The OLC Group upholds “Diversity, equity and inclusion” as an area of ESG Materiality.
When employees with a variety of strengths, traits, and values respect and raise each other, they can all work with a sense of fulfillment. We will also aim to engender passion for work and a sense of security and trust toward the company and colleagues.
To help employees lead fulfilling private lives while unleashing their potential at work, we are making efforts to create systems and corporate culture conducive to work-life balance.
To empower diverse employees to demonstrate their potential, it is essential that human rights are respected as a basic tenet of our corporate culture. The OLC Group Human Rights Policy Statement sets forth the following: “The OLC Group strives to provide inclusive workplaces where the human rights, identities, and differences of people from all backgrounds are respected. We do not tolerate harassment or discrimination in any form, including on the grounds of a person’s sex, age, race, nationality, language, culture, religion, disability, sexual orientation, and gender identity. We support every employee so that they can realize their full, unique potential.” In compliance with this statement, we respect the human rights of the people we work with, including employees.

[Risks]
・Emergence of risk due to insufficient response to human rights protection
・Declined guest experience value due to insufficient customer diversity measures
・Declined employee engagement due to insufficient employee diversity measures

[Opportunities]
・Increasing guest experience value by adapting to changes in society and customer needs
・Enhancing business value through diverse human resources and values

To enable employees to gain a deeper understanding of diversity, we ensure that our related policies and beliefs are widely shared through announcements of diversity promotion initiatives. In addition, we seek to educate our employees by sharing information about diversity through in-house newsletters and the intranet.
The Normalization Creator Class for Park operation employees, for example, offers programs, including skills training, that teach understanding and acceptance of diversity among guests and cast members alike through dialogues based on case studies using examples of initiatives designed to support diversity at our Theme Parks.
In January 2023, we also started distributing to employees the Diversity & Inclusion Handbook, which summarizes our approach to diversity, along with examples, offering basic policies to be followed when interacting with other employees and guests. We also encouraged dialogues to help employees to better understand diversity. In addition, we handed out materials offering key pointers for those who need to provide advice to their subordinates on how to resolve diversity-related issues.

We have set the following metrics and targets for “Diversity, equity and inclusion,” an area of our ESG Materiality.

At Oriental Land Co., Ltd., we are implementing measures to make the workplace environment more comfortable for our employees.
On April 1, 2023, for example, we revised the Disney Look, which stipulates the appearance of employees.
As a result of the revision, gender-specific names of items were eliminated and replaced with genderless styles, and some rules were also eased.
For some costumes, we are introducing unisex versions in phases while maintaining the costume themes tailored to the respective Parks and areas, allowing cast members to wear their costume of choice. In addition, we also have in place gender-neutral changing spaces in addition to changing rooms for men and women.
Furthermore, we have expanded the scope of individuals entitled to use a professional name instead of their legal name. Thus, we are working to build a workplace environment where all employees can thrive.

At OLC, as part of our initiatives to help employees maintain their work-life balance, we have systems that allow a leave of absence to provide childcare, a vacation to care for sick children, a leave of absence or vacation to provide family care, paid leave in half-day increments, and paid sick leave (also available for family care; up to 60 days of annual paid leave can be accumulated for allocation to this leave).
Corporate employees use the flexible working hours system and the remote working system in a way suitable for each job, and avail themselves of paid leave in half-day and hourly increments.
For Theme Park Operation employees who sustain our Theme Park operations, certain systems for corporate employees are offered to them. For cast members who also sustain our Theme Park operations, short work shifts are made available to help balance work and family responsibilities or studies. For cast members looking to take on longer shifts, we have in place a smartphone-based system, through which they can apply to fill available shift slots to achieve a more flexible work style.
At our company, we strive to prevent overwork and reduce overtime working hours by helping managers gain awareness of labor time management, regularly reviewing the number of staff required for each position, installing tools for enhancing efficiency, and monitoring the status of overtime working hours.
In FY2024, the average monthly overtime hours of corporate employees and Theme Park Operation employees at OLC amounted to 15 hours and 12 minutes.

* Rate of Return = (Number of individuals who took a leave of absence to provide childcare during the term – Number of individuals who subsequently resigned) / Number of individuals who took a leave of absence to provide childcare during the term

Furthermore, as benefits for corporate employees and contract workers, our Company has in place an optional asset-building support system. This system offers our corporate employees and contract workers an opportunity to build assets in preparation for a secure post-retirement life after 60 years old by enrolling in a bonus-based defined contribution pension plan.
Having these programs in place alone is not enough if employees are to achieve a healthy work-life balance. We must also nurture a culture that encourages employees to use them. At our Company, we employ various methods so that employees are aware of the childcare and family care support programs that are available to them. We will continue to work toward creating a culture that enables each and every employee to enjoy a better work-life balance.

At our company, we adopt a wide range of systems designed to help employees keep working while fulfilling childcare responsibilities. We have in place a consultation service where they can seek advice tailored to their specific needs.
For expecting and new mothers and their spouses, we offer maternity leave and spousal maternity leave (up to two days of paid leave).
We also have introduced various programs for employees returning to work after taking childcare leave: childcare hours, reduced working hours for childcare, exemptions from working extra hours, late-night and holiday shifts, as well as time off to care for sick children (up to seven days). In addition, we offer a comfortable lactation room for breastfeeding female employees.
In support of employees returning to work, we have in place a mid-career return program in which shift employees can set shorter working hours. For employees with a working spouse, childcare subsidies are available for hiring babysitters.
Furthermore, to support employees and Theme Park Operation employees returning to work, we opened Kids’ Village Arbre, a company-financed childcare facility within our premises, which offers full-time as well as short-term childcare services. Such measures help them plan their careers from a medium- and long-term perspective and achieve growth by making maximum use of their time.
In addition, for show performers whose work hours may fall on any day of the week and at any time of the day, we expanded the availability of short-term childcare services to support their needs.
Employees are also able to take leave to visit a medical institution for infertility treatment.

At OLC, we actively employ individuals with disabilities, primarily at our special subsidiary Maihama Corporation Co., Ltd. Employees with disabilities represent 2.62% of our workforce (as of June 1, 2025), which exceeds the legally prescribed employment rate of 2.5%. We will continue with our recruitment and job retention efforts to increase the employment rate of individuals with disabilities.

In collaboration with Maihama Corporation, we actively develop and expand the range of jobs within the OLC Group that are available to employees with disabilities, while also offering a wide range of jobs that accord with the attributes of each and every employee. 

For example, we offer Theme Park on-stage jobs to cast members with a disability on a trial basis. This means they will likely engage in guest services, as opposed to the backstage tasks that they have traditionally often assumed. We will continue to establish systems that both encourage hard work and provide the members of our diversely talented workforce with a sense of fulfillment.
Furthermore, we focus on the normalization principle at Maihama Corporation, developing facilities and support programs that accommodate the needs of employees with disabilities in order to create a fulfilling work environment for everyone. 

* Group companies applicable for special provisions for persons with disabilities are: Oriental Land Co., Ltd.; Maihama Corporation Co., Ltd.; Milial Resort Hotels Co., Ltd.; MBM Co., Ltd.; and M Tech Co., Ltd. The percentage of employees with disabilities among all Group companies is 2.59% as of June 2025.

At our Company, we have been working to create an environment where our employees can focus on their work without worry. Accordingly, our corporate culture makes it possible for numerous female employees to work on an equal footing with men.
At present, the difference in the number of years of continuous service between male and female corporate employees is 4.1. Women account for 56.5% of corporate employees, and 77.1% of cast members and other workers (as of the end of March 2025).
We will continue working to make our workplaces better suited for female employees to fulfill their potential, ensuring that women can make use of their skills on an equal footing with their male colleagues.
We are upholding a target to increase the percentage of female managers to over 25% in FY2025. To this end, we create opportunities to elevate female manager role models to help employees envision their future careers and organize programs to support employees engaged in childcare/family care to prevent them from interrupting their careers.