April 28, 2015 Oriental Land, Co., Ltd...2015/04/28 · April 28, 2015 Oriental Land, Co., Ltd Kenji YoshidaKenji Yoshida Officer and Director, Finance/Accounting Department I. Overview

April 28, 2015Oriental Land, Co., Ltd

Kenji YoshidaKenji YoshidaOfficer and Director, Finance/Accounting Department

I. Overview of Results

Results forFY Ended 3/15

[¥ billion]

Change[¥ billion]

Consolidated Statements of Income

Results for FY Ended 3/14

[¥ billion]Change

Net Sales 473.5 466.2 (7.2) (1.5)%

Theme Park Segment 390.9 387.6 (3.2) (0.8)%

Hotel Business Segment 64.9 61.0 (3.8) (6.0)%

Other Business Segment 17.7 17.6 (0.1) (0.7)%

Operating Income 114.4 110.6 (3.8) (3.4)%

Theme Park Segment 97.1 95.6 (1.4) (1.5)%


Other Business Segment 1.2 1.6 0.3 27.1%

Ordinary Income 112.6 110.4 (2.1) (1.9)%

Net Income 70.5 72.0 1.4 2.1%

Operating income decreased because FY ended 3/14 followed on the heels of Tokyo Disney Resort 30th Anniversary 3


Results forFY Ended 3/15 ChangeResults for

FY Ended 3/14 ChangeTheme Park Segment [1]

Net Sales [¥ billion] 390 9 387 6 (3 2) (0 8)%Net Sales [¥ billion] 390.9 387.6 (3.2) (0.8)%

Attendance [million people] 31.30 31.38 0.08 0.3%Net Sales per Guest [¥] 11,076 10,955 (121) (1.1)%

Ticket Receipts 4,598 4,660 62 1.3%Merchandise 4,185 4,043 (142) (3.4)%Food and Beverages 2 292 2 252 (40) (1 7)%Food and Beverages 2,292 2,252 (40) (1.7)%

Decrease in net sales

Increase in theme park attendanceRecord high attendance due to the success of newly introduced products at TokyoDisneyland such as “Once Upon a Time” and “Jungle Cruise: Wildlife Expeditions” and special events held at both parksspecial events held at both parks

Decrease in net sales per guest Decrease due to a termination of selling Tokyo Disney Resort 30th Anniversary related

Although net sales per guest declined, attendance reached record high4

products, etc.


N t S l 390 9 387 6 (3 2) (0 8)%

Theme Park Segment [2]Results for

FY Ended 3/15[¥ billion]

Change[¥ billion]


[¥ billion]Change

Net Sales 390.9 387.6 (3.2) (0.8)%Operating Income 97.1 95.6 (1.4) (1.5)%

Decrease in operating incomeDecrease in operating incomeDecrease in net sales

Increase in theme park attendance, decrease in net sales per guest

Increase in merchandise sales cost ratio and food/beverages sales cost ratio ¥(2.5 billion)

Increase in fixed and miscellaneous costs ¥(0.3 billion)

D i T k Di R t 30th A i l t d t +¥1 5 billiDecrease in Tokyo Disney Resort 30th Anniversary related costs +¥1.5 billion Increase in removal costs related to the termination of “The Legend of Mythica,” among other factors ¥(1.4 billion)I i f l l i t t j t ¥(0 5 billi )Increase in expenses for large scale investment projects ¥(0.5 billion)

Decrease in depreciation and amortization expenses +¥1.8 billion* Personnel expenses stood at the same level as the previous fiscal year

5

Note: Increase in costs is expressed by figures in brackets, which shows by how much operating income was negatively affected.

Drop in net sales and rise in costs led to profit decline


Net Sales 64 9 61 0 (3 8) (6 0)%

Hotel Business SegmentResults for


Change[¥ billion]


[¥ billion]Change


Drop in net sales because the year followed on the heels of Tokyo Disney Resort 30thA i (d i t f i i i ht t th f t )Anniversary (decrease in guests from areas requiring overnight stays, among other factors)

*Please refer to “Supplementary Materials“ [P.4] for average charge per room [actual results]

Tokyo Disneyland Hotel Tokyo DisneySea Hotel MiraCosta Disney Ambassador Hotel

Occupancy Rates

Operating income declined due to a fall in net sales and other factors

FY 3/14 FY 3/15 FY 3/14 FY 3/15 FY 3/14 FY 3/15

96-99% About 95% 96-99% 96-99% 96-99% About 95%

Operating income declined due to a fall in net sales and other factors

Other Business SegmentResults for

FY Ended 3/15 Change[¥ billi ]

Results forFY Ended 3/14 Change

Net Sales 17.7 17.6 (0.1) (0.7)%Operating Income 1.2 1.6 0.3 27.1%

Other Business Segment FY Ended 3/15[¥ billion] [¥ billion]FY Ended 3/14

[¥ billion]Change

p g

Operating income rose mainly owing to a reduction in fixed and miscellaneous costs in Ikspiari business 6


Net IncomeResults for


Change[¥ billion]


[¥ billion]Change


Non-operating Income 2.7 2.5 (0.2) (7.5)%

Non-operating Expenses 4 5 2 6 (1 9) (41 7)%Non-operating Expenses 4.5 2.6 (1.9) (41.7)%

Ordinary Income 112.6 110.4 (2.1) (1.9)%

Income Taxes 42.0 38.4 (3.6) (8.7)%

Net Income 70.5 72.0 1.4 2.1%

Decrease in non-operating expenses

Decrease in loss on bond retirement +¥2.7 billionIncrease in loss on retirement of fixed assets ¥(1.0 billion)

Decrease in non-operating expenses

Increase in net incomeDecrease in income taxes

7

Net income rose due mainly to a decline in income taxes combined with a smaller drop in operating income, setting a new record



[¥ billion]

Change[¥ billion]


Forecast for FY Ended 3/15

announced in Oct.[¥ billion]

Change

Net Sales 453.4 466.2 12.8 2.8%

Theme Park Segment 376.4 387.6 11.1 3.0%

Hotel Business Segment 59.7 61.0 1.3 2.3%


Operating Income 101.7 110.6 8.8 8.7%




Ordinary Income 102.9 110.4 7.5 7.3%

Net Income 67.3 72.0 4.6 7.0%*Pl f t “S l t M t i l ” [P 5 6] f d t il

Net sales and operating income grew thanks to the strong performance of theme park segment 8

*Please refer to “Supplementary Materials” [P. 5-6] for details.


Consolidated Net salesand Operating Margin

Consolidated Operating Incomeand Net Income

N t S l [¥ billi ] O ti I [¥ billi ]

114.4 110 6473.5 466 2

Net Sales [¥ billion]

Operating Margin [%]

Operating Income [¥ billion]

Net Income [¥ billion]

81 4

110.6

371.4 356.1 360.0 395.5

473.5 466.2

Record High

53 6

66.9

81.4

70.5 72.0

356

20.6%24.2% 23.7%

High

41.9

53.6

25 432.1

51.4

11.3%15.1%

18.6%

25.4 22.9

3/10 3/11 3/12 3/13 3/14 3/153/10 3/11 3/12 3/13 3/14 3/15

Impact of earthquake

disaster

While net sales and operating income recorded the second highest figures, net income reached a record high 9


Quarterly Consolidated Operating Income1Q 3Q

[¥ billion]

16 8

25.8 24.7 Impact of

earthquake disaster 23.8

30.6 36.4

34.2

42.6 37.3

1.1

13.0

(3.0)

16.8

3/10 3/11 3/12 3/13 3/14 3/15

2Q 4Q

3/10 3/11 3/12 3/13 3/14 3/15

14.7 14.6

23.4 22.2

32.5 29.1

10.0 8 013.4

19.2Record HighImpact of

earthquake disaster

14.7 14.6

3/10 3/11 3/12 3/13 3/14 3/15

2.1 (4.7)8.0

3/10 3/11 3/12 3/13 3/14 3/15

1Q, 2Q, and 3Q recorded the second highest figures respectively, and 4Q hit a new record 10

3/10 3/11 3/12 3/13 3/14 3/15 3/10 3/11 3/12 3/13 3/14 3/15

II. Forecast

Forecast forFY Ending 3/16

[¥ billion]

Change[¥ billion]


Results for FY Ended 3/15

[¥ billion]Change

Net Sales 466.2 470.3 4.0 0.9%



Other Business Segment 17.6 17.4 (0.2) (1.2)%


Theme Park Segment 95.6 92.0 (3.6) (3.8)%g ( ) ( )


Other Business Segment 1 6 1 3 (0 2) (18 3)%Other Business Segment 1.6 1.3 (0.2) (18.3)%

Ordinary Income 110.4 107.3 (3.1) (2.9)%

N t I 72 0 72 2 0 1 0 2%

Despite an increase in net sales, operating income is expected to fall

Net Income 72.0 72.2 0.1 0.2%

12

II. Forecast

Forecast forFY Ending 3/16 ChangeResults for

FY Ended 3/15 ChangeTheme Park Segment [1]

Net Sales [¥ billion] 387 6 390 6 3 0 0 8%Net Sales [¥ billion] 387.6 390.6 3.0 0.8%

Attendance [million people] 31.38 30.40 (0.98) (3.1)%Net Sales per Guest [¥] 10,955 11,360 405 3.7%

Ticket Receipts 4,660 4,980 320 6.9%

Merchandise 4,043 4,090 47 1.2%

Food and Beverages 2 252 2 290 38 1 7%Food and Beverages 2,252 2,290 38 1.7%

Increase in net sales

Decrease in theme park attendanceDecrease because “Once Upon a Time” and “Anna and Elsa’s Frozen Fantasy,”which were particularly popular when first launched, will enter their second year p y p p , yof operation

Increase in net sales per guestIncrease in ticket receipts mainly due to ticket price revisionsIncrease in ticket receipts mainly due to ticket price revisions

Net sales is estimated to rise owing to an increase in net sales per guestin spite of a drop in theme park attendance 13

II. Forecast

N t S l 387 6 390 6 3 0 0 8%

Theme Park Segment [2]Forecast for

FY Ending 3/16[¥ billion]

Change[¥ billion]


[¥ billion]Change

Net Sales 387.6 390.6 3.0 0.8%Operating Income 95.6 92.0 (3.6) (3.8)%

Decrease in operating income

Increase in net salesDecrease in theme park attendance increase in net sales per guestDecrease in theme park attendance, increase in net sales per guest

Increase in merchandise sales cost ratio and food/beverages sales cost ratio about ¥(1.5 billion)

Decrease in personnel expenses about +¥1 5 billionDecrease in personnel expenses about +¥1.5 billion

Increase in fixed and miscellaneous costs about ¥(6.0 billion)Increase in expenses for large scale investment projects about ¥(4.0 billion)I i ti t f f t bl i t b t ¥(1 0 billi ) tIncrease in preparation costs for a comfortable environment about ¥(1.0 billion), etc.

Increase in depreciation and amortization about ¥(2.0 billion)

Although net sales grow, operating income is forecast to declinedue to increased costs 14

II. Forecast

Net Sales 61 0 62 2 1 1 1 9%

Hotel Business Segment Change[¥ billion] Change


[¥ billion]


[¥ billion]

Net Sales 61.0 62.2 1.1 1.9%Operating Income 13.1 12.5 (0.5) (4.2)%

Increase in fixed and miscellaneous costs resulting from guest room renovation

*Please refer to “Supplementary Materials“ [P.8] for average charge per room [actual results]

Tokyo Disneyland Hotel Tokyo DisneySea Hotel MiraCosta Disney Ambassador Hotel

FY 3/15 FY 3/16 FY 3/15 FY 3/16 FY 3/15 FY 3/16

Occupancy Rates

Operating income is projected to drop due to cost rise

FY 3/15 FY 3/16 FY 3/15 FY 3/16 FY 3/15 FY 3/16

About 95% 96-99% 96-99% 91-94% About 95% 91-94%

p g p j p

Other Business Segment Change[¥ billion] Change




g [¥ billion][¥ billion][¥ billion]

Operating income is expected to fall mainly because oflower net sales for Monorail business 15

Kyoichiro UenishiKyoichiro UenishiRepresentative Director, President and COO

III. Progress of 2016 Medium-Term Plan

Investment to actualize the greatest value of the theme parkOLC continues to raise the level of hospitality provided by Cast Members and will implement following investment.

Amount of investment in the Theme Park Segment¥500 billion level [Total amount from FY ending 3/15 to FY ending 3/24]

p g

Tokyo Disneyland

Redevelopment of Fantasyland [renovation and expansion]Investment in other new products

Orientation of Investment

Investment inDisneyland est e t ot e e p oducts

Tokyo DisneySea

Development of new themed port in an area south of Lost River DeltaInvestment in other new products

Investment in On-Stage

About ¥400 billionInvestment forInvestment in other new products

Both Parks

Development of special eventsPreparations for creating a comfortable environmentVarious improvements [including maintenance and

Investment for enhancing value

About ¥250 billion

Investment for renewal and improvementVarious improvements [including maintenance and

preparation of infrastructure]

BackstageStrengthen the operations base, including support functions,

etcInvestment in Backstage

About ¥100 billion

pAbout ¥150 billion

g etc. About ¥100 billion

Aim to “give great impact on enhancement of theme park value” and to “increase capacity” 17


Tokyo DisneylandR d l t f F t l d

Tokyo DisneySeaDevelopment of new themed port

Large-scale development plans for both parks

Redevelopment of Fantasyland[renovation and expansion]

Development of new themed portin an extension area

Overview

Overall redevelopment of Fantasyland with major attractions, Overview

Development of major attractions, shops restaurants and otherOverview y j

shops, restaurants and other facilities

Consisting of multiple areas with ifi th h th Di

Overview shops, restaurants and other facilities for a new themed port

Themed to Scandinavia[i l d h th ld fThemes specific themes, such as the Disney

films Beauty and the Beast and Alice in Wonderland

Period of

Theme [includes area where the world of the Disney film Frozen will be experienced]

Period ofPeriod of Introduction After FY ending March 2018

The entire existing Fantasyland [renovation] and parts of

Period of Introduction After FY ending March 2018

The expansion site south of andDevelopment

AreaTomorrowland, Guest parking and “backstage” areas [expansion of site]Note: About double the size of the

i ti F t l d

Development Area

The expansion site south of and adjacent to Lost River DeltaNote: About the same size as Arabian Coast

existing Fantasyland area

Plan to announce details of the areas within 201518

Area themed to Beauty and the Beast in Fantasyland, Tokyo Disneyland

19©Disney Note: These are concept images only and are subject to change.

Area themed to Alice in Wonderland in Fantasyland, Tokyo Disneyland

20©Disney Note: These are concept images only and are subject to change.

Development of new themed port inspired by Scandinavia

21Note: These are concept images only and are subject to change.©Disney

Tokyo Disneyland

Redevelopment

Tokyo DisneySea

Redevelopment of Fantasyland

Area of Expansion AreaRedevelopment

New Themed Port

[Legends]

©DisneyDotted lines mark the expansion sites for the large-scale development of the Parks (including “Backstage” areas).

Note: These are concept images only and are subject to change.


Quantitative Target:Operating cash flow* of over ¥280.0 billion in a three-year period

O C 2023 f

While seeking to build a business foundation in line with upcoming

Toward OLC in 2023, we will endeavor to maximize operating cash flow to make large-scale investments in our core business and fund investments in new business.

1Sustainable growth

ofthe core business

While seeking to build a business foundation in line with upcoming changes in the market, we will strive to maximize operating cash flowToward OLC in 2023, we will decide on and sequentially launch large-

scale investment projects that help us maximize the value of our theme parks

Further growth T d OLC i 2023 ill f d h d2

Further growth through new

business

Toward OLC in 2023, we will move forward our research and development of a business with the potential to contribute to our future earnings outside the Maihama area

3 Financial policies We will use operating cash flow to enhance our corporate value

23

* Operating cash flow=Net income + Depreciation and amortization


Operating cash flow and capital expenditureOLC

in 20232016Medium-term Plan

2013Medium-term Plan

Opening of Tokyo DisneySea

182.2 Operating cash flow [¥ billion]

Capital expenditure [¥ billion] More than ¥ 280 billionfor 3 years¥ 267 billion

f 3

+ about 5%

107.5

130.4 109.7 106.7 109.1

for 3 years

[Actual Result]

[Forecast]

66.8 64.5 61.7 59 0 59 2 58 3

67.872.1

62.871.9

87.6 102.3 [Forecastin Oct.]

22.3 23.1

50.659.0 59.2 58.3

29 2

46.8 43.1

54.8 52.6

40.1

27 9 28 7 37.0

69.7[Forecast]

14.8

29.2

19.427.9

23.228.7

20.3

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 2023[FY]

E panded the core b siness Growth of operating (1) Sustainable growth of the core business

[ActualResult]

24Exceeding the plan thanks to the favorable performance of the core business

Expanded the core business Growth of operating cash flow

( ) g(2) Further growth through new business


Target

Outline of strategy for the core business

All kinds of families including parents and children, couples,and multigenerational extended families

OLC in 2023 Build a business foundation in line with upcoming changes in the market

New-Aging

g

Aging society Focus on attracting Growing inbound Be more prepared to welcome

Families with childrenNew Aging

[middle-aged couples whosechildren have grown up]

Overseas guests

St t iStrategies

Enhancing products targeting families and preparing for further comfortable environment

[2] Increase theme park attendance by stabilizing attendance levels

[3] P i i h fl i l

[1] Enhance theme park valueEnhance capacity to

attract guestsEnhance

earning power

P.26

P.27

25

Net salesper guestAttendance [3] Pricing strategy that reflects experience value

[4] Be more prepared to welcome overseas guests

P.28

P.29


[1] Enhance theme park valueMain new products

Once Upon a Time [Investment amount Approx. ¥2.0 billion]Started on May 29, 2014 [New night entertainment using projection mapping]

Jungle Cruise: Wildlife Expedition [Investment amount Approx. ¥1.6 billion] Opened on September 8, 2014 [With new effects and music]

New show viewing area in Mediterranean Harbor [Investment amount Approx. ¥ 2.5 billion]

King Triton’s Concert [Investment amount Approx. ¥ 4.0 billion] Started on April 24, 2015 [New musical show based on the film The Little Mermaid]

g [ pp ]Opened on March 1, 2015

Renewed Tokyo Disneyland Electrical Parade Dreamlights[Investment amount Approx. ¥2.0 billion]

Scheduled to start in July 9 2015 [New float based on the film Tangled will be added etc ]Stitch Encounter [Investment amount Approx. ¥2.0 billion] Scheduled to open on July 17, 2015[Guests can enjoy communicating with Stitch interactively through this theater-type attraction]

New at

Scheduled to start in July 9, 2015 [New float based on the film Tangled will be added, etc.]

New musical show at Hangar Stage [Investment amount TBA] Scheduled to start in Spring-Summer 2016

We will decide on and sequentially launch large scale investment projects and other measures that help us

New at Tokyo Disneyland

New at Tokyo DisneySea

Scheduled to start in Spring Summer 2016New Facility for Disney Character Greetings and Adjoining Restaurant in Westernland[Investment amount Approx. ¥3.0 billion, including new restaurant] Scheduled to open in Autumn-Winter 2016

3/15 3/16 3/17 3/18 3/19

We will decide on and sequentially launch large-scale investment projects and other measures that help us maximize the value of our theme parks

Tokyo DisneySea15th Anniversary

Tokyo Disney Resort35th Anniversary *Plans announced as of April 28, 2015

[FY] 3/15 3/16 3/17 3/18 3/19

Further enhance value of theme park toward OLC in 2023 26

2016 Medium-term Plan[FY]


Increase theme park attendance in 1Q and 4Q

[2] Increase theme park attendance by stabilizing attendance levels

c ease t e e pa atte da ce Q a d QStrengthen our capacity to attract guests by rolling out special events in combination with marketing activities

The first quarterTokyo Disneyland / Tokyo DisneySeaDisney’s Easter

Quarterly net sales in theme park segment

The growth of l

Attracting students byCampus-day Passport

[¥ billion]

Disney s Easter[From April 2 to June 23, 2015, for 83 days]

Rolling out Easter themed event in both parks including Tokyo DisneySea starting from the fiscal year ending March 2016

seasonal event “Easter”

Campus day PassportLaunched a new special event

“Anna and Elsa’s Frozen Fantasy”

86 1 95 298.2

107.9[Actual Result

The fourth quarterTokyo Disneyland

from the fiscal year ending March 201686.1 95.2[Actual Resultfor FY 3/15]

Anna and Elsa’s Frozen Fantasy[From January 13 to March 20, 2015, for 67 days][From January 12 to March 18, 2016, for 67 days]

Holding a special event under the theme of

70–80 80–100 90–110 70–80[Prior level]

1Q 2Q 3Q 4Q

Robust attendance in 1Q and 4Q driven by special events, etc. 27

Holding a special event under the theme of the Disney’s blockbuster film Frozen


[3] Pricing strategy that reflects experience value

Increase spending unit by creating new value and setting prices strategicallyIncrease spending unit by creating new value and setting prices strategically

Net sales per guest¥11,360

Increase in ticket receipts

Ticket price revision [From April 1 2015]

2 205 2 2592,292 2,252

2,290

¥10,336[+3.1%]¥10,022

[Yoy+2.9%]

¥10,601[+2.6%]

¥11,076[+4.5%]

¥10,955[(1.1)%] [Forecast]

[Forecast]

d s

[+3.7%]Ticket price revision [From April 1, 2015]1-Day Passport [Adult]

¥6,400 ¥ 6,900Raising the prices of the all ticket types for the first time since the last revision in April 2011 to

3,629 3,796 3,860 4,185

4,043 4,090

2,176 2,205 2,259

Increase in merchandise sales[Forecast]

Food

and

beve

rage

sdi

se

first time since the last revision in April, 2011 to appropriately reflect theme park value

4 6604,980

“Gelatoni” [From July 4, 2014]

Introduction of a new “Duffy” related character after an interval of 4 years

[Forecast]

Mer

chan

d

4,217 4,335 4,483 4,598

4,660 At Tokyo DisneySea“Journeys with Duffy: Your Friend Forever”[From July 3, 2015 to March 18, 2016]Program that marks the tenth year since Mickey

[ ]

Tick

et

Rec

eipt

s

3/11 3/12 3/13 3/14 3/15 3/16

Revised ticket prices to reflect theme park value 28

Program that marks the tenth year since Mickeyand Duffy first met

[FY]


[4] Be more prepared to welcome overseas guestsEnhance

experience valueAim to enhance experience value by improving both our tangible and intangible features so as to be more prepared to welcome overseas guestsexperience value so as to be more prepared to welcome overseas guests

Strengthenour appeal

Strengthen marketing activities focusing on Southeast Asia, where growth is expected

Started e-ticket sales in FY 3/14 to respond to increasing demand for self-guided travel

30.00Overseas visitors to Japan [million people]

The ratio of overseas guests coming to our parks

The number of overseas visitors to Japan and the ratio of our parks’ overseas guests among overseas visitors to Japan

Source: Prepared by the OLC Group based on materials created by the Japan National Tourist Organization (JNTO) and the Japan Tourism Agency.

14 67

20.00

Impactof

The ratio of overseas guests coming to our parksamong overseas visitors to Japan

[Government’s Target]

[Government’s Target]

7.24 8.34 6.38

8.71 10.98

14.67

9 9% 10 1% 5 2% 8 3% 11 1% 10 7%

Impact of earthquake

disaster Continue aiming to attract overseas

guests9.9% 10.1% 5.2% 8.3% 11.1% 10.7%3/10 3/11 3/12 3/13 3/14 3/15 2020 2030

Overseas guests attendance [Actual] 0.72 0.84 0.33 0.72 1.22 1.57

Theratioofoverseasguests 2 8% 3 3% 1 3% 2 6% 3 9% 5 0%

Tokyo Olympics[Scheduled]

Overseas guests at our parks are

[million people]

Take advantage of the growth in foreign tourists visiting Japanand respond appropriately 29

The ratio of overseas guests among all attendance 2.8% 3.3% 1.3% 2.6% 3.9% 5.0% mainly from Asia such as Taiwan


¥35*¥140[1] C h Di id d

By using operating cash flow for further growth, strive to enhance corporate valuePolicy:

¥100 ¥100 ¥100¥120 ¥120

¥35*¥140[Forecast]

Increasedby ¥20

[1] Cash Dividends

Annual cash dividends per share

¥14 ¥19 ¥24 ¥29 ¥35 ¥45 ¥55 ¥60 ¥70by ¥20

[Policy]Aim for a steady payout of

cash dividends

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

*Conducted a 4-for1 stock split effective from April 1, 2015.

3/16[FY]

12 6%15.2%

13.6% 12 2%

[2] ROEROE is expected to be 12.2% for the Continue aiming to

achieve ROE of 8% or more

Changes in ROE

6.3%8.7%

12.6% 12.2%

12.9%[Forecastin Oct.]

[Forecast]fiscal year ending March 31, 2016 achieve ROE of 8% or more

3/11 3/12 3/13 3/14 3/15 3/16

30Provide stockholder returns steadily

[FY]

ＯｒｉｅｎｔａｌＬａｎｄＣｏ., Ｌｔｄ.

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.

Investor Relations Group, Finance/Accounting Department www.olc.co.jp/en

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.

Documents

April 28, 2015 Oriental Land, Co., Ltd...2015/04/28 · April 28, 2015 Oriental Land, Co., Ltd Kenji YoshidaKenji Yoshida Officer and Director, Finance/Accounting Department I. Overview