134 - olc.co.jp

The main facilities in the Hotel Business Segment are the Disney Hotels and Brighton Hotels.The four Disney Hotels are Tokyo Disneyland Hotel (opened in July 2008), Tokyo DisneySea Hotel MiraCosta (opened in September 2001), Disney Ambassador Hotel (opened in July 2000) and Tokyo Disney Celebration Hotel in Shin-Urayasu (opened in June 2016).The Brighton Hotels have three locations including those in Shin-Urayasu and Kyoto (shares of operator Brighton Corporation were acquired in March 2013).

Note: In June 2016, Palm & Fountain Terrace Hotel was rebranded and held a grand opening as Tokyo Disney Celebration Hotel.

The main facilities of the Other Business Segment are Ikspiari (opened in July 2000), Disney Resort Line (opened in July 2001) and MAIHAMA Amphitheater (opened in September 2012).Ikspiari is a commercial complex that includes approx. 140 shops and restaurants and a 16-screen cinema complex.Disney Resort Line is a monorail connecting four stations within Tokyo Disney Resort.

The main facilities of the Theme Park Segment are Tokyo Disneyland and Tokyo DisneySea.Tokyo Disneyland opened in April 1983 and Tokyo DisneySea in September 2001. Total cumulative attendance at the two Theme Parks surpassed 700 million.Revenues of the Theme Park Segment are broadly divided into attractions and shows*1, merchandise*2 and food and beverage*3.

*1 Attractions and shows revenues include ticket receipts and parking receipts.

*2 Merchandise revenues include sales of merchandise at Bon Voyage andcommercial facilities within affiliated hotels, in addition to commercialfacilities within the Theme Parks.

*3 Food and beverage revenues include sales of food and beverage atcommercial facilities within the Theme Parks.

Results by Segment for FY2020

Segment Revenues

Segment Revenues

Segment Revenues

89.3% 10.7%

Disney Hotels Other Hotels

55.8% 30.9%13.3%

Ikspiari OthersMonorail

49.8% 31.0% 16.9%

Attractions and Shows Merchandise Food and beverage

Others 2.3%

Note: Listed monetary amounts are rounded down to the nearest ¥0.1 billion.

Segment Revenues

134.2billion yen

(down 65.0%)

Operating Loss

41.9billion yen(Operating profit of 79.6 billion yen in the previous fiscal year)

Segment Revenues

28.6billion yen

(down 55.5%)

Segment Revenues

7.6billion yen

(down 52.3%)

Operating Loss

1.9billion yen(Operating profit of 14.7 billion yen in the previous fiscal year)

Operating Loss

2.3billion yen(Operating income of 2.1 billion yen in the previous fiscal year)

63.1 66.1 66.4 64.372.4

13.8 14.616.2

19.2

28.6

(1.9)

‘15 ‘16 ‘17 ‘18 ‘19 ‘20 (FY)

Operating Income (Loss) (Billions of yen)Segment Revenues (Billions of yen)

14.7

(2.3)

17.5 17.3 16.8 16.015.6

1.6

2.42.0

2.57.6

‘15 ‘16 ‘17 ‘18 ‘19 ‘20 (FY)


2.1

384.6

‘15

394.2

‘16

395.9

‘17

384.0

‘18

437.4

91.6 95.8 91.6107.2

‘19


134.2

(41.9)‘20 (FY)

79.6

Hotel Business Segment 16.8%

Other Business Segment 4.5%

Percentage ofTotal Revenues

Theme Park Segment 78.7%

Theme Park Segment

Hotel Business Segment

Other Business Segment

Segment Review

29Oriental Land Annual Report 2021

Operations Division Entertainment Division

In our Annual Report for the last fiscal year, we discussed our efforts to reopen the Parks. This year, we will introduce efforts following the

reopening of the Parks. We have made daily improvements to the method of crossing the Park entrance. In operation of security

checkpoints started in September 2020, we have reviewed procedures and conducted repeated training, cutting the time of security

checks in half from the start. In addition, we flexibly changed park admission start times by observing the actual movement of Guests, and

following the relaxation of guidelines at the end of October 2020, we quickly redesigned the waiting areas. We increased the number of

Guests eligible to wait in line by changing orientation and spacing, repositioning marks, and turning the surrounding parking lots into

waiting spaces.

Before the reopening of Theme Parks, Cast Members voiced their concerns about the difficulty of

conveying facial expressions through masks, and not being able to casually interact with Guests.

Therefore, we have developed a new way of thinking about how to deal with Guests, and displayed

examples of how to show a smile even while wearing a mask and means of communication which can

be used as alternatives to giving a high five. Based on this idea, following the reopening of Theme

Parks, our Cast Members were able to consider hospitality and communicate with Guests on their

own accord, and received many comments complimenting them for their efforts.

When reopening Theme Parks, our top priority was to establish safe operations throughout all the Parks. Unfortunately, we could not

resume full-scale entertainment. As we strongly wished to provide our Guests with our characters when reopening Parks, we prepared as

many safe entertainment offerings as possible, such as greeting parades, for our Guests to enjoy when finally reached our reopening date.

Seeing the smiles on the faces of our Guests gave us great encouragement. Later on, when reopening character greeting area, we faced

the problem of long queues forming due to the need for COVID-19 countermeasures, but were able to safely reopen facilities at the same

time we introduced entry reception.

Furthermore, we also prepared for the resumption of full-scale stage shows. Many performers and staff participate in our stage shows,

and there is complicated movement both on stage and back stage, making it necessary to make

arrangements for each and every one. It took time to make major revisions to our methods of

operation, as well as program content including composition and production of shows, but we

prepared to resume stage shows at both Parks. COVID-19 countermeasures have put many constraints

on show performances, but we gained great confidence from our ability to use ideas to provide

entertainment experiences without seriously compromising quality.

In FY2021, we have established our keyword “WITH (Cooperation and Collaboration)” as an activity policy common to our four divisions:

Operations, Entertainment, Food, and Merchandise. Our aim is to further strengthen cooperation between divisions and create new values

for our Parks.

For example, we have implemented measures conceived primarily by Cast Members, such as celebrating anniversaries of Theme Parks

and character birthdays along with Guests, under a cooperation system that goes beyond divisions. This system has also been used to

improve operational efficiency. For daytime parades at Tokyo Disneyland, which resumed in April 2021, there was a problem of

inadequate viewing space in some areas, but we revised the operations of the entire area and were able to expand viewing spaces.

Our goal has always been “We Create Happiness,” and the most important element is the power of

people. We believe that the idea of one Cast Member can lead to the creation of new value that

exceeds the expectation of the Guests when we realize it as a team. In order to have Guests to want

to visit this place again, we, the Cast Members who welcome Guests at the very front line of Parks,

have come together as one and demonstrated our create imagination and flexible response to provide

new value.

At Tokyo Disneyland, we opened the Park’s first full-scale indoor theater “Fantasyland Forest Theatre” in April 2021, and started the new

regular “Showbase” show “Club Mouse Beat” in July. We are preparing to introduce “Believe! Sea of Dreams,” a new type of nighttime

entertainment at Tokyo DisneySea, in FY2022.

We wish to be a group of professionals capable of providing “inspiring experiences that go beyond mere satisfaction” with

entertainment. In order to create a strong structure that can flexibly respond to major environmental changes that may occur in the

future, we have refined the functions of each of our organizations, including a function to create new programs, a manufacturing

function that realizes creativity, and a performance function that continuously provides inspiring

experiences to Guests, and restructured our organization in April.

Theme Parks are places where people can feel connections between each other, and entertainment

is the symbol of these Parks. I am certain that the value of entertainment at the Parks, where people

can gather in a single space and share in exciting experiences, will become even more important now

that it is more difficult to feel connections with people. We will continue to evolve, so that we can

deliver dreams and excitement to our Guests with the power of entertainment.

Aim to Create New Value by Uniting Theme Parks Through Strengthening of Cooperation and Collaboration Between Operating Departments

Resumption of Full-scale Stage Shows and Parades, and Start of New Programs

Continuing to Improve Operations for Safer and More Comfortable Stay Resumed Entertainment Gradually While Monitoring Safety

Ryotaro ShiibaDirector of Operations Division

Maki AsahataDirector of Entertainment Division

Theme Park Segment

Mickey & Friends Greeting Parade

Fantasyland Forest Theatre

Guidance at Park entrances

On Tanabata day, Cast Members from each division greeted Guests while wearing yukata

Looking Back at FY2020

Main Facilities: •Tokyo Disneyland •Tokyo DisneySea


Future Outlook Future Outlook

Departmental Topics

30 31Oriental Land Annual Report 2021 Oriental Land Annual Report 2021

Merchandise Division

In the Food Division, we have made safe operation of food facilities our top priority, and worked on maximizing sales and reducing costs

by focusing on improving Guest satisfaction. For example, we worked to create environments where Guests can enjoy dining with peace

of mind by introducing 2D code menus to reduce contact infection from menu books, and by spacing out seats to ensure social distancing.

We are also making new efforts for the purpose of labor saving, such as introducing self-checkout at some stores.

We have developed a new dining experience, in the form of a sweets buffet at a buffet restaurant that originally served typical meals.

We have never had a large restaurant specialized in serving sweets, and Guests were happy with this first attempt made in the Parks.

In the large-scale development area of Tokyo Disneyland, we opened “La Taverne de Gaston,” a

restaurant with the motif of Gaston, a character from the Disney movie “Beauty and the Beast,” as

well as “The Big Pop,” the first popcorn specialty store at Tokyo Disney Resort.

At Tokyo Disneyland, we started the sale of alcoholic drinks on a trial basis. We will start

full-scale sale of alcoholic drinks in FY2021, while monitoring trends and safety of our

Guests.

In FY2021 as well, we will continue safe operation of food facilities, improve experience value, and maximize profits.

At Tokyo DisneySea, we are offering a special limited time menu to celebrate the 20th anniversary of “Time to Shine!” At Tokyo

Disneyland, we are selling sweets made in collaboration with the popular French patisserie “Sadaharu AOKI paris.”

We are also considering the introduction of a mobile ordering system to provide a smooth and comfortable dining experience, and

conducted test operations.

Furthermore, in order to reduce our burden on the environment as much as possible, we introduced

straw free lids in June 2021 as our efforts to control the generation of straw waste.

We hope that Guests can experience the joy of the Park and connection between people through

dining experiences at the Parks. Even if the environment in Parks and lifestyles of people change,

human interaction will always be the source of charm of the Parks, and our wish to make people

happy by providing fine dining remains unchanged. We will continue to pursue development of

delicious dining experiences that give Guests a sense of the worlds created within our Parks, and

deliver happiness through conversations and smiles.

Conducting Environmentally Friendly Initiatives While Continuing New Challenges

Creating Environments Where Guests Can Enjoy Meals With Peace of Mind, and Providing New Dining Experiences

Futoshi EbaraDirector of Food Division and Director of Food Development & Sales Department, Food Division

Yuichi KanekiDirector of Merchandise Division

In FY2020, we undertook efforts to ensure that Guests can safely and securely enjoy shopping in the Parks. Some examples of this include

notifying Guests of expected congestion in stores so that they can use this as guidelines for visiting stores, as well as introducing showcase

stores where Guests can scan the 2D code of products on display and buy them using an app. In the future, we aim to continue efforts

not only for safety and security, but also to ensure our Guests can enjoy a comfortable shopping experience.

Also, through Tokyo Disney Resort mobile shopping, we have made it possible even for people who do not visit the parks to purchase

goods, in order to respond to the feeling of disappointment among people who have difficulty visiting the Parks, as we had no choice but

to operate with temporary closures and limited admissions. The response has been very positive, and

we have developed products that can be enjoyed at home to meet the demands of people staying

indoors, which has been well received by a wide range of Guests. The fact that we were able to take

on challenges without being bound by precedents or past frameworks, and that we were able to

deepen our confidence in taking on challenges, is a big step forward that we can use in the future. In

the future, we will make more opportunities for people to experience the charm of our products by

creating new value and refining our existing value.

Until now, the Product Division has increased profits by developing many products and delivering them to our Guests. In the future, we

will continue to make efforts aimed at “restructuring for stronger profitability,” “maximizing profits,” and “creating value that makes the

most of the unique qualities of Tokyo Disney Resort.” For example, we will undertake various challenges such as strengthening our profit

structure and improving resilience against fluctuation risks of the business environment through flexible and agile store management while

ensuring the satisfaction of Guests and through efforts such as efficient product development, inventory management, and waste

reduction. We will also undertake challenges by developing products that allow Guests to enjoy the

experience of being in the Parks while staying at home, as well as new sales methods.

In addition, we are promoting initiatives for long-term sustainable growth. At the moment, we have

used organic cotton and recycled materials to develop the product “LET’S START WHERE WE CAN!”

with the intent of reducing our environmental load. In addition, we have been providing safe products

with guaranteed quality, in cooperation with our various business partners, and we aim to continue

cooperation and collaboration throughout our supply chain. We will contribute to improving Guest

satisfaction and profitability by providing safe and charming products which Guests can enjoy with

peace of mind.

Toward Reform of Profit Structures and Sustainable Management

Planning Ways That Enable More Guests to Experience the Charm of Our Resorts

La Taverne de Gaston

Limited time menu for the Tokyo DisneySea 20th anniversary event

Tokyo Disney Resort mobile shopping

Products made using organic cotton and recycled materials

Theme Park Segment

Food Division


Future Outlook


Future Outlook

Main Facilities: •Tokyo Disneyland •Tokyo DisneySea

Departmental Topics


In FY2021, we will continue our efforts to recover business performance and

improve experience value.

In an environment that continues to be challenging, it is more important than

ever to demonstrate the teamwork of Cast Members.

For example, we solicited ideas from our employees to increase Guest

satisfaction, and in June 2021, we began selling the accommodation plan with

photo tour at Tokyo Disneyland Hotel, which allows Guests to enjoy a photo tour

around the hotel with a photographer. Guests who used this plan told us they

enjoyed special commemorative photos taken in locations unique to this tour.

In addition, for the first time at Tokyo Disney Resort, the Disney Ambassador

Hotel sold special rooms themed on “Disney Twisted–Wonderland,” a

Disney Hotels were temporarily closed from April 1 to June 29 in FY2020 due to the Parks’ closure. This was a difficult decision to make

considering the feelings of Guests who had made reservations. During this time, we continued to renovate the hotels and conduct

inspections so that Guests could stay in the hotels while they were in the best possible condition after reopening.

When we reopened, we took measures in accordance with the guidelines created by the Japan Hotel Association to ensure that the

safety and security of our Guests was our top priority in our operations. On the day of the reopening, many Guests told us that they were

looking forward to the reopening, which cheered up our Cast Members. The hotel is a space full of smiling faces of Guests and Cast

Members, and we will continue to strive to make it a place where irreplaceable memories are created.

As for room occupancy, initially, the occupancy rate was about 50% of the normal level, but after that, we raised the upper limit of the

occupancy rate gradually. At the same time, we continued our efforts to reduce costs and curb cash outflows by reviewing the content of

our operations and personnel assignments, strengthening the help system among departments to improve labor productivity, and

reviewing non-urgent investment projects and equipment purchases, such as system upgrades and repairs of facilities and equipment.

We are also planning to open two new Disney Hotels in the future.

First, in April 2022, we plan to open Tokyo Disney Resort Toy Story® Hotel, the fifth Disney Hotel in Japan themed on the Disney and

Pixar film Toy Story series. The exterior, entrance, lobby, and other areas will be filled with features that will give Guests a sense of the

world of toys, and with easy access to both Parks, the dream world will continue uninterrupted from the Park experience to the overnight

stay experience. The hotel will be the first moderate type Disney Hotel in Japan, making it easier for Guests to enjoy their stay than the

deluxe type Disney Hotels.

In FY2023, a new Park-integrated Disney Hotel is scheduled to open in the area of the Tokyo DisneySea Large-Scale Expansion Project.

This Disney fantasy-themed hotel will offer a magnificent and beautiful view of the new theme port from the windows of the guest rooms

facing the Park, allowing Guests to enjoy a stay experience that is at one with the magic of the Park. In addition to the deluxe rooms,

some of the guest rooms will be luxury rooms, offering the highest level of accommodation experience at Tokyo Disney Resort.

These new hotels are essential contents that will support the growth of Tokyo Disney Resort over the medium to long term. We believe

that the Hotel Business is not only important as a source of revenue, but also has a very high position in shaping the value of Tokyo Disney

Resort. We will continue to contribute to a richer experience at the Resort by enhancing the number of guest rooms and variations to

meet the various needs of our Guests.

Mobilizing the Power of Cast Members to Recover Business Performance and Enhance Our Experience Value

Despite Efforts to Improve Our Experience Value, Revenue and Profit Declined Mainly Due to a Temporary Closures of Disney Hotels

With the Opening of the Two Disney Hotels, We Will Be Able to Offer More Options to Meet the Diverse Needs of Our Guests.

Charles D. BesfordPresident and Representative Director of Milial Resort Hotels Co., Ltd.

Hotel Business Segmentsmartphone game, and special cake sets at the Hyperion Lounge, which were enjoyed by Guests including fans of the game.

Tokyo DisneySea Hotel MiraCosta also offered the MiraCosta Suite Afternoon Party Plan, a one-day plan that allows Guests to enjoy a

meal with a view of Tokyo DisneySea, which was well received.

In the future, we will continue to promote personnel exchanges across departments to mobilize the power of our Cast Members and

provide even better service.

Accommodation plan with photo tour image

Value type Moderate type Deluxe type Luxury type

Tokyo Disney Celebration HotelTokyo Disney Resort Toy Story® Hotel

Disney Ambassador Hotel

Development of Disney Hotels

Tokyo Disneyland Hotel

Tokyo DisneySea Hotel MiraCostaNew Disney Hotel to be opened

that is integrated into Tokyo DisneySea

*The image is an example

*The image is an example

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


Main Facilities: •Tokyo Disneyland Hotel •Tokyo DisneySea Hotel MiraCosta•Disney Ambassador Hotel •Tokyo Disney Celebration Hotel

Future Outlook

Departmental Topics


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