Message from Our Leadership

“Everything Is for the Guests”
— This conviction expands our dreams and sets our adventurous spirit racin

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 eEarth 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 Oriental LandOLC 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.

Tokyo DisneySea reached a major milestone in 2026, marking its 25th anniversary. We extend our heartfelt gratitude to the many guests and stakeholders who have supported us to this day.
The next 25 years will be a different era from those that have come before. In an era of rapid change, it is impossible to predict the future 25 years from now with any precision. That is precisely why I believe my mission is to build a foundation on which the next generation can continue to pursue new challenges, while preserving the values that must be passed down regardless of how the times may change.
The external environment surrounding us is changing at an unprecedented pace and scale, with numerous challenges unfolding simultaneously — soaring construction costs and prices, fluctuating interest rates and exchange rates, geopolitical risks, climate change and more. Yet I believe it is precisely in times of such headwinds that the true strength and worth of a company are put to the test. Whatever changes may come, raising our forecast assumptions so that we can respond to them, making decisions and continuing to create value. This, I believe, is the very essence of sustainability management.
While the external environment is beyond our control, our internal structure is within our power to change. By anticipating even the worst-case scenarios, we will build the Company’s resilience from within. To that end, managing through subtraction, not just addition, is essential. We must also identify what is truly necessary and have the courage to decide to stop doing work that need not be done.
That said, management through subtraction does not mean being reluctant to invest in the future. It is a forward-looking effort to concentrate management resources on what truly must be protected and on what will drive future growth. Rather than being swayed by near-term conditions or chasing short-term results, we will steadily pursue forward-looking challenges and make the necessary investments. We believe that this steady accumulation of effort will refine the value of the OLC Group and evolve the DNA we have inherited.

To achieve the transformation and growth we are targeting by 2035, it is essential that every employee think and act on their own initiative, draw on their individual expertise, and work together across organizational boundaries. In November 2025, the Company reorganized from a structure based on business units to one based on functions. The aim is to break down barriers between departments and create an environment where, rather than waiting for instructions, those who identify an issue take the initiative, engage those around them and work toward a solution.
At the parks, a culture has taken root in which, starting from the question “What can we do for our guests?”, ideas are shared with ever greater freedom of thought and put into action. For example, when the Tokyo Disneyland nighttime spectacular “Reach for the Stars” ends, tens of thousands of guests head toward the entrance area all at once. At such times, it is not only the cast members responsible for directing guests and cleaning the park who take action. Cast members from the food division guide guests in front of their stores, and cast members from the merchandise division replace the trash cans, acting beyond the roles of their own divisions from the perspective of what the park as a whole should be. This collaboration creates an environment in which we can see guests off safely and comfortably. United by the shared conviction that everything is for the guests, they join forces of their own accord. In those actions, we see the change we have been working toward.
What we are aiming for is to deliver not just enjoyment in the moment, but value that carries into the future. Experiences that move the heart become irreplaceable memories that broaden horizons and give us the power to envision a future not yet seen. Especially for the children who will lead the next era, we hope that the encounters and discoveries they have at Tokyo Disney Resort will stimulate their curiosity and inspire them to picture their h  opes and dreamsdreams and hopes. It goes without saying that we deliver happiness to the guests in front of us, but we also want to stay mindful that those experiences remain in their hearts and carry on into the future. If we are to continue contributing to society through our businesses, we must also turn our attention to the sustainability of the global environment. Within the Resort, we offer edible spoons made from spent coffee grounds at the special event “Tokyo DisneySea Food & Wine Festival,” and we are advancing initiatives with like-minded partners such as repurposing waste cooking oil into SAF (Ssustainable Aaviation Ffuel) (SAF)   in collaboration with Japan Airlines Co., Ltd.
The value created in this way extends to guests, to children, to local communities and to the global environment, and is passed down across generations. We are convinced that this journey represents the OLC Group’s sustainable growth and leads to greater long-term corporate value.

I hope that the OLC Group will be a company that society trusts and continues to choose. It is not a company evaluated solely on the appeal of its business. It is a company trusted for the attitude of each and every employee who works here, the corporate culture, and the way it engages with society. It is my hope that the OLC Group will remain a company where everyone, regardless of gender or age, works vibrantly, with hopes and dreams and hopes  , and where employees feel they would want their own children and their friends to work here, too. We believe it is our responsibility to pass these aspirations on to the next generation.
What is the OLC Group? We are a company that continually pursues the “”real thing.” And we are a company that has continued to create experiences and culture that did not yet exist in the world, delivering value that enriches people’s hearts. The driving force behind this is the passion inherited from those who came before us, a creativity that continues to evolve, and a hospitality that is uniquely our own. And underlying all of this, always, is nothing other than the single, unwavering passion that has driven the Company since its founding: “”Everything is for the guests.” What we have created over many years, pouring in the wisdom and passion of many people, is met with the smiles and cheers of our guests. Driven by an exhilaration that outweighs the hardships we have overcome, we expand our imagination once more and set out on new adventures.
It is the power of people that carries this passion forward and gives it form. Across the OLC Group, there are colleagues who, regardless of department or job function, love this business and embrace the joy of guests as their own. That is precisely why, even in the face of adversity, we have each been able to confront challenges as our own, bring our individual strengths together, and share our wisdom to forge a path forward. This is one of the important aspects of our corporate culture that we must pass on to future generations.
We will continue to protect these timeless values, embrace the shifts of the times without fear, and press forward with our challenges — so that, looking back from ten years into the future, FY2026 will be recognized as the turning point at which the OLC Group made a bold course correction toward its next phase of growth, and so that we can take pride in the fact that it was the power of people that supported that challenge.
We hope that our shareholders, investors and all other stakeholders will take a long-term perspective, to watch over and accompany the OLC Group on its journey of transformation and growth. We invite you to look forward to the endeavors that lie ahead for the OLC Group.

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 Oriental Land 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 t  he 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 t  he 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. 

No matter how sound our strategy or investment plans may be, it is our people who bring them to life. I am confident that the greatest driving force of the OLC Group lies in the power of our people, and I believe that investment in human capital is one of the most important growth investments.

The value we offer does not end with the experience of a single day. The time spent with family and friends lives on as a memory, becoming a part of that person’s life. Guests who visited as children return in later stages of life, creating new memories while sharing cherished experiences with the next generation. In this way, memories continue to be passed down across generations. Continuing to nurture memories across generations is a social value unique to Tokyo Disney Resort, and it is also a source of significant competitive strength for us.

Sustaining the experience value unique to Tokyo Disney Resort are people with diverse expertise in attraction development and operations, maintenance, merchandise planning, IT and digital, and business management. When these areas of expertise come together organically and support our employees’ hospitality, the result is service attentive to each guest and the moving experiences unique to Tokyo Disney Resort.

At the heart of this lies the desire to make our guests’ joy our own. Many of our employees first visited Tokyo Disney Resort as guests and joined the Company hoping that they, too, could bring smiles to many guests. With every “thank you” and smile they receive from guests, they deepen their own sense of fulfillment and nurtures their desire for exceptional guest experience. This spirit, passed down steadily across generations, is the driving force behind the OLC Group’s service quality.

No one can do their job alone, however. That is precisely why it is important for each person to apply their expertise, engage in dialogue across departments and roles, exchange opinions frankly when needed, and arrive at the best answer.

These feelings and attitudes of each individual have cultivated a corporate culture unique to the OLC Group, one in which people respect and celebrate one another. I intend to develop this culture further and foster an organizational climate in which everyone can take on challenges without fear of failure, support one another in those endeavors, and grow together.

Achieving our 2035 Long-term Management Strategy will require us to simultaneously evolve our existing businesses and launch our cruise business. To that end, we will strengthen the recruitment and development of talent with advanced expertise in areas such as IT and digital, AI, and maintenance technologies. We will also create an environment in which diverse talent can fully realize their potential, further enhancing creativity and execution across the organization. I strongly believe that investing in our people is the single most important foundation for achieving our 2035 Long-term Management Strategy and for continuing to enhance corporate value beyond that horizon.

In December 2026, Oriental Land will reach the significant milestone of the 30th anniversary of its stock exchange listing. We extend our heartfelt gratitude to the many guests, local communities, employees, shareholders, investors, and other stakeholders who have supported us throughout our journey.

The listing was not solely about raising capital. The listing enhanced management transparency through dialogue with the capital markets, while also significantly supporting our growth as a company through stronger governance, a more solid management foundation, and access to talented people. Three decades of experience engaging with the capital markets have become an important foundation supporting the OLC Group’s corporate value today.

Looking back, the history of the OLC Group has been a series of unprecedented challenges. The opening of Tokyo Disneyland, the opening of Tokyo DisneySea, and the cruise business we are currently working on. Each of these has been a step in our journey to pursue value that no one had yet achieved.

While passing on our DNA of challenge to the next generation, we will keep moving forward toward “Bringing more ‘Happiness’ to you and the community.” We invite all of our stakeholders, including our shareholders and investors, to witness the future the OLC Group envisions for 2035 and the growth that lies beyond. We will devote our full efforts to meeting your expectations with tangible results and translating those results into sustained growth in corporate value.