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Introduction to Merlin Entertainments Plc November 2018

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INTRODUCTION TO MERLIN ENTERTAINMENTS PLC NOVEMBER 2018 MERLIN ENTERTAINMENTS PLC CONTENTS 1. Summary Investment Highlights 2. Introduction to Merlin 3. Six Strategic Growth Drivers 4. Brands and Assets 5. Financial Dynamics and Performance 6. Board and Management MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 2 SUMMARY INVESTMENT HIGHLIGHTS Exclusive, global A global leader in Structurally license to own and location based attractive operate entertainment markets LEGOLAND parks 66 million visitors, with Growth in leisure spend, Opportunity for 20 over 120 attractions in international travel and parks longer term 25 countries1 short breaks, and high (eight currently) barriers to entry Capital discipline and strong cash Successful Midway Leader in themed flow and balance roll out model accommodation sheet Exclusivity to world- c.4,000 rooms, with Group ROCE of 9.1% class third party strong roll out pipeline £315 million operating 1 Intellectual property free cash flow 1 EBITDA less Existing Estate Capex MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 3 Summary Investment Highlights PROGRESS SINCE 2013 Visitors EBITDA EPS 66.0m £474m 20.5p (+6.2m) (+22%)1 (+21%)1 >1,200 24 Tw o New accommodation New Midway attractions New LEGOLAND rooms Parks As at 30 December 2017 1 Reported currency MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 4 Summary Investment Highlights 2. INTRODUCTION TO MERLIN 5 Introduction to Merlin WORLD OF ATTRACTIONS 29 SEALIFE THE DUNGEONS LEGOLAND GARDALAND WARWICK Amazing Discoveries Scary Fun Playful Learning Big Fantasy CASTLE United Kingdom: 13 United Kingdom: 5 United Kingdom: 1 Adventure Ultimate Castle Continental Europe: 18 Continental Europe: 3 Continental Europe: 2 Italy United Kingdom North America: 8 North America: 1 North America: 2 Asia Pacific: 9 Asia Pacific: 3 LEGOLAND MADAME ALTON TOWERS HEIDE PARK OTHERS DISCOVERY CENTRE TUSSAUDS Fantasical Escapism Extraordinary Little BIG City: 1 Playful Learning Famous Fun United Kingdom Adventure Shrek’s Adventure: 1 United Kingdom: 1 United Kingdom: 2 Germany Ski Resorts: 2 Continental Europe: 3 Continental Europe: 4 Tree Top Walks: 2 North America: 10 North America: 7 WILD LIFE: 2 Asia Pacific: 4 Asia Pacific: 10 Key THE EYE BRAND CHESSINGTON THORPE PARK Eye Opening WORLD OF Insane Fun Existing Merlin attractions United Kingdom: 2 ADVENTURES United Kingdom Existing UK attractions North America: 1 Wild Adventure Asia Pacific: 1 United Kingdom As at 30 December 2017 MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 6 Introduction to Merlin STRATEGIC STATEMENT Since the creation of Merlin in 1999, the Company’s Strategic Statement has been: “TO CREATE A HIGH GROWTH, HIGH RETURN, FAMILY ENTERTAINMENT COMPANY BASED ON STRONG BRANDS AND A GLOBAL PORTFOLIO THAT IS NATURALLY BALANCED AGAINST THE IMPACT OF EXTERNAL FACTORS” MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 7 Introduction to Merlin UNIQUE PORTFOLIO OF FAMILY ENTERTAINMENT BRANDS AND ICONIC ASSETS Merlin operates two main product types, split across three Operating Groups…. MIDWAY THEME PARKS ATTRACTIONS 110 Attractions in 22 countries LEGOLAND PARKS RESORT THEME PARKS 8 Parks in 7 countries 6 Parks in 3 countries Predominantly indoor attractions Leading global brands aimed at families with National brands aimed at families, located in city centres, resorts and younger children. Synergistic relationship teenagers and young adults with themed shopping malls providing visits of with LEGO. accommodation. Leading market positions. shorter duration 40.7m 15.3m 10.0m Visitors Visitors Visitors £656m £609m £329m Revenue (41% of Group) Revenue (38%) Revenue (21%) ….Supported by Merlin Magic Making, our unique, in-house creative resource…. MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 8 Introduction to Merlin MERLIN MAGIC MAKING Finding the magic Creating the magic Utilising consumer insight and research, Driving innovation across the Group, MMM MMM finds new business opportunities, creates the highest class compelling ranging from the strategic roll out of the propositions for the existing estate and new Midway estate to potential acquisitions. attractions. This includes creating Merlin’s very own in-house intellectual property. At the heart of Merlin sits Merlin Magic Making - a unique in-house resource and source of competitive advantage Producing the magic Delivering the magic MMM takes creative ideas and then MMM’s project management teams produce produces amazing content for our world class attractions for our guests to attractions, making LEGO models, wax enjoy. figures and attraction theming. We deliver all of Merlin’s major existing The Merlin Animal Welfare Development estate capital projects and new Midway (MAWD) team ensures that Merlin provides attractions before they are handed over to the best animal care possible as we source the New Openings team to manage the creatures for display in our attractions. opening and first 18 -24 months of trading. 9 BALANCED PORTFOLIO Through our six Strategic Growth Drivers, we have built a portfolio balanced by geography, customer type and attraction type Visitors by tourist / domestic1 Portfolio by weather exposure2 Domestic 31% 63% of revenue from Outdoor Not reliant upon ‘fly-in’ 39% sites open all year Tourist market round Indoor 61% 69% Revenue by Geography Pre-booked revenue3 18% Europe Pre-booked Americas Long term ambition for Increased pre-booked 41% equal split of revenue revenue reduces site- 50% Merlin Passes APAC 55% across three regions level volatility Other 27% 9% 1 Based on touchscreen data, from a sample of 2017 visitors 2 Total revenue, 2017 3 Total admissions revenue, 2017 MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 10 Introduction to Merlin MARKET CONTEXT Merlin is the largest European operator by number of visitors, and globally the most diverse 2017 Number of Number of Group Visitors1 attractions 2 countries2 1 Walt Disney Attractions 150m 73 5 2 66m 122 25 3 Universal Parks and Resorts 49m 3 1 4 OCT Parks China 43m 4 1 5 Fantawild 38m 14 1 6 Chimelong Group 31m 7 1 7 Six Flags Inc 31m 20 3 8 Cedar Fair Entertainment Group 26m 11 1 9 SeaWorld Parks & Entertainment 21m 7 1 10 Parques Reunidos 21m 61 14 1 TEA Data 2 Latest available data from company website / annual reports 3 Excludes Vacation Club, Cruise Line and Adventures by Disney MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 11 Introduction to Merlin ATTRACTIVE MARKET DYNAMICS Merlin operates in a fundamentally attractive marketplace, benefiting from a number of structural growth drivers, and high barriers to entry City centre Short Increasing Significant tourism breaks leisure barriers to spend entry Merlin’s Global exclusivity Growth in leisure time to own and operate and expansion of middle Cultural and financial LEGOLAND Parks classes has driven factors driving growth in Global leisure market increased international short breaks and expected to grow by Difficulty in obtaining tourism. 1.8 billion ‘staycations’ as opposed c.4.1% CAGR (inflation- planning permission and international arrivals to the traditional two- adjusted) 2018-20281 consent for new theme expected in 2030 – week holiday threefold increase on parks 2000 levels2 Trusted partner for IP owners Notes: 1. World Travel and Tourism Council, Economic Impact research, 2018 2. UNWTO World Tourism Highlights, 2017 MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 12 Introduction to Merlin SIX STRATEGIC GROWTH DRIVERS Against this attractive market backdrop, Merlin has six strategic growth drivers 1. EXISTING ESTATE 2. STRATEGIC 3. SHORT BREAK CAPEX SYNERGIES POSITIONING • Something new in every • Leveraging the scale of the • Adding a range of themed attraction, every year Group through Group accommodation to our • Driving growth in capacity, promotions, procurement theme parks visitation and pricing and e-commerce 4. MIDWAY ROLL OUT 5. NEW LEGOLAND 6. STRATEGIC • Balance openings between PARKS ACQUISITIONS core brands in developed • Combining our • Disciplined approach to markets, and new brands / operational expertise with acquisitions in a emerging markets LEGO’s worldwide fragmented market popularity MERLIN ENTERTAINMENTS PLC : Introduction to Merlin Entertainments 13 Strategic Growth Drivers Being a Force for Good Corporate Social Responsibility – The Merlin Way Merlin’s Magic Wand • Celebrating 10 years of our charity • Over 500,000 tickets for children facing challenges of serious illnesses, disability and adversity since 2008 • Over 30 Magic Spaces projects open across the globe • Global network of attractions involved Sustainability and the Environment • Carbon emissions reducing in line with 2% target • Electricity usage ahead of target) • 20 energy efficiency projects delivered across sites SEA LIFE and WILD LIFE Conservation • Focus on protecting sea turtles through our Team Turtle campaign and pledge website • Our funding has helped to develop a mechanism to protect sea turtles from accidental capture in fishing nets through the simple use of LED lights – this could help save thousands of turtles Accessibility • Working with external advisor • Investing in training and driving awareness • Continual feedback and improvements 3. SIX STRATEGIC GROWTH DRIVERS 15 Strategic Growth Drivers #1 EXISTING ESTATE CAPEX Operating Group Capex Cycle Rationale • High level of ‘first time’ tourist visitors Up to 5 years means less emphasis on big capex
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