Our approach to human capital, the policy for human development including securing human diversity, and the policy for improvement of the internal environment are as follows.

For the OLC Group, human resources are the cornerstone of our value creation and are as indispensable as our ongoing investments in facilities that captivate guests. Guest services provided by highly engaged employees who take pride in our business are the main source of our strength, particularly in our Tokyo Disney Resort business.
Committed to achieving Our Goal for 2035, the OLC Group needs to enable its talent base to create more value as well as retain its own hiring competitiveness. To this end, we uphold the human resources policy of fortifying our talent base and securing more human resources in order to strengthen our ability to compete in the market, thereby evolving into a group that continues to create new value. We will implement the policy based on the following three key strategies.
 

■Human resources growth base

• By drawing on the experience of managing diverse operations, foster talent capable of consolidating people’s efforts to maximize team performance
• Redesign our HR system in consideration of job features and internal/external environment
   

■Organizational strength

• Visualize issues to enhance employee engagement and systematize spontaneous improvement at each organization
• Establish an organizational culture that values dialogues, strengthens ties, and maximizes the capabilities of organizations and individuals
   

■Sense of security at work

• Improve workplace facility environment
• Continuously improve employee compensation in consideration of internal/external environment
• Ensure a reassuring workplace by supporting diverse ways of working

Implementing the above three key strategies in an effort to fulfill our human resources policy is expected to lead to “Employee happiness,” an area of ESG Materiality.

Specifically, we have defined “Employee happiness” as “a state in which each individual is highly satisfied and engaged with their work.” Accordingly, we are working to enhance our employees’ “Job Satisfaction” (a sense of joy and accomplishment) to create for them a “Comfortable and Supportive environment” (workplace and internal system).
In addition, in an effort to further enhance employee satisfaction and engagement at work, we have systematically organized the directions of our initiatives as shown in the figure below, while clearly defining the desirable employee-employer relationship as one in which both sides mutually need and elevate each other. We believe it is crucial for our employees to keep taking “one step forward” and for the Company and their managers to encourage and support them accordingly. We are thus aiming to cultivate a mutually inspiring dynamic.
In cultivating such a dynamic and enhancing employee engagement, we believe the following three key elements are of paramount importance: development of talented people who are able to proactively engage in creative thinking; unleashing of the potential of diverse individuals; and the creation of a fulfilling workplace environment.
We are making Group-wide efforts in these areas from multiple perspectives, including enhancing the management capacity of each organization, raising individual employees’ awareness, and nurturing positive relationships among colleagues.

[Risks]

• Decrease in the value provided
• Outflow of human resources

[Opportunities]

• Further increase in the value provided to customers by motivated employees who enjoy working
• Strengthened capacity to respond to changes and business opportunities
   

To continue to be a corporation in which employees can truly take pride, we will work on measures to enhance employees’ job satisfaction (a sense of achievement at work) and offer a comfortable workplace environment including supportive programs, thereby enabling employees to consistently generate new value while finding joy in their work.

For the ESG Materiality item of “Employee happiness,” the following indicator and goal has been set.

Under the 2024 Medium-term Plan, we implemented the following initiatives to develop creative talent, support diverse talent, and create an environment conducive to job satisfaction, which were upheld as key factors in the area of “Employee happiness.”

We will strive to enhance job satisfaction by implementing effective initiatives for different components of employee engagement in consideration of the traits of each employee category—corporate employees, Theme Park Operation employees, cast members, show performers, and Group company employees.

OLC employs approximately 27,000 people, each of whom is putting their special skills to use. Around 20% of our workers are corporate employees, contract workers, and show performers, with the remaining approximately 80% employed as Theme Park Operation Employees and part-time cast members who work at the front line welcoming guests.

At OLC, we follow international standards to respect basic labor rights including the collective bargaining rights.
The management and the labor union, Oriental Land Friendship Society (OFS), build mutual understanding and trust through negotiations in order to collaborate on and implement initiatives aimed at the creation of a better workplace environment.
As of March 2025, there were 24,513 union members, accounting for 99.9% of all employees, including contract workers, cast members, and show performers, who joined in and after FY2017, and Theme Park Operation employees, who joined in and after FY2019.
Under its labor agreement concluded with OFS, Oriental Land employs the union shop system, making it applicable to all categories of employees.
It is stipulated in the labor agreement concluded between OLC and OFS that prior to conducting a personnel transfer of an OFS officer, the Company must discuss the matter with OFS in accordance with the roles assumed by that officer within OFS or notify OFS of the matter. It is also stipulated that upon conducting a personnel transfer of an OFS member, OLC must notify OFS of the matter promptly after the event.
In FY2018, labor unions were also formed at each the OLC Group company, along with the Federation of Oriental Land Group Friendship Society (OGFS), a federation comprising the labor unions of the OLC Group.

At OLC, we prevent the occurrence of child labor by confirming ages during recruitment to comply with the minimum age of ILO (International Labour Standards). We offer equal opportunities to all, and comply with all laws and regulations on payment, ensuring that it exceeds the minimum wage set for the relevant location.
Hiring, placement, evaluation, and remuneration are decided impartially, based on the competence, experience, and accomplishments of each individual.
We strive to prevent overwork and reduce overtime work hours. Specific measures include educating managerial staff to help them appropriately manage employees’ work hours and gain awareness of different work styles; ensuring that the Human Resources Division and other organizations regularly review the required number of staff members for each function and introduce tools for enhancing operational efficiency; and monitoring the status of overtime work hours.
There were no cases of labor-related compliance violations in FY2024.