IR Presentation Material - August, 2021 Oriental Land Co., Ltd. This material has been specifically prepared for institutional investors who are ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
IR Presentation Material
August, 2021
Oriental Land Co., Ltd.
This material has been specifically prepared for institutional investors who are not familiar with our company,
and is not presentation material for the earnings presentation.
Contents
I. Business Outline II. Growth Investments beyond FY3/22
I-I. Theme Park Business III. For Long-term Sustainable Growth
I-II. Hotel Business IV. Appendix
I-III. Overview
Cautionary Statement
The purpose of this document is to provide information on the operating results and future
management strategies of the OLC Group, and not to solicit investment in securities issued by the
2
Company.
The data disclosed in this document are based on the judgments and available information as of the
date of publication.
The OLC Group's business is sensitive to factors such as customer preferences, and social and
economic conditions, and therefore the forecasts and outlook presented in this document contain
uncertainties.
Theme Park attendance figures have been rounded, and financial figures have been truncated.
Please refrain from reprinting this document.
2
2
I. Business Outline
Corporate Profile I. Business Outline
Corporate Data Stock Information
Established July 11, 1960 Tokyo Stock
Stock Listing Code
Exchange, First
No.
Total Assets Section 4661
¥1,040.4 billion
[consolidated]
Shareholders’ Investment Unit 100 shares
Equity ¥759.9 billion
[consolidated] Stock Price ¥15,400
JCR : AA [Stable] Aggregate
4 Market
Bond Ratings ¥5,600.8 billion
R&I : AA- [Stable] Price
[As of March 31, 2021] [As of July 28, 2021]
Corporate Mission Business Domain
Our mission is to create happiness and “We pursue businesses that fill your
contentment by offering wonderful heart with energy and happiness”
We strive to create new value in a high-value
dreams and moving experiences created business for enriching and nourishing people’s hearts
with original, imaginative ideas and appealing to abundant humanity and happiness
4
4
History and Business Description I. Business Outline
History Tokyo Disney Resort
Disney Hotels Shops and restaurants, Monorail service
1960 Oriental Land Co., Ltd. [OLC] was established [under direct provided around
management] cinema complex, etc. the resort
OLC and Chiba Prefecture concluded the Urayasu
1962
District Land Reclamation Agreement Disney
Ambassador
Ikspiari Hotel
Reclamation work began off the coast of Urayasu
1964
[completed in 1975]
OLC and Walt Disney Productions [currently, Disney Tokyo
Enterprises, Inc.] concluded an agreement on the Disneyland
1979 Tokyo DisneySea
licensing, design, construction and operation of Hotel
Tokyo Disneyland Hotel MiraCosta
Tokyo Disneyland
1983 Tokyo Disneyland opened
1996
Listed on the first section of the Tokyo 5 Tokyo DisneySea
Stock Exchange
2000 Ikspiari and Disney Ambassador Hotel opened
Disney Resort Line, Tokyo DisneySea, and Tokyo
2001
DisneySea Hotel MiraCosta opened
Tokyo Disney Resort
2008 Tokyo Disneyland Hotel opened Official Hotels
Milial Resort Hotels Co., Ltd. (MRH) acquired all
2013
stocks of Brighton Corporation Co., Ltd.
2016 Tokyo Disney Celebration Hotel opened The first Disney Theme The only “Sea”-themed Disney
Park outside of the U.S. Theme Park in the world
Managing and operating a large scale theme resort offering versatile
Entertainment facilities 5
5
Unique Competitive Advantage to Support Our Earnings I. Business Outline
1. Prime Locations 2. License Agreement with Disney
2046 at maximum
Vast Land Holdings
Note: When facilities open as planned, the
Period
agreement period can be extended to
Own approx. 2,000,000 m2 2076 at maximum
[approx. 500 acres] of land easily accessible
from central Tokyo Activities Management and operation of Tokyo
Covered Disney Resort, etc.
Huge Market
Payment of royalties fees based on net
Consideration
sales [yen basis]
Approx. 30 million of high income
households living within 50km [30 miles] Relationship No capital or personnel relationship
radius
Only OLC operates Disney Theme Parks in Japan
6
3. Human Resources with
Magnificent Hospitality
Ibaraki
Saitama
東京 Raise the level of Raise the level of
千葉 Guest Satisfaction Employee Satisfaction
Tokyo
神奈川 Chiba
Kanagawa
Diverse measures and education/training programs
are implemented with as much focus on employee
satisfaction as on Guest satisfaction
Establish stable earnings base by implementing structural/non-structural
strategies that capitalize on the advantageous location 6
6
Mechanism of Value Creation I. Business Outline
Unique competitive Value
Business model
advantage provided
New
Hotel investment
Business
Segment
←Enhanced appeal
increases cash flow Increasing
(1) Prime Locations corporate value
(2) License Agreement with “Creating
Disney Theme Park 7 Enhance appeal by Happiness”
(3) Human Resources Segment making additional
investments on an
ongoing basis →
Attract more
Other Guests/Increase
Business sales per Guest
Segment
Deliver more happiness by making tangible and intangible investments
to increase corporate value 7
7
Changes in Business Results I. Business Outline
Net Sales and Operating Margin Operating Profit and Profit
Consolidated net sales [¥ billion] Consolidated operating profit [¥ billion]
Operating margin Consolidated profit attributable to owners of parent
[¥ billion]
525.6
477.7 479.2 129.2
464.4
113.1 110.2
23.7% 24.6%
23.0% 96.8
20.9% 90.2
82.3 81.1
62.2
170.5 8
Influence of Influence of
COVID-19 pandemic COVID-19 pandemic
3/17 3/18 3/19 3/20 3/21 [FY] 3/17 3/18 3/19 3/20 3/21 [FY]
(45.9)
(27.0)% (54.1)
Our business result decreased as a result of temporary closure of 4 months
and giving utmost priority to safety and peace of mind in Park operations 8
8
Segment Information I. Business Outline
Breakdown by Segment and Content of Segments
Results for FY ended 3/21
Consolidated net sales
¥170.5 billion
Tokyo Disneyland
Theme Park Tokyo DisneySea
Segment
78.7% Tokyo Disneyland Hotel
9
Tokyo DinsneySea Hotel MiraCosta
Disney Ambassador Hotel
Hotel Business
Tokyo Disney Celebration Hotel
Segment and others
Ikspiari
Disney Resort Line
16.8% Other Business
and others
Segment
4.5%
About 80% comes from the Theme Park Segment 9
9I-I. Theme Park Business
Trend in Theme Park Attendance I-I. Theme Park Business
Annual Theme Park Attendance
[million people]
Tokyo Disney Resort Tokyo Disney Resort Tokyo Disney Resort
%: year on year
25th Anniversary 30th Anniversary 35th Anniversary
Opening of Tokyo DisneySea Tokyo DisneySea Tokyo DisneySea
Tokyo DisneySea 5th Anniversary 10th Anniversary 15th Anniversary
Tokyo Disneyland Tokyo Disneyland
32.56
15th Anniversary 20th Anniversary 31.30 [+8.2%]
[+13.8%] 30.00
[(0.6)%]
27.22
25.82 [+7.1%]
Opening of 25.47 25.35
[+2.6%] [+4.2%] [(0.1)%]
Tokyo Disneyland
22.05
[+27.4%]
11
17.46
[+4.6%]
7.56
[(73.9)%]
9.93
3/84 3/99 3/02 3/04 3/07 3/09 3/12 3/14 3/17 3/19 3/21 [FY]
Note: Attendance figures for FY 3/12 and 3/17 decreased from the previous fiscal years respectively because of the influence of
earthquakes. Attendance figure for FY 3/21 decreased from the previous fiscal year due to the spread of COVID-19.
Theme Park attendance has increased driven by each anniversary event,
exceeding 30 million on a stable basis 11
11Trend in Theme Park Attendance I-I. Theme Park Business
Breakdown of Guests by Region Number of Overseas Guests
[million people]
Overseas Other
6.0% 8.5% 9.8% 9.6% 10.0% 3.13
15.0%
2.95 2.90
areas in
Japan
27.3% 26.8% 2.55
26.6% 29.6% 27.1%
1.81
Metropolitan
85.0%
66.7% 64.7% 63.6% 62.9%
60.8%
Area
12
0
3/16 3/17 3/18 3/19 3/20 3/21 [FY] 3/16 3/17 3/18 3/19 3/20 3/21 [FY]
Metropolitan ・Largest number of Guests accounting ・Increases in tandem with the
Area for approx.60% growing number of tourists visiting
Overseas Japan
Other areas ・Mainly Chubu and Koshinetsu regions ・More guests can be attracted from
in Japan ・Tends to grow in anniversary years this category
Guests from overseas and areas other than metropolitan area
decreased due to COVID-19 12
12Net Sales per Guest I-I. Theme Park Business
Net Sales per Guest and Breakdown
Ticket price revision policy
[¥] Increase in Theme × Price sensitivity
13,642 Park value survey result
6,538 ＋Trends in demand
11,815 Ticket Note: Take external environment including
11,594 11,614 11,606 Receipts
11,257 tax hike into consideration
5,352 5,292
5,264 5,339
5,007
• Ticket receipts per Guest increase over
two years since ticket price revision
• Introduction of variable pricing since March
20, 2021
4,122
3,964 4,074 4,122 3,877 13
• Tend to increase in anniversary event
3,989
Merchandise* years
• Development of contents, such as Duffy &
Friends series, lead to increase in
2,982
2,437
earnings
2,286 2,256 2,286 2,341
Food and
• Stable net sales maintained regardless of
3/21 [FY] Beverages
3/16 3/17 3/18 3/19 3/20 whether or not events are hold
• Create more dining opportunities
Note: Each figure for net sales per Guest in FY3/21 grew for the reasons including restriction on ticket types under the limit of COVID-19
pandemic, temporary demand for merchandise, and increased dining opportunities with less waiting time for attractions.
Achieved increase in net sales per Guest based on meticulous pricing strategy 13
13I-II. Hotel Business
Facilities of Hotel Business I-II. Hotel Business
Disney Hotels
Disney Ambassador Tokyo DisneySea Tokyo Disneyland Tokyo Disney
Hotel Hotel MiraCosta Hotel Celebration Hotel
Deluxe-type Deluxe-type Deluxe-type Value-type
504 rooms 502 rooms 706 rooms 702 rooms
・ Own four Disney Hotels [about 2,400 rooms]
・ Tokyo Disney Resort Toy Story Hotel is scheduled to launch in the 2nd half of FY3/22
・ New Disney Hotel located inside Tokyo DisneySea15is scheduled to launch in FY3/24
Other Hotels
・ Own Brighton-brand hotels [about 600 rooms]
・ Hyatt Regency Seragaki Island Okinawa opened in August, 2018 [joint project of three
companies]
Strengthen Hotel business with the growth and expansion of
Tokyo Disney Resort 15
15Results for Hotel Business I-II. Hotel Business
Net sales and operating margin for Hotel Business
Net sales [¥ million] Operating margin
Opening of Tokyo Disney
Celebration Hotel
72,427
66,144 66,447 64,375
26.5%
24.5% 22.9%
22.1% 16 28,627
3/17 3/18 3/19 3/20 3/21 [FY]
(6.8)%
Net sales and operating profit dropped due to the temporary closure of
hotels and limited number of rooms sold 16
16I-III. Overview
Changes in Results I-III. Overview
Operating profit and operating margin
Single park era Burdened with high depreciation and
Operating margin: Operating margin improves
amortization expenses/increase in costs
approx. 20% Operating margin: approx. 20%
Operating margin: approx. 10%
[¥ billion]
24.2% 23.7% 23.1% 23.7% 23.0% 24.6%
Opening of Tokyo DisneySea 20.6% 20.9%
18.4% 18.6%
14.6% 15.1%
11.1% 12.0% 11.5% 11.5% 10.4% 11.3%
9.2% 9.9% 9.1% 10.3%
129.2
114.4
110.6 113.1
107.3 110.2 96.8
81.4
66.9 Influence of
53.6
38.7 40.0 41.9 COVID-19
34.5 33.6 38.0 34.5 30.6 34.1 31.1
25.4 22.1 pandemic
3/99 3/00 3/01 3/02 3/03 3/04 3/05 3/06 3/07 3/08 3/09 3/10 3/1118 3/12 3/13 3/14 3/15 3/16 3/17 3/18 3/19 3/20 3/21 [FY]
Operating profit [¥ billion] (27.0)%
Operating margin
(45.9)
Operating cash
26.7 22.2 23.1 50.6 66.8 64.5 61.7 59.0 59.2 58.3 67.8 72.1 65.1 74.0 87.6 107.5 106.7 109.9 120.6 118.5 128.5 101.6 (8.2)
flow*1
Depreciation
and 11.6 12.4 18.4 37.9 47.9 45.9 44.5 43.3 42.9 43.6 49.7 46.6 42.2 41.9 36.1 36.9 34.6 35.9 38.2 37.3 38.2 39.4 45.8
amortization*2
Capital 37.0 39.7 50.9 86.0 139.6 108.3
59.8 130.4 182.2 109.7 14.8 29.2 46.8 43.1 54.8 52.6 40.1 19.4 27.9 23.2 28.7 20.3 59.8
expenditures
Note: The 3/99 results are unconsolidated.
*1 Operating cash flow = Profit attributable to owners of parent + Depreciation and amortization
*2 Depreciation and amortization costs include that of which have been transferred to non-operating expenses and extraordinary losses.
Operating margin is expected to rise to a higher level after pulling through
the phase of high burden of depreciation and amortization expenses 18
18Results for the First Quarter of the FY Ending March 2022 I-III. Overview
FY3/21 FY3/22 Changes Changes Year-on-year comparison
[¥ billion] [¥ billion] [¥ billion] [%]
Net Sales 6.1 49.8 43.6 708.2 Net sales
Theme Park
5.1 39.6 34.5 674.5
Segment While Theme Park attendance and the number
Hotel Business of hotel Guests were limited in order to prevent
0.1 7.9 7.8 - the spread of COVID-19 during 1Q, net sales
Segment
increased year on year since Tokyo Disneyland,
Other Business Tokyo DisneySea and Disney Hotels had been
0.8 2.1 1.2 141.9
Segment closed temporarily during the same period of
the previous fiscal year.
Operating Profit (Loss) (15.6) (8.8) 6.8 -
Theme Park
(11.4) (7.5) 3.9 - 19 Operating profit (loss)
Segment
Hotel Business
(3.1) (0.8) 2.3 -
Segment
Compared with the same period of the previous
Other Business
(1.0) (0.4) 0.5 - fiscal year when the Parks had been closed
Segment
temporarily, operating expenses increased year
Ordinary Profit (Loss) (15.2) (8.2) 7.0 - on year but operating loss improved due to an
increase in sales.
Profit (Loss) Attributable
to Owners of Parent
(24.8) (6.0) 18.8 -
Despite limits set on attendance, net sales grew and operating loss decreased
year on year, primarily due to the low base of comparison resulting from the
temporary closure of both Park in the same period of the previous fiscal year 19
19Outlook for FY3/22 I-III. Overview
In view of the continued opacity of the external environment, we will disclose our forecast of results
for FY3/22 when a rational forecast becomes possible.
Policy for FY3/22
Operate Parks in accordance with requests from the national and local governments
Attendance Implement rigorous infection countermeasures and set limits on attendance in consideration of the
health and safety of Guests and Cast Members
Continue examining ticket strategy and initiatives to turn Guest experiences into new sources of
Net sales per earnings
Guest Capitalize on “Tokyo DisneySea 20th: Time to Shine!” to the extent possible by rolling out related
products and menu items
Personnel Review operation hours, personnel deployment, and workload in accordance with the level of
expenses attendance, while ensuring Guest satisfaction
Costs required for increasing Guests’ experience 20 value and net sales are expected to rise from the
same period of the previous fiscal year
Miscellaneous e.g., costs related to sales promotion activities, special events, and entertainment programs
costs
Maintain costs at the same level as in the same period of the previous fiscal year for activities other than
the above
Capital expenditure and depreciation and amortization expenses are projected to be around ¥130 billion
Capex and ¥45 billion, respectively
DP
Keep investments under rigorous control and minimize the increase
Our policy to aim for steady cash dividends remains unchanged, but our annual dividend per share is
Dividend
yet to be determined
While continuing to keep a close eye on the external environment,
we will swiftly implement a number of measures in preparation
for every eventuality we may face 20
20State of Financing I-III. Overview
Changes in capital resources*1 and liquidity
Line of credit
Corporate bonds [unissued]
Cash and securities [include corporate bonds of ¥30 billion issued in Mar. 2015 and ¥100 billion issued in Sep. 2020]
Cash and securities [corporate bonds issued in Jan. 2019] Rough plan of
[¥ billion] capital allocation
Earthquake risk financing 736
716 Complementary working
680 capital for use until
641 recovery
200 200
535 200 Continued growth
200 investments
100 100 ・ Tokyo Disney Resort Toy
431 200 100 Story Hotel [approx. ¥31.5
216 100 billion]
231 Issuance of corporate 236 ・ Tokyo DisneySea Large-
135 180 141 Scale Expansion Project
bonds [¥100 billion]
[approx. ¥250 billion]
50 50 50 50 5021 50
Working capital
150 150 150 150 150 150
Capital set aside for
End of 3/20 End of 6/20 End of 9/20 End of 12/20 End of 3/21 End of 6/21 earthquake risks
Amount registered
on consolidated 281 185 266 286 230 191
balance sheet*2
Issue of corporate bond
*1 Include corporate bonds [unissued]
Issued 50billion yen of 100billion unissued corporate bond for continued and line of credit
growth investments and complementary working capital *2 Total of cash and deposits and securities
Secured necessary capital resources to acquire immediately available
working capital and funds for medium- and long-term growth 21
21II. Growth Investments beyond FY3/22
Tokyo Disney Resort Toy Story Hotel II. Growth Investments beyond FY3/22
Owner: Oriental Land Co., Ltd.
Management Management/Operations: Milial Resort
Form Hotels Co., Ltd. [100% subsidiary of
Oriental Land Co., Ltd.]
Start of
2nd half of FY3/22 [scheduled]
Business
23
Floor Space About 40,000㎡ [hotel building only]
Number of 595
Rooms [11 floors above ground, 1 basement]
Tokyo Disney Resort Toy Story Hotel
・Restaurant
FY 3/22, Approx. ¥31.5 billion Facilities ・Disney shop
・Flat and multistory parking lots, etc.
Capital
Approx. ¥31.5 billion
Investment
Note: This is not an exact representation of the development site. Category Moderate type
©Disney/Pixar 23
23II. Growth Investments beyond FY3/22
Tokyo DisneySea Large-Scale Expansion Project
Tokyo Disneyland
Tokyo DisneySea
Tokyo DisneySea Large-Scale
Expansion Project Development Site
FY 3/24, Approx. ¥250 billion
Note: This is not an exact representation of the development site
Area About 100,000m2 [about 140,000m2 including
24 backstage area]
Opening FY 3/24 [scheduled]
Themes of the Frozen 1 attraction, 1 restaurant
areas and the
Tangled 1 attraction, 1 restaurant
number of
facilities Peter Pan 2 attractions, 1 restaurant
Investment effect
Effectiveness of Investment amount ・Boost-up effect on net sales by ¥50 billion annually
investment Approx. ¥250 billion ・Consolidated net sales are expected to reach the range
of mid-¥500 billion to the high-¥500 billion
©Disney
Composed of three areas, four attractions, and a hotel 24
24Disney Hotel Categories II. Growth Investments beyond FY3/22
Tokyo Disneyland Hotel
25
Tokyo DisneySea
Tokyo Disney Hotel MiraCosta New Disney Hotel located
Celebration Hotel Tokyo Disney Resort
Toy Story Hotel inside the Park
Note: Artist concept only [475 rooms, 2 restaurants, etc.]
Note: Artist concept only
Disney Ambassador Hotel
Value Type Moderate Type Deluxe Type Luxury Type
©Disney/Pixar
Provide more options for Guest demands 25
25Policy for Long-term Growth II. Growth Investments beyond FY3/22
The new plans will apply to all seven themed lands, including Fantasyland. An
area-based development for each themed land is intended to leave a lasting
impact on the park
Tokyo Disney Resort To achieve a significant breakthrough, the expansion of the existing site and
utilization of new development will create an environment with a higher degree
of Guest satisfaction from qualitative as well as quantitative standpoint
To add more value to Tokyo Disney Resort as a whole, improve the environment
as a resort, including making more guest rooms, and increase value of the stay
26
Further boost the level of net sales with continued large-scale investment
・ Establishment of Oriental Land Innovations
・ Regardless of the establishment of new company, we will continue on the
research on the business field expected to grow, and widely consider to
New Business contribute to persistent growth of the OLC group
・ Plans for the new business aimed at growing it into single business segment
will be considered in ways that are not by specific timeframe
Broader investigation for further development
Formulate policy from a long-term perspective and realize plans
by taking the internal/external environment into consideration 26
26III. For Long-term Sustainable Growth
III. For Long-term Sustainable Growth
For Long-term Sustainable Growth [e.g., ESG]
Strategy Roadmap
Address global environmental and social issues as
an integral part of our management and business
strategies to aim for more sustainable management
ESG project team launched
[Nov. 2020] Contribute to achieving the SDGs
28
2020 Medium-term Preparation Next Medium-term
Plan period Plan
Apr. 2017 Apr. 2021 Apr. 2022 [tentative]
Establish strategies to contribute to a sustainable society and achieve profit
growth as a corporation, and plan to announce them in the spring of 2022 28
28III. For Long-term Sustainable Growth
For Long-term Sustainable Growth [e.g., ESG]
Recognition of Environmental Change
Issues recognized prior to the COVID-19 pandemic
Strategies so far Risks
[1] Continuously make large-scale investments to generate value to motivate
Surging development/construction costs
Park visits
[2] Secure a large volume of Guests to sustain the apparatus industry Decrease in total population
[3] Secure a sufficient number of employees to attend to the large volume of
Decrease in working-age population
Guests
[4] Make concentrated investments in the Maihama area Climate change/natural disasters
＋
Recognition gained through COVID-19 pandemic
・Value of happiness brought about by person-to-person interactions
・Diversified perspectives on leisure activities resulting from altered awareness of the 3 Cs [Closed spaces; Crowded places; Close-contact
settings] 29
Future Direction of Businesses
Evolve business operations to offer options that more closely cater to Guest needs; Improve our capacity to
Existing address fluctuations in demand to enhance the added value of the Tokyo Disney Resort as a whole
businesses E.g., Enhance Guest
E.g., Leverage innovation engagement
Take on the challenge of establishing new businesses that help us resolve issues and enhance values in our
New core business, and provide us with growth opportunities
businesses E.g., Help children gain E.g., Labor saving; flexible E.g., Measures against heat and
experience staffing; manpower saving cold; energy consumption
Consider addressing ESG issues as an integral part of management
and business strategies 29
29III. For Long-term Sustainable Growth
Ｅ Environmental Materiality [Updates on Discussions]
Quantitative target/ Target SDG to
Materiality Direction of measures What we aim to be Indicator (KPI) Target status FY contribute
to
Contribute to achieving 40% reduction from
change and natural disasters
Measures to address climate
2030
Contribute to achieving a decarbonized society by Amount of FY 3/19 level
a decarbonized society reducing greenhouse gas greenhouse gas
[Mitigate climate change] emissions and mitigating emissions
climate change Net zero emissions 2050
What we aim to be
Strengthen resilience
[Adaptation to climate Identify risks posed by natural disasters and rising temperatures stemming from
change] climate change and consider measures to strengthen the resilience of facilities and
manuals
・Adopt resource-saving products/services and easily reusable/recyclable resources, engineering
Adopt resource-saving
and design with the aim of contributing to achieving a circulation-type society
products/services and
・While pursuing conventional recycling
30projects, focus on new solutions to help increase the
reduce waste
recycling rate and achieve resource sustainability
circulation-type society
Measures to promote
Use sustainable Give preference to resources that promote sustainability with the aim of contributing to resource
resources sustainability
Make effective use of Strive to reduce water intake and promote wastewater recycling with the aim of contributing to water
water resources resource sustainability
・Strive to reduce the amount of chemical substances used and implement proper management
thereof to alleviate environmental impact, thereby contributing to forming symbiotic relations
Contribute to forming with nature
symbiotic relations with ・Strive to reduce the amount of air pollutant emissions to alleviate environmental impact, thereby
nature contributing to forming symbiotic relations with nature
・Strive to preserve biodiversity in the local communities in which we engage in business, thereby
contributing to forming symbiotic relations with nature
Promptly strengthen measures to address environmental issues
that exert prominent impacts on society at large 30
30III. For Long-term Sustainable Growth
Ｓ Ｇ Social and Governance Materiality [Updates on Discussions]
Ｓ Society
Materiality Direction of measures
Foster HR with spontaneous creativity
Employees Promote HR diversity
Provide a fulfilling workplace environment
Children Help children achieve their hopes and dreams
Respond to changes in social and Guest needs based on
Diversity ＆ Inclusion employees’ diverse values
Implement systematic measures to respect human rights
Supply chain management 31 and collaboration across supply chains
Promote sustainability
Ｇ Governance
Materiality Direction of measures
Fairness in business
Fair decision-making
management
Achieve relationships of trust and collaboration with stakeholders
Stakeholder engagement
based on open dialogues
To be determined based on stakeholder engagement and further discussions 31
31IV. Appendix
Using Digital Technology to Enjoy the Park IV. Appendix
Before visiting
• Purchase Park ticket
• Make restaurant booking if venue accepts reservations [reservations
Tokyo Disney Resort App
can also be made on day of visit and at restaurant] 12 million downloads
• Check digital Park map/waiting times/facility information achieved
(as of May 2021)
• Check products sold at Parks
• Online hotel check-in
After entry
• Obtain Disney FASTPASS*
• Online shopping [transactions can be made until 23:30 on day of visit]
• Show/parade-viewing lottery* 33 Digital Park map
• View/purchase photos taken at Parks [“Disney Photo”]
• Electronic money accepted
*Services currently suspended due to COVID-19 pandemic
Measures currently taken against COVID-19 pandemic
• Expanded shopping service via official app Tokyo Disney Resort
• Introduced Standby Pass and Entry Request system Shopping service
©Disney
Promote utilization of digital technology to enrich
Park experience of each Guest 33
33Oriental Land Co., Ltd.
Investor Relations Group, Finance/Accounting Department
URL: www.olc.co.jp/enYou can also read
