Biography

In FY2024 ended March 31 2025, we opened Fantasy Springs in June 2024, which largely attracted attention. Meanwhile, the first-half year remained challenging primarily owing to decreased attendance on the back of severe summer heat. However, in and after the third quarter, we successfully captured demand thanks to Fantasy Springs and special events while promoting cost control, which resulted in record-high net sales and operating profit.

In FY2024, the final fiscal year under the 2024 Medium-term Plan, services such as Disney Premier Access and Tokyo Disney Resort Vacation Packages contributed to enhancing guests’ experience value by expanding their options, which, in turn, led to an increase in earnings.

We have not only achieved our upheld financial targets under the medium-term plan, but also accomplished a recovery from the pandemic and established new revenue models, which we regard as a significant milestone that will lead to further development of Tokyo Disney Resort.
 

On April 28, 2025, the OLC Group formulated 2035 Long-term Management Strategy and announced its efforts to expand its business and enhance our corporate value. Designating the period through 2035 as the time to enhance our corporate value by evolving our business structure for sustainable growth and pursuing optimal capital structure, the long-term strategy has upheld what the Group aspires to be in the long term, while translating the aspiration into concrete business strategies and financial policy.

We will steadily grow our Theme Park Segment, our core business, with the aim of fulfilling its vision of reaching “the pinnacle of happiness creation that exceeds people’s imagination.” With an eye on large-scale development at both parks including area redesigns, we will implement dynamic restructuring of our theme park site along with other initiatives to continue offering completely new and attractive park experiences. At the same time, the bold adoption of new means and services unbound by conventional concepts will allow us to generate new sources of revenue regardless of whether guests visit or not.

In FY2028, our cruise business will be added to the Group’s business portfolio. We will start providing new value in the form of a family entertainment cruise service by making maximum use of Tokyo Disney Resort’s customer acquisition platform. The cruise business has unique strengths unlike those of existing segments. By launching the business, we will aim for profitability that exceeds that of the Theme Park Segment in the medium to long term, thereby offering wonderful dreams, moving experiences, happiness, and contentment on a wider scale and deeper level in pursuit of the business mission of our Group and taking the Group to its next phase of evolution.

We have set our financial target to be net sales of at least one trillion yen as of FY2035. With a variety of options at hand including the possible establishment of new Disney hotels near Tokyo Disney Resort and the operation of the second cruise ship, we will ensure optimal management as we make all-out efforts to achieve our goal. Please look forward to our endeavor.
 

I took office as Representative Director, President and COO on April 1, 2025.
While navigating a rapidly changing external environment, I am strongly resolved to achieve steady growth for our existing businesses, to successfully put our new cruise business on track, and to lead the OLC Group into an unprecedented dimension of evolution.

I will value dialogues with shareholders and investors and build stronger relationships of trust with guests, cast members and all stakeholders as I push forward our long-term management strategy with full dedication to build a new future with unified efforts of the entire OLC Group.

Please join us in looking forward to the Group’s long-term sustainable growth. We appreciate your continued support.
 

May 2025
Wataru Takahashi, Representative Director, President and COO