The OLC Group has selected eight areas of ESG materiality for capturing growth opportunities and eliminating risks with the aim of carrying out sustainability management that contributes to achieving a sustainable society and long-term sustainable growth, and made a resolution accordingly at the Board of Directors meeting in March 2022. The ESG materiality items have been selected by conducting mapping from the perspectives of society/stakeholders and impact on the Company, based on the principle of double materiality. For each area of ESG materiality, goals and indicators for assessing the progress status have been set in the form of KGIs for 2030, KPIs for FY 2026, and KPIs under the 2024 Medium-term Plan. The progress status is reported to the Board of Directors and Executive Committee at least once a year.
“Employee happiness” and “Happiness of children” will be promoted as materiality unique to our group.
■Society (S)
Contribution to SDGs
Strategy |
[Opportunities] ・Continuous employment of competent people ・Strengthened capacity to respond to changes and business opportunities [Risks] ・Shortage of human resources / surging personnel expenses ・Outflow of human resources
To remain as the workplace that is chosen by people, implement measures to help them feel a sense of joy and accomplishment (job satisfaction) and establish a comfortable and supportive workplace environment and internal systems. |
Indicators/goals (KGIs for 2030) |
Enhance job satisfaction of employees Total score of employee engagement survey: 71 [OLC Group-wide] |
2024 Medium-term Plan |
FY 2026 |
|
KPI |
Expand initiatives aimed at enhancing employees’job satisfaction |
Total score of employee engagement survey: Higher percentage of positive responses than in FY 2024 |
Progress of Initiatives to Achieve the KPI |
Conducted FY 2022 job satisfaction survey across all employment categories [Supporting diverse talent] ・Responded to legal revision by supporting paternity leave and expanded programs specific to each employment category to help individuals balance work and childcare. ・Expanded the target of solicitation for concurrent positions to include employees rehired after retirement ・Expanded the scope of jobs for individuals with disability ・Partially revised the “Disney Look,” which stipulates the appearance of cast members [Creating an environment conducive to job satisfaction] ・Raised basic salaries and hourly wages ・Introduced a stock provision trust (J-ESOP) to management-level employees of the Company and executives and management-level employees of group companies ・Renovating backstage facilities including employee cafeterias ・Launched the “Healthy Body and Mind Project” |
Strategy |
[Opportunity] ・Resolving social issues pertaining to children, who are important in our business activities [Risk] ・Exacerbated social issues surrounding children
To achieve a thriving society by nurturing the dreams and minds of children, who are our future, implement measures that resonate with children, engender their trust, and resolve social issues pertaining to children, through the Tokyo Disney Resort business. |
Indicators/goals (KGIs for 2030) |
[Tokyo Disney Resort] Implement activities aimed at enriching the daily lives and minds of children [Social contribution activities] Implementing activities to foster the development of children, who are our future |
2024 Medium-term Plan |
FY 2026 |
|
KPI |
Set targets in FY 2023 |
Set targets in FY 2023 |
Progress of Initiatives to Achieve the KPI |
[Tokyo Disney Resort] ・Surveyed the positive impact of Theme Park experience on children
[The OLC Group’s social contribution activities] ・Started offering “Child Smile Meals” periodically at employee cafeterias. Meal prices include donations, that the Company adds as a matching donation. |
Strategy |
[Opportunity] ・Increased experience value by adapting changes in society and customer needs [Risks] ・Declined experience value due to insufficient diversity measures ・Heightened social concerns over human rights
To address changes in society and customer needs and conduct business activities in which diverse customer values are respected, implement structured measures to ensure that human rights are respected, review existing products and services, and build systems to give due consideration to diversity, among others. |
Indicators/goals (KGIs for 2030) |
・Build and implement a human rights due diligence process for designated key human rights issues ・Build systems for implementing business activities in which diversity is respected |
2024 Medium-term Plan |
FY 2026 |
|
KPI |
・Implement a gap analysis on 11 key human rights issues in three fields—employees, supply chain, and customers—and identified areas in which initiatives for vulnerable rightsholders are insufficient ・Establish an internal structure for promoting human rights initiatives sustainably ・Proportion of employees to whom the Guidelines on Diversity was handed out: 100% ・Implement a gap analysis on existing facilities/services and formulate and execute countermeasures |
・The scope and proportion of key human rights issues for which human rights due diligence is implemented ・Proportion of employees to whom the Guidelines on Diversity was handed out ・Proportion of employees for whom training on the Guidelines on Diversity was provided |
Progress of Initiatives to Achieve the KPI |
[Human rights] ・Revised the OLC Group Human Rights Policy Statement ・Formulated a roadmap to 2024 for identifying gaps regarding key human rights issues in three fields—employees, supply chain, and customers ・Implemented a human rights due diligence session involving experts and top management members [Diversity] ・Established a priority order with regard to customers at the Subcommittee on Diversity & Inclusion ・Distributed the Diversity & Inclusion Handbook to all Group employees and implemented dialogues ・Offered expanded opportunities for guests with a disability to enjoy certain attractions |
Strategy |
[Opportunity] ・Expanding competitive advantages by giving due consideration to the environment and society across the entire supply chain [Risk] ・Heightened social concern over the entire supply chain
Formulating a policy to achieve sustainable procurement in collaboration with suppliers. |
Indicators/goals (KGIs for 2030) |
・Ensure that all 1st-tier suppliers are informed of and consent to our Procurement Policy and the OLC Group Vendors Code of Conduct ・Ensure sustainable raw material procurement for all internally identified items |
2024 Medium-term Plan |
FY 2026 |
|
KPI |
Ensure 100% engagement with key suppliers |
Develop a Procurement Policy and incorporate it into the Vendors Code of Conduct |
Paper |
Ensure that suppliers are informed of our policy on paper procurement and carry out ongoing investigations of major suppliers |
Set KPI for FY 2026 by FY 2024 |
Palm oil |
Switch popcorn oil to sustainable palm oil at Theme Park restaurants |
|
Conflict minerals |
Establish a policy concerning conflict minerals including how to monitor suppliers |
|
Timber |
Formulate specifications for timber used in environmentally friendly design |
|
Textiles |
Establish a policy for procuring textiles with low environmental impact |
|
Seafood |
Consider partially switching to sustainable seafood |
Progress of Initiatives to Achieve the KPI |
・Formulated the OLC Group Procurement Policy ・Set individual targets and established directions of initiatives for some raw materials |
■Environment (E)
Contribution to SDGs
Strategy |
[Opportunity] ・Generating new experience value by adapting to climate change [Risk] ・Increased number of abnormal climate and natural disaster events that give growing impact on business
Produce and procure renewable energy, take energy-saving actions, install environmentally friendly design, etc. to reduce the risk of climate change and adapt to climate change with enhanced resilience to increase the sustainability of business. |
Indicators/goals (KGIs for 2030) |
Reduction in greenhouse gas emissions – Scope 1 and 2: 51% reduction from the FY 2013 level → Achieve net zero emissions of greenhouse gases by FY 2050 |
KPI |
2024 Medium-term Plan |
FY 2026 |
Procurement of renewable energy |
CO₂ emissions reduction: 78,000 t-CO₂ |
CO₂ emissions reduction: 198,000 t-CO₂ |
Energy-saving activities |
Remodel internal system (visualization system) |
Implement across the entire Group by utilizing internal systems |
Installation of environmentally friendly design |
Formulate proprietary guidelines |
Execution based on proprietary guidelines |
Production of renewable energy |
Consider and install solar power generation equipment |
Consider and install solar power generation equipment |
Investing in and remodeling vehicles, machinery, and facilities |
Consider and install environmentally friendly items |
Consider and install environmentally friendly items |
Scope 3 |
Set target for next Medium-term Plan |
Set target during the Medium-term Plan period |
Strengthening resilience |
Start information disclosure in accordance with the framework of TCFD |
Consider measures based on TCFD framework |
Progress of Initiatives to Achieve the KPI |
・Revised the OLC Group Environmental Policy ・Endorsed TCFD and commenced scenario analysis ・Procured renewable energy and installed more solar panels within our premises ・Reorganized and expanded Scope 3 categories |
Strategy |
[Opportunity] ・Creating new demand by providing new products and services with environmental value [Risk] ・Depletion and rising cost of natural resources
Implement measures such as to save resources and reduce waste pertaining to products and services and promote the sustainable use of resources to contribute to the development of a recycling-oriented society. |
Indicators/goals (KGIs for 2030) |
・Waste reduction target [weight]: 10% reduction from the FY 2016 level ・Percentage recycled [actual result]: 80% |
KPI |
2024 Medium-term Plan |
FY 2026 |
Food loss [vs. FY 2019] |
Total (weight) 22.5% reduction |
Total (weight) 45% reduction |
Single-use plastic [vs. FY 2018] |
Total (weight) 10.5% reduction |
Total (weight) 21% reduction |
Adoption of resource-saving products/services and saving resources [vs. FY 2018] |
Total (weight) 4.4% reduction |
Total (weight) 8.8% reduction |
Effective use of water resources |
Target to be set for next Medium-term Plan |
Target to be set for next Medium-term Plan |
Contribution to forming symbiotic relationships with nature |
Target to be set for next Medium-term Plan |
Target to be set for next Medium-term Plan |
Progress of Initiatives to Achieve the KPI |
・Revised the OLC Group Environmental Policy ・Launched 14 products made with organic cotton and recycled materials at our Theme Parks ・Replaced plastic cutlery in phases at our Theme Park restaurants with cutlery designed to meet the reduction target set under the Plastic Resource Circulation Act |
■Governance (G)
Strategy |
[Opportunity] ・Strengthened capacity to address changes in social conditions [Risk] ・Decreased capacity to address new changes in needs and potential risks
To evolve business activities and contribute to achieving a sustainable society, implement measures to attribute importance to appropriate and open information disclosure to stakeholders and dialogues with them |
Indicators/goals (KGIs for 2030) |
Ensure appropriate and open information disclosure to stakeholders and place value on interactive communication with them to evolve business activities and engage in activities that contribute to achieving a sustainable society. |
2024 Medium-term Plan |
FY 2026 |
|
KPI |
Established internal structures to promote initiatives for stakeholders and steadily put them into practice |
Set KPI for FY 2026 by FY 2024 |
Progress of Initiatives to Achieve the KPI |
・Classified the stakeholders that their reflection in management is important as a means of organizing external stakeholder engagement in companies, and newly selected “children” as one of our stakeholders, in the Subcommittee on Stakeholder Engagement ・Dissolved the Subcommittee on Stakeholder Engagement, and launched a system where the Sustainability Promotion Department monitors the progress made in our stakeholder engagement plan for respective stakeholders |
Strategy |
[Risk] ・Decreased growth opportunities and social trust due to lack of appropriate decision-making function
Ensure that all laws and regulations and the Corporate Governance Code are complied with, and establish management systems that allow flexible responses to changes and facilitate growth. |
Indicators/goals (KGIs for 2030) |
Ensure that all laws and regulations and the Corporate Governance Code are complied with, and the management systems in place allow flexible response to changes and facilitate growth. |
2024 Medium-term Plan |
FY 2026 |
|
KPI |
・External directors’ rate of attendance at Board of Directors meetings: 100% ・Evaluation of the effectiveness of the Board of Directors: Ensure appropriate evaluation and make improvements ・Corporate Governance Code: Fully complied with |
・External directors’ rate of attendance at Board of Directors meetings: More than 80% ・Evaluation of the effectiveness of the Board of Directors: Ensure appropriate evaluation and make improvements ・Corporate Governance Code: Fully complied with |
Progress of Initiatives to Achieve the KPI |
・Appointment of at least one third of independent outside directors ・Majority selection of independent outside directors as members of the Nomination and Compensation Committee (optionally established) ・External directors’ rate of attendance at FY 2022 Board of Directors meetings: More than 80% ・Evaluation of the effectiveness of the Board of Directors: Revised the content and number of questions in response to advice provided by an external organization ・Corporate Governance Code: Fully complied with |
We discussed and set our materiality following the process below.
* GRI Standards, ISO 26000, SASB, etc.