Slide 1: Results for the Second Quarter of the Fiscal Year Ending March 2026
Results for the Second Quarter of the Fiscal Year Ending March 2026 October 30, 2025 Oriental Land Co., Ltd.
Slide 2: Agenda
I. Financial Results Summary II. Outlook for Fiscal Year Ending March 2026 III. Regarding Organizational Changes
Slide 3: I. Financial Results Summary
I. Financial Results Summary
Slide 4: 1st Half Results
1st Half Results Driven by strong performance at Fantasy Springs and special events, consolidated net sales, operating profit, and operating cash flow* exceeded both the previous year's figures and our forecast [¥ billion] Net sales Operating profit Operating Cash Flow * 314.8 316.1 81.2 297.2 68.2
Slide 5: Results for 1st Half of FY3/26 vs. FY3/25
Results for 1st Half of FY3/26 vs. FY3/25 Increased net sales per guest and increased hotel revenue, etc. led to increased net sales and operating profit [¥ billion] FY3/25 Results FY3/26 Results Consolidated Statement of Income [1st Half] [1st Half] Change Change Net Sales 297.2 316.1 18.9 6.4% The
Slide 6: Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change
Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change Theme Park Segment Attendance was roughly the same as in the same period of FY3/25. Fantasy Springs and special events performed well Net sales in 1st half of this FY, filling absence of demand for Space Mountain ahead of its closur
Slide 7: About Parks during Summer
About Parks during Summer Various content and initiatives generated buzz and demand, leading to an increase in the number of guests - The effectiveness of special events as a reason for visiting the parks during the summer season increased compared to last year - Target demographics, such as younger
Slide 8: About Parks during Summer
About Parks during Summer We are actively implementing various measures to enhance comfort Installation of cooling air conditioners in guest waiting lines Water server for park merchandise “Get Soaked” Zone in Toontown Tarps and water-retaining coating As to Disney Properties ©Disney 8
Slide 9: Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change
Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change Theme Park Segment Net sales Net sales per guest increased across all revenue categories, reaching a record high FY3/25 Results FY3/26 Results Change Change [1st Half] [1st Half] Net Sales [¥ billion] 238.7 251.7 12.9 5.4% Net Sales
Slide 10: Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change
Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change Theme Park Segment Although miscellaneous costs and personnel expenses increased, operating profit Operating profit remained largely unchanged due to factors such as increased net sales [¥ billion] FY3/25 Results FY3/26 Results Chan
Slide 11: Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change
Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change Hotel Business Increased accommodation revenue led to higher net sales and operating profit, Segment both reaching record highs [¥ billion] FY3/25 Results FY3/26 Results Change Change [1st Half] [1st Half] Net Sales 50.2 56.1 5.8 11
Slide 12: Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change
Results for 1st Half of FY3/26 vs. FY3/25 – Main Reasons for Change Other Business Segment Net sales and operating profit increased year on year [¥ billion] FY3/25 Results FY3/26 Results Change Change [1st Half] [1st Half] Net Sales 8.2 8.2 0.0 1.0% Operating Profit 0.5 0.6 0.1 21.1% Increase in net
Slide 13: Results for 1st Half of FY3/26 vs. Forecast
Results for 1st Half of FY3/26 vs. Forecast Net sales remained largely as projected. Operating profit exceeded the forecast due to lower-than-expected miscellaneous costs and other factors [¥ billion] FY3/26 Forecast FY3/26 Results Consolidated Statement of Income [1st Half] [1st Half] Change Change
Slide 14: Results for 1st Half of FY3/26 vs. Forecast – Main Reasons for Change
Results for 1st Half of FY3/26 vs. Forecast – Main Reasons for Change Theme Park Segment Net sales per guest slightly exceeded our forecast due to higher-than- Net sales expected revenues from merchandise and food and beverages [¥ billion] FY3/26 Forecast FY3/26 Results Change Change [1st Half] [1st
Slide 15: Results for 1st Half of FY3/26 vs. Forecast – Main Reasons for Change
Results for 1st Half of FY3/26 vs. Forecast – Main Reasons for Change Theme Park Segment Operating profit exceeded the forecast primarily due to lower-than-expected Operating profit miscellaneous costs and a lower-than-expected merchandise and food/beverages cost ratio [¥ billion] FY3/26 Forecast FY
Slide 16: Results for 1st Half of FY3/26 vs. Forecast – Main Reasons for Change
Results for 1st Half of FY3/26 vs. Forecast – Main Reasons for Change Hotel Business Net sales for the Hotel Business Segment were largely as projected. Operating Segment profit exceeded the forecast, primarily due to lower-than-expected miscellaneous costs [¥ billion] FY3/26 Forecast FY3/26 Results
Slide 17: II. Outlook for Fiscal Year Ending March 2026
II. Outlook for Fiscal Year Ending March 2026
Slide 18: Outlook for Fiscal Year Ending March 2026
Outlook for Fiscal Year Ending March 2026 At this time, we maintain our earnings forecast for the fiscal year ending March 2026. We will continue implementing various initiatives through the fourth quarter Forecast for the Fiscal Year Ending March 2026 Although operating profit exceeded the forecast
Slide 19: III. Regarding Organizational Changes
III. Regarding Organizational Changes
Slide 20: Regarding Organizational Changes
Regarding Organizational Changes The company-wide organizational structure will be reorganized by function to accelerate medium- to long-term growth To advance the 2035 Long-term Management Strategy, we aim to enhance corporate value through the evolution of our business structure toward sustainable
Slide 21: Appendix
Appendix
Slide 22: Disney Premier Access
Disney Premier Access This service, available for a fee, will allow guests to select designated times to be admitted to and enjoy certain experiences with a shorter wait time Attractions at Tokyo Disneyland Intro. Date Price Entertainment at Tokyo Disneyland Intro. Date Price Enchanted Tale of Beaut
Slide 23: Disney Premier Access
Disney Premier Access This service, available for a fee, will allow guests to select designated times to be admitted to and enjoy certain experiences with a shorter wait time Attractions at Tokyo DisneySea Intro. Date Price Entertainment at Tokyo DisneySea Intro. Date Price Soaring: Fantastic Flight
Slide 24: Tokyo Disney Resort 40th Anniversary Priority Pass
Tokyo Disney Resort 40th Anniversary Priority Pass This service, available free of charge, will allow guests to select and enjoy eligible experiences at a specific time with a reduced wait time Attractions at Tokyo Disneyland Attractions at Tokyo DisneySea Star Tours: The Adventures Continue Aquatop
Slide 25: Theme Parks Events & New Attractions Calendar for FY3/26
Theme Parks Events & New Attractions Calendar for FY3/26 Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Tokyo Disneyland ★ Jan. 15 to Jun. 30 NEW ★ Dec. 27 to TBD it’s a small world with Groot it’s a small world with Groot ★ Apr. 8 to Jun. 30 NEW ★ Jan. 1 to 12 ★ Sep. 17 to Oct. 31 Fourt
Slide 26: Capital Expenditure / Depreciation and Amortization
Capital Expenditure / Depreciation and Amortization [FY3/26 1H vs. FY3/25 1H] Capital Expenditures FY3/25 Results FY3/26 Results [¥ billion] (Property, plant and equipment, Intangible assets, Change Primary reasons for change [1st Half] [1st Half] Long-term prepaid expenses) Theme Park Segment 22.4
Slide 27: Fact Data
Fact Data [1] Attendance [thousands] [Initial Forecast] 27,507 27,558 28,000 1st half 22,089 Full year 12,054 12,502 12,196 12,248 8,939 7,560 2,685 3,901 3/21 3/22 3/23 3/24 3/25 3/26 [2] First half net sales per guest [¥] [3] Full-year net sales per guest [¥] [Initial Forecast] 17,833 17,792 17,30
Slide 28: Fact Data
Fact Data [4] 1st Half: Breakdown of Guests by Region [5] Full-Year: Breakdown of Guests by Region [to FY3/25] 54.1 53.8 52.0 53.3 53.7 62.1 68.7 79.4 85.4 85.0 89.6 11.1 11.8 13.2 11.6 10.7 8.9 6.9 6.8 12.1 9.2 8.3 11.6 3.7 4.0 3.5 3.9 3.8 6.4 6.8 9.8 8.5 9.0 8.5 9.4 9.4 3.2 6.3 6.3 5.0 2.9 17.4 17
Slide 29: Consolidated Balance Sheets
Consolidated Balance Sheets [As of 9/25 vs. 3/25] [A. \29.9 billion (2.1%) Decrease in Assets] [¥ billion] I. \44.5 billion Decrease in Current Assets At the end of At the end of 1H of Consolidated Balance Sheets Change [1] Decrease in securities \(68.9 billion) FY3/25 FY3/26 [2] Increase in cash an
Slide 30: Updates on ESG materiality
Updates on ESG materiality KPIs for materiality will be updated in October 2025 [Updated part: in red in the following pages] ESG Materiality Contribute to achieving Employee happiness Our Goal for 2035 Happiness of children Enhance business value and resolve Updated Recycling-oriented → P.37 social
Slide 31: Updates on ESG materiality
Updates on ESG materiality Employee happiness To continue to be a corporation in which employees can truly take pride, we will work on measures to enhance employees’ job satisfaction (a sense of achievement at work) and offer a Vision comfortable workplace environment including supportive programs,
Slide 32: Updates on ESG materiality
Updates on ESG materiality Happiness of children Vision We will achieve a thriving business and society by nurturing the dreams and minds of children, who are our future KPIs for 2030 Further evolve activities aimed at achieving KPIs for 2027, and support children from diverse perspectives KPIs for
Slide 33: Updates on ESG materiality
Updates on ESG materiality Diversity, equity and inclusion We will implement initiatives to respect human rights and employee/customer diversity with the aim of maintaining a workplace environment where everyone can be Vision themselves and enjoy working in their own way Enhance human rights due dil
Slide 34: Updates on ESG materiality
Updates on ESG materiality Supply chain management Vision We will strengthen engagement with suppliers and procure sustainable raw materials to achieve sustainable supply chains. Engagement with Ensure that all primary suppliers are informed of and fully consent to our Procurement Policy and the OLC
Slide 35: Updates on ESG materiality
Updates on ESG materiality Climate change and natural disasters Toward the goal of achieving net zero greenhouse gas (GHG) emissions in 2050, we will approach climate change through mitigation and adaptation and Vision implement measures to preserve biodiversity including water resources management,
Slide 36: Updates on ESG materiality
Updates on ESG materiality Climate change and natural disasters ・Replace Central Energy Plant heat source ・Plan replacements of generators and boilers ・Adopt electrical equipment for entertainment and attractions Scope 1 ・Prepare to introduce electric vehicles as company cars ・Consider adopting all-
Slide 37: Updates on ESG materiality
Updates on ESG materiality Recycling-oriented society We will decrease resource input, strengthen waste sorting to increase the recycling rate, and reduce waste with the aim of lowering our environmental impact on society Vision and achieving our unique recycling-oriented business model. Input* Sing
Slide 38: Updates on ESG materiality
Updates on ESG materiality Robust management foundation We will ensure compliance with laws and regulations and the Corporate Governance Code as demanded by society, while establishing a system where next-generation Vision talent can be fostered and corporate value can be enhanced on an ongoing basi
Slide 39: Investor Relations Group, Finance/Accounting Department
Ｏｒｉｅｎｔａｌ Ｌａｎｄ Ｃｏ., Ｌｔｄ. Investor Relations Group, Finance/Accounting Department URL: www.olc.co.jp/en Cautionary Statement: The purpose of this document is to provide information on the operating results and future management strategies of the OLC Group, and not to solicit investment in securities i