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).
The OLC Group has been upholding Our Goal of “Bringing more “Happiness” to you and the community” to continue creating “Happiness,” the value provided by the Group, toward contributing to achieving a sustainable society and long-term sustainable growth. We have redefined the goal as Our Goal for 2035 with the aim of strengthening our measures for the future.
With an eye to achieving sustainability management, the OLC Group resolved to revise the eight areas of ESG Materiality to seven areas of ESG Materiality at the Board of Directors meeting in March 2025, based on Our Goal for 2035.
ESG Materiality and other sustainability matters are first discussed at the Environment 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.
For each area of ESG Materiality, we have set Our Goal for 2035, KPIs for 2030, and KPIs for 2027 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 FY2024
- Matters related to the revision of the OLC Group ESG Materiality
- Report on progress made regarding the OLC Group ESG Materiality
- Report on FY2023 activities of the Environment Committee
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Our Goal for 2035: 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.
[What the OLC Group aspires to be]
- Provide enjoyment that drives people into tomorrow through spaces and times where diverse people can share joy, laughter, and inspiration
- Cherish the world that nurtures and sustains us, and contribute to a sustainable society
- Continue to be a corporation in which employees can truly take pride by expanding the OLC Group brand
- Medium- and long-term initiative policy
To achieve Our Goal for 2035, the OLC Group intends to promote sustainable business development and measures for seven areas of environmental, social, and governance (ESG) materiality, through which it will contribute to the achievement of the Sustainable Development Goals (SDGs).
- Growth strategy through business
Growth through reinforcement and utilization of Tokyo Disney Resort’s customer acquisition platform (Them Park Segment, Hotel Business Segment, Cruise business)
- The OLC Group’s unique activities that help enhance corporate value
(1) ESG Materiality
(2) CVC activities
- ESG Materiality
In our efforts to promote sustainability management at the OLC Group, we have identified seven areas of ESG Materiality to work on as our priority by 2035. 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 seven 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 2025. The ESG Materiality items have been selected by conducting mapping from the perspectives of environmental/societal impact and financial impact, 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 KPIs for FY2030 and KPIs for 2027. The progress status is reported to the Board of Directors and Executive Committee at least once a year.
In addition to promoting “Employee happiness” and “Happiness of children” as materiality unique to the OLC Group, we will also focus on achieving a recycling-oriented society in our effort to contribute to creating a sustainable society by efficiently recycling resources.
ESG Materiality
|
Materiality |
Our Vision |
Risks and opportunities |
Contributions to SDGs |
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Employee happiness |
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. |
[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 |
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Happiness of children |
We will achieve a thriving business and society by nurturing the dreams and minds of children, who are our future. |
[Risks] ・Declined business sustainability ・Exacerbated social issues surrounding children [Opportunities] ・Enhancing business sustainability by fostering customer acquisition platform ・Resolving social issues pertaining to children, who are important in our business |
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Diversity, equity & inclusion |
We will implement initiatives to respect human rights and employee/customer diversity with the aim of maintaining a workplace environment where everyone can be themselves and enjoy working in their own way. |
[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 |
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Supply chain management |
We will strengthen engagement with suppliers and procure sustainable raw materials to achieve sustainable supply chains. |
[Risks] ・Manifestation of risks related to human rights and the environment across the supply chain ・Damage to brand image and/or reputation due to failure to comply with laws and regulations and societal demand [Opportunities] ・Expanding competitive advantages by giving due consideration to the environment and society across the entire supply chain |
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Measures to address climate change and natural disasters |
Toward the goal of achieving net zero greenhouse gas (GHG) emissions in 2050, we will approach climate change through mitigation and adaptation and implement measures to preserve biodiversity including water resources management, thereby enhancing business and social sustainability. |
[Risks] ・Growing impact of climate change and natural disasters on business ・Declined social trust due to failure to achieve targets for climate change measures [Opportunities]Strengthening social trust and business resilience through measures to address climate change and natural disasters |
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Recycling-oriented society |
We will decrease resource input, strengthen waste sorting to increase the recycling rate, and reduce waste with the aim of lowering our environmental impact on society and achieving our unique recycling-oriented business model. |
[Risks] ・Depletion and rising cost of natural resources ・Declined social trust due to massive resource consumption and insufficient waste reduction measures [Opportunities] Enhancing brand value by establishing recycling-oriented business model |
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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 [Opportunities] Strengthening management foundation by developing and securing a pool of next-generation management talent |
Upon developing Our Goal for 2035, we also reviewed our Materiality by reviewing our activities in each area of Materiality and taking into account changes in social background and expectations.
In Step 1 of our Materiality identification process, we added some international guidelines to be referenced, and in Step 2, we reconsidered the risks that may continue to exist in 2035 and opportunities that may be gained. We then discussed and set our areas of Materiality by following the revised process below.
*GRI Standards, SASB, European Sustainability Reporting Standards (ESRS), Vision2050, 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 revised in March 2025, KPIs for 2030, and KPIs for 2027. Our sustainability promotion staff participated in the sessions, gaining insights from the experts regarding issues faced in their promotional activities.
Major opinions
- The updated Materiality and KPIs are well balanced overall, and no signs of regression are seen from the KPIs for 2024 to KPIs for 2027.
- “Employee happiness” and “Happiness of children” as areas of Materiality incorporate the element of well-being and are excellent approaches, but I’d like to see them being evolved over the long term in the broad sense by considering their time frame and scope.
At the discussion meeting
External expert (left): Minoru Matsubara, Chief Sustainability Officer, Managing Executive Officer, Responsible Investment, Resona Asset Management Co., Ltd.
External expert (right): Akitsugu Era, Partner, Brunswick Group, LLC.
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)
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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 |
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Review of 2024 Medium-term Plan |
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[Developing creative talent] ■Introduced engagement survey; established frameworks and implemented initiatives aimed to visualize job satisfaction at each organization and formulate organization-specific action structure ■Enhanced engagement by making opportunities for dialogues between president and employees, superiors and subordinates, and among colleagues ■Implemented career support and self-awareness programs to help each employee act spontaneously ■Expanded work-life balance measures by employment category ■Expanded benefits for employees with a same-sex spouse or common-law spouse ■Expanded the scope of jobs for employees with disabilities, including onstage jobs, and strengthened hiring
[Creating an environment conducive to job satisfaction] ■Clarified the respective roles of theme park operations employees and part-time cast members and reviewed and restructured their evaluation/grading systems to help them fulfill their roles ■Implemented initiatives including events to engender joy and pride as cast members ■Enhanced the digital environment to provide a more comfortable working environment; renovated backstage facilities ■Launched a mental and physical health project and promoted in-house awareness initiatives ■Increased basic hourly wages and revised bonus payment policy |
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Direction of initiatives |
KPIs |
|
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2030 |
2027 |
|
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Seek to resolve social issues surrounding children, and implement initiatives aimed to foster self-esteem and happiness |
Further evolve activities aimed at achieving KPIs for 2027, and support children from diverse perspectives |
Implement activities to help children feel happy and become their ideal selves |
|
Review of 2024 Medium-term Plan |
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■Formulated KPIs for 2024 and 2026 ■Implemented activities to support children ・FY2023: “Smiles for Tomorrow,” a program for donating products sold at our parks to children’s homes in Chiba Prefecture ・FY2025: Invited children to atmosphere shows and the Tokyo Disney Resort Special Parade rolled out nationwide ■Established Oriental Land Happiness of Children Foundation in August 2024 |
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Direction of initiatives |
KPIs |
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2030 |
2027 |
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[Respect for human rights] Reduce risks and ensure relief for victims through continuous efforts in human rights due diligence and awareness raising [Respect for customer diversity] Examine focus areas in light of the business environment and implement initiatives accordingly [Respect for employee diversity] Examine focus areas in light of the internal and external environment and implement initiatives accordingly |
[Respect for human rights] Enhance human rights due diligence for designated key human rights issues and expand human rights due diligence among Group companies [Respect for customer diversity] Establish a framework that promotes respect for diversity in activities [Respect for employee diversity] Establish an environment that supports diversity and inclusion |
[Respect for human rights] ・Review key human rights issues based on gap analysis; implement corrections and remedies for vulnerable rights holders for newly identified key human rights issues; implement preventive measures ・Continue conducting human rights due diligence in fields of employees, supply chain, and customers, and initiate human rights due diligence at Group companies [Respect for customer diversity] ・Issue revised version of “Diversity & inclusion Handbook”; offer learning opportunities to all employees (100%) ・Percentage of employees who respect diversity and act accordingly: To be set by the end of FY2025 [Respect for employee diversity] ・Proportion of female managers: 25% (Oriental Land Co., Ltd.) ・Proportion of male employees who take childcare leave: 95% (Oriental Land Co., Ltd.) |
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Review of 2024 Medium-term Plan |
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[Human rights] ■Revised the OLC Group Human Rights Policy Statement ■Proceeded with gap analysis on key human rights issues in three fields—employees, supply chain, and customers—to identify issues, and developed a roadmap to FY2024 [Diversity (customers/employees)] ■Prepared and distributed the “Diversity & Inclusion Handbook” to all employees, and implemented dialogues ■Implemented internal awareness activities such as exposition on accessibility, etc. |
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Direction of initiatives |
KPIs |
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2030 |
2027 |
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[Engagement with suppliers] Engage with suppliers (conduct interview or audit) to prevent risks related to key suppliers, and offer corrective support to suppliers with risk concerns [Measures for items with high human rights/environmental risks] Continue working on measures by making additions and revisions to targeted items and scope |
[Engagement with suppliers] Ensure that all primary suppliers are informed of and fully consent to our Procurement Policy and the OLC Group Vendors Code of Conduct [Measures for items with high human rights/environmental risks] Ensure sustainable raw materials procurement for all internally identified items |
[Engagement with suppliers] ・Conduct interview or audit with all key suppliers ・Ensure that corrective support is provided to all suppliers with possible risks in view of their responses in the Self-Assessment Sheets [Measures for items with high human rights/environmental risks] ・Palm oil：Switch to sustainable palm oil used as a raw material ・Seafood：Partially switch to sustainable seafood used as a raw material ・Timber：Implement sustainable timber procurement ・Conflict minerals：Obtain supplier approval for the OLC Group Vendors Code of Conduct to achieve responsible minerals procurement ・Textiles：Switch raw materials for T-shirts sold at merchandise facilities of theme parks to sustainably procured materials ・Paper：Partially switch paper used at theme park facilities to sustainable products |
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Review of 2024 Medium-term Plan |
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[Engagement with suppliers] Formulated the OLC Group Procurement Policy; revised the OLC Group Vendors Code of Conduct and Voluntary Investigation List (renamed the Self-assessment Sheet); engaged with key suppliers [Measures for items with high human rights/environmental risks] ■Palm oil：Fully replaced popcorn oil with RSPO-certified palm oil (Mass Balance) at theme park restaurants and refreshment outlets ■Seafood：Partially switched to sustainable seafood ■Timber：Added description of sustainable raw materials procurement in timber specification ■Conflict minerals：Added policy on conflict minerals in the revised “OLC Group Vendors Code of Conduct” ■Textiles：Established a policy for procuring textiles with low environmental impact ■Paper：Incorporated the content of our Paper Procurement Guidelines into the OLC Group Vendors Code of Conduct and ensured that suppliers were informed of the guidelines and carried out investigations of major suppliers |
■Environment (E)
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Direction of initiatives |
KPIs |
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2030 |
2027 |
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[Scope 1 & 2] ・Scope 1: Electrification of internal combustion engine fueled by gas or similar fuels; switch fuels by adopting new technology ・Scope 2: Achieve net zero emissions by procuring renewable energy [Scope 3] Expand target companies for engagement [Adaptation] ・Take externally disclosable measures against heat ・Address intensifying extreme weather [Water] Reduce public water intake through capital investment [Biodiversity] Set targets related to the impact of our business on the environment; address TNFD framework |
[Scope 1 & 2] Scope 1 & 2: 42% reduction from the FY2024 level [Scope 3] Scope 3: 25% reduction from the FY2024 level (Categories 1 and 2) [Adaptation] Formulate KPIs by FY2027 [Water] Formulate KPIs by FY2027 [Biodiversity] Formulate KPIs in view of risks and impacts following environmental assessment |
[Scope 1 & 2] ・Scope 1: In the process of considering and implementing measures to reduce gas consumption and switch fuels ・Scope 2: Formulate KPIs after FY2024 results are finalized [Scope 3] ・Scope 3 emissions: 5% reduction from the FY2024 level (Categories 1 and 2) [Adaptation] ・Implement appropriate measures to cope with heat (in coordination with actual measures planned) ・Implement measures against intensifying rain and wind [Water] ・Intake of public water: 1% reduction from the FY2024 level [Biodiversity] ・Disclosure in line with TNFD framework |
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Review of 2024 Medium-term Plan |
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■Procurement of renewable energy：Achieved KPI for 2024 (Total CO2 emissions reduced: 80,853t-CO₂) ■Energy-saving activities：Promoted energy-saving activities by using energy management systems ■Installation of environmentally friendly design：Formulated proprietary guidelines for environmentally friendly design ■Production of renewable energy： Installed additional solar panels within our premises ■Investing in and remodeling vehicles, machinery, and facilities： Converted some vehicles in operation at theme parks to electric vehicles ■Scope 3： Formulated Scope 3 targets for next Medium-term Plan ■Strengthening resilience：Endorsed TCFD and commenced scenario analysis ■Water：Set targets related to water and conducted a review ■Biodiversity：Set biodiversity targets and conducted a review |
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Direction of initiatives |
KPIs |
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2030 |
2027 |
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[Input]*1 Formulate policy to reduce resource input while utilizing renewable resources [Output]*2 Reduce incineration/landfill disposal volume by advancing input reduction and recycling initiatives [Recycling]*3 Enhance recycling rate by strengthening waste sorting and using waste as resources |
[Input]*1 ・Single-use plastic: 25％ reduction from the FY2016 level (OLC Group) [Output]*2 ・Incineration/landfill disposal volume: 13% reduction from the FY2016 level (OLC Group) [Recycling]*3 ・Recycling rate: 80% (OLC Group) |
Formulate KPIs after FY2024 results are finalized |
*1 Input: Inflow of resources
*2 Output: Discharge of resources
*3 Recycling: Recycling of resource
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Review of 2024 Medium-term Plan |
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■Food loss：The figures are being tallied; advanced initiatives to achieve the reduction target by adopting food waste disposal machines in 2024 ■Single-use plastic：The figures are being tallied; expanded use of wooden cutlery; reduced use of plastic by introducing new cutlery; replaced paper cups with aluminum cups to serve beer (at some restaurants) and promoted recycle ■Save resources in products, services, and materials： Achieved target of 4.4% reduction from FY2018 level; discontinued distribution tools at theme parks; reduced loss of resources by adopting a year-round design for gift bag; upcycled products made with cast members’ waste costumes at theme parks; composting ■Effective use of water resources： Changed an area of materiality from “Recycling-oriented society” to “Climate change/natural disaster” ■Contribution to forming symbiotic relationship with nature：Replaced “Contribution to forming symbiotic relationship with nature” with “Biodiversity” and changed an area of materiality from “Recycling-oriented society” to “Climate change/natural disasters” |
■Governance (G)
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Direction of initiatives |
KPIs |
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2030 |
2027 |
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[Compliance with Corporate Governance Code] Be equipped with a system that allows ongoing compliance with the Corporate Governance Code as demanded by society [Development of next-generation management talent] Systematic development of next-generation management talent |
[Compliance with Corporate Governance Code] The Corporate Governance Code is complied with, and the management systems in place allow flexible response to changes and facilitate growth [Development of next-generation management talent] A system for securing a pool of talent is in place, facilitating the execution of succession plans |
[Compliance with Corporate Governance Code] ・External 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 ・Compliance with Corporate Governance Code: Fully complied with [Development of next-generation management talent] Management talent development cycle and programs are operated, expanding the pool of available leadership talent |
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Review of 2024 Medium-term Plan |
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■Introduced performance-linked remuneration ■Independent external directors accounted for at least one-third of the board ■Independent external directors accounted for a majority of the members comprising the Nomination/Remuneration Committee (voluntary establishment) ■External directors’ rate of attendance at Board of Directors meetings: More than 80% achieved |
