Our approach to human capital, the policy for human development including securing human diversity, and the policy for improvement of the internal environment are as follows.
For the OLC Group, human resources are the cornerstone of our value creation and are as indispensable as our ongoing investments in facilities that captivate guests. Guest services provided by highly engaged employees who take pride in our business are the main source of our strength, particularly in our Tokyo Disney Resort business.
Committed to achieving Our Goal for 2035, the OLC Group needs to enable its talent base to create more value as well as retain its own hiring competitiveness. To this end, we uphold the human resources policy of fortifying our talent base and securing more human resources in order to strengthen our ability to compete in the market, thereby evolving into a group that continues to create new value. We will implement the policy based on the following three key strategies.
■Human resources growth base
- By drawing on the experience of managing diverse operations, foster talent capable of consolidating people’s efforts to maximize team performance
- Redesign our HR system in consideration of job features and internal/external environment
■Organizational strength
- Visualize issues to enhance employee engagement and systematize spontaneous improvement at each organization
- Establish an organizational culture that values dialogues, strengthens ties, and maximizes the capabilities of organizations and individuals
■Sense of security at work
- Improve workplace facility environment
- Continuously improve employee compensation in consideration of internal/external environment
- Ensure a reassuring workplace by supporting diverse ways of working
Implementing the above three key strategies in an effort to fulfill our human resources policy is expected to lead to “Employee happiness,” an area of ESG Materiality.
Specifically, we have defined “Employee happiness” as “a state in which each individual is highly satisfied and engaged in their work.” Accordingly, we are working to enhance our employees’ “Job Satisfaction” (a sense of joy and accomplishment) and create a 'comfortable and supportive environment (workplace and internal system).
In addition, in an effort to further enhance employee satisfaction and engagement at work, we have clearly defined the desirable employee-employer relationship as one in which both sides mutually need and elevate each other. We believe it is crucial for our employees to keep taking “one step forward” and for the Company and their managers to encourage and support them accordingly. We are thus aiming to cultivate a mutually inspiring dynamic.
[Risks]
- Decrease in the value provided
- Outflow of human resources
[Opportunities]
- Further increase in the value provided to customers by motivated employees who enjoy working
- Strengthened capacity to respond to changes and business opportunities
To continue to be a corporation in which employees can truly take pride, we will work on measures to enhance employees’ job satisfaction (a sense of achievement at work) and offer a comfortable workplace environment including supportive programs, thereby enabling employees to consistently generate new value while finding joy in their work.
For the ESG Materiality item of “Employee happiness,” the following indicator and goal has been set.
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Direction of initiatives |
KPIs |
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2030 |
2027 |
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Enhance job satisfaction by implementing effective initiatives for different components of employee engagement in consideration of the traits of each employee category—corporate employees, Theme Park Operation employees, cast members, show performers, and Group company employees |
Total score of employee engagement survey: 71 (OLC Group-wide) |
Achieve higher total score of employee engagement survey than in FY2024 (OLC Group) Achieve higher scores every fiscal year for the following items that significantly affect the total score ・Job: Demonstration of competence and a sense of self-efficacy ・Self-development: A sense of accomplishment and growth through work ・Human relations: Create communication time for cast members at the forefront of park operations and their superiors ・Environment: Workplace facility environment, satisfaction with compensation, satisfaction with occupational health factors, and other factors that provide peace of mind at work |
We believe our 2035 human resources policy helps enhance employee job satisfaction, specifically a sense of joy and accomplishment at work fostered by a comfortable and supportive environment. This will be measured via our employee engagement survey, and we believe this policy will lead to a higher total score. The human resources policy focuses on elevating the following three key aspects: strengthening the foundation to promote development, furthering the strength of the organization itself, and promoting a sense of security at work.
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Review of FY2025 |
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Human resources growth base |
・Strengthened cast member training to enhance guests’ immersive experience |
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Organizational strength |
・Increased communication targeting cast members in order to foster greater joy in their work |
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Sense of security at work |
・Continued the mental and physical health improvement projects |
We will strive to enhance job satisfaction by implementing effective initiatives for different components of employee engagement in consideration of the traits of each employee category—corporate employees, Theme Park Operation employees, cast members, show performers, and Group company employees.
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Outline |
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Reality assessment |
・Conduct periodic engagement survey ・Analyze current state and identify issues based on engagement survey results |
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Implementation |
・Discuss initiatives to foster dialogue (corporate culture) ・Support initiatives led by each organization with the aim of creating a highly engaging organization where employees can take a step forward ・Discuss Group-wide initiatives aimed at offering a sense of security at work └Improve workplace facilities └Expand work-life balance measures └Accommodate greater diversity in work styles └Improve satisfaction with compensation └Promote mental and physical health |
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Raising awareness |
Sending out messages to help employees become aware of the initiatives (e.g., through internal newsletters, etc.) |
OLC employs approximately 25,000 people, each of whom is putting their special skills to use. Around 20% of our workers are corporate employees, contract workers, and show performers, with the remaining approximately 80% employed as Theme Park Operation Employees and part-time cast members who work at the front line welcoming guests.
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Employment category |
Role |
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Corporate employees |
Career-track employees |
Generalist employees who work across a wide range of business areas, including the actual Theme Park business, Theme Park support, and general administration |
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Theme Park management staff |
Theme Park department professionals who operate Theme Parks, resolve organizational issues, and engage in human resources development |
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Specialists |
Specialists working in specific fields such as technology and food preparation |
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Theme Park Operation employees |
Employees who directly serve guests and engage in frontline operational tasks while performing different jobs within our Theme Parks, as well as support efforts to resolve organizational issues |
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Contract workers |
Workers in charge of specialized work in specific departments |
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Show performers |
Entertainers who are selected based on auditions to perform in the Theme Parks’ shows and parades |
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Cast members |
Employees who serve guests and engage in frontline operational tasks. Their tasks include providing information at attractions, cleaning the Park, preparing food, serving customers at restaurant facilities, store sales, inventory management, etc. |
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At OLC, we follow international standards to respect basic labor rights including the collective bargaining.
The management and the labor union, Oriental Land Friendship Society (OFS), build mutual understanding and trust through negotiations in order to collaborate on and implement initiatives aimed at the creation of a better workplace environment.
As of March 2026, there were 24,498 union members, accounting for 99.9% of all employees, including contract workers, cast members, and show performers, who joined in and after FY2017, and Theme Park Operation employees, who joined in and after FY2019.
Under its labor agreement concluded with OFS, Oriental Land employs the union shop system, making it applicable to all categories of employees.
It is stipulated in the labor agreement concluded between OLC and OFS that prior to conducting a personnel transfer of an OFS officer, the Company must discuss the matter with OFS in accordance with the roles assumed by that officer within OFS or notify OFS of the matter. It is also stipulated that upon conducting a personnel transfer of an OFS member, OLC must notify OFS of the matter promptly after the event.
In FY2018, labor unions were also formed at each OLC Group company, along with the Federation of Oriental Land Group Friendship Society (OGFS), a federation comprising the labor unions of the OLC Group.
At OLC, we prevent the occurrence of child labor by confirming ages during recruitment to comply with the minimum age of ILO (International Labour Standards). We offer equal opportunities to all, and comply with all laws and regulations on payment, ensuring that it exceeds the minimum wage set for the relevant location.
Hiring, placement, evaluation, and remuneration are decided impartially, based on the competence, experience, and accomplishments of each individual.
We strive to prevent overwork and reduce overtime work hours. Specific measures include educating managerial staff to help them appropriately manage employees’ work hours and gain awareness of different work styles; ensuring that the Human Resources Division and other organizations regularly review the required number of staff members for each function and introduce tools for enhancing operational efficiency; and monitoring the status of overtime work hours.
There were no cases of labor-related compliance violations in FY2025.