THE WALT DISNEY COMPANY | Introduce family- first entertainment policy at THE WALT DISNEY COMPANY

Status
Omitted
Previous AGM date
Resolution details
Company ticker
DIS
Lead filer
Individual
Resolution ask
Adopt or amend a policy
ESG theme
  • Governance
ESG sub-theme
  • Other
Type of vote
Shareholder proposal
Filer type
Shareholder
Company sector
Consumer Discretionary
Company HQ country
United States
Resolved clause
Resolved: Shareholders request that the Board of Directors adopt and disclose a formal policy to prioritize family-friendly entertainment across The Walt Disney Company’s content, theme parks, and partnerships. This policy should mandate strategic partnerships with family-oriented brands, metrics to measure family audience engagement, and a commitment to refocus creative output on wholesome, child-centric experiences to restore Disney’s market leadership.
Supporting statement
Supporting Statement: Disney’s legacy as the world leader in family entertainment drove unmatched shareholder value, but recent missteps have eroded this position. Theme park attendance and satisfaction have declined, with Universal’s Super Nintendo World and Epic Universe drawing millions by blending family-focused brands with gaming and immersive experiences, sparking joy that Disney’s recent divergence from a familycentered approach has since lost. Universal’s park expansions, per industry reports, are on pace to reduce Disney’s Florida park revenue by 10% within a year, which poses a big threat to shareholder value. Furthermore, emerging brands like the Savannah Bananas have capitalized on Disney’s recent divergence from family-first branding by meeting the demand for joyful, inclusive entertainment that Disney once provided. The Savannah Bananas and the "Banana Ball" baseball brands thrive by exposing gaps in Disney’s offerings; ironically in this case, even by using what Disney once stood for to profit. In this manner, competitor brands have put family first as Disney once did and used Disney’s former values to achieve mass monetary success at Disney’s expense. Even box office struggles link back to Disney losing its family-first focus. Failed films like Snow White, The Marvels, Wish, and more further reflect a dire abandonment of Disney’s family-first roots, risking further market share loss. As a shareholder with a Harvard summa cum laude degree and a JD/MBA from Harvard; leadership experience as a public company CEO and board director in launching the NASDAQ-listed media SPAC Iron Horse Acquisitions Corp.; experience as a corporate transactions attorney; and global business development experience at Sony, I have witnessed how strategic focus on family audiences drives value. My work structuring high-value media deals and SPAC mergers underscores the need for Disney to forge partnerships with family-first brands like the Bananas and prioritize content that November 4, 2025 Page 3 resonates with children and families. A formal policy would mitigate competitive risks, enhance brand trust, and boost returns, as seen in peers adopting similar strategies. Shareholders urge the Board to vote FOR this proposal to restore Disney’s magic and secure long-term value

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