2022
Corporate Social
Responsibility Report
Table of Contents
Introduction
03
Our Approach
04
Our Businesses
05
Setting Our CSR Priorities & Strategy
06
Fiscal 2022 Highlights
07
CSR Oversight & Accountability
10
Stakeholder Engagement & Participation
11
Charitable Giving Approach
12
World of Belonging
13
DIVERSITY, EQUITY & INCLUSION
Overview
14
People
15
Culture
18
Content
19
Community
23
Transparency & Accountability
28
World in Balance
29
ENVIRONMENT & CONSERVATION
Overview
30
2030 Environmental Goals
30
Emissions
31
Water
34
Waste
35
Materials
38
Sustainable Design
39
Wildlife Care & Conservation
42
World of Hope
45
COMMUNITY
Overview
46
Children’s Hospitals
47
Wish Granting
51
Volunteering
53
Stories of Hope in Communities Around the World
56
Investing in Our People
59
Talent Management Strategy
60
Employee Feedback & Recognition
61
Safety, Health & Well-Being
62
Talent Development
64
Comprehensive Rewards Package
66
Operating Responsibly
68
Corporate Governance
69
Ethics
69
Risk Oversight
70
Human Rights
70
Supply Chain
71
Guest Safety
73
Product Safety
74
Privacy & Cybersecurity
75
Digital Wellness & Responsible Content
76
Responsible Advertising & Marketing
77
Journalistic Integrity
78
Tax Strategy
78
Data & Reporting Frameworks
79
Overview
80
Fiscal 2022 Data Table
81
TCFD Index
89
SASB Index
90
SDG Indicators
95
Forward-Looking Statements
99
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02
Table of Contents
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
World in Balance
World of Belonging
Introduction
At The Walt Disney Company, our mission is to
entertain, inform, and inspire people around the
globe through the power of unparalleled storytelling,
reflecting the iconic brands, creative minds, and
innovative technologies that make ours the world’s
premier entertainment company.
Since our founding nearly 100 years ago, storytelling
has fueled our Company, and contributing positively
to our communities has been integral to how we
operate. This report shares our track record and ongoing
efforts to make the world better for individuals,
families, and communities through our stories,
experiences, operations, and philanthropy.
We inspire a world of belonging
by embracing stories
and storytellers who reflect the life experiences of
people from across the globe. In fiscal 2022, we released
award-winning and critically acclaimed films and shows
that respect and celebrate different communities, such
as
Encanto
,
Abbott Elementary
,
Prey
,
Turning Red
,
Reservation Dogs
, and
Ms. Marvel
, among others.
We also continue to make progress toward a workforce
reflective of the audiences and guests we serve.
This past year we continued to invest in programs
like Disney’s Veterans Institute, Disney on the Yard,
Women’s Talent Network, and Black Talent Network,
to help attract and develop a more diverse workforce
at all levels. We also celebrated the 10th anniversary
of our Heroes Work Here program, which has resulted
in more than 12,500 veterans being hired across the
Company through the end of 2022. And we launched
Disney Future Storytellers to increase access to
careers in media, entertainment, technology, and
hospitality. Additionally, more than $140 million
of our charitable giving was directed to programs
serving underrepresented communities.
We encourage a world in balance
by lowering the
environmental impact of our operations and investing
in wildlife care and conservation.
This past year we launched the
Disney Wish
, designed
to be among the most energy-efficient cruise ships
on the water. We also continued to reduce the
environmental impact of our productions and
received 58 Green Seals and 38 Gold Seals from
the Environmental Media Association. In December
2022, we updated our emission reduction goals
to include our broader value chain and we plan
to submit our goals to the Science Based Targets
initiative for validation. And our Disney Conservation
Fund contributed nearly $6.7 million in grants to more
than 60 nonprofit organizations across 32 countries.
We support a world of hope
and deliver joy,
comfort, and peace of mind to our communities when
they’re needed most through our charitable giving,
which totaled approximately $233 million in fiscal
2022. We have now invested more than $75 million in
our $100 million hospital initiative to bring the positive
power of Disney stories and characters to more than
700 children’s hospitals and pediatric places of care
around the world. We also continue to grant thousands
of wishes annually to children facing critical illness.
Our success, however, is defined not by our efforts,
but by the actual good we do for the communities
we serve. True community engagement is about more
than writing a check. Through our Disney VoluntEARS
program, our employees and cast members worldwide
have collectively contributed nearly 13 million hours
of service to their communities since the program
was started nearly 40 years ago.
We continue to invest in our people
. The underlying
character of our Company comes from the hard work,
energy, and dignity of our people. Investing in the
health, safety, and overall well-being of our employees;
providing opportunities for development and career
mobility; and maintaining a supportive, respectful
workplace require concrete solutions. In 2022, we
expanded our education investment and career
development program, Disney Aspire, and launched
a new virtual leadership program for senior leaders
called Disney IGNITE. We also reported adjusted pay
ratios, which were at least 99% across gender, race,
and ethnicity in the U.S.
We are focused on operating responsibly
and on conducting our business in accordance with
high standards of ethics. In 2022, we updated our
Human Rights Policy, enhanced our Supply Chain
Code of Conduct, and celebrated the 10th anniversary
of our Supply Chain Investment Program, which
provides grant funding to support tools and programs
that improve working conditions and enhance
accountability in global supply chains.
As you read this report, we hope you share our
excitement about the progress we made this past
year and the many opportunities ahead to deliver
meaningful impact from our efforts. We are excited
to celebrate our 100th anniversary; create even
more magical experiences; and further serve our
employees, guests, consumers, and communities
in 2023 and beyond.
03
Introduction
Our Approach
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
Our Approach
In This Section
Our Businesses
05
Setting Our CSR Priorities & Strategy
06
Fiscal 2022 Highlights
07
CSR Oversight & Accountability
10
Stakeholder Engagement & Participation
11
Charitable Giving Approach
12
04
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
OUR BUSINESSES
The mission of The Walt Disney Company is to
entertain, inform, and inspire people around the
globe through the power of unparalleled storytelling,
reflecting the iconic brands, creative minds, and
innovative technologies that make ours the world’s
premier entertainment company.
05
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
SETTING OUR CSR PRIORITIES & STRATEGY
FISCAL 2022 HIGHLIGHTS
CSR OVERSIGHT & ACCOUNTABILITY
STAKEHOLDER ENGAGEMENT & PARTICIPATION
CHARITABLE GIVING APPROACH
OUR BUSINESSES
SETTING OUR CSR PRIORITIES & STRATEGY
Since the Company’s founding nearly 100 years
ago, operating responsibly has been an integral
part of our DNA.
Our corporate social responsibility (CSR) efforts
address the expectations of our people, consumers,
communities, and investors, and help us to attract,
retain, and develop talented and diverse creators,
cast members, and employees, all of whom
contribute to our business success. We take a
strategic approach to setting our CSR priorities,
addressing issues that are important to our
businesses and to the communities where we
operate. We regularly monitor issues and evolve
our efforts to ensure we remain focused on the
economic, environmental, and societal matters
that impact those we serve.
Disney strives to inspire a
world of belonging
by embracing broad representation and respect
for every individual in our workplace, storytelling,
and communities; a
world in balance
by taking
action to create a cleaner, safer, and healthier
world; and a
world of hope
by supporting
our communities, especially children. We are
also
investing in our people
and
operating
responsibly
. Working together, side by side,
our first responsibility is to have a meaningful,
measurable, and positive impact on the people
we serve. This report details our key actions
across these focus areas and describes how we’ve
continued to implement our CSR strategy across
our offerings, operations, and charitable giving
initiatives. Inclusion of information in this report
should not be construed as a characterization of the
materiality or financial impact of that information.
We are committed to creating a better world for the people we serve
Focus Areas
World of Belonging
DIVERSITY, EQUITY & INCLUSION
Create authentic and unforgettable
stories that inspire global audiences
World in Balance
ENVIRONMENT & CONSERVATION
Help change the course of our
planet’s story, creating a healthier
home for people and wildlife
World of Hope
COMMUNITY
Bring comfort, optimism, and
joy to our communities and inspire
hope, especially for children
Foundational Pillars
Investing in Our People
Foster a culture where employees
are inspired and empowered to
do their best work
Operating Responsibly
Operate our businesses with integrity
and adopt governance policies that
reflect our stakeholders’ interests
These topics inform our CSR strategy and
practices and are addressed in this report
as well on our website:
06
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
Impact.Disney.com
FISCAL 2022 HIGHLIGHTS
CSR OVERSIGHT & ACCOUNTABILITY
STAKEHOLDER ENGAGEMENT & PARTICIPATION
CHARITABLE GIVING APPROACH
OUR BUSINESSES
SETTING OUR CSR PRIORITIES & STRATEGY
FISCAL 2022 HIGHLIGHTS
(All data points are for fiscal 2022 unless otherwise noted)
World of Belonging
DIVERSITY, EQUITY & INCLUSION
We are committed to cultivating a welcoming
and respectful workplace, creating content and
experiences that inspire our global audiences,
and collaborating with community organizations
to make our industries accessible to all.
7 out of 11 Board of Director
nominees at our 2023 Annual Meeting
Are women and/or racially/ethnically diverse
~47% of our U.S. employees
Were People of Color
~51% of our employees worldwide
Were women
12,500+ veterans hired
Through our Heroes Work Here initiative
from 2012 through the end of 2022;
celebrated the program’s 10th anniversary
$800+ million
Spent with diverse suppliers
1
$5 million
Pledged to organizations serving the
LGBTQIA+ community
World in Balance
ENVIRONMENT & CONSERVATION
Through our 2030 environmental goals, we
are working to reduce emissions, use and
waste less, lower the impact of our products,
build sustainably, and inspire communities
to protect the magic of nature together.
Scope 1, 2 & 3 emissions targets
Plan to submit emissions targets to the
Science Based Targets initiative in 2023
200+ megawatts of solar capacity
Commissioned or announced as of
fiscal 2022
58% of total Company
operational waste
Diverted from landfill and incineration
~$6.7 million in Disney
Conservation Fund grants
Supported 60+ nonprofits focused
on species and habitat protection
Environmental Media
Association awards
Two EMAs awarded, as well as
58 Green Seals and 38 Gold Seals
World of Hope
COMMUNITY
We support communities around the
world in ways only Disney can, leveraging
the power of our stories and beloved
characters, reach of our platforms, and
employee and cast member talents.
$230+ million total charitable giving
Including $140+ million directed to programs
serving underrepresented communities
2
480,000+ volunteer hours
Contributed by employees and cast
members through Disney VoluntEARS
Expanded children’s hospital
concepts and experiences
In several U.S. states, Singapore, Japan,
India, and eight countries across the
Europe, Middle East & Africa region
160,000+ toys collected
Through the Disney Ultimate Toy Drive
for the Marine Toys for Tots Program
3+ million books
Donated to First Book to support
under-resourced educators and children
$3+ million raised for UNICEF
Via ABC News coverage and on-air
mentions across our networks to support
the humanitarian crisis in Ukraine
Photo Credit: Geri Kodey
1
See footnote 7 on p.
26
.
2
See footnote 3 on p.
12
.
07
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
SETTING OUR CSR PRIORITIES & STRATEGY
CSR OVERSIGHT & ACCOUNTABILITY
STAKEHOLDER ENGAGEMENT & PARTICIPATION
CHARITABLE GIVING APPROACH
OUR BUSINESSES
FISCAL 2022 HIGHLIGHTS
FISCAL 2022 HIGHLIGHTS
(continued)
(All data points are for fiscal 2022 unless otherwise noted)
Investing in Our People
Our employees are at the heart of every one of our stories and
are the reason we can entertain, inform, and inspire people all
over the world. We are focused on investing in our peoples’
health, safety, and overall well-being; creating a supportive and
inclusive culture; and providing opportunities for growth,
development, and career mobility.
~13,000 employees
Enrolled in Disney Aspire, our education
investment and career development program
99%+ adjusted pay ratios
Across gender, race, and ethnicity
in the U.S. as of June 2022
35 mentoring programs
An increase from 13 programs in fiscal 2021,
with overall enrollment increasing by ~44%
Launched Disney IGNITE
New learning experience for senior leaders,
focused on empowering them to be more confident
in leading with care and a people-first mindset
~2.2 million employee learning sessions
Taken online or in-person through D Learn,
Harvard Spark, Harvard ManageMentor, and
Harvard Leading Edge—our top learning platforms
First Global Well-Being Week
Spotlighting the wide-ranging physical, mental,
and financial benefits we offer employees
Operating Responsibly
We are committed to operating our businesses with integrity
and adopting governance policies that represent our
stakeholders’ interests, and we are committed to conducting
business in accordance with high standards of business ethics
and complying with applicable laws, rules, and regulations.
Updated Human Rights Policy
Refreshed our human rights policy and human
rights reporting on our website
Enhanced Supply Chain Code of Conduct
Expanded and enhanced our Supply Chain
Code of Conduct
$24+ million contributed to our
Supply Chain Investment Program
Since 2012, and celebrated our 10th anniversary
of driving improvements in working conditions
~100% of food & beverage advertising
Across our media platforms oriented to kids
and families met our nutrition guidelines
Expanded digital wellness education
With new programs in Belgium, Bulgaria,
Kenya, Nigeria, and South Africa
08
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
SETTING OUR CSR PRIORITIES & STRATEGY
CSR OVERSIGHT & ACCOUNTABILITY
STAKEHOLDER ENGAGEMENT & PARTICIPATION
CHARITABLE GIVING APPROACH
OUR BUSINESSES
FISCAL 2022 HIGHLIGHTS
Examples of Recent Awards & Recognition
World’s Most Admired
Companies, #5
Fortune, February 2022
America’s Most Responsible
Companies, #39
Newsweek & Statista,
December 2022
Dow Jones Sustainability
Index North America
S&P Global Dow Jones Indices,
December 2022
FTSE4Good Global Index
FTSE Russell, August 2022
First Tier Company
CPA Zicklin Index, October 2022
Corporate Equality Index,
Perfect Score, 16th
consecutive year
Human Rights Campaign
Foundation, January 2022
Best Places to Work
for Disability Inclusion,
100% Score
Disability:In, August 2022
Distinguished Supplier
Diversity Award
Minority Business
Development Agency,
September 2022
Forefront 50 Award
National Minority Supplier
Development Council,
October 2022
6 Environmental
Media Awards
nominations, 2 wins
Environmental Media
Association, October 2022
58 Green Seals and
38 Gold Seals
Environmental Media
Association, October 2022
Annual Sustainable
Innovation Award for
Corporate Sustainability
U.S. Green Building Council,
December 2022
Best Employers: Excellence
in Health & Well-being
Business Group on Health,
April 2022
Corporate Partner
of the Year
Student Veterans of America,
January 2022
10 National Edward
R. Murrow Awards
for Journalism
Radio Television Digital News
Association, August 2022
8 Salute to Excellence Awards
National Association of Black
Journalists, August 2022
5 Annual Safety Awards
Unified Safety Council,
March 2022
Central Florida Diversity
Champion Award
The National Association
of Minority Contractors,
November 2022
Ocean Champion Award
International Fund for Animal
Welfare, August 2022
4 GLAAD Media Awards
33rd Annual GLAAD Media
Awards, April 2022
09
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
SETTING OUR CSR PRIORITIES & STRATEGY
CSR OVERSIGHT & ACCOUNTABILITY
STAKEHOLDER ENGAGEMENT & PARTICIPATION
CHARITABLE GIVING APPROACH
OUR BUSINESSES
FISCAL 2022 HIGHLIGHTS
CSR OVERSIGHT & ACCOUNTABILITY
CSR at Disney is led by our Executive Vice President
(EVP), Corporate Social Responsibility, Jennifer Cohen,
who reports to our Chief Executive Officer. She works in
close collaboration with our Chief Financial Officer, Chief
Human Resources Officer, Chief Diversity Officer, Chief
Compliance Officer, General Counsel, Investor Relations,
Global Public Policy, Government Relations, our segment
business leaders, and their respective teams. Together
they develop strategies, policies, programs, and other
initiatives to address our priorities across our offerings,
operations, and philanthropic giving.
Additionally, the Governance and Nominating Committee
of the Board has oversight of CSR programs and reporting.
Our EVP of CSR provides updates on CSR topics to the
Committee throughout the year and presents to the full
Board at least annually. The Board has also delegated
oversight of specific topics to certain committees. The
Governance and Nominating Committee oversees human
rights policies and lobbying and political strategy. The
Audit Committee oversees cybersecurity and data security
risks and mitigation strategies. And the Compensation
Committee oversees workforce equity matters. This
includes compensation of the Company’s executive
officers; for example, diversity has been included as a
factor in the executive bonus plan for many years, and in
fiscal 2022, diversity and inclusion again had the highest
weighting among nonfinancial objectives.
Read more about our approach to
corporate governance:
Read about our compensation structure:
Framework Alignment
You will see relevant icons in various sections throughout
this report to demonstrate where our efforts align with specific
United Nations Sustainable Development Goals (SDGs)—a
collection of global goals intended to create a cleaner, safer,
and healthier future for all. And you will see the Sustainability
Accounting Standards Board (SASB) logo followed by relevant
indicators—a set of standards to guide the disclosure of
sustainability information by companies to their investors:
SDG ICONS
SASB LOGO
Read more about how our disclosures align with these
frameworks, along with an index for Task Force on
Climate-related Financial Disclosures (TCFD) indicators:
For an index of Global Reporting Initiative (GRI) indicators
that correspond to our disclosures, visit our website:
We are committed to
operating respectfully
and responsibly in all that we do,
and having a meaningful, positive
impact on all the communities
and people we serve.
Jennifer Cohen
Executive Vice President,
Corporate Social
Responsibility,
The Walt Disney Company
10
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
Operating Responsibly
Proxy Statement
Data & Reporting Frameworks
ESG Reporting Center
SETTING OUR CSR PRIORITIES & STRATEGY
FISCAL 2022 HIGHLIGHTS
STAKEHOLDER ENGAGEMENT & PARTICIPATION
CHARITABLE GIVING APPROACH
OUR BUSINESSES
CSR OVERSIGHT & ACCOUNTABILITY
STAKEHOLDER ENGAGEMENT & PARTICIPATION
Learn more in our
Data & Reporting Frameworks
We maintain relationships with the stakeholders
and communities we serve through ongoing
dialogue. We work with a variety of stakeholders
representing diverse perspectives—including
consumers, employees, industry and business
communities, nonprofit and social impact
organizations, and shareholders—as we
believe this can enhance our ability to identify
opportunities and, in some cases, solutions to
some of our most pressing challenges. We also
engage on policy issues both directly and through
industry associations on issues relevant to our
businesses. Ongoing and responsive engagement
with key stakeholders continues to inform our
CSR strategy, goals, and initiatives.
Community Group
Examples of Engagement
Objective of Engagement
CONSUMERS
• Consumer surveys
• Focus groups
• Fan events
• Social media interactions
• Customer service emails and calls
• Cause marketing campaigns
Our customer engagement approach helps us better understand what our consumers
expect from us. For example, it helps inform how we can utilize our unique content and
experiences to inspire millions globally to show up as a force for good in our world.
EMPLOYEES
• Employee surveys and focus groups
• Town halls
• Conversations focused on topics that matter to our
employees, like inclusion and respect in the workplace
• Employee volunteering and giving
• Business unit–specific initiatives (e.g., Disney Studios
virtual executive coffees)
Through a variety of outlets, we participate in a two-way responsive dialogue where we
learn what our employees value, their levels of satisfaction as well as their concerns, and
their knowledge of and engagement with key issues at Disney. For example, in 2022 we
surveyed employees across the enterprise. Learnings help to inform our ongoing work to
develop programs that support and further the employee experience.
INDUSTRY & BUSINESS
COMMUNITIES
• Industry conferences
• Industry and multi-stakeholder coalitions
• Supplier meetings and collaborations
Through engagement with industry leaders and suppliers, we join efforts to create
large-scale, industry-wide change, as well as to learn about trends and insights related
to our specific businesses. For example, we are active participants in multi-stakeholder
efforts to improve labor conditions in global supply chains, such as the Joint Forced
Labor Working Group and the
Business at OECD
Investment and Responsible Business
Conduct Committee.
NGOs & SOCIAL IMPACT
ORGANIZATIONS
• Signature social impact initiatives
• Campaigns (e.g., cause marketing, awareness campaigns)
• Multi-stakeholder coalitions
• Charitable giving
• Employee volunteering and giving
• Consultation on priority topics (e.g., climate change,
human rights, diversity, environmental goals)
NGOs and social impact organizations address challenges, both globally and locally. Their
expertise and on-the-ground programs enable us to reach individuals and communities
that need us most, such as historically underrepresented communities that we aim to
serve through our Disney Future Storytellers program. Additionally, these organizations
educate us on the evolving trends regarding impact areas and/or regions.
SHAREHOLDERS
• Management and Board engagement
• Earnings calls
• Annual shareholder meetings
• Conferences and events
Members of management, the Board, and our Investor Relations team have a strong program
of engagement with shareholders. For example, in calendar year 2022, our Investor Relations
team contacted more than 95% of our largest 50 shareholders, and our Investor Relations
team and Board held two formal rounds of shareholder engagement. This was in addition
to regular ongoing engagement throughout the year with investors of all sizes from around
the world. The feedback gathered during these conversations helps inform the Board’s
thinking, including on CSR practices and disclosures.
11
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
SETTING OUR CSR PRIORITIES & STRATEGY
FISCAL 2022 HIGHLIGHTS
CSR OVERSIGHT & ACCOUNTABILITY
CHARITABLE GIVING APPROACH
OUR BUSINESSES
STAKEHOLDER ENGAGEMENT & PARTICIPATION
CHARITABLE GIVING APPROACH
Through financial contributions, collaboration with
nonprofit organizations, and in-kind donations,
Disney brings positive, meaningful, and measurable
impact to our communities around the world. Guided
by our
Charitable Giving Guidelines
, we focus on
investments that align to our CSR focus areas;
leverage our unique resources, skills, talents, and
expertise; and address pressing community needs.
In the past decade, we have also matched more than
$104 million in employee and cast member personal
donations of money and time through Disney’s
Matching Gifts and VoluntEARS Grants programs.
Charitable giving highlights are included throughout
this report.
Charitable Giving Strategy
Our charitable giving is focused on three strategic pillars:
World of Belonging
DIVERSITY, EQUITY & INCLUSION
Grants that advance authentic representation
and increase access and opportunity in media
and entertainment
World in Balance
ENVIRONMENT & CONSERVATION
Grants that protect species and habitats
and inspire kids and families to take action
for wildlife and the planet
World of Hope
COMMUNITY
Grants that bring comfort, optimism, and
joy to our communities and inspire hope,
especially for children
We are committed to directing >50% of our
annual charitable giving to programs benefiting
underrepresented communities. In fiscal 2022,
~60% of our ~$233 million in total cash and in-kind
charitable contributions supported this commitment.
3
3
Charitable giving that we report includes grants specifically
directed toward historically underrepresented and protected
communities, including the Asian American, Pacific Islander,
Black, Hispanic, Native American/Indigenous, and LGBTQIA+
communities, as well as People with Disabilities, veterans, and
women. We also include grants to organizations where a
percentage of their services reaches underrepresented and
protected communities. If the organization spends a majority of
their efforts on these communities, we count the entire grant,
and if the organization does not spend a majority, we count a
proration of the grant. For grants to these two types of
organizations, we rely on their self-reported percentages
regarding communities served. On a sample basis, we validate
the percentages that we report.
12
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
SETTING OUR CSR PRIORITIES & STRATEGY
FISCAL 2022 HIGHLIGHTS
CSR OVERSIGHT & ACCOUNTABILITY
STAKEHOLDER ENGAGEMENT & PARTICIPATION
OUR BUSINESSES
CHARITABLE GIVING APPROACH
World of
Belonging
We inspire a world of belonging
through stories and storytellers who
reflect the rich diversity of our world.
In This Section
Overview
14
People
15
Culture
18
Content
19
Community
23
Transparency & Accountability
28
13
World of Belonging
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
Diversity, Equity
& Inclusion
OVERVIEW
Disney is committed to celebrating an inclusive and
respectful world. We create authentic and unforgettable
stories, characters, experiences, and products that capture
the imagination of our global audiences.
Our workplace practices help us to make progress toward
attracting, retaining, and developing a workforce that reflects
the diverse life experiences of our audiences and guests.
Disney also collaborates with community organizations to
create opportunity around the world through charitable
giving and strategic endeavors. These efforts are described
in the following sections that reflect our diversity, equity,
and inclusion (DEI) focus areas:
PEOPLE
CULTURE
CONTENT
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
Reimagine Tomorrow endeavors to inform
employees, community organizations, and
fans about our DEI commitments and actions.
Learn more at our digital destination:
Our Diversity, Equity, and
Inclusion team is working across
the Company to inspire positive change.
By supporting the creation of content
and experiences that resonate with our
ever-expanding global audiences,
promoting diverse representation, and
collaborating with numerous nonprofit
organizations and cultural experts, we are
helping Disney remain a place for
boundless creativity and belonging.
Latondra Newton
Senior Vice President,
Chief Diversity Officer,
The Walt Disney Company
14
World of Belonging
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
Reimagine Tomorrow
PEOPLE
CULTURE
CONTENT
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
OVERVIEW
PEOPLE
SV-ME-260a.1
Learn more in our
Data & Reporting Frameworks
Our Intention
To make progress toward a
workforce that reflects the market.
We are focused on engaging, developing, and
retaining a diverse workforce and leadership team.
When our workforce reflects the diversity of our
consumers worldwide, we are able to better and
more authentically serve those consumers.
Attracting & Developing Talent
That Reflects Our Audiences
Disney takes a meaningful and measurable approach
to expanding our pipeline of talent, and we strive
to follow industry best practices, including marketing
roles on platforms that reach broad audiences;
using respectful, welcoming language in our job
descriptions; and forming inclusive panels to
interview candidates. We offer optional training
to support leaders in identifying, attracting, and
engaging a multifaceted talent pool. We also work
to engage, develop, and retain a leadership team
and workforce that reflect our audiences. For example,
we promote accessible workplaces and we strive to
recruit, train, and integrate employees with disabilities
in alignment with industry best practices.
To attract and retain representative talent at the
executive level, we invest in talent development
programs like the Black Talent Network, which launched
in 2020. This initiative expands exposure for Black
talent across the Company and helps to increase
representation in senior-level roles. Participants engage
with senior leaders and create career plans to expand
their opportunities within the Company, and 86% of
Black Talent Network participants said they know the
next steps to achieve their career possibilities.
In fiscal 2022, we launched two new cohorts of the
Women’s Talent Network to enhance careers for Asian
American & Pacific Islander (AAPI) as well as Latina
employees. One hundred participants joined the pilot
across both programs.
Our individual businesses also facilitate talent
development programs. For example, Disney General
Entertainment continues its Executive Incubator
Program, which works to create a pipeline of the
next generation of creative executives by providing
participants from underrepresented backgrounds with
experience in various aspects of the content business.
A few additional examples of how we are building a
robust talent pipeline are included on the next page.
Access featured stories on some of the
people who make our content possible:
See the spotlight on our Heroes Work
Here
initiative to hire and support veterans:
Learn more about talent development,
compensation, benefits, and pay equity:
86%
Of Black Talent
Network participants
said they know the next
steps to achieve their
career possibilities
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Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
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Reimagine Tomorrow: Voices
Championing Veterans
Investing in Our People
CULTURE
CONTENT
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
PEOPLE
OVERVIEW
Attracting & Developing Talent That Reflects Our Audiences
(continued)
CREATING OPPORTUNITIES FOR HBCU ALUMNI
Now in its second year,
Disney on the Yard
continues
to build a community for alumni from Historically
Black Colleges and Universities (HBCUs) and provide
meaningful opportunities for HBCU students who
dream of one day working in the entertainment field.
The program builds on Disney’s support of HBCUs
through scholarships and engagement with students,
faculty, and alumni. Focused on building a robust,
long-term pipeline of Black talent, in fiscal 2022
Disney on the Yard launched an inaugural summer
program in which students from HBCUs received
unique on-the-job experience with Disney.
ATTRACTING DIVERSE TECH TALENT
Disney is working to attract wide-ranging talent to
our technology teams. We are a proud supporter
of The Grace Hopper Celebration of Women in
Computing, the world’s largest gathering of women
and nonbinary people in technology. In fiscal 2022,
we supported the conference, both in-person
and virtually, as a top-tier Emerald sponsor with
more than 300 Disney representatives attending.
Since 2020, Disney has also participated in
AfroTech, an annual gathering of technologists
focused on celebrating Black and African American
community, culture, and innovation. These
conferences, and many others, enable Disney
to engage with prospective talent and share
innovations and content from across the Company.
BREAKING BARRIERS TO ENTRY
In fiscal 2022, Disney’s Lucasfilm launched the
Get in the Door initiative, which offers a robust
website and documentary video series showcasing
various Disney career opportunities and how
to build a rewarding career in the industry. The
initiative encourages talent from underrepresented
backgrounds to explore careers in entertainment
production. It reaches a broad cross-section of
audiences, allowing them to see themselves in
these roles through a wide network of social
platforms, presentations, and recruitment avenues.
DEVELOPING DIVERSE TALENT IN ANIMATION
The Walt Disney Studios supports the professional
development initiatives of LatinX in Animation
(LXiA), a signature program of the Latino Film
Institute, by hosting talks to inspire artists in their
own work and facilitating networking and hiring
opportunities for LXiA members. LXiA is dedicated to
uniting a talented pool of diverse innovators across
the animation, visual effects, and gaming industries.
Through our collaboration, talented groups of Latino
creators are empowered to craft exceptional stories
across multiple platforms and help bring valuable
perspectives to our talent pipeline.
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Operating Responsibly
Data & Reporting Frameworks
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PEOPLE
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SPOTLIGHT
Championing Veterans
We are honored to champion the veteran community of the United States of America.
Hiring Veterans at Disney
In 2022, Disney celebrated the
10th anniversary
of
Heroes Work Here
, an innovative hiring program
that has resulted in more than 12,500 veterans
being hired across the Company through the end
of 2022, and we look forward to continuing to
grow this program.
Launched in 2012, the program is committed to
hiring, training, and supporting U.S. military veterans
and military spouses while elevating awareness of
their significant contributions as civilian employees.
The program, which also included a supporting
comic book from Marvel Entertainment, quickly
surpassed its initial benchmark of providing at
least 1,000 career opportunities for veterans by
2015—a goal that was met in less than a year.
And it continues to support individuals who have
worn the uniform who are transitioning to the
civilian workforce at Disney and beyond.
Promoting Veterans’ Professional Development
In 2013, Disney launched the Veterans Institute, a series
of no-cost events designed to help companies enhance
their recruiting, training, and development of veteran
talent. The institute provides a forum for sharing best
practices in hiring veterans and military spouses, and
promoting skills and opportunities for a successful
transition from the military to the civilian workforce.
In fiscal 2022, the seventh
Veterans Institute Summit
,
presented by
Disney Institute
and Wounded Warrior
Project, convened 600+ organizations and challenged
organizations and individuals to determine “what’s next”
in hiring, training, and support programs for veterans
and military spouses.
Learn more about our support for veterans:
U.S. Army Reservist and Walt Disney World
Resort cast member Greg Jackson is one of
thousands of employees across Disney who
have proudly served in uniform.
Support for the U.S. Armed
Forces is a long-standing Disney
tradition, and our Heroes Work Here
program continues that proud legacy.
Employees with military service are an
essential part of our Disney family and
contribute immeasurably to our work of
telling incredible stories and making
magic. We could not be more honored to
champion U.S. military service members
in all lines of work here at Disney.
Cappy Surette
Senior Manager,
External Communications,
Disney Parks, Experiences
and Products; retired U.S.
Navy Captain; a founder
of the Disney SALUTE
Veteran BERG
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Gratitude & Respect for U.S. Armed Services
Heroes Supply Here
CULTURE
CONTENT
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
PEOPLE
OVERVIEW
CULTURE
Learn more in our
Data & Reporting Frameworks
Our Intention
To put the responsibility for
an inclusive culture in the hands
of our leaders and employees
through comprehensive educational
opportunities and engagement efforts.
Across Disney, we cultivate, value, and encourage
curiosity, collaboration, and creativity from everyone
and strive to build supportive environments that
inspire optimism and drive innovation. We work
to create a culture that is respectful and welcoming
to all, including through our Business Employee
Resource Groups (BERGs) and employee affinity
groups, celebrations of heritage months, and
leadership accountability and engagement.
With the addition of a new human resources
management system, employees in select countries
and regions now have the option to indicate their
pronouns. And employees also have access to
optional DEI learning programs that help foster
a culture that welcomes all, celebrate our unique
perspectives, and promote respect for one another
regardless of identity or background.
Employee-Led Groups
Disney supports affinity groups and more than
100 BERGs, our voluntary, employee-led groups
formed around shared identity, interests, and pursuits.
These groups are a key component of nurturing a
sense of employee belonging, visibility, and cultural
understanding. Employees can network with peers,
participate in outreach and mentoring programs,
acquire new skills, build leadership capabilities,
and develop their careers.
Heritage Celebrations
In fiscal 2022, we expanded our celebration of affinity
months and cultural moments. We elevated the
voices and stories of employees, talent, producers,
fans, and families around the world; engaged employee
VoluntEARS; amplified awareness on social media;
and supported community organizations with social
impact grants. For example:
• Freeform’s
Put You On
campaign during Black
History Month featured Black Freeform employees,
talent, fans, and influencers.
• FX collaborated with the National Indigenous
Women’s Resource Center to support an awareness
week for missing and murdered Indigenous
women and girls.
• On International Women’s Day, we held an executive
speaker series on global gender equality challenges.
• During Asian American & Pacific Islander Heritage
Month, Disney engaged experts and talent to explore
mental health stigmas and challenges in the AAPI
community and shared tools and resources for self-
care and allyship.
Pride Year-Round
In fiscal 2022, we formed a dedicated team
focused on year-round LGBTQIA+ inclusion in
our workplace, content, and community giving
and engagement. Disney also pledged $5 million
to organizations serving the LGBTQIA+ community
through support for inclusive and respectful workplaces
and authentic representation of LGBTQIA+ in media
and entertainment. In addition, Disney became a
Human Rights Campaign National Corporate Partner
at the Platinum tier.
During LGBTQIA+ Pride Month, Disney employees
participated in Pride parades in 17 cities while our
Owned Television Stations and Hulu live-streamed
Pride parades. Hulu was the exclusive streaming
platform for GLAAD Media Awards and supported
GLAAD PSAs featuring the story of an LGBTQIA+
teen and his family. Disney+ released
Say It with Pride
on its
YouTube
and
Facebook
channels. Additionally,
the Disney Pride Collection was created by LGBTQIA+
employees and allies at The Walt Disney Company, and
all profits from sales from the collection in June 2022
were donated to
organizations around the world that
support LGBTQIA+ communities
.
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Operating Responsibly
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PEOPLE
CONTENT
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
CULTURE
OVERVIEW
CONTENT
Learn more in our
Data & Reporting Frameworks
Across our platforms, we champion storytelling that
reflects the world around us and helps us develop
meaningful relationships with our consumers.
We strive to present genuine, authentic, and respectful
storytelling. To do so, we engage individuals, families,
and communities across the globe, and we embrace
different perspectives in our filmmaking, both in front
of and behind the camera.
Across the film and television industry, studios and
organizations like the British Film Institute and the
Academy of Motion Picture Arts and Sciences have
adopted policies, practices, and standards to grow
representation and respect for all communities. In
line with evolving industry practices, we have and
are continuing to develop representation guidelines
across Disney General Entertainment (DGE) content
and Studio live-action productions.
Recent Examples of Our Inclusive Storytelling
(pictured to the right)
Walt Disney Animation Studios’
Encanto
(Academy
Award winner), Pixar’s
Turning Red
, ESPN+’s exclusive
coverage of the annual
Department of Defense
Warrior Games
, ABC and 20th Television’s Emmy
Award–winning
Abbott Elementary
, 20th Century
Studios’
Prey
, Marvel Studios’
Eternals
and
Ms. Marvel
,
Star Wars’
Andor
, Hulu Originals’
This Fool
, Onyx
Collective’s
The Hair Tales
, FX’s Peabody Award–
winning
Reservation Dogs
, and Nat Geo’s
Life Below Zero: First Alaskans.
Encanto
Turning Red
Warrior Games
Abbott Elementary
Prey
Eternals
Ms. Marvel
Andor
This Fool
The Hair Tales
Reservation Dogs
Life Below Zero
Photo Credits:
Abbott Elementary
: ABC/Matt Sayles.
This Fool
: Courtesy of Hulu / Copyright 2023, Hulu. All rights reserved.
Reservation Dogs
: Courtesy of FX
Networks / Copyright 2023, FX Networks. All rights reserved.
Life Below Zero
: Jody Potts-Joseph in the winter season. (National Geographic / George Ilutsik).
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TRANSPARENCY & ACCOUNTABILITY
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Fostering Diverse Talent Behind the Camera
SUPPORTING MUSLIM ARTISTS
In fiscal 2022, we collaborated with the Pillars Fund
to create the Pillars Muslim Artist Database, which
contains profiles of actors, directors, cinematographers,
sound technicians, and other Muslim professionals
working in the U.S. film industry. The network is
accessible to directors, producers, and casting directors
who can search the profiles and invite artists to
collaborate on their projects.
CREATIVE TALENT PIPELINE PROGRAM
Disney’s Creative Talent Development & Inclusion
(CTDI) team connects writers, producers,
directors, and other creative talent from a
variety of backgrounds to opportunities across
DGE. In fiscal 2022, 100% of CTDI Writers and
Directors program participants were staffed on
DGE-scripted series. CTDI continues to provide
direct mentorship and support to talent through
events, networking opportunities, and coursework,
including the DGE Writing Program, Directing
Program, and Production Assistant Program.
Learn more about CTDI’s efforts:
DEVELOPING EMERGING FILMMAKERS
Disney Launchpad: Shorts Incubator
serves as an entry
point for emerging filmmakers, including writers and
directors, from underrepresented backgrounds and
with varied perspectives, with the goal of making an
original short for Disney. In fiscal 2022, Launchpad
expanded from six directors to 12 writers and directors
after receiving nearly 2,000 applications. Season
Two filmmakers come from a variety of backgrounds,
including Black, Native American, Native Hawaiian,
and LGBTQIA+. The program, which also expanded
to include creative executives across the Company as
mentors, is on track to release six short films in 2023.
Diversity has to be on the page
before it can ever show up on the
screen. With the pairing of writers and
directors for our new season, we can’t
wait to share a new group of thought-
provoking and creatively inspiring shorts
that reflect the world we live in.
Phillip Yaw Domfeh
Senior Manager
and Producer,
Disney Launchpad,
Season Two
AUTHENTIC & ACCURATE PORTRAYALS
Disney collaborates with many leading community
organizations to guide content creators in developing
authentic stories and accurate cultural portrayals. These
organizations include CAPE, GLAAD, IllumiNative,
NALIP, National Hispanic Media Coalition, Pillars,
RespectAbility, and the Geena Davis Institute on Gender
in Media. In addition, in fiscal 2022 Disney collaborated
with Gold House to launch an industry-wide
media
guide
that provides resources to support creators in
developing authentic and affirming representation of
Asian & Pacific Islander communities.
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Creative Talent Pipeline Program
PEOPLE
CULTURE
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
CONTENT
OVERVIEW
SPOTLIGHT
Accessible Experiences
Making Theme Parks More Accessible
Disney wants every guest to be able to enjoy our
experiences, and we work to adhere to accessibility
best practices and standards. Our parks offer many
accessible options, starting with online information
and printed guidebooks to help guests fully experience
the magic of the parks. Each park shares accessibility
information on their site-specific website.
As examples of our efforts, at Walt Disney World
Resort, accessibility services include wheelchair/
Electric Conveyance Vehicle access, captioning,
assistive listening, sign language interpretation, audio
description, and more. At Disneyland Paris, we adapt
our offerings to accommodate a range of disabilities.
We empower guests to access all attractions based on
their autonomy. We have integrated audio description
services across the resort, provide a console with 3D
printed maps for visually impaired guests, introduced
sign language interpretation at select shows, offer
assistive listening devices, adapted changing areas,
adapted hotel and shuttle services, and more. We
continue to ensure that accessibility priorities are
taken into account for our guests and cast members.
And at Hong Kong Disneyland, we teamed up with
the Hong Kong Federation of Handicapped Youth
to pilot a new accessibility training program for cast
members. After completing the intensive training, cast
members are appointed “barrier-free” ambassadors.
Inclusive Offerings & Experiences
Shanghai Disney Resort celebrated International Day
of Persons with Disabilities (IDPD) with an inspirational
surprise, its
first wheelchair flash-mob dance
, where
wheelchair dancers delighted guests with their moves.
Additionally, since 2021, Hong Kong Disneyland Resort
has showcased a wheelchair dance performance with
Hong Kong Wheelchair Dance Sport Association to
create an inclusive cavalcade for IDPD.
Also, just in time to mark the 25th anniversary of the
“it’s a small world” Holiday experience
, the beloved
Disneyland Resort attraction welcomed two new dolls
in wheelchairs to better reflect the diversity of children
across the globe. From design to installation, Imagineers
worked closely with Resort Enhancement, Animation,
Wardrobe, and the ENABLED BERG that advocates for
People with Disabilities.
Learn more about accessible experiences:
Wheelchair dancers gave a spirited
performance in Shanghai Disney Resort’s first
wheelchair flash-mob dance in December 2021.
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Disney Parks, Experiences and Products
PEOPLE
CULTURE
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
CONTENT
OVERVIEW
SPOTLIGHT
Accessible Content
Accessibility on Our Streaming
Platforms & Networks
We offer a range of tools and accessibility features
across our streaming services, and we are working on
improving offerings. Features vary by platform and
may include tools such as audio descriptions, closed
captioning, keyboard navigation, and interoperability
with popular screen readers. We are committed to
ongoing efforts to increase the accessibility of our
content for all consumers.
In addition, ABC was recently honored by the American
Council of the Blind with an award for Outstanding
Achievement Audio Description Contribution for Live
Events for their audio descriptions of live specials like
the
Oscars
®
.
See examples of our digital
accessibility offerings:
Making Moviegoing More Accessible
Disney is exploring ways to make moviegoing more
accessible. In fiscal 2022, we worked with KultureCity,
a leading nonprofit focused on sensory accessibility
and acceptance, to launch sensory-inclusive movie
screenings that cater to audiences with sensory
needs such as autism. Exceptional Minds, a nonprofit
academy and post-production studio for people on
the autism spectrum, consulted on our strategy and
attendee experience.
Together, we designed a moviegoing experience
featuring trained staff, expedited check-in, reduced
seating capacity, dimmed lighting, lowered sound,
and sensory bags with items like noise-canceling
headphones. In June 2022, we piloted the experience
at the El Capitan Theatre in Los Angeles, which
has committed to hosting at least one screening
respectful of audiences with sensory needs for
each new major release moving forward.
Marvel Studios’ First Deaf Super Hero
Marvel Studios’
Eternals
presented an important
opportunity to include the Deaf and Hard of Hearing
community in Disney’s ongoing work to make content
more accessible.
Eternals
’ diverse team of heroes
features the first Deaf character in the Marvel
Cinematic Universe, played by Deaf actress Lauren
Ridloff. We worked with exhibitors to provide on-
screen captions, held an open-caption premiere
with American Sign Language (ASL) interpreters,
and hosted screenings for organizations supporting
the Deaf and Hard of Hearing community. Exhibitors,
including AMC Theatres and Regal Cinemas,
announced their commitment to on-screen
captioning for
Eternals
and new movie releases
across multiple regions.
Disney Songs in Sign Language
We often adapt songs into ASL music videos so the
Deaf and Hard of Hearing community can experience
popular tracks from their favorite films and franchises.
This year, the Disney Music Group collaborated with
Deaf West Theatre on an ASL version of
We Don’t Talk
About Bruno
from Disney Animation’s
Encanto
for
International Day of Sign Languages.
We Don’t Talk
About Bruno
and
Surface Pressure
were also released
in British Sign Language (BSL).
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Disney+ Help Center
Hulu Help Center
PEOPLE
CULTURE
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
CONTENT
OVERVIEW
COMMUNITY
Learn more in our
Data & Reporting Frameworks
Our Intentions
To direct more than 50% of our
annual charitable giving to programs
serving underrepresented communities
4
and to spend at least $1 billion annually
with diverse suppliers by 2024.
5
In fiscal 2022, more than $140 million (~60%) of our
charitable giving was directed to programs that support
Asian American and Pacific Islander, Black and African
American, Hispanic and Latino, Native American and
Indigenous, and multicultural communities, as well as
women, veterans, People with Disabilities, and LGBTQIA+
individuals.
4
Through impactful collaborations and strategic
community investments, we are helping to advance
authentic representation in media and entertainment (e.g.,
the Pillars Muslim Artist Database); drive economic
opportunity, access, and equity in the business communities
in which we operate (e.g., Out & Equal, RespectAbility);
create inclusive and respectful entertainment experiences
(e.g., sensory-accessible movie screenings with Exceptional
Minds); and empower future generations of storytellers
and innovators (e.g., Ghetto Film School, Hispanic
Scholarship Fund, Asian Pacific Islander American Scholars,
American Indian College Fund). In fiscal 2022, we
launched the Disney Future Storytellers initiative,
described in the spotlight on the next page.
Disney employees paint a
mural that honors LGBTQIA+
history and culture in East Los
Angeles with Rainbow Labs.
$140M+
Charitable giving directed
to programs supporting
underrepresented communities
4
Access additional information
on our philanthropy:
4
See footnote 3 on p.
12
.
5
See footnote 7 on p.
26
.
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Charitable Giving Approach
Charitable Giving
PEOPLE
CULTURE
CONTENT
TRANSPARENCY & ACCOUNTABILITY
COMMUNITY
OVERVIEW
SPOTLIGHT
Empowering the Next Generation Through Disney Future Storytellers
In fiscal 2022, we launched Disney Future
Storytellers, Disney’s commitment to empowering
the next generation of storytellers and innovators.
From charitable grants and programs that provide
inspiration and hands-on experience in arts and
science, technology, engineering, and math (STEM)
education for school-age children, to scholarships,
mentoring, and creative and technical skill-building
for teens and young adults, Disney is increasing
access to careers in the media, entertainment,
technology, and hospitality industries for youth,
especially for individuals from historically
underrepresented or underserved communities.
It all starts with inspiring today’s youth to
dream
about their future by sparking an interest in
storytelling and technology. From there, we invest
in programs that help them
build
the skills they
need to turn their dreams into reality. Finally, we
help young adults
become
who they imagine they
can be by removing barriers and expanding access
to professional training and networks with early
career opportunities and financial support.
We want all youth to have access to rewarding
opportunities in our industries. It is important
to our future success to have a workforce that is
representative and respectful of all communities
so that we can create successful content and
products reflecting our wide-ranging audiences.
Dream
Sparking interest in storytelling and
technology, inspiring the next generation
to dream about their possibilities
DISNEY MUSICALS IN SCHOOLS
Disney Musicals in Schools, which builds
sustainable arts programs in under-resourced
public schools, was rebooted in 22 markets
following the pandemic. Through the
program, elementary school students and
teachers join professional artists to produce
their very own Disney KIDS musical on
stage. Research conducted by Search
Institute discovered that the program
nurtures developmental relationships, with
children finding a platform for connection,
collaboration, and creative expression.
6
Build
Supporting essential training and development programs to help youth build their talents and skills
NEW INITIATIVES IN JAPAN AND KOREA
In Japan, Disney collaborated with Junior
Achievement and sponsored our first-ever
program for middle school students in provincial
areas. Students created characters and stories,
and local Disney producers served as mentors
to guide the students.
In Korea, in alignment with the Disney+ launch
in November 2021, we expanded programs
that invest in young creators. Programs support
underprivileged children as well as teens that
attend special-purpose schools, such as animation
high schools.
PROVIDING OPPORTUNITIES IN CODING
In fiscal 2022, Disney began working with
ChickTech, an organization committed to bringing
gender equity to technology. We are supporting
ChickTech’s high school program, which includes
a free, yearlong series of technology workshops,
mentoring, and internship connections for eighth
to 12th grade students. Our support includes grant
funding for the program; mentorship, networking,
and event opportunities; and the development of
a technical workshop with Disney technologists.
6
Search Institute
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SPOTLIGHT
Empowering the Next Generation Through Disney Future Storytellers
(continued)
Photo Credit: Disney/Heidi Gutman
Become
Expanding access to our industries and empowering young adults to become who they imagine they can be
NURTURING RISING BLACK TALENT
In fiscal 2022,
Disney joined the Propel Center
,
a first-of-its-kind education hub for HBCUs, as the
organization’s arts, media, entertainment, and
hospitality lead sponsor. We also created the
Disney Storytellers Fund at Howard University
and
Florida A&M University to generate opportunities
for historically underrepresented students in media
and entertainment. Additionally, we continued our
long-standing work with United Negro College Fund
(UNCF) and
announced the 2022 Disney UNCF
Corporate Scholars
. Scholars receive a $5,000 annual
scholarship, a paid summer internship at Disney,
mentorship opportunities, and assistance with securing
possible full-time roles with Disney upon graduation.
DEVELOPING FUTURE TALENT IN EUROPE
In the UK, we strengthened local collaborations
with education, community, and industry nonprofits.
Organizations included MAMA Youth Project, The
London Screen Academy, Stage One, Artistry Youth
Dance, and The Thea Barnes Legacy Fund, among
others. In fiscal 2022, Marvel entered the second
year of a three-year
collaboration with The Prince’s
Trust
, which offers training and mentorship for young
people in the field of product design, and released
the “Women of Marvel: Stronger Together” collection,
featuring clothing, bags, and more.
ADVANCING A NEURODIVERSE TALENT PIPELINE
We made a $1 million contribution to Exceptional
Minds in fiscal 2022 to help source, skill, scale,
support, and sustain neurodiverse talent over
the next three years. Our funds will be used for
scholarships, academy faculty, career support
services, and facilities and technology. Many of
the program’s graduates are offered full-time
employment at Disney, Marvel, and other studios.
PROVIDING A BEHIND-THE-SCENES VIEW
Disney mentors are working with students
in the Anaheim Union High School District
through Anaheim’s Innovative Mentoring
Experience. As part of an ongoing workforce
development initiative, Disneyland Resort
has been a key supporter of the program since
2019, providing funding and mentorship,
including a behind-the-scenes look at how
business is conducted with a bit of Disney magic.
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Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
PEOPLE
CULTURE
CONTENT
TRANSPARENCY & ACCOUNTABILITY
COMMUNITY
OVERVIEW
Supplier Diversity
We believe that including diverse suppliers in our
sourcing process provides a meaningful opportunity
to seek innovative, high-quality, and cost-effective
business solutions, while also supporting communities.
Last year, we set a goal to spend at least $1 billion
annually with diverse suppliers by 2024. Reaching this
goal would place Disney among the top U.S. companies
that are spending with diverse suppliers and would
impact the communities where we do business by
creating jobs and opportunities. In fiscal 2022, we
spent more than $800 million with diverse suppliers,
an increase of almost 80% compared to fiscal 2021.
7
Throughout fiscal 2022, the Supplier Diversity team
worked closely with internal analytics groups to
develop a dashboard that guides business unit leaders
in their supplier diversity benchmarks. Internal leaders
can access the dashboard to review their teams’
progress toward our diverse spending goal. This and
other initiatives influenced the significant increase in
diverse spending in fiscal 2022. In fiscal 2022, we also
expanded our diversity classifications to include U.S.
military spouse–owned businesses.
COLLABORATING FOR CHANGE
We collaborate with supplier diversity–focused
organizations at the national, regional, and local
levels, as well as business development organizations,
advocacy groups, and trade show organizers. In fiscal
2022, our Supplier Diversity and Disney Parks,
Experiences and Products (DPEP) teams sponsored
the Russell Innovation Center for Entrepreneurs
(RICE) Supply Chain Accelerator pilot that helped
Black entrepreneurs do business with industry leaders,
large corporations, and government agencies. The
pilot included 35 growth-stage companies—66%
of which were women-owned—and began with a
comprehensive gap assessment to understand needs
and drive a detailed action plan.
SUPPORTING INDUSTRY DIVERSITY
Our Supplier Diversity team also began working
with the Supplier Diversity Action Committee, an
internal coalition of television marketing executives
who advocate for agencies run by People of Color,
women, LGBTQIA+ individuals, veterans, People with
Disabilities, and others in the agency selection
process. DGE led a committee that identified and
created a database of more than 1,000 vendors to
open doors to diverse businesses in the production
and post-production categories.
Diverse entrepreneurs participated in
sessions on storytelling, customer service,
and supplier diversity at Walt Disney World
Resort as part of the Company’s support
for the Russell Innovation Center for
Entrepreneurs Supply Chain Accelerator.
7
Supplier diversity data include Tier 1 spend with firms that
have obtained certification from a third-party agency as being
at least 51% owned, controlled, and operated by a minority,
woman, disabled person, veteran, service-disabled veteran,
veteran spouse, or lesbian, gay, bisexual, or transgender person.
We validate diverse status through certification compliance
using WBENC, NMSDC, Department of Veterans Affairs,
NGLCC, and Disability:IN.
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Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
PEOPLE
CULTURE
CONTENT
TRANSPARENCY & ACCOUNTABILITY
COMMUNITY
OVERVIEW
Supplier Diversity
(continued)
CHAMPIONING U.S. VETERAN– AND VETERAN
SPOUSE–OWNED BUSINESSES
We continue to expand our commitment to the
individuals who have worn the uniform and have
served the United States of America. Our efforts
for U.S. veterans and their families extend beyond
our Heroes Work Here program with our Heroes
Supply Here endeavor. Through this program, we
support businesses that are owned by veterans,
including service-disabled veterans, as well as U.S.
military spouses. We’re committed to helping these
communities earn the financial security they want,
need, and deserve. By focusing our supplier efforts on
work with veteran entrepreneurs and business owners,
Disney has increased Company-wide spending with
U.S. veteran– and veteran spouse–owned businesses
to approximately $6.4 million in 2022.
Learn more about our support for veterans:
PROVIDING OPPORTUNITIES FOR WOMEN
In 2022, Disney participated in panel discussions
and business workshops in New Orleans that
were hosted by minority business development
groups, including Women’s Business Enterprise
Council (WBEC) South and the U.S. Department
of Commerce’s Minority Business Development
Agency. Disney also sponsored and provided
executive support for WBEC’s National Black
Business Pitch, an event dedicated to discovering,
promoting, and investing in Black business talent.
Access additional information
on supplier diversity:
U.S. Air Force Thunderbirds air
demonstration team flies over Cinderella
Castle at Magic Kingdom Park at Walt
Disney World Resort in Lake Buena Vista,
Florida, October 27, 2022, as a prelude to
the beginning of National Veterans and
Military Families Month in November.
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World of Belonging
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
Championing Veterans
Gratitude & Respect for U.S. Armed Services
Supplier Diversity Webpage
PEOPLE
CULTURE
CONTENT
TRANSPARENCY & ACCOUNTABILITY
COMMUNITY
OVERVIEW
TRANSPARENCY & ACCOUNTABILITY
SV-ME-260a.1; TC-IM-330a.3; SV-HL-310a.4
Learn more in our
Data & Reporting Frameworks
Transparency and accountability are an important part
of our efforts. In fiscal 2022, we increased disclosure
of meaningful metrics by releasing a new Pay Ratio
Disclosure dashboard, and we continued to share data
on representation of women and People of Color in our
workforce and in front of and behind the camera. Our
2022 Workforce Diversity Dashboard
,
2022 Content
Representation Dashboard
,
2021 EEO-1 report
, and our
adjusted
Pay Ratio Disclosure
are available online, and
we intend to continue publishing these reports annually.
Access additional DEI data:
FISCAL 2022
EMPLOYEE DIVERSITY
~47%
Of our U.S. employees
were People of Color
~51%
Of our employees
worldwide were women
Our Senior Vice President and Chief Diversity
Officer, Latondra Newton, leads the Company’s
strategic DEI initiatives in partnership with
businesses and leaders across the Company.
The CEO Diversity, Equity, and Inclusion Council
is accountable for establishing and advancing
DEI efforts and outcomes. And the Creative
Inclusion Council unites leaders from our creative
teams to identify and scale practices that foster
inclusion and respect in the creative process and
deliver authentic and meaningful stories to our
audiences around the world.
All U.S.-based employees are covered by our
Equal Employment Opportunity Policy, Prohibition
of Harassment Policy, and our Speak Up Policy,
which encourages employees who observe or
suspect misconduct to speak up to provide the
Company with the opportunity to address the
issue. Employees outside the U.S. are covered
by policies reflecting these principles but tailored
to their specific region.
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Operating Responsibly
Data & Reporting Frameworks
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World in Balance
Reimagine Tomorrow
PEOPLE
CULTURE
CONTENT
COMMUNITY
TRANSPARENCY & ACCOUNTABILITY
OVERVIEW
World in
Balance
We come together to help change the
course of our planet’s story, creating a
cleaner, safer, and healthier world for
people and wildlife.
In This Section
Overview
30
2030 Environmental Goals
30
Emissions
31
Water
34
Waste
35
Materials
38
Sustainable Design
39
Wildlife Care & Conservation
42
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Environment & Conservation
OVERVIEW
Disney is committed to taking meaningful and
measurable action to support a healthier planet for
future generations as we operate and grow our
businesses. We are focused on putting possibility into
practice and inspiring optimism for a brighter, cleaner,
and healthier future—a unified commitment we call
Disney Planet Possible
.
Our commitment to environmental sustainability
goes back to our founding nearly 100 years ago.
As Walt Disney himself said, “Conservation isn’t
just the business of a few people, it’s a matter that
concerns all of us.” Our environmental commitments,
summarized in this report and detailed in our
2030 Environmental Goals White Paper
, represent
some of the ways we are focused on helping to build
on that legacy for communities around the globe,
generation after generation.
2030 ENVIRONMENTAL GOALS
In December 2020 and December 2022, we
established a set of environmental goals that aim to
reduce greenhouse gas (GHG) emissions; help protect
local watersheds; minimize waste; create products and
packaging with environmentally preferable materials;
and design and construct our buildings and
attractions sustainably.
See more information about our environmental
goals and how we plan to achieve them:
Environmental Action
Through Collaboration
Learn more in our
Data & Reporting Frameworks
We are a member of several initiatives and
organizations, which we engage with regularly to
support actions consistent with the Paris Climate
Agreement and other environmental, climate, and
conservation ambitions. These groups include:
• Association of Zoos and Aquariums
• Business Alliance to Scale Climate Solutions
• BSR
• Business Roundtable
• Ceres Company Network
• Clean Energy Buyers Association
• Climate Solutions working group
• Conservation Measures Partnership
• Cruise Lines International Association
• DIMPACT
• International Union for Conservation of Nature
• Sustainable Apparel Coalition
• Sustainable Aviation Buyers Alliance
• Sustainable Production Alliance
• Textile Exchange
• The Chamber of Commerce Climate Task Force
• The World Resources Institute’s Corporate
Consultative Group and Aqueduct Alliance
• U.S. Green Building Council
®
• World Association of Zoos and Aquariums
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2030 Environmental Goals White Paper
EMISSIONS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
2030 ENVIRONMENTAL GOALS
OVERVIEW
EMISSIONS
TR-CL-110a.2
Learn more in our
Data & Reporting Frameworks
2030 Emissions Goals
Reduce absolute emissions from
direct operations (Scope 1 & 2)
by 46.2% against a
2019 baseline
Achieve net zero emissions
for direct operations
8
Reduce Scope 3 emissions in line
with a “well below 2°C” scenario
Purchase or produce 100%
zero carbon electricity
Invest in natural climate solutions
In alignment with our net zero emissions goal set in
2020, as well as the Paris Climate Agreement, we
announced in December 2022 that we are setting a
science-based target for all our emissions—Scopes 1
and 2 in our direct operations, as well as Scope 3 in
our broader value chain. We plan to submit this
target to the Science Based Targets initiative (SBTi)
for assessment.
Our strategy for achieving net zero for Scope 1 and 2
emissions by 2030 is based on the following fact-
based reduction hierarchy:
1.
Designing our built environment to reduce
or avoid emissions
2. Reducing emissions through fuel and
energy efficiency
3. Replacing high-carbon energy sources with
lower-carbon alternatives
4. Investing in certified natural climate solutions
Like most companies setting aspirational Scope 3
targets, these are challenging goals, and success
depends on several external factors, including
actions by our suppliers to reduce their emissions,
global economy-wide transitions to cleaner fuels,
availability of economically feasible solutions at
scale, and consumer behavioral changes. Industry
collaboration is key to addressing some of these
challenges. See previous page for some of the
organizations we engage with regularly.
We follow the global frameworks
established by the GHG Protocol to
measure Scope 1, 2 & 3 GHGs:
See more information about our
environmental efforts:
Access emissions data:
8
We define “net emissions” and “net zero emissions” for our
2030 goals as follows: “Net emissions” = Scope 1 emissions +
Scope 2 emissions (market-based) – carbon credits. Scope 2
emissions (market-based) include emission reductions
attributed to utility green power purchases, power purchase
agreements, and unbundled energy attribute certificates (EACs).
Our approach to carbon credits can be found in our
Natural
Climate Solutions White Paper
. We will have achieved our
2030 “net zero emissions” goal when “net emissions” as
defined above equals 0.
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GHG Protocol
2030 Environmental Goals White Paper
2022 CDP Climate Change
Survey Response
Data & Reporting Frameworks
2030 ENVIRONMENTAL GOALS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
EMISSIONS
OVERVIEW
Progressing Toward Net Zero GHG Emissions for Direct Operations
9
We are working to reduce our emissions by identifying ways to improve efficiency, reduce energy use, and use alternative low-carbon fuels.
REDUCING EMISSIONS FROM PRODUCTIONS
Our film and television productions are working to
reduce emissions by replacing the diesel generators
traditionally used to power sets and instead tying into
the grid while on location or using battery electric,
hybrid (diesel plus battery), and green hydrogen fuel
cell generators. For example, in 2022, battery electric
generators, which were recharged by solar panels,
provided power for several weeks while filming on a
beach, and grid ties replaced diesel generators on
backlots in London, Vancouver, and Los Angeles.
ENERGY-EFFICIENT UPGRADES AT THEME PARKS
We continue to make energy-efficient upgrades at
our theme parks and resorts. For example, Shanghai
Disney Resort installed a new water pump in the
Pirates of the Caribbean attraction and added timing
controls to outdoor fountains. Together, we expect
to see approximately 830,000 kilowatt-hours in
electricity savings annually. And Hong Kong
Disneyland completed the installation of smart air
conditioner occupancy sensors in guest rooms. This
energy-saving feature is now in use in all three hotels.
USING LOWER-CARBON FUELS
The
Disney Wish
set sail in fiscal 2022 and was
designed to be among the most energy-efficient
cruise ships on the water. The
Disney Wish
was
primarily powered by liquified natural gas in fiscal
2022, which, when compared to traditional diesel or
marine fuel, significantly reduces several emissions
and pollutants.
NATURAL CLIMATE SOLUTIONS
We also invest in high-quality, verified, and rigorously
vetted natural climate solutions that generate
meaningful carbon reductions as well as positive
social and economic impacts. These projects help us
address emissions from our direct operations that
we cannot avoid. For example, our investment with
Proyecto Mirador provides fuel-efficient, wood-
burning cookstoves to families in rural Honduras
and Guatemala.
Access emissions data:
9
See footnote 8 on p.
31
.
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Operating Responsibly
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Data & Reporting Frameworks
2030 ENVIRONMENTAL GOALS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
EMISSIONS
OVERVIEW
Accelerating Disney’s Renewable
Energy Portfolio
Disney is committed to purchasing or producing
100% zero carbon electricity for all direct operations
globally by 2030. We continue to research, invest
in, and develop renewable electricity projects across
our global portfolio. As of fiscal 2022, we have
commissioned or announced more than 200
megawatts of solar capacity. Examples include:
• In collaboration with the utility serving Walt Disney
World Resort, two 75-megawatt solar facilities are
expected to come online and are projected to bring
the Resort’s renewable energy consumption up to
nearly 40% of its annual total power use.
• Disneyland Paris is continuing the construction
of approximately 50 acres of solar canopies,
which will provide shade and shelter to more than
11,000 parking spaces and are estimated to generate
approximately 36 gigawatt hours of electricity
once fully operational.
• Hong Kong Disneyland has embarked on the
next phase of one of the largest solar panel sites
in Hong Kong, installed at 21 different attractions
and buildings.
• Select operations subscribe to high-credibility green
power programs that advance the decarbonization
of Disney and our local communities. For example,
Pixar is subscribed to 100% renewable electricity
through East Bay Community Energy.
Mickey-shaped solar facility (located
near EPCOT), which provides power to
Walt Disney World Resort, was built
in collaboration with Reedy Creek
Improvement District and Duke Energy.
SOLAR CAPACITY
200+
MW
Solar capacity
commissioned or
announced as
of fiscal 2022
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2030 ENVIRONMENTAL GOALS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
EMISSIONS
OVERVIEW
WATER
Learn more in our
Data & Reporting Frameworks
2030 Water Goals
Implement localized watershed
stewardship strategies
Source sustainable seafood
10
Disney recognizes that water is essential for ecosystems
and vital for communities and our operations around
the world. Water is a shared resource, and we know
that the Company’s operations have an impact on
local watershed conditions as well as on the health
of our oceans. In keeping with the latest data
and standards, our strategy reflects that water is a
highly local issue, with individualized considerations
in each geography.
See more information about our water
conservation efforts:
Access water data:
Water Conservation
In 2022, we continued to implement site-specific
water conservation strategies at our theme parks
and resorts. For example, we are using artificial turf
and are implementing a sophisticated irrigation
control system at Disneyland Resort as part of
drought-fighting efforts. And Disneyland Paris is in the
process of retrofitting the showerheads in two hotels
with new LED-lit technology heads that allow guests to
adjust their use to help conserve water. The turbine-
powered LED lights change color based on the
amount of water used, moving from blue to green,
yellow, and eventually red when water use exceeds a
certain volume. In a pilot, the new showerheads
reduced water use by an average of 22% per room.
Watershed Investments
We are identifying critical regional water issues and
are continuing to collaborate with local stakeholders,
such as industry and nonprofit organizations, to
safeguard the overall health of watersheds as a multi-
use sustainable resource. For example, we support
WWF-Hong Kong’s project to foster innovative
approaches, such as the use of water buffalo, to
conserve wetlands in the Shui Hau watershed and
increase water security for local people and wildlife.
We also support The Nature Conservancy’s work in
central Florida, including efforts to address growing
freshwater demands, enhance water quality, improve
water supply, and reduce flood risks through green
stormwater infrastructure.
Sustainable Seafood
Responsible selection and sourcing of seafood is
important to our business, to the livelihoods of
the fishing industry worldwide, and to the health
of the planet for future generations. In fiscal 2022,
our U.S. parks, resorts, and cruise line sourced nearly
100% sustainable seafood.
10
Fisheries are periodically
evaluated for sustainability, and ratings for specific
species do sometimes fluctuate. This affects our
ability to source consistently to our ambitious 100%
target. Nonetheless, our commitment to our 100%
sustainably sourced seafood goal remains, and we
continue to collaborate with the Sustainable Fisheries
Partnership in their work across the supply chain
to improve fishing and aquaculture and advance
sustainable seafood production.
Photo Credit: WWF-Hong Kong
10
Disney’s definition of sustainable seafood can be found in our
2030 Environmental Goals White Paper
. The breakdown of
sustainable seafood in fiscal 2022 was: 6% Best Choice, 73%
Eco-certified, 11% Good Alternative, <1% Avoid, 9% Fishery
Improvement Projects (FIP), and <1% Unrated.
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Data & Reporting Frameworks
2030 ENVIRONMENTAL GOALS
EMISSIONS
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
WATER
OVERVIEW
WASTE
Learn more in our
Data & Reporting Frameworks
2030 Waste Goals
Achieve zero waste to landfill for
wholly owned and operated parks,
resorts, and cruise line
11
Reduce single-use plastics in
parks and resorts
Eliminate single-use plastics on
cruise ships by 2025
See more information on our waste reduction
strategies, including plastics reduction:
The growing amount of waste produced today
poses a threat to our environment and ecosystems,
and to communities around the world. Disney is
committed to working to achieve zero waste to
landfill for our wholly owned and operated parks,
resorts, and cruise line by 2030.
11
Our long-term waste management plan includes
permanently reducing waste on our properties,
including food waste; reusing products and
materials; being deliberate about material
sourcing; maximizing recycling; reducing single-
use and other plastics; and focusing on education
efforts with our guests and employees.
MINIMIZING WASTE
58%
Of total Company
operational waste
diverted from landfill
and incineration
in fiscal 2022
11
Zero waste to landfill is defined as 90% operational
waste diversion, including thermal waste-to-energy for
Walt Disney World, Disneyland Resort, Disneyland Paris,
and Disney Cruise Line.
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2030 Environmental Goals White Paper
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
WASTE
OVERVIEW
Costumes from Recycled Materials
Our parks, hotels, and cruise businesses are
integrating recycled content fiber into their cast
and crew member costumes. For example, costumes
and set pieces in
The Little Mermaid
theatrical
production aboard the
Disney Wish
ship are made
from recycled plastic, with more than 50% of the
fabric used in the production made from recycled
materials. The fabrics were also uniquely dyed
using a waterless printing method, saving water
compared to traditional dyeing processes. Back
on land, the cast members at the newly opened
Guardians of the Galaxy: Cosmic Rewind
attraction
at EPCOT are donning uniforms designed and
created from sustainable features—70% of each
uniform’s base fabric is made from recycled content.
Reducing Waste on Productions
Marvel Studios’
Moon Knight
series created a pop-up
“waste garden” where recyclables and other waste
were collected and sorted by a local company that
provides training and jobs to people transitioning
out of homelessness. At the studio where
Moon
Knight
was filmed, we plan to set up waste gardens
for future films. In addition,
Prom Pact
, a Disney+
Original movie, introduced refillable water stations,
saving the equivalent of more than 40,000 single-use
plastic bottles of water during production. As we evolve
our COVID-19 health and safety practices in line with
local, regional, and federal guidelines, eliminating
single-use plastic water bottles through refillable water
stations will once again be a focus for our studios.
Costumes and set pieces in
The
Little Mermaid
theatrical production
aboard the
Disney Wish
ship are
made from recycled materials.
36
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2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
WASTE
OVERVIEW
Reducing Food Waste
Our approach to reducing food waste begins with
menu planning to predict how many meals we will
serve in a given day in order to prevent food waste
before it begins. When there is unused food, we
donate it to support local communities whenever
feasible. We also utilize composting and biodigestion,
and convert food waste into animal feed where
possible. For instance, we have composting pilots
at several restaurants, and Vero Beach Resort and
Castaway Cay have installed biodigesters to manage
inedible food waste.
Reducing Single-Use Plastics
We are committed to reducing single-use plastics
in our parks and resorts, and eliminating single-use
plastics on our cruise ships. For example, in fiscal
2022, Hong Kong Disneyland replaced plastic,
disposable food service ware items, including to-go
containers and cutlery, with wood alternatives and
reusable melamine. Disney Cruise Line has been
working to eliminate single-use plastic categories
and intends to be free of single-use plastics by 2025.
Examples include introducing alternatives to plastic
merchandise bags and guest laundry bags, disposable
cutlery, cold beverage lids, and even plastic drink
garnish sticks. In addition, to encourage the use of
reusable water bottles, refill stations have been
installed on all ships and Castaway Cay.
From Glass to Groundcover
As we explore options for the responsible disposal of
glass from Walt Disney World Resort, we are piloting
the use of a machine that pulverizes glass into gravel
and sand-like pieces. This material can be used across
the property in areas such as roadbeds, golf course
bunkers, filtration systems, sandbags, and drainage.
37
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2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
WASTE
OVERVIEW
MATERIALS
Learn more in our
Data & Reporting Frameworks
2030 Materials Goals for
Disney-branded Products
Use recycled, certified, or verified
sustainable paper and wood
Use plastic that contains at least
30% recycled content or a
lower-impact alternative material
Design packaging for reuse,
recycling, or composting
Use recycled, sustainably sourced,
or lower-impact alternative textiles
Ensure all facilities participate in the
Higg Index or maintain a sustainable
manufacturing certification
See full description of our materials goals:
To reduce environmental impacts across our consumer
products portfolio, we identified a set of materials that
are consistently used in high volumes and/or are known
to have significant environmental impacts associated
with their production and/or use. Such materials include
paper, wood, and palm oil from forest products, as well
as textiles and plastics. Our materials goals focus on
reducing the environmental impacts of these materials
while also helping our manufacturing network to become
cleaner and safer as a whole.
Our cross-functional consumer products task force
works to advance our materials goals and produce
comprehensive training resources to help our global
teams and external collaborators understand how to
help achieve our 2030 goals. To measure progress on
our goals, we are building new tracking systems that
will allow us to report on select quantitative measures.
In the interim, we will continue to provide qualitative
updates on our progress.
Unique Upcycled Accessories
Disneyland Paris offered guests limited-edition tote
bags, duffel bags, briefcases, and pouches for purchase,
which were
made from a recycled tarp that previously
covered Sleeping Beauty Castle
during renovation work.
Disney worked with a French-based SMB (small- to
medium-sized business) that specializes in the upcycling
of materials to create these unique goods.
Limited-edition tote bags, duffel bags,
briefcases, and pouches were made
from a recycled tarp that previously
covered Sleeping Beauty Castle.
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2030 Environmental Goals White Paper
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
WASTE
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
MATERIALS
OVERVIEW
SUSTAINABLE DESIGN
Learn more in our
Data & Reporting Frameworks
2030 Sustainable
Design Goals
Design new projects to achieve
near net zero GHG emissions,
12
maximize water efficiencies, and
support zero waste operations
13
Achieve 90% diversion of
construction waste across new
projects in the U.S. and Europe
Learn more about our goals for new projects
across emissions, water, and waste:
Designing, building, and operating to avoid or reduce
emissions, water, and waste have been core parts of
Disney’s sustainable design strategy.
For new projects, we are integrating sustainability
throughout the design process, promoting a culture
of continuous improvement, and exploring innovative
solutions. In collaboration with our various design teams
across Disney, and leveraging the creative expertise
of our Disney Imagineers, we follow a rigorous set of
internal Sustainable Design Standards aligned with
our 2030 goals. This work is critical to helping us
achieve our emissions goals since our built environment,
ranging from theme parks to offices, accounts for the
majority of our Scope 1 and 2 emissions. Our approach
to sustainable design also helps contribute to cleaner
air, more efficient use of water, and less waste for the
communities in which we operate.
One example from our Disney Parks, Experiences and
Products segment (DPEP) is Lighthouse Point in The
Bahamas—the newest addition to Disney Cruise Line’s
island destinations—expected to welcome visitors
in 2024. Only 16% of the site will be developed and
much of it for low-density uses like the placement
of beach chairs and umbrellas. The areas that will be
developed will incorporate numerous design features
to reduce environmental impacts, such as elevated
walkways and structures to reduce disturbing the land.
We are also designing to support zero waste to landfill
as we explore innovative waste sorting and disposal
technologies. We expect 90% of the energy demand
to be met from renewable sources when it opens and
for the site to be fully powered by renewable energy
by 2030. In addition, we are developing a multi-
faceted program to educate employees, vendors, and
guests about the role they play in protecting the site.
Concept art for Disney’s Lighthouse
Point in The Bahamas. Disney is
working closely with Bahamian artists
and advisors to create a destination
that represents the natural beauty and
rich culture of The Bahamas.
12
See footnote 8 on p.
31
.
13
See footnote 11 on p.
35
.
Artist Concept Only ©2022 Disney
39
World in Balance
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Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World of Belonging
2030 Environmental Goals White Paper
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
WASTE
MATERIALS
WILDLIFE CARE & CONSERVATION
SUSTAINABLE DESIGN
OVERVIEW
SPOTLIGHT
Stories & Experiences Inspire Connections with the World We Share
Learn more in our
Data & Reporting Frameworks
Through National Geographic, Disneynature, and
our other content platforms, Disney enjoys a rich
and growing library of programming that connects
audiences with the wonders of our natural world and
inspires action to create a cleaner, safer, and healthier
planet. In 2022, our broad portfolio of nature-focused
stories included Disneynature’s
Polar Bear
and National
Geographic’s
Explorer: The Last Tepui
,
Secrets of the
Whales,
and
The Biggest Little Farm: The Return
.
The
Environmental Media Association (EMA) Awards
honor films and shows that increase public awareness
of climate change, sustainability, and other environ
mental topics in their storylines. In 2022, we won
two EMA Awards and received 58 Green Seals and
38 Gold Seals from EMA recognizing our efforts to
reduce the environmental impact of production.
6 nominations, 2 wins
58 Green Seals and 38 Gold Seals
Environmental Media Association Awards, 2022
Giving Back Through National Geographic
National Geographic has been actively caring about
our planet for well over a century. Today, National
Geographic Partners—a joint venture between
The Walt Disney Company and nonprofit National
Geographic Society—continues this legacy. We
return 27% of the net proceeds from our National
Geographic lines of business to fund conservation,
education, and sustainability projects.
National Geographic Partners aims to unite, inspire,
and support the global travel community, with the
brightest and best minds in scientific, travel, and
cultural exploration, sharing groundbreaking, highly
visual storytelling.
Protecting Wildlife
We have a strong track record of protecting wildlife.
For example, with the release of Disneynature’s
Polar Bear
in 2022, the Disney Conservation Fund
(DCF) is supporting polar bear conservation with
nonprofit organization Polar Bears International.
Disney’s grant will support research of promising
aerial radar detection to identify hidden polar bear
dens and help protect mothers and cubs; help to
reduce possible human–bear conflicts to keep
both bears and people safe in the Arctic; and aid
the preservation of polar bears’ habitats.
40
World in Balance
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Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World of Belonging
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
OVERVIEW
SPOTLIGHT
SPOTLIGHT
Stories & Experiences Inspire Connections with the World We Share
(continued)
Covering Climate News
ABC News has a dedicated climate unit. In fiscal
2022, the unit highlighted people and organizations
making an impact in
Hidden Climate Heroes
and took
an in-depth look at the causes and risks of climate
change in a monthlong series,
Climate Crisis: Saving
Tomorrow
. The unit also teamed up with
Teen Vogue
to explore teenagers’ growing concerns about climate
change and the effects on their mental health.
Earth Month Celebrations
Earth Month kicked off with a conversation between
DPEP Chairman Josh D’Amaro and the legendary
ethnologist and conservationist Dr. Jane Goodall.
DCF made a gift to support the work of Dr. Goodall’s
Roots & Shoots, a program that supports young
people working to effect positive change for the
planet, starting in their local communities.
National Geographic India launched the year-round
One for Change effort on Earth Day to spotlight
change makers across India working to restore and
preserve the environment. And National Geographic
Latin America released a new edition of its Lo Que
Haces Cuenta (“What You Do Counts”) campaign
during Climate Change Day.
41
World in Balance
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World of Belonging
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
OVERVIEW
WILDLIFE CARE & CONSERVATION
Learn more in our
Data & Reporting Frameworks
The
Disney Conservation Fund
was created more than
25 years ago to build on Walt Disney’s legacy of saving
wildlife, inspiring action, and helping to protect the
planet. DCF philanthropic grants have helped bring
wildlife like California condors, green sea turtles, and
Atala butterflies back from the brink of extinction; plant
millions of trees in critical forests; remove tons of debris
from the ocean; advance conservation education for
youth; and more.
Disney Conservation Fund has invested more than
$120 million, along with the expertise of dedicated
teams, in community-led biodiversity conservation
efforts since 1995 to help protect more than
1,000 species of wildlife and safeguard more than
315 million acres of habitat—an area equal to more
than 10,000 Walt Disney World Resorts.
In fiscal 2022, the DCF made nearly $6.7 million
in grants, supporting more than 60 nonprofit
organizations working across 32 countries. The DCF
also honored 20 Disney Conservation Heroes—an
award recognizing Indigenous and local people
dedicated to promoting a world where people, plants,
and animals all have a thriving place to call home.
Learn more about our Disney Conservation
efforts online:
The Disney Conservation Fund supported
Arizona State University’s efforts to work
with Baja fisher communities to reduce
the accidental catch of endangered sea
turtles, sharks, and rays.
DISNEY CONSERVATION FUND
EFFORTS SINCE 1995
$120M+
Invested in DCF to date
1,000+
Species of
wildlife protected
315M+
Acres of
habitat safeguarded
42
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Disney Conservation
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
OVERVIEW
Coral Reef Restoration
We continue to collaborate with a diverse group of
coral reef management and conservation leaders to
bring hope to the largest coral reef in the continental
United States, the Florida Reef Tract.
14
Disney
Conservation Team Wildlife has provided leadership
and expertise to support the Orlando-based Florida
Coral Rescue Center. This state-of-the-art facility was
established for gene banking and care of Florida
corals rescued from reefs not yet affected by Stony
Coral Tissue Loss Disease, which has put 22 coral
species at risk of extinction. The center is the largest
facility of its kind in the United States and is part of
a national network coordinated by the Association of
Zoos and Aquariums to support breeding programs
and efforts to return coral back to the ocean. In April
2022, the first reported spawning of rough cactus
coral in human care took place at the Center.
Local Wildlife Conservation
Disney Conservation Team Wildlife includes cast
members working to inspire conservation actions
and collaborating globally to share expertise and
drive programs to positively impact wildlife and
habitats. At Walt Disney World Resort, Team
Wildlife monitors species diversity in our 8,000+
acre Wildlife Management Conservation Area to
support statewide efforts to help preserve and
connect key habitats. Nearby at the headwaters of
the Everglades, we have also supported protection
and restoration efforts at The Nature Conservancy’s
Disney Wilderness Preserve. The preserve spans
11,500 acres of restored wetland and upland habitats
and is home to many native plants and animals,
including threatened and endangered species like
gopher tortoises and red-cockaded woodpeckers.
Rescuing & Rehabilitating Elephants
Our Disney team based in India began supporting
Wildlife SOS’s efforts in 2021 and continued support
throughout 2022 to rescue and rehabilitate elephants
illegally taken from the wild. To date, more than
40 elephants have been given care and medical
treatment at Wildlife SOS’s Elephant Hospital and
Elephant Conservation and Care Centre, established in
2010 and the first center of its kind in northern India.
Sea Turtle Conservation
As part of the $5 million we have invested since
1995 to help sea turtle conservation efforts globally,
in 2022, the DCF supported a new mentorship
and career training program hosted by the Sea
Turtle Conservancy to spark passion for sea turtle
conservation among central Florida youth from
diverse and underserved communities. Students
attended the
2022 Tour de Turtles event at Disney’s
Vero Beach Resort
, an annual event that helps
researchers, conservationists, and government
agencies gather satellite transmitter data from
migrating sea turtles to make more informed
decisions about conservation methods and policies.
In fiscal 2022, our sea turtle efforts reached an
important milestone: Disney Conservation Team
Wildlife celebrated 1.5 million sea turtles hatched
from nests monitored by our team at Disney’s Vero
Beach Resort since 2003.
14
This effort is led by the Association of Zoos & Aquariums with
involvement from Disney Conservation, the Fish & Wildlife
Foundation of Florida, the Florida Fish and Wildlife
Conservation Commission, NOAA Fisheries, and SeaWorld.
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World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World of Belonging
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
OVERVIEW
Excellence in Animal Care
Disney’s Animals, Science and Environment team
leads the Company’s efforts to care for animals and
the environment, connect people to nature, and
conserve our natural resources.
WHITE RHINOS BORN AT WALT DISNEY WORLD RESORT
At Disney’s Animal Kingdom Theme Park, we
celebrated the birth of the 13th white rhino born at
Walt Disney World Resort—an important milestone
made possible by the dedication and care of Disney
scientists, veterinarians, and keepers. Each birth has
been part of the Species Survival Plan for white
rhinos, overseen by the Association of Zoos and
Aquariums to help promote responsible breeding of
endangered species in managed care. These rhinos
help us learn more about this near-threatened
species, share learnings with other institutions, and
offer guests an opportunity to connect with incredible
animals in person.
CELEBRATING GINO’S 41ST BIRTHDAY
In December 2021, Disney’s Animal Kingdom
celebrated the 41st birthday of Gino, the oldest
western-lowland gorilla at Walt Disney World
Resort. Gino is a favorite of many guests and
something of an icon in the zoological community.
Due to the trusted relationship he has developed
with Disney’s animal care team and his laid-back
attitude, Gino has helped his keepers develop
important techniques to care for gorillas in
managed settings that have been modeled by
other zoological institutions. He is one of the first
gorillas in the world to allow his caretakers to
perform cardiac ultrasounds without anesthesia, an
important step in the advancement of care for his
species, and more broadly for animal care and
gorilla conservation globally.
Disney’s Animal Kingdom celebrated
the birth of the 13th white rhino
born at Walt Disney World Resort.
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World in Balance
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World of Belonging
2030 ENVIRONMENTAL GOALS
EMISSIONS
WATER
WASTE
MATERIALS
SUSTAINABLE DESIGN
WILDLIFE CARE & CONSERVATION
OVERVIEW
World of Hope
We are committed to bringing
joy, comfort, and peace of mind
to our communities and inspiring
hope, especially for children.
In This Section
Overview
46
Children’s Hospitals
47
Wish Granting
51
Volunteering
53
Stories of Hope in Communities
Around the World
56
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Table of Contents
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World of Belonging
Community
OVERVIEW
Having a positive impact on the world as we grow
our businesses has been a part of our Company
since its founding. We place particular focus on
areas where we are uniquely positioned to make
a meaningful, measurable impact. Through our
support of children’s hospitals and wish granting,
as well as the contributions of thousands of
passionate employee volunteers around the
world, we deliver joy when it’s needed most.
At Walt Disney Imagineering,
we make the impossible possible.
We combine innovation and storytelling
to bring Disney stories, characters, and
worlds to life. Helping to reimagine
the patient experience in children’s
hospitals to include Disney magic has
delivered joy when it’s needed most to
so many kids and families all over the
world—one of the most rewarding
experiences of my career.
Josh Shaver-Moskowitz
Producer, Walt Disney
Imagineering
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World of Belonging
CHILDREN’S HOSPITALS
WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
OVERVIEW
CHILDREN’S HOSPITALS
Since Walt Disney himself first brought animators
to visit hospitalized children, Disney stories have
uplifted young people facing serious illness. In
2018, Disney announced a global commitment
of $100 million to help reimagine the patient
experience and deliver joy when it’s needed
most. Since setting our commitment, and despite
pandemic-related delays, by the end of fiscal
2022, we had directed more than $75 million
to our hospital initiative.
We bring the positive power of Disney stories
and characters to children in more than 700
children’s hospitals and pediatric places of
care around the world. In fiscal 2022, we
expanded our hospital installations globally,
while continuing to provide new Disney-themed
Starlight Hospital Wear and products, Disney
Movie Moments, and Disney+ access.
Reimagining the Patient Experience
Disney’s efforts in fiscal 2022 included transforming
hospital spaces with imaginative installations like
interactive murals, digital displays, and play spaces
to ease the fear and anxiety of a hospital stay and
bring comfort to patients and their families.
• Our children’s hospital concepts and experiences
expanded to hospitals in several U.S. states,
Singapore, Japan, India, and eight countries across
the Europe, Middle East & Africa (EMEA) region.
• Kanagawa Children’s Medical Center became the
first hospital in Japan to offer interactive Disney
murals that bring beloved characters and stories
from Disney, Pixar, Marvel, and Lucasfilm to life.
• We added wall art in two new hospitals in India.
The installations at Holy Spirit Hospital in Mumbai
and Homi Bhabha Cancer Hospital in Varanasi
delight and bring comfort to more than 200
children each day.
Disney concepts were installed in Dr. von Haunerschen Kinderspital in Germany (top left), Ankara
Bilkent City Hospital in Turkey (top right), KK Women’s and Children’s Hospital in Singapore
(bottom left), and Kanagawa Children’s Medical Center in Japan (bottom right) in fiscal 2022.
47
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Introduction
Investing in Our People
Operating Responsibly
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
CHILDREN’S HOSPITALS
OVERVIEW
Creating Moments of Comfort
In 2022, we expanded complimentary access to
Disney+ for the teams in children’s hospitals around
the world who support patients. These Child Life
Specialists have reported that Disney+ is a valuable
tool that offers a sense of normalcy and eases stress
during a child’s hospital stay.
Additionally, to provide a sense of community and
comfort during a time in which children may not
be able to visit movie theatres, we more than doubled
the number of participating hospitals in our
Disney
Movie Moments
program, with more than 225
hospitals or places of care receiving special access
to new movie titles from The Walt Disney Studios.
New and existing hospitals kicked off their programs
with a special screening of Disney and Pixar’s
animated film
Lightyear.
MOMENTS OF COMFORT
~370
Child Life Specialist
teams provided with
complimentary
Disney+ access in
children’s hospitals
in fiscal 2022
~87%
Of participating hospitals
that were surveyed said
complimentary Disney+
and Disney Movie
Moments access
positively impact the
patient experience
15
A Magical Day for Children
In May 2022,
Disneyland Paris
invited hundreds of
children facing serious illness and their families to
enjoy the park’s 30th Anniversary festivities. The
special event was planned in collaboration with
Pièces Jaunes, part of the French Fondation des
Hôpitaux, whose mission is to improve the conditions
of hospitalized children and adolescents. Guests were
joined by French First Lady Brigitte Macron, who is
President of the Fondation des Hôpitaux, and Didier
Deschamps, French national soccer team manager
and godfather of Pièces Jaunes.
15
Survey by Starlight Children’s Foundation
®
in January 2023 of
hospitals or pediatric places of care that are in Starlight’s network.
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WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
CHILDREN’S HOSPITALS
OVERVIEW
SPOTLIGHT
Delivering Joy Through the Power of Disney Characters and Stories
Disney’s collaboration with Starlight Children’s
Foundation
®
—a nonprofit dedicated to delivering
happiness to seriously ill children and their families—
continues to bring moments of joy and comfort during
hospital stays and challenging moments. More than
500 hospitals in the United States and Canada
received Disney-themed Starlight Hospital Wear, toys,
books, and games in fiscal 2022, and we continue to
focus our donations on the medically underserved and
vulnerable populations that need it most. Disney, Pixar,
Marvel, Lucasfilm, and ESPN Starlight Hospital Wear
collections provided patients with their choice of fun
and comfortable clothing to wear during their
hospital stay.
May the 4th Be With You
Our
May the 4th celebration
helped distribute
lightsabers, adaptive costumes designed for children
in wheelchairs, and more to hospitals around the U.S.
Bringing Movie Magic to Hospital Gowns
Pixar-themed Starlight Hospital Wear, inspired by
iconic characters including those from Disney and
Pixar’s
The Incredibles
, Buzz Lightyear and Jessie from
Toy Story,
and Russell from
Up
, were offered to all
hospitals within Starlight’s network for the first time.
Additionally, QR codes printed on the gowns provide
an immersive experience for patients.
Delivering Smiles
Marvel-themed toys, books, and games were delivered
to children’s hospitals nationwide in August 2022.
Patients at Texas Children’s Hospital were delighted
by a special
Spidey and his Amazing Friends
event with
the voice talent of Hulk himself visiting.
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Table of Contents
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World of Belonging
WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
CHILDREN’S HOSPITALS
OVERVIEW
Improving the Patient Experience:
Disney Institute
has trained more than 23,000
hospital workers since 2018. In fiscal 2022, experts
from Disney Institute again held training sessions for
KK Women and Children’s Hospital (KKH) in
Singapore. The course focused on training hospital
staff to create compassionate connections and
meaningful moments with patients through three
service principles: Serve with Heart, Reach Higher,
and Own It. More than 5,000 KKH employees and
leaders from multiple departments were in attendance.
Learn more about Disney Institute:
A young patient looks at Magic
Art, a delightful digital screen that
sparks to life with favorite characters
delivering inspirational messages.
DISNEY INSTITUTE TRAINING
23K+
Hospital workers
trained since 2018
5,000+
Attendees at KKH’s
training in 2022
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Disney Institute
WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
CHILDREN’S HOSPITALS
OVERVIEW
WISH GRANTING
Disney supports children beyond their hospital
stays by helping grant life-changing Disney wishes
for children when they need it most. Together with
Make-A-Wish
®
, Disney has helped grant more
than 145,000 magical wishes since 1980. Annually,
we grant thousands of wishes in collaboration with
wish-granting organizations around the globe. We
are committed to helping kids feel like kids rather
than patients by sharing unforgettable moments
with their families. After a hiatus due to pandemic
restrictions, in-person wish granting has made a
gradual return.
MAKE-A-WISH
145K+
Magical wishes granted
with Make-A-Wish
since 1980
Joy for Children Who Need It Most
The Walt Disney Company UK & Ireland, Make-A-Wish
UK, and The Kentown Wizard Foundation collaborated
for a second year to provide magical Disney wish
experiences for children with critical illnesses. In
2022, they granted more than 225 wishes and
included children from Make-A-Wish Ireland. Disney
VoluntEARS gave their time and skills, contributing
more than 1,100 volunteering hours to these wish
efforts. In addition to Disney experiences, the event
also featured accessible activities such as a carousel
for kids of all abilities to share everyday family
moments together.
Granting Wishes Around the World
Wish granting has resumed at all of our
theme
parks
around the world, as well as at Aulani Resort
and
Walt Disney Imagineering
. In 2022, wish
families were given a special sneak peek of the
Star Wars: Galactic Starcruiser
at Walt Disney
World Resort before it opened to the public.
And in China, in celebration of the fifth anniversary
of Make-A-Wish Shanghai, Disney committed
funds to support the construction of a wish room
at Shanghai Children’s Medical Center. A wish
room, run by Make-A-Wish staff and volunteers,
supports medically eligible children through the
wish-granting process.
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Table of Contents
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World of Belonging
CHILDREN’S HOSPITALS
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
WISH GRANTING
OVERVIEW
Sports Stars Delivering Joy
ESPN’s
My Wish
series has returned to
SportsCenter
.
The award-winning series has collaborated with
Make-A-Wish since 2006 to fulfill 75 sports-themed
wishes for children with critical illnesses. In fiscal
2022, wishes featured Patrick Mahomes of the Kansas
City Chiefs, Klay Thompson of the Golden State
Warriors, Austin Riley of the Atlanta Braves, and the
NFL’s New York Giants.
Movie Premiere Wishes
In July 2022, two Make-A-Wish kids and their families
sat front row as stars walked the blue carpet into the
premiere of
ZOMBIES 3
, a Disney+ Original movie
from Disney Branded Television. The children also
got to meet with stars after the movie.
A Very Special Bon Voyage
Disney Cruise Line’s newest ship, the
Disney Wish
,
debuted with the help of wish kids. During the
ceremony, three Make-A-Wish ambassadors—
Colby, 10; Megan, 16; and Jenna, 13—symbolically
bestowed good fortune on the vessel and its
passengers. All wish kids, including past, present,
and future wish recipients, will be honored as the
ship’s “godchildren,” redefining the long-standing
maritime tradition of appointing a ship “godmother.”
A child’s heartfelt wish can mark a turning point
in their treatment, giving them strength, joy, and
a greater sense of hope for their future.
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CHILDREN’S HOSPITALS
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
WISH GRANTING
OVERVIEW
VOLUNTEERING
Volunteering is a central and enduring part of
our Company’s culture and at the heart of our
community engagement efforts.
Through our Disney VoluntEARS program, the
Company encourages passionate employees in
every community to donate their time and talents
to their local communities. Since the program
was started nearly 40 years ago, our employees
and cast members worldwide have collectively
contributed nearly 13 million hours of service to
their communities. Additionally, the VoluntEARS
Grants program lets employees direct donations
to eligible nonprofits of their choosing as a benefit
for the time they spend volunteering.
In fiscal 2022, we enhanced VoluntEARS Online, our
in-house tool that promotes volunteer opportunities
tied to our signature programs and campaigns.
We also enhanced the Disney VoluntEARS Grants
program to make it easier for VoluntEARS to be
able to direct donations for their hours volunteered
throughout the year.
DISNEY VOLUNTEARS
~13M
Service hours
contributed worldwide
over nearly 40 years
400+
VoluntEARS planted
butterfly-friendly
environments to
increase monarch
populations in 2022
Keeping Our Beaches Clean
Learn more in our
Data & Reporting Frameworks
Several of our businesses supported beach cleanup
events in fiscal 2022. In honor of World Ocean
Day on June 8th, 30 Disney VoluntEARS and family
members took part in a beach cleanup in Guangzhou,
China. The team worked together to positively impact
the planet and teach children at the event about the
ocean and the importance of protecting the magic of
nature. For International Volunteer Day, VoluntEARS
from Shanghai Disney Resort supported beach
cleanup in Chongming Island, Shanghai.
Protecting Butterflies
Learn more in our
Data & Reporting Frameworks
Western monarch butterflies have seen dramatic
declines, and while populations have slightly
rebounded recently, they have lost more than 90%
of their population since the 1980s.
16
Habitat loss
is one of the critical drivers of this decline. To help
increase the population, more than 400 Disney
VoluntEARS across the United States planted
butterfly-friendly backyard environments in 2022.
Read more about Disney’s conservation efforts:
16
Xerxes Society
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WISH GRANTING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
VOLUNTEERING
OVERVIEW
Giving Back at D23 Expo
Throughout a long-awaited D23 Expo near Disneyland
Resort—a three-day event for Disney fans showcasing
what is happening at Disney and what fans can expect
in the coming years—guests visited the Inspire a Better
World pavilion to explore Disney’s social responsibility
projects and participate as honorary Disney VoluntEARS.
During the D23 Expo, guests:
• Designed more than 5,500 cards of encouragement for
children with critical illnesses. For each card designed,
we donated $5 to Make-A-Wish.
• Helped support our
Avatar: The Way of Water
“Keep
Our Oceans Amazing” initiative by designing almost
4,000
Avatar
-inspired ocean creatures. For each ocean
creature created, we gave $5 to The Nature Conservancy.
• Cast approximately 5,100 votes to help DonorsChoose
allocate a Disney grant to support reading and creative
writing, visual arts, STEM, music and performing arts,
and sports in public schools nationwide. This funding
was part of Disney Future Storytellers, described in
more detail on pages
24–25
.
D23 EXPO HONORARY
VOLUNTEARS
~$250K
Donated to
charities thanks to
D23 Expo honorary
VoluntEARS
Special Care Packages
In South Korea, VoluntEARS prepared 200
Winnie the Pooh–themed gift packages, which
were delivered to children of families from
under-resourced communities.
Volunteering: Challenge Accepted
During Walt Disney World Resort’s 50th Anniversary,
Disney VoluntEARS were invited to take part in a
50 for 50 Challenge
. Hundreds of VoluntEARS
participated in this challenge to personally attain
50 volunteer hours and attend 50 VoluntEARS
events during the 18-month-long celebration.
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World of Belonging
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WISH GRANTING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
VOLUNTEERING
OVERVIEW
SPOTLIGHT
Gratitude & Respect for U.S. Armed Services
Disney has a long track record of respect and
appreciation for the U.S. Armed Services, which
began with the Company’s founders, who both
served their country during World War I. We
recognize the commitment and dedication of military
service and value the leadership skills and sense of
purpose the military instills in its service members
and in society. We are honored to support active U.S.
military, veterans, and their families in many ways
across our Company.
Learn more about our support of veterans:
Supporting Blue Star Families
Learn more in our
Data & Reporting Frameworks
In fiscal 2022, Disney collaborated with Blue Star
Families to host the 20th
Blue Star Books
event
with a reading by First Lady Dr. Jill Biden. The
event was part of the White House’s
Joining Forces
initiative to support military and veteran families,
caregivers, and survivors.
Supporting the Marine Toys for Tots Program
Disney’s relationship with the Marine Toys for Tots
Program began in 1947, when Walt Disney and his
animators designed the original Toys for Tots train
logo that is still used today. Since then, Disney has
supported Toys for Tots to help bring toys to millions
of children in need during the holiday season. In fiscal
2022, through the Disney Ultimate Toy Drive, more
than 160,000 toys were collected at our sites, events,
and through dedicated segments on our TV networks.
Employees donated more than 20,000 of these toys
and contributed more than 4,000 hours of service as
part of the Disney VoluntEARS program.
2022 Department of Defense Warrior Games
The Department of Defense Warrior Games, hosted by
the U.S. Army’s Training and Doctrine Command,
celebrates the passion, resiliency, and dedication
of wounded, ill, and injured active duty and veteran
U.S. military service members. Hundreds of elite
athletes, including those from international allied
nations, compete in adaptive sporting events such
as wheelchair basketball, cycling, indoor rowing,
and sitting volleyball, among other sports. In fiscal
2022, Disney donated use of the ESPN Wide World
of Sports Complex at Walt Disney World Resort to
serve as a Warrior Games venue for the first time.
These courageous service
members, injured during their
military duty, have demonstrated their
resilience and an ability to overcome
unthinkable obstacles. They are the
truest definition of the warrior’s spirit,
and we were honored to welcome
them to the Warrior Games at ESPN
Wide World of Sports this summer.
Jeff Vahle
President,
Walt Disney
World Resort
Disney has supported the Marine
Toys for Tots Program since 1947 to
help bring toys to millions of children
in need during the holiday season.
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Championing Veterans
Heroes Supply Here
CHILDREN’S HOSPITALS
WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
OVERVIEW
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
Supporting Hunger Relief
Learn more in our
Data & Reporting Frameworks
Over the past decade, Disney has collaborated
with Feeding America to improve access to
nutritious meals. This year, in addition to supporting
30 Feeding America member food banks to help
increase access to fresh produce for communities
that need it most, Disney also supported Feeding
America’s efforts in response to Hurricane Ian. In
addition, Disney continues to help alleviate food
insecurity by supporting hunger relief organizations
worldwide. For example, in Latin America, Disney
supports the work of the Global Food Banking
Network and the efforts of food banks in Argentina,
Brazil, Chile, Colombia, and Mexico.
Supporting Cancer Research
The V Foundation for Cancer Research was founded
in 1993 by ESPN and the late Jim Valvano, legendary
North Carolina State basketball coach and ESPN
commentator. In fiscal 2022, with support from
ESPN fans, employees, and partners, more than
$13 million was raised during V Week—a record-
breaking amount—to support the V Foundation’s
fight to achieve Victory Over Cancer.
Together with the 2022 ESPYS fundraising and
other events, ESPN raised more than $27 million,
bringing the total that ESPN has helped raise to
nearly $170 million for the V Foundation since its
inception in 1993.
Supporting Disaster Relief
Learn more in our
Data & Reporting Frameworks
Disney provides emergency relief and supports
recovery efforts in communities worldwide. We
continue to support several organizations, including
UNICEF, the American Red Cross, and Good360.
In fiscal 2022, our disaster relief included supporting
Hurricane Ian recovery efforts
, addressing the
impacts of wildfires in Argentina, supporting children
and families in Ukraine, and providing short-term
monetary assistance to employees experiencing
hardships—including those impacted by Hurricane
Ian—through the Employee Relief Fund.
Supporting Children and Families in Ukraine
We have worked with UNICEF for many years, and when
the humanitarian crisis began in Ukraine, we leveraged our
media platforms to support UNICEF in helping families
displaced by the conflict. ABC News coverage and on-air
mentions across our networks drove thousands of viewers
to UNICEF’s website, raising more than $3 million in a few
weeks. ABC News’s David Muir also led coverage on the
crisis, anchoring special editions of
World News Tonight
from the Ukraine–Poland border and anchoring a special
report on Ukrainian President Volodymyr Zelenskyy.
In addition to providing support to nonprofits, our
employees rallied to support those affected and displaced
into neighboring countries through our Matching Gifts
program and volunteering events. Disney VoluntEARS
in the EMEA region packed supplies, prepared food,
and created temporary Disney-themed playrooms. The
Company and employees also provided Ukrainian-dubbed
screenings of Disney Animation’s
Encanto
and
Raya
and the Last Dragon
, Disney and Pixar’s
Luca
,
Ron’s Gone
Wrong
, and other titles for Ukrainian children and families
through community nonprofits.
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Table of Contents
World in Balance
World of Belonging
CHILDREN’S HOSPITALS
WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
OVERVIEW
Magic of Storytelling
Learn more in our
Data & Reporting Frameworks
First Book is a nonprofit organization dedicated to
removing barriers to educational equity by providing
free and affordable new books and educational
resources to educators who serve children in need.
In fiscal 2022, we donated more than 3 million books
to First Book, and since 2000 we’ve distributed more
than 90 million books to help inspire the next
generation of storytellers.
Since 2012, we have also collaborated with First Book
to distribute books to under-resourced educators and
children through the Magic of Storytelling campaign.
Take a behind-the-scenes look at how we inspire
imagination and a lifelong love of reading
.
FIRST BOOK DONATIONS
3M+
Books donated in
fiscal 2022
90M+
Books distributed since
2000 to help inspire
the next generation
of storytellers
Encouraging Youth in India
Learn more in our
Data & Reporting Frameworks
In fiscal 2022, we worked with CARE India to empower
1,400 adolescent girls across 10 schools in Mumbai,
helping them realize their potential to lead a better
life. The program has established 18 vibrant community
learning centers that give girls a space outside of school
to learn and hone their vocational skills. We also worked
with the Parivaar Education Society in India to support
400 girls with education, boarding, food, medical
assistance, sports and recreation, clothing, and more.
In addition, with Yuva Unstoppable, we’ve helped create
a holistic learning environment for students across 12
schools by providing resources for science labs, sports,
arts, and technology (such as tablets).
Disney VoluntEARS helped distribute
books at a donation event.
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WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
OVERVIEW
SPOTLIGHT
Inspiration & Hope Through Sports
Superhero Series
Superhero Series is the UK’s only sports event
dedicated to the nation’s approximately 14 million
People with Disabilities. The family-inclusive
event has been powered by Marvel for the past four
years. During this time, and despite the pandemic, it
has seen 11,000 Superhero participants and 9,800
Sidekick volunteers take part in its signature events,
including Superhero Tri, Winter Wonderwheels, and
At-Home Superhero Challenge, and raised more than
$1 million for local charities.
Access to Sports
ESPN continues to support the Special Olympics
USA Games. In fiscal 2022, more than 5,500 athletes
and coaches from all 50 states and the Caribbean
united for a week of competition, sportsmanship,
and fun at the ESPN Wide World of Sports Complex
at Walt Disney World.
Additionally, ESPN’s Access to Sports initiative
works to provide children from all backgrounds
with the chance to play. For example, one program
supports the United States Tennis Association
Foundation’s National Junior Tennis & Learning
network. It promotes the power of tennis and
provides direct support for tennis and education
programs that serve youth of color in eight chapters in
four major cities. In Latin America, ESPN codeveloped
the campaign
Historias que Inspiran
(
Stories that
Inspire
) with the Disney Princess franchise, featuring
short videos with four athletes sharing their personal
journeys. When the videos achieved five million views,
we donated $100,000 to Coaches Across Continents,
which supports access to sports-related educational
programs in vulnerable communities. This donation
built on an annual grant and long-term relationship
with the organization in Argentina, Brazil, Chile,
Colombia, and Mexico.
UEFA Playmakers Inspired by Disney
The Union of European Football Associations (UEFA)
and Disney teamed up to launch the Playmakers
program in 2020, bringing together the magic of
Disney storytelling with the latest research on the
benefits of play-based learning.
Providing a fun and safe introduction to football
for five- to eight-year-old girls, Playmakers was
operating in 44 countries as of fiscal 2022, with
nearly 38,000 girls having taken part across Europe.
It teaches important movement and life skills, creates
friendships and confidence among girls, and inspires
a lifelong love of the game.
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World of Belonging
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WISH GRANTING
VOLUNTEERING
STORIES OF HOPE IN COMMUNITIES AROUND THE WORLD
OVERVIEW
Investing in
Our People
Disney is home to some of the most
exceptional, extraordinary people. We are
where creativity meets opportunity and
careers are a journey of accomplishment
and celebration. We are a welcoming home
for talent of all kinds, from animators to
engineers to zookeepers and many roles
in between. We work together, and thrive
together, in making Disney one of the
world’s most recognized, respected, and
well-regarded entertainment companies.
In This Section
Talent Management Strategy
60
Employee Feedback & Recognition
61
Safety, Health & Well-Being
62
Talent Development
64
Comprehensive Rewards Package
66
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TALENT MANAGEMENT STRATEGY
For nearly 100 years, Disney employees and cast
members have made Disney a leading global
entertainment company. Disney is a place where
careers are a journey of creativity, accomplishment,
and celebration, and where everyone is respected.
Our Chief Human Resources Officer, Paul Richardson,
continues to lead our human capital management
strategy and reports directly to our CEO. He regularly
updates our Board of Directors on topics such as
talent development and employee engagement and
is directly supported by a variety of dedicated human
resources functions across our businesses, content
engines, and regions. Our approach focuses on
attracting, engaging, developing, and rewarding a
talented, diverse team while providing a respectful,
collaborative, and safe work environment.
We move into our second century
knowing that the extraordinary
talent, diversity, and creativity of our teams
around the world is what brings our stories
and experiences to life. When we come
together as a unified team, leaning into
imaginative new ideas, we’re able to build
on our legacy of excellence with integrity
and an inclusive mindset.
Paul Richardson
Chief Human
Resources Officer,
The Walt Disney Company
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EMPLOYEE FEEDBACK & RECOGNITION
SAFETY, HEALTH & WELL-BEING
TALENT DEVELOPMENT
COMPREHENSIVE REWARDS PACKAGE
TALENT MANAGEMENT STRATEGY
EMPLOYEE FEEDBACK & RECOGNITION
We foster a culture where our employees can thrive, both personally and professionally, and seek
to create a work environment that inspires optimism, creativity, collaboration, and innovation.
Understanding Employee Needs
We actively listen to and learn from our employees,
share their stories, and incorporate their ideas and
feedback into our activities, policies, and processes.
• Throughout fiscal 2022, employees across the
enterprise were surveyed at different points in time.
We found that engagement levels were very high
and that employees have pride in working for
the Company.
• In addition to surveys, we hosted diversity, equity,
and inclusion executive Coffee Talks with nearly
1,500 registrants in fiscal 2022. Feedback from
Coffee Talk sessions was a driver of our new senior
leadership development experience, Disney IGNITE
(described on page
65
), which hosted its first two
sessions in 2022.
Celebrating and Uplifting Our Employees
We recognize outstanding work by our employees
in several ways.
• In fiscal 2022, Disney continued to offer RecognizeNow!,
a digital platform that enables employees to appreciate
and recognize their peers around the world.
• A new Mobile Cast Compliment feature was introduced in
fiscal 2022 in the My Disney Experience and Disneyland
mobile apps, enabling guests visiting Walt Disney World
and Disneyland Resort to submit digital recognition to
cast members who made their visit memorable. Since
we added the feature, more than 450,000 compliments
have been sent to our cast members by guests.
• At our Disney Parks, Experiences and Products segment,
the Legacy Award also continues. The Legacy Award is the
highest honor a cast member can receive for embodying
Walt Disney’s legacy of excellence in dreaming, creating,
and inspiring in the workplace. In 2022, 745 employees
and cast members across the globe received this
prestigious honor.
EMPLOYEE RECOGNITION
700K+
Employee recognitions sent
through RecognizeNow!
in fiscal 2022
745
Employees and cast
members honored by the
Legacy Award in 2022
Learn more about how
we champion inclusion
for our employees:
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World of Belonging
TALENT MANAGEMENT STRATEGY
SAFETY, HEALTH & WELL-BEING
TALENT DEVELOPMENT
COMPREHENSIVE REWARDS PACKAGE
EMPLOYEE FEEDBACK & RECOGNITION
SAFETY, HEALTH & WELL-BEING
We strive to provide a safe, healthy, and
respectful work environment where employees
have the support they need and the peace of
mind they deserve.
UNIFIED SAFETY COUNCIL’S
ANNUAL SAFETY AWARDS
5
Safety Awards won
in 2022
12
Years of continuous
recognition
Workplace Safety
The safety of our employees is a top priority in the
decisions we make. We promote a culture of safety
through numerous quality assurance programs and
internal safety standards, and our
Standards of Business
Conduct
provide the process to report safety concerns
and incidents. Employees can report a concern by
calling our Global Security Communications Center
or an anonymous safety line, or by making a report
online through our internal system called The
Guideline. Many operating areas also have a Safety
and Wellness Committee that can assist employees
in sharing or reporting concerns.
We have dedicated safety professionals in areas
including food safety, ride safety, occupational safety,
public health, and training and development. As an
example, Disney Parks, Experiences and Products’
Safety Champions help engage their teams in safety
and wellness programs, processes, and culture, and
assist in the oversight and implementation of safety
and wellness initiatives. To help minimize workplace
safety risks, we offer employees and cast members
a variety of required and voluntary safety trainings.
This includes Safety and Wellness Leadership in Action,
focused on accident prevention, and Improve Your
Move, focused on ergonomics. And the Company’s
Personal Protective Equipment (PPE) Matrix is updated
regularly, detailing appropriate PPE required for
specific work tasks alongside helpful visuals.
In fiscal 2022, four individual cast members and one
team at Walt Disney World Resort were recognized
at the Unified Safety Council’s (USC) Annual Safety
Awards for ingraining safety and wellness into everyday
park culture. USC is a nationally recognized safety
training and educational organization, and this win
marks the 12th year in a row that Walt Disney World
locations and/or individuals have been recognized.
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TALENT MANAGEMENT STRATEGY
EMPLOYEE FEEDBACK & RECOGNITION
TALENT DEVELOPMENT
COMPREHENSIVE REWARDS PACKAGE
SAFETY, HEALTH & WELL-BEING
Mental Health
Learn more in our
Data & Reporting Frameworks
Disney prioritizes destigmatizing mental health
challenges and breaking down barriers to access
resources and care.
• We offer a variety of easy-to-access and innovative
programs for employees and cast members, including
access to counselors, meditation, and mindfulness
activities, as well as tips for building resilience and
getting more restful sleep.
• We continue to offer our Employee Assistance
Program (EAP), which is available to all employees,
cast members, and their family and household
members. Our EAP provides 24/7 support and
connects participants directly to a licensed network
therapist at no cost.
• Employees have access to Headspace, where they can
follow guided meditations, animations, articles, and
videos on topics like meditating and mindful eating.
• The Disney Healthy Pursuits Wellness Team also
hosts BrainBreaks, which are virtual activities to
help employees stay on top of their health.
• In 2022, Disney won a Best Employers: Excellence in
Health & Well-Being Award from the nonprofit Business
Group on Health for our health and well-being benefits.
Employee Well-Being
Learn more in our
Data & Reporting Frameworks
We hosted our first Global Well-Being Week in
2022, spotlighting the wide-ranging physical, mental,
and financial benefits we offer, while also providing
employees with easy ways to take advantage of
the benefits. As a special offering in fiscal 2022,
Disney provided Recharge Days for eligible U.S. and
international employees. These additional paid days
off provided a shared-time-off experience, allowing
teams to disconnect from work, email, and calls, all
on the same days.
Employees are also able to connect with health
coaches to learn how to get and stay healthy,
including by developing a nutrition and physical
activity routine. With access to easy-to-use digital
resources like Grokker and LifeCare, employees
can watch videos and read articles on relaxation
techniques, managing work/life balance, and more.
In 2022, we continued to promote our new Center
for Living Well—Gaea Center for Gynecology,
Maternity, and Fertility—in Orlando. The center
provides employees, cast members, and their partners
with comprehensive, connected, and compassionate
care to help navigate their family-building journeys.
A cast member enjoys yoga at
Hong Kong Disneyland as part of
our efforts to support employee
well-being and mental health.
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TALENT MANAGEMENT STRATEGY
EMPLOYEE FEEDBACK & RECOGNITION
TALENT DEVELOPMENT
COMPREHENSIVE REWARDS PACKAGE
SAFETY, HEALTH & WELL-BEING
TALENT DEVELOPMENT
Learn more in our
Data & Reporting Frameworks
We are committed to the ongoing development of
our workforce, offering an array of opportunities
that enable our employees to be the best versions
of themselves and make the most of their careers
at Disney, no matter their individual aspirations.
Onboarding New Talent
Following Disney Beginnings, one of our
orientation sessions, new hires attend the
Disney Beginnings Expo, a new virtual offering
that creates connections and illustrates the many
uniquely-Disney programs and experiences
available to them, such as Disney VoluntEARS.
Access information on Disney VoluntEARS:
EMPLOYEE LEARNING
THROUGH TOP PLATFORMS
~1.8M
Times self-directed
offerings were consumed
through D Learn, Harvard Spark,
Harvard ManageMentor,
and Harvard Leading Edge
in fiscal 2022
~440K
Times instructor-led offerings
were taken through
D Learn in fiscal 2022
Employee Learning Platforms
We support the growth and development
of our employees and cast members through
online and in-person learning tools and programs
designed to support employees both personally
and professionally—regardless of where they
are in their careers. The top platforms used by
employees in fiscal 2022 included:
D LEARN
D Learn is the primary learning tool for Disney
employees around the globe. Employees can
complete both required training (e.g., Standards
of Business Conduct) and optional learning
opportunities. D Learn offers online and in-person
courses, and offerings include self-directed as
well as instructor-led training.
• Instructor-led offerings were taken almost
440,000 times in fiscal 2022, from required new-
hire orientations to optional leadership learning
• Self-directed offerings were consumed more than
1.5 million times in fiscal 2022
• Top learning items included: Workday Navigation,
Disney Leader Essentials, and Our Commitment
to the Company and Our Shareholders
HARVARD SPARK
Harvard Spark offers employees learning and
development content tailored to their unique
aspirations and personal preferences, meeting them
exactly where they are on their career journeys.
• Self-directed offerings were consumed more than
208,000 times in fiscal 2022
• Top learning items included: Your Career Path and
Raise Your Emotional Intelligence
HARVARD MANAGEMENTOR
Harvard ManageMentor offers a customized
experience similar to Harvard Spark, specifically
geared to our leadership teams and those seeking
management skill development.
• Self-directed offerings were consumed nearly
20,000 times in fiscal 2022
• Top learning items included: Presentation Skills
and Leading People
HARVARD LEADING EDGE
Harvard Leading Edge is a learning platform for
leaders and aspiring leaders that consolidates
reputable publications on topics ranging from
corporate social responsibility to hiring to
innovation, and more.
• Self-directed offerings were consumed nearly
9,000 times in fiscal 2022
• Top learning items included: How to Succeed
Quickly in a New Role and The Virtual Work Skills
You Need—Even If You Never Work Remotely
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World of Hope
TALENT MANAGEMENT STRATEGY
EMPLOYEE FEEDBACK & RECOGNITION
SAFETY, HEALTH & WELL-BEING
COMPREHENSIVE REWARDS PACKAGE
TALENT DEVELOPMENT
Leadership Development
Learn more in our
Data & Reporting Frameworks
In fiscal 2022, we launched Disney IGNITE, a
new multi-month virtual learning experience for
senior managers, directors, and vice presidents that
is focused on empowering them to be more confident
in leading with care and a people-first mindset.
In the first session, 640 leaders participated
from North America; Latin America (LATAM); and the
Europe, Middle East & Africa (EMEA) region, across
all businesses. The second session of IGNITE—for
leadership teams across the Asia Pacific (APAC)
region—began in late 2022, and we plan to continue
offering IGNITE to even more leaders in the future.
ADDITIONAL EXAMPLES OF LEADERSHIP DEVELOPMENT
PROGRAMS INCLUDE:
• We continued our Disney Leadership Essentials program,
which reached more than 1,080 leaders across the U.S.,
EMEA, LATAM, APAC, and India. Post-program surveys
showed that 100% of participants took at least two
actions as a result of participating.
• At Disney Parks, Experiences and Products (DPEP),
high-potential senior managers and directors engaged
in our cohort-based Leadership Immersion Program,
which works to accelerate participants’ readiness for
critical positions.
• We increased our mentoring programs from 13 to
35 across Disney in fiscal 2022. Enrollment in these
programs increased by 44% and mentoring hours
increased by 25% from fiscal 2021. As examples, we
launched the Mano a Mano mentoring program to
champion the professional development of Florida
cast members; Disney General Entertainment launched
a new mentoring program and Career Development
Office; and our Enterprise Mentorship Program—
focused on Finance, Technology, CSR, and other
topics—had more than 1,900 individuals enrolled
in fiscal 2022, the seventh year of the program.
Learn about additional talent development
programs, such as our Black Talent Network
and Women’s Talent Network:
DISNEY IGNITE
~90%
Of participants strongly
agreed that IGNITE was
worth the time and effort
they put into it
~85%
Of participants were
able to identify specific
actions they could take to
improve as leaders as a
result of IGNITE
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World of Belonging
TALENT MANAGEMENT STRATEGY
EMPLOYEE FEEDBACK & RECOGNITION
SAFETY, HEALTH & WELL-BEING
COMPREHENSIVE REWARDS PACKAGE
TALENT DEVELOPMENT
COMPREHENSIVE REWARDS PACKAGE
Disney offers a competitive rewards package that
includes pay, health, and savings benefits; time-off
programs; educational opportunities; and more.
Together, these rewards make up a comprehensive
package that helps our employees and cast members
live their best lives, grow personally and professionally,
and take advantage of the special extras that only
Disney can provide.
Equitable Pay
Learn more in our
Data & Reporting Frameworks
Disney is committed to fostering a truly respectful and
equitable workplace culture. As part of that focus, in
2022 we shared the results of an
adjusted pay ratio
analysis
, comparing the base pay of U.S. employees
based on gender, race, and ethnicity, controlling
for role, experience, and location. Each adjusted pay
ratio was at least 99% as of June 2022 (with one ratio
at 100%), and we continue to strive for 100% equity
across all categories. We are committed to reporting
the adjusted pay ratio for our U.S. employee base pay
anually, and plan to include bonus and long-term
incentives in our adjusted pay ratio in 2023, as well as
an unadjusted median analysis of base pay (with no
accounting for factors such as role, experience,
or location) in 2024. We are also working toward
expanding the gender pay ratio analysis to countries
outside the United States.
We recognize the importance of pay transparency
to our employees, shareholders, and others, and
are committed to ensuring our employees and cast
members have the facts that determine their pay.
As part of this effort, we provided new educational
resources on compensation to leaders and employees
in fiscal 2022.
We also actively work with labor unions throughout
the year to promote a fair and just working experience
for the employees they represent—including reliable
scheduling, a clean workplace, and fair compensation.
Almost all of the hourly full-time and part-time
employees in our U.S. Disney Parks, Experiences and
Products business earn a minimum of $15/hour, and
median hourly earnings are more than $17.50/hour.
17
Read our
Standards of Business Conduct
for more
details on our commitment to maintaining fair
working conditions for employees.
Access more information on benefits:
Learn more about our people and values:
Annual Bonus Plan
In fiscal 2022, to reward the important contributions
of certain job levels below the executive level,
Disney expanded eligibility for participation in
our Annual Bonus Plan. The Plan is tied to the
Company’s fiscal-year performance and recognizes
the contributions employees make to business results.
Investing in Our People Through Education
Disney Aspire pays 100% of tuition up front for
eligible hourly employees at a network of learning
institutions. See our spotlight on Disney Aspire on
the next page.
Disney also continues to offer education
reimbursement to salaried employees who are
interested in furthering their careers through
professional and technical education related to
their current roles.
And to alleviate the financial burden of higher
education on Disney employees, we offer scholarships
to eligible children of Disney employees who are
high school seniors through our Disney Scholars
program. Scholarships are awarded based on
academic achievement, extracurricular activities,
community service, and demonstrated leadership.
17
Almost all hourly full-time and part-time non-tipped employees
in our U.S. Disney Parks, Experiences and Products business
earn a base rate of at least $15/hour, excluding Walt Disney
World College Program participants (this program is not
comparable to other employment opportunities, as it includes
other benefits such as housing and transportation) and Disney
Stores in select regions. All employees earn minimum wage
or higher. Median earnings for hourly employees is based on
total earnings for total hours paid and includes the impact of
overtime, shift premiums, and gratuities. Excludes the value
of benefits for eligible employees.
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Data & Reporting Frameworks
Table of Contents
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World of Belonging
Enjoying the Magic
Life at Disney powered by Disney Careers
TALENT MANAGEMENT STRATEGY
EMPLOYEE FEEDBACK & RECOGNITION
SAFETY, HEALTH & WELL-BEING
TALENT DEVELOPMENT
COMPREHENSIVE REWARDS PACKAGE
SPOTLIGHT
Disney Aspire Sets the Bar for Corporate-Funded Education
Learn more in our
Data & Reporting Frameworks
Disney Aspire
—The Walt Disney Company’s education
investment and career development program—pays
100% of tuition up front at network schools and is
available to 85,000 eligible hourly full-time and part-
time employees and cast members in the United States.
Disney Aspire continually evolves to meet the ever-
changing needs of our diverse employee base, as well
as the ever-evolving job landscape, and the program
saw growth in fiscal 2022.
Additional Colleges and Universities
Disney Aspire’s network of learning institutions
continued to grow throughout fiscal 2022, adding four
new colleges and universities. The additions included
the first in-network HBCU, North Carolina A&T State
University, as well as the first culinary-dedicated option,
Johnson & Wales University. The network also grew to
include two more California-based options—California
State University, Fullerton; and Fullerton College—
expanding in-person learning opportunities for our
eligible California-based employees.
Career Advisors
In fiscal 2022, we introduced Disney Aspire Career
Advisors. These advisors meet both one-on-one and
in group settings with students and graduates to help
them more confidently navigate their career journeys,
whether at Disney or beyond. In fiscal 2022, more than
1,400 advising sessions were hosted with employees.
Advocate Program
We also introduced the Disney Aspire Advocate
program in fiscal 2022, which brings together
Disney Aspire program graduates from across the
Company who have experienced internal career
mobility. Advocates help spread the word, showcase
Disney Aspire's impact, and serve as mentors for
those exploring or currently enrolled in the program.
Disney Aspire continues to set the standard for
employer-funded education programs. We externally
publish graduate and mobility data and invest in our
employees well beyond graduation. Looking forward
to the year ahead, Disney Aspire will be celebrating
its fifth anniversary in August 2023.
DISNEY ASPIRE PARTICIPANTS
~13,000
Employees enrolled
as of the end
of fiscal 2022
~2,500
Past and present Disney
Aspire participants
internally promoted as of
the end of fiscal 2022
As a little girl growing up in a
small village in Haiti—where
my parents had to sacrifice to send
me to school for a better future—
I never once believed I could be
part of such of an amazing program.
Disney Aspire has given me hope
and opened so many doors for me.
I recently completed my bachelor’s
degree in hospitality and am now
working toward my master’s degree
in human resources. Disney Aspire is
a gift of a lifetime.
Maniala Lucien
Disney Aspire
graduate and Walt
Disney World Resort
cast member
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Table of Contents
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World of Belonging
TALENT MANAGEMENT STRATEGY
EMPLOYEE FEEDBACK & RECOGNITION
SAFETY, HEALTH & WELL-BEING
TALENT DEVELOPMENT
COMPREHENSIVE REWARDS PACKAGE
Operating
Responsibly
We are focused on operating our
businesses with integrity, honesty,
trust, respect, and teamwork.
In This Section
Corporate Governance
69
Ethics
69
Risk Oversight
70
Human Rights
70
Supply Chain
71
Guest Safety
73
Product Safety
74
Privacy & Cybersecurity
75
Digital Wellness & Responsible Content
76
Responsible Advertising & Marketing
77
Journalistic Integrity
78
Tax Strategy
78
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World of Belonging
CORPORATE GOVERNANCE
Learn more in our
Data & Reporting Frameworks
We strive to adopt governance policies and practices
that represent our stakeholders’ interests, and we
seek to have a well-rounded Board of Directors. The
Company has nominated 11 Directors for our 2023
annual meeting with relevant experience, including
from leading global organizations, and encompassing
a diverse range of talents, skills, and expertise.
Ten of those 11 Director nominees are independent,
and all members of the Audit, Compensation,
and Governance and Nominating Committees are
independent. Our Directors reflect a diverse cross-
section of the Company’s shareholders, employees,
consumers, and communities, with seven out of
11 nominees representing diverse gender, ethnic,
or racial backgrounds.
Read more about Board accountability
for CSR in Our Approach:
Read more about our corporate
governance practices:
Board Diversity
(Based on 11 Directors nominated for our
2023 Annual Meeting)
RACIAL/ETHNIC/GENDER DIVERSITY
64%
7 out of 11
Of our 2023
Director
nominees are
women and/or
racially/ethnically
diverse
RACIAL/ETHNIC DIVERSITY
4 out of 11
of our 2023 Director nominees
are racially/ethnically diversee
36%
Asian American
Asian American
& Black
Black
Latina
GENDER DIVERSITY
45%
5 out of 11
Of our 2023
Director
nominees
are women
ETHICS
SV-HL-310a. 4
Learn more in our
Data & Reporting Frameworks
Disney strives to conduct business in accordance
with high standards of business ethics and comply
with applicable laws, rules, and regulations wherever
we operate. Our
Standards of Business Conduct
apply
to all employees and provide resources and tools
to promote ethical conduct and compliance with the
law. Our Board of Directors is also held accountable
to these principles, as well as our
Code of Business
Conduct and Ethics for Directors
. We regularly engage
our leaders and employees on these Standards through
training and other forms of communication, and
employees can confidentially report ethical concerns
to our internal alert hotline, The Guideline.
Learn more:
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Investing in Our People
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
CSR Oversight & Accountability
Standards of Business Conduct
Code of Business Conduct
and Ethics for Directors
Proxy Statement
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
GUEST SAFETY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
The Board, either as a whole or through committees,
assesses major risks that relate to the Company
and its performance, including risks that relate to
key economic and market assumptions that inform
the Company’s business plans (including significant
transactions) and growth strategies, and significant
operational risks related to the conduct of the
Company’s day-to-day operations.
Read more about risk management
in our Proxy Statement and 10-K, both
available on our Investor Relations website
:
HUMAN RIGHTS
Our commitment to respect human rights is a Company
priority. Our commitment is informed by the United
Nations Guiding Principles on Business and Human Rights,
the United Nations International Bill of Human Rights,
and the International Labor Organization’s Declaration
on Fundamental Principles and Rights at Work.
We exercise due diligence on an ongoing basis to identify,
prevent, mitigate, and account for human rights risks
and impacts, and we update our assessment of salient
human rights risks as new information becomes available.
Through collaboration and regular dialogue, we also
work with a variety of external stakeholders, industry
associations, and intergovernmental organizations to
identify and manage human rights risks.
In fiscal 2022, we updated our
Human Rights Policy
to
reflect the evolving nature of our products and services,
changes in our business, and the world in which we
operate. Updates include, among others, new sections
on content, communities, and privacy; additional
information on grievance mechanisms and remedies;
and expanded content on online safety to include
children’s privacy, safety and development, parental
controls, and responsible marketing guidelines.
Our refreshed content on our
human rights webpage
highlights various policies, practices, and programs
that implement our Human Rights Policy, and identifies
our salient human rights issues in the following areas:
our people, our content, our products and supply chain,
our communities, children, and privacy.
The Governance and Nominating Committee of our Board
of Directors oversees the Company’s human rights policies.
Our General Counsel has oversight for compliance with our
policy and works across the Company to monitor emerging
issues, share progress, and identify areas for improvement.
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Table of Contents
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World of Belonging
Investor Relations Website
CORPORATE GOVERNANCE
ETHICS
SUPPLY CHAIN
GUEST SAFETY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
CG-AA-430b.3
Learn more in our
Data & Reporting Frameworks
Disney-branded products are produced in approximately
44,000 facilities in more than 100 countries. This
manufacturing network and global footprint creates
a highly complex network of suppliers, many of them
several degrees removed from our direct operations.
In addition, we purchase a vast array of products,
materials, and services from thousands of suppliers
to support our operations, such as theme parks and
resorts; cruise and vacation experiences; film, television,
streaming, and theatrical productions; and offices and
distribution centers.
Responsible sourcing is an important focus of Disney’s
overall corporate social responsibility efforts. We
are focused on respecting human rights, reducing
the environmental footprint of our supply chain,
monitoring the safety and integrity of products,
promoting supplier diversity, and working in
collaboration with others to meet our objectives.
International Labor Standards
We strive to foster safe, inclusive, and respectful
workplaces wherever Disney-branded products are
produced. Disney has set labor standards for the tens
of thousands of facilities that make Disney-branded
products, whether we procure products to sell directly
to the consumer or license our intellectual property to
independent businesses that use their own supply chains.
These standards come to life through our International
Labor Standards (ILS) program, which licensees and
vendors producing Disney-branded products are
contractually obligated to comply with. The program
is informed by our
Standards of Business Conduct
,
Human
Rights Policy
, and
Supply Chain Code of Conduct
, along
with a range of other responsible business expectations.
Now in its third decade, the ILS program tracks the names
and locations of authorized factories making Disney-
branded products; sets standards for when, where, and
how social compliance audits confirm compliance with
our standards; and provides guidance to vendors and
licensees on improving the labor conditions of their
facilities, if needed. Suppliers are provided onboarding
training and can participate in ongoing training sessions
offered by our team.
ACCOUNTABILITY, TRANSPARENCY & COMPLIANCE
ON INTERNATIONAL LABOR STANDARDS
To promote Company-wide integration, our Chief
Financial Officer has responsibility for the ILS
program. The Audit Committee of the Company’s
Board oversees and periodically reviews the program
and receives updates, generally on an annual basis,
about its performance.
We use ILS audits as a tool to identify and address
labor-related issues. Audits are conducted by either
third-party auditors or Disney staff. Submitted social
compliance audits are reviewed for compliance with
ILS program requirements. Corrective action plans
are subsequently sent to licensees and vendors, who
are expected to review them with their facilities and
implement steps to promptly remedy any identified
compliance violations.
Supplemental guides are made available to our
licensees and vendors to help them work with their
facilities on program compliance. Along with an
updated
Forced Labor Guide
, we also published a
new
Health and Safety Guide
in fiscal 2022. To further
promote program compliance, we regularly refine
our
Permitted Sourcing Countries
list and periodically
update our published
list of facilities
that produce
Disney-branded products that are sold, distributed,
or used in our own retail and wholesale businesses,
as well as those used in our internal operations.
In fiscal 2022, we enhanced and expanded our Supply
Chain Code of Conduct (previously named the Code of
Conduct for Manufacturers). The updated Code applies
to both branded and nonbranded products, as well as
their upstream components and materials, and formally
recognizes the United Nations Guiding Principles on
Business and Human Rights and the International Labor
Organization’s (ILO) Declaration on the Fundamental
Principles and Rights at Work. It also includes, for
the first time, our expectations that suppliers will work
to mitigate their environmental impacts as aligned with
our
2030 environmental goals
.
We are active participants in community efforts to
improve labor conditions in global supply chains,
including the Joint Forced Labor Working Group,
Business at OECD
Investment and Responsible Business
Conduct Committee, the ILO Global Business Network
on Forced Labor, ILO Better Work, and others.
Learn more about our ILS program:
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Supply Chain
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
GUEST SAFETY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
SUPPLY CHAIN
SPOTLIGHT
10 Years of Impact Through the
Supply Chain Investment Program
Advancing labor standards requires sustained
investment to incubate and pilot scalable tools and
programs. 2022 marked the 10th year of Disney’s
Supply Chain Investment Program (SCIP), which
provides grant funding to nonprofit organizations,
social enterprises, and United Nations agencies to
create solutions that address root-cause issues of
poor working conditions and help enhance supply
chain visibility. Over the past decade, SCIP has
addressed issues including forced labor, worker
voice, supply chain traceability, child labor, and
ethical recruitment.
Since 2012, Disney has contributed more than $24
million through SCIP to 40 unique programs in
more than 20 countries, directly benefiting 250,000
workers and supporting tools that have reached
and benefited 14 million additional workers.
Read more about SCIP projects we have funded:
IN 2022, SCIP PROVIDED FUNDING TO THE
FOLLOWING ORGANIZATIONS
•
International Organization for Migration (IOM)
:
Our funding supported IOM’s International
Recruitment Integrity System (IRIS) Global
Policy Network, a platform for dialogue and
exchange between policymakers, regulators,
and key stakeholders to facilitate ethical and
responsible recruitment of migrant workers.
•
FishWise
: Disney’s funding supported the creation
of a market-based framework for monitoring labor
and human rights in the seafood sector in alignment
with existing human rights due diligence practices
and models.
SUPPLY CHAIN INVESTMENT PROGRAM
$24M+
Contributed by Disney
through SCIP since 2012
40
Unique programs supported
in more than 20 countries since 2012
250K
Workers directly
benefited since 2012
SUPPLY CHAIN INVESTMENT
PROGRAM CELEBRATES 10 YEARS
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SCIP Projects
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
GUEST SAFETY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
SUPPLY CHAIN
GUEST SAFETY
In our parks and resorts around the world, safety
is the first of the “
Five Keys
” of Disney’s standards
for theme park excellence. We demonstrate our
commitment to safety in numerous ways at our
properties—from the Imagineers who apply
advanced safety technologies to our attractions,
to our security cast members who patrol our
properties 24 hours a day. Our safety professionals
reflect a broad range of disciplines, including
medicine, engineering, quality, maintenance,
attraction operations, ergonomics, industrial
hygiene, occupational safety, and food safety.
Parks Safety
To support guest safety at our parks, we use innovative
and “smart safety” systems for our attractions. Every
night, maintenance teams perform priority maintenance
functions, and our computerized maintenance
management system tracks the completion of each
procedure. The system includes Disney-patented
technology that prevents a ride from accepting
guests unless required critical maintenance has
been completed and the ride has been deemed
ready to open for operations. We regularly provide
our cast and crew members safety training and
information through formal instruction, on-the-job
training, and a structured communications process.
According to the annual International Association of
Amusement Parks and Recreation Ride Safety Report,
administered by the National Safety Council, the
industry injury rate per million in attendance has
decreased by 47% over the past 18 years, from 7.0
to 3.7 injuries. Over the past 10 years, our U.S. Disney
Parks have reported rates averaging 41% below the
industry average.
18
Wild About Safety Program
2023 marks the 20th anniversary of the Disney
Wild About Safety program, which engages families
in safety and health through storytelling. The program
features Timon and Pumbaa from
The Lion King
animated movie as official “spokes-characters” on
a mission to spread important safety and health
messages to guests through a series of illustrations
in tip cards, activity books, videos, and other materials
throughout our domestic and international theme
parks and resorts. We’ve extended the program by
providing materials on a streaming platform for our
employees, cast members, and educators to use in
schools and in the community. The lesson-based,
multilingual, global educational program aims to
improve children’s awareness and understanding
of safety, health, and environmental issues, and
ultimately to impact their behavior.
18
National Safety Council
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CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
GUEST SAFETY
PRODUCT SAFETY
Learn more in our
Data & Reporting Frameworks
The safety of products bearing Disney brands,
characters, and other intellectual property is of
the utmost importance to us. Disney-branded
consumer products, spanning numerous categories
from toys and apparel to books and fine art, are
produced by thousands of independent licensees
and vendors around the world. Our product safety
program accounts for this breadth, as well as the
rapid changes in scientific knowledge, evolving
regulations, and consumer and community concerns.
Our Product Integrity function oversees Disney’s
safety policies, procedures, and operating
requirements for physical products containing
Disney intellectual property across the enterprise.
Disney requires that licensees and vendors
contractually commit to follow sensible, reasonable,
and proper procedures for verifying that Disney-
branded products comply with applicable safety
regulatory requirements and any additional
requirements that may be specified by Disney.
We also have policies to manage the use of chemicals
in products. These require vendors and licensees
to conduct analytical tests by certified third-party
testing laboratories or equivalent procedures,
including testing for chemical levels to verify that,
at a minimum, the products meet applicable
regulatory requirements. Under the Disney Product
Integrity Program, all test reports submitted are
reviewed to verify that the testing was appropriate
and that the proper procedures were performed. In
2022, we introduced a new requirement prohibiting
the use of per- and polyfluoroalkyl substances—
known as PFAS—in consumer products developed,
sourced, and distributed by a Disney entity.
In fiscal 2022, we updated our
Supply Chain Code
of Conduct
to include “Quality and Safety.” Although
we had already communicated quality and safety
expectations to suppliers, the updated Code formalized
our expectations across our supply chains.
Read more about how we manage the
use of chemicals:
74
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Management of Chemicals
in Consumer Products Policy
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
GUEST SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
TC-IM-220a.1; TC-IM-230a.2; FB-RN-260a.3
Learn more in our
Data & Reporting Frameworks
Disney has implemented a robust and comprehensive
global privacy program based on the principles of
privacy by design, accountability, transparency, and
giving consumers meaningful controls over their
personal data. We regularly assess and update our
program to meet the requirements of emerging
privacy laws and regulations across the world, as well
as to keep up with rapid advancements in technology
and new business initiatives. In 2022, this included
updates to reflect laws going into effect in 2023 in
California, Virginia, Colorado, Utah, and Connecticut.
Day-to-day management of our data privacy policies is
overseen by our Senior Vice President of Global Public
Policy, who reports directly to our General Counsel.
We have incorporated privacy topics into the Company’s
annual
Standards of Business Conduct
and information
security training, and we conduct ongoing specialized
training for relevant groups that handle consumer and
employee data.
Our Senior Vice President, CISO Cybersecurity &
Technology, oversees day-to-day management of
data security. This role reports to our Executive
Vice President of Enterprise Technology and Chief
Information Officer, who reports directly to our
Chief Financial Officer. The Audit Committee
oversees cybersecurity and data security risks, and
the Chief Information Officer updates the Board
of Directors or Audit Committee, at least annually,
on the Company’s cybersecurity and data security
risks and mitigation strategies.
The Company’s information security program
incorporates the core functions of the National
Institute of Standards and Technology Cybersecurity
Framework, which provide a strategic view of
an organization’s management of cybersecurity
risk. These functions cover areas such as asset
management, governance, risk management, identity
and access management, awareness and training,
data and information protection, response and
recovery, and communication protocols.
We have an established information security
risk management framework that outlines the
following steps:
•
Prepare
: Prepare the organization to manage
its information security risks by identifying key
roles, documenting responsibilities, establishing
information security risk principles, and helping
ensure users are educated.
•
Categorize
: Categorize information systems based
on risk factors such as type of information stored
or processed, exploitability, and business impact.
•
Select and Implement
: Protect information
systems commensurate with risk by selecting,
documenting, and implementing necessary controls.
•
Assess
: Determine whether controls are
implemented correctly, operating as intended,
and producing the desired outcome. This is
accomplished through log collection and
reporting, control evaluations, risk assessments,
and remediation activities.
•
Authorize
: Provide accountability by requiring
control owners to determine whether the
security risk, based on the operation of controls,
is acceptable.
•
Monitor
: Maintain awareness about the security
of systems through ongoing monitoring.
Read more about our approach to privacy:
Read more about our approach to cybersecurity:
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Privacy Center
Information Security Management
System document
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
GUEST SAFETY
PRODUCT SAFETY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS & RESPONSIBLE CONTENT
We believe that the digital world should be a space
for kids and families to engage, learn, explore, and
express themselves. Disney strives to produce positive,
respectful, high-quality content and experiences
designed for individuals, children of all ages, and
their families.
We deliver content through multiple channels,
including our own digital offerings. Our internal
policies and practices promote safety within our
digital experiences. We also provide parents with
controls and recommendations so that they can
have the information they need to choose the content
and experiences right for their families. For example,
Disney+ and Hulu provide parents and caregivers
with controls to manage their family’s engagement
with our content. This includes readily accessible
content ratings as well as the ability to create
profiles that can be tailored to provide a curated
set of content appropriate for the profile user.
In addition, subscribers can establish a PIN to
control profile access.
In addition to designing our digital platforms with
safety in mind, we invest in supporting children’s
digital well-being through our digital grant portfolio.
We provide funding to NGOs and other organizations
working on digital issues to educate children, parents,
and teachers around the globe about digital citizenship.
Grantees provide expertise in areas including digital
literacy and resilience, privacy, responsible internet
use, critical thinking, and educator training.
In 2022, we expanded our comprehensive digital
wellness education programs with new programs
in Belgium, Bulgaria, Kenya, Nigeria, and South
Africa. Altogether, we supported 19 organizations
around the world while increasing our focus on
underserved communities, such as children in rural
areas, Indigenous people, refugees, and children
with disabilities. Our initiatives supported peer-to-
peer training, youth advisory councils, and media
literacy initiatives (including reporting portals and
chat lines to assist children in crisis, and more).
As an example, the Paradigm Initiative works to
connect underserved African youth with digital
opportunities to improve livelihoods. Disney supports
its LIFE (Life skills, Information & communications
technology, Financial literacy, and Entrepreneurship)
Legacy Program, which equips participants with digital
literacy and entrepreneurship skills and connects
them to internships or entrepreneurial ventures.
We also participate in industry coalitions to
promote user awareness of online safety. For
example, we are a longtime sponsor of fragFINN,
collaborate with Childnet on Safer Internet Day
in the UK, act as signatories to the Alliance to
Better Protect Minors Online, and participate in
the Members Group of the Family Online Safety
Institute. In 2022, we joined the International
Telecommunication Union’s Partner2Connect
Digital Coalition initiative, a multi-stakeholder
platform that mobilizes resources, partnerships,
and commitments to foster meaningful
connectivity and digital transformation globally,
in the hardest-to-connect communities.
See more on our approach to digital wellness:
Learn more about the content safety
functionalities on some of our platforms:
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Privacy Center
Disney+ Help Center
Hulu Help Center
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
GUEST SAFETY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING & MARKETING
FB-RN-260a.3
Learn more in our
Data & Reporting Frameworks
Disney maintains standards and practices with respect
to the advertising we will accept on our media
properties, which reflects our commitment to help
promote truthful, accurate, and appropriate advertising.
We also prioritize the rights and the cognitive and
emotional maturity of children when accepting and
developing advertising and marketing materials.
Our guidelines and policies governing our products,
experiences, and communications are designed to
promote the digital and physical safety of children,
give parents the ability to decide on the appropriate
experiences for their families, and encourage children
to make good choices.
We are also intentional about how we promote
healthy food and beverages to kids through our
Nutrition Guideline Policy
. These guidelines apply to
our Studio promotions, food and beverage licensing,
third-party advertising on our kids’ networks, and
kids’ meals in Disney Parks. Ongoing reviews of
these global guidelines help us reflect up-to-date
dietary guidance and consider the evolving social
and scientific understanding of children’s physical
and digital lives. In fiscal 2022, we continued to
have approximately 100% of food and beverage
advertising on our owned and controlled media
platforms oriented to kids and families meet our
Nutrition Guideline Policy. In addition, we again
achieved our global target to have 85% of our
licensed food and beverages intended for children
and families meet our nutrition criteria for healthier
choices and carry the Disney Check to signify this.
Read more about our approach to responsible marketing online:
Through the Disney Check program, which marked its 10th anniversary
in 2022, we help kids and families identify healthier food and beverage
options on licensed products wherever Disney products are sold and at
our U.S. theme parks and Disneyland Paris.
We work to make healthy living fun and simple. In 2022, Marvel
teamed up with Dole Food Company on the Healthy Heroes, Assemble!
campaign to create
Avengers: Super Fuel!
short-form content to
encourage kids to try fruits and vegetables.
77
Operating Responsibly
Our Approach
Introduction
World of Hope
Investing in Our People
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
Operating Responsibly
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
GUEST SAFETY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
JOURNALISTIC INTEGRITY
TAX STRATEGY
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
SV-ME-270a.3; SV-ME-260a.2
Learn more in our
Data & Reporting Frameworks
ABC News is committed to the independence of our
editorial decision-making from commercial, political,
and other interests of the Company’s management
or owners, as well as from the interests of external
stakeholders, and to providing citizens with accurate
and useful information across our platforms. It is our
responsibility to uphold the principles of fairness and
integrity as we gather and report the news. ABC News
journalists are expected to approach their work with
rigor, to question thoroughly and skeptically, to
analyze deeply, and to adhere to the standards of
good journalism.
New ABC News hires take part in standards and
ethics training upon joining the Company. And
every year, training sessions on updated standards
are held for all ABC News journalists.
ABC News is focused on research quality (e.g.,
thoroughness, diligence, control) and integrity.
Plagiarism and the acceptance of payments, undue
gifts, or considerations are violations of ABC News
standards. Audience concerns and grievances about
ABC News reporting are collected through a number
of mechanisms, including email and voicemail.
Concerns are considered and, when deemed appropriate,
we issue updates, clarifications, or corrections.
ABC News editorial and management executives
are responsible for monitoring the performance
of the News Division, including journalism ethics.
Senior editorial executives and senior management
executives are responsible for oversight of media
ethics and guidelines at ABC News.
ABC News received numerous prestigious industry
awards in 2022, such as nine Emmy News and
Documentary Awards, including Outstanding
Environmental Coverage for
World News Tonight
with David Muir
and
Nightline
for
Madagascar:
The Children of Climate Change
; eight Edward R.
Murrow Awards across broadcast and radio,
including the Excellence in Diversity, Equity,
and Inclusion Award for
Soul of a Nation
and the
Continuing Coverage Award for
Climate Crisis:
Saving Tomorrow
; eight National Association of
Black Journalists’ Salute to Excellence Awards;
three Society of Professional Journalists Awards;
two Multichannel News Wonder Women Awards;
and one George Foster Peabody Award.
ESPN upholds similar standards for journalistic
integrity. Additionally, ESPN’s Inclusive Content
Committee strives to enhance ESPN’s storytelling
by serving as a diverse resource for content creators.
In fiscal 2022, ESPN received two Edward R.
Murrow Awards for journalism and ESPN’s
E:60
received its 19th Sports Emmy since 2010.
Read more about journalistic integrity:
INDUSTRY AWARDS
9
Emmy News and Documentary Awards
presented to ABC News in 2022
10
Edward R. Murrow Awards presented
to ABC News and ESPN in 2022
19
Sports Emmy awards presented to
ESPN’s
E:60
since 2010
TAX STRATEGY
Our global tax strategy supports our
commitment to high standards of corporate
governance, transparency, and accountability in
the execution of our global business strategy.
Our tax strategy and its underlying principles
apply to all controlled subsidiaries in The Walt
Disney Company and guide the decisions we
make relating to corporate tax matters. We
operate with a zero-tolerance approach to tax
evasion and the facilitation of tax evasion.
Read more:
78
Operating Responsibly
Our Approach
Introduction
World of Hope
Investing in Our People
Data & Reporting Frameworks
Table of Contents
World in Balance
World of Belonging
SASB Index
Global Tax Strategy Statement
CORPORATE GOVERNANCE
ETHICS
RISK OVERSIGHT
HUMAN RIGHTS
SUPPLY CHAIN
GUEST SAFETY
PRODUCT SAFETY
PRIVACY & CYBERSECURITY
DIGITAL WELLNESS
RESPONSIBLE ADVERTISING
JOURNALISTIC INTEGRITY
TAX STRATEGY
Data & Reporting
Frameworks
We measure year-over-year performance
of certain metrics and include select
reporting standard indexes to help our
stakeholders find the information that
is important to them.
In This Section
Overview
80
Fiscal 2022 Data Table
81
TCFD Index
89
SASB Index
90
SDG Indicators
95
Forward-Looking Statements
99
79
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
OVERVIEW
We are committed to providing an annual account
of our performance on corporate social responsibility
topics and we appreciate feedback on our efforts
and reporting. Our assessment of priority areas
of impact to our businesses and stakeholders drives
the content and data in this report. These priorities—
and thereby our reporting of them—are informed
by various frameworks. These include Sustainability
Accounting Standards Board (SASB), CDP (formerly
the Carbon Disclosure Project), Task Force on Climate-
related Financial Disclosure (TCFD), United Nations
Sustainable Development Goals (SDGs), and others.
This update represents our impacts, progress, and
results as they relate to social and environmental
responsibility. Our Corporate Reporting function,
which also manages Disney’s financial data and
reporting, collects and validates our data. We take
care to explain estimates or assumptions that have
been used in the development of metrics,
as appropriate.
Scope
Unless otherwise specified, all data and information
in this CSR Report pertain to efforts in fiscal 2022,
which began on October 3, 2021, and ended on
October 1, 2022. For the most part, data refer to
assets under management as of the beginning of the
fiscal year. The terms “Company,” “we,” “Disney,” and
“our” are used to refer collectively to the parent
company and the subsidiaries through which business
is conducted. Inclusion of information in this report
should not be construed as a characterization of the
materiality or financial impact of that information.
Learn more about our Company and our social
and environmental responsibility efforts:
View our Annual Report on Form 10-K for
the year ended October 1, 2022 and other
publicly filed documents
Visit our ESG Reporting Center to see more
policies & practices:
Select Policies & Practices
Disney is committed to a number of policies
and practices that promote the thoughtful and
ethical operation of our businesses.
ENVIRONMENT
•
2022 CDP Climate Change Survey Response
•
2030 Environmental Goals White Paper
•
Live Animals in Entertainment Policy
•
Management of Chemicals in Consumer Products
•
Natural Climate Solutions White Paper
•
Paper Sourcing and Use Policy
SOCIAL
•
California Transparency in Supply Chains
Act Statement
•
Charitable Giving Guidelines
•
Conflict Minerals Policy
•
2021 EEO-1
•
Human Rights Policy
•
International Labor Standards Program Manual
•
Involuntary Labor Policy
•
Nutrition Guidelines
•
Our Stories and Characters
•
Pay Ratio Disclosure
•
Permitted Sourcing Countries Policy
•
Privacy Center
•
Smoking in Movies
•
Supply Chain Code of Conduct
•
UK Modern Slavery Act Transparency Statement
GOVERNANCE
•
Anti-corruption Policy
•
Anti-piracy Policy
•
Global Tax Strategy Statement
•
Information Security Management System
•
Political Giving & Participation in the
Formulation of Public Policy
•
Standards of Business Conduct
80
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TheWaltDisneyCompany.com
Impact.Disney.com
The Walt Disney Company:
Investor Relations
ESG Reporting Center
FISCAL 2022 DATA TABLE
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
19
Not Reported (NR)
Environmental Sustainability
20
2022
2021
2020
2019
EMISSIONS (METRIC TONS CO
2
e)
Scope 1 Emissions
21, 22, 46
901,714
503,221
614,971
909,382
Stationary Fuel
181,084
NR
NR
NR
Mobile Fuel
696,695
NR
NR
NR
Refrigerants, Livestock, Other
23,934
NR
NR
NR
Scope 2 Emissions (location-based)
21, 22, 46
702,062
675,984
714,874
913,359
Scope 2 Emissions (market-based)
21, 22, 23, 46
679,506
687,042
681,456
898,696
Electricity
642,244
NR
NR
NR
Chilled Water, Hot Water, Other
37,262
NR
NR
NR
Total Scope 1 & 2 Emissions (location-based)
21, 22, 46
1,603,776
1,179,205
1,329,845
1,822,741
Total Scope 1 & 2 Emissions (market-based)
21, 22, 23, 46
1,581,220
1,190,263
1,296,427
1,808,078
Retired Carbon Credits
23, 24
801,077
410,120
470,209
860,620
Net Emissions (market-based)
21, 22, 23, 24
780,143
780,143
826,218
947,458
2022
2021
2020
2019
EMISSIONS (METRIC TONS CO
2
e)
(continued)
Scope 3 Emissions
25
In progress
NR
NR
10,237,024
Category 1 Purchased Goods and Services
26, 27, 28, 30
In progress
NR
NR
5,343,559
Category 2 Capital Goods
26, 28
In progress
NR
NR
317,349
Category 3 Fuel- and Energy-Related Activities
28, 29
In progress
NR
NR
366,608
Category 4 Upstream Transportation
and Distribution
27, 31
In progress
NR
NR
317,832
Category 5 Waste Generated in Operations
32
In progress
NR
NR
117,241
Category 6 Business Travel
26, 31
In progress
NR
NR
297,813
Category 7 Employee Commuting
28, 31
In progress
NR
NR
462,086
Category 8 Upstream Leased Assets
26
In progress
NR
NR
34,563
Category 9 Downstream Transportation
and Distribution
36
In progress
NR
NR
NR
Category 10 Processing of Sold Products
37
In progress
NR
NR
NR
Category 11 Use of Sold Products
31
In progress
NR
NR
7,250
Category 12 End-of-Life Treatment
of Sold Products
26, 27, 30
In progress
NR
NR
18,034
Category 13 Downstream Leased Assets
33
In progress
NR
NR
72,588
Category 14 Franchises
26, 28, 30, 31, 34, 35
In progress
NR
NR
2,789,705
Category 15 Investments
26
In progress
NR
NR
92,396
81
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
FISCAL 2022 DATA TABLE
19
(continued)
Not Reported (NR)
Environmental Sustainability
20
(continued)
2022
2021
2020
2019
ENERGY
Total Energy (MWh)
38
5,727,672
3,907,990
4,438,061
5,962,270
Total Electricity (MWh)
1,978,499
NR
NR
NR
Percentage Zero Carbon Electricity
41
34%
30%
NR
NR
Percentage Grid Electricity
39
35%
48%
42%
NR
Percentage Renewables
40
4.4%
5.3%
7.0%
NR
Renewable Fuel (MWh)
33,015
NR
NR
NR
Renewable Electricity, On-site Generation (MWh)
40
983
NR
NR
NR
Utility Green Power Programs (MWh)
40
118,145
NR
NR
NR
Unbundled RECs (MWh)
40
100,000
NR
NR
NR
WASTE
42
Percentage of Operational Waste Diverted from
Landfill and Incineration (Company)
43
58%
61%
60%
57%
Operational Waste Generated (Company) (tons)
43
215,423
138,785
152,048
252,744
Operational Waste Sent to Landfill and Incineration
(Company) (tons)
43
87,190
53,248
59,268
103,115
Operational Waste Diverted
(Company) (tons)
43
125,945
85,283
90,480
145,271
Percentage of Operational Waste Diverted from
Landfill and Incineration
(Parks, Resorts, and Cruise Line)
56%
60%
NR
NR
Operational Waste Sent to Landfill
(Parks, Resorts, and Cruise Line) (tons)
80,784
45,059
NR
NR
2022
2021
2020
2019
WATER
45
Total Water Consumed (billions of gallons)
8.00
6.71
NR
NR
Potable Water Consumed (billions of gallons)
6.16
5.09
4.99
6.53
Non-Potable Water Consumed (billions of gallons)
1.84
1.62
NR
NR
SUSTAINABLE DESIGN
42, 44
Percentage of Construction Waste Diverted
from Landfill and Incineration
95%
96%
NR
NR
Construction Waste Generated (tons)
100,536
62,332
NR
NR
Construction Waste Sent to Landfill (tons)
4,997
2,183
NR
NR
Construction Waste Diverted (tons)
95,538
60,148
NR
NR
82
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
FISCAL 2022 DATA TABLE
19
(continued)
Not Reported (NR)
Social Impact
2022
2021
2020
2019
CHARITABLE GIVING
Charitable Giving (cash contributions, in millions)
47
$
97.1
$
87.1
$
80.4
$
107.0
Charitable Giving (in-kind donations, in millions)
48
$
136.2
$ 206.6
$
252.7
$
231.2
Total Charitable Giving
(cash and in-kind donations, in millions)
47, 48
$
233.3
$
293.7
$
333.1
$
338.2
Charitable Giving to Programs Supporting
Underrepresented Communities
(cash and in-kind donations, in millions)
47, 48, 49
$
140.3
$
153.8
NR
NR
2022
2021
2020
2019
VOLUNTEERING
VoluntEARS Hours
50
480,000
341,500
321,700
612,300
SUPPLIER DIVERSITY
Total Direct Spend with Minority, Women,
Disabled, U.S. Veteran, Service-Disabled U.S. Veteran,
U.S. Veteran Spouse, and LGBTQIA+ Owned
Business Enterprises (in millions)
51
$803.6
$449.0
$438.7
$590.8
Workforce
2022
2021
2020
2019
EMPLOYMENT & EMPLOYMENT STATUS
52
Global Employees
53, 54
220,000
190,000
203,000
224,000
Casual Seasonal (global)
53
7%
5%
1%
7%
Casual Ongoing (global)
53
15%
16%
19%
18%
Full-Time (global)
53
78%
79%
80%
75%
Percentage of Employees Covered by
Collective Bargaining Agreements (U.S.)
53%
54%
54%
50%
2022
2021
2020
2019
TRAINING, DEVELOPMENT, AND COMPETITIVE PAY
Learning Courses Offered (unique)
55, 56
22,100
20,000
24,000
13,700
Number of Learning Courses Taken
55
2,200,000
2,050,000
1,590,000
1,600,000
Median Wage Earnings for U.S. Disney Parks, Experiences
and Products Hourly Employees
57
$17.50/hour
$17/hour
$17/hour
NR
Percentage of U.S. Disney Parks & Resorts Hourly
Employees Earning Minimum Wage or Higher
57
100%
100%
100%
NR
83
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
FISCAL 2022 DATA TABLE
19
(continued)
Diversity & Inclusion: Workforce Representation
52, 58, 59
2022
2021
2020
2019
OVERALL WORKFORCE
Women (Global)
50.9%
50.3%
50.9%
50.9%
People of Color (U.S.)
46.7%
46.3%
46.1%
45.6%
Asian (U.S.)
7.4%
7.4%
7.3%
7.2%
Black or African American (U.S.)
8.1%
8.6%
8.4%
8.4%
Hispanic or Latino (U.S.)
27.9%
27.0%
27.1%
26.7%
Native American or Alaskan Native (U.S.)
0.3%
0.3%
0.3%
0.3%
Native Hawaiian or Other Pacific Islander (U.S.)
0.6%
0.6%
0.7%
0.7%
White (U.S.)
47.3%
50.9%
51.1%
51.5%
Two or More Races (U.S.)
2.4%
2.3%
2.4%
2.3%
Undisclosed (U.S.)
5.9%
2.7%
2.7%
2.9%
EXECUTIVE
Women (Global)
45.5%
43.3%
41.8%
40.9%
People of Color (U.S.)
27.5%
24.7%
22.5%
21.2%
Asian (U.S.)
11.1%
10.2%
9.6%
9.0%
Black or African American (U.S.)
6.8%
6.0%
4.9%
4.4%
Hispanic or Latino (U.S.)
7.1%
6.3%
6.1%
6.1%
Native American or Alaskan Native (U.S.)
0.2%
0.2%
0.3%
0.2%
Native Hawaiian or Other Pacific Islander (U.S.)
0.3%
0.2%
0.2%
0.2%
White (U.S.)
69.9%
73.3%
76.1%
77.1%
Two or More Races (U.S.)
2.1%
1.8%
1.4%
1.3%
Undisclosed (U.S.)
2.3%
1.9%
1.4%
1.6%
2022
2021
2020
2019
MANAGER
Women (Global)
44.5%
43.3%
42.8%
42.6%
People of Color (U.S.)
32.0%
30.2%
29.3%
29.3%
Asian (U.S.)
10.8%
10.3%
10.0%
10.1%
Black or African American (U.S.)
5.6%
5.6%
5.2%
5.0%
Hispanic or Latino (U.S.)
12.7%
11.7%
11.6%
11.8%
Native American or Alaskan Native (U.S.)
0.3%
0.3%
0.2%
0.2%
Native Hawaiian or Other Pacific Islander (U.S.)
0.5%
0.4%
0.4%
0.4%
White (U.S.)
65.6%
67.8%
69.3%
69.3%
Two or More Races (U.S.)
2.1%
1.8%
1.8%
1.8%
Undisclosed (U.S.)
2.3%
2.0%
1.3%
1.4%
BELOW MANAGER
Women (Global)
52.2%
51.9%
52.7%
52.8%
People of Color (U.S.)
50.0%
50.0%
49.8%
49.3%
Asian (U.S.)
6.7%
6.8%
6.8%
6.6%
Black or African American (U.S.)
8.5%
9.3%
9.0%
9.1%
Hispanic or Latino (U.S.)
31.3%
30.5%
30.4%
30.1%
Native American or Alaskan Native (U.S.)
0.3%
0.3%
0.3%
0.3%
Native Hawaiian or Other Pacific Islander (U.S.)
0.7%
0.7%
0.7%
0.7%
White (U.S.)
43.3%
47.2%
47.2%
47.5%
Two or More Races (U.S.)
2.5%
2.5%
2.5%
2.4%
Undisclosed (U.S.)
6.6%
2.9%
3.0%
3.2%
84
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
FISCAL 2022 DATA TABLE
19
(continued)
Not Reported (NR)
Diversity & Inclusion: Content Representation
52
2022
2021
2020
2019
SCRIPTED AND FILM
60, 62
DIRECTORS
People of Color
42.0%
39.0%
33.5%
NR
White
58.0%
61.0%
66.5%
NR
Women
45.1%
42.2%
40.3%
NR
Men
54.9%
57.8%
59.7%
NR
SERIES REGULARS / LEADS
People of Color
49.1%
47.0%
45.4%
NR
White
50.9%
53.0%
54.6%
NR
Women
46.7%
47.3%
45.9%
NR
Men
53.3%
52.7%
54.1%
NR
PRODUCERS
People of Color
24.9%
22.9%
22.8%
NR
White
75.1%
77.1%
77.2%
NR
Women
37.1%
37.4%
35.3%
NR
Men
62.9%
62.6%
64.7%
NR
WRITERS
People of Color
39.0%
33.2%
31.4%
NR
White
61.0%
66.8%
68.6%
NR
Women
48.4%
42.7%
42.1%
NR
Men
51.6%
57.3%
57.9%
NR
2022
2021
2020
2019
NEWS AND SPORTS
61
ON AIR
People of Color
42.1%
40.7%
39.6%
NR
White
57.9%
59.3%
60.4%
NR
Women
34.3%
34.4%
33.4%
NR
Men
65.7%
65.6%
66.6%
NR
BEHIND THE CAMERA
People of Color
32.4%
31.2%
29.2%
NR
White
67.6%
68.8%
70.8%
NR
Women
38.2%
38.2%
38.6%
NR
Men
61.8%
61.8%
61.4%
NR
85
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
FISCAL 2022 DATA TABLE
19
(continued)
Not Reported (NR)
Supply Chain
2022
2021
2020
2019
FACILITY FOOTPRINT
63, 64
Aggregate Number of Facilities Manufacturing
Disney‑Branded Products During the Fiscal Year
44,000
43,700
43,300
42,500
Total Number of Countries
106
103
99
101
Number of Countries with 1% or Less of Total Facilities
90
87
86
88
FACILITY FOOTPRINT: COUNTRY DATA
63, 64, 65
Number of Facilities Manufacturing Disney-Branded Products By Country: # (% of total)
China
12,510 (28%)
12,070 (28%)
11,640 (27%)
11,210 (26%)
Japan
8,110 (18%)
8,210 (19%)
8,050 (19%)
7,960 (19%)
USA
5,630 (13%)
5,540 (13%)
5,470 (13%)
5,200 (12%)
South Korea
2,100 (5%)
2,120 (5%)
2,090 (5%)
1,900 (4%)
Brazil
1,570 (4%)
1,510 (4%)
1,460 (3%)
1,520 (4%)
India
1,340 (3%)
1,240 (3%)
1,120 (3%)
1,100 (3%)
Taiwan
1,270 (3%)
1,360 (3%)
1,340 (3%)
1,300 (3%)
Italy
1,200 (3%)
1,290 (3%)
1,380 (3%)
1,370 (3%)
Turkey
960 (2%)
880 (2%)
780 (2%)
670 (2%)
France
850 (2%)
870 (2%)
920 (2%)
930 (2%)
United Kingdom
770 (2%)
780 (2%)
880 (2%)
930 (2%)
Portugal
720 (2%)
750 (2%)
870 (2%)
810 (2%)
Vietnam
560 (1%)
550 (1%)
1% or less
1% or less
Poland
500 (1%)
530 (1%)
1% or less
1% or less
Germany
490 (1%)
520 (1%)
610 (1%)
640 (2%)
Spain
450 (1%)
470 (1%)
1% or less
1% or less
All Other Facilities
(in countries with <1% of total facilities)
4,970 (11%)
5,010 (10%)
6,690 (15%)
6,960 (16%)
2022
2021
2020
2019
REMEDIATION
66, 67
Percentage of Audits with Findings Identified for Remediation
Child Labor
<1%
1%
<1%
1%
Involuntary Labor
<1%
<1%
<1%
1%
Coercion and Harassment
<1%
<1%
<1%
<1%
Non-Discrimination
<1%
<1%
<1%
1%
Association
<1%
<1%
<1%
1%
Health and Safety: Factory
85%
85%
87%
85%
Health and Safety: Dormitory
2%
2%
2%
3%
Compensation: Minimum Wage
2%
4%
5%
6%
Compensation: Overtime Wage
3%
5%
7%
10%
Compensation: Overtime Hours
68%
70%
71%
68%
Compensation: Social Benefits
63%
64%
65%
63%
Protection of the Environment
22%
24%
28%
30%
Other Laws
15%
17%
20%
22%
Subcontracting
<1%
1%
1%
2%
Monitoring and Compliance
4%
4%
5%
6%
Publication
2%
1%
2%
3%
FACILITY AUDITS
66, 67
Percentage of Tier 1 Supplier Facilities Audited
35%
34%
32%
NR
Percentage of Tier 1 Audits Conducted by a
Third‑Party Auditor
97%
96%
94%
NR
86
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
FISCAL 2022 DATA TABLE
19
(continued)
Healthy Living
68
2022
2021
2020
2019
Percentage of Disney-Licensed Wholesale Food Sales Dedicated to Everyday Foods That Meet Our Nutrition Guidelines
Global
Meets
85%
Target
Meets
85%
Target
84%
Meets
85%
Target
North America
Meets
85%
Target
Meets
85%
Target
Meets
85%
Target
Meets
85%
Target
Footnotes
General
19
Disney’s fiscal year ends on the Saturday closest to September 30.
Environmental Sustainability
20 Some previously published environmental data have been
restated to reflect corrections, updates to methodology, and/or
changes in emission factors. Fiscal 2019 and fiscal 2020 data
have been revised to include Twenty-First Century Fox operations.
21
The boundary for Disney’s greenhouse gas emissions (GHG)
reporting includes owned and operated assets (such as Theme Parks
& Resorts, Disney Cruise Line, and commercial spaces), leased assets
(such as office locations), as well as Productions (including feature
films, television, theatricals, and sporting events). Direct CO
2
emissions from biogenic fuels are not included in the Scope 1 totals.
They are as follows: FY19: 29,146 MT CO
2
e; FY20: 16,799 MT
CO
2
e; FY21: 22,662 MT CO
2
e; FY22: 4,890 MT CO
2
e.
22
GHG emissions are measured and calculated according to the
principles in the World Resources Institute (WRI) and the
World Business Council for Sustainable Development (WBCSD)
Greenhouse Gas Protocol’s “A Corporate Accounting and Reporting
Standard, 2004 Revised Edition” (GHG Protocol).
23
Market-based emissions are used where available in calculating
carbon credit retirements, total emissions, and net emissions.
We define “net emissions” as follows: Scope 1 emissions + Scope 2
emissions (market-based) – carbon credits. Scope 2 emissions
(market-based) include emission reductions attributed to utility
green power purchases, power purchase agreements, and
unbundled energy attribute certificates (EACs). Our approach
to carbon credits can be found in our
Natural Climate Solutions
White Paper
. We will have achieved our 2030 “net zero emissions”
goal when “net emissions,” as defined above, equals 0.
24
Carbon credits are from projects developed according to
recognized standards (e.g., Climate Action Reserve, Verified
Carbon Standard, Gold Standard). All credits are verified by
accredited third-party reviewers.
25
Scope 3 emissions calculations follow guidance provided by the
GHG Protocol. In many instances, these emissions calculations are
based on estimated and extrapolated data and rely on third-party
emission factor databases and industry averages. We expect to make
continuous improvements to Scope 3 estimates over time, including
updates to assessments of business activities and activity boundaries,
and improvements in input data and emission factors. At the time
of publishing this report, fiscal 2019 is our most recent Scope 3
inventory, with fiscal 2022 Scope 3 footprint calculation in progress
(to be reported out at a later date).
26
Spend-based methodology estimates emissions for goods and
services by collecting data on the economic value of goods and
services purchased and multiplying that by relevant secondary
(e.g., industry average) emission factors (e.g., average emissions
per monetary value of goods).
27
Hybrid methodology uses a combination of supplier-specific activity
data (where available) and secondary data to fill the gaps. This
method involves: collecting allocated Scope 1 and Scope 2 emissions
data directly from suppliers; calculating upstream emissions of goods
and services from suppliers’ activity data on the amount of materials,
fuel, and electricity used, as well as distance transported and waste
generated from the production of goods and services, and applying
appropriate emission factors; and using secondary data to calculate
upstream emissions wherever supplier-specific data are not available.
28
Average data methodology estimates emissions for goods and
services by collecting data on the mass (e.g., kilograms or pounds)
or other relevant units of goods or services purchased, and
multiplying by the relevant secondary (e.g., industry average)
emission factors (e.g., average emissions per unit of good or service).
29
Fuel-based methodology involves determining the amount of
fuel consumed (i.e., Scope 1 and Scope 2 emissions of transport
providers) and applying the appropriate emission factor for that fuel.
30 Average product methodology involves estimating emissions
for goods by collecting data on the mass or other relevant units
of goods purchased and multiplying by relevant secondary
(e.g., industry average) emission factors (e.g., average emissions
per unit of good).
31
Distance-based methodology involves determining the mass,
distance, and mode of each shipment, then applying the appropriate
mass-distance emission factor for the vehicle used.
32
Waste-type specific methodology involves using emission factors
for specific waste types and waste treatment methods.
33
Site-specific methodology involves site-specific fuel, electricity, and
fugitive emissions data, and applying the appropriate emission factors.
34
Franchise-specific methodology involves collecting
site-specific activity data or Scope 1 and Scope 2 emissions
data from franchisees.
35
Asset-specific methodology involves collecting asset-specific
(e.g., site-specific) fuel and energy use data and process and
fugitive emissions data, or Scope 1 and Scope 2 emissions data
from individual leased assets.
36
Emissions within this category were evaluated and determined
not to be relevant. Activities identified as downstream
transportation and distribution do not result in significant
Scope 3 emissions for the Company.
37
Emissions within this category were evaluated and determined
not to be relevant. The Company does not have any activities
that it characterizes as intermediate goods.
38
Total energy includes electricity, natural gas, chilled water,
hot water, steam, compressed air, renewable energy, and fuels.
FY19–FY21 data excludes energy from Productions.
39
Percentage grid electricity is purchased electricity consumption
divided by total energy consumption.
40 Percentage renewables is renewable energy consumption
divided by total energy consumption. Renewable energy
consumed includes renewable fuels and renewable electricity
that we produce or purchase and match with Renewable
Energy Certificates (RECs) or Guarantees of Origin (GOs).
The renewable portion of the electricity grid mix for which we
do not possess RECs or GOs is not included in this calculation.
87
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
FISCAL 2022 DATA TABLE
19
(continued)
Footnotes
41
Percentage zero carbon electricity is zero carbon electricity
consumption divided by total electricity consumption. We define
zero carbon electricity as any type of electricity generation that does
not generate GHGs such as solar, wind, geothermal, nuclear, and
large-scale hydropower.
42
Waste diverted includes waste prevention, donations, recycling,
compost, anaerobic digestion, and thermal waste-to-energy. Total
waste generated includes diverted waste, waste sent to landfill, and
incineration without energy recovery. Incineration without energy
recovery is not counted in total waste sent to landfill nor total waste
diverted—thus the two do not sum to total waste generated.
43
For total Company data, facilities include Theme Parks & Resorts,
Disney Cruise Line, ESPN, enterprise-owned commercial and office
spaces, and Pixar. Excluded are all leased properties, Disney Stores
and Distribution Centers, TV stations, and all construction materials.
44 Diversion rate includes data from annual facility asset planning
construction projects and construction for new assets that became
operational in the reporting year, in the U.S. and Europe only.
45
The boundary for Disney’s water volume reporting includes owned
and operated assets (Theme Parks & Resorts, Disney Cruise Line,
owned commercial and office spaces, Studios, and ESPN). Water
consumption from Disney Stores and leased assets are excluded.
Water data for Shanghai Disney Resort were not included in data
prior to fiscal 2021.
46 A third-party validator provided limited assurance of our fiscal 2019,
fiscal 2020, and fiscal 2021 GHG emissions. Limited assurance of
fiscal 2022 emissions will be reported out upon completion.
Social Impact
47
Charitable cash contributions include Company-directed charitable
cash donations, including contributions made by the Disney
Conservation Fund, as well as employee-directed Matching
Gifts grants and Disney VoluntEARS Grants.
48 In-kind support refers to noncash contributions comprising tangible
items or non-tangible support. Donations may include, but are not
limited to, estimated values for merchandise, theme park tickets,
food, public service announcements (PSAs), character/talent
appearances, and other noncash charitable support. Due to
differences in distribution, viewership, programming, availability,
pricing, marketplace demand, and other variables, PSAs are valued
differently across our media platforms. For example, in some cases,
PSAs are valued based on an average sales price for the time
period. In other cases, the value is based on an average sponsor
value across a daypart rotation. Therefore, we do not use a single
method to value PSAs.
49 Includes grants directed toward historically underrepresented
and protected communities, including Asian American & Pacific
Islander, Black & African American, Hispanic & Latino, Native
American & Indigenous, and LGBTQIA+ communities, as well as
People with Disabilities, veterans, and women. We also include
grants to organizations where a percentage of their services
reaches underrepresented and protected communities. If the
organization spends a majority of its efforts on these communities,
we count the entire grant, and if the organization does not
spend a majority, we count a proration of the grant. We rely on each
organization’s self-reported percentages regarding communities
served. On a sample basis, we validate the percentages that we report.
50 Disney VoluntEARS data includes hours logged by employees of
The Walt Disney Company and its subsidiaries and is rounded.
51
Supplier diversity data includes Tier 1 spend with firms that
have obtained certification from a third-party agency as being at
least 51% owned, controlled, and operated by a minority, woman,
disabled person, veteran, service-disabled veteran, veteran spouse,
or lesbian, gay, bisexual, or transgender person. We validate diverse
status through certification compliance using WBENC, NMSDC,
Department of Veterans Affairs, NGLCC, and Disability:IN.
Workforce, Diversity & Inclusion
52
Employee statistics generally reflect our employment base at the
end of each fiscal year.
53
Headcount includes employees at The Walt Disney Company
(TWDC), Hulu, Pixar, Disneyland Paris, and Twenty-First Century
Fox (TFCF). Excludes dailies, freelancers, contractors, and
domestic TWDC employees not paid in the last 60 days.
54
Consistent with our 10-K, Global Employee numbers are rounded
to the nearest thousand.
55
Learning-related data are approximate and rounded. Data reflects
courses offered through our top learning platforms: D Learn,
Harvard Spark, Harvard ManageMentor, and Harvard Leading
Edge. D Learn data represents all employees, excluding Pixar and
contract workers for all years and Hulu employees prior to fiscal
2021. Data incorporates both required and non-required courses,
including online courses, orientations, in-person classes, and on
demand content. Participants can attend more than one course and
may view online content more than once, depending on their
individual needs.
56
Data represents the number of unique courses offered. In CSR
Reports in prior years, this metric measured the number of
scheduled classes of a unique course. Methodology was updated
to better reflect unique courses offered vs. courses consumed.
57
Almost all hourly full-time and part-time nontipped employees
in our U.S. Disney Parks, Experiences and Products business earn
a base rate of at least $15/hour, excluding Walt Disney World
College Program participants (this program is not comparable to
other employment opportunities, as it includes other benefits such
as housing and transportation) and Disney Stores in select regions.
All employees earn minimum wage or higher. Median earnings for
hourly employees is based on total earnings for total hours paid
and includes the impact of overtime, shift premiums, and gratuities.
Excludes the value of benefits for eligible employees.
58
Headcount includes full-time and part-time employees at
TWDC, Hulu, Pixar, Disneyland Paris, and TFCF. Excludes dailies,
freelancers, contractors, casual seasonal, interns, and domestic
TWDC employees not paid in the last 60 days. Domestic counts
exclude Disney Cruise Line Shipboard. Percentages for women
based on global full- and part-time headcount. Percentages for
People of Color include U.S.-based full- and part-time employees
only. People of Color includes employees who are Asian American,
Black or African American, Hispanic or Latino, Native American
or Alaskan Native, Native Hawaiian or Other Pacific Islander, or
Two or More Races.
59
“Executive” includes employees at the Director level and above.
“Manager” includes employees at Manager levels. “Below Manager”
includes employees that do not meet Executive or Manager criteria.
In fiscal 2021 and prior, TFCF Directors were included in Manager.
60 Scripted & Film Representation percentages include ABC
Entertainment, ABC Signature (previously known as ABC Studios),
Disney Branded Television, Freeform, FX, Hulu Originals, National
Geographic, Onyx Collective, 20th Television, and feature films
from Disney, Disney Animation, Pixar, Lucasfilm, 20th, Searchlight,
and Marvel. Data are limited to content developed by TWDC and
excludes Daytime, unscripted, global content developed in region,
and Star. Data are not available for fiscal 2019.
61
News and Sports Representation percentages include executive,
project hire, and full- and part-time employees. Data excludes
contingent workers, student programs, daily employees, and
seasonal employees. Employees that did not disclose gender
information or disclosed they are Non-binary/Third Gender are
included in the Men metric. Employees that did not disclose
ethnicity information are included in the White metric. Data are
not available for fiscal 2019.
62
Content representation data for Scripted & Film for fiscal 2021
were restated due to a change in calculation methodology.
Updated methodology totals talent by show instead of business
unit, providing a more accurate measurement of representation.
Supply Chain
63
The supply chain for Disney-branded products experiences
routine fluctuations in active facilities. In any given year, a
significant number of new facilities may become authorized
to produce Disney-branded products, which complicates any
year-to-year comparison. In fiscal 2022, the facility count
shown includes approximately 2,100 beyond Tier 1 that are
subject to the purview of the Disney International Labor
Standards (ILS) program.
64 Facility footprint data includes all facilities authorized to
manufacture Disney-branded products at any point during
the fiscal year. With respect to TFCF intellectual property, as
contracts are newly executed, renewed, or amended with
respect to the manufacturing of products, the facilities producing
such goods fall under the purview of the Disney ILS Program
and are included in the facility footprint data. Facility data are
rounded to the nearest hundred.
65
For country facility data, total facilities are approximate
and rounded.
66 Disney uses the World Bank’s Governance Indicators as the
primary resource for identifying and comparing areas of risk
and determining where to focus our monitoring resources
and requirements. Please refer to our
Permitted Sourcing
Countries Policy
.
67
The Disney ILS Program works toward ongoing and sustainable
improvement in working conditions at facilities producing
Disney-branded products. All Code of Conduct violations
identified in active facilities as the result of audits or assessments
must be corrected or remediated within the time periods and in
the manner established by the Disney ILS Program as a condition
of continued use of the facility for the production of Disney-
branded products.
Healthy Living
68 Healthy Living licensing results do not include TFCF businesses
prior to fiscal 2022.
88
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
TCFD INDEX
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
FISCAL 2022 DATA TABLE
TCFD INDEX
The Task Force on Climate-related Financial
Disclosures (TCFD) developed a voluntary
framework for companies to provide climate-
related information to stakeholders. In line with
TCFD’s recommendations, each year we publicly
disclose our climate-related information primarily
through our
CDP Climate Change survey response
.
In the following index, we provide a mapping of
TCFD’s disclosure recommendations to our CDP
responses to make clear where to find comparable
information regarding how we approach and
manage climate risks and opportunities.
The Walt Disney Company is committed to
taking meaningful and measurable action to
support a cleaner, safer, and healthier planet
for future generations as we operate and grow
our businesses. In addition to our annual response
to CDP’s Climate Change survey, in late 2020
and late 2022 we launched ambitious goals to
continue making progress in addressing our
environmental impacts, and in 2021 the Board
delegated oversight of environmental, social,
and governance programs and reporting to
the Governance and Nominating Committee,
including with respect to environmental
and sustainability policies and initiatives.
For a full description of our goals, read our
2030 Environmental Goals White Paper
.
TOPIC
DESCRIPTION OF TCFD
DISCLOSURE REQUIREMENT
COMPLETE TCFD
DISCLOSURE REQUIREMENT
RELEVANT 2022 CDP CLIMATE
CHANGE SURVEY RESPONSES
GOVERNANCE
Degree of Board oversight
(a) Describe the Board’s oversight of climate-related risks
and opportunities.
C1.1b
Management’s role
(b) Describe management’s role in assessing and managing climate-
related risks and opportunities.
C1.2, C1.2a
STRATEGY
Climate-related risks and opportunities
(a) Describe the climate-related risks and opportunities
the organization has identified over the short, medium,
and long term.
C2.1a, C2.3, C2.3a,
C2.4, C2.4a
Impacts of risks and opportunities
(b) Describe the impact of climate-related risks and opportunities on
the organization’s businesses, strategy, and financial planning.
C2.3a, C2.4a, C3.1,
C3.2b, C3.3, C3.4
Resilience of the organization’s strategy
(c) Describe the resilience of the organization’s strategy, taking into
consideration different climate-related scenarios, including a
2°C-or-lower scenario.
C3.2, C3.2a, C3.2b
RISK MANAGEMENT
Climate risk identification process
(a) Describe the organization’s processes for identifying and assessing
climate-related risks.
C2.1, C2.2, C2.2a
Climate risk management process
(b) Describe the organization’s processes for managing climate-
related risks.
C2.1, C2.2
Integration with other
risk management processes
(c) Describe how processes for identifying, assessing, and managing
climate-related risks are integrated into the organization’s overall
risk management.
C2.1, C2.2
METRICS & TARGETS
Identify risk assessment metrics
(a) Disclose the metrics used by the organization to assess climate-
related risks and opportunities in line with its strategy and risk
management process.
C4.2, C4.2a, C4.2b
Identify GHG emissions
(b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 GHG
emissions, and the related risks.
C6.1, C6.3
Identify targets and risk metrics
(c) Describe the targets used by the organization to manage climate-
related risks and opportunities and performance against targets.
C4.1, C4.1a, C4.2,
C4.2a, C4.2b
89
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
FISCAL 2022 DATA TABLE
SASB INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
TCFD INDEX
SASB INDEX
The
Sustainability Accounting Standards Board (SASB) Standards
, now part of the International
Financial Reporting Standards (IFRS) Foundation, is a set of standards to guide the disclosure of
sustainability information by companies to their investors. The following index maps our disclosures
to certain SASB indicators. Given our broad array of businesses that span multiple industries
around the globe, we have focused this year’s reporting on the recommended indicators for the
“Media & Entertainment” and “Internet Media & Services” industries. Where relevant, we also
highlight select information relevant to the “Leisure Facilities,” “Hotels & Lodging,” “Restaurants,”
“Cruise Lines,” “Apparel, Accessories, and Footwear,” and “Toys & Sporting Goods” industries. As
our businesses continue to grow and evolve, we expect to advance and refine our disclosures over
time. Metrics and disclosures are reported on an enterprise-wide level, unless otherwise indicated.
TOPIC
ACCOUNTING METRIC(S)
LOCATION/RESPONSE
SASB CODE
GREENHOUSE GAS EMISSIONS
Gross Global Scope 1 emissions
• Fiscal 2022 Data Table & Data Table Footnotes, pp.
81
,
87
,
88
TR-CL-110a.1
Discussion of long-term and short-term strategy
or plan to manage Scope 1 emissions, emission
reduction targets, and an analysis of
performance against those targets
•
2030 Environmental Goals White Paper
•
2022 CDP Climate Change Survey Response
TR-CL-110a.2
ENERGY MANAGEMENT
(1) Total energy consumed,
(2) percentage grid electricity, and
(3) percentage renewable
• (1, 2, 3) Fiscal 2022 Data Table & Data Table Footnotes, pp.
82
,
87
TC-IM-130a.1;
SV-LF-130a.1;
SV-HL-130a.1;
FB-RN-130a.1
WATER MANAGEMENT
(1) Total water withdrawn, and
(2) total water consumed, percentage of
each in regions with High or Extremely High
Baseline Water Stress
• (1, 2) Fiscal 2022 Data Table & Data Table Footnotes, pp.
82
,
88
• We are disclosing the total potable water consumption and total non-potable water consumption at this time and
will assess the expansion of our disclosures in future reporting.
TC-IM-130a.2;
SV-HL-140a.1;
FB-RN-140a.1
WASTE MANAGEMENT
(1) Total amount of waste,
(2) percentage food waste, and
(3) percentage diverted
• (1, 3) Fiscal 2022 Data Table & Data Table Footnotes, pp.
82
,
87
,
88
• (2) Not reported
FB-RN-150a.1
90
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Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
FISCAL 2022 DATA TABLE
TCFD INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
SASB INDEX
SASB INDEX
(continued)
TOPIC
ACCOUNTING METRIC(S)
LOCATION/RESPONSE
SASB CODE
LABOR CONDITIONS
IN THE SUPPLY CHAIN
Percentage of
(1) Tier 1 supplier facilities and
(2) supplier facilities beyond Tier 1 that have
been audited to a labor code of conduct, and
(3) percentage of total audits conducted by a
third-party auditor
• (1) Fiscal 2022 Data Table & Data Table Footnotes, pp.
86
,
88
• (2) Not reported
• (3) Percentage of Tier 1 audits conducted by a third-party auditor provided in Fiscal 2022 Data Table & Data Table Footnotes, pp.
86
,
88
CG-AA-430b.1;
CG‑TS‑430a.1
Priority nonconformance rate
and associated corrective action rate for
suppliers’ labor code of conduct audits
• Priority nonconformance rate was 9%
• Priority nonconformance rate is defined as the percentage of audits with findings where facilities failed to meet TWDC Minimum
Compliance Standards. For more information, see the
ILS Program Manual
.
• Corrective action rate was 94%
• See
ILS Program Manual
for more information about expectations and timelines for corrective action.
CG-AA-430b.2;
CG-TS-430a.2
Description of the greatest
(1) labor and
(2) environmental, health, and safety risks in
the supply chain
• (1, 2) Supply chain assessments identify the most common risks to be in the areas of health and safety, overtime hours, and social
benefits; see Fiscal 2022 Data Table & Data Table Footnotes, p.
86
. We understand that supply chain assessments may not fully
capture some underreported issues, including such issues as sexual harassment, forced labor, and interference with freedom of
association. We continue to explore additional methods for gaining such visibility. Our supply chain policy commitments are
described in our
ILS Program Manual
,
Human Rights Policy
,
Conflict Minerals Policy
,
California Transparency in Supply Chains
Act
,
UK Modern Slavery Act
, and
Paper Sourcing and Use Policy
.
CG-AA-430b.3
WORKFORCE DIVERSITY
Programs and policies for fostering
equitable employee representation across
global operations
• World of Belonging, pp.
15–20
,
28
• Fiscal 2022 Data Table & Data Table Footnotes, pp.
84
,
85
,
88
•
Standards of Business Conduct
, p. 10
•
Reimagine Tomorrow
digital destination
SV-ME-260a.1
Percentage of gender and racial/ethnic
group representation for
(1) management,
(2) professionals, and
(3) all other employees
• (1, 2, 3) Fiscal 2022 Data Table & Data Table Footnotes, pp.
84
,
85
,
88
•
Reimagine Tomorrow
digital destination
TC-IM-330a.3
91
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
FISCAL 2022 DATA TABLE
TCFD INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
SASB INDEX
SASB INDEX
(continued)
TOPIC
ACCOUNTING METRIC(S)
LOCATION/RESPONSE
SASB CODE
LABOR PRACTICES
(1) Average hourly wage and
(2) percentage of hourly employees earning
minimum wage
• (1, 2) Fiscal 2022 Data Table & Data Table Footnotes, pp.
83
,
88
SV-HL-310a.3;
FB-RN-310a.2
Description of policies and programs to
prevent worker harassment
•
Standards of Business Conduct
, pp. 9–10, 37–38
SV-HL-310a.4
MEDIA PLURALISM
Description of policies and procedures to
ensuring pluralism in news media content
ABC News is committed to Diversity & Inclusion. There are three pillars to ABC News' Diversity & Inclusion efforts:
• PEOPLE—Our people, at all levels, should reflect the life experiences of our audiences. This is reflected across all staffing levels,
correspondents, executives, managers, producers, writers, editors, and junior staff.
• CONTENT—Our work is relevant to a rapidly diversifying audience. This is reflected in the growth of content and story coverage
that focuses on the experiences and interests of diverse audiences at the intersection of race, politics, culture, and lifestyle.
• CULTURE—Our environment promotes curiosity, innovation, and ideas from everyone. This is reflected in a number of initiatives,
including the News Division–wide “Everyday Inclusion” program, relevant employee committees, and frequent Diversity & Inclusion
workshops and discussions programmed throughout the year.
ABC News’s commitment to the straightforward pursuit of truth drives all our work across platforms in established and new-and-
emerging technologies. Our success lies in our dedication to the highest-quality journalism, which means a commitment to fairness,
compelling storytelling, and, of utmost importance, uncompromising accuracy. We expect employees to approach their work with
rigor, to question thoroughly and skeptically, and to analyze deeply.
We continue to build on the exceptional legacy of ABC News, upholding high standards in journalism, while also leading in
innovation. Our editorial integrity and commitment to accuracy provide the foundation for the outstanding work that we do.
SV-ME-260a.2
JOURNALISTIC INTEGRITY &
SPONSORSHIP IDENTIFICATION
(continued on next page)
Description of approach for
ensuring journalistic integrity of
news programming related to:
(1) truthfulness, accuracy, objectiveness,
fairness, and accountability
(1) Truthfulness, accuracy, objectivity, fairness, and accountability: It is the mission of ABC News to inform the public on matters
of interest and importance to them. The credibility we have with our audience is essential to this mission and we, therefore, attach
great importance to the maintenance of our fairness and integrity—both real and perceived—as we gather and report the news.
Company policies on Business Ethics, Fairness, and Insider Trading apply to all employees in every division, and those policies are
particularly important to ABC News employees. We share responsibility for maintaining our reputation for fairness and accuracy.
Action that damages that reputation, or even gives the appearance of compromising it, harms both ABC News and the individuals
involved. All employees of ABC News are, therefore, required to abide by the letter and spirit of our policies and to be alert to
subtle efforts that could have the effect of compromising the integrity of ABC News.
SV-ME-270a.3
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Investing in Our People
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World of Belonging
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TCFD INDEX
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
SASB INDEX
SASB INDEX
(continued)
TOPIC
ACCOUNTING METRIC(S)
LOCATION/RESPONSE
SASB CODE
JOURNALISTIC INTEGRITY &
SPONSORSHIP IDENTIFICATION
(continued)
(2) independence of content and/or
transparency of potential bias, and
(3) protection of privacy and limitation
of harm
(2) Independence of content and/or transparency of potential bias: ABC News employees are hired to report and record news
events, not to participate in them. News employees should remain professionally detached in all situations and not take action
that would be seen as favoring one side or the other. We take particular care to act in a neutral and professional manner where
the passions of others are engaged or aroused. We must all share an uncompromising commitment to accuracy and fairness in
reporting the news. We are committed to seeking out knowledgeable and credible sources of information, as well as reaching out
for and carefully evaluating comments from those accused of wrongdoing and others with relevant information and perspectives on
the matters that we are covering. When ABC News covers stories about The Walt Disney Company or other affiliated or subsidiary
companies, we make clear disclosures about the relationship.
(3) Protection of privacy and limitation of harm: News staffers receive extensive guidance and training on privacy concerns and
other legal issues through legal and standards training sessions. And as a regular part of our newsgathering process, there are
targeted reporting meetings to discuss journalistic and legal issues.
Similarly, the mission of ESPN is to provide credible, timely, contextual, and trustworthy information. This mission is supported by
detailed editorial guidelines intended to protect ESPN’s journalistic credibility across platforms and with the oversight of the
ESPN Editorial Board. ESPN reviews its performance against these standards on an ongoing basis and regularly reviews and
provides training on guidelines for personnel. Ultimately, every member of the ESPN editorial teams is responsible for upholding
the reputation and integrity of ESPN reporting.
SV-ME-270a.3
NUTRITIONAL CONTENT
Number of advertising impressions made on
children, percentage promoting products that
meet national dietary guidelines for children
• Approximately 100% of food and beverage advertising on our media platforms oriented to kids and families meets
Disney
Nutrition Guideline
standards.
•
Disney Nutrition Guideline
standards are informed by national dietary guidelines and focus on limiting calories, fats, sugars,
and salt while promoting consumption of fruits, vegetables, whole grains, lean protein, and low-fat dairy.
FB-RN-260a.3
DATA PRIVACY
Description of policies and practices relating
to behavioral advertising and user privacy
• We are committed to giving consumers transparency into our data collection and use practices and having robust controls over
how we use that data. Our privacy policy describes how consumers’ information is collected and used, as well as the very limited
circumstances under which consumer data may be shared with third parties. That policy also contains information about choices
consumers must make to limit the use of their data for targeted advertising and direct marketing purposes. Links to the privacy
policy, as well as the control mechanisms for limiting targeted advertising, can be found on our
Privacy Center
.
TC-IM-220a.1
Number of users whose information is used
for secondary purposes
• As described above, we are committed to giving consumers notice about how their data will be used, and we only share data
with third parties in very limited circumstances, such as when the consumer gives their consent or where the third party is acting
as our service provider. Accordingly, we do not have a policy of using consumers’ data for secondary purposes.
TC-IM-220a.2
DATA SECURITY STANDARDS
Description of approach to identifying and
addressing data security risks, including use of
third-party guidelines for children
• Our approach to cybersecurity is addressed in the Operating Responsibly section of this report on p.
75
, and in greater detail in
our
Information Security Management System
document online.
FB-RN-260a.3
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SDG INDICATORS
FORWARD-LOOKING STATEMENTS
OVERVIEW
SASB INDEX
SASB INDEX
(continued)
TOPIC
ACCOUNTING METRIC(S)
LOCATION/RESPONSE
SASB CODE
INTELLECTUAL PROPERTY
PROTECTION & MEDIA PIRACY
Description of approach to ensuring
intellectual property (IP) protection
• Disney strives to foster a culture that values intellectual property protection to promote creativity, storytelling, and innovation,
as well as maintain consumer trust. We engage in practices that protect Disney’s intellectual property, including our brands,
characters, and content. We also respect the intellectual property rights of others and do not knowingly use the intellectual
property of third parties without appropriate rights. Disney also requires all contributors to respect third-party intellectual
property rights. We have also implemented internal intellectual property policies and trainings to increase awareness and
respect for intellectual property rights among all Disney employees.
SV-ME-520a.1
Households reached by broadcast TV
•
The Walt Disney Company Fiscal Year 2022 10-K
, p. 7
SV-ME-000.A
Subscribers to cable networks
•
The Walt Disney Company Fiscal Year 2022 10-K
, pp. 7, 9
SV-ME-000.A
Subscribers to streaming services
(“Entity-defined measure of user activity”)
•
The Walt Disney Company Fiscal Year 2022 10-K
, p. 40
TC-IM-000.A
Total number of media productions and
publications produced
•
The Walt Disney Company Fiscal Year 2022 10-K
, pp. 11–12
• Our film library includes content from approximately 100 years of production history, as well as acquired film libraries, and
totals approximately 5,100 live-action titles and 400 animation titles. The library includes approximately 50 movies and
approximately 30 series that the Studios group produced for initial distribution on our DTC platforms. Our television
programming library includes content from approximately 70 years of production history. Series with four or more seasons
include approximately 75 one-hour dramas, 55 half-hour comedies, 5 half‑hour non-scripted series, 30 one-hour non-scripted
series, 15 half-hour animated series, and 10 half-hour live-action series. The library includes approximately 130 series produced
for initial distribution on our DTC platforms.
SV-ME-000.B
Number of manufacturing facilities,
percentage outsourced
• Number of manufacturing facilities provided in Fiscal 2022 Data Table & Data Table Footnotes, pp.
86
,
88
CG-TS-000.B
Number of available room-nights
•
The Walt Disney Company Fiscal Year 2022 10-K
, p. 44
SV-HL-000.A
Average occupancy rate
•
The Walt Disney Company Fiscal Year 2022 10-K
, p. 44
SV-HL-000.B
Number of lodging facilities and the
percentage that are:
(1) managed,
(2) owned and leased, and/or
(3) franchised
• (1, 2)
The Walt Disney Company Fiscal Year 2022 10-K
, pp. 14–17
• (3) N/A
• Five of the hotels located in Shanghai and Hong Kong are owned via a joint venture where our ownership is less than 50%.
• Disney Vacation Club offers ownership interest in 15 resort facilities, which are operated as hotel rooms when not occupied by
Vacation Club members.
SV-HL-000.D
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FORWARD-LOOKING STATEMENTS
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SASB INDEX
SDG INDICATORS
The
United Nations Sustainable Development
Goals (SDGs)
are a collection of 17 global goals
intended to provide a shared blueprint to achieve
a better and more sustainable future for all. The
following table provides select examples of how
our corporate social responsibility programs
support most of the SDGs.
UN SDG 1
No Poverty
• We have worked with UNICEF for many years,
and when the humanitarian crisis began in
Ukraine, we leveraged our media platforms to
support UNICEF in helping families displaced
by the conflict. ABC News coverage and on-air
mentions across our networks drove thousands
of viewers to UNICEF’s website, raising more
than $3 million in a few weeks.
• In fiscal 2022, in addition to supporting 30 Feeding America
member food banks to help increase access to fresh produce for
communities that need it most, Disney also supported Feeding
America’s efforts in response to Hurricane Ian. In addition, Disney
continues to help alleviate food insecurity by supporting hunger
relief organizations worldwide. For example, in Latin America,
Disney supports the work of the Global Food Banking Network
and the efforts of food banks in Argentina, Brazil, Chile,
Colombia, and Mexico.
UN SDG 3
Good Health & Well-Being
•
Disney Institute
has trained more than
23,000 hospital workers since 2018. In fiscal
2022, experts from Disney Institute again held
multiple training sessions for KK Women and
Children’s Hospital (KKH) based in Singapore.
The course focused on training hospital staff to
create compassionate connections and meaningful moments
with patients through three service principles: Serve with Heart,
Reach Higher, and Own It. More than 5,000 KKH employees
and leaders from multiple departments were in attendance.
• We continue to offer our Employee Assistance Program (EAP),
which is available to all employees, cast members, and their
family and household members. Our EAP provides 24/7
support and connects participants directly to a licensed
network therapist at no cost.
• Disney hosted our first Global Well-Being Week in 2022,
spotlighting the wide-ranging physical, mental, and financial
benefits we offer while providing employees with easy ways
to take advantage of the benefits.
• In 2022, Disney continued to promote our new Center for
Living Well—Gaea Center for Gynecology, Maternity, and
Fertility—in Orlando. The center provides employees, cast
members, and their partners with comprehensive, connected,
and compassionate care to help navigate their family-
building journeys.
• We are intentional about how we promote healthy foods and
beverages to kids through our
Nutrition Guideline Policy
. These
guidelines apply to our Studio promotions, food and beverage
licensing, third-party advertising on our kids’ networks, and
kids’ meals in Disney Parks. Ongoing reviews of these global
guidelines help us reflect up-to-date dietary guidance and
consider the evolving social and scientific understanding of
children’s physical and digital lives. In fiscal 2022, we continued
to have approximately 100% of food and beverage advertising
on our owned and controlled media platforms oriented to kids
and families meet our Nutrition Guideline Policy.
UN SDG 4
Quality Education
• We made a $1 million contribution to
Exceptional Minds
in fiscal 2022 to help
source, skill, scale, support, and sustain
neurodiverse talent over the next three
years. Our funds will be used for
scholarships, academy faculty, career
support services, and facilities and technology.
• In fiscal 2022, we launched Disney Future Storytellers,
Disney’s commitment to empowering the next generation
of storytellers and innovators. From charitable grants and
programs that provide inspiration and hands-on experience in
arts and science, technology, engineering, and math (STEM)
education for school-age children, to scholarships, mentoring,
and creative and technical skill-building for teens and young
adults, Disney is increasing access to careers in the media,
entertainment, technology, and hospitality industries for youth,
especially for individuals from historically underrepresented or
underserved communities.
• In fiscal 2022, we donated more than 3 million books to
First Book, and since 2000 we’ve distributed more than
90 million books, to help inspire the next generation of
storytellers. We also collaborated with Blue Star Families to
host the 20th
Blue Star Books
event with a reading by First
Lady Dr. Jill Biden. The event was part of the White House’s
Joining Forces initiative to support military and veteran
families, caregivers, and survivors.
• In fiscal 2022, we worked with CARE India to empower
1,400 adolescent girls across 10 schools in Mumbai,
helping them realize their potential to lead a better life.
The program has established 18 vibrant community
learning centers that give girls a space outside of school to
learn and hone their vocational skills. We also worked with
the Parivaar Education Society in India to support 400 girls
with education, boarding, food, medical assistance, sports
and recreation, clothing, and more.
95
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Investing in Our People
Operating Responsibly
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World of Belonging
FISCAL 2022 DATA TABLE
TCFD INDEX
SASB INDEX
FORWARD-LOOKING STATEMENTS
OVERVIEW
SDG INDICATORS
SDG INDICATORS
(continued)
UN SDG 5
Gender Equality
• 45% of our 2023 Director nominees
are women.
• In fiscal 2022, women represented 51% of our
employees worldwide, based on self-reported
information.
• In fiscal 2022, we worked with CARE India to empower
1,400 adolescent girls across 10 schools in Mumbai, helping
them realize their potential to lead a better life. The program
has established 18 vibrant community learning centers that
give girls a space outside of school to learn and hone their
vocational skills. We also worked with the Parivaar Education
Society in India to support 400 girls with education, boarding,
food, medical assistance, sports and recreation, clothing,
and more.
• In fiscal 2022, we launched two new cohorts of the
Women’s Talent Network to enhance careers for Asian
American & Pacific Islander and Latina employees. One
hundred participants joined the pilot across both programs.
UN SDG 6
Clean Water & Sanitation
• In 2022, we continued to implement site-
specific water conservation strategies at our
theme parks and resorts, including using
artificial turf and implementing a sophisticated
irrigation control system at Disneyland Resort
as part of drought-fighting efforts.
• Disneyland Paris is in the process of retrofitting the
showerheads in two hotels with new LED-lit technology
heads that allow guests to adjust their use to help conserve
water. The turbine-powered LED lights change color based
on the amount of water used, moving from blue to green,
yellow, and eventually red when water use exceeds a certain
volume. In a pilot, the new showerheads reduced water use
by an average of 22% per room.
• We are identifying critical regional water issues and are
continuing to collaborate with local stakeholders, such as
industry and nonprofit organizations, to safeguard the overall
health of watersheds as a multiuse sustainable resource.
For example, we support WWF-Hong Kong’s project to foster
innovative approaches, such as the use of water buffalo, to
conserve wetlands in the Shui Hau watershed and increase
water security for local people and wildlife. We also support
The Nature Conservancy’s work in central Florida, including
efforts to address growing freshwater demands, enhance water
quality, improve water supply, and reduce flood risks through
green stormwater infrastructure.
• Our approach to sustainable design helps contribute to
cleaner air, more efficient use of water, and less waste for the
communities in which we operate.
UN SDG 7
Affordable & Clean Energy
• As of fiscal 2022, we commissioned or
announced more than 200 megawatts of
solar capacity.
• In collaboration with the utility serving Walt
Disney World Resort, two 75-megawatt solar
facilities are expected to come online and are
projected to bring the Resort’s renewable energy
consumption up to nearly 40% of its annual total power use.
• Disneyland Paris is continuing the construction of
approximately 50 acres of solar canopies, which will provide
shade and shelter to more than 11,000 parking spaces and are
estimated to generate approximately 36 gigawatt hours of
electricity once fully operational.
• Hong Kong Disneyland has embarked on the next phase of
one of the largest solar panel sites in Hong Kong, installed
at 21 different attractions and buildings.
• Select operations subscribe to high-credibility green power
programs that advance the decarbonization of Disney and our
local communities. For example, Pixar is subscribed to 100%
renewable electricity through East Bay Community Energy.
UN SDG 8
Decent Work & Economic Growth
• Since 2012, Disney has contributed more
than $24 million through our
Supply Chain
Investment Program (SCIP)
to 40 unique
programs in more than 20 countries,
directly benefiting 250,000 workers
and supporting tools that have reached and
benefited 14 million additional workers.
• Our International Labor Standards (ILS) program is informed
by Disney’s
Standards of Business Conduct
,
Human Rights
Policy
(which was updated in 2022), and
Supply Chain
Code of Conduct
, along with a range of other responsible
business expectations.
• Disney Aspire pays 100% of tuition up front at network
schools and is available to ~85,000 eligible hourly full-time
and part-time employees and cast members in the United
States. As of the end of fiscal 2022, ~13,000 employees were
enrolled in Disney Aspire.
• In fiscal 2022, approximately 2.2 million employee learning
sessions were taken online or in person through D Learn,
Harvard Spark, Harvard ManageMentor, and Harvard Leading
Edge—our top learning platforms.
• We increased our mentoring programs from 13 to 35 across
Disney in fiscal 2022. Enrollment in these programs
increased by 44% and mentoring hours increased by 25%
from fiscal 2021.
• In fiscal 2022, to reward the important contributions of
certain job levels below the executive level, Disney expanded
eligibility for participation in our Annual Bonus Plan.
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Operating Responsibly
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World of Belonging
FISCAL 2022 DATA TABLE
TCFD INDEX
SASB INDEX
FORWARD-LOOKING STATEMENTS
OVERVIEW
SDG INDICATORS
SDG INDICATORS
(continued)
UN SDG 10
Reduced Inequalities
• In fiscal 2022, ~60% of our charitable
giving was directed to programs supporting
underrepresented communities.
69
• Disney pledged $5 million to organizations
serving the LGBTQIA+ community through
support for inclusive and respectful workplaces and authentic
representation of LGBTQIA+ in media and entertainment.
• Now in its second year,
Disney on the Yard
continues to build
a community for alumni from Historically Black Colleges and
Universities (HBCUs) and provides meaningful opportunities
for HBCU students who dream of one day working in the
entertainment field. We also joined the Propel Center (an
education hub for HBCUs) as a lead sponsor, and created the
Disney Storytellers Fund at Howard University and Florida
A&M University. Additionally, we continued our long-
standing work with United Negro College Fund (UNCF)
and announced the 2022 Disney UNCF Corporate Scholars.
• Our Heroes Work Here initiative celebrated its
10th anniversary
in 2022 and has resulted in more
than 12,500 veterans being hired across the Company
through the end of 2022.
• In fiscal 2022, we worked with KultureCity, a leading
nonprofit focused on sensory accessibility and acceptance,
to launch sensory-inclusive screenings that cater to
audiences with sensory needs, such as autism.
• ESPN continued to support the Special Olympics USA Games.
In fiscal 2022, more than 5,500 athletes and coaches from all
50 states and the Caribbean united for a week of competition,
sportsmanship, and fun at the at ESPN Wide World of Sports
Complex at Walt Disney World.
• Our
2022 Workforce Diversity Dashboard
,
2022 Content
Representation Dashboard
,
2021 EEO-1 report
, and our
Pay
Ratio Disclosure
are available online.
• In fiscal 2022, we spent more than $800 million with
diverse suppliers, an increase of almost 80% compared to
fiscal 2021. Disney has also increased Company-wide
spending with U.S. veteran– and veteran spouse–owned
businesses to approximately $6.4 million in 2022.
UN SDG 11
Sustainable Cities & Communities
• In fiscal 2022, we gave a total of ~$233 million
in cash and in-kind charitable contributions.
• Through our Disney VoluntEARS program, our
employees and cast members worldwide have
collectively contributed nearly 13 million hours
of service to their communities since the
program was started nearly 40 years ago.
• In fiscal 2022, our disaster relief support included
Hurricane
Ian recovery efforts
, addressing the impacts of wildfires in
Argentina, supporting children and families in Ukraine, and
providing short-term monetary assistance to employees
experiencing hardships—including those impacted by
Hurricane Ian—through the Employee Relief Fund.
• Our approach to sustainable design helps contribute to
cleaner air, more efficient use of water, and less waste for
the communities in which we operate.
UN SDG 12
Responsible Consumption & Production
• In fiscal 2022, we diverted 58% of total Company
operational waste from landfills and incineration.
• Disney Cruise Line intends to be free of
single-use plastics by 2025. Examples include
introducing alternatives to plastic merchandise
bags and guest laundry bags, disposable cutlery,
cold beverage lids, and even plastic drink garnish sticks. In
addition, to encourage the use of reusable water bottles, refill
stations have been installed on all ships and Castaway Cay.
• In 2022, we introduced a new requirement prohibiting the use
of per- and polyfluoroalkyl substances—known as PFAS—in
consumer products developed, sourced, and distributed by a
Disney entity.
• Disneyland Paris offered guests limited-edition tote bags,
duffel bags, briefcases, and pouches for purchase, which were
made from a recycled tarp that previously covered Sleeping
Beauty Castle
during renovation work.
• Our Product Integrity function oversees Disney’s safety policies,
procedures, and operating requirements for physical products
containing Disney intellectual property across the enterprise.
Disney requires that licensees and vendors contractually commit
to follow sensible, reasonable, and proper procedures for verifying
that Disney-branded products comply with applicable safety
regulatory requirements and any additional requirements that
may be specified by Disney. We also have policies to manage the
use of chemicals in products, and in fiscal 2022 we updated our
Supply Chain Code of Conduct to include “Quality and Safety.”
UN SDG 13
Climate Action
• We are committed to achieving net zero
GHG emissions for direct operations by 2030,
including reducing our absolute Scope 1 and
Scope 2 GHG emissions by 46.2% by 2030,
against a 2019 baseline.
70
• We are committed to reducing Scope 3 emissions in line
with a “well below 2°C” scenario by 2030.
• The
Disney Wish
set sail in fiscal 2022 and was designed
to be among the most energy-efficient cruise ships on the
water. The
Disney Wish
was primarily powered by liquefied
natural gas in fiscal 2022, which, when compared
to traditional diesel or marine fuel, significantly reduces
several emissions and pollutants.
• In fiscal 2022, ABC News’ dedicated climate unit
highlighted people and organizations making an impact
in
Hidden Climate Heroes
and took an in-depth look at the
causes and risks of climate change in a monthlong series,
Climate Crisis: Saving Tomorrow
. The unit also teamed up
with
Teen Vogue
to explore teenagers’ growing concerns
about climate change and the effects on their mental health.
• Through National Geographic, Disneynature, and our other
content platforms, Disney enjoys a rich and growing library
of programming that connects audiences with the wonders
of our natural world and inspires action to create a cleaner,
safer, and healthier planet. In 2022, our broad portfolio of
nature-focused stories included Disneynature’s
Polar Bear
and National Geographic’s
Explorer: The Last Tepui
,
Secrets
of the Whales
, and
The Biggest Little Farm: The Return
.
69 See footnote 3 on p.
12
.
70
See footnote 8 on p.
31
.
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Operating Responsibly
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World of Belonging
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SASB INDEX
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OVERVIEW
SDG INDICATORS
SDG INDICATORS
(continued)
UN SDG 14
Life Below Water
• Responsible selection and sourcing of
seafood is important to our business, to
the livelihoods of the fishing industry
worldwide, and to the health of the planet
for future generations. In fiscal 2022, our
U.S. parks, resorts, and cruise line sourced
nearly 100% sustainable seafood.
71
• Disney Conservation Team Wildlife has provided leadership
and expertise to support the Orlando-based Florida Coral
Rescue Center. This state-of-the-art facility was established
for gene banking and care of Florida corals rescued from
reefs not yet affected by Stony Coral Tissue Loss Disease,
which has put 22 coral species at risk of extinction. In April
2022, the first reported spawning of rough cactus coral in
human care took place at the Center.
• As part of the $5 million we have invested since 1995
to help sea turtle conservation efforts globally, in
2022, the Disney Conservation Fund supported a new
mentorship and career training program hosted by the
Sea Turtle Conservancy to spark passion for sea turtle
conservation among central Florida youth from diverse
and underserved communities.
• In fiscal 2022, our sea turtle efforts reached an important
milestone. Disney Conservation Team Wildlife celebrated
1.5 million sea turtles hatched from nests monitored by
our team at Disney’s Vero Beach Resort since 2003.
• Several of our businesses supported beach cleanup events
in fiscal 2022. In honor of World Ocean Day on June 8th,
30 Disney VoluntEARS and family members took part in
a beach cleanup in Guangzhou, China. For International
Volunteer Day, VoluntEARS from Shanghai Disney Resort
supported beach cleanup in Chongming Island, Shanghai.
UN SDG 15
Life On Land
• Disney Conservation Fund has invested more
than $120 million—along with the expertise
of dedicated teams—in community-led
biodiversity conservation efforts since 1995 to
help protect more than 1,000 species of wildlife
and safeguard more than 315 million acres of habitat—an
amount equal to more than 10,000 Walt Disney World Resorts.
• To help increase the Western monarch butterfly population,
more than 400 Disney VoluntEARS across the United States
planted butterfly-friendly backyard environments in 2022.
• Our Disney team based in India began supporting Wildlife
SOS’s efforts in 2021 and continued support throughout 2022
to rescue and rehabilitate elephants illegally taken from the
wild. To date, more than 40 elephants have been given care
and medical treatment at Wildlife SOS’s Elephant Hospital and
Elephant Conservation and Care Centre, established in 2010
and the first center of its kind in northern India.
• At Disney’s Animal Kingdom Theme Park, we celebrated the
birth of the 13th white rhino born at Walt Disney World Resort—
an important milestone made possible by the dedication and
care of Disney scientists, veterinarians, and keepers.
• In December 2021, Disney’s Animal Kingdom celebrated the
41st birthday of Gino, the oldest western-lowland gorilla at
Walt Disney World Resort. He is one of the first gorillas in the
world to allow his caretakers to perform cardiac ultrasounds
without anesthesia, an important step in the advancement of
care for his species, and more broadly for animal care and
gorilla conservation globally.
• National Geographic has been actively caring about our
planet for well over a century. Today, National Geographic
Partners—a joint venture between The Walt Disney Company
and nonprofit National Geographic Society—continues this
legacy. We return 27% of the net proceeds from our National
Geographic lines of business to fund conservation, education,
and sustainability projects.
UN SDG 16
Peace, Justice & Strong Institutions
• We strive to conduct our business in accordance
with high standards of business ethics and comply
with applicable laws, rules, and regulations
wherever we operate.
• Our
Standards of Business Conduct
apply to
all employees and provide resources and tools
to promote ethical conduct and compliance with the law.
Our Board of Directors is also held accountable to these
principles, as well as our
Code of Business Conduct and
Ethics for Directors
.
UN SDG 17
Partnerships For The Goals
• We maintain relationships with the
stakeholders and communities we serve
through ongoing dialogue. We work with a
variety of stakeholders representing diverse
perspectives—including consumers,
employees, industry and business
collaborators, nonprofit and social impact organizations, and
shareholders—as we believe this can enhance our ability to
identify opportunities and, in some cases, solutions to some
of our most pressing challenges. We also engage on policy
issues both directly and through industry associations on
issues relevant to our businesses. Ongoing and responsive
engagement with key stakeholders continues to inform our
CSR strategy, goals, and initiatives.
• We collaborate with several initiatives and organizations
to address environmental and social priorities. See p.
30
and p.
71
for examples.
71
See footnote 10 on p.
34
.
98
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
FISCAL 2022 DATA TABLE
TCFD INDEX
SASB INDEX
FORWARD-LOOKING STATEMENTS
OVERVIEW
SDG INDICATORS
FORWARD-LOOKING STATEMENTS
Certain statements in this communication may be deemed
to be “forward-looking statements” within the meaning of
the Federal Private Securities Litigation Reform Act of
1995, including statements regarding our plans; beliefs;
expectations; continuation or future execution of initiatives,
programs, activities, policies, or disclosures; strategies;
goals; objectives; intentions; commitments; pledges;
priorities; targets; and other statements that are not
historical in nature. These statements are made on the
basis of management’s views and assumptions regarding
future events and business performance as of the time the
statements are made. Management does not undertake
any obligation to update these statements. Actual results
may differ materially from those expressed or implied. Such
differences may result from actions taken by the Company,
including restructuring or strategic initiatives (including
capital investments, asset acquisitions or dispositions,
integration initiatives, new or expanded business lines, or
cessation of certain operations), our execution of our
business plans (including the content we create and IP we
invest in, our pricing decisions, our cost structure and our
management and other personnel decisions), or other
business decisions, as well as from developments beyond
the Company’s control, including:
• further deterioration in domestic and global
economic conditions;
• deterioration in or pressures from competitive
conditions, including competition to create or
acquire content and competition for talent;
• consumer behavior and consumer preferences and
acceptance of our content, offerings, pricing model
and price increases, and the market for advertising
sales on our DTC services and linear networks;
• health concerns and their impact on our
businesses and productions;
• global economy-wide transitions and availability
of economically feasible solutions;
• international, regulatory, political, legal,
or military developments;
• technological developments;
• labor markets and activities;
• adverse weather conditions or natural
disasters and environmental developments; and
• availability of content.
Each such risk includes the current and future
impacts of, and is amplified by, COVID-19 and related
mitigation efforts. Such developments may further
affect entertainment, travel, and leisure businesses
generally and may, among other things, affect
(or further affect, as applicable):
• our operations, business plans, or profitability;
• demand for our products and services;
• the performance of the Company’s content;
• our ability to create or obtain desirable content
at or under the value we assign the content;
• the advertising market for programming;
• construction;
• income tax expense;
• expenses of providing medical and pension
benefits; and
• performance of some or all Company
businesses, either directly or through their
impact on those who distribute our products.
Additional factors are set forth in the Company’s
Annual Report on Form 10-K for the year ended
October 1, 2022, including under the captions “Risk
Factors,” “Management’s Discussion and Analysis,” and
“Business”; quarterly reports on Form 10-Q, including
under the captions “Risk Factors” and “Management’s
Discussion and Analysis of Financial Condition and
Results of Operations”; and subsequent filings with
the Securities and Exchange Commission.
99
Data & Reporting Frameworks
Our Approach
Introduction
World of Hope
Investing in Our People
Operating Responsibly
Table of Contents
World in Balance
World of Belonging
FISCAL 2022 DATA TABLE
TCFD INDEX
SASB INDEX
SDG INDICATORS
OVERVIEW
FORWARD-LOOKING STATEMENTS
LEARN MORE:
TheWaltDisneyCompany.com
Impact.Disney.com