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Parques Reunidos Corporate Presentation June 2017 Disclaimer This - - PowerPoint PPT Presentation

Parques Reunidos Corporate Presentation June 2017 Disclaimer This document does not constitute or form part of any purchase, sales or exchange offer, nor is it an invitation to draw up a purchase sales or exchange offer, or advice on any stock


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SLIDE 1

Parques Reunidos Corporate Presentation

June 2017

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2

Disclaimer

This document does not constitute or form part of any purchase, sales or exchange offer, nor is it an invitation to draw up a purchase sales or exchange offer, or advice on any stock issued by Parques Reunidos Servicios Centrales, S.A. (“Parques Reunidos”). Nor shall this document

  • r any part of it form part of any offer for sale or solicitation of any offer to buy any securities on the basis of or be relied on in connection with any contract or commitment to purchase shares.

Neither this document nor any information contained herein may be reproduced in any form, used or further distributed to any other person or published, in whole or in part, for any purpose, except that information may be extracted herefrom and used in equity research reports about Parques Reunidos in compliance with the applicable regulations. Failure to comply with this obligation may constitute a violation of applicable securities laws and/or may result in civil, administrative or criminal penalties. This document is not for publication, release, disclosure or distribution, directly or indirectly, in, and may not be taken or transmitted into the United States, Canada, South Africa, Japan or Australia, and may not be copied, forwarded, distributed or transmitted in or into the United States, Canada, South Africa, Japan, Australia or any other jurisdiction where to do so would be unlawful. The distribution of this document in other jurisdictions may also be restricted by law and persons into whose possession this document comes should inform themselves about, and observe, any such restrictions. Any failure to comply with such restrictions may constitute a violation of the laws of the United States, Canada, South Africa, Japan or Australia or any other such jurisdiction. This document may include, in addition to historical information, forward-looking statements about revenue and earnings of Parques Reunidos and about matters such as its industry, business strategy, goals and expectations concerning its market position, future operations, margins, profitability, capital expenditures, capital resources and other financial and operating information. Forward-looking statements include statements concerning plans, objective, goals, strategies, future events or performance, and underlying assumptions and other statements, which are other than statements of historical facts. The words “believe”, “expect”, “anticipate”, “intends”, “estimate”, “forecast”, “project”, “will”, “may”, “should” and similar expressions may identify forward-looking statements. Other forward looking statements can be identified from the context in which they are made. These forward-looking statements are based on numerous assumptions regarding the present and future business strategies of Parques Reunidos and the environment in which Parques Reunidos expects to operate in the

  • future. These forward-looking statements involve known and unknown risks, uncertainties and other factors, which may cause the actual results, performance or achievements of Parques Reunidos, or industry results, to be materially different from those expressed or implied by

these forward-looking statements. None of the future projections, expectations, estimates or prospects in this presentation should be taken as forecasts or promises nor should they be taken as implying any indication, assurance or guarantee that the assumptions on which such future projections, expectations, estimates or prospects have been prepared are correct or exhaustive or, in the case of the assumptions, fully stated in the presentation. Many factors could cause the actual results, performance or achievements of Parques Reunidos to be materially different from any future results, performance or achievements that may be expressed or implied by such forward-looking statements. Should one or more of these risks or uncertainties materialise, or should underlying assumptions prove incorrect, actual results may vary materially from those described herein as anticipated, believed, estimated, expected or targeted. As a result of these risks, uncertainties and assumptions, you should not place undue reliance on these forward-looking statements as a prediction of actual results

  • r
  • therwise.

Current and future analysts, brokers and investors must operate only on the basis of their own judgment taking into account this disclaimer, as to the merits or the suitability of the securities for its purpose and only on such information as is contained in such public information having taken all such professional or other advice as its considers necessary or appropriate in the circumstances and not reliance on the information contained in the

  • Presentation. In making this Presentation available, Parques Reunidos gives no advice and makes no

recommendation to buy, sell or otherwise deal in shares in Parques Reunidos or in any other securities or investments whatsoever. These analysts, brokers and investors must bear in mind that these estimates, projections and forecasts do not imply any guarantee of Parques Reunidos ´s future performance and results, price, margins, exchange rates, or other events, which are subject to risks, uncertainties and other factors beyond Parques Reunidos ´s control, such that the future results and the real performance could differ substantially from these forecasts, projections and estimates. The information in this document, which does not purport to be comprehensive, has not been independently verified and will not be updated. The information in this document, including but not limited to forward-looking statements, applies only as of the date of this document and is not intended to give any assurances as to future results. Parques Reunidos expressly disclaims any obligation or undertaking to disseminate any updates or revisions to the information, including any financial data and any forward-looking statements, contained in this document, and will not publicly release any revisions that may affect the information contained in this document and that may result from any change in its expectations, or any change in events, conditions or circumstances on which these forward-looking statements are based or whichever other events or circumstances arising on or after the date of this document. Market data and competitive position used in this document not attributed to a specific source are estimates of Parques Reunidos and have not been independently verified. In addition this document may contain certain financial and other information in relation to other companies operating in the leisure sector. This information has been derived from publicly-available sources and Parques Reunidos accepts no responsibility whatsoever and makes no representation or warranty expressed or implied for the fairness accuracy, completeness or verification of such information. Certain financial and statistical information contained in this document is subject to rounding adjustments. Accordingly, any discrepancies between the totals and the sums of the amounts listed are due to rounding. Certain management financial and operating measures included in this document, including number of visitors or revenues per capita, have not been subject to a financial audit or have been independently verified by a third party. In addition, certain figures contained in this document, which have also not been subject to financial audit, are combined and pro forma figures. None of Parques Reunidos nor any of its employees, officers, directors, advisers, representatives, agents or affiliates shall have any liability whatsoever (in negligence or otherwise, whether direct or indirect, in contract, tort or otherwise) for any loss howsoever arising from any use of this document or its contents or otherwise arising in connection with this document. The information contained in this presentation does not constitute investment, legal, accounting, regulatory, taxation or other advice and the information does not take into account your investment objectives or legal, accounting, regulatory, taxation or financial situation or particular needs. You are solely responsible for forming your own opinions and conclusions on such matters and the market and for making your own independent assessment of the information. You are solely responsible for seeking independent professional advice in relation to the information contained herein and any action taken on the basis of the information contained herein. No responsibility or liability is accepted by any person for any of the information or for any action taken by you or any of your officers, employees, agents or associates on the basis of such information. By attending the presentation or receiving this document you agree to be bound by the foregoing limitations.

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3

Leading global leisure operator of regional parks

AnimalParks WaterParks ThemeParks Other

Notes

  • 1. Includes five MECs underdevelopment
  • 20 MM visitors
  • Revenues of €584 MM
  • EBITDA of €188 MM
  • Global platform of 61 parks
  • Presence in 14 countries
  • One of the 3, truly global operators
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SLIDE 4

2016 Revenue Geographical Split

40% 24% 7% 6% 7% 4% 4% 8%

Italy Spain USA France Germany Norway Belgium Other(1)

USA Spain

21% 60% 80% 20% 14% 5%

2016 Revenue Split by Park

4

Well-diversified portfolio of regional parks

Note

  • 1. Other includes Netherlands, UK, Denmark, Argentina

We benefit from a truly diversifiedportfolio Regional park business model resilientto adverse macro economic conditions

  • Strong regional brands
  • Stable, predictable local demand
  • Low dependence on tourism
  • Non destinationparks
  • Good value for money proposition

8%

Park2 Park3 Park4 Park5 Park7 Park10 Park11 Park55 Park1 Park6 Park8 Park9

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SLIDE 5

Best in class operators

5

Our parks are consistently

  • perated at

high margins

  • Continuous benchmarking and sharing of best practices across the entire portfolio
  • Over 300 cost / cash flow KPIs monitored on a park level monthly
  • State-of-the-art IT systems
  • Proven capacity to operate all type pf parks across multiple regions

Our ability to benchmark is a unique management tool

500 1,000 1,500 0% 15% 30% 45% 60% 75% 250 500 750 250 500 750 1,000 Visitors

2016 Parks EBITDAR margin Water Parks Theme Parks Animal Parks

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SLIDE 6

Highly regarded park portfolio with strong local brands and access to global IPs

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Oldest park in North America (1846) Spain’s largest urban park Second largest leisure park in Italy A leading park in Germany Designated a US National Historic Landmark Largest New York area water park and

  • ne of America’s top water parks

Highly regarded strong local brands Proven ability to obtain global IPs

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SLIDE 7

Growing market with highly attractive fundamentals

  • Proportion of income dedicated towards leisure and recreational activities is gradually increasing
  • Growing middleclass
  • More than half of the world's population is aged below 30: the main target group for leisure parks
  • Tourism is expected to continue growing
  • Scarcity of suitable locations without strong incumbent players
  • Significant initial capex requirements and time to build a new park and long lead time to reach breakeven
  • Scarcity of management know-how
  • Lack of economies of scale from a single park

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High barriers to entry Strong structural growth drivers Fragmented market with significant potential for consolidation

  • Market largely composed of small to medium individual parks and independent operators
  • Family and state-owned companies, whose owners are expected to be sellers overtime
  • Limited number of competitors targeting similar acquisition targets

Positiverecent market trends

  • Ongoing macroeconomic and consumer spending recovery
  • Increasing number of new developments of greenfield projects in Asia and the Middle East that require industry

management skills

  • Introduction of new entertainment concepts: Mall Entertainment Centers (“MECs”)
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SLIDE 8

29 188

2003 2016

Proven track record becoming a truly global and diversified player

€MM

8

15 parks 1 country 100% Revenue inSpain 61 parks 14 countries 24% Revenue in Spain

  • 76

…whilst de-risking the business model Delivering growth and improving efficiency… Parques Reunidos 2003 Parques Reunidos TODAY Parques Reunidos EBITDA

+13 +46

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SLIDE 9

Clear and well-defined strategy focused on growth

  • 4 new projects
  • €33 MM capex
  • 20% ROIC
  • Dubai
  • Vietnam
  • China
  • Ongoing active

negotiations

  • 5 lease agreements

signed

  • Strong pipeline
  • Lionsgate agreement
  • New potential licensing

agreements

2 3 4

9

Multiple top line growth initiatives Expansion Capex 2 Management Contracts 3 2 MECs Selective Acquisitions

3 2 4 5

  • Season Passes
  • IPs
  • Off season events
  • Ticketing and In-Park

revenue

  • New attractions
  • Virtual Reality
  • Operational

discipline

1

  • Unique track record
  • Fragmented market with

potential opportunities

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SLIDE 10

Penetration of Season passes

% of 2016 TicketingRevenue

Key Initiatives

  • Launch multi-tier season passes with different

advantages and prices

  • Up-selling initiatives
  • Marketing campaigns
  • Black Friday sale
  • Christmas campaign
  • Exclusive events targeting pass holders

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Strong potential to continue growing in season passes, bringing more loyal customers, enhancing visibilityof earnings and reducing the impact of weather on thebusiness

  • Include entry level passes with limited advantages

Top Line iniciatives

Season passes

1

11% 13% 5% 16%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

Group Spain RoE US

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11

Star Trek IP license @ Movie Park (Germany)

Top Line iniciatives

New IP Licensing Agreements

1

Licensing agreement with Lionsgate

  • 10 year agreement in connection with a themed area at

Movie Park Germany

  • The first and only Star Trek themed coaster worldwide
  • 2nd largest coaster at Movie Park
  • Launched in May 2017
  • Strategic agreement to develop Lionsgate branded

entertainment centers

  • Bring to life some of Lionsgate top film and TV brands
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SLIDE 12

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Off season revenues are growing on the back of off seasonevents

Halloween Season

  • Extend length of the events

(more days)

  • Extend length of stay (more

hours)

  • Develop and roll-out new off

season events: Spring and late Summer

  • Continue to roll-out existing off

season events

+16% Revenue Growth achieved in 2016-2017 Halloween and Christmas Campaigns Key Initiatives

Top Line iniciatives

Expand the season – Off season events

1

Christmas Season

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SLIDE 13

Yield Management Dynamic Pricing

  • Push high yield channels and increase percaps in each channel
  • Reduce discounts along the season
  • Control and restrict number of coupons launched
  • Include Blackout dates in promotions for high attendance days
  • Reduce period to redeem promotions to create a sense of urgency
  • Increase prices associated to new attractions or events
  • Flexible pricing structure
  • Price established per day according to visitor demand
  • Five different scenarios
  • Price adjusted depending on booked demand
  • Status of implementation (direct channels)
  • In 2015: 5 parks in Spain in 2015
  • In 2016:
  • Rest of Spanish portfolio and rest of Europe
  • US: Flexible calendar pricing at Splish Splash
  • In 2017:
  • Spain and rest of Europe: 2nd / 3rd season with dynamic pricing
  • US: Flexible calendar pricing

Top Line iniciatives

Ticketing Revenues

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1

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SLIDE 14

Parques Reunidos is always pursuing new ways to raise in-park percaps

  • Introduce all-inclusiveoffers
  • Offer VIP products andservices
  • CRMinitiatives

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Examples Key actions

Top Line initiatives

In Park revenues

  • Enhance throughput
  • Introduce new upchargeexperiences
  • Develop branded partnerships
  • Improve facilities

1

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SLIDE 15

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New attractions are a key factor to drive attendance and increasepercaps Recurrent capex (maintenance and new rides) represent 10-11% of annualrevenues

Extension of Nickelodeon Area

Top Line initiatives

New attractions coming in 2017

Merlin’s Mayhem Magical Flying Coaster Coaster Gold Rush Phobia Coaster (2016)

1

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SLIDE 16

Top Line initiatives

New Virtual Reality Coasters

1

  • Improves guestexperience
  • Reduces capitalneeds
  • Flexibility to easily update VR

themes every season or during the sameseason

  • Potential extend VR

capabilities to otherrides

  • Upchargeexperience
  • Bobbejaanland – Belgium (2016 season)
  • Mount Mara Revolution Vekoma roller coaster
  • 1st VR coaster in the Benelux
  • Mirabilandia – ITALY (2017 Season)
  • Master Thai double roller coaster
  • Warner Park Madrid – SPAIN (2017 Season)
  • Batman Escape suspended roller coaster
  • 1st VR coaster in Spain
  • Kennywood – USA (2017 Season)
  • Sky Rocket roller coaster
  • Located at Kennywood Park in Pittsburg, PA
  • Parque Atracciones de Madrid – SPAIN (2017 Season)
  • TNT roller coaster
  • 1st roller coaster in Spain with interactive VR

Key Benefits

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Examples

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SLIDE 17
  • 2nd gate parks, lodging facilities, or new areas in available space within or adjacent to an existing park
  • Low operational risk and high visibility of targeted attendance (vs. a greenfield project)
  • Efficient use of unexploited space (c.400 acres of availableland)
  • Significant cross selling opportunity within main park
  • Tangible cost synergies by leveraging on the structure of the main park
  • Lower investment requirements by leveraging on existing facilities and rides

Strong and visible growth opportunity

Expansion capex projects

Expansion capex projects: Maximizing the value of the existing portfolio

2

17

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SLIDE 18

Expansion capex projects

Expansion capex projects: Maximizing the value of the existing portfolio

2

3 different types of expansion projects already successfullyproven 2nd Gate Parks Transformational areas Lodging Facilities

  • Mirabeach water park

(Mirabilandia)

  • Aquamexicana water park

(Slagharen)

  • Marineland Lagoon
  • Marineland Resort Côte d’Azur
  • Bear Creek Campground (Lake

Compounce)

  • Star Trek themed area (Movie Park)
  • Nickelodeon area (Parques de

Atracciones de Madrid and Movie Park)

18

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SLIDE 19
  • Investment: c.€4MM
  • 2018 Season
  • Strategicrationale
  • Indoor aquarium in the New Hampshire

White Mountains

  • Strong product bundling options(2 day

stay, hotel packages and annualpasses)

  • Year roundoperation
  • Expected ROIC:+20%
  • Investment: c.€8MM
  • 2017 Season
  • Strategicrationale
  • Extend length of stay with

more content for a 2 dayvisit

  • Expand catchment area
  • Enhance productoffering
  • Expected ROIC:+20%
  • Investment: c.€8MM
  • 2017 Season
  • Strategicrationale
  • Expand capacity of the existinglodging
  • Increase off season attendance onthe

back of the new indoor waterpark

  • Improve story telling experience and

upgrade existingfacility

  • Expected ROIC:+20%

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4 projects identified and approved for development in 2017 and are expected to open in 2017 /18 Represent c.€33 MM of investment to be incurred in 2017 and 2018 Expansion of Warner Beach Extension of lodging facilities Living Shores Aquarium

Expansion capex projects

Expansion capex: 2017 projects

2

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SLIDE 20

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Dubai: Motiongate & Bollywood

Management Contracts

3

China: Strategic Agreement with Harves

  • A €3,400 MM premier year-round regional

leisure and entertainment destination

  • Motiongate and Bollywood parks represent

the largest investment in the entire leisure destination

  • Both parks opened in 2016

Vietnam: Dragon & Typhoon parks

  • 10-year management contract with Sun

Group

  • Dragon Park opened in January 2017;

Typhoon Water Park opened in April 2017

  • First class theme park and water park

located in Ha Long City with 214 hectares

  • Strategic agreement for the future

development across China of:

  • Theme parks
  • Indoor entertainment centers
  • Parks to be strategically selected and

designed to address market demands, local urban planning and environmental strategy

  • The agreement encompasses full

cooperation from preliminary consultancy phase all the way to the management and

  • peration of the future parks
  • Harves brings along a strategic

partnership with China Development Bank Capital

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SLIDE 21
  • New ad-hoc leisure concepts located in high-traffic areas developed in

partnership with the owner of the facility

  • Small indoor facilities, of c.4,000 – 7,000 sqm, located in urban

centers

  • Win–win opportunity

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  • Large number of opportunities worldwide
  • Attractive value proposition for shopping mall developers globally
  • Very limited competition and with limited product overlap
  • Indoor parks that further hedges PQR seasonality exposure
  • Strong, visible and growing pipeline of opportunities

…with strong growth fundamentals Simple business model… The feasibility analysis works

Visitors (‘000) 300 Percap (€) 16.0 Revenue (€MM) 4.8 EBITDAR (€MM) 1.9 % Margin 40.0% Rent paid to real estate developer (€MM) 0,8 % Revenue 17.0% EBITDA (€MM) 1.1 % Margin 23.0% Required investment (€MM) 10.0 PQR investment (€MM) 5.0 Developer investment (€MM) 5.0 PQR ROIC 22.1% MECs

The roll-out of MECs, a highly attractive growth opportunity

4

Illustrative example: Financing shared 50% / 50% with Real Estate Developer

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SLIDE 22

AtlantisAquarium

Lionsgate Centre Nickelodeon Adventure Splash WaterPark RainforestAdventure Park Atlantis Aquarium

MECs

Designed MEC concepts

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(1) Illustrative figures and features. Actual figures will vary site by site.

Area 3,500-5,000sqm Visitor capacity 1,000-1,200(max) Main Attractions

  • Horror

Walkthrough

  • Interactive Dark Ride
  • Media/VR Simulator
  • Branded Escape

Rooms

  • Media-Enhanced

challenge course

  • Live StageShow

Key Features(1) Area 5,000-7,500 sqm Visitor capacity 1,000-1,200(max) Main Attractions

  • Playground
  • Mini rides and

Attractions

  • 4D Cinema
  • Photo Call
  • Driving school
  • Play stage
  • Big space with more

than 20 interactive games

  • Party rooms

Key Features(1) Area 6,000 sqm Visitor capacity 1,700(max) Main Attractions

  • Wave Pool
  • Spa Area
  • Slides and loops
  • Lazy River
  • Children’s area

Key Features(1) Area 6,000 sqm Visitor capacity 1,500(max) Main Attractions

  • Mangrove Sea
  • Lemur Interaction
  • Otter Habitat
  • Jungle Trail
  • Interactions

and pavilions

  • Tropical birds

Key Features(1) Area 5,000 sqm Visitor capacity 1,500(max) Main Attractions

  • Coral Reef

Experience

  • Shark Experience
  • Penguin Encounter
  • Big Main Tank
  • Touch pools
  • Interactions and

pavilions

  • VIP Diving

experience Key Features(1)

4

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SLIDE 23
  • Over 20 additional situations being discussed and at different stages
  • Provides high visibility to accomplish our targets for the period 2017-20

MECs Location RealEstate Operator Concept Lease Agreement Signed Expected Opening THADER Murcia,Spain Merlin Properties Nickelodeon Mar-16 Q4-17 LAKESIDE London,UK Intu Nickelodeon May-16 Q1-19 LISBON Lisbon,Portugal Intu Nickelodeon Jul-16 Q4-18 XANADU Madrid,Spain Intu Nickelodeon Jul-16 Q4-18 XANADU Madrid,Spain Intu Aquarium Jul-16 Q1-18

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Already accomplished our 2017-18 goals Large and growing pipeline Ongoing conversations to analyse new potential projects are taking place

MECs

MECs: Strong pipeline of opportunities

Signed Contracts Pipeline

4

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SLIDE 24

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Acquisition #Parks Country YearAcquired ImpliedEBITDA multiplepaid(1) Bobbejaanland 1 Belgium 2004 BoSommarland 1 Norway 2006 Marineland 1 France 2006 Mirabilandia 1 Italy 2006 Warner 1 Spain 2007 Aqualud 1 France 2007 GrantLeisure 3 UK 2007 BonBonLand 1 Denmark 2007 Tusenfryd 1 Norway 2008 Faunia 1 Spain 2008 Palace Group(FECs) 31 US 2008 Hawaii 1 US 2008 Kennywood Group 5 US 2008 Movie Park 1 Germany 2010 DutchWonderland 1 US 2010 Slagharen 1 Netherlands 2012 Noah’sArk 1 US 2012 MiamiSeaquarium 1 US 2014 Total 54 5.8x

All elements are in place to continue being the leading consolidator

Notes

  • 1. Based on EBITDA after 2 full seasons under Parques Reunidos operation
  • 18 transactions successfully completed across

10 countriessince 2004

  • Implied EBITDA multiple paid(1) post integration
  • f5.8x
  • Target average EBITDA improvement of c.50%

after 2 full seasons under Parques Reunidos management

Selective acquisitions

Unique track record sourcing, executing and creating value through acquisitions

5

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SLIDE 25

167 170 195 188 2013 2014 2015 2016

25

Attractive financial profile delivering growth

541 543 606 584 2013 2014 2015 2016

Revenue (€MM) EBITDA (€MM)

19,417 20,637 20,962 19,813

10,000 20,000 30,000

2013 2014 2015 2016

Visitors (‘000)

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SLIDE 26

26

17% 42%

Variable Costs Operating Costs

Relentless attention to detail and continuous reconsideration of every item

  • f the cost structure

EBITDA Margin Evolution Margins improvement driven by i) high drop through of incremental revenues, ii) operating leverage and iii) relentless focus on efficiency and benchmarking % of total costs 2016 Cost item

3% 38% COGS Personnel Costs Other Operating Costs Rents

30.9% 31.2% 32.2% 32.3% 2013 2014 2015 2016

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SLIDE 27

27

Strong and visible cash flow generation

Stable and resilient cash flow with high conversion rates of 65-70% Group reported operating free cash flow(1)

Notes

  • 1. Defined as EBITDA – Recurrent Capex
  • 2. Defined as EBITDA – Recurrent Capex /EBITDA

Group reported recurrent capex

Cash Conversion Rates (2)

57.8% 68.0%

% of revenue

13.2% 10.3% 12.4% 61.5%

10 –11% Recurrent capex as % of revenues No year-on-year operating working capital requirements

€MM €MM

54 71 62 72

50 100 150

2013 2014 2015 2016

4.4 (1.6) (2.4)

  • 50

50 100 150 2014 2015 2016 113 98 133 116 50 100 150 2013 2014 2015 2016

€MM 10.0% 67.5%

Cash generated from change in working capital

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SLIDE 28

Capital structure designed to allow delivery of business plan

Target capital Structure Dividend Policy

  • Current leverage of 2.9x Net debt /EBITDA
  • On average 2.0x-2.5x target net debt / EBITDA in the medium term
  • 20-30% pay-out ratio
  • 2016 dividend: €20 MM or 26% pay-out ratio on the back of 2016 pro-forma Not Income

Debt Structure

  • €575 MM term loan facility (60%/40% €/$ denominated)
  • €200 MM multi currency revolving credit facility
  • Natural hedged to act against currencyfluctuations
  • Local currency expenditures at each location
  • Balanced capital structure between US debt and Europeandebt

28

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SLIDE 29

Strong current trading performance

4,796 5,248

YTD FY16 YTD1 FY17

145 157

YTD FY16 YTD FY17

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  • Delivered strong YTD performance as of May 7th
  • +8.4% like-for-like revenue growth at group

level

  • Achieved record performance in Spain

(+19% like-for-like YTD revenue growth)

  • Rest of Europe is on track with higher

visibility from season passes

  • Reached record pre-sales figures in US

(24% growth)

  • Our growth strategy for the year is paying off
  • Achieved record in season passes (+21%

growth vs. prior year)

  • Continued expanding the season through off-

season events (+16% revenue growth achieved in Halloween and Christmas events)

  • Delivered strong results during Easter

holidays

YTD as of May 7th like-for-like Performance Revenue (€MM) Visitors (‘000)

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SLIDE 30

Why Parques Reunidos?

30

1 2 3 4 5

Best in class

  • perator

Leading global player with strong regional brands Positioned in a growing market with highly attractive fundamentals Solid and visible organic growth potential Clear and well- defined strategy focused

  • n growth

Experienced and committed management team

6

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SLIDE 31