ir presentation material

IR Presentation Material

January, 2022

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.

2

22

Contents

I. Business Outline

I-I. Theme Park Business

I-II. Hotel Business

I-III. Overview

II. Growth Investments beyond FY3/22

III. For Long-term Sustainable Growth

IV. Appendix

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

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.

I. Business Outline

4

44

Corporate Profile I. Business Outline

Corporate Data

Our mission is to create happiness and

contentment by offering wonderful

dreams and moving experiences created

with original, imaginative ideas

Established July 11, 1960

Total Assets

[consolidated]¥1,040.4 billion

Shareholders’

Equity

[consolidated]

¥759.9 billion

Bond RatingsJCR : AA [Stable]

R&I : AA- [Stable]

Stock Information

Stock Listing Code

No.

Tokyo Stock

Exchange, First

Section 4661

Investment Unit 100 shares

Stock Price ¥18,380

Aggregate Market

Price¥6,684.6 billion

Corporate Mission Business Domain

“We pursue businesses that fill your

heart with energy and happiness”We strive to create new value in a high-value

business for enriching and nourishing people’s hearts

and appealing to abundant humanity and happiness

[As of March 31, 2021] [As of January 27, 2022]

4

5

55

Managing and operating a large scale theme resort offering versatile

Entertainment facilities

History and Business Description I. Business Outline

Disney Hotels [under direct management]

Shops and restaurants,

cinema complex, etc.

Monorail service provided around

the resort

The first Disney Theme

Park outside of the U.S.

The only “Sea”-themed Disney

Theme Park in the world

Tokyo DisneySea

Tokyo DisneylandTokyo DisneySea

Hotel MiraCosta

Tokyo

Disneyland

Hotel

Tokyo Disney Resort

Official Hotels

Ikspiari

DisneyAmbassador

Hotel

1960 Oriental Land Co., Ltd. [OLC] was established

1962OLC and Chiba Prefecture concluded the Urayasu

District Land Reclamation Agreement

1964Reclamation work began off the coast of Urayasu

[completed in 1975]

1979

OLC and Walt Disney Productions [currently, Disney

Enterprises, Inc.] concluded an agreement on the

licensing, design, construction and operation of

Tokyo Disneyland

1983 Tokyo Disneyland opened

1996Listed on the first section of the Tokyo

Stock Exchange

2000 Ikspiari and Disney Ambassador Hotel opened

2001Disney Resort Line, Tokyo DisneySea, and Tokyo

DisneySea Hotel MiraCosta opened

2008 Tokyo Disneyland Hotel opened

2013Milial Resort Hotels Co., Ltd. (MRH) acquired all

stocks of Brighton Corporation Co., Ltd.

2016 Tokyo Disney Celebration Hotel opened

5

History Tokyo Disney Resort

6

66

Unique Competitive Advantage to Support Our Earnings I. Business Outline

Establish stable earnings base by implementing structural/non-structural

strategies that capitalize on the advantageous location6

1. Prime Locations

Vast Land Holdings

Own approx. 2,000,000 m2

[approx. 500 acres] of land easily accessible

from central Tokyo

Huge Market

Approx. 30 million of high income

households living within 50km [30 miles]

radius

2. License Agreement with Disney

Period

2046 at maximumNote: When facilities open as planned, the

agreement period can be extended to

2076 at maximum

Activities

Covered

Management and operation of Tokyo

Disney Resort, etc.

ConsiderationPayment of royalties fees based on net

sales [yen basis]

Relationship No capital or personnel relationship

Only OLC operates Disney Theme Parks in Japan

3. Human Resources with

Magnificent Hospitality

Raise the level of

Employee Satisfaction

Raise the level of

Guest Satisfaction

Diverse measures and education/training programs

are implemented with as much focus on employee

satisfaction as on Guest satisfaction

東京千葉

神奈川

Tokyo

ChibaKanagawa

SaitamaIbaraki

7

Mechanism of Value Creation I. Business Outline

Unique competitive

advantageBusiness model

Value

provided

(1) Prime Locations

(2) License Agreement

with Disney

(3) Human Resources

←Enhanced appeal

increases cash flow

Enhance appeal by

making additional

investments on

an ongoing basis→

New

investment

Increasing

corporate value

“Creating

Happiness”

Marketing

PowerDesign Ability

Park

Operation

Ability

Advantages

in know-how

to create

happiness

Attract more

Guests/Increase

sales per Guest

Long-term

Relationship

with

Stakeholders

Deliver more happiness by making tangible and intangible investments

to increase corporate value7

8

88

Changes in Business Results I. Business Outline

Parks were temporarily closed for approx. three months in FY3/21.

Financial performance is expected to improve in FY3/22

even as we give priority to safety and peace of mind in Park operations 8

Net Sales and Operating Margin Operating Profit and Profit

110.2

129.2

96.8

(45.9)

81.1 90.2

62.2

3/18 3/19 3/20 3/21 3/22

479.2 525.6

464.4

170.5

[Revised forecast]

261.9

23.0% 24.6%20.9%

(27.0)%

[Revised forecast]

(2.9)%

3/18 3/19 3/20 3/21 3/22

Consolidated net sales [¥ billion]

Operating margin

Consolidated operating profit [¥ billion]

Consolidated profit attributable to owners of parent

[¥ billion]

[FY][FY]

Influence of

COVID-19 pandemicInfluence of

COVID-19 pandemic

(54.1)

[Original

forecast]

239.0

[Original

forecast]

(10.1)%

[Revised

forecast]

(7.6)

[Original

forecast]

(24.2)

[Revised

forecast]

(5.8)

[Original

forecast]

(17.5)

9

99

Theme Park

Segment

Tokyo Disneyland

Tokyo DisneySea

Hotel Business

Segment

Tokyo Disneyland Hotel

Tokyo DinsneySea Hotel MiraCosta

Disney Ambassador Hotel

Tokyo Disney Celebration Hotel

and others

Other Business

Segment

Ikspiari

Disney Resort Line

and others

Segment Information I. Business Outline

About 80% comes from the Theme Park Segment 9

Breakdown by Segment and Content of Segments

Consolidated net sales

¥170.5 billion

Results for FY ended 3/21

78.7%

16.8%

4.5%

11

1111

Trend in Theme Park Attendance I-I. Theme Park Business

Theme Park attendance has increased driven by each anniversary event,

exceeding 30 million on a stable basis11

Tokyo DisneySea

5th Anniversary

Opening of

Tokyo DisneySea

Tokyo Disneyland

15th Anniversary

Tokyo Disney Resort

25th Anniversary

Tokyo Disney Resort

30th Anniversary

Tokyo DisneySea

15th Anniversary

[FY]

17.46[+4.6%]

Opening of

Tokyo Disneyland

30.00[(0.6)%]

31.30[+13.8%]

25.35[(0.1)%]

27.22[+7.1%]

25.82[+4.2%]

25.47[+2.6%]

22.05[+27.4%]

32.56[+8.2%]

3/21

Tokyo Disney Resort

35th Anniversary

3/043/02 3/073/99 3/12 3/14 3/173/09 3/19

7.56[(73.9)%]

Tokyo Disneyland

20th Anniversary

Tokyo DisneySea

10th Anniversary

[million people]

%: year on year

Note: Attendance figures for FY 3/12, 3/17 and 3/20, 3/21, 3/22 are affected by large earthquakes and the spread of COVID-19, respectively.

3/84

9.93

Annual Theme Park Attendance

3/22

Tokyo DisneySea

20th Anniversary

[Originalforecast]

10.50[+38.9%]

[Revisedforecast]

11.50[+52.1%]

12

1212

Trend in Theme Park Attendance I-I. Theme Park Business

Guests from overseas and areas other than metropolitan area

decreased due to COVID-1912

Breakdown of Guests by Region Number of Overseas Guests

[FY]

66.7% 64.7% 63.6% 60.8% 62.9%85.0%

27.3% 26.8% 26.6% 29.6% 27.1%

15.0%6.0% 8.5% 9.8% 9.6% 10.0%

3/16 3/17 3/18 3/19 3/20 3/21

Oth

er

are

as in

Ja

pa

n

Me

tropo

litan

Are

a

Ove

rse

as

[FY]

1.81

2.55

2.953.13

2.90

0

3/16 3/17 3/18 3/19 3/20 3/21

[million people]

Metropolitan

Area

・Largest number of Guests accounting

for approx.60%

Other areas

in Japan

・Mainly Chubu and Koshinetsu regions

・Tends to grow in anniversary years

Overseas

・Increases in tandem with the

growing number of tourists visiting

Japan

・More guests can be attracted from

this category

13

1313


Ticket

Receipts

• Introduction of variable pricing since March

20, 2021

•Ticket price revision of variable pricing

since October 1, 2021

Merchandise*

•Tend to increase in anniversary event

years

•Development of contents, such as Duffy &

Friends series, lead to increase in

earnings

Food and

Beverages•Stable net sales maintained regardless of

whether or not events are hold

•Create more dining opportunities

Net sales per Guest temporarily hovered at a high level in FY3/21 and FY3/22 owing to the COVID-19 pandemic

13

Net Sales per Guest and Breakdown

2,256 2,286 2,341 2,437 2,982 3,146

4,074 3,989 4,122 3,877

4,122

4,468

5,264 5,339 5,352 5,292

6,538

7,023

3/17 3/18 3/19 3/20 3/21 3/22

[Rev. forecast]

[Orig. forecast]

4,165

[Rev. forecast]

[Orig. forecast]

6,974

v. forec

[FY]

11,60611,594 11,81511,614

[¥]

Ticket price revision policy・Increase in Theme Park value

・Price sensitivity survey result

・Trends in demand

Note: Take external environment including

tax hike into consideration

Note: Each figure for net sales per Guest in FY3/21 and 3/22 remains at a high level 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.

13,642

[Orig. forecast]

14,205

[Orig. forecast]

3,066

Ticket price

revision of

variable pricing

[Oct., 2021]

Ticket price

revision

[Apr., 2020]

Introduction of

variable pricing

[Mar., 2021]

Tokyo Disney

Resort 35th

Anniversary

Tokyo

DisneySea 20th

Anniversary

[Rev. forecast]

[Rev. forecast]

14,637

Net Sales per Guest

I-II. Hotel Business

15

1515

Facilities of Hotel Business I-II. Hotel Business

Strengthen Hotel business with the growth and expansion of

Tokyo Disney Resort15

Disney Hotels

Disney Ambassador

Hotel

Tokyo DisneySea

Hotel MiraCosta

Tokyo Disneyland

Hotel

Tokyo Disney

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 on Apr. 5, 2022

・ New Disney Hotel located inside Tokyo DisneySea is scheduled to launch in FY3/24

Other Hotels

・ Own Brighton-brand hotels [about 600 rooms]

・ Operate Hyatt Regency Seragaki Island Okinawa with two other companies from August,

2018

16

1616

66,447

72,427

64,375

28,627

[Revisedforecast]46,390

24.5%26.5%

22.9%

(6.8)%

[Revisedforecast]10.8%

Results for Hotel Business I-II. Hotel Business

Even though limits are still imposed on Theme Park attendance,

we aim to restore profitability for the full-year FY3/22 results

by capturing accommodation demand 16

Net sales and operating margin for Hotel BusinessNet sales [¥ million] Operating margin

[FY]

[Originalforecast]43,850

Influence of COVID-19 pandemic

3/223/213/203/193/18

[Originalforecast]5.6%

I-III. Overview

18

1818

Changes in Results I-III. Overview

34.5 25.4 22.1 33.6 38.0 38.7 34.5 30.6 34.1 31.1 40.0 41.9 53.6

66.9 81.4

114.4 110.6 107.3

113.1 110.2

129.2

96.8

(45.9) [Revisedforecast]

(7.6)

18.4%

14.6%

11.1% 12.0% 11.5% 11.5%10.4%

9.2% 9.9% 9.1%10.3% 11.3%

15.1%

18.6%20.6%

24.2% 23.7% 23.1% 23.7% 23.0%24.6%

20.9%

(27.0)%

3/99 3/00 3/01 3/02 3/03 3/04 3/05 3/06 3/07 3/08 3/09 3/10 3/11 3/12 3/13 3/14 3/15 3/16 3/17 3/18 3/19 3/20 3/21 3/22

Operating margin is expected to rise to a higher level after pulling through

the phase of high burden of depreciation and amortization expenses18

Single park eraOperating margin:

approx. 20%

Burdened with high depreciation and

amortization expenses/increase in costs

Operating margin: approx. 10%

Operating margin improves

Operating margin: approx. 20%

[FY]

Opening of Tokyo DisneySea

Influence of COVID-

19 pandemic

Note: The 3/99 results are unconsolidated. Note: Depreciation method for Property, Plant and Equipment of Tokyo Disneyland has been changed to the straight-line method from the first quarter of FY2021.*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

[¥ billion]

Operating profit and operating margin

Operating profit [¥ billion]

Operating margin

[Originalforecast](10.1)%

[Revisedforecast](2.9)%

[Originalforecast](24.2)

Operating cash

flow*1 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)

[Revised

forecast]

37.2

Depreciation

and

amortization*2

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[Forecast]

43.1

Capital

expenditures59.8 130.4 182.2 109.7 14.8 29.2 46.8 43.1 54.8 52.6 40.1 19.4 27.9 23.2 28.7 20.3 37.0 39.7 50.9 59.8 86.0 139.6 108.3

[Forecast]

115.2

19

1919

Results for First Nine Months of the FY3/22 I-III. Overview

YoY comparison

Net sales

Net sales increased YoY due to the temporary

closure of both Parks in the 1Q of FY3/21, a

YoY increase in net sales per Guest, and

attendance in the 3Q exceeding the level

recorded in the same period of FY3/21.

Operating profit (loss)

Operating loss decreased YoY due to a YoY

increase in net sales, although various costs

increased YoY as costs had been transferred to

extraordinary losses in FY3/21.

Net sales increased and operating loss decreased, mainly owing to

temporary Park closure in the 1Q of the previous fiscal year19

Comparison with the forecasts

Net sales and operating profit (loss)

Net sales exceeded the forecast and operating

loss was less than projected. This was

attributable to attendance significantly

surpassing the forecast due to the earlier-than-

expected termination of the phased mitigation

measures taken by the Chiba prefectural

government and net sales per Guest exceeding

the forecast.

[¥ billion]

FY3/21 FY3/22 Change Change

137.1 190.3 53.1 38.8％

Theme Park

Segment109.1 149.0 39.8 36.5％

Hotel Business

Segment22.1 34.3 12.1 55.0％

Other Business

Segment5.7 6.9 1.1 19.9％

(19.8) (1.6) 18.2 -

Theme Park

Segment(18.3) (5.1) 13.2 -

Hotel Business

Segment(0.3) 4.3 4.6 -

Other Business

Segment(1.2) (1.0) 0.1 -

(21.8) (0.0) 21.8 -

13.3 - (13.3) -

(35.1) (0.0) 35.1 -

(28.7) (1.1) 27.5 -

Profit (Loss) before

Income Taxes

Profit (Loss) Attributable

to Owners of Parent

Extraordinary Losses

Net Sales

Operating Profit (Loss)

Ordinary Profit (Loss)

20

Forecast for the Full FY3/22

As limits on attendance are eased, net sales are projected to increase and operating loss to decrease year on year

I-III. Overview

20

FY3/21 ResultsFY3/22

Revised ForecastChange Change

170.5 261.9 91.3 53.6%

Theme Park Segment 134.2 206.0 71.7 53.4%

Hotel Business Segment 28.6 46.3 17.7 62.0%

Other Business Segment 7.6 9.4 1.8 23.8%

(45.9) (7.6) 38.3 -

Theme Park Segment (41.9) (11.4) 30.5 -

Hotel Business Segment (1.9) 4.9 6.9 -

Other Business Segment (2.3) (1.5) 0.8 -

(49.2) (6.2) 42.9 -

18.5 - (18.5) -

(67.8) (6.2) 61.5 -

(54.1) (5.8) 48.3 -

FY3/21 ResultsFY3/22

Revised ForecastChange Change

7.56 11.50 3.94 52.1%

13,642 14,637 995 7.3%

Ticket Receipts [\] 6,538 7,023 485 7.4%

Merchandise [\] 4,122 4,468 346 8.4%

Food and Beverages [\] 2,982 3,146 164 5.5%

Net Sales per Guest [\]

Consolidated Statement of Income

Net Sales

Operating Profit (Loss)

Ordinary Profit (Loss)

Extraordinary Losses

Profit (Loss) before Income Taxes

Profit (Loss) Attributable to Owners of Parent

Theme Park Information

Attendance [million people]

[¥ billion]

21

2121

Secured necessary capital resources to acquire immediately available

working capital and funds for medium- and long-term growth

State of Financing I-III. Overview

21

Capital resources*1 and liquidity

*1 Include corporate bonds [unissued]and line of credit

*2 Total of cash and deposits andsecurities

Amount registered on consolidatedbalance sheet*2

281 185 266 286 230 191 209 239

150 150 150 150 150 150 150 150

50 50 50 50 50 50 50 50

231135

216

236180

141

159189

100100

100100 50

50200

200200

200200

200100431

535

716 736680

641609

539

Capital set aside for earthquake

risks

Continued growth

investments

Rough plan ofcapital allocation

Complementary working capital

for use until recovery

Working capital

Issuance of

corporate bonds

[¥100 billion]

Line of credit

Corporate bonds [unissued]

Cash and securities

Cash and securities

Earthquake risk financing

[include corporate bonds of ¥30 billion issued in Mar. 2015, ¥100

billion issued in Sep. 2020 and ¥50 billion issued in Sep. 2021]

[corporate bonds issued in Jan. 2019]

Issuance of

corporate bonds

[Jan. 20, 2022]

Of unissued corporate bonds in the amount of 50 billion yen, we issued 30 billion yen in

corporate bonds to fund capital investment

Issuance of

corporate bonds

[¥50 billion]

3/20 6/20 9/20 12/20 3/21 6/21 9/21 12/21

[¥ billion]

II. Growth Investments beyond FY3/22

23

2323

Tokyo Disney Resort Toy Story Hotel II. Growth Investments beyond FY3/22

Note: This is not an exact representation of the development site.

©Disney/Pixar

Management

Form

Owner: Oriental Land Co., Ltd.

Management/Operations: Milial Resort

Hotels Co., Ltd.

Opening Apr. 5, 2022 [scheduled]

Floor Space About 40,000㎡ [hotel building only]

Guest Rooms 595

Facilities

・Restaurant

・Disney shop

・Flat and multistory parking lots, etc.

Capex Approx. ¥31.5 billion

Category Moderate type

Tokyo Disney Resort Toy Story Hotel

Apr. 5, 2022 [scheduled],

Approx. ¥31.5 billion

Guest rooms

Lotso Garden Cafe

Hotel lobby

Note: Images for illustrative purpose only.

24

2424

Tokyo DisneySea Large-Scale Expansion ProjectII. Growth Investments beyond FY3/22

Composed of three areas, four attractions, and a hotel 24

©Disney

Name Fantasy Springs

Area About 100,000m2 [about 140,000m2 including backstage area]

Opening FY 3/24 [scheduled]

Themes of the

areas and the

number of

facilities

Frozen 1 attraction, 1 restaurant

Tangled 1 attraction, 1 restaurant

Peter Pan 2 attractions, 1 restaurant

Effectiveness of

investment

Investment amount

Approx. ¥250 billion

Investment effect

・Boost-up effect on net sales by ¥50 billion annually

・Consolidated net sales are expected to reach the range

of mid-¥500 billion to the high-¥500 billion

Note: This is not an exact representation of the development site

Tokyo DisneySea Large-Scale

Expansion Project Development Site

FY 3/24, Approx. ¥250 billion

Tokyo DisneySea

Tokyo Disneyland

25

2525

Disney Hotel Categories II. Growth Investments beyond FY3/22

Provide more options for Guest demands 25

Tokyo Disney Celebration Hotel

Tokyo DisneySea

Hotel MiraCosta

Tokyo Disneyland Hotel

Disney Ambassador Hotel

New Disney Hotel located

inside the Park[475 rooms, 2 restaurants, etc.]

Note: Artist concept only

Luxury TypeDeluxe TypeValue Type

Tokyo Disney Resort Toy Story Hotel

Note: Artist concept only

Moderate Type©Disney/PixarSlinky® Dog © Just Play LLCMr. Potato Head® and Mrs. Potato Head® are registered trademarks of Hasbro, Inc. Used with permission. © Hasbro, Inc. All Rights Reserved.

26

2626

Policy for Long-term Growth II. Growth Investments beyond FY3/22

Formulate policy from a long-term perspective and realize plans

by taking the internal/external environment into consideration26

Tokyo Disney Resort

<Tokyo Disneyland>

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 DisneySea>

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

<Hotels within Tokyo Disney Resort>

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

New Business

・ 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

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

Further boost the level of net sales with continued large-scale investment

Broader investigation for further development

28

2828


For Long-term Sustainable Growth [e.g., ESG]

Establish strategies to contribute to a sustainable society and achieve profit

growth as a corporation, and plan to announce them in the spring of 202228

Strategy Roadmap

Apr. 2021Apr. 2017

2020 Medium-term

Plan

Next Medium-term

Plan

ESG project team launched

[Nov. 2020]

Address global environmental and social issues as

an integral part of our management and business

strategies to aim for more sustainable management

Apr. 2022 [tentative]

Contribute to achieving the SDGs

Preparation

period

29

2929


For Long-term Sustainable Growth [e.g., ESG]

Recognition of Environmental Change

Future Direction of Businesses

Consider addressing ESG issues as an integral part of management

and business strategies29

Issues recognized prior to the COVID-19 pandemic

Strategies so far Risks

[1] Continuously make large-scale investments to generate value to motivate

Park visitsSurging development/construction costs

[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

GuestsDecrease in working-age population

[4] Make concentrated investments in the Maihama area Climate change/natural disasters

Existing

businesses

Evolve business operations to offer options that more closely cater to Guest needs; Improve our capacity to address fluctuations in demand to enhance the added value of the Tokyo Disney Resort as a whole

New

businesses

Take on the challenge of establishing new businesses that help us resolve issues and enhance values in our

core business, and provide us with growth opportunities

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]

＋

E.g., Leverage innovationE.g., Enhance Guest

engagement

E.g., Help children gain

experienceE.g., Labor saving; flexible

staffing; manpower saving

E.g., Measures against heat and cold; energy consumption

30

3030


Environmental Materiality [Updates on Discussions]Ｅ

30

Materiality Direction of measures What we aim to be Indicator (KPI)Quantitative target/

Target statusTarget

FY

SDG to contribute

to

Clim

ate

ch

an

ge

an

d n

atu

ral d

isa

ste

rs

Contribute to achieving

a decarbonized society

[Mitigate climate change]

Contribute to achieving

a decarbonized society by

reducing greenhouse gas

emissions and mitigating

climate change

Amount of

greenhouse gas

emissions

40% reduction from

FY 3/19 level2030

Net zero emissions 2050

Strengthen resilience

[Adaptation to climate

change]

What we aim to be

Identify risks posed by natural disasters and rising temperatures stemming from

climate change and consider measures to strengthen the resilience of facilities and

manuals

Me

as

ure

s to

pro

mo

te

circ

ula

r eco

no

my

Adopt resource-saving

products/services and

reduce waste

・Adopt resource-saving products/services and easily reusable/recyclable resources, engineering

and design with the aim of contributing to achieving a circulation-type society

・While pursuing conventional recycling projects, focus on new solutions to help increase the

recycling rate and achieve resource sustainability

Use sustainable

resources

Give preference to resources that promote sustainability with the aim of contributing to resource

sustainability

Make effective use of

water resources

Strive to reduce water intake and promote wastewater recycling with the aim of contributing to water

resource sustainability

Contribute to forming

symbiotic relations with

nature

・Strive to reduce the amount of chemical substances used and implement proper management

thereof to alleviate environmental impact, thereby contributing to forming symbiotic relations

with nature

・Strive to reduce the amount of air pollutant emissions to alleviate environmental impact, thereby

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

31

3131


Social and Governance Materiality [Updates on Discussions]ＳＧ

To be determined based on stakeholder engagement and further discussions 31

Materiality Direction of measures

Employees

Foster HR with spontaneous creativity

Promote HR diversity

Provide a fulfilling workplace environment

Children Help children achieve their hopes and dreams

Diversity ＆ Inclusion

Respond to changes in social and Guest needs based on

employees’ diverse values

Implement systematic measures to respect human rights

Supply chain management Promote sustainability and collaboration across supply chains

Ｓ

Ｇ

Materiality Direction of measures

Fairness in business

managementFair decision-making

Stakeholder engagementAchieve relationships of trust and collaboration with stakeholders

based on open dialogues

Society

Governance

IV. Appendix

33

3333

Using Digital Technology to Enjoy the Park IV. Appendix

Promote utilization of digital technology to enrich

Park experience of each Guest 33

©Disney

Measures currently taken against COVID-19 pandemic

Before visiting

• Purchase Park ticket

• Make restaurant booking if venue accepts reservations [reservations

can also be made on day of visit and at restaurant]

• Check digital Park map/waiting times/facility information

• 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

• View/purchase photos taken at Parks [“Disney Photo”]

• Electronic money accepted

• Expanded shopping service via official app

• Introduced Standby Pass and Entry Request system

*Currently suspended due to COVID-19 pandemic

Tokyo Disney Resort App

14.5 million downloads

achieved

(as of Dec. 2021)

Digital Park map

Tokyo Disney Resort

Shopping service

Oriental Land Co., Ltd.

Investor Relations Group, Finance/Accounting Department

URL: www.olc.co.jp/en

ir presentation material

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