August, 2018 Oriental Land Co., Ltd.
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August, 2018
August
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.
C t t
Contents
I. Business Outline
I-I Theme Park business
I-I.
I-II. Hotel business
I-III. Overview
II Progress of 2020 Medium-Term
II. Medium Term Plan
III. Tokyo DisneySea Large-Scale Expansion Project
Cautionary Statement
This document includes statements about Oriental Land’s plans, estimates, strategies and beliefs. The statements made
that are not based on historical fact represent the assumptions and expectations of Oriental Land in light of the information
available to it as of the date when this document was prepared, and should be considered as forward-looking.
Oriental Land uses a variety of business measures to constantly strive to increase its net sales and management efficiency.
However, Oriental Land recognizes that there are certain risks and uncertainties that should be considered which could
cause actual performance results to differ from those discussed in the forward-looking statements.
Potential risks could include, but are not limited to, weather, general economic conditions, and consumer preferences.
Therefore, there is no firm assurance that the forward-looking statements in this document will prove to be accurate.
Theme park attendance figures have been rounded. Financial figures have been truncated.
All rights reserved.I. Business Outline
Corporate Profile
Corporate Data Stock Information
Tokyo
y Stock Exchange,
g
Established July 11, 1960 Stock Listing
First Section
Code No.
4661
Total Assets
¥915.5 billion Investment Unit 100 shares
[consolidated]
Shareholders’
Equity ¥721.9 billion Stock Price ¥11,625
[consolidated]
JCR : AA [Stable] Aggregate Market
Bond Ratings ¥4,227.8 billion
R&I : AA- [Stable] Price
[As of March 31, 2018] [[As of Julyy 27,, 2018]]
Corporate Mission Business Domain
Our mission is to create happiness and contentment “We
We pursue businesses that fill your heart
by offering wonderful dreams with energy and happiness”
and moving experiences created with We strive to create new value in a high-value business
for enriching and nourishing people’s
people s hearts and
original, imaginative ideas appealing to abundant humanity and happiness
4I. Business Outline
History and Business Description
History Tokyo Disney Resort
1960 Oriental Land Co., Ltd. [OLC] was established Disney Hotels 䞉Shops and Restaurants Monorail service
[under direct management] 䞉Cinema complex
complex, etc provided
p around
OLC and Chiba Prefecture concluded the resort
1962 the Urayasu District Land Reclamation
Agreement Disney
Ikspiari Ambassador
Hotel
Reclamation work began off the coast of
1964
Urayasu [completed in 1975]
OLC and Walt Disney Productions Tokyo
[currently, Disney Enterprises, Inc.] concluded Disneyland Tokyo DisneySea
1979
an agreement on the licensing, design, Hotel
Tokyo Disneyland Hotel MiraCosta
construction
t ti and d operation
ti off Tokyo
T k Disneyland
Di l d
1983 Tokyo Disneyland opened
Listed on the first section of the Tokyo
Tokyo DisneySea
1996
Stock Exchangeg
2000 Ikspiari and Disney Ambassador Hotel opened
Disney Resort Line, Tokyo DisneySea, and
2001
Tokyo DisneySea Hotel MiraCosta opened
Tokyo Disney Resort
2008 Tokyo Disneyland Hotel opened Official Hotels
Tokyo Bay
Milial Resort Hotels Co., Ltd. (MRH) acquired all
2013
stocks of Brighton Corporation Co., Ltd.
The only “Sea”-themed
The first Disney Theme
2016 Tokyo Disney Celebration Hotel opened Disney Theme Park
Park outside of the U.S.
in the World
Managing and operating a large scale theme resort offering versatile entertainment facilities
5
I. Business Outline
License Agreements for Tokyo Disney Resort
Basic business alliance agreement
g concluded between
Overview Walt Disney Productions (currently Disney Enterprises, Inc.) and
OLC in 1979.
2046 at maximum (45 years since Tokyo DinseySea opened)
Period Note: When facilities open as planned, the agreement period can be
extended to 2076 at maximum.
Activities
Management and operation of Tokyo Disney Resort, etc.
Covered
Consideration Payment of royalties fees based on net sales [yen basis]
Relationship with The Walt Disney Company
No
o cap
capital
ta oor pe
personnel
so e relationship
e at o s p bet
between
ee OOLC
Caand
d The
e Walt
a t Disney
s ey Co
Company
pa y
Only OLC operates Disney Theme Parks in Japan
6I. Business Outline
1. Prime Locations 2. Tangibles: Ongoing Investment
Strengthened appeal
Vast Land Holdings
Own approx. 2,000,000 m2 Higher attendance
[approx. 500 acres] of land easily Investment
figures
accessible from central Tokyo
Huge Market Increased cash flow
Making the facilities more appealing through
Approx. 30 million of high income ongoing
g g investment;; Increasing g cash flow byy
households living within 50km [30 miles] attracting more Guests
radius
3. Intangibles: Human Resources
Ibaraki with Magnificent Hospitality
Saitama
ிʮ Raise the level of Raise the level of
Ҙᓶ
Tokyo
y Guest Satisfaction p y Satisfaction
Employee
ᅕ߷ډ 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 7
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]
500.8
473 5
473.5 477.7 479.2 [Forecast] 114.4 113 1
113.1 113 4
113.4
466 2
466.2 465 3
465.3 110 6
110.6 110.2
107.3 [Forecast]
82 3
82.3 81.1 80.0
24.2% 23.7% 23.7% 73.9 [Forecast]
23.1% 23.0% 22.7% 70.5 72.0
[Forecast]
3/14 3/15 3/16 3/17 3/18 3/19 [FY] 3/14 3/15 3/16 3/17 3/18 3/19 [FY]
Net sales, operating profit and profit have all remained at high levels
8I. Business Outline
Breakdown by Segment and Content of Segments
Results for FY ended 3/18
Consolidated Consolidated
net sales: operating profit:
¥479 2 billion
¥479.2 ¥ 110.2
110 2 billion
Theme Park Tokyo Disneyland
Segment
g Tokyo DisneySea
Tokyo Disneyland Hotel
82.6% 83.3% Hotel Business Tokyo DisneySea Hotel MiraCosta
Disney Ambassador Hotel
Segment Tokyo Disney Celebration Hotel
and others
Other Business Ikspiari
Disney Resort Line
13.9% Segment
14.8% and others
3 5%
3.5% 1.9%
More than 80% comes from the Theme Park Segment
9I-I. Theme Park Business
Annual Theme Park Attendance
[million people]
Tokyo Disney Resort Tokyo Disney Resort Tokyo Disney Resort
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
[Forecast]
15th Anniversary 20th Anniversary 31.00
31.30 30.00
[+13.8%] [(0.6)%] [+3.0%]
27.22
25.47 25.82 [+7.1%] 25.35
Opening of [+2.6%] [+4.2%] [(0.1)%]
Tokyo Disneyland
22.05
[+27.4%]
17.46
[YoY +4.6%]
1,746
1,603 1,651 1,730
99 3 1,338
99.3 1 338
Era of one Theme Park Era of two Theme Parks
3/84 3/02 3/04 3/07 3/09 3/12 3/14 3/17 3/19 [FY]
Note: Attendance figures for FY 3/12 and 3/17 decreased from the previous
fiscal years respectively because of the influence of earthquakes.
Theme Park attendance has increased driven by each anniversary event,
exceeding 30 million on a stable basis 11
I-I. Theme Park Business
Breakdown of Guests by Region Number and Ratio of Overseas Guests
Travelers visiting
g Japan
p [[million p
people]
p ]
Ratio of overseas Guests coming to our parks
Overseas among overseas visitors to Japan
29.77
9.8%
24.82
21.36
Other
areas in Annual Attendance
Japan 30.10 million people 14.67
26.6% [FYendedMarch2018] 10.98
8.71 11.1%
Metropolitan 10.7% 10.3% 9.9%
8.3% 8.5%
Area
63.6%
3/13 3/14 3/15 3/16 3/17 3/18 [FY]
Metropolitan •Largest
g number of Guests •Increases in tandem with the
Area accounting for approx. 60% growing number of tourists
Overseas visiting Japan
•Mainly Chubu and Koshinetsu regions •More Guests can be attracted
Others
•Tends
T d tot grow in
i anniversary
i years f
from this
thi category
t
Stable Theme Park attendance expected to continue
based on region-specific Guest attraction strategies 12I-I. Theme Park Business
Net sales per Guest and Breakdown
[¥]
11,830
11,614 [Forecast]
11,594
11,076 11,257 5,350
10,955
5,264 5,339 Ticket •Ticket receipts per Guest
4,598 5 007
5,007
4,660 increase over two years since
Receipts ticket price revision
Ticket
Receipts
•Tend to increase in anniversary
event years
4,185 4,043 3,964 4,074 3,989 4,220 Merchandise •Development of contents, such
as Duffy & Friends series, lead
Merchandise
to increase in earnings
Food and •Stable net sales maintained
2 292
2,292 2 252
2,252 2 286
2,286 2 256
2,256 2 286
2,286 2 260
2,260
Food and regardless of whether or not
Beverages Beverages events are held
[FY] 3/14 3/15 3/16 3/17 3/18 3/19
Achieved increase in net sales per Guest based on meticulous pricing strategy
13
I-I. Theme Park Business
Increase in Theme Park value
Ticket price revision policy: Comprehensively consider g
Price sensitivity survey result
Note Take e
Note: external
ternal en
environment
ironment incl
including
ding ta
tax hike into consideration
Annual Theme Park attendance [million people]
Ticket price [¥] 7,400
6,900
6,200 6,400
5,800
5,500
31.30 31.38 30.19
30.00 30.10 31.00
27.22 27.50 [Forecast]
24.82 25.47 25 02 24.77 25
25 47 25.02 25.82
82 25
25.42
42 25 82 25.37
25.82 25 37 25.35
25 35
22.05
3/02 3/07 3/12 3/15 3/16 3/17 [FY]
Ticket price revision in past five years
April 1, 2014 ¥6,400 Revision along with consumption tax reform [consumption tax: 5%э8%]
Th
Theme P k experience
Park i value
l was increased
i d by
b iintroducing
t d i new attractions
tt ti
April 1, 2015 ¥6,900 and entertainment such as “Happiness is Here” and “Once Upon a Time” and
restructuring of a show viewing area, etc.
Theme Park experience value was increased by opening of new attractions
April 1,
1 2016 ¥7 400
¥7,400
and shows and enhancing services and environment
Theme Park attendance increased even after ticket prices were raised
due to pricing strategy based on experience value 14I-II. Hotel Business
Disney Hotels
Di
Disney A
Ambassador
b d Tokyo
T k DisneySea
Di S T k Disneyland
Tokyo Di l d T k Disney
Tokyo Di
Hotel Hotel MiraCosta Hotel Celebration Hotel
Deluxe-type
Deluxe type Deluxe-type
Deluxe type Deluxe-type
Deluxe type Value-type
Value type
504 rooms 502 rooms 706 rooms 702 rooms
Own four Disney Hotels (about 2,400 rooms) which make net sales of ¥57.2 billion as total
Other Hotels
Own Brighton-brand hotels (about 700 rooms) which make net sales of ¥9.2 billion as total
• Hyatt Regency Seragaki Island, Okinawa opens in August, 2018
(joint project of three companies)
• A new Disney Hotel located inside Tokyo DisneySea is scheduled to launch in FY 3/23
Expanding scale through diverse measures including proprietary development,
M&A, and business alliance 16I-II. Hotel Business
Net sales and operating margin for Hotel Business
Net sales [¥ million]
Operating margin Opening of Tokyo
Disney Celebration Hotel
67,840
[Forecast]
66 144
66,144 66 447
66,447
64,933
63,173
61,066
24 5%
24.5% 24.5% 24.5%
21.5% 21.8% 22.1% [Forecast]
3/14 3/15 3/16 3/17 3/18 3/19 [FY]
Net sales have increased steadily and high operating margin has been maintained
17I-III. Overview
Operating profit and operating margin
Single park era Burdened with high depreciation and amortization expenses Operating margin improves
Operating margin: approx. 20% /increase in costs Operating margin: approx. 10% Operating margin: approx. 20%
114 4
114.4 113 1
113.1 113 4
113.4
110.6 110.2 [Forecast]
Unconsolidated operating profit [¥ billion] 107.3
Consolidated operating profit [¥ billion]
Operating margin [%]
81.4 24.2
23.7 23.1 23.7 23.0 22.7
[Forecast]
Opening of Tokyo DisneySea 66.9
18.4
16.8 20.6
14 6
14.6 53 6
53.6
18.6
12.0 38.0 38.7 40.0 41.9
11.1 15.1
34.5 30.6 34.1
34.5 31.1
33.6 11.5 11.5
29.5 10.4 9.2 9.9 10.3 11.3
25.4 9.1
22 1
22.1
[FY] 3/98 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
[¥billion]
25.5 26.7 22.2 23.1 50.6 66.8 64.5 61.7 59.0 59.2 58.3 67.8 72.1 62.8 71.9 87.6 107.5 106.7 109.9 120.6 118.5 118.1
Operating
cash flow* [Forecast]
Depreciation
and 11.2 11.6 12.4 18.4 37.9 47.9 45.9 44.5 43.3 42.9 43.6 49.7 46.6 39.9 39.8 36.1 36.9 34.6 35.9 38.2 37.3 38.1
[Forecast]
amortization
Capital
44.1 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 37.0 39.7 50.9 59.8 100 3
100.3
expenditures [Forecast]
Note: The results before 3/99 are unconsolidated. *Operating cash flow=Profit attributable to owners of parent + Depreciation and amortization
Operating profit grew remarkably, and operating margin stands at the highest level 19
I-III. Overview
Expansion in Maihama Area Leveling of Quarterly Results
Q
Quarterly
l consolidated
lid d operating
i profit
fi
1Q 2Q 3Q 4Q
40 0
40.0
38.8
37.2
30.4 31.0
29.5
25.0
22.5 22.7
21.0
16.8
15.2
3/16 3/17 3/18 [FY]
• Own land that can be used for commercial
purposes in Maihama, including parking space ὉRoom for growth in 1Q and 4Q
and head office area
Allocate unused land for commercial purposes and level out
Theme Park attendance to achieve growth 20I-III. Overview
Consolidated Three Months Three Months
Ended 6/17 Ended 6/18
Change Change Year-on-year comparison
Statement of Income [¥ billion]
[¥ billion] [¥ billion]
Net sales
Net Sales 109.8 120.7 10.8 9.9%
Increased due to a rise in Theme Park
Theme Park attendance and net sales per Guest in the
Segment
90.7 100.7 9.9 11.0% Theme Park Segment on the back of
Hotel
H t lBBusiness
i
successful Tokyo Disney Resort 35th
Segment
14.9 16.4 1.5 10.2% Anniversary events.
Other Business Operating profit
Segment
4.2 3.5 (0.6) (14.9)%
Increased due to an increase in net sales for
Operating Profit 25.0 29.8 4.7 19.0% the Theme Park Segment and Hotel
Business Segment, offsetting the rise in
Theme Park expenses related to Tokyo Disney Resort
Segment
21.6 25.3 3.7 17.3%
35th Anniversary
y events.
Hotel Business
Segment
2.7 3.8 1.0 38.4% Comparison with the forecasts
Other Business Net sales and operating profit
Segment
g
0.6 0.5 (0.0) (10.7)%
Although net sales per Guest stayed as it
Ordinary Profit 25.7 30.4 4.7 18.3%
was estimated, both net sales and operating
Profit Attributable to profit exceeded the forecasts by surpassing
20.9 21.1 0.2 1.0% the projected Theme Park attendance
attendance.
O ners of Parent
Owners
Net sales and all the profits created new records thanks to the success of
Tokyo Disney Resort 35th Anniversary events 21
I-III. Overview
Consolidated Results for Forecast for Change
FY Ended 3/18 FY Ending 3/19 Change
[¥ billion]
Statements of Income [¥ billion] [¥ billion]
Net Sales 479.2 500.8 21.5 4.5%
Theme Park Segment 395.9 417.9 21.9 5.6%
Hotel Business Segment 66.4 67.8 1.3 2.1%
Other Business Segment 16 8
16.8 15 0
15.0 (1 8)
(1.8) (10 7)%
(10.7)%
Operating Profit 110.2 113.4 3.1 2.9%
Theme Park Segment 91.6 94.4 2.8 3.1%
Hotel Business Segment 16.2 16.6 0.3 2.1%
Other Business Segment 2.0 2.2 0.1 7.7%
Ordinary Profit 111.6 114.8 3.1 2.8%
Profit Attributable to Owners of Parent 81.1 80.0 (1.1) (1.4%)
Attendance [million people] 30.10 31.00 0.90 3.0%
Net Sales per [¥] 11 614
11,614 11 830
11,830 216 1 9%
1.9%
Ticket Receipts 5,339 5,350 11 0.2%
Merchandise 3,989 4,220 231 5.8%
F d and
Food d Beverages
B 2 286
2,286 2 260
2,260 (26) (1 1)%
(1.1)%
Both net sales and operating profit are expected to increase
driven by Tokyo Disney Resort 35th Anniversary events 22II. Progress of 2020 Medium-Term Plan
Strengthen business foundation toward long-term sustainable growth
Targets
Ὁ To consistently provide a highly satisfying theme park experience
Ὁ To achieve record high theme park attendance and operating cash flow in FY3/21
Strategies
Ὁ Strengthen structural aspects to provide novelty and comfort
Core Business
1 Ὁ Strengthen non-structural aspects (human resources
Strategy capacity) on a long-term sustainable basis
Ὁ Allocate operating cash flow to growth investment and aim to
2 Financial Policy enhance corporate value
Note: Operating cash flow = Profit attributable to owners of parent + depreciation and amortization expenses
24II. Progress of 2020 Medium-Term Plan
Background
External environment Internal environment
• Declining birth rate and aging population
• Increase in inbound tourists • Increasing Theme Park attendance at a
f t th
faster-than-expected
t d pace
• Reduction in labor force
Strategies
Strengthen structural aspects Strengthen non-structural aspects
(human resources capacity)
“novelty”
novelty “comfort”
comfort on a long-term sustainable basis
Enhance satisfaction and capacity to attract Guests on the basis of strategies
25
II. Progress of 2020 Medium-Term Plan
Theme Park Attendance and Operating Cash Flow
Theme Park attendance [million people] Operating cash flow [¥ billion]
120 6
120.6 118 5
118.5 118 1
118.1
Record high
31 00
31.00
30.10
30.00
Period covered by 2020 Medium-Term Plan
3/17 3/18 3/19 3/20 3/21 [FY]
[Actual result] [Actual result] [Forecast]
Note: Operating cash flow = Profit attributable to owners of parent + depreciation and amortization expenses
Core Business Strategies
• Strengthen “novelty” and “comfort” by introducing new products эPages 27-28
Strengthen • Utilization of IT progressed; e.g., official smartphone app эPage 29
structural
aspects • Strengthened measures to accommodate and secure Guests from abroad эPage 30
• Launch of large-scale development эPage 31
Strengthen non-
structural aspects • Promotion of a comfortable workplace environment; measures to
(human resources
эPage 32
promote a tangible sense of personal growth
capacity)
26II. Progress of 2020 Medium-Term Plan
Major New Products
N
Nemo & Friends
F i d SeaRider
S Rid
Opened on May 12, 2017 [Investment amount Approx. ¥5.0 billion]
“it’s a small world”
Opened on April 15, 2018
New daytime parade “Dreaming Up!”
Started on April 15, 2018 [Investment amount Approx.¥2.4 billion]
New nighttime spectacular “Celebrate! Tokyo Disneyland”
Started on July 10, 2018
S
Soarin’ [tentative name]
Scheduled to open in FY 3/20
Tokyo Disneyland [Investment amount Approx. ¥18.0 billion]
Large-scale
g investment p
projects
j
Tokyo DisneySea Scheduled to open in spring 2020
[Investment amount Approx. ¥75.0 billion]
Tokyo Disney Resort
35th A
Anniversary
i Note: Plans announced as of July 30, 2018.
Introduce products for strengthening “novelty” and “comfort”
27
II. Progress of 2020 Medium-Term Plan
Attractions
Examples Novelty Comfort
“it’s a small •Added characters featured in Disney
•Expanded indoor queuing spaces
world”
world films
•Improved waiting environment by
installing a roof at outdoor waiting
Nemo & area
•Offered the concept depicted in the
Friends
Disney/Pixar films •Allowed more Guests to experience
SeaRider
attraction by
y making
g operational
changes
Others
• Refurbished restaurants to improve dining environment
g to build a multistoryy p
• Planning parking
g facility
y in 2019 and redesign
g entrances in 2020
Promoting introduction of new and remodeled attractions and other facilities
28II. Progress of 2020 Medium-Term Plan
Utilization of IT
• Introduction of “Tokyo Disney Resort App” as our official smartphone app [from July, 2018]
• Purchase park tickets and Vacation Packages
• Search and purchase merchandise sold within
parks
• Make reservation for Disney Hotels and
restaurants inside the theme parks
• Acquire information on waiting time for each
attraction and facility
• Hotel check-in
• Show ticket lotteries
• Information and digital guide maps
Imagery of app screen
Aim at enhancing Guests’ comfort and experience value
©Disney 29
II. Progress of 2020 Medium-Term Plan
Measures for Guests from Outside Japan
Number of Travelers Visiting Japan and
Number/Ratio of from Outside Japan
Ratio of Guests among the Travelers
Travelers visiting Japan [million people] Number of Guests from outside Japan [million people]
Ratio of overseas Guests coming to our parks Ratio of overseas Guests from outside Japan
among overseas visitors to Japan
29.77 2.95
2.55
24.82
21.36
1 81
1.81
1.57
14.67
1.22
10.98
8.71 11.1% 9.8%
10.7% 10.3% 9.9% 0.72 8.5%
8 5%
8.5%
8.3% 6.0%
5.0%
3.9%
2.6%
3/13 3/14 3/15 3/16 3/17 3/18 [[FY]] 3/13 3/14 3/15 3/16 3/17 3/18 [[FY]]
Source: Prepared by the OLC Group based on the materials created by Japan National Tourist Organization (JNTO)
• Official website for Guests from outside Japan offered in multiple languages; language assistance
tools introduced
• Marketing activities tailored to each country
Strengthened measures to accommodate and secure Guests from abroad
30II. Progress of 2020 Medium-Term Plan
Large-Scale Investment Projects
Completion/
Theme Park Projects Investment Amount
FY3/20
Tokyo DisneySea Major attraction “Soarin’” (tentative name)
Approx. ¥18.0 billion
• IIntroduce
t d S i ’ a popular
Soarin’, l attraction
tt ti att Disney
Di th
theme parks
k abroad,
b d
Novelty
adding scenes exclusive to Tokyo DisneySea
Effect
• Allow more s to experience attractions
Comfort
• Balance out Guests’ retention time within the park
Completion/
Theme Park Projects Investment Amount
• Beauty and the Beast Area (tentative name) Spring 2020
• Live Entertainment Theater
Tokyo Disneyland • New attraction themed to the Disney film, Big Hero 6 ¥75.0 billion level
• New Disney Character Greeting Facility
• Beauty and the Beast and other attractions unique to Japan
Novelty
• First indoor theater at Tokyo Disneyland
Effect
• Allow more s to experience attractions
Comfort
• Introduce an all-weather-type theater and an indoor restaurant
Large-scale development launched as planned with
steady progress made toward opening 31
II. Progress of 2020 Medium-Term Plan
Strengthen both hospitality skills and operational efficiency by creating a comfortable
workplace environment and implementing measures to encourage Cast Members to feel a
tangible sense of personal growth
Rectify uneven
distribution of • Changed recruitment marketing method
Promotion of workforce among job • Change job-specific wages and shift allowances
a comfortable
f t bl types
t andd time
ti slots
l t
workplace
Addressing • Allowed flexible workstyles by adopting a new
environment
transformations in schedule management system
workstyles • Housing assistance for employees with long commute
• Introduced training programs to promote
understanding of the new concept and instill it in Cast
N
New concept:
t Members’ minds
Measures to “Creating happiness”
promote a • Executed measures to offer Guest service based on
tangible sense the new concept
of personal • Provided career support mainly through business
growth Strengthen career skill training
support • Training programs to provide further career support to
be introduced
Number of Cast Members is on a steady increase;
human resources development will be continued 32II. Progress of 2020 Medium-Term Plan
Allocate operating cash flow to growth investment
Policy: with the aim of enhancing corporate value
Cash Dividends
Annual cash dividends per share 40 40
[Forecast]
37.5
37 5
35 35
Annual cash dividends [yen]
30 30
25 25 25
17.5
13.75 15
[Policy]
Aim at steady payout of cash dividends
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 [FY]
Note: Dividend amounts up to 3/15 are evaluated retrospectively for descriptive purposes.
ROE
ROE for FY ending
g 3/19 is expected
p to reach 10.6%
Enhance shareholder returns
33III. Tokyo DisneySea Large-Scale Expansion Project
Note: This concept image is not an exact representation of the development area of the project
35
III. Tokyo DisneySea Large-Scale Expansion Project
Notes: 1) The new themed port will be connected to other areas of the Park
through a pathway between Arabian Coast and Lost River Delta
2) The image above represents the current concept and is subject to change
36III. Tokyo DisneySea Large-Scale Expansion Project
Tokyo DisneySea: New Themed Port Development Project
Location
ocat o Guest parking
pa gaarea
ea d
diverted
e ted to a
area
ea used to e
expand
pa d Tokyo
o yo DisneySea
s eySea
Area About 100,000 m2 [about 140,000 m2 including backstage area]
Opening In fiscal year March 2023 [scheduled]
Theme Magical springs that lead to a world of Disney fantasy
Themes of the
Frozen Tangled Peter pan
three areas
Number of 1 attraction 1 attraction 2 attractions
facilities 1 restaurant 1 restaurant 1 restaurant
Concept
images
g
Note: This information is subject to change. 37
III. Tokyo DisneySea Large-Scale Expansion Project
Tokyo Disney Celebration Hotel Tokyo DisneySea Hotel MiraCosta
New Hotel located inside the Park
[Guest Rooms: 475, Restaurants: 2, etc.]
Disney Ambassador Hotel Tokyo Disneyland Hotel
Value-type Deluxe-type Luxury-type
38III. Tokyo DisneySea Large-Scale Expansion Project
Through newly created “experience value,”
Large-Scale Investment effect: net sales
Expansion Project Boost-up
Boost up effect on net sales by ¥50 billion
annually
Investment Amount Consolidated net sales
Expected to reach the range of
About ¥250 billion
mid-¥500 billion to the high-¥500 billion
Ongoing Investment will be continued toward further growth
39
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
To achieve a significant breakthrough, the expansion of the existing site
Tokyo
y Disney
y
andd utilization
tili ti off new d
development
l t will
ill create
t an environment
i t with
ith a
Resort
higher degree of guest satisfaction from qualitative as well as
quantitative standpoint
Investigate various ways to add more value to Tokyo Disney Resort as a
whole, such as increasing the number of guest rooms at the hotels
Further boost the level of net sales with continued large-scale investment
Plans for the new business aimed at growing it into single business
New
N Business
B i
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
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