July, 2018 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.
CttContents
I. Business Outline I-I. Theme Park business I-II. Hotel business I-III. Overview II. Progress of 2020 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 Stock Exchange, Stock Listing Established July 11, 1960 First Section Code No. 4661 Total Assets ¥915.5 billion [consolidated] Investment Unit 100 shares
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] [[y,]As of July 27, 2018] Corporate Mission Business Domain
Our mission is to create happiness and contentment “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 hearts and original, imaginative ideas appealing to abundant humanity and happiness
4 I. 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, etc provided around OLC and Chiba Prefecture concluded the resort 1962 the Urayasu District Land Reclamation Agreement Disney Ikspiari Ambassador Reclamation work began off the coast of Hotel 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 consttidtruction and operati tifTkDildon ofTokyo Disneyland 1983 Tokyo Disneyland opened Listed on the first section of the Tokyo Tokyo DisneySea 1996 Stock Exchange 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 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 Nocapocaptaoital or pesopersonn el r eatoelation shi pbetwee n OL CCa an d Th e W al t Di sn ey Com pan y
Only OLC operates Disney Theme Parks in Japan 6 I. Business Outline
1. Prime Locations 2. Tangibles: Ongoing Investment Strengthened appeal Vast Land Holdings Own approx. 2,000,000 m2 Higher attendance Investment [approx. 500 acres] of land easily figures accessible from central Tokyo Huge Market Increased cash flow Making the facilities more appealing through Approx. 30 million of high income ongggoing investment; Increasing cash flow by households living within 50km [30 miles] attracting more Guests radius 3. Intangibles: Human Resources Ibaraki with Magnificent Hospitality Saitama ிʮ Ҙᓶ Raise the level of Raise the level of Tokyo Guest Satisfaction Emppyloyee Satisfaction ߷ Chibaډᅕ 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. 5 477.7 479.2 [[Forecast]Forecast] 114.4 466. 2 465. 3 110. 6 113. 1 110.2 113. 4 107.3 [Forecast]
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 8 I. Business Outline
Breakdown by Segment and Content of Segments
Results for FY ended 3/18 Consolidated Consolidated net sales: operating profit: ¥479. 2 billion ¥ 110. 2 billion
Theme Park Tokyo Disneyland Segment 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 13.9% Disney Resort Line 14.8% Segment and others 35%3.5% 1.9% More than 80% comes from the Theme Park Segment 9 I-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 15th Anniversary 20th Anniversary [Forecast] 31.30 30.00 31.00 [+13.8%] [(0.6)%] [+3.0%] 27.22 Opening of 25.47 25.82 [+7.1%] 25.35 [+2.6%] [+4.2%] [(0.1)%] Tokyo Disneyland 22.05 [+27.4%]
17.46 [YoY +4.6%]
1,746 1,730 1,603 1,651 99. 31, 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 visitinggp[ Japan [million pp]people] Ratio of overseas Guests coming to our parks among overseas visitors to Japan Overseas 29.77 9.8% 24.82 21.36 Other areas in Annual Attendance Japan 30.10 million people 14.67 26.6% [FY ended March 2018] 10.98 8.71 11.1% 10.3% 9.9% Metropolitan 10.7% 8.5% Area 8.3% 63.6%
3/13 3/14 3/15 3/16 3/17 3/18 [FY]
Metropolitan •Largest 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 Others •More Guests can be attracted •TdtTends to grow i n anni versary years fthitfrom this category Stable Theme Park attendance expected to continue based on region-specific Guest attraction strategies 12 I-I. Theme Park Business
Net sales per Guest and Breakdown
[¥] 11,830 [Forecast] 11,594 11,614 11,257 11,076 10,955 5,350 5,264 5,339 •Ticket receipts per Guest 50075,007 Ticket 4,598 4,660 increase over two years since Receipts ticket price revision Ticket Receipts •Tend to increase in anniversary event years 3,989 4,220 4,185 4,043 3,964 4,074 Merchandise •Development of contents, such as Duffy & Friends series, lead Merchandise to increase in earnings
•Stable net sales maintained 22922,292 2, 252 2, 286 22562,256 2, 286 2, 260 Food and 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 ex ternal env ironment inclu ding 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. 82 25. 42 25. 82 25. 37 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%] Theme PkPark experi ence val ue was i ncreasedb dbitdiy introducing new a tttittractions 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, 2016 ¥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 14 I-II. Hotel Business
Disney Hotels Disney Am bassa dor TkTokyo Disney Sea TkTokyo Di sney lan d TkTokyo Di sney 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) 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 will open 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 16 I-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, 447 64,933 63,173 61,066
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 17 I-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. 4 113.1 113. 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 53. 6 18.6 12.0 11.1 38.0 38.7 40.0 41.9 34.5 34.1 15.1 30.6 31.1 34.5 33.6 11.5 11.5 29.5 10.4 10.3 11.3 25.4 9.2 9.9 9.1 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] Operating 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 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 amortization [Forecast] 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 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
Quarterl y conso lidate d operat ing pro fit
1Q 2Q 3Q 4Q
40. 0 38.8 37.2
31.0 29.5 30.4 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 20 I-III. Overview
Three Months Three Months Consolidated Change Ended 6/17 Change Year-on-year comparison Ended 6/18 [¥ billion] Statement of Income [¥ 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 90.7 100.7 9.9 11.0% Segment Theme Park Segment on the back of HtlBHotelBus iness successful Tokyo Disney Resort 35th 14.9 16.4 1.5 10.2% Segment Anniversary events. Other Business Operating profit 4.2 3.5 (0.6) (14.9)% Segment 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 21.6 25.3 3.7 17.3% expenses related to Tokyo Disney Resort Segment 35th Anniversary events. Hotel Business 2.7 3.8 1.0 38.4% Segment Comparison with the forecasts Other Business 0.6 0.5 (0.0) (10.7)% Net sales and operating profit Segment 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% Owners of Parent the projected Theme Park attendance. Net sales and all the profits created new records thanks to the success of Tokyo Disney Resort 35th Anniversary events 21
I-III. Overview
Results for Consolidated Forecast for Change FY Ended 3/18 Change FY Ending 3/19 [¥ 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 15. 0 (1. 8) (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, 830 216 19%1.9% Ticket Receipts 5,339 5,350 11 0.2% Merchandise 3,989 4,220 231 5.8% FdFood and Beverages 2, 286 22602,260 (26) (1. 1)% Both net sales and operating profit are expected to increase driven by Tokyo Disney Resort 35th Anniversary events 22 II. 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 Core Business Strengthen structural aspects to provide novelty and comfort 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
24 II. 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 ftfaster-than-expectdted pace • Reduction in labor force
Strategies
Strengthen structural aspects Strengthen non-structural aspects (human resources capacity) “novelty” “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. 6 118. 5 118. 1 Record high
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 эPage 32 (human resources promote a tangible sense of personal growth capacity) 26 II. Progress of 2020 Medium-Term Plan
Major New Products
Nemo &Fi&Frien ds SRidSeaRider Opened on May 12, 2017 [Investment amount Approx. ¥5.0 billion]
“it’s a small world” Opened 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” Scheduled to start July 10, 2018 Soarin’ [tentative name] Scheduled to open in FY 3/20 Tokyo Disneyland [Investment amount Approx. ¥18.0 billion] Large-scale investment ppjrojects Tokyo DisneySea Scheduled to open in spring 2022 [Investment amount Approx. ¥75.0 billion]
Tokyo Disney Resort 35th Ann iversary 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” films
•Improved waiting environment by installing a roof at outdoor waiting Nemo & •Offered the concept depicted in the area Friends Disney/Pixar films SeaRider •Allowed more Guests to experience attraction byyg making operational changes
Others
• Refurbished restaurants to improve dining environment • Planning to build a multistoryparkin g facilit y in 2019 and redesign entrances in 2020
Promoting introduction of new and remodeled attractions and other facilities 28 II. 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 1811.81 1.57 14.67 1.22 10.98 8.71 11.1% 10.3% 9.9% 9.8% 10.7% 85%8.5% 0.72 8.5% 8.3% 5.0% 6.0% 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 30 II. 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 • ItIntrod uce SiSoarin’, a popu lar a ttrac tion a ttDi Disney theme par ks a broa 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 comfftblortable ttdtiltypes andtime slots workplace • Allowed flexible workstyles by adopting a new environment Addressing 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 NtNew concept: 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 32 II. 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 37. 5 [Forecast] 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 endinggp 3/19 is expected to reach 10.6%
Enhance shareholder returns 33 III. 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 36 III. Tokyo DisneySea Large-Scale Expansion Project
Tokyo DisneySea: New Themed Port Development Project
Locati on Guest parkin gga ar ea div er ted to ar ea used to ex pan d T ok yo DisseySeaneySea
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
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
38 III. Tokyo DisneySea Large-Scale Expansion Project
Through newly created “experience value,”
Large-Scale Investment effect: net sales Expansion Project 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
Further boost the level of net sales with continued large-scale investment
Plans for the new business aimed at growing it into single business NBiNew 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 40