
global partners

Expand content distribution network
Deploy content IPs development
function

Become a
global content company

Previously known as a media group in Japan, theTBS Group will be reborn as a content groupdelivering timeless value in the form of wonderful“moments” to the world.
Aiming to bring excitement and smiles to people
around the world, 2024 will be the first year of ourglobal business as we embark on a global rollout of
our own content IPs.
16

Global Business (1)Establishment of Business Bases in North America and South Korea• Acquire content IP sales agency in North America. Establish a strategic base with sales channels in the Americas and Europe

Growth Story• Open a strategic base in South Korea targeting Asia with a ¥5 billion Investment budget for dramas, movies, and K-POP• Develop content with partner companies around the world

New strategic base in South Korea•

Drama syndication and remake sales in Asia•

Construction of IP development framework with Korean
entertainment companies•

Investment of ¥5 billion in dramas, movies, K-POP, etc.

New strategic base in North America•

Build global sales routes through M&As•

Collaborate with US entertainment companies on
IP development

Consider establishment of strategic
bases inEurope, the Middle East, and SouthAsia, etc.

Now

Ratio of overseas sales
Slightly more than 2%

Sales of “Ninja Warrior”, “Takeshi’s Castle” and otherexisting formats through agencies

Launch period(Plan 2026)

Ratio of overseas sales
Target: 5%• Anime and new format sales• Development of new IP with local content companies• Acquisition of content IPs and rights

Our goals(for FY2030)

Ratio of overseas sales
Target: 10%• Local format IP development• Add a localized production function for each country• Expand content IPs through investment• Expand business in areas other than visual areas

17

Global Business (2)From Japan to the World with Our Creative Engine• THE SEVEN to produce more than four productions to be streamed globally. Sales for FY2025 are expected to be around ¥10 billion

Growth Story• Pursue investments in and business collaborations with companies that have advanced production technologies• Aim to increase the value of TBS content IPs in the global market through investment and group synergy

We have invested in the VFX
studio MEGALIS, which works on
Hollywood studios and global
OTTs

Streaming in 190 countries and 31 languages as ofJune 2023. The first TBS production in the top 10
of global weekly TV rankings (non-English).

We will enhance our capability forcreating high-end content, anddevelop internal specialists byworking with international artists
and engineers.

*TBS TELEVISION, INC. production

THE SEVEN

Global Strategy Studio

Netflix series “Yu Yu Hakusho” No. 1 in the Netflix
weekly global top 10 (non-English series).
It also became the second biggest series in all
languages ever for a series from Japan!
*Produced in cooperation with THE SEVEN

Collaboration on drama content started
with Academy Award and Emmy
Award-nominated movie producer
David Permut.

M6 Studio at Midoriyama Studio City,
one of the largest studios in Japan

Production Cooperation by THE SEVEN for
Season 3 of the global hit series “Alice in Borderland.”18

Global Business (3)New Initiatives as a Global Content Company

TBS NEWS DIG is in a strategic partnership with
Bloomberg (USA). We will globally rollout branded content
for companies through a new business platform.

Domestic manufacturing and sales will start when
preparations are in place.

We will commence global sales when
preparations are in place.

We have already rolled out our education brand in
Taiwan. We plan to roll it out around Asia andacquire brands in overseas.

Five to six series created by Studio TooN
(established in Seoul by TBS) are published annually
on South Korea’s biggest platform. Anime and live
action versions are being made in Japan.

We work with the John Gore Organization, a major live
entertainment company in the US. We have directly funded
plays in Broadway(US) and West End(UK).

19

Anime/Manga Business

Buidling a One-stop Business Model over the Entire Anime Business Value Chain• Build the anime business value chain starting with three terrestrial anime time slots

Growth Story• Deliver content through various channels, not just terrestrial broadcasting, such as
streaming platforms

TBS Anime Productions in the Spotlight from 2024

“The Quintessential
Quintuplets”
Multi-aspect rollout five years after
production of anime version• Roll out high-end feature film productions“Toilet-Bound Hanako-kun”
2nd season of this highly popular hit title(including North America) to be produced• Establish a framework to create mega-hits for global distribution by 2030

Growth Roadmap

Target content rollout
based on original IP

Provision of high-end stage content

Growth Mechanism“Blue Box”

“Failure Frame: I Became
the Strongest andAnnihilated Everythingwith Low-Level Spells”

Broadcast start: October 2024

Created by Seven Arcs
Broadcast start: July 2024"

Anime version ofa highly popular adolescent lovestory manga set in school sports
clubs

Value chain-wide enhancement throughcapital and business alliance with
Shochiku

Start of broadcast in threeterrestrial time slots
Continuous creation ofcontent for
global market
by 2030

TBS Anime
First year of boost

2023

2024

2026

2030

20

Intellectual Training and Education Business

TBS Group Synergy in School Business• Strengthen quality and boost expansion of our school business

Growth Story• Create packages of online content to take the platform business forward• Better management and new branches for both directly operated and franchise businesses, from private tutoring to schools for
infants, childcare, and school-age children• Undertake business development and global rollouts through alliances with stakeholders and M&As

TBS Synergy Creation
FY2026 Target• Look for new franchise owners (through the alliance with the JNN

Revenue: ¥29.5 billion

affiliates, etc.) to accelerate growth in schools around Japan(30% increase over FY2023)
Students: 170,000(28% increase over FY2023)•

Incorporate TBS video content into education platforms and expand
current businesses

Proactive Utilization of Online Content and Education Platforms• Package online content to boost deployment at franchises

FY2023 Results

and other schools

Revenue: ¥22.6 billion
Students: 132,000*1*1 No. of students at the end of February 2024 (inc. Taiwan)

21

Content IPs in New Areas

IP Development in New Areas• Develop and acquire new content IPs in areas not reached by the TBS Group

Growth Story• Produce games utilizing both our program IPs and original IPs• Develop a new format to follow “SASUKE” (now an Olympic event), and roll them out overseas• Develop consumer products such as apparel and cosmetics, and roll them out overseas

PLAZA

New IP Development

Game development using program content IPs

Joint development of new gameswith major game companies

Develop new physical game formats
following “SASUKE” for global sales.
Promote them by making full use of social
media.

Creation of “Human IP”
Japanese/Korean boyband star indrama and expand fandom.

Produce new Vtuber co-working
with popular entertainment unit
Strawberry Prince.

The eco-friendly knitted bags brand “KNT365” is now
in part of TBS group. ”KNT365” manufactures bags
using recycled polyester.

Genderless apparel brand “Lazy Styles” for Generation Z
will debut from PLAZA in fall 2024.

22

Entertainment City AKASAKAAKASAKA is going to be an entertainment centric place where creators, supporters and guests come from all around theworld. Attractive entertainment events, shows and content markets will be held in AKASAKA.

From 2024
Tokyo Creative Salon Akasaka
We participated as a base member, and are working on branding to
make Akasaka a center entertainment information dissemination. Many
creators and customers participated in the variety of events at thefestival in March 2024.

Long-running stage play: Harry Potter and the Cursed Child

2028

From 2030

Completion of Akasaka
Entertainment City (scheduled)

A new Akasaka

Making Akasaka a center forentertainment information
dissemination!
Facilities including new theaters,
new halls, hotels, streaming studios,incubation centers are planned.

With an eye on future
redevelopment of the Broadcasting
Center area, we will undertake
development to make the world
want to visit Akasaka.

The total audience of “Harry Potter and the Cursed Child” running at
TBS Akasaka ACT Theater since July 2022 is expected to exceed one
million this summer. It is contributing significantly to the excitement
around Entertainment City Akasaka.

23

Human Capital Development- Human Capital, Technology, and Design -Human Capital, Technology, and Design

Recruitment of 300 Experts
Our core competence is creative engine (i.e. creative ability). To become a world-class content group, we need to bring together a variety of experts
and to strengthen our human capital portfolio. We will recruit talented experts to expand and strengthen our human capital portfolio.

By 2026, we will recruit 300 mid-career experts.

Human Resources for Carrying
Out Business Strategy
Create•••• Creative human resources to produce
original IPs• Global business experts to growmarkets• Financial, legal, and marketing
experts for global business

Innovation in
Human Resource
Portfolio

Experts to make globally popular content

VFX creators
Business human resources
Human resources to develop games andother new IPs

Expand••“G” area of content expansion= Experts in the global field

Global business human resources
Enhance global marketing“D” area of content expansion= Experts in the digital and technology field•

Streaming business and adtech humanresources
Human resources to strengthen digital
infrastructure•

Skill building throughreciprocal stimulation“E” area of content expansion= Experts in the experience field••

ExpandExpandLifestyle business and education humanresources
Live entertainment human resources• Experts related to the streaming
business• Experts specialized in M&A and PMI• Highly-skilled VFX experts for creatingworld-class content

Experts in the corporate field that supports the business portfolio

Support••More legal and financial human resources to support global
business and M&As
Compliance enhancement

25

Human Capital, Technology, and Design

Develop Independent Human Resources for Global SuccessOur creators must have both creative and business skills to become a world-class content group. “TBS Group University” and other education programs provide
employees with opportunities for learning and growth. Through these programs, employees can enhance their ability for self-directed learning and goal achievement.

(1) Development of World-Standard “Ambidextrous Creators”

Human Capital Development Policy- Develop World-Class Independent Human Resources•••

Provide a venue for learning TBS Group University> Target: Total of 20,000 students per year
Develop “ambidextrous skills” through the in-house training program> Target: 10% of young and mid-career employees
Overseas deployment to learn about global standards> Target: 10% of young and mid-career employees

Source: CJ ENM

Staff exchange and training with CJ ENM(March 2024)

Internal Environment Improvement KPIs
•
•
•
•
•

Ratio of female managers: 20%
Ratio of male employees taking childcare leave: 100%
Business efficiency improvement using cutting-edge technologies
Further implementation of health management
Ratio of One-on-One Meetings to encourage challenges: 100%

(2) Reform HR System for Success

Investment of ¥1 billion per year in human resource
development and environment improvement→ Aim for 13% higher revenue per employee
26

Human Capital, Technology, and Design

Open Innovation at Tech Design X
・Promote open innovation to strengthen our human capital especially in the areas of technology and design
・Collaborate with Tokyo University of the Arts on research into expressive technologies for images and spaces
・Promote developed technologies at world conferences to strengthen our competitiveness

GrowthBusiness Development
Obtain world-standard VFX creation abilities

Commercialization of VFX studio

Install permanent cutting-edge VFX facilities
Build a system to develop VFX specialists
through industry-academia collaboration

TBS original VFX technology to raise Japanese video content
to world standards

Remote production revolution

Remote production for the world

Use TBS remote production technology for a new
production location paradigm at the 2025 World
Athletics Championships

Construct a remote production platform able to handle large
events. Users worldwide will operate the platform in real time

R&D into high-speed high-capacity communication

Re:Connect JNN

The only broadcasting media in the IOWN Global
Forum

Centralize and streamline broadcasting facilities at JNN offices
with a next-generation network

Partnership with Tokyo University of the Arts

Experiential event studio in Akasaka

New experiences that go beyond broadcasting
Design thought in business

New experience created by technology and design will
make Akasaka an entertainment Mecca

27

Sustainability Commitment

Sustainability Commitment- Be A Hub for Co-Creation with Partners As a leading Japanese news institution, the TBS Group has broad responsibility for sustainability.
With our partners, we will use the power of media and content to create a movement to find solutions for the issues faced by society.

TBS Group Initiatives

Co-Creation with Partners•We have undertaken the “WEEK to Make the Earth Smile” SDG campaign since2020. In this, we create a new business model of co-creation with partners•Track and reduce greenhouse gas emissions•Collaborate with and invest in companies aiming forsustainability•Promote biodiversity through content distribution•Protect lives and property using disaster information•Work toward solutions for issues faced by society
through investigative news
•Promote a peaceful international society through war
reporting•While guarding the sustainability of the planet and society, we will ensureprofitability and growth potential along with our partners

Beyondinitiatives
as a single
company•Leverage content to create a movement to find solutions to the issues faced bysociety

Initiatives from 2024
•Continue campaign until 2030
•Increase partner companies•Work with other organizations on projects with potential for incorporation
into society•Ensure protection of human rights and handle
violations appropriately•Thorough supply chain management•Governance that ensures diversity

29

Sustainability Commitment

Pursuing the Right Society as a News Organization
Commitment to Measuresagainst Climate Change•

In 2023, we became the first Japanese broadcaster to get a B
score in the CDP system for disclosure of climate changerelated information (membership of more than 20,000
companies worldwide)•

Achieve carbon neutrality at three main facilities: Broadcast
Center, Akasaka Sacas Cultural Facility, and Midoriyama
Studio•Calculate Scope 3 emission volume for TBS Holdings and TBS
TV, and Scope 1 and 2 emissions for the whole group•

World’s first hydrogen-powered broadcasting van, used for live
coverage of sports, etc.

Acceleration of Business and Human
Rights Initiatives

Solutions for Issues
through News•

Use all platforms to disseminate information for the protectionof life•Created TBS Group Human Rights Policy and Sustainable
Procurement Guidelines (March 2023)•

TBS NEWS DIG digital news app provides the fastest
earthquake information in Japan and a Strong-Motion Monitor
Layer feature•

Set up a special investigatory committee for the issue ofJohnny & Associates. Published an investigation report(November 2023)•

Provide neutral reporting from conflict sites around the world••

Ensure editorial independence in news reporting. Establish
rules to ban internal/external interference to fulfill the above
functions

Established a Human Rights Subcommittee under the TBS
Holdings Sustainability Committee. Started human rights due
diligence in November 2023

Initiatives from 2024

Initiatives from 2024

Initiatives from 2024•

Achieve a group-wide renewable energy ratio of 100% by
2026 (CO2 emissions 50% lower than 2022)•

Establish an Investigative News Department for self-led
coverage of hidden issues. Do not yield to power in reporting•

Implement recommendations of external members of thespecial investigation committee•

Research and implement ways to reduce the environmental
burden of program production•

Collaborate with members of the JNN Network to sustain
and strengthen our nationwide news network••

Calculation of Scope 3 emission for six core companies +SLH*
Creation of a roadmap for carbon neutrality by 2050

Perform human rights due diligence to prevent andreduce negative impacts on human rights in the supply
chain

•

Effective redress in the event of violations of human rights•

Investment in decarbonization by bringing recycled material
bag brand KNT365 into the SLH Group, etc.

•

Increase employees’ awareness of themselves as humanrights as content disseminators*TBS TELEVISION, TBS RADIO, BS-TBS, TBS SPARKLE, TBS GLOWDIA, TBS ACT (six core companies) and StylingLife Holdings

30

The TBS Group’s Materialities

Key Issues for the TBS Group to Tackle
Creating globally beloved originalcontent•

Enhance planning and development, marketing, and otherabilities with the Creative Engine FUNNEL Model for content
IPs enhancement•

Invest in EDGE strategy to elevate content IPs to timeless
value

•

Recruit human resources and build a distribution network fora strong first year of global business

•
•

•

•

Achieve a group-wide renewable energy ratio of 100% by
2026 (CO2 emissions 50% lower than 2022)
Calculate Scope 3 emission for six core companies + SLH.
Create a roadmap for carbon neutrality by 2050

Recruit 300 mid-career employees in “expand” areas by
FY2026
Expand human resources development programand improve internal environment for developing world-class“ambidextrous creators”•

Work on open innovation to achieve multi-layering of humanresources through partnerships in technology and design.

•

Provide venues to experience new value offered bydeveloped technologies and designs. Bring technologies andservices to society to increase competitiveness

Reform HR system for success“Bet on passion, pay for performance”

Strengthening governanceas a responsible company

Fulfilling our social mission
as a media group

Delivering wonderful “moments”
to all the lives on earth•

Innovating work throughthe development and utilization oftechnology

Delivering wonderful “moments”
to everyone we work with•

Use all platforms to disseminate information for theprotection of life•

Perform human rights due diligence to prevent and reduce
negative impacts on human rights in the supply chain•

Establish an Investigative News Department for self-led
coverage of hidden issues.

•

Effective redress in the event of violations of human rights•

Increase employees’ awareness of themselves as humanrights as content disseminators•

Collaborate with members of the JNN Network to sustain andstrengthen our nationwide news network

31

Review of the Previous Medium-Term Plan

Review of the Previous Plan

Main Initiatives in the Previous Plan
History first! No. 2 in Golden and Prime time slots
in New Family Core (FY2022 - 2023)

Strengthening of regularprogramming, including “THE
TIME,”

Individual viewer ratings of
9.1% (final episode 12.9%)
No. 1 in July 2023

Start of operations with its
world-class production

New terrestrial broadcast timeslot for anime

Enhanced rollout of Streaming content(including collaboration with U-NEXT)
Further expansion of ad-supported
AVOD market

Debut of Hi-Fi Un!corn
in a project with a South Korean company••

Establishment of Sustainability Policy
Establishment of Anti-Bribery and Corruption Policy, Human Rights Policy, Sustainable
Procurement Guidelines, and Water Resource Protection Policy

YARUKI Switch Group brought
into the TBS consolidated group•••

Page views have increased
since launch in May 2022
(max. 250 million per month)

Start of long-running
performance of “Harry Potter
and the Cursed Child”(July 2022)

Development of vertical scrolling
manga with Naver (South Korea)

Start of Akasaka Entertainment
City project. Completion in 2028

Announcement of health declaration and health management strategy. Certified as Health &Productivity Management Outstanding Organizations for 2023
Conversion of Midoriyama Studio to net 100% renewable energy
Publishing of first TCFD report33Review of the Previous Plan

Achievement Status of Target Figures•

From FY 2021 onwards, we've experienced annual revenue increases and achieved ¥394.3 billion in FY2023, surpassing the target of ¥390.0 billion.
But operating income in FY2023 was ¥15.1 billion, below the planned ¥26.0 billion, due to proactive investments.

•

However, the profit structure is steadily improving. The lifestyle business segment, which is growing reliably, exceeded profit targets in FY2023.
In the media and content segment, businesses that do not rely on the advertising market also grew stably.

Change in consolidated revenue (¥ billion)
450
400

366.3

356.7

350

358.2

368.1

Change in consolidated operating income (¥ billion)
394.3

200

20.3
20

325.6

20.7

18.5
15.1

300
250

25

278.1

270.2

253.7

281.4

285.2

287.8

15

10

150
100

5
89.9

50

71.8

70.0

55.9

61.0

66.3

0

16.2

16.5

15.9

15.8

16.5

16.5

2018

2019

2020

2021

2022

2023

Realestate/Others

LifestyleMedia/Content

0

7.8

13.1
2.4

10.9

10.9
3.9

10.8

2.8

2.7

2.8
0.2

2.3

3.0

7.7

7.9

7.6

7.0

6.7

7.0

2018

2019

2020

2021

2022

2023

Realestate/Others

Lifestyle

4.1

Media/Content

34

Disclaimer
Forward-looking statements on future results and all other content in this document
are based on the Company’s judgment at the time of publication.
This document does not assure or guarantee that the state numerical plans andmeasures will be achieved.
Risks and uncertainties are inherent in this document.
Please note that future results may differ materially from statements herein,
depending on changes in factors, including economic circumstances, market
trends, and business conditions.

For inquiries:
TBS HOLDINGS, INC.
5-3-6 Akasaka, Minato-ku, Tokyo 107-8006, Japan
Tel: (+81) 3-3746-1111
Web: https://www.tbsholdings.co.jp/en/about/plan.html

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