Corporate Philosophy

The TOHO Group Business Philosophy

• Position of TOHO Mid-Term Plan 2028

  TOHO Mid-Term Plan 2028 period represents a pivotal phase of ongoing investment and transformation, building on the growth narrative outlined in our Long-Term Vision 2032 under the “TOHO VISION 2032 Group Management Strategy” announced in April 2022.

• Guiding Principles of TOHO Mid-Term Plan 2028

  People. Stories. The World. Stronger Connections with Audiences Everywhere.

  Our people pour their passion into their creative vision, bring entertainment to life, and share it with the world―this simple, unwavering truth remains the cornerstone of TOHO’s value creation. Additionally, to build deeper, more meaningful connections, we must go beyond distribution to truly understand what resonates with audiences worldwide. These connections can transform casual viewers into devoted fans. This will serve as the guiding principles of TOHO Mid-Term Plan 2028.

• Key Points of TOHO Mid-Term Plan 2028

  1. Human Resource
     • Scaling Excellence: Creating a Company-wide Network of Experts
       Hire approx. 200 people, the source of our growth, over the next three years. Focus on investing in our people and enhancing engagement with them.
  2. Content and IP
     • Deliver world-class entertainment with a diverse lineup of approximately 200 titles, captivating audiences across the globe.
     • Invest approx. \70 billion over the next three years to plan and produce content, such as movies, animation, theatrical plays, and digital games, and create related IP.
     • GODZILLA IP will be developed and distributed with an investment of approx. \15 billion over the next three years to fully scale the IP business.
     • Set aside approx. \120 billion over the next three years for growth investments such as M&A in the content and IP areas and opening of multiplexes.
     • Aim to achieve an operating profit of 200% or more in the IP and Anime business by doubling the number of employees at TOHO animation by 2032.
  3. Digital
     1. Invest approx. \5 billion in the TOHO-ONE project, which is aimed at developing the TOHO Group’s audience data platform.
  4. Overseas
     1. Create synergies with companies that newly joined the TOHO Group while accelerating the increase of our overseas offices.
     2. Increase our overseas net operating revenue ratio from the current 10% to 30% by 2032.

• Financial Targets

  Operating profit

  Achieve \70 billion or more by FY2028

  Shareholder returns

  Achieve a dividend payout ratio of 35% or more with a minimum annual dividend of \85 per share and implement flexible share buybacks

  ROE

  9% or more

• People & Culture Strategy

  1. Vision for People & Culture

     A Fulfilling Workplace Where Inspiration Comes Full Circle

     As the TOHO Group approaches its 100th anniversary in 2032, we proudly uphold our corporate slogan: “Entertainment for YOU — Inspiring People Around the World.”

     To truly embody this corporate vision in our work, we believe that those who create moments of inspiration must themselves be inspired in an atmosphere of energizing openness and positivity.

     At the TOHO Group, inspiration comes full circle—when we are inspired, we inspire others.

     This circle of inspiration begins with meaningful work that resonates with audiences and, in turn, enriches our own sense of fulfillment. We strive to create an organization where every employee plays an active role in sustaining the circle.

     To bring this vision for talent and culture to life, we are committed to investing in our people and enhancing engagement, ensuring that the circle of inspiration continues to thrive.

  2. Concepts for People & Culture
     1. Scaling Excellence: Creating a company-wide network of experts
     2. Growth, ownership, and well-being
  3. Policies for People & Culture
     1. Recruiting versatile talent capable of driving change
     2. Training top talent who embody TOHO’s spirit of excellence and creative vision
     3. Promoting people policies that leverage employee strengths
     4. Creating a culture of well-being that empowers employees to take ownership and act with autonomy and integrity

• Promotion of Sustainability Management

  The TOHO Group will continue its commitment to building a sustainable society over the next three years, focusing on the four key priorities. Guided by our Sustainability Policy, we will integrate these priorities into our business strategies and People & Culture initiatives.

  1. Sustainability Policy

     The TOHO Group seeks to contribute to the realization of a society that is happy and enriched for everyone.

  2. TOHO group’s sustainability efforts will focus on the following material issues:
     1. Creating a healthy work environment where everyone feels valued for their contributions
     2. Promoting environmentally friendly business practices that are protective of our planet
     3. Respecting human rights and fostering a sound and fair corporate culture
     4. Creating a rich film and theater culture and passing It on to the next generation