Coast Entertainment Holdings Ltd · ASX:CEH
Coast Entertainment — Shareholder Meeting (November 2026)
34 slides from Coast Entertainment's shareholder meeting presentation, Nov 3, 2026
Slide 1: Annual General Meeting
ANNUAL GENERAL MEETING 3 November 2026 10:00am AEST / 11:00am AEDT 1
Slide 2: Dr Gary Weiss AM – Chairman
DR GARY WEISS AM – CHAIRMAN 2
Slide 3: Agenda
AGENDA Chairman’s Address Chief Executive Officer Presentation FY26 Recap and Trading Update Corporate strategy Capital management framework Unlocking the potential of CEH’s landholdings Development funding and timeline Formal Business of the Meeting Closing 3 3
Slide 4: Key Highlights
KEY HIGHLIGHTS A return to net profit, with strong growth across every key operating metric Strong Theme Parks & Attractions performance despite ongoing macroeconomic headwinds Ticket sales1 up 33.0% (+24.0% LFL2) Total visitation of 2.0 million, up 29.3% (+26.5% LFL) Operating revenue of $1
Slide 5: Greg Yong – Group CEO
GREG YONG – GROUP CEO 5
Slide 6: Operational Highlights
OPERATIONAL HIGHLIGHTS Delivery across earnings, guest experience, safety and the landholding PROFITABILITY IN-PARK REVENUE POSITIVE CASH FLOWS NEW ATTRACTION NEW PRODUCT 4th consecutive positive Record F&B and Retail Positive operating cash Opened King Claw on time Successful introduction of EBITDA
Slide 7: Theme Parks & Attractions Results
THEME PARKS & ATTRACTIONS RESULTS EBITDA margin excluding specific items up 7.3 points to 16.1%, the highest since FY16 Reported Reported Pro forma Theme Parks & Attractions delivered another strong year despite ongoing FY26 FY25 FY25 LFL macroeconomic headwinds, underpinned by continued positive A$
Slide 8: FY27 YTD Trading Update (Unaudited)
FY27 YTD TRADING UPDATE (UNAUDITED) Visitation up 18.4% and revenue up 12.5% Revenue excluding Specific Items September 2026 YTD continued to demonstrate resilient trading, with growth moderating as the business cycled a strong comparative and navigated a more challenging consumer environment: FY2
Slide 9: Ten-Year Performance
Despite lower attendance and revenue recognition changes, revenue exceeded FY16 TEN-YEAR PERFORMANCE Market segment +33% The Strong Opportunity demand from local to come markets, underpinned by +11% COVID impacted +3% significant capital investment, Our FY26 product innovation and attendance guest o
Slide 10: CEH Strategic Framework
CEH STRATEGIC FRAMEWORK We are executing against a clear strategy as we move into FY27 to capture that opportunity Our Purpose Our Guiding Compass Our Ambition Creating moments that matter Safety Experience Highest guest Long-term TSR Exceed defined through unforgettable shared rated Australian 10%
Slide 11: Operational Strategic Initiatives
OPERATIONAL STRATEGIC INITIATIVES Experience Reach In-park AI operations This operational strategy plays out in a roadmap of tightly defined initiatives Multichannel and Simplify ordering for FY27 New ride: Lost Mine Mayhem multimarket strategy Increased impulse purchases and improve throughput 11
Slide 12: Market Trading at a 55% Discount to Independent Valuations
MARKET TRADING AT A 55% DISCOUNT TO INDEPENDENT VALUATIONS The Board is focused on closing the gap between market pricing and fundamental value Contributors to stock undervaluation: Market valuation of CEH shares Asset valuations Uncertainty on Coomera land value realisation — Recent DA approval g
Slide 13: Barrenjoey Engagement
BARRENJOEY ENGAGEMENT External financial and strategic assessment of options to optimise value for shareholders STRATEGIC ALTERNATIVES VALUE REALISATION Evaluate alternative pathways for Explore highest and best use value realisation LAND APPROVAL opportunities unlocked by the recent land approv
Slide 14: Capital Management Framework
CAPITAL MANAGEMENT FRAMEWORK Closing this gap requires investing for growth through a highly disciplined capital management framework POTENTIAL AVAILABLE CAPITAL Available cash | Operating cash flow | Debt funding | Partner capital | Monetise other assets PRIORITY, IN ORDER DISCIPLINE APPLIED PROTEC
Slide 15: Integrated Entertainment Destination
INTEGRATED ENTERTAINMENT DESTINATION An integrated entertainment destination gives guests more reasons to come, stay longer and spend more turning the park into a year-round destination Unlocking land by expanding from theme What is an integrated entertainment destination? park into an integrated de
Slide 16: Proven Model: Global Destination Resorts
PROVEN MODEL: GLOBAL DESTINATION RESORTS Integrated parks are a proven concept across multiple global markets Shanghai Disney Resort Universal Orlando Resort Welcomed its 100 millionth guest in October 2025, just over Expanded to 11 hotels (~11,000 rooms ) following the nine years after opening
Slide 17: Proven Model: Regional Theme Parks
PROVEN MODEL: REGIONAL THEME PARKS Destination development at regional parks is both the standard and the aspiration Benchmark theme parks, 1–3 million attendance Operators are adding hotels to build multi-day destinations Number of benchmark parks, by region Plans to double resort revenue share fro
Slide 18: Proven Model: Regional Theme Parks
PROVEN MODEL: REGIONAL THEME PARKS Tier 1 regional parks have successfully used destination development as a primary growth driver LOCAL BENCHMARK Europa-Park DE Parc Astérix FR Efteling NL Liseberg SE Sea World Resort AU Six themed hotels Three hotels currently Wonder Hotel – 122 rooms Gran
Slide 19: Proven Model: Regional Theme Parks
PROVEN MODEL: REGIONAL THEME PARKS The international results are already proven Global precedents highlight the opportunity to expand visitor catchments, encourage longer stays and drive incremental revenue “Building new accommodation at our “The strongest destination businesses “We were excited abo
Slide 20: Strategic Location
STRATEGIC LOCATION Its unique location in the heart of a tourism precinct and population catchment suggest outperformance of an integrated destination at Dreamworld Supply & demand conditions suggest this may be Australia’s most compelling hotel opportunity Demand already on site, Dreamworld attenda
Slide 21: Integrated Entertainment Destination at Dreamworld
INTEGRATED ENTERTAINMENT DESTINATION AT DREAMWORLD Unlocking the value of the land is being thought about across four precincts 1 3 CONCEPTUAL LAND ENTERTAINMENT, THEME PARK TRANSFORMATION DINING & RETAIL 2.0M visits Growing Leisure-focused Specialist third FY26, up 29.3% every year since FY21 ED&R
Slide 22: Barrenjoey Review
BARRENJOEY REVIEW The Barrenjoey review evaluated a broad range of land related options, concluding development of the Hotel & ED&R the superior option Barrenjoey review process Alternatives reviewed Proposed pathway - Develop Hotel and ED&R Review development approval to Hotel Develop, own and oper
Slide 23: Dreamworld Theme Park, Hotel and New Central Arrival Sequence
Dreamworld branded hotel Dreamworld theme park Existing engine, with capacity for future Four-star family themed hotel growth without footprint expansion New central arrival sequence Entertainment, dining & retail One shared arrival for hotel, theme park Large tenancies with themed facades Entry to
Slide 24: Funding Strategy
FUNDING STRATEGY The proposed funding strategy will leverage, and not dilute shareholder funds No equity raise Leverage accretive Maximise value of Protecting the core to returns non-core land No dilution to existing Debt funding enhances equity Options for future monetisation of The theme parks rem
Slide 25: Next Steps
NEXT STEPS We will take a staged approach to making disciplined investment decisions A rigorous, staged process allows CEH to validate economics before committing significant capital INDICATIVE DEVELOPMENT TIMELINE Subject to feasibility, funding and investment decisions 2026 2027 2028–2030 2030-203
Slide 26: Investment Summary
Investment summary The integrated entertainment destination is the most value-accretive use of our land and capital Alternatives assessed Proven growth model Preferred pathway Significant value accretion Development, partnership, land Leading regional parks have Dreamworld's location, 2 million Incr
Slide 27: Key Takeaways
KEY TAKEAWAYS We are optimistic about the future of CEH Earnings compounding, FY26 Theme Parks & Attractions EBITDA (excluding Specific Items) of $18.8 million, a fourth consecutive year of improvement. FY26 revenue of $116.5 million, up 20.8%. Deferred revenue four years running of $20.2 million, u
Slide 28: Formal Business
FORMAL BUSINESS 28
Slide 29: Consideration of Reports
Consideration of Reports To receive and consider the Annual Financial Report, the Directors’ Report and the Independent External Auditor’s Report for the Company for the financial year ended 30 June 2026 29
Slide 30: Resolution 1: Remuneration Report
Resolution 1: Remuneration Report That the Company’s Remuneration Report for the year ended 30 June 2026 be received, considered and adopted Proxy Proxy Number % For 160,710,163 97.55% Open 177,034 0.11% Against 3,854,303 2.34% Abstain 6,599,114 30
Slide 31: Resolution 2: Re-election of Director
Resolution 2: Re-election of Director That Dr Gary Weiss AM, who retires by rotation in accordance with Clause 6.1(f) of the Company’s Constitution, and being eligible for re-election, be re-elected as a Director Proxy Proxy Number % For 202,434,443 92.75% Open 112,034 0.05% Against 15,719,471 7.20%
Slide 32: Resolution 3: Re-election of Director
Resolution 3: Re-election of Director That Randy Garfield, who retires by rotation in accordance with Clause 6.1(f) of the Company’s Constitution, and being eligible for re-election, be re-elected as a Director Proxy Proxy Number % For 213,818,345 97.96% Open 112,034 0.05% Against 4,344,444 1.99% Ab
Slide 33: Thank You
THANK YOU 33
Slide 34: Important Notice and Disclaimers
IMPORTANT NOTICE AND DISCLAIMERS 1. Proposed land development 2. General information 3. Forward looking statements Coast Entertainment Holdings Limited (CEH) This presentation has been prepared by CEH and This presentation contains forward looking continues to assess all of the options available to
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