Investor Presentation April 2014 2 Forward Looking Statements - - PowerPoint PPT Presentation

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Investor Presentation April 2014 2 Forward Looking Statements - - PowerPoint PPT Presentation

Investor Presentation April 2014 2 Forward Looking Statements Important Information Regarding Forward-Looking Statements This presentation contains, or may contain, forward - looking statements concerning Boyd, which are subject to the


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Investor Presentation

April 2014

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SLIDE 2

Forward Looking Statements

Important Information Regarding Forward-Looking Statements

This presentation contains, or may contain, “forward-looking statements” concerning Boyd, which are subject to the safe harbor provisions created by the Private Securities Litigation Reform Act of

  • 1995. Generally, the words “believe,” “anticipate,” “expect,” “may,” “should,” “could,” and other future-oriented terms identify forward-looking statements. Forward-looking statements include, but

are not limited to, statements relating to the following: Boyd’s improving balance sheet and its ability to pursue future growth acquisitions; the predictable and stable competitive markets in which Boyd operates; being well positioned to be a leader in online gaming, especially in New Jersey through the Borgata, and continued revenue growth due to the maturation of the online gaming market; market opportunities for online gaming in various other states; being positioned to continue to reduce leverage with significant cash flow; continued availability of free cash flow from the Peninsula acquisition; the considerable upside in Boyd’s Las Vegas Locals segment; improving macro trends impacting the Las Vegas market; operations in Boyd’s Midwest & South region being solid, with consistent free cash flow generation and continued positive outlook, with expectations of year over year growth in the second half of 2014; improvements from the introduction of Penny Lane and B Connected to more Boyd properties;; future increases in the downtown Las Vegas market resulting from downtown revitalization efforts; the statements on the slides titled “Pursuing Long- Term Growth Opportunities—Online Gaming is Substantial Opportunity to Grow and Diversify Our Business”,” “Online Gaming: A Substantial Opportunity to Grow and Diversify our Business” and “Pursuing Long-Term Growth Opportunities—Growth Pipeline in Attractive Markets. These forward-looking statements are based upon the current beliefs and expectations of management and involve risks and uncertainties that could cause actual results to differ materially from those expressed in the forward-looking statements. Many of these risks and uncertainties relate to factors that are beyond Boyd’s ability to control or estimate precisely and include, without limitation: risk related to the intense competition that exists in the gaming industry; risk related to the overall strength

  • f the economies or regions from which Boyd draws its customers; risks associated with Boyd’s expansion, development and renovation projects, which are inherent in expansion, development or

construction of new or existing projects; risk that any of Boyd’s projects may not be completed, if at all, on time or within established budgets, or that any project will result in increased earnings; risk that significant delays, cost overruns, or failures of any of Boyd’s projects to achieve market acceptance could have a material adverse effect on its business, financial condition and results of

  • perations; risk that Boyd’s projects may not help it compete with new or increased competition in its markets; risk that new gaming licenses or jurisdictions become available (or offer different

gaming regulations or taxes) that results in increased competition to Boyd; risk that the expansion of internet gaming in other jurisdictions could increase competition for our traditional operations; risks associated with owning real property; risks associated with challenges to legalized gaming; risk that the actual fair value for assets acquired and liabilities assumed from any of our acquisitions differ materially from Boyd’s preliminary estimates; risk that negative industry or economic trends, reduced estimates of future cash flows, disruptions to our business, slower growth rates or lack of growth in our business, may result in significant write-downs or impairments in future periods; risks associated with growth and acquisitions, including our ability to identify, acquire, develop or profitably manage additional companies or operations or successfully integrate such companies or operations into our existing operations without substantial costs, delays or other problems; the risk that Boyd may not receive gaming or other necessary licenses for new projects or that regulatory authorities may revoke, suspend, condition or limit our gaming or other licenses, impose substantial fines and take other adverse actions against any of our casino operations; Boyd’s inability to select the new joint venture partner for Borgata and the possibility that a new operating agreement will be entered into with the new venture partner, which could result in changes to Borgata's ongoing operations; risks related to the ability to refinance outstanding indebtedness; risks related to compliance with existing financial covenants in Boyd’s financings; uncertainties in the global economy and credit markets; rates of change in, margins, market share, capital expenditures, revenue and operating expenses generally; volatility in quarterly results and in the stock price of Boyd; access to capital markets; the sufficiency of Boyd’s financial resources to support future business activities (including but not limited to operations, investments, debt service requirements and capital expenditures); the impact of legal proceedings; and other risks and uncertainties, including those detailed from time to time in Boyd’s periodic reports (whether under the caption Risk Factors or Forward Looking Statements or elsewhere). Boyd can give no assurances that such forward- looking statements will prove to have been correct. The reader is cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. Neither Boyd nor any other person undertakes any obligation to update or revise publicly any of the forward-looking statements set out herein, whether as a result of new information, future events

  • r otherwise, except to the extent legally required. Nothing contained herein shall be deemed to be a forecast, projection or estimate of the future financial performance of Boyd. No statement in

this announcement should be interpreted to mean that the revenues, EBITDA, profits, margins or cash flows of Boyd for the current or future financial years would necessarily match or exceed the historical published figures, or that its debt, interest expenses and other expenses would necessarily match or be lower than the historical published figures.

Non-GAAP Financial Measures

Regulation G, "Conditions for Use of Non-GAAP Financial Measures," prescribes the conditions for use of non-GAAP financial information in public disclosures. Reconciliations of non-GAAP financial measures to GAAP can be found in our earnings releases for the periods referenced in this document. Our earnings releases can be found in the investor relations section of our website at www.boydgaming.com. We do not provide a reconciliation of forward-looking non-GAAP financial measures due to our inability to project special charges and certain expenses.

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SLIDE 3

Executing Our Strategic Plan

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Improving Core Operations to Enhance Margins and Operating Leverage

  • Strong focus on operating margins; proven tracks record with Las Vegas Locals
  • Successful refinements to slot product, marketing
  • Operating leverage creates potential for significant EBITDA growth

Pursuing Long-Term Growth Opportunities

  • Leader in domestic online gaming
  • Development agreements in N. California, S. Florida
  • Financially well positioned to pursue strategic acquisitions

Strengthening the Balance Sheet to Add Flexibility and Enable Growth

  • Sold 87 acres of non-core land on the Las Vegas strip enhancing profit and sold non-core Dania Jai-Alai

increasing profit by $20 million annually

  • Issued $220 million of equity
  • Paid down $525 million in debt in 2013; extended maturities and reduced interest expense

Diversifying through Strategic Acquisitions

  • Peninsula Gaming: Significantly diversified operations, expands free cash flow
  • IP: Acquired market-leading asset at an attractive multiple
  • Proven track record of deploying best-practices to enhance efficiencies and growth
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SLIDE 4

Poised for Growth

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  • Industry-leading gaming company with a diverse asset base in attractive markets
  • Well positioned to expand as the market leader in online gaming
  • Industry leading B Connected loyalty program drives enhanced revenues and customer loyalty
  • Highly levered to an economic recovery – particularly in Las Vegas
  • Experienced management team with successful acquisition track-record
  • Strong free cash flows and improving balance sheet increases flexibility and growth opportunities
  • Exceptional flow through as the economy recovers
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SLIDE 5

Investment Thesis

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2. Strong, stable free cash flow generation coupled with high equity return capital structure 5. Pursuing attractive long-term growth opportunities 3. Increased operating leverage as a result of improved cost structure 4. Successful track record of accretive acquisitions 1. Geographically diverse portfolio with high quality assets in attractive markets

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SLIDE 6

Investment Thesis

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2. Strong, stable free cash flow generation coupled with high equity return capital structure 5. Pursuing attractive long-term growth opportunities 3. Increased operating leverage as a result of improved cost structure 4. Successful track record of accretive acquisitions 1. Geographically diverse portfolio with high quality assets in attractive markets

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SLIDE 7

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High Quality Assets and Superior Customer Service

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High Quality Portfolio with Broad Geographic Span

  • 21 wholly-owned properties and one joint venture across 8 states
  • High quality properties in every market the Company operates
  • Over 31,000 slot machines, 750 table games and 11,000 hotel rooms
  • Industry-leading B Connected customer loyalty program
  • Strong focus on operating margins
  • Successful refinements to slot product, marketing
  • Operating leverage creates potential for significant EBITDA growth
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SLIDE 8

Predictable and Stable Competitive Markets

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Boyd Gaming Legacy Properties Recent Acquisitions

Las Vegas Locals

  • Sam's Town Hotel and

Gambling Hall

  • Suncoast Hotel and

Casino

  • The Orleans Hotel and

Casino

  • Gold Coast Hotel and

Casino

  • Jokers Wild Casino
  • Eldorado Casino

Downtown Las Vegas

  • California Hotel and Casino
  • Fremont Hotel and Casino
  • Main Street Station Casino

Brewery Hotel Kansas Star Diamond Jo Worth Diamond Jo Dubuque Blue Chip Casino Hotel Spa Par-A-Dice Hotel Casino Evangeline Downs Amelia Belle Delta Downs Racetrack Casino Hotel Treasure Chest Casino IP Casino Resort Spa Sam’s Town Hotel and Casino Shreveport Sam’s Town Hotel and Gambling Hall Tunica Borgata Hotel Casino and Spa

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SLIDE 9

Industry-Leading Loyalty Program: B Connected

  • B Connected has become the Company’s unifying brand, recognizing and rewarding

customer loyalty and providing incentives to visit Boyd Gaming casinos across the country

  • Provides Boyd’s guests highly personalized and constantly updated information and offers

that generate better customer experiences and greater loyalty to the Company’s brands

  • Allows for data-driven marketing model
  • Robust online and mobile presence
  • Key social media elements further enhance customer engagement with the Company,

properties, and B Connected brand

  • Continues to be a key driver of growth for the Company and will further be strengthened

when introduced at the Peninsula properties in the near future

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Consistent Target Customer Across Markets – Increasing Loyalty

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SLIDE 10

Investment Thesis

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5. Pursuing attractive long-term growth opportunities 3. Increased operating leverage as a result of improved cost structure 4. Successful track record of accretive acquisitions 1. Geographically diverse portfolio with high quality assets in attractive markets 2. Strong, stable free cash flow generation coupled with high equity return capital structure

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SLIDE 11

Strong, Stable Free Cash Flow Generation

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Free Cash Flow Trends Free Cash Flow Yield(1)

Adjusted EBITDA

  • Improved operating leverage and

favorable acquisitions have increased Adjusted EBITDA by 45% since 2010

  • Significant upside due to economic

recovery and high flow through Maintenance capital expenditures

  • Well maintained properties that

require minimal capital expenditures Lowered Interest Expense

  • Refinanced balance sheet in 2013

reducing projected cash interest expense by $60 million annually and extended maturities Cash taxes

  • Cumulative net operating loss carry-

forward of approximately $1.1 billion

1) Projections as of March 5, 2013

Projected Free Cash Flow 2014 (in millions) Projected EBITDA (Guidance Mid-Point) 615 $ Less: Projected maintenance capex (125) $ Less: Projected cash taxes

  • $

Less: Projected cash interest expense (265) $ Projected Free cash flow 225 $ Market cap (as of 12/31/13) 1,218 $ Projected Free cash flow yield 18.5%

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SLIDE 12

Strengthening the Balance Sheet

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Continued Focus on Deleveraging

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$4,300 $4,400 $4,500 $4,600 $4,700 $4,800 $4,900 $5,000 December 2012 March 2013 June 2013 September 2013 December 2013 Outstanding Debt

Reduced debt by $525 million and interest expense by over $60 million Enhanced Flexibility and Positioned for Growth ($ in millions)

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SLIDE 13

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Significant EBITDA Potential on Modest Revenue Increases

Debt Debt Market Cap Market Cap

Current Future

Debt Reduction Impact of EBITDA Growth

($ in millions)

Increase in Revenue EBITDA Impact*

1% $17 2% $35 3% $52

* Assumes 60% flow through to EBITDA

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SLIDE 14

Investment Thesis

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5. Pursuing attractive long-term growth opportunities 4. Successful track record of accretive acquisitions 1. Geographically diverse portfolio with high quality assets in attractive markets 2. Strong, stable free cash flow generation coupled with high equity return capital structure 3. Increased operating leverage as a result of improved cost structure

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SLIDE 15

 Considerable improvement in 2013  Key economic data improving  Upside in 2014 and beyond  Stable business due to loyal Hawaiian customer base  Incremental upside from Downtown revitalization efforts  Improved yield management of charter operations in 2013  Operations strong despite declines due to weakened consumer spending  Focused on operating margins and cost management  Strong flow-through potential as consumer confidence builds and revenues recover  Dominant market position and strong regional presence  Continues to build market share and brand strength  Established as the leader in real money online gaming  Upside potential as online gaming builds momentum and property tax cases are resolved

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Improving Core Operations - Enhancing Margins & Operating Leverage

Positioned for substantial EBITDA growth through increased operating leverage

Las Vegas Locals Downtown Las Vegas Midwest & South and Peninsula Borgata

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SLIDE 16

 Fourth straight quarter of year-over-year EBITDA improvement in 2013 (7% Annual Growth Rate)  EBITDA results driven by improved operating margins  Loyal core customer base  Successful and unique Penny Lane product offering is driving incremental visitation and spend per visit  Substantial flow-through opportunity with refined operations  Considerable upside opportunity with improving local economic trends (housing prices, employment, wages) in Las Vegas market

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Significant Improvement in Las Vegas Locals in 2013

Positioned for substantial EBITDA growth through increased operating leverage

Improving Core Operations - Enhancing Margins & Operating Leverage

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SLIDE 17

Las Vegas Locals Key Economic Data Improving

Source: Las Vegas Convention & Visitors Authority, Home Builders Research Inc, Moody’s Analytics, Nevada Department of Taxation.

YoY Change in Clark County Taxable Retail Sales

YoY Change in Single Family Home Prices YoY Change in Employment Rate

  • The Las Vegas economy experienced significant impact

resulting from the financial crisis and general macro economic pressures

  • However, the Las Vegas economy has seen signs of

stabilization and recovery in recent quarters

  • Las Vegas existing home prices rose 19.7% year-over-year

2013

  • Employment rate is trending positive; unemployment

decreased to 8.9% in December 2013 from a peak of 14.6% in July 2010

  • At the close of 2013, the Las Vegas housing market was

characterized by rising price points and limited availability

  • Clark County taxable retail sales trending positive with year
  • f year growth beginning in 2011 and continuing since

(6.0%) (4.0%) (2.0%) 0.0% 2.0% 4.0% 2007 2008 2009 2010 2011 2012 2013 Change in Employment Rate

  • 50.0%
  • 40.0%
  • 30.0%
  • 20.0%
  • 10.0%

0.0% 10.0% 20.0% 30.0% 40.0% 2007 2008 2009 2010 2011 2012 2013 Median Existing Home Price

(20.0%) (15.0%) (10.0%) (5.0%) 0.0% 5.0% 10.0% 2007 2008 2009 2010 2011 2012 2013

Clark County Taxable Retail Sales

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SLIDE 18

$276 $219 $155 $137 $146 $129 $138 $0 $50 $100 $150 $200 $250 $300 2007 2008 2009 2010 2011 2012 2013 Adjusted EBITDA $848 $763 $642 $607 $605 $591 $591 $0 $200 $400 $600 $800 $1,000 2007 2008 2009 2010 2011 2012 2013 Net Revenue

Las Vegas Locals Recovery has Significant Upside Potential

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As the Las Vegas market recovers, operating leverage presents a significant opportunity for increased cash flow

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($ in millions)

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SLIDE 19

 Loyal core Hawaiian customer base accounting for 52% of gaming revenue  Dominate 32% share of the Downtown market  Over $350 million in Downtown revitalization investments planned and underway; driving increased visitation  Increased efficiency of charter operations  Introduction of Penny Lane product offering will driving incremental visitation and spend per visit  Improvements in ADR and occupancy expected as the Las Vegas Strip recovers  Continued focus on expense management and margin improvements

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Downtown Las Vegas

Improving Core Operations - Enhancing Margins & Operating Leverage

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SLIDE 20

 Well positioned assets in attractive markets poised to benefit from the recovery of consumer confidence  Year over year growth expected in second-half of 2014

 Recent performance impacted materially by weather  Anniversary new competition at Sam’s Town Shreveport and Par-A-Dice in mid-2014

 Introduction of Penny Lane product offering will driving incremental visitation and spend per visit  Key markets showing signs of recovery (Louisiana, Iowa, Kansas)  Continued focus on expense management and margin improvements

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Midwest and South; Peninsula

Improving Core Operations - Enhancing Margins & Operating Leverage

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SLIDE 21

 Leading property in Atlantic City and broader Northeast market  Stable competitive environment  Established leader in real money online gaming with 30% market share  Significant upside from resolution of pending property tax appeal  An asset in a class by itself within the region with a seasoned management team and powerful player database

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Borgata

Improving Core Operations - Enhancing Margins & Operating Leverage

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SLIDE 22

Investment Thesis

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5. Pursuing attractive long-term growth opportunities 1. Geographically diverse portfolio with high quality assets in attractive markets 2. Strong, stable free cash flow generation coupled with high equity return capital structure 3. Increased operating leverage as a result of improved cost structure 4. Successful track record of accretive acquisitions

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SLIDE 23

Accretive Acquisitions Driving Growth

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Peninsula Gaming Acquired November 2012

  • 2013 Adjusted EBITDA of $182.6 million
  • 2013 Adjusted EBITDA margin of 35.1%
  • Peninsula contributed nearly $100 million

in free cash flow in 2013

  • Will further improve the potential of these

assets by introducing Penny Lane and B Connected

Existing Boyd Properties Peninsula Properties IP Casino Resort Spa

IP Casino Resort Spa Acquired October 2011

  • Improved EBITDA performance
  • Operates in a stable tax and regulatory

environment

  • Leveraging our B Connected database

to drive cross market play to this attractive destination

Diversifying through Strategic Acquisitions

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SLIDE 24

Gaming Operations in 6 Jurisdictions Gaming Operations in 8 Jurisdictions

Growing Diversification

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Note: Borgata results are presented to reflect full consolidation of the property, consistent on a GAAP basis. (1) Excludes corporate expenses and includes Peninsula since November 2012.

Historic Footprint New Footprint 2012 EBITDA Diversification (1) 2013 EBITDA Diversification (1)

Mi Midwes dwest and and Sout South 43% 43% La Las V s Veg egas as 33% 33% Atlant lantic ic Cit ity 24% 24%

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Midwe Midwest st and Sou and South 56% 56% Las Veg Las Vegas as 26% 26% Atlant lantic ic Cit ity 18% 18%

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Investment Thesis

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1. Geographically diverse portfolio with high quality assets in attractive markets 2. Strong, stable free cash flow generation coupled with high equity return capital structure 3. Increased operating leverage as a result of improved cost structure 4. Successful track record of accretive acquisitions 5. Pursuing attractive long-term growth opportunities

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SLIDE 26

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New Jersey:

  • Leading Market Share
  • Market Leading Brand: Borgata
  • Large Market of New Customers
  • Strategic Partnership: bwin.party
  • Complementary to the Existing

Land Based Business

Nevada:

  • Monitoring Market Opportunity

Future Potential:

  • Illinois
  • California
  • Pennsylvania
  • Others

Online Gaming is Substantial Opportunity to Grow and Diversify Our Business Pursuing Long-Term Growth Opportunities

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SLIDE 27

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  • Online Gaming Positioning and Strategy
  • High quality experience and strong brand propelling us to a market leading position
  • Our partnership with bwin.party provides the highest quality infrastructure
  • Continue to leverage our market leading brand and product to drive revenues and

increase our overall reach into the online gaming and land based casino market in New Jersey

  • Early Success
  • Through the end of January, the Borgata/bwin platform has commanded an impressive

43% market share with Borgata accounting for a 30% market share

  • Complementary to the Core Business
  • To date, 85% of our online players have not had rated play at Borgata in the last two

years

  • Expanding our database of active online players will expand our reach for marketing the

land based facility

  • Future Potential
  • New Jersey is just the first step in what we expect to be a larger opportunity for online

gaming

  • Our early success in New Jersey provides us with a significant advantage as we enter

new markets

Online Gaming: A Substantial Opportunity to Grow and Diversify our Business

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SLIDE 28

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South Florida:

  • Sunrise Sports Entertainment
  • Strategic Location with Significant Visitation
  • Attractive Market Metrics
  • Located Near Major Population Centers

Northern California:

  • Wilton Rancheria Tribe
  • High-quality location near Sacramento
  • Attractive Market Metrics
  • Online Gaming Potential
  • Early Stage Design Work Completed
  • EIS Scoping Report Filed
  • Regulatory Approval Process Underway

Growth Pipeline in Attractive Markets Pursuing Long-Term Growth Opportunities

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SLIDE 29

Investment Thesis

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2. Strong, stable free cash flow generation coupled with high equity return capital structure 5. Pursuing attractive long-term growth opportunities 3. Increased operating leverage as a result of improved cost structure 4. Successful track record of accretive acquisitions 1. Geographically diverse portfolio with high quality assets in attractive markets

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SLIDE 30
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SLIDE 31

Appendix

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Seasoned Management Team with Significant Gaming and Acquisition Experience

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Keith Smith President and Chief Executive Officer

  • Industry veteran with almost 30 years of gaming experience
  • First joined Boyd Gaming Corporation as Corporate Controller in 1990
  • Promoted to Executive Vice President of Operations in 1998 and to Chief Operating Officer in 2001
  • Named President in 2005 and, in January of 2008, assumed the role of Chief Executive Officer

Robert L. Boughner Executive VP and Chief Business Development Officer

  • A 36-year veteran of Boyd Gaming
  • Led the development and successful opening of Borgata and continues to oversee the property’s operations
  • Currently oversees the Company's new business development efforts, including expansion into new and existing

markets; building corporate relationships and alliances; and pursuing new business opportunities Paul J. Chakmak Executive VP and COO

  • Oversees the operations of Boyd’s 21 wholly-owned properties, as well as the Company’s marketing efforts
  • Formerly served as the Company's Chief Financial Officer
  • A senior member of CIBC World Markets before joining Boyd in 2004, with 9 years at Boyd as COO and CFO and

more than 18 years of experience in investment banking Josh Hirsberg Senior VP, CFO and Treasurer

  • A 20-year veteran of the gaming industry
  • Oversees the Company’s financial efforts, including debt and equity financing, strategic planning, accounting,

budgeting and investor relations

  • Former Chief Financial Officer of Edge-Star Partners, a real estate acquisition and development company
  • Previously held senior-level executive positions at several publicly-traded gaming companies

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Detailed Property Portfolio

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Note: Property data as of December 31, 2013. * 50% joint venture with MGM Resorts International. Includes the Water Club.

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Property Year Opened or Acquired Casino Space Square Footage Slot Machines Table Games Hotel Rooms Gold Coast Hotel and Casino 2004 85,500 1,878 49 712 The Orleans Hotel and Casino 2004 137,000 2,631 60 1,885 Sam's Town Hotel and Gambling Hall - Las Vegas 1979 133,000 2,030 29 646 Suncoast Hotel and Casino 2004 95,898 2,006 34 427 Eldorado Casino 1993 20,992 399 4 N/A Jokers Wild Casino 1993 20,478 429 7 N/A California Hotel and Casino 1975 35,848 1,033 28 781 Fremont Hotel and Casino 1985 30,244 1,045 24 447 Main Street Station Casino, Brewery and Hotel 1993 26,918 861 19 406 Sam's Town Hotel and Gambling Hall - Tunica 1994 66,000 1,277 30 842 IP Casino Resort Spa 2011 70,000 1,753 63 1,100 Par-A-Dice Hotel Casino 1996 26,116 1,157 20 202 Blue Chip Casino, Hotel & Spa 1999 65,000 1,921 42 486 Treasure Chest Casino 1997 24,000 982 36 N/A Delta Downs Racetrack Casino & Hotel 2001 15,000 1,642 — 203 Sam's Town Hotel and Casino - Shreveport 2004 30,000 1,042 29 514 Diamond Jo Dubuque 2012 33,300 996 19 N/A Diamond Jo Worth 2012 37,957 1,002 23 N/A Evangeline Downs Racetrack and Casino 2012 41,235 1,424 — N/A Amelia Belle Casino 2012 27,484 838 20 N/A Kansas Star Casino 2012 71,854 1,854 50 N/A Total of wholly-owned properties 1,093,824 28,200 586 8,651

Atlantic City

Borgata Hotel Casino & Spa* 2003 160,287 3,200 183 2,767 Total all properties 1,254,111 31,400 769 11,418

Las Vegas Locals Downtown Las Vegas Midwest & South Peninsula