The OLC Group implements a variety of human resources development programs to create an employee-employer relationship in which both sides need and elevate each other.
To help employees take charge of their own career development and grow in aspirational ways, we provide them with opportunities to develop their career and competencies. In addition, we also provide managerial employees with expanded training programs, thereby promoting the growth of both our people and our organizations.
We also support our employees in building their careers through various initiatives, including an internal system to help part-time cast members become corporate employees across different employment categories and providing them with opportunities to think about their careers.
Through the autonomous growth of each and every employee, we aim to increase the value of our business and, furthermore, contribute to Japan’s service and tourism industries. In addition, by strengthening our human resources, we aim to execute our long-term business strategy.

The Company has defined the profile of a “desirable employee.” Amid big changes in the external environment, to continue providing “Wonderful Dreams, Moving Experiences, Happiness and Contentment” and remain a company that is wanted by society, we are working to develop self-driven individuals who can think, make decisions, and act with autonomy.
We have specifically defined “self-driven individuals” as “individuals who are self-motivated, have their own values, connect their assigned roles with their own internal motivations/values, and are equipped with suitable skills.” We are striving to develop individual capabilities on a sustainable basis by providing our employees with reinforced support to achieve growth congruent with the desirable employee profile.
In addition, in view of the desirable employee profile, we have also defined role-specific action requirements based on the desirable behavior, and accordingly conduct recruitment, human resources development, and evaluation in an integrated manner, thereby offering employees and organizations an environment conducive to growth.
Furthermore, we have configured a development/contribution cycle and an employee development cycle. The former represents each employee’s course of personal development toward fulfilling the action requirements, while the latter signifies their superiors’ efforts to encourage their development. By supporting cast members and managers in each process, we aim to accelerate the cycles and help them perform at even higher levels.

We are fostering a corporate culture that encourages our cast members to work with vigor. Specifically, we help them gain a strong sense of self-efficacy, namely, the sense of being useful to our guests by creating “Happiness” for them, and a sense of personal growth. In our belief that this initiative will lead to further development of our cast members, we are working to expand education/training programs and offer a support system that helps them perform at their best in our efforts to improve the workplace environment.

For Theme Park Operation employees, we clarify the behavior expected of them to encourage their autonomous personal growth and raise their motivation to take on new challenges. Specifically, the expected behavior includes a demonstrated eagerness to seek improvement; a commitment to getting things done without giving up; and the ability to act as part of a team while fulfilling individual responsibilities. Based on this, an employee development cycle has been defined. This cycle supports employees’ autonomous growth by providing role-specific development programs as well as career support programs to help them better understand themselves and plan and achieve their career paths.

At Oriental Land Co., Ltd., we have in place training systems tailored to each job function. Our aim is to fulfill our corporate mission by encouraging all employees to use their own initiative in fulfilling their roles.
Regardless of their role or career path, all new employees undertake training programs to learn about the Disney philosophy and Disney theme parks.
In addition, training programs specific to ranks and grades as well as the Job Challenge System that encourages employees to venture into new fields are offered to help employees build their careers.

We provide our corporate employees with job opportunities and training programs to enable them to become competent individuals, whether acting within or outside the company.
To achieve sustainable growth as a corporation, the autonomous growth of each and every employee is indispensable. To this end, our employees are expected to take charge of their own career development and continue learning with aspiration.
We organize training programs based on the careers and needs of our employees, and offer opportunities for them to gain new insights and perspectives beyond their jobs and develop their competencies and career.

Our training programs are composed of training for junior staff aimed at developing the basic knowledge and skills needed to serve as a fully contributing member of society, and training tailored to the roles and career of each employee. In addition, there are also systems in place to support individuals’ career building and personal development. We make sure that employees aspiring to achieve growth can avail themselves of training opportunities at any time.

Cast members’ growth underpins the development of our Theme Parks. In pursuit of “We Create Happiness,” the goal upheld by cast members, we provide all cast members with induction courses for learning about the Disney philosophy and the cast members’ code of conduct. After they are assigned to their respective divisions, department-specific training programs including on-the-job training are implemented.
In addition, we have a system of appointing trainers responsible for providing guidance to newer employees, and Disney training programs.
Furthermore, we strive to improve the workplace environment with the aim of offering cast members opportunities to be recognized in their daily operations and to receive effective feedback.
To support the growth of Theme Park Operation employees, we offer training programs that aim to provide structured knowledge and skills required for each role and rank, as well as optional courses where they can acquire knowledge and skills as they choose in their spare time.

To support the autonomous growth of all Theme Park Operation employees, we have in place career support programs to help them better understand themselves and plan and achieve their career paths.
In addition, at OLC Career College established in October 2018, we offer additional support in career development through a variety of optional seminars, workshops, and career consultation services. Comments made by college attendees include: “The college has always given me a helping hand whenever I lacked sufficient motivation to take a step forward. The place gave me self-confidence.” Also: “By interacting with others, I was able to see myself from a relative point of view.”
Furthermore, we offer opportunities for part-time cast members to be promoted to Theme Park Operation or corporate (Theme Park managerial) roles, and for Theme Park Operation employees to be promoted to corporate (Theme Park managerial) roles. The promoted employees are assigned to instruct and develop cast members and engage in operations.