Oriental Land Co., Ltd.

April, 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. Contents t II. Progress of 2020 Medium-Term Plan 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. d Financial i figures have been truncated. t All rights reserved. Contacts.,. Investor Relations Group, Finance/Accounting Department URL: http://www.olc.co.jp/en/index.html co html

Corporate Profile Corporate Data Stock Information Established July 11, 1960 Total Assets 915.5 billion [consolidated] [As of March 31, 2018] Stock Listing Code No. Investment Unit Tokyo Stock Exchange, First Section 4661 100 shares Shareholders Equity [consolidated] 721.9 billion [As of March 31, 2018] Stock Price 10,915 [As of April 25, 2018] Bond Ratings JCR : AA [Stable] R&I : AA - [Stable] Aggregate Market Price 3,587.6 billion [As of April 25, 2018] Corporate Mission Our mission is to create happiness and contentment by offering wonderful dreams and moving experiences created with original, imaginative ideas Business Domain We pursue businesses that fill your heart with energy and happiness We strive to create new value in a high-value business for enriching and nourishing people s hearts and appealing to abundant humanity and happiness 4

History and Business Description History Tokyo Disney Resort om OLC s fou unding to heme Park con nstruction o a theme Era park of one Fr rk theme theme resort Park Th Era From of two theme to Par a t 1960 1962 1964 1979 Oriental Land Co., Ltd. [OLC] was established [Capital: 250 million yen] OLC and Chiba Prefecture concluded the Urayasu District Land Reclamation Agreement Reclamation work began off the coast of Urayasu [completed in 1975] OLC and Walt Disney Productions [currently, Disney Enterprises, Inc.] concluded an agreement on the licensing, design, construction and operation of Tokyo Disneyland 1983 Tokyo Disneyland opened 1996 Listed on the first section of the Tokyo Stock Exchange 2000 Ikspiari and Disney Ambassador Hotel opened 2001 Disney Resort Line, Tokyo DisneySea, and Tokyo DisneySea Hotel MiraCosta opened 2008 Tokyo Disneyland Hotel opened Disney Hotels [under direct management] Tokyo Disneyland Hotel Ikspiari Shops and Restaurants Cinema complex, etct Disney Ambassador Hotel Tokyo Disneyland Tokyo Disney Resort Official Hotels Tokyo DisneySea Hotel MiraCosta Tokyo DisneySea Tokyo Bay 2016 Tokyo Disney Celebration Hotel opened The first Disney Theme Park outside of the U.S. The only Sea -themed Disney Theme Park in the World Monorail service provided d around the resort Managing and operating a large scale theme resort offering versatile entertainment facilities 5 Alliance with The Walt Disney Company License Agreements in Japan Contents Basic business alliance agreement concluded between Walt Disney Productions (currently Disney Enterprises, Inc.) and OLC in 1979. Activities Covered Management and operation of Tokyo Disney Resort etc. Period Tokyo Disney Resort: 45 years from 2001 [Extended with the opening of Tokyo DisneySea] Royalties Incentive scheme: fees based on net sales [yen basis] Relationship with The Walt Disney Company No capital or personnel relationships between Oriental Land and The Walt Disney Company Only Oriental Land operates Disney theme parks in Japan 6

Segment Information 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 82.6% 83.3% Theme Park Segment Hotel Business Segment Tokyo Disneyland Tokyo DisneySea Tokyo Disneyland Hotel Tokyo DisneySea Hotel MiraCosta Disney Ambassador Hotel Tokyo Disney Celebration Hotel and others 13.9% 35% 3.5% 14.8% 1.9% Other Business Segment Ikspiari Disney Resort Line More than 80% comes from the Theme Park Segment and others 7 Advantage in the Market Oriental Land s Share in Domestic Market Approximately 50% Amusement and leisure parks: Market size and Oriental Land s share Market size [ billion] Oi Oriental lland s market shares 770.0 724.0 741.0 764.0 655.0 643.0 640.0 623.0 599.0 585.0 44.5% 45.9% 48.3% 47.6% 50.9% 49.5% 47.7% 47.9% 43.6% 40.2% Annual Attendance at our Theme Park Over30 30.0000 millions, No.1 in the ranking Annual attendance ranking among Japanese theme parks Name of Facility Attendance [thousand] Tokyo Disneyland 30,004004 Tokyo DisneySea Universal Studios Japan 14,500 HUIS TEN BOSCH 2,894 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Sanrio Puroland 1,807 [FY] [CY] Source: White Paper of Leisure 2017 Source: Japan Amusement & Recreation Park Data Book 2018 Note: Data used to calculate Oriental Land s market share is based on figures for the fiscal year. Note: Ranking based on the fiscal year ended March 31, 2017. Shima Spain Village PARQUE ESPAÑA 1,227 No.1 in domestic market and theme park attendance 8

Annual theme park attendance By fiscal year Three-year moving average [million people] Tokyo Disney Resort 25th Anniversary Tokyo DisneySea 5th Anniversary Tokyo Disneyland 20th Anniversary Opening of Tokyo DisneySea Tokyo Disneyland 15th Anniversary Tokyo Disney Resort 35th Anniversary Tokyo DisneySea 15th Anniversary Tokyo Disney Resort 30th Anniversary Tokyo DisneySea 10th Anniversary Tokyo Disneyland 10th Anniversary Tokyo Disneyland 5th Anniversary Opening of Tokyo Disneyland 9.93 13.38 16.03 Era of one Theme Park 17.46 22.05 25.47 30 38 25.82 27.22 25.35 31. 31. 30.1 19 Era of two Theme Parks 30.0 00 30.1 10 31.00[For recast] [FY] 3/84 3/89 Era of one Theme Park 3/94 3/99 3/00 3/02 3/04 Era of two Theme Parks 3/07 3/09 3/12 3/14 3/15 3/16 3/17 3/18 3/19 Ticket Prices ( ) Price revision dates 3,900 4,200 4,400 4,800 5,100 5,200 5,500 5,800 6,200 6,400 6,900 7,400 Mar.1, 1985 Jul.20, 1989 Nov. 1, 1992 Apr 1, Apr 1, 1996 1997 Sep 1, 2000 Sep 1, 2006 Apr.23, 2011 Apr.1, 2014 Apr.1, 2015 Apr.1, 2016 Number of attendance has been growing since Tokyo Disneyland opened, which leads to the level of 30 million Guests in recent years 9 Trend in Theme Park Attendance Breakdown of Guests by Region Breakdown of Theme Park Guests by region Guests from Tokyo Metropolitan area make up about 60% of the entire theme park attendance Others [Japan] 6.7% Tohoku 3.3% Possibility of even more concentration of the Kinki 6.5% Annual Attendance Kanto population into Tokyo Metropolitan area while a 30.10 million people population decline is in prospect [FY ended March 2018 Projected population of Japan [by region] [million people] Chubu/Koshinetsu 10.1% Population in Tokyo Metropolitan area is stable [CY] [Tokyo Metropolitan Area] 63.6% Others [Japan] Tohoku Kinki Chubu/Koshinetsu Kanto [Tokyo Metropolitan area] Source: Future Projected Population of Japan [March 2018 estimate] issued by the National Institute of Population and Social Security Research 10

Number and Ratio of Overseas Number of Travelers Visiting Japan and Ratio of Overseas Guests among the Travelers 8.71 83% 8.3% Number of Travelers Visiting Japan [million people] Ratio of Overseas Among the Travelers [%] 21.36 14.67 24.82 29.77 10.98 11.1% 10.7% 8.5% 10.3% 9.9% 7.2 2.6% Number/Ratio of Overseas Guests among Our Park sattendance Parks Number of Overseas [million people] Ratio of Overseas 1.22 3.9% 1.57 1.81 50% 5.0% 60% 6.0% 2.55 8.5% 2.95 9.8% 3/13 3/14 3/15 3/16 3/17 3/18 Our Approach System development to 1 accommodate and secure s from abroad 2 Marketing activities tailored to each country [FY] 3/13 3/13 3/14 3/14 3/15 3/16 3/17 3/18 3 /18 [FY] Source: Prepared by the OLC Group based on the materials created by Japan National Tourist Organization (JNTO) -Official website and guide map for s from outside Japan offered in multiple languages. -New assistance tool to facilitate the communication between overseas and the Cast Members. - Gaining recognition of Tokyo Disney Resort through advertisement and travel agencies. - Drawing attentions to the Parks by selling tickets at airports. Strengthened measures to accommodate and secure Guests from abroad 11 nd es Food an Beverage ise Merchandi Ticket Receipts 11,594 [+3.0%] 11,830 11,614 [+1.9%] [+0.2%] 11,076 10,955 11,257 [YoY +4.5%] [(1.1.)%] [+2.8%] 2,260 2,256 2,286 2,292292 2,286286 2,252 [FY] 4,185 4,043 4,598 4660 4,660 3,964 5,007 4,074 3,989 5,264 5,339 4,220 5,350 3/13 3/14 3/15 3/16 3/17 3/18 Increase in Ticket Receipts Raising i the ticket t prices to appropriately reflect the value of the Theme Parks Ticket price revision [From April 1, 2015] 1-Day Passport [Adult] 6,400 6,900 [From April 1, 2016] 1-Day Passport [Adult] 6,900 7,400 Net sales per Guest is in upward trend based on price strategy corresponding to the value of the Theme Parks 12

1. Prime Locations Vast Land Holdings Approximately 2,000,000m 2 [Approx. 500acre] of land, only 10km [6 miles] away from central Tokyo Huge Market Approximately 30 million of high income households living within 50km [30 miles] radius Convenient Access About 15 minutes from Tokyo Station by train About 30-60 minutes from 2 International Airports [Narita and Haneda] by bus Own vast land in the superb location 13 Strength Supporting Our Earnings 2. Tangibles: Ongoing Investment Creating a place of dreams where guests will gain a whole new experience of happiness and wonder with every visit. Investment Strengthened appeal Increased cash flow Operating Cash Flow* Higher attendance figures 3. Intangibles: Human Recourses with magnificent hospitality Raising Employees Satisfaction (ES) enables employees to be motivated and makes them to conduct high quality of park operation with magnificent hospitality, which leads to rise of level of Guest Satisfaction (CS). Raise the level of Guest Satisfaction Raise the level of Employee Satisfaction Profit attributable to owners of parent [ billion] Depreciation and amortization [ billion] 107.5 106.7 109.9 120.6 118.5 Facilities to experience growth 87.6 36.9 34.6 35.9 38.2 37.3 36.1 Strengthening Human Recourses New Concept: Creating happiness Strengthen career support 51.4 70.5 72.0 73.9 82.3 81.11 3/13 3/14 3/15 3/16 3/17 3/18 *Operating cash flow= Profit attributable t bl to owners of parent +Depreciation and amortization [FY] Promotion of a comfortable workplace environment Rectify uneven distribution of workforce among job types and time slots Addressing transformations in workstyles Boasts a great number of Guests and high rate of repeat visits through its continuous growth in terms of both tangibles and intangibles 14

Operating Profit and Operating Margin Single park era Operating margin: approx. 20% Unconsolidated operating profit [ billion] Consolidated operating profit [ billion] Operating margin Opening of Tokyo DisneySea 18.4% 16.8% 14.6% Burdened with high depreciation and amortization expenses /increase in costs Operating margin: approx. 10% 20.6% 53.6 11.1% 12.0% 18.6% 38.0 38.7 40.0 41.9 34.5 306 29.5 34.5 34.1 15.1% 31.1 33.6 11.5%11.5% 10.4% 25.4 9.2% 9.9% 10.3% 11.3% 9.1% 22.1 66.9 Operating margin improves Operating margin: approx. 20% 113.11 110.2 113.4 110.6 107.3 81.4 24.2%23.7% 23.7%23.0% 23.1% 22.7% Maintaining high level of operating profit and operating margin [FY] 3/'97 '98 '99 2000 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 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 1 cash flow* Depreciation and amortization 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 [ billion] 38.1 Capital expenditures 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 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 15 Disney Hotels 2000 Disney Ambassador Hotel opened 2001 Tokyo DisneySea Hotel MiraCosta opened 2008 Tokyo Disneyland Hotel opened Tokyo Disney Celebration Hotel opened 2016 Palm & Fountain Terrace Hotel (opened in 2005) was rebranded as Tokyo Disney Celebration Hotel. Disney Hotels -Total 4 Hotels (About 2,400 rooms) Hotels other than Disney Hotels Milial Resort Hotels Co., Ltd. (MRH) acquired all stocks of Brighton Corporation Co., Ltd in March 2013. Manages and operates four hotels located in Shin- Urayasu and Keihan area. Brighton Hotels -Total 4 Hotels (About 700 rooms) MRH joined a Hotel project of Seragaki, Okinawa with two other business partners in March 2016. Disney Ambassador Hotel Tokyo Disneyland Hotel Tokyo Disneyland Development Area Seragaki Beach Tokyo Disney Resort Official Hotels Tokyo DisneySea Hotel MiraCosta Tokyo DisneySea Tokyo Bay August 2018 Hyatt Regency Seragaki Island, Okinawa is scheduled to open. Naha Naha airport Hotels open not only in Tokyo Disney Resort, but also in other regions of Japan 16

Net Sales and Operating Profit of the Hotel Business Segment Net Sales Operating Profit [million yen] Tokyo Disneyland Hotel 70,000 Opened 60,000 MRH acquired all shares of Brighton Corporation Co., Ltd 64,933 61,066 Tokyo Disney Celebration Hotel Opened 63,173 66,144 66,447 50,000 45,917 45,230 44,004 42,210 48,924 40,000 30,000 20,000 10,000 6,224 8,403 8,422 Impact of the earthquake disaster 9,555 12,022 15,897 13,138 13,800 14,647 16,298 0 [FY] 3/09 3/10 3/11 3/12 3/13 3/14 3/15 3/16 3/17 3/18 Note: Since FY 3/09, Revenues have been modified by the shift of the segment. Strengthening the Hotel Business Segment leads to growth 17 Net sales and Operating Margin Operating Profit and Profit Consolidated net sales [ billion] Operating margin [%] 473.5 477.7 479.2 466.2 465.3 500.8 114.4 Consolidated operating profit [ billion] Consolidated profit attributable to owners of parent [ billion] 110.6 107.3 113.1 110.2 113.4 82.3 81.11 80.00 24.2% 23.7% 23.1% 23.7% 23.0% 70.5 72.0 73.9 22.7% 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 18

Quarterly Consolidated Operating Profit 1Q 3Q [ billion] 34.2 42.6 37.3 40.0 38.8 37.2 16.8 25.8 24.7 22.5 22.7 25.0 3/13 3/14 3/15 3/16 3/17 3/18 3/13 3/14 3/15 3/16 3/17 3/18 2Q 4Q 22.2 32.5 29.1 29.5 30.4 31.0 8.0 19.2 13.4 15.2 21.0 16.8 2012 3/13 2013 3/14 2014 3/15 2015 3/16 2016 3/17 2017 3/18 3/13 3/14 3/15 3/16 3/17 3/18 Operating profit has increased in both 1Q and 4Q 19 Results for the full year of FY 3/18 Year-on-year comparison Consolidated Full year of Full year of Change FY 3/17 FY 3/18 Change Statement t t of Income [ billion] [ billion] [ billion] Net sales increased as a result of net sales per Guest climbed to the same period of the previous year in addition to a rise of Theme Park Theme Park attendance due to the strong performance of a 394.2 395.9 1.7 0.4 Segment new attraction at Tokyo DisneySea, Nemo & Friends SeaRider. Hotel Business 66.1 66.4 0.3 0.5 Segment Operating profit decreased mainly owing to Other Business increases in personnel expenses for Theme Park 17.3 16.8 (0.5) (3.1) Segment Segment, despite a growth in net sales and a decrease in merchandise and food/beverage sales cost ratio for Theme Park Segment and a Theme Park rise in operating profit for Hotel Business 95.8 91.6 (4.2) (4.4) 4) Segment Segment. Net Sales 477.7 479.2 1.5 0.3 Operating Profit 113.1 110.2 (2.8) (2.5) Hotel Business segment 14.6 16.2 1.6 11.3 Comparison with the forecasts Other Business Although net sales per Guest stayed as it was 24 2.4 20 2.0 (0.3) (13.7) Segment estimated, net sales exceeded the forecasts by higher-than-projected Theme Park attendance. Ordinary Profit 114.6 111.6 (2.9) (2.6) Operating profit exceeded the forecast by growth Profit Attributable to in net sales and decrease in merchandise and 82.3 81.11 (1.1) 1) (1.4) Owners of Parent food/beverage sales cost ratio. Net sales hit a record high and operating profit reached a high level 20

Consolidated Statements of Income Results for FY Ended 3/18 [ billion] Forecast for FY Ending 3/19 [ billion] Change [ billion] Change 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 1.9% Ticket Receipts 5,339 5,350 11 0.2% Merchandise 3,989 4,220 231 5.8% Food and Beverages 2,286286 2260 2,260 (26) (1.1)% 1)% Both net sales and operating profit are expected to increase driven by Tokyo Disney Resort 35th Anniversary events 21

. Progress of 2020 Medium-Term Plan Strengthen business foundation toward long-term sustainable growth Targets To consistently provide a highly satisfying theme park experience To achieve record high theme park attendance and operating cash flow in FY3/21 Strategies 1 Core Business Strategy Strengthen structural aspects to provide novelty and comfort Strengthen non-structural aspects (human resources capacity) on a long-term sustainable basis 2 Financial Policy Allocate operating cash flow to growth investment and aim to enhance corporate value Note: Operating cash flow = Profit attributable to owners of parent + depreciation and amortization expenses 23

. Progress of 2020 Medium-Term Plan Background External environment Declining birth rate and aging population Increase in inbound tourists Reduction in labor force Internal environment Increasing Theme Park attendance at a faster-than-expected th t pace Strategies Strengthen structural aspects Strengthen non-structural aspects novelty comfort (human resources capacity) on a long-term sustainable basis Enhance satisfaction and capacity to attract Guests on the basis of strategies 24. Progress of 2020 Medium-Term Plan Theme Park attendance and operating cash flow Theme park attendance [million people] 120.6 118.5 118.11 Operating cash flow [ billion] Record high 30.00 30.10 31.00 Period covered by 2020 Medium-Term Plan Strengthen structural aspects 3/17 3/18 3/19 3/20 3/21 [FY] [Actual result] [Actual result] 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 Utilization of IT progressed; e.g., official smartphone app Strengthened measures to accommodate and secure Guests from abroad Launch of large-scale development Strengthen nonstructural aspects Promotion of a comfortable workplace environment; measures to (human resources promote a tangible sense of personal growth capacity) Pages 26-27 Page 28 Page 29 Pages 30-31 Page 32 25

. Progress of 2020 Medium-Term Plan Major new products Nemo &Fi &Friends SeaRider 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 New at Tokyo Disneyland New at Tokyo DisneySea Soarin [tentative name] Scheduled to open in FY 3/20 [Investment amount Approx. 18.0 billion] Large-scale investment projects Scheduled to open in FY 3/21 [Investment amount Approx. 75.0 billion] Tokyo Disney Resort 35th Anniversary Note: Plans announced as of April 26, 2018. Introduce products for strengthening novelty and comfort 26. Progress of 2020 Medium-Term Plan Attractions Examples Novelty Comfort it s a small world Added characters featured in Disney films Expanded indoor queuing spaces Nemo & Fi Friends SeaRider Offered the concept depicted in the Disney/Pixar films Improved waiting environment by installing a roof at outdoor waiting area Allowed more Guests to experience attraction by making operational changes Others Refurbished restaurants to improve dining environment Planning to build a multistory parking facility in 2019 and redesign entrances in 2020 Promoting introduction of new and remodeled attractions and other facilities 27

. Progress of 2020 Medium-Term Plan Utilization of IT Development Tokyo Disney ResortApp as our official i smartphone app [to be introduced in summer 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 Disney Imagery of app screen Aim at enhancing Guests comfort and experience value 28. Progress of 2020 Medium-Term Plan Measures for Guests from outside Japan Number of Travelers Visiting Japan and Ratio of Guests among the Travelers Travelers visiting Japan [million people] Ratio of overseas guests coming to our parks among overseas visitors to Japan [%] 24.82 29.77 Number/Ratio of from Outside Japan Number of Guests from outside Japan [million people] Ratio of overseas Guests from outside Japan 2.55 2.95 21.36 8.71 8.3% 10.98 11.1% 14.67 10.7% 85% 8.5% 10.3% 9.9% 0.72 2.6% 1.22 3.9% 1.57 5.0% 181 1.81 6.0% 8.5% 9.8% 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 29

. Progress of 2020 Medium-Term Plan Large scale investment projects Theme park Tokyo DisneySea Projects Major attraction Soarin (tentative name) Time of introduction/ Investment value FY3/20 Approx. 18.0 billion Effect Novelty Comfort Introduce Soarin, a popular attraction at Disney theme parks abroad, adding scenes exclusive to Tokyo DisneySea Allow more s to experience attractions Balance out Guests retention time within the park Disney Note: These concept images are subject to change. 30. Progress of 2020 Medium-Term Plan Large scale investment projects Theme Park Tokyo Disneyland Projects Beauty and the Beast Area (tentative name) Live Entertainment Theater New attraction themed to the Disney film, Big Hero 6 New Disney Character Greeting Facility Time of introduction/ Investment t value Spring in 2020 75.0 billion levell Disney Effect Novelty Beauty and the Beast and other attractions unique to Japan First indoor theater at Tokyo Disneyland Comfort Allow more s to experience attractions Introduce an all-weather-type theater and an indoor restaurant Large-scale development launched as planned with steady progress made toward opening Note: These concept images are subject to change. 31

. 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 Promotion of a comfortable workplace environment Measures to promote a tangible sense of personal growth Rectify uneven distribution of workforce among job types and time slots Addressing transformations in workstyles New concept: Creating happiness Strengthen career support Changed recruitment marketing method Change job-specific wages and shift allowances Allowed flexible workstyles by adopting a new schedule management system Housing assistance for employees with long commute Introduced training programs to promote understanding of the new concept and instill it in Cast Members minds Executed measures to offer Guest service based on the new concept Provided career support mainly through business skills training Examined training programs to provide further career support Number of Cast Members is on a steady increase; human resources development will be continued 32. Progress of 2020 Medium-Term Plan Policy: Allocate operating cash flow to growth investment with the aim of enhancing corporate value Cash dividends Annual cash dividends per share Annual cash dividends [yen] 25 25 25 17.5 13.75 15 30 30 35 35 37.5 40 40 [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 3/19 is expected to reach 10.6% Enhance shareholder returns 33

Cautionary Statement: Oriental Land Co., Ltd. Investor Relations Group, Finance/Accounting Department www.olc.co.jp/en 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.