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Nippon Television Holdings (9404) · PolicyAdvanced

Business foundation centered on terrestrial broadcasting reach and content-production capabilities

First written in FY2016. 5 of 12 entries say "Restated". Latest entry: FY2026.

12entries
11years
0from disclosures
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How it moved
ProgressHeldSoftenedWorseRestatedFY2016 – FY2018ReframedFY2021-Q1 – FY20222016: 120162017: 120172018: 120182019: 220192020: 320202021: 020212022: 120222023: 020232024: 120242025: 120252026: 12026
Same theme, other companies
Media Group Built Around Content-Production Capabilities and Its Evolution into a Global IP BusinessA theme 3 companies write about · 0 as a headwind · 3 as a tailwind

0 other companies' latest entry also says "Advanced".

Ridges = years it wrote progress, valleys = years it wrote worse. Most hopeful companies at the back. Drag to turn, scroll to zoom, right-drag to pan. On a phone, two fingers turn and pinch to zoom; one finger scrolls the page.
Full recordFilings, disclosures and news, newest first
  1. FY2026AdvancedAnnual report

    「We will rebuild the planning and production structure, which has primarily targeted broadcasting and the domestic market, into a structure strongly focused on overseas markets, and achieve sales growth in those markets.」

    The business foundation based on production capabilities and reach developed through terrestrial broadcasting is being concretely rebuilt into a planning and production structure focused on overseas markets.
  2. FY2025ReframedAnnual report

    「Using a robust terrestrial television network as its foundation and the slogan “NTV, open up! Gear up, go global,” the Group is promoting its transformation into a global content company by focusing on content production.」

    While maintaining the traditional recognition that the terrestrial network and content production capabilities form the foundation, the Group is placing its transformation into a global content company at the forefront.
  3. FY2024AdvancedAnnual report

    「Centered on the Content Strategy Headquarters, we are strengthening an integrated programming strategy combining broadcasting and distribution, optimizing the content portfolio, and directing and controlling content production to maximize points of contact with consumers.」

    The evolution into an integrated content company has progressed to the operational stage of integrating broadcasting and distribution and optimizing platforms under the Content Strategy Headquarters.
  4. FY2022ReframedAnnual report

    「The medium-term management plan 2022-2024 further deepens and expands the preceding medium-term management plan's goal of evolving into an “integrated content company,” and sets out initiatives and targets for creating every kind of inspiration and becoming the No. 1 company trusted by consumers.」

    The framework has expanded from the traditional focus on terrestrial broadcasting reach and production capabilities to a new medium-term plan aimed at broadening the business in all directions as an integrated content company.
  5. FY2021-Q1ReframedAnnual report

    「Going forward, we will advance structural reform through digital transformation (DX) and establish a structure for improving earnings power in both broadcasting and internet businesses as an integrated content company.」

    The description of the business foundation as an integrated content company has developed into an emphasis on improving earnings power in both broadcasting and the internet through structural reform driven by DX.
  6. FY2020RestatedAnnual report

    「Our Group has expanded and grown its business by making the content production capabilities and reach developed over many years through terrestrial television broadcasting its core competencies.」

    The recognition that content production capabilities and reach developed through terrestrial broadcasting are at the core is reaffirmed.
  7. FY2020-Q3RestatedAnnual report

    「As an integrated content company, evolve broadcasting and related businesses and dramatically improve “profitability” and “productivity”」

    The policy of evolving broadcasting and related businesses as an integrated content company is restated.
  8. FY2020-Q2RestatedAnnual report

    「(b) As an integrated content company, evolve broadcasting and related businesses and dramatically improve “profitability” and “productivity”」

    The policy of evolving broadcasting and related businesses as an integrated content company is restated as one item in the medium-term management plan.
  9. FY2020-Q1ReframedAnnual report

    「As an integrated content company, evolve broadcasting and related businesses and dramatically improve “profitability” and “productivity”」

    The description has developed from a focus on terrestrial broadcasting reach and production capabilities to an emphasis on evolving the entire broadcasting and related businesses as an integrated content company.
  10. FY2018RestatedAnnual report

    「Our Group has expanded and grown its business by making the reach of terrestrial television and the content production capabilities developed through terrestrial television broadcasting its core competencies and leveraging them to the fullest.」

    The recognition that terrestrial broadcasting reach and content production capabilities are at the core of growth is restated.
  11. FY2017RestatedAnnual report

    「Our Group has expanded and grown its business by making the reach of terrestrial television and the content production capabilities developed through terrestrial television broadcasting its core competencies and leveraging them to the fullest.」

    The recognition that terrestrial broadcasting reach and content production capabilities are at the core of growth is restated.
  12. FY2016First statedAnnual report

    「Our Group has expanded and grown its business by making the reach of terrestrial television and the content production capabilities developed through terrestrial television broadcasting its core competencies and leveraging them to the fullest.」

    The reach and production capabilities of terrestrial broadcasting are positioned as the traditional sources of growth.
Moved together

"Competition and Investment Recovery Risks in the Sports Club Business" moved the same way as this thread, in the same document, in 4 of its 12 moves.

433332★123456
  1. ★This thread
  2. 1Competition and Investment Recovery Risks in the Sports Club Business4×
  3. 2¥50 billion allocation for new businesses and strategic investments3×
  4. 3Dependence on Television Advertising Revenue and Declining Value of Television as an Advertising Medium3×
  5. 4Synergies Between Lifestyle and Health-Related Businesses and the Creation of New Services3×
  6. 5Business Evolution Through "Go Beyond Television"3×
  7. 6Enhancing Media Value through Individual Audience Ratings, CPP, SAS and DMP2×

★ is this thread; numbers match the list above. The number on a line is how many documents both moved the same way in; lines between the other threads count the documents they moved together in too. Threads that move together often sit closer.

When this could move next
Nippon Television Holdings's next results are scheduled for 2026-11-05. Read the earnings preview
News
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