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In May 2007, the OLC Group announced “Innovate OLC 2010,” its medium-term plan covering the period from April 2007 to March 2011. Basically, the four years of this plan are positioned as a period for the OLC Group to promote efforts to generate new growth.
Through profit growth (consolidated net income at the ¥27.0 billion level in the fiscal year ending March 2011) and appropriate allocation of resources (emphasis on direct stockholder returns, reduction of interest-bearing debt, promotion of business development), the OLC Group will build a management base that enables stable long-term growth while continuing to create emotions that “bring tears to guests' eyes.”
The service industry of the future faces further diversification in customer values and Japan's structural problems of a changing employment environment and changes in customer segmentation resulting from the low birthrate and aging society. Changes in the OLCGroup's operating environment are forecast to be substantially greater than previously.
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Fundamental Policies of the Medium-Term Plan |
Based on its perceptions of this environment, the OLC Group formulated the following three fundamental policies for “Innovate OLC 2010.”
1. Further Strengthen the Core Business (Tokyo Disney Resort) for Profit Growth.
2. Establish the Foundation for New Growth.
3. Increase the Value of the OLC Group.
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Targets for the fiscal year ending March 2011 |
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| The OLC Group aims to increase corporate value over the long term by maximizing the cash flow that results from its ability to earn the trust and understanding of all stakeholders. |
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PDF Download |
| Results for the Fiscal Year Ended March 31, 2007 and Medium-Term Plan Materials(Distributed style) |
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| Results for the Fiscal Year Ended March 31, 2007 and Medium-Term Plan Materials(Supported style) |
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| Management Policies(excerpt from "Consolidated Financial Statements for the FY2007") |
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