Committed to continuing to deliver our signature “magical dreams, moving experiences, delight and contentment” for the next 50 or even 100 years

 

 Kyoichiro Uenishi, President & COO

What initiatives did you undertake in FY 2017, the first year of the 2020 Medium-Term Plan?

The 2020 Medium-Term Plan upholds our strategy to enhance our hospitality skills and operational efficiency by improving our workplace environment and implementing measures to help our employees feel a tangible sense of personal growth.

As many Guests look forward to interacting with our Cast Members, we need to further enhance their hospitality, which is one of the appeals of Disney Theme Parks. Given the shrinking working-age population in Japan, we have adopted a forward-looking recruitment strategy, under which we introduced a new recruitment marketing method as well as new benefits for employees living in remote locations.

Furthermore, our Guests have been increasingly anticipating a higher level of service quality in recent years. If we are to continue offering services that exceed our Guests’ expectations, our Cast Members critically need to be self-driven in serving them. This is why we are strengthening our service training and improving our working environment to enable our Cast Members to concentrate more on delivering quality service.

What progress have you made in your efforts to strengthen your human resources?

The 2020 Medium-Term Plan upholds our strategy to enhance our hospitality skills and operational efficiency by improving our workplace environment and implementing measures to help our employees feel a tangible sense of personal growth.

As many Guests look forward to interacting with our Cast Members, we need to further enhance their hospitality, which is one of the appeals of Disney Theme Parks. Given the shrinking working-age population in Japan, we have adopted a forward-looking recruitment strategy, under which we introduced a new recruitment marketing method as well as new benefits for employees living in remote locations.

Furthermore, our Guests have been increasingly anticipating a higher level of service quality in recent years. If we are to continue offering services that exceed our Guests’ expectations, our Cast Members critically need to take spontaneous actions in serving them. This is why we are strengthening our service training and improving our working environment to enable our Cast Members to concentrate more on delivering quality service.

What is your view on the OLC Group’s long-term sustainable value creation?

Going forward, demographic changes, various technological evolutions, and the diversification of lifestyles and communications are expected to progress. Yet I believe that the value of such invisible things as delight, the feeling of being moved, spiritual fulfillment, and bonds with family members and other loved ones will not only remain important, but will become increasingly meaningful.

 

It is our mission to continue to deliver our signature “magical dreams, moving experiences, delight and contentment” over the next 50 or even 100 years.  If we are to fulfill this mission, it is crucial for us to identify changes in society from a corporate social responsibility (CSR) perspective. We recognize that continuing to work sincerely on CSR activities through our business operations and to evolve them will lead to the creation of new value on a long-term sustainable basis.

We are determined to promote CSR in order to live up to social needs and expectations and contribute to achieving a sustainable society, while constantly listening to what our stakeholders have to say.