SPT Business Overview November 13, 2012 DRAFT – FOR DISCUSSION ONLY

Sony Pictures Television Production Networks Distribution Development, acquisition, and production of television programs for broadcast, basic cable, and premium cable networks Program genres include scripted comedies and dramas and non-scripted reality, talk, and game shows Sale of SPE’s film and television content to television and digital customers Customers include U.S. and international broadcast and cable networks, U.S. local television stations, and digital services, e.g., Netflix Management and distribution of branded networks and channels worldwide International brands include AXN, SET, and Animax Business Overview

Television Business is Growing FY13 Frcst FY14 Current FY15 Current FY16 Current 3 SPT Consolidated EBIT 15% CAGR Networks – Networks has an EBIT CAGR of 23% across the plan, breaking earnings records in each and every year. The growth comes from all regions across the world as newer channels mature to profitability and more mature channels grow or maintain their margins U.S. Production & Ad Sales – EBIT grows 21% over the plan from $290MM to $351MM driven by a steady pipeline of programming sold to SVOD and Off-net syndication: Last Resort, Happy Endings, Justified International Production – International Production has an EBIT CAGR of 78% across the plan. Moderate organic growth from existing operating companies is supplemented by EBIT contributions from recent acquisitions Left Bank and Silver River as well as the inclusion of a hit format starting in FY15 $564 $625 $765 $ SPT EBIT continues to grow at a rate of 15% year-over-year

Sony Pictures Television Today and Tomorrow RevenueEBIT ($MM)

Sony Pictures Television Market Update ● Growth opportunities exist across the television industry − The global number of television households continues to grow − There are a greater number of distribution customers in the marketplace − Affiliate fees are generally stable; ad sales have rebounded since the 2008 downturn, although economic conditions in some territories have slowed growth − International consumption of U.S. TV dramas continues to be strong − SVOD customers are creating greater demand for studio content ● The television industry also faces a number of challenges − European economic issues have slowed the growth of the ad sales market in many territories − Studio programming prices are expected to rise creating margin pressure on networks − Volatility of foreign currencies creates uncertainty for predicting financial results in U.S. dollars − Competition across the global TV industry remains strong

U.S. Distribution

U.S. Distribution Presence Pending graphics/narrative

U.S. Distribution: Forecast Increase feature library sales despite the ‘flat’ market Leverage SVOD licensing and strategic product planning for U.S. channel carriage MRP Assumptions U.S. Distribution Revenue and EBIT ($MM) Revenue and corresponding profit contribution volatility is largely driven by release timing, size of theatrical slate and timing of off-net syndication avails (e.g., Rules of Engagement, Community, Happy Endings)

U.S. Distribution: Organization Overview TBD

U.S. Distribution: Strategy FYE13 Narrative TBD FYE16 Narrative TBD

U.S. Distribution: Big Ideas for Change Question 1 Question 2 Question 3 Answer 1 Answer 2 Answer 3 Hard Questions to AskAnswers

U.S. Distribution: Alignment TBD How do we align organizational structure and how do we measure success?

International Distribution

International Distribution Presence Pending graphics/narrative

International Distribution: Forecast Strong and consistent growth Leverage slate of network dramas Capitalize on new market entrants to help build future revenue pipeline Develop organization Build stronger relationships in key markets MRP Assumptions Int’l Distribution Revenue and Profit Contribution ($MM)

Int’l Distribution: Organization Overview TBD

International Distribution: Strategy FYE13 Narrative TBD FYE16 Narrative TBD

International Distribution: Big Ideas for Change Question 1 Question 2 Question 3 Answer 1 Answer 2 Answer 3 Hard Questions to AskAnswers

International Distribution: Alignment TBD How do we align organizational structure and how do we measure success?

International Production

International Production Presence Miami (Latin America/USH) Bogota Sao Paolo Rome Cologne Moscow Beijing Hong Kong Dubai Beirut Cairo Paris London Amsterdam Americas EMEA (Europe, Middle East, Africa) Asia Culver City

International Production: Forecast Continue investment into companies which create IP with focus on UK; review opportunities in Scandinavia, Israel, Australia and other content rich countries Strategically deploy central development fund Launch competitive incentive plan to foster creation of global IP and multi-territory format exploitation and to attract/retain talent Streamline daily administrative/operational processes allowing managing directors to focus on content creation Increase collaboration between operating companies Establish culture that fosters creativity centrally and across operating companies MRP Assumptions Int’l Production Revenue and EBIT ($MM) EBIT excludes FY13 monetization of $11MM

Int’l Production: Organization Overview TBD

International Production: Strategy FYE13 Narrative TBD FYE16 Narrative TBD

International Production: Big Ideas for Change Question 1 Question 2 Question 3 Answer 1 Answer 2 Answer 3 Hard Questions to AskAnswers

International Production: Alignment TBD How do we align organizational structure and how do we measure success?

U.S. Production & Ad Sales

U.S. Production & Ad Sales Presence Pending graphics/narrative

U.S. Production & Ad Sales: Forecast Strong and Consistent Earnings Growth Leverage slate of network dramas Capitalize on new market entrants to help build future revenue pipeline Develop organization Build stronger relationships in key markets MRP Assumptions U.S. Production & Ad Sales Revenue and EBIT ($MM)

U.S. Production & Ad Sales: Organization Overview TBD

U.S. Production & Ad Sales: Strategy FYE13 Narrative TBD FYE16 Narrative TBD

U.S. Production & Ad Sales: Big Ideas for Change Question 1 Question 2 Question 3 Answer 1 Answer 2 Answer 3 Hard Questions to AskAnswers

U.S. Production & Ad Sales: Alignment TBD How do we align organizational structure and how do we measure success?

Networks

Networks: Brands SET GENERAL ENTERTAINMENT AXN GENERAL ENTERTAINMENT ANIME/YOUTH LIFESTYLE/MUSIC DIGITAL MOVIES PARTNER NETWORKS Highly successful network brands benefiting from global infrastructure

Networks: Forecast Strong and Consistent Earnings Growth Focus next 18 months on maximizing efficiencies in existing operations Continue to selectively launch channels in new and existing territories Increase investment in Crackle U.S. advertising and technical infrastructure Volatility of foreign currencies has had a particularly harsh impact on Networks earnings EBIT reaches over $500 million in FYE16, growing at a 23% CAGR over the MRP period MRP Assumptions EBIT Margin: 17.4% 16.7% 18.2%19.5% Networks Revenue and EBIT ($ in Millions)

Networks: Organization Overview TBD

Networks: Strategy FYE13 Narrative TBD FYE16 Narrative TBD

Networks: Big Ideas for Change Question 1 Question 2 Question 3 Answer 1 Answer 2 Answer 3 Hard Questions to AskAnswers

Networks: Alignment TBD How do we align organizational structure and how do we measure success?