Toward Greater Guest Satisfaction
Kyoichiro Uenishi, President and COO
Q Tell us about FY 2015.
In FY 2015, we were able to welcome over 30 million Guests at our two Theme Parks for the third consecutive fiscal year. This would not have been possible without everyone’s support, and I would like to take this opportunity to express my sincere gratitude.
In view of these results, we drafted a large-scale development plan that covers the period until FY 2020 and moves up the schedule in the initial plan in order to promote further long-term growth. We believe that, by moving steadily forward with this plan, we will be able to boost Guest satisfaction and provide an experience that makes all Guests hope to visit our Theme Parks again.
Q What were the highlights of CSR initiatives?
In FY 2015 we prepared to establish in April 2016 new Theme-Park operation positions as a non-fixed term employment category, and transferred Theme-Park Cast Members—who have served as leaders of part-time Cast Members among other functions, and were previously hired on a fixed-term basis. We believe that it is important not only to make material improvements, such as by promoting large-scale development and enhancing our service facilities, but also to work on developing our employees' capabilities. We have also been further expanding the education and training systems that are available to all of our employees including the part-time Cast Members who play key roles in providing hospitality. I firmly believe that, in addition to hospitality training, creating an environment that promotes job satisfaction as well as peace of mind and personal growth to all employees will in turn lead to greater Guest satisfaction.
Furthermore, at our Theme Parks, where many of the attractions are outdoors, taking measures to mitigate the heat in the attractions’ outdoor queuing areas is a key to boosting Guest satisfaction. In FY 2015, we installed additional electric fans, air coolers and misting fans at Gadget's Go Coaster, Raging Spirits and many other attractions. From the environmental aspect, we need to address such heat issues at our Theme Parks as one way of mitigating the climate change impact that affects our business, in addition to working on alleviating our environmental load by reducing greenhouse gas emissions. We will continue these efforts while taking into account feedback from our Guests.
We also need to further improve our ability to meet the diverse values and needs of Guests from other countries, who have increased in recent years. In line with this, we are, among other measures, adding Indonesian and Thai to the languages of our guide maps and website, which had hitherto been available in Japanese, English, Chinese (traditional and simplified) and Korean.
Q In conclusion, is there a message you would like to send out to your stakeholders?
First of all, we send our thoughts to the victims of the Kumamoto earthquakes in 2016. The OLC Group has offered donations to support the victims and recovery in stricken areas. In September 2016, the Tokyo Disney Resort Ambassador and Disney characters also visited eight elementary schools in areas that suffered the greatest damage, leveraging the unique features of OLC's business to encourage the children living in the stricken areas. We will continue to provide them with support.
In today's world, where people have increasing entertainment options that one can enjoy by oneself, the Theme Parks have come to hold new significance as places where people from different generations can gather and have fun together. To ensure that the OLC Group remains unique in its ability to provide magical dreams, moving experiences, delight and contentment for decades to come, developing good relationships with a wide range of stakeholders and the public at large is indispensable. We will continue working on our CSR initiatives while making sure that all our employees remain mindful of the Five Values constituting the OLC Group’s CSR policy. We would appreciate your continued support and understanding.