October 2025
Yumiko Takano, Representative Director, Chairperson and CEO

Motivated by our desire to spread happiness, we will see our new challenge through, refining the unchanging value that we create and continuing to be a company that we can be proud of on the global stage.

In FY2024, the OLC Group made a strong start on its challenge for the next phase of growth, with the grand opening of Fantasy Springs and the announcement of its entry into the Cruise Business.
Moreover, since FY2024 was the final fiscal year of the Medium-term Plan, it was also an opportunity to review the direction of the OLC Group’s evolution as a company. The changes in the Group’s internal and external environment have stimulated our learning. However, since its foundation, the OLC Group has always carried in its DNA a willingness to drive its own evolution without being bound by past ideas.
It is with this strong sense of resolve that we have formulated the OLC Group’s 2035 Long-Term Management Strategy, looking ahead to the next 10 years.
The entire Group will work together as one to drive forward a 10-year transformation aiming to achieve sustainable growth and the creation of new value.

In formulating the 2035 Long-term Management Strategy, we redefined Our Goal for 2030, “Bringing more ‘Happiness’ to you,” articulated in the 2024 Medium-Term Plan, and newly adopted it as Our Goal for 2035.
This phrase expresses two concepts.
The first is “to contribute to people’s happiness.” Returning to our founding principles, we have reaffirmed our commitment to contributing to people’s happiness through our business.
The second is “to contribute to a sustainable society.” As human beings, we live on earth and in nature. Our desire is that a day spent at Tokyo Disney Resort should be a special time that is different from an ordinary day, and also that it should be a space that nurtures awareness of sustainability.
The happiness provided by the OLC Group is more than a transitory pleasure. It is a package of joy delivered to people together with a love for the earth and nature that supports people’s vitality and sustains their life force. Memorable experiences support people’s lives and ultimately spread out into society and create the power to shape the future. The provision of this kind of happiness is OLC’s promise for the future.
 

Under the 2035 Long-term Management Strategy, our approach to ESG Materiality is based on priority themes including the Group’s unique themes of Employee happiness and Happiness of children as well as the theme of a recycling-oriented society that efficiently recycles resources.
It is people who are central to these initiatives. We aim to ensure that individual employees prioritize their mental and physical health, as well as a sense of pride. This is the core of the OLC Group’s business, and the real driving force behind happiness creation.
Furthermore, I also want children, who are the future, to live in this way with dreams and hopes. I would like Tokyo Disney Resort itself to be a place of nourishment that develops children’s minds. We will continue to drive creative innovation to enable their experiences here to develop their abilities to creatively build their future.
Finally, a recycling-oriented resort is our vision for the Tokyo Disney Resort of the future, where employees are motivated in their work, attracting guests and children to visit.
On stage in front of the curtains, the Disney world view will be presented, while backstage will be a world of beautiful harmony supported by state-of-the-art technology and the OLC Group’s meticulous management. It will be a space where waste is reduced as close to zero as possible, while nature, creative works, and people can coexist together. Such a place cannot be built in a day, but by transmitting our dream to younger generations, I believe that one day it will surely become a reality.
These ESG materiality themes are not areas where we can expect short-term effects—they are initiatives for increasing the value of our overall business over the long term. I believe we should be a company that continues to sow small seeds of awareness, the kind that do not produce immediate visible results, but later yield moments of insight where one realizes on reflection that a certain experience in the past has led to something in the present.

Sometimes we are asked about who our rivals are, but what we pursue in all of our businesses is not the kind of relative value obtained through comparison with other companies. We remain focused at all times on providing a moving experience full of surprises that exceeds our guests’ expectations. The pioneer spirit aims to create a moving experience that no one has ever had before. This spirit has been passed down to us over the years and is in our DNA, which remains intact at the core of our business today. This is the origin and pride of the OLC Group, to which we return with each new challenge.
I would ask all of our stakeholders to watch over the Group’s growth from a long-term perspective.

June 2025
Wataru Takahashi, Representative Director, President and COO

We will fully channel the power of people to achieve human happiness and contribute to the creation of a sustainable society, as we continue to be a corporation in which employees can truly take pride.

The OLC Group is promoting 2035 Long-Term Management Strategy, looking 10 years into the future with the aim of realizing Our Goal for 2035, “Bringing more ‘Happiness’ to you and the community.”

 We have two main strategic directions. The first is “Growth through business.” This involves reinforcement and utilization of our customer acquisition platform in the Theme Park and Hotel businesses, then adding the cruise business by utilizing this platform to generate a virtuous cycle of growth for the entire business, further accelerating the growth of the OLC Group.

The second strategic direction is “The OLC Group’s unique activities that help enhance corporate value.” We will strengthen our ESG materiality initiatives, enhancing business value and resolving social issues to lay the foundation for a sustainable business. In addition, through CVC activities, we will create new businesses thereby realizing sustainable growth and the creation of social value.

We will engage in initiatives that address both the development of Resort Business and the increase of the OLC Group’s overall corporate value, and in doing so, we will clearly define the Group’s purpose. Beyond this is our contribution to human happiness and to the creation of a sustainable society. By achieving both of these objectives, we aim to realize our vision for an OLC Group that our employees will truly take pride in.

For our ESG materiality, we have been working on eight areas of ESG materiality that are based on our principle of double materiality. In 2035 Long-Term Management Strategy, these have been reorganized into seven themes. “Employee happiness,” “Happiness of children,” and “Recycling-oriented society,” are positioned as our themes for realizing enhancement of business value and resolution of social issues; while “Diversity, equity and inclusion,” “Supply chain management,” “Climate change and natural disasters,” and “Robust management foundation” are positioned as themes for laying the foundation for sustainable business.

For “Employee happiness,” we are focused on four themes based on our engagement survey: job, self-development, human relations, and environment. We will actively provide opportunities to enhance job satisfaction in coordination with our human resources policy. For “Happiness of children,” we will engage with social issues affecting children, increasing theme park experiences and interaction with cast members, and continuously promoting initiatives that encourage children to feel happy and cultivate their self-esteem. For “Recycling-oriented society,” we will increase the recycling rate and reduce waste by strengthening waste sorting, while enhancing sustainable initiatives that involve our guests. In addition, to contribute to the creation of a sustainable society that we aim to achieve by 2035, we will promote “recycling-oriented resort” initiatives for reducing the environmental impact of our business activities to as close to zero as possible.
 

The Group’s growth to date has been supported by factors such as its contract with The Walt Disney Company and its ownership of land in a prime location. However, I believe that its most essential strength is people.

The Group brings together employees who have a strong desire to help guests to enjoy themselves. They each think constantly about how to help people find enjoyment, combining their abilities to create an appealing space and a high level of hospitality that is an intrinsic part of that. This has created an inimitable value that has won the hearts of many guests and will provide fuel for our next growth investments. This healthy cycle is the true source of the Group’s growth, which is both long-term and sustainable.

As President, my mission is to draw out this people power to the fullest extent and enable it to work. By constantly working through this cycle, I believe we will enhance our sustainability as a company, and generate new value as we continue to evolve.

People are the source of everything, and it is also people who will create the future. I myself will continue to fully leverage the power of people within our Group to ensure that we keep providing irreplaceable value to society.