Download - IR Presentation Material
IR Presentation Material
January, 2022
Oriental Land Co., Ltd.
This material has been specifically prepared for institutional investors who are not familiar with our company,
and is not presentation material for the earnings presentation.
2
22
Contents
I. Business Outline
I-I. Theme Park Business
I-II. Hotel Business
I-III. Overview
II. Growth Investments beyond FY3/22
III. For Long-term Sustainable Growth
IV. Appendix
Cautionary Statement
The purpose of this document is to provide information on the operating results and future
management strategies of the OLC Group, and not to solicit investment in securities issued by the
Company.
The data disclosed in this document are based on the judgments and available information as of the
date of publication.
The OLC Group's business is sensitive to factors such as customer preferences, and social and
economic conditions, and therefore the forecasts and outlook presented in this document contain
uncertainties.
Theme Park attendance figures have been rounded, and financial figures have been truncated.
Please refrain from reprinting this document.
I. Business Outline
4
44
Corporate Profile I. Business Outline
Corporate Data
Our mission is to create happiness and
contentment by offering wonderful
dreams and moving experiences created
with original, imaginative ideas
Established July 11, 1960
Total Assets
[consolidated]¥1,040.4 billion
Shareholders’
Equity
[consolidated]
¥759.9 billion
Bond RatingsJCR : AA [Stable]
R&I : AA- [Stable]
Stock Information
Stock Listing Code
No.
Tokyo Stock
Exchange, First
Section 4661
Investment Unit 100 shares
Stock Price ¥18,380
Aggregate Market
Price¥6,684.6 billion
Corporate Mission Business Domain
“We pursue businesses that fill your
heart with energy and happiness”We strive to create new value in a high-value
business for enriching and nourishing people’s hearts
and appealing to abundant humanity and happiness
[As of March 31, 2021] [As of January 27, 2022]
4
5
55
Managing and operating a large scale theme resort offering versatile
Entertainment facilities
History and Business Description I. Business Outline
Disney Hotels [under direct management]
Shops and restaurants,
cinema complex, etc.
Monorail service provided around
the resort
The first Disney Theme
Park outside of the U.S.
The only “Sea”-themed Disney
Theme Park in the world
Tokyo DisneySea
Tokyo DisneylandTokyo DisneySea
Hotel MiraCosta
Tokyo
Disneyland
Hotel
Tokyo Disney Resort
Official Hotels
Ikspiari
DisneyAmbassador
Hotel
1960 Oriental Land Co., Ltd. [OLC] was established
1962OLC and Chiba Prefecture concluded the Urayasu
District Land Reclamation Agreement
1964Reclamation work began off the coast of Urayasu
[completed in 1975]
1979
OLC and Walt Disney Productions [currently, Disney
Enterprises, Inc.] concluded an agreement on the
licensing, design, construction and operation of
Tokyo Disneyland
1983 Tokyo Disneyland opened
1996Listed on the first section of the Tokyo
Stock Exchange
2000 Ikspiari and Disney Ambassador Hotel opened
2001Disney Resort Line, Tokyo DisneySea, and Tokyo
DisneySea Hotel MiraCosta opened
2008 Tokyo Disneyland Hotel opened
2013Milial Resort Hotels Co., Ltd. (MRH) acquired all
stocks of Brighton Corporation Co., Ltd.
2016 Tokyo Disney Celebration Hotel opened
5
History Tokyo Disney Resort
6
66
Unique Competitive Advantage to Support Our Earnings I. Business Outline
Establish stable earnings base by implementing structural/non-structural
strategies that capitalize on the advantageous location6
1. Prime Locations
Vast Land Holdings
Own approx. 2,000,000 m2
[approx. 500 acres] of land easily accessible
from central Tokyo
Huge Market
Approx. 30 million of high income
households living within 50km [30 miles]
radius
2. License Agreement with Disney
Period
2046 at maximumNote: When facilities open as planned, the
agreement period can be extended to
2076 at maximum
Activities
Covered
Management and operation of Tokyo
Disney Resort, etc.
ConsiderationPayment of royalties fees based on net
sales [yen basis]
Relationship No capital or personnel relationship
Only OLC operates Disney Theme Parks in Japan
3. Human Resources with
Magnificent Hospitality
Raise the level of
Employee Satisfaction
Raise the level of
Guest Satisfaction
Diverse measures and education/training programs
are implemented with as much focus on employee
satisfaction as on Guest satisfaction
東京千葉
神奈川
Tokyo
ChibaKanagawa
SaitamaIbaraki
7
Mechanism of Value Creation I. Business Outline
Unique competitive
advantageBusiness model
Value
provided
(1) Prime Locations
(2) License Agreement
with Disney
(3) Human Resources
←Enhanced appeal
increases cash flow
Enhance appeal by
making additional
investments on
an ongoing basis→
New
investment
Increasing
corporate value
“Creating
Happiness”
Marketing
PowerDesign Ability
Park
Operation
Ability
Advantages
in know-how
to create
happiness
Attract more
Guests/Increase
sales per Guest
Long-term
Relationship
with
Stakeholders
Deliver more happiness by making tangible and intangible investments
to increase corporate value7
8
88
Changes in Business Results I. Business Outline
Parks were temporarily closed for approx. three months in FY3/21.
Financial performance is expected to improve in FY3/22
even as we give priority to safety and peace of mind in Park operations 8
Net Sales and Operating Margin Operating Profit and Profit
110.2
129.2
96.8
(45.9)
81.1 90.2
62.2
3/18 3/19 3/20 3/21 3/22
479.2 525.6
464.4
170.5
[Revised forecast]
261.9
23.0% 24.6%20.9%
(27.0)%
[Revised forecast]
(2.9)%
3/18 3/19 3/20 3/21 3/22
Consolidated net sales [¥ billion]
Operating margin
Consolidated operating profit [¥ billion]
Consolidated profit attributable to owners of parent
[¥ billion]
[FY][FY]
Influence of
COVID-19 pandemicInfluence of
COVID-19 pandemic
(54.1)
[Original
forecast]
239.0
[Original
forecast]
(10.1)%
[Revised
forecast]
(7.6)
[Original
forecast]
(24.2)
[Revised
forecast]
(5.8)
[Original
forecast]
(17.5)
9
99
Theme Park
Segment
Tokyo Disneyland
Tokyo DisneySea
Hotel Business
Segment
Tokyo Disneyland Hotel
Tokyo DinsneySea Hotel MiraCosta
Disney Ambassador Hotel
Tokyo Disney Celebration Hotel
and others
Other Business
Segment
Ikspiari
Disney Resort Line
and others
Segment Information I. Business Outline
About 80% comes from the Theme Park Segment 9
Breakdown by Segment and Content of Segments
Consolidated net sales
¥170.5 billion
Results for FY ended 3/21
78.7%
16.8%
4.5%
I-I. Theme Park Business
11
1111
Trend in Theme Park Attendance I-I. Theme Park Business
Theme Park attendance has increased driven by each anniversary event,
exceeding 30 million on a stable basis11
Tokyo DisneySea
5th Anniversary
Opening of
Tokyo DisneySea
Tokyo Disneyland
15th Anniversary
Tokyo Disney Resort
25th Anniversary
Tokyo Disney Resort
30th Anniversary
Tokyo DisneySea
15th Anniversary
[FY]
17.46[+4.6%]
Opening of
Tokyo Disneyland
30.00[(0.6)%]
31.30[+13.8%]
25.35[(0.1)%]
27.22[+7.1%]
25.82[+4.2%]
25.47[+2.6%]
22.05[+27.4%]
32.56[+8.2%]
3/21
Tokyo Disney Resort
35th Anniversary
3/043/02 3/073/99 3/12 3/14 3/173/09 3/19
7.56[(73.9)%]
Tokyo Disneyland
20th Anniversary
Tokyo DisneySea
10th Anniversary
[million people]
%: year on year
Note: Attendance figures for FY 3/12, 3/17 and 3/20, 3/21, 3/22 are affected by large earthquakes and the spread of COVID-19, respectively.
3/84
9.93
Annual Theme Park Attendance
3/22
Tokyo DisneySea
20th Anniversary
[Originalforecast]
10.50[+38.9%]
[Revisedforecast]
11.50[+52.1%]
12
1212
Trend in Theme Park Attendance I-I. Theme Park Business
Guests from overseas and areas other than metropolitan area
decreased due to COVID-1912
Breakdown of Guests by Region Number of Overseas Guests
[FY]
66.7% 64.7% 63.6% 60.8% 62.9%85.0%
27.3% 26.8% 26.6% 29.6% 27.1%
15.0%6.0% 8.5% 9.8% 9.6% 10.0%
3/16 3/17 3/18 3/19 3/20 3/21
Oth
er
are
as in
Ja
pa
n
Me
tropo
litan
Are
a
Ove
rse
as
[FY]
1.81
2.55
2.953.13
2.90
0
3/16 3/17 3/18 3/19 3/20 3/21
[million people]
Metropolitan
Area
・Largest number of Guests accounting
for approx.60%
Other areas
in Japan
・Mainly Chubu and Koshinetsu regions
・Tends to grow in anniversary years
Overseas
・Increases in tandem with the
growing number of tourists visiting
Japan
・More guests can be attracted from
this category
13
1313
I-I. Theme Park Business
Ticket
Receipts
• Introduction of variable pricing since March
20, 2021
•Ticket price revision of variable pricing
since October 1, 2021
Merchandise*
•Tend to increase in anniversary event
years
•Development of contents, such as Duffy &
Friends series, lead to increase in
earnings
Food and
Beverages•Stable net sales maintained regardless of
whether or not events are hold
•Create more dining opportunities
Net sales per Guest temporarily hovered at a high level in FY3/21 and FY3/22 owing to the COVID-19 pandemic
13
Net Sales per Guest and Breakdown
2,256 2,286 2,341 2,437 2,982 3,146
4,074 3,989 4,122 3,877
4,122
4,468
5,264 5,339 5,352 5,292
6,538
7,023
3/17 3/18 3/19 3/20 3/21 3/22
[Rev. forecast]
[Orig. forecast]
4,165
[Rev. forecast]
[Orig. forecast]
6,974
v. forec
[FY]
11,60611,594 11,81511,614
[¥]
Ticket price revision policy・Increase in Theme Park value
・Price sensitivity survey result
・Trends in demand
Note: Take external environment including
tax hike into consideration
Note: Each figure for net sales per Guest in FY3/21 and 3/22 remains at a high level for the reasons including restriction on ticket types under the limit of
COVID-19 pandemic, temporary demand for merchandise, and increased dining opportunities with less waiting time for attractions.
13,642
[Orig. forecast]
14,205
[Orig. forecast]
3,066
Ticket price
revision of
variable pricing
[Oct., 2021]
Ticket price
revision
[Apr., 2020]
Introduction of
variable pricing
[Mar., 2021]
Tokyo Disney
Resort 35th
Anniversary
Tokyo
DisneySea 20th
Anniversary
[Rev. forecast]
[Rev. forecast]
14,637
Net Sales per Guest
I-II. Hotel Business
15
1515
Facilities of Hotel Business I-II. Hotel Business
Strengthen Hotel business with the growth and expansion of
Tokyo Disney Resort15
Disney Hotels
Disney Ambassador
Hotel
Tokyo DisneySea
Hotel MiraCosta
Tokyo Disneyland
Hotel
Tokyo Disney
Celebration Hotel
Deluxe-type Deluxe-type Deluxe-type Value-type
504 rooms 502 rooms 706 rooms 702 rooms
・ Own four Disney Hotels [about 2,400 rooms]
・ Tokyo Disney Resort Toy Story Hotel is scheduled to launch on Apr. 5, 2022
・ New Disney Hotel located inside Tokyo DisneySea is scheduled to launch in FY3/24
Other Hotels
・ Own Brighton-brand hotels [about 600 rooms]
・ Operate Hyatt Regency Seragaki Island Okinawa with two other companies from August,
2018
16
1616
66,447
72,427
64,375
28,627
[Revisedforecast]46,390
24.5%26.5%
22.9%
(6.8)%
[Revisedforecast]10.8%
Results for Hotel Business I-II. Hotel Business
Even though limits are still imposed on Theme Park attendance,
we aim to restore profitability for the full-year FY3/22 results
by capturing accommodation demand 16
Net sales and operating margin for Hotel BusinessNet sales [¥ million] Operating margin
[FY]
[Originalforecast]43,850
Influence of COVID-19 pandemic
3/223/213/203/193/18
[Originalforecast]5.6%
I-III. Overview
18
1818
Changes in Results I-III. Overview
34.5 25.4 22.1 33.6 38.0 38.7 34.5 30.6 34.1 31.1 40.0 41.9 53.6
66.9 81.4
114.4 110.6 107.3
113.1 110.2
129.2
96.8
(45.9) [Revisedforecast]
(7.6)
18.4%
14.6%
11.1% 12.0% 11.5% 11.5%10.4%
9.2% 9.9% 9.1%10.3% 11.3%
15.1%
18.6%20.6%
24.2% 23.7% 23.1% 23.7% 23.0%24.6%
20.9%
(27.0)%
3/99 3/00 3/01 3/02 3/03 3/04 3/05 3/06 3/07 3/08 3/09 3/10 3/11 3/12 3/13 3/14 3/15 3/16 3/17 3/18 3/19 3/20 3/21 3/22
Operating margin is expected to rise to a higher level after pulling through
the phase of high burden of depreciation and amortization expenses18
Single park eraOperating margin:
approx. 20%
Burdened with high depreciation and
amortization expenses/increase in costs
Operating margin: approx. 10%
Operating margin improves
Operating margin: approx. 20%
[FY]
Opening of Tokyo DisneySea
Influence of COVID-
19 pandemic
Note: The 3/99 results are unconsolidated. Note: Depreciation method for Property, Plant and Equipment of Tokyo Disneyland has been changed to the straight-line method from the first quarter of FY2021.*1 Operating cash flow = Profit attributable to owners of parent + Depreciation and amortization*2 Depreciation and amortization costs include that of which have been transferred to non-operating expenses and extraordinary losses
[¥ billion]
Operating profit and operating margin
Operating profit [¥ billion]
Operating margin
[Originalforecast](10.1)%
[Revisedforecast](2.9)%
[Originalforecast](24.2)
Operating cash
flow*1 26.7 22.2 23.1 50.6 66.8 64.5 61.7 59.0 59.2 58.3 67.8 72.1 65.1 74.0 87.6 107.5 106.7 109.9 120.6 118.5 128.5 101.6 (8.2)
[Revised
forecast]
37.2
Depreciation
and
amortization*2
11.6 12.4 18.4 37.9 47.9 45.9 44.5 43.3 42.9 43.6 49.7 46.6 42.2 41.9 36.1 36.9 34.6 35.9 38.2 37.3 38.2 39.4 45.8[Forecast]
43.1
Capital
expenditures59.8 130.4 182.2 109.7 14.8 29.2 46.8 43.1 54.8 52.6 40.1 19.4 27.9 23.2 28.7 20.3 37.0 39.7 50.9 59.8 86.0 139.6 108.3
[Forecast]
115.2
19
1919
Results for First Nine Months of the FY3/22 I-III. Overview
YoY comparison
Net sales
Net sales increased YoY due to the temporary
closure of both Parks in the 1Q of FY3/21, a
YoY increase in net sales per Guest, and
attendance in the 3Q exceeding the level
recorded in the same period of FY3/21.
Operating profit (loss)
Operating loss decreased YoY due to a YoY
increase in net sales, although various costs
increased YoY as costs had been transferred to
extraordinary losses in FY3/21.
Net sales increased and operating loss decreased, mainly owing to
temporary Park closure in the 1Q of the previous fiscal year19
Comparison with the forecasts
Net sales and operating profit (loss)
Net sales exceeded the forecast and operating
loss was less than projected. This was
attributable to attendance significantly
surpassing the forecast due to the earlier-than-
expected termination of the phased mitigation
measures taken by the Chiba prefectural
government and net sales per Guest exceeding
the forecast.
[¥ billion]
FY3/21 FY3/22 Change Change
137.1 190.3 53.1 38.8%
Theme Park
Segment109.1 149.0 39.8 36.5%
Hotel Business
Segment22.1 34.3 12.1 55.0%
Other Business
Segment5.7 6.9 1.1 19.9%
(19.8) (1.6) 18.2 -
Theme Park
Segment(18.3) (5.1) 13.2 -
Hotel Business
Segment(0.3) 4.3 4.6 -
Other Business
Segment(1.2) (1.0) 0.1 -
(21.8) (0.0) 21.8 -
13.3 - (13.3) -
(35.1) (0.0) 35.1 -
(28.7) (1.1) 27.5 -
Profit (Loss) before
Income Taxes
Profit (Loss) Attributable
to Owners of Parent
Extraordinary Losses
Net Sales
Operating Profit (Loss)
Ordinary Profit (Loss)
20
Forecast for the Full FY3/22
As limits on attendance are eased, net sales are projected to increase and operating loss to decrease year on year
I-III. Overview
20
FY3/21 ResultsFY3/22
Revised ForecastChange Change
170.5 261.9 91.3 53.6%
Theme Park Segment 134.2 206.0 71.7 53.4%
Hotel Business Segment 28.6 46.3 17.7 62.0%
Other Business Segment 7.6 9.4 1.8 23.8%
(45.9) (7.6) 38.3 -
Theme Park Segment (41.9) (11.4) 30.5 -
Hotel Business Segment (1.9) 4.9 6.9 -
Other Business Segment (2.3) (1.5) 0.8 -
(49.2) (6.2) 42.9 -
18.5 - (18.5) -
(67.8) (6.2) 61.5 -
(54.1) (5.8) 48.3 -
FY3/21 ResultsFY3/22
Revised ForecastChange Change
7.56 11.50 3.94 52.1%
13,642 14,637 995 7.3%
Ticket Receipts [\] 6,538 7,023 485 7.4%
Merchandise [\] 4,122 4,468 346 8.4%
Food and Beverages [\] 2,982 3,146 164 5.5%
Net Sales per Guest [\]
Consolidated Statement of Income
Net Sales
Operating Profit (Loss)
Ordinary Profit (Loss)
Extraordinary Losses
Profit (Loss) before Income Taxes
Profit (Loss) Attributable to Owners of Parent
Theme Park Information
Attendance [million people]
[¥ billion]
21
2121
Secured necessary capital resources to acquire immediately available
working capital and funds for medium- and long-term growth
State of Financing I-III. Overview
21
Capital resources*1 and liquidity
*1 Include corporate bonds [unissued]and line of credit
*2 Total of cash and deposits andsecurities
Amount registered on consolidatedbalance sheet*2
281 185 266 286 230 191 209 239
150 150 150 150 150 150 150 150
50 50 50 50 50 50 50 50
231135
216
236180
141
159189
100100
100100 50
50200
200200
200200
200100431
535
716 736680
641609
539
Capital set aside for earthquake
risks
Continued growth
investments
Rough plan ofcapital allocation
Complementary working capital
for use until recovery
Working capital
Issuance of
corporate bonds
[¥100 billion]
Line of credit
Corporate bonds [unissued]
Cash and securities
Cash and securities
Earthquake risk financing
[include corporate bonds of ¥30 billion issued in Mar. 2015, ¥100
billion issued in Sep. 2020 and ¥50 billion issued in Sep. 2021]
[corporate bonds issued in Jan. 2019]
Issuance of
corporate bonds
[Jan. 20, 2022]
Of unissued corporate bonds in the amount of 50 billion yen, we issued 30 billion yen in
corporate bonds to fund capital investment
Issuance of
corporate bonds
[¥50 billion]
3/20 6/20 9/20 12/20 3/21 6/21 9/21 12/21
[¥ billion]
II. Growth Investments beyond FY3/22
23
2323
Tokyo Disney Resort Toy Story Hotel II. Growth Investments beyond FY3/22
Note: This is not an exact representation of the development site.
©Disney/Pixar
Management
Form
Owner: Oriental Land Co., Ltd.
Management/Operations: Milial Resort
Hotels Co., Ltd.
Opening Apr. 5, 2022 [scheduled]
Floor Space About 40,000㎡ [hotel building only]
Guest Rooms 595
Facilities
・Restaurant
・Disney shop
・Flat and multistory parking lots, etc.
Capex Approx. ¥31.5 billion
Category Moderate type
Tokyo Disney Resort Toy Story Hotel
Apr. 5, 2022 [scheduled],
Approx. ¥31.5 billion
Guest rooms
Lotso Garden Cafe
Hotel lobby
Note: Images for illustrative purpose only.
24
2424
Tokyo DisneySea Large-Scale Expansion ProjectII. Growth Investments beyond FY3/22
Composed of three areas, four attractions, and a hotel 24
©Disney
Name Fantasy Springs
Area About 100,000m2 [about 140,000m2 including backstage area]
Opening FY 3/24 [scheduled]
Themes of the
areas and the
number of
facilities
Frozen 1 attraction, 1 restaurant
Tangled 1 attraction, 1 restaurant
Peter Pan 2 attractions, 1 restaurant
Effectiveness of
investment
Investment amount
Approx. ¥250 billion
Investment effect
・Boost-up effect on net sales by ¥50 billion annually
・Consolidated net sales are expected to reach the range
of mid-¥500 billion to the high-¥500 billion
Note: This is not an exact representation of the development site
Tokyo DisneySea Large-Scale
Expansion Project Development Site
FY 3/24, Approx. ¥250 billion
Tokyo DisneySea
Tokyo Disneyland
25
2525
Disney Hotel Categories II. Growth Investments beyond FY3/22
Provide more options for Guest demands 25
Tokyo Disney Celebration Hotel
Tokyo DisneySea
Hotel MiraCosta
Tokyo Disneyland Hotel
Disney Ambassador Hotel
New Disney Hotel located
inside the Park[475 rooms, 2 restaurants, etc.]
Note: Artist concept only
Luxury TypeDeluxe TypeValue Type
Tokyo Disney Resort Toy Story Hotel
Note: Artist concept only
Moderate Type©Disney/PixarSlinky® Dog © Just Play LLCMr. Potato Head® and Mrs. Potato Head® are registered trademarks of Hasbro, Inc. Used with permission. © Hasbro, Inc. All Rights Reserved.
26
2626
Policy for Long-term Growth II. Growth Investments beyond FY3/22
Formulate policy from a long-term perspective and realize plans
by taking the internal/external environment into consideration26
Tokyo Disney Resort
<Tokyo Disneyland>
The new plans will apply to all seven themed lands, including Fantasyland. An
area-based development for each themed land is intended to leave a lasting
impact on the park
<Tokyo DisneySea>
To achieve a significant breakthrough, the expansion of the existing site and
utilization of new development will create an environment with a higher degree
of Guest satisfaction from qualitative as well as quantitative standpoint
<Hotels within Tokyo Disney Resort>
To add more value to Tokyo Disney Resort as a whole, improve the environment
as a resort, including making more guest rooms, and increase value of the stay
New Business
・ Establishment of Oriental Land Innovations
・ Regardless of the establishment of new company, we will continue on the
research on the business field expected to grow, and widely consider to
contribute to persistent growth of the OLC group
・ Plans for the new business aimed at growing it into single business segment
will be considered in ways that are not by specific timeframe
Further boost the level of net sales with continued large-scale investment
Broader investigation for further development
III. For Long-term Sustainable Growth
28
2828
III. For Long-term Sustainable Growth
For Long-term Sustainable Growth [e.g., ESG]
Establish strategies to contribute to a sustainable society and achieve profit
growth as a corporation, and plan to announce them in the spring of 202228
Strategy Roadmap
Apr. 2021Apr. 2017
2020 Medium-term
Plan
Next Medium-term
Plan
ESG project team launched
[Nov. 2020]
Address global environmental and social issues as
an integral part of our management and business
strategies to aim for more sustainable management
Apr. 2022 [tentative]
Contribute to achieving the SDGs
Preparation
period
29
2929
III. For Long-term Sustainable Growth
For Long-term Sustainable Growth [e.g., ESG]
Recognition of Environmental Change
Future Direction of Businesses
Consider addressing ESG issues as an integral part of management
and business strategies29
Issues recognized prior to the COVID-19 pandemic
Strategies so far Risks
[1] Continuously make large-scale investments to generate value to motivate
Park visitsSurging development/construction costs
[2] Secure a large volume of Guests to sustain the apparatus industry Decrease in total population
[3] Secure a sufficient number of employees to attend to the large volume of
GuestsDecrease in working-age population
[4] Make concentrated investments in the Maihama area Climate change/natural disasters
Existing
businesses
Evolve business operations to offer options that more closely cater to Guest needs; Improve our capacity to address fluctuations in demand to enhance the added value of the Tokyo Disney Resort as a whole
New
businesses
Take on the challenge of establishing new businesses that help us resolve issues and enhance values in our
core business, and provide us with growth opportunities
Recognition gained through COVID-19 pandemic
・Value of happiness brought about by person-to-person interactions
・Diversified perspectives on leisure activities resulting from altered awareness of the 3 Cs [Closed spaces; Crowded places; Close-contact
settings]
+
E.g., Leverage innovationE.g., Enhance Guest
engagement
E.g., Help children gain
experienceE.g., Labor saving; flexible
staffing; manpower saving
E.g., Measures against heat and cold; energy consumption
30
3030
III. For Long-term Sustainable Growth
Environmental Materiality [Updates on Discussions]E
30
Materiality Direction of measures What we aim to be Indicator (KPI)Quantitative target/
Target statusTarget
FY
SDG to contribute
to
Clim
ate
ch
an
ge
an
d n
atu
ral d
isa
ste
rs
Contribute to achieving
a decarbonized society
[Mitigate climate change]
Contribute to achieving
a decarbonized society by
reducing greenhouse gas
emissions and mitigating
climate change
Amount of
greenhouse gas
emissions
40% reduction from
FY 3/19 level2030
Net zero emissions 2050
Strengthen resilience
[Adaptation to climate
change]
What we aim to be
Identify risks posed by natural disasters and rising temperatures stemming from
climate change and consider measures to strengthen the resilience of facilities and
manuals
Me
as
ure
s to
pro
mo
te
circ
ula
r eco
no
my
Adopt resource-saving
products/services and
reduce waste
・Adopt resource-saving products/services and easily reusable/recyclable resources, engineering
and design with the aim of contributing to achieving a circulation-type society
・While pursuing conventional recycling projects, focus on new solutions to help increase the
recycling rate and achieve resource sustainability
Use sustainable
resources
Give preference to resources that promote sustainability with the aim of contributing to resource
sustainability
Make effective use of
water resources
Strive to reduce water intake and promote wastewater recycling with the aim of contributing to water
resource sustainability
Contribute to forming
symbiotic relations with
nature
・Strive to reduce the amount of chemical substances used and implement proper management
thereof to alleviate environmental impact, thereby contributing to forming symbiotic relations
with nature
・Strive to reduce the amount of air pollutant emissions to alleviate environmental impact, thereby
contributing to forming symbiotic relations with nature
・Strive to preserve biodiversity in the local communities in which we engage in business, thereby
contributing to forming symbiotic relations with nature
Promptly strengthen measures to address environmental issues
that exert prominent impacts on society at large
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III. For Long-term Sustainable Growth
Social and Governance Materiality [Updates on Discussions]S G
To be determined based on stakeholder engagement and further discussions 31
Materiality Direction of measures
Employees
Foster HR with spontaneous creativity
Promote HR diversity
Provide a fulfilling workplace environment
Children Help children achieve their hopes and dreams
Diversity & Inclusion
Respond to changes in social and Guest needs based on
employees’ diverse values
Implement systematic measures to respect human rights
Supply chain management Promote sustainability and collaboration across supply chains
S
G
Materiality Direction of measures
Fairness in business
managementFair decision-making
Stakeholder engagementAchieve relationships of trust and collaboration with stakeholders
based on open dialogues
Society
Governance
IV. Appendix
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Using Digital Technology to Enjoy the Park IV. Appendix
Promote utilization of digital technology to enrich
Park experience of each Guest 33
©Disney
Measures currently taken against COVID-19 pandemic
Before visiting
• Purchase Park ticket
• Make restaurant booking if venue accepts reservations [reservations
can also be made on day of visit and at restaurant]
• Check digital Park map/waiting times/facility information
• Check products sold at Parks
• Online hotel check-in
After entry
• Obtain Disney FASTPASS*
• Online shopping [transactions can be made until 23:30 on day of visit]
• Show/parade-viewing lottery
• View/purchase photos taken at Parks [“Disney Photo”]
• Electronic money accepted
• Expanded shopping service via official app
• Introduced Standby Pass and Entry Request system
*Currently suspended due to COVID-19 pandemic
Tokyo Disney Resort App
14.5 million downloads
achieved
(as of Dec. 2021)
Digital Park map
Tokyo Disney Resort
Shopping service
Oriental Land Co., Ltd.
Investor Relations Group, Finance/Accounting Department
URL: www.olc.co.jp/en