Oriental Land Co., Ltd. was established in 1960 with the purpose of contributing to the cultural life of the nation and the welfare of Japanese citizens. Following this, efforts to attract the American Disneyland to Japan began, and in 1979, a license agreement was signed with Walt Disney Productions (as it was known at that time). Tokyo Disneyland then opened in 1983.
We have continued to spread happiness that cannot be found anywhere else throughout the community.
During this drastically changing world caused by climate change, the declining birth rate and aging population, etc., the OLC Group will work to continue providing value to society and to evolve as a company for the next 50 to 100 years. To this end, we have decided to aim for sustainable management that incorporates responses to global environmental problems and social issues into our operations and business strategy.
The OLC Group defines sustainable management as the realization of both “contribution to a sustainable society” and “maintaining of long-term corporate growth.” In particular, the commitment includes evolving our existing business operations to offer options that more closely cater to guest needs, improving our capacity to address fluctuations in demand to enhance the added value of the Tokyo Disney Resort. In addition, it also includes taking on the challenge of establishing new businesses that help us resolve issues and enhance values in our core business, as well as provide us with growth opportunities. Furthermore, we intend to contribute to social issues, such as working toward the Sustainable Development Goals (SDGs).
To sustainably create “Happiness,” which is a value offered by the OLC Group, and contribute achieving a sustainable society and long-term sustainable growth, we have formulated “Our Goal for 2030” and our medium- and long-term initiative policy for fulfilling the Goal.
At the Board of Directors meeting in March 2022, the OLC Group resolved Our Goals for 2030 and the medium- and long-term initiative policy, including eight areas of ESG Materiality selected to capture opportunities and reduce risks, with an eye to achieving sustainability management.
ESG Materiality and other sustainability matters are first discussed at the Environment Committee, Corporate Conduct Committee, and other committees as well as business execution organizations. The Sustainability Promotion Committee chaired by the Representative Director, Chief Operating Officer and President then gives more in-depth consideration to the order of priority and resource allocation pertaining to related initiatives, and proposes matters for discussion at the Executive Committee and Board of Directors.
The Board of Directors receives a report on the matters that have been discussed and resolved at the Executive Committee at least once a year, and discusses and oversees key issues concerning sustainability. The Company’s President chairs the Sustainability Promotion Committee, assuming the responsibility of making management decisions on sustainability.
For each area of ESG Materiality, we have set KGIs for 2030, KPIs for 2026, and KPIs under the 2024 Medium-term Plan as goals and indicators for assessing our progress. The progress status is reported to the Board of Directors and Executive Committee at least once a year.
Major sustainability-related matters pertaining to ESG Materiality that were proposed to the Board of Directors in FY2023
- FY2022 activities of the Corporate Conduct Committee
- FY2022 activities of the Environment Committee
- Progress in activities for ESG Materiality
- Updated KGIs for 2030 related to “Employee happiness,” an area of ESG Materiality
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Our Goal for 2030: Bringing more “Happiness” to you and the community.
We will aim to be a corporation that continues to create “Happiness,” not only for the OLC Group's stakeholders but also for the broader community.
- Continue to create “Happiness” not only inside Tokyo Disney Resort, but also for many people in the broader community
- Continue to be a corporation desired by society by fulfilling our role in the efforts made toward achieving a sustainable society
- Continue to be a corporation in which employees can truly take pride
- Medium- and long-term initiative policy
To achieve Our Goal for 2030, the OLC Group intends to promote sustainable business development and measures for eight areas of environmental, social, and governance (ESG) materiality, through which it will contribute to the achievement of the Sustainable Development Goals (SDGs).
- Sustainable business development
① Existing businesses
The OLC Group will seek higher added value for Tokyo Disney Resort by addressing diversifying guest needs and fluctuations in demand.
② New businesses
The OLC Group will engage in businesses that help resolve issues faced in existing businesses and increase their value, possibly obtaining new earning opportunities.
- ESG Materiality
In our efforts to promote sustainability management at the OLC Group, we have identified eight areas of ESG Materiality to work on as our priority by 2030. For each area of ESG Materiality, we have identified related risks and opportunities; formulated strategies, indicators, and goals; and are monitoring the status of progress of each item under the above sustainability governance framework.
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 FY2026, 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 the OLC Group.
ESG Materiality
|
Materiality |
Direction of initiatives |
Risks and opportunities |
Contributions to SDGs |
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|
Social |
Employee happiness |
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. |
[Risks] ・Shortage of human resources ・Outflow of human resources
[Opportunities] ・Continuous employment of talented people ・Strengthened capacity to respond to changes and business opportunities |
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|
Happiness of 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. |
[Risks] ・Exacerbated social issues surrounding children ・Resolving social issues pertaining to children, who are important in our business activities |
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|
Diversity & inclusion |
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. |
[Risks] ・Declined guest experience value due to insufficient diversity measures ・Emergence of risk due to insufficient response to human rights protection
[Opportunities] ・Increased guest experience value by adapting to changes in society and customer needs |
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|
Supply chain management |
Formulating a policy to achieve sustainable procurement in collaboration with suppliers. |
[Risks] ・Manifestation of risks due to insufficient supply chain management
[Opportunities] ・Expanding competitive advantages by giving due consideration to the environment and society across the entire supply chain |
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|
Environment |
Measures to address climate change and natural disasters |
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. |
[Risks] ・Increased number of abnormal climate and natural disaster events that have growing impact on business
[Opportunities] ・Generating new experience value by adapting to climate change |
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|
Recycling-oriented society |
Implement measures such as saving resources and reducing waste pertaining to products and services and promoting the sustainable use of resources to contribute to the development of a recycling-oriented society. |
[Risks] ・Depletion and rising cost of natural resources
[Opportunities] ・Creating new demand by providing new products and services with environmental value |
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|
Governance |
Stakeholder engagement |
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. |
[Risks] ・Decreased capacity to address new changes in needs and potential risks
[Opportunities] ・Strengthened capacity to address changes in social conditions |
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|
Fairness in corporate management |
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 |
[Risks] ・Decreased growth opportunities and social trust due to lack of appropriate decision-making function |
We discussed and set our materiality following the process below.
* GRI Standards, ISO 26000, SASB, etc.
With the aim of obtaining feedback from the perspective of external stakeholders that could be incorporated into our plans for the next fiscal year and onward, we held sessions with external experts on our ESG Materiality, KGIs for 2030, KPIs for FY2026, and KPIs under the 2024 Medium-term Plan, which we formulated in March 2022. Our sustainability promotion staff participated in the sessions, gaining insights from the experts regarding issues faced in their promotional activities.
Major opinions
- The current ESG Materiality is highly valid, forming a foundation for sustainability management.
- Given that the business and social environment has changed since the ESG Materiality was formulated, it is now time to evolve it if we are to achieve our long-term vision.
At the discussion meeting
External expert: Peter David Pedersen, co-leader,
Global network NELIS (Next Leaders’ Initiative for Sustainability)
Facilitator: Takeshi Nozawa, CEO,
EcoNetworks Co.
External expert: Hidemi Tomita, managing director,
LRQA Sustainability K.K.
Facilitator: Takeshi Nozawa, CEO,
EcoNetworks Co.
To address our risks, we establish and operate risk management cycles where measures are taken to prevent and address individual risks based on the OLC Group Risk Management Guidelines. At the Risk Management Committee chaired by the Company’s President, we identify and assess all risks concerning our business activities, and specify strategic risks and operational risks.
With regard to strategic risks that include sustainability risks, the respective organizations in charge formulate and execute measures to prevent and address them. The Corporate Strategy Planning Department, which oversees strategic risks, monitors their progress. In view of the outcomes, the Corporate Strategy Planning Department reports the risk management status to the Executive Committee and Board of Directors on an annual basis, and incorporates it into the OLC Group's strategy under the supervision of the Board of Directors.
We have identified risks concerning human rights, diversity, climate change, and the shift to a recycling-oriented society as sustainability risks. The organizations in charge of managing the respective risks formulate action plans as part of their measures to address strategic risks.
We conduct a variety of activities to help employees better understand what sustainability and ESG are and to help them take concrete actions through their operations, as well as to raise their awareness regarding sustainability management.
[Company-wide awareness activities]
- Distribute commentary videos on Our Goals for 2030 and ESG Materiality
- Implement ongoing briefing sessions to share progress in measures taken regarding materiality
- Regularly feature ESG topics in internal newsletters
[Building systems conducive to self-driven actions]
- Activities to provide easy-to-understand explanations on topics related to the environment and diversity, which are areas in which increased awareness at the individual level is especially required. Initiatives include organizing expositions featuring large-scale panel exhibits and distributing videos.
- Provide opportunities to engage in dialogue on sustainability-related themes aligned with issues faced by each department in an effort to facilitate execution
- Build systems conducive to self-driven actions, such as award presentations by departments and committees for prominent contributions and achievements made in the eight areas of ESG Materiality, as well as presentation of the Sustainability Award by the Company for an outstanding initiative selected from among award recipients
■Society (S)
|
KPIs |
KGIs |
|
|
2024 Medium-term Plan |
FY2026 |
2030 |
|
Expand initiatives aimed at enhancing employees’ job satisfaction |
[Enhance job satisfaction of employees] Total score of employee engagement survey Higher percentage of positive responses than in FY 2024 (the OLC Group-wide) |
［Enhance job satisfaction of employees］ ・Total score of employee engagement survey: 71 (the OLC Group-wide) |
|
Progress of Initiatives to Achieve the KPIs |
|
[Development of creative human resources]
[Supporting diverse talent]
[Creating an environment conducive to job satisfaction]
|
|
KPIs |
KGIs |
|
|
2024 Medium-term Plan |
FY2026 |
2030 |
|
Expand activities to support and enrich the minds of children |
[Tokyo Disney Resort] Implement activities aimed at enriching the daily lives and minds of children
[Social contribution activities] Implement activities to foster the development of children, who are our future |
|
|
Progress of Initiatives to Achieve the KPIs |
|
[Tokyo Disney Resort]
[The OLC Group’s social contribution activities]
|
|
KPIs |
KGIs |
|
|
2024 Medium-term Plan |
FY2026 |
2030 |
|
・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 |
・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 |
|
Progress of Initiatives to Achieve the KPIs |
|
[Human rights] Revised the OLC Group Human Rights Policy Statement Implemented a session involving employees who identify as LGBTQIA＋, and human rights seminars Implemented human rights due diligence sessions involving experts and employees Evaluated the effectiveness of contact points (helplines for employees, customers, and suppliers) [Diversity] Distributed the Diversity & Inclusion Handbook to all Group employees and implemented dialogues Offered expanded opportunities for guests with a disability to enjoy certain attractions Implemented awareness activities ・Hosted an internal exposition on accessibility ・Organized internal case study sessions |
|
KPIs |
KGIs |
||
|
2024 Medium-term Plan |
FY 2026 |
2030 |
|
|
Overall |
Ensure 100% engagement with key suppliers |
Develop a Procurement Policy and incorporate it into the Vendors Code of Conduct |
・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 |
|
Paper |
Ensure that suppliers are informed of our policy on paper procurement and carry out ongoing investigations of major suppliers |
Set KPIs for FY2026 by FY 2024 |
|
|
Palm oil |
Switch popcorn oil to sustainable palm oil at Theme Park restaurants |
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|
Conflict minerals |
Establish a policy concerning conflict minerals including how to monitor suppliers |
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|
Timber |
Formulate specifications for timber used in environmentally friendly design |
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|
Textiles |
Establish a policy for procuring textiles with low environmental impact |
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|
Seafood |
Consider partially switching to sustainable seafood |
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|
Progress of Initiatives to Achieve the KPIs |
|
■Environment (E)
|
KPIs |
KGIs |
||
|
2024 Medium-term Plan |
FY 2026 |
2030 |
|
|
Procurement of renewable energy |
CO₂ emissions reduction: 78,000 t-CO₂ |
CO₂ emissions reduction: 198,000 t-CO₂ |
Reduction in greenhouse gas emissions [Scope 1 and 2] 51% reduction from the FY2013 level (Achieve net zero by FY2050) |
|
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 2024 Medium-term Plan period |
|
|
Strengthening resilience |
Start information disclosure in accordance with the framework of TCFD |
Consider measures based on TCFD framework |
|
|
Effective use of water resources |
Set target for next Medium-term Plan |
Reduce total water intake by 1% from the FY2024 level and set long-term reduction target for water consumption |
Set target by FY2027 |
|
Progress of Initiatives to Achieve the KPIs |
|
|
KPIs |
KGIs |
||
|
2024 Medium-term Plan |
FY 2026 |
2030 |
|
|
Food loss [vs. FY 2019] |
Total (weight) 22.5% reduction |
Total (weight) 45% reduction |
・Waste reduction target [weight]: 10% reduction from the FY 2016 level ・Percentage recycled [actual result]: 80% |
|
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 |
|
|
Contribution to forming symbiotic relationship 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 KPIs |
|
■Governance (G)
|
KPIs |
KGIs |
|
|
2024 Medium-term Plan |
FY2026 |
2030 |
|
Established internal structures to promote initiatives for stakeholders and steadily put them into practice |
Set KPI for FY2026 by FY 2024 |
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. |
|
Progress of Initiatives to Achieve the KPIs |
|
|
KPIs |
KGIs |
|
|
2024 Medium-term Plan |
FY2026 |
2030 |
|
・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 executive 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 |
Ensure that all laws and regulations and the Corporate Governance Code are complied with, and that the management systems in place allow for flexible response to changes and facilitate growth. |
|
Progress of Initiatives to Achieve the KPIs |
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