Our Approach to Sustainability
Oriental Land Co., Ltd. was established in 1960 with the purpose of contributing to the cultural life of the nation and the welfare of Japanese citizens. Following this, efforts to attract the American Disneyland to Japan began, and in 1979, a license agreement was signed with Walt Disney Productions (as it was known at that time). Tokyo Disneyland then opened in 1983.
We have continued to spread happiness that cannot be found anywhere else throughout the community.
The OLC Group has evolved from a Theme Park operator to an operator of a Themed Resort and has expanded into other areas of the market, but our core value remains unchanged. We remain committed to “invigorating people's lives by offering wonderful dreams, moving experiences, delight and contentment” because “spreading happiness” is our guiding principle.
In the midst of this drastically changing world caused by climate change, the declining birthrate and aging population, etc., the OLC Group will work towards developing its corporate social responsibility (CSR) in order for us to continue providing values to society and to evolve as a company for the next 50 to 100 years. We have decided to aim for a more sustainable management by incorporating responses to global environmental problems and social issues into our operations and business strategy.
The OLC Group defines a more sustainable management as realization of both “contribution to a sustainable society” and “maintaining of long-term corporate growth.” In particular, commitments include moving our existing businesses towards operations that have more options that are closer to our Guests’ needs, increasing value of Tokyo Disney Resort as a whole by responding to fluctuating demands, resolving issues and adding value to our core businesses, taking on the challenge of new businesses for growth opportunities, as well as contributing to resolving social issues such as working towards the Sustainable Development Goals (SDGs).
The CSR we have been committed to will be organized within our environmental, social and governance (ESG) framework. And now, we have begun designing strategies that will allow us to contribute to a sustainable society and increase profits as a company, in addition to identifying matters to prioritize.
Going forward, the OLC Group will incorporate the responses to ESG issues into business and management strategies and proceed with the development of Key Performance Indicator(KPI ).
Based on the following eight key issues and the direction of measures for each, discussions are being led by the Sustainability Promotion Department, Corporate Strategy Planning Division, which was launched in November 2020.
For one of the key issues, “Measures to address climate change and natural disasters,” the OLC Group has developed the following medium- to long-term goals and the KPIs at this time.
Medium- to long-term target for the reduction of greenhouse gas emissions
We will work to achieve these medium- to long-term goals and will commit to achieving the following goal identified in SDGs.
Goal 13: Climate Action
Also, the OLC group will assess climate-related opportunities and risks, endorsing the recommendations of Task Force on Climate-Related Financial Disclosures (TCFD) ※1 and disclose information in line with TCFD framework in 2022.
TCFD was established as a public taskforce in 2015 by the Financial Stability Board (FSB) as a response to request from G20. TCFD recommends to disclose information such as target, indicator, risk management, strategy and governance evaluating financial impact of risks and opportunities caused by climate change.
The OLC Group is designing strategies that can contribute to a sustainable society and achieve profit growth as a corporation in order to develop the CSR into a more sustainable management. While we continue with the activities that we have been working on based on the OLC Group’s CSR policy, we will incorporate the perspectives of ESG to the activities even more.
At the OLC Group, we believe in the importance of direct dialogue with our customers, employees, shareholders and investors, corporate sponsors, vendor and suppliers, licensors and partners, collaborators, local communities and local governments. We put this belief into practice in the course of our daily work.
Case Examples of Communication with Stakeholders
[Learning from Guest Feedback]
The opinions, requests and compliments relayed directly to Cast Members at each facility are shared throughout the OLC Group via our intranet and at routine meetings. They help us make necessary improvements to our services promptly. We have also established an Information Center at Tokyo Disney Resort in an effort to offer our Guests an open and inviting environment in which to submit their opinions and requests.
[Communication with shareholders and investors]
We hold meetings to exchange views with shareholders and investors, participate in conferences in Japan and abroad that are hosted by securities firms, and hold information sessions for retail investors and sales people at securities firms.
We also regularly provide our employees with feedback from individual shareholders in the form of questionnaire survey results in order to improve our operations.
[Dialogue with Experts]
The OLC Group also believes that it is important to identify potential issues from a CSR standpoint and to address a wide range of social needs. To this end, we are gathering opinions voiced from various perspectives by CSR specialists and other experts, and are conducting yearly stakeholder surveys whose results are then reflected onto our activities and reporting.
In fiscal 2019, we invited a specialist versed in ESG investment and CSR activities in the supply chain and an expert on SDGs from the media’s viewpoint, who kindly pointed out that, “Although appropriate policies are in place, more data on practical results needs to be disclosed. Without this data, there is no way of knowing whether results are achieved. Data disclosure leads to trust,” and that, “SDGs are one of the means to achieve the vision of creating a sustainable society across the globe in 50 and 100 years’ time. OLC should formulate its medium-term plan by setting its own priorities in view of the SDGs.”
Promotion structure of sustainability
In June 2021, we established the Sustainability Promotion Department, Corporate Strategy Planning Division, led by an Executive Director and Executive Vice President Officer. Our aim is to steadily push forward our business management with greater sustainability, thereby contributing to a sustainable society and achieving long-term sustainable growth at the same time.
The Sustainability Promotion Department takes the role of planning policies and strategies pertaining to the OLC Group’s sustainability and ESG matters; formulating key performance indicators (KPIs) in light of the eight priority fields identified as materiality and the directions of measures to address the issues, and incorporating them into our management plan; and coordinating Group-wide efforts in conjunction with relevant organizations.
Furthermore, the Department brings up matters concerning sustainability and ESG for discussion at the Executive Committee as necessary, in view of their level of importance.
As part of our efforts to educate our employees on sustainability, we have conducted educational activities such as publishing web magazines that summarize CSR case studies in an easy-to-read, holding internal exhibitions that provide information on CSR based on various themes, and disseminating information about our social contribution activities.
Since April 2021, we have been conducting activities to raise employees’ awareness of a more sustainable management, the eight key issues and related direction of measures through the distribution of the President’s message and via electronic bulletin boards.
Furthermore, as part of our environmental education, we also hold in-house fairs, stream awareness videos in our employee cafeteria, and provide e-learning programs.