At the OLC Group, the Risk Management Committee is chaired by the president and identifies and assesses risks facing the Group more than once a year. The Committee specifies strategic risks*1 and operational risks*2, the former of which are overseen and managed by the Corporate Strategy Planning Department and the latter by the Risk Management Committee.
The Corporate Strategy Planning Department designates the responsible organization for every strategic risk and checks the implementation status of countermeasures formulated by the relevant organization.
The Risk Management Committee designates the supervisor and implementation manager for each operational risk and monitors on a regular basis whether the countermeasures formulated by the supervisor of the relevant risks are effective in controlling the risks within an acceptable range.
The Corporate Strategy Planning Department and the Risk Management Committee report the management status of each risk to the Executive Committee and the Board of Directors to maintain the effectiveness of risk management.
(Management organization)

*1 Strategic risks |
Risks that may have a material impact on the sustainability of business if they emerge. |
*2 Operational risks |
Risks that may have a material impact on the execution of business if they emerge. |
The OLC Group also has in place the Emergency Control Center (ECC) to decide the response policy when there is an urgent need to control the situation. In cases where a Group company identifies a situation that must be controlled urgently, it is obligated to report the situation promptly to the ECC.
Among matters described in the Business Overview and Financial Information in the Annual Securities Report (yukashoken hokokusho), the following are major risks that could have a material impact on the financial position, business results and/or cash flow of our consolidated companies as recognized by the upper management. All forward-looking statements herein are based on judgments by the OLC Group as of the end of the consolidated fiscal year under review.
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The above risks are those facing the OLC Group that could have a significant impact as assessed on both a qualitative and quantitative basis. We also implement risk management at each relevant organization of the Group for risks other than those listed above for the purpose of avoiding or reducing losses arising from the emergence of risks.
The probability is an assessment of when the risk is expected to emerge and is grouped into two categories: “Within five years” and “More than five years later.” The degree of impact of the risks is rated in two levels: “Max” and “Large.” We will continue to reassess the risks and consider countermeasures on a regular basis as a management strategy issue.
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Description |
Visitors of the Theme Park Segment, the core business of the OLC Group, mostly consist of guests from within Japan. Changes in demographics, such as continued population decrease owing to a falling birth rate, and a deterioration of the economic environment in Japan may lead to a decline in attendance and net sales, which could have an adverse impact on the Group’s business results. |
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Countermeasures |
As measures against such risks, we will strive to enhance the value of our theme parks by considering measures from both tangible and intangible aspects even when demand weakens due to changes in demographics and a deterioration of the economic environment in Japan. We will also make efforts to attract more domestic and inbound visitors and increase net sales per guest. We will also conduct market research and analysis to ensure that we can respond to the emergence of new products and services and address changes in customers’ values, thereby maintaining and improving guest satisfaction. |
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Description |
The Resort as a whole, including the theme parks operated by the OLC Group, is sustained by a large number of cast members and their hospitality. Therefore, we place emphasis on employee engagement so that employees may feel job satisfaction in their daily work and a high level of employee friendliness which involves not only the company’s facilities and systems but also employees’ relationships with their colleagues in their workplace. However, insufficient responses to the personnel system, workplace environment and organizational culture may lead to a drop in employee engagement. |
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Countermeasures |
As measures against such risks, we offer support to enhance employees’ job satisfaction and employee friendliness by selecting “employee happiness” as a material ESG issue and setting policies and goals with a target year of 2030. |
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Description |
The Resort as a whole, including the theme parks operated by the OLC Group, is sustained by a large number of cast members. If the recruitment and development of employees become difficult due to a drop in the working population or other factors, recruiting costs and personnel costs may rise, which could cause serious damage to the Group’s management strategies for securing human resources. |
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Countermeasures |
As measures against such risks, we make efforts to appeal to employees and the recruiting market. We will increase employee retention by creating an employee-friendly working environment through improvements to our workplace environment and organizational culture based on an analysis of the trends in resignations. In addition, we will make investments for more efficient personnel allocations before carrying out recruiting activities. |
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Description |
The Resort as a whole, including the theme parks operated by the OLC Group, involves stakeholders that include employees, vendors and guests who come from various backgrounds. Society’s demands that companies address issues related to human rights and diversity have become more sophisticated amid increasing awareness of such issues. |
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Countermeasures |
As measures against such risks, we have selected “diversity and inclusion” and “supply chain management” as two of our material ESG issues and have set policies and goals with a target year of 2030. |
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Description |
The core business of the OLC Group is conditional on guests visiting our theme parks, which involve many outdoor experiences. A rise in the temperature due to climate change is likely to lead to a decline in attendance and an increase in the costs of countermeasures during the summer, which could have an adverse impact on the Group’s business results. Furthermore, abnormal weather or intensified natural disasters induced by climate change may lead to shortened business hours or closure of the park due to damage to facilities, and have an adverse impact on the Group’s business results arising from an increase in costs of countermeasures and failure to procure products due to damage to the supply chain. In addition, failure to achieve the targets of climate change countermeasures, such as CO2 reduction targets, may undermine public trust in the Group due to the rise of social concerns regarding the negative impact of climate change on the global environment. This could have an adverse impact on the Group’s business results. |
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Countermeasures |
As measures against such risks, we have selected “climate change and natural disasters” as a material ESG issue and have set policies and goals with a target year of 2030. |
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Description |
The Theme Park Segment, the core business of the OLC Group, uses a wide variety of resources including foodstuffs, plastic products, and water for its business operations. We appropriately manage the level of inventory of food and products sold in our theme parks by controlling orders based on demand forecasts. However, any food waste or mass product disposal that occurs due to unavoidable circumstances, or insufficient efforts for contribution to forming a symbiotic relationship with nature may undermine public trust in the Group, which could have an adverse impact on the Group’s business results. |
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Countermeasures |
As measures against such risks, we have selected “recycling-oriented society” and “supply chain management” as two of our material ESG issues and have set policies and goals with a target year of 2030. |
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Description |
The OLC Group’s management performance relies on existing businesses such as the Theme Park Segment. We will continue to pursue growth centered around the Theme Park Segment. However, should the growth of the Theme Park Segment slow, the lack of other drivers of growth could undermine the Group’s reputation. |
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Countermeasures |
To prevent the emergence of such risks, we will pursue the sustainable growth of the Theme Park Segment by enhancing the value of our theme parks through measures from both tangible and intangible aspects and implementing initiatives for strengthening customer attraction and efforts to increase net sales per guest. |
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Description |
To undertake its business, the OLC Group welcomes a large number of guests at its facilities. Its operations are almost entirely concentrated in Maihama. A natural disaster—such as a large earthquake in or around Maihama, a terrorist attack at any of the Group’s facilities or a large-scale facility in Japan or elsewhere, or an outbreak of infectious diseases—is expected to cause harm to guests and employees, damage facilities, impact the surrounding transportation systems and lifelines (electricity, gas, water supply), cause temporary closure and restrictions on theme park attendance based on requests from the national and local government, and trigger a drop in consumer sentiment toward leisure activities. These may have an adverse effect on the Group’s business results, such as reducing its net sales, as well as causing a temporary business suspension. |
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Countermeasures |
As common measures against such risks, we have prepared and periodically revised procedure manuals for employees to use in order to alleviate damage that may be caused when the risks emerge. We also provide training and drills, as well as procure and store the necessary materials. Should the events have a material impact on the Group’s business management, we will establish a response coordination division led by the president to create systems to cope with the situation. |
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Description |
The OLC Group executes its operations by placing importance on compliance with regard to the operation of its businesses as well as the procurement of related materials and products. However, in cases where a serious industrial accident or a violation of a law or regulation occurs due to negligence on the part of a director or employee, the Group’s business results may be adversely affected as a result of a partial suspension of operations owing to an administrative disposition, undermined public trust in the Group, damage to the brand image, huge expenses incurred due to a law suit, or other consequences. |
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Countermeasures |
Among measures to prevent the emergence of such risks, we set forth the OLC Group Compliance Code and Business Guidelines, have built a system for promoting compliance, and engage in education and awareness-raising activities for the Group’s directors and employees. If a director or employee becomes aware of a compliance violation, the whistleblowing contact point receives a report on the violation, carries out the necessary investigations, and rectifies the violation. |
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Description |
The OLC Group possesses customer information pertaining to business execution and confidential information for its sales activities. It also uses a wide range of information systems to provide services and execute its operations. Therefore, any security breach, destruction or falsification involving customer information or confidential information that we use for sales activities due to causes such as cyberattack or assault on internal databases; or any information security incident due to an information system failure resulting in suspension of operations, etc. may result in the Group’s business results being adversely affected as a result of undermined public trust in the Group, damage to the brand image, major expenses incurred due to a law suit, or other consequences. |
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Countermeasures |
In measures against such risks, we strive to prevent information security incidents by building a system for information security promotion and raising awareness among the Group’s directors and employees, strengthening monitoring functions for internal networks, and limiting access to information, among other initiatives. Furthermore, when such risks emerge, the situation will be appropriately addressed, the cause will be analyzed, and the scope of impact will be examined. Additionally, we have a system in place to prevent recurrence and to optimize preventive measures. |
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Description |
Safety is given top priority in the design of the products and services we offer at the Resort as a whole, including the theme parks operated by the OLC Group. However, in the event of an accident (e.g., fire, falling of structures or decorations, food poisoning), causing serious damage to our guests, the Group’s business results may be adversely affected as a result of undermined public trust in the Group’s policy of giving top priority to safety, damage to the brand image, huge expenses incurred due to a law suit, or other consequences. |
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Countermeasures |
As measures against such risks, we strive to prevent serious accidents from occurring by complying with safety-related laws and regulations and the Group’s own regulations, standards, and manuals, and having organizations other than the supervisory divisions of the relevant risks perform audits on a regular basis. |
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