Cedar Fair provides an investor presentation overviewing its business and growth strategy. Key points include:
- Cedar Fair has seen six consecutive years of record results and attracted over 24 million visitors in 2015.
- The presentation outlines Cedar Fair's FUNforward 2.0 growth strategy, which focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital productivity, and developing adjacent lands.
- Cedar Fair expects to meet its $500 million adjusted EBITDA target before 2018 through executing this strategic plan.
The document is an investor presentation from Cedar Fair (NYSE: FUN) that outlines their business strategy and growth initiatives. Some key points:
- Cedar Fair owns and operates over a dozen amusement and water parks across North America that have seen record attendance and revenue in recent years.
- Their growth strategy, called FUNforward 2.0, focuses on improving the guest experience, encouraging advance ticket sales, embracing digital technology, managing capital efficiently, and developing unused land around their parks.
- Examples of initiatives include new rides and events, season pass programs, mobile apps, data analytics, and expanding accommodation and sports facilities near parks.
The document is an investor presentation from Cedar Fair (NYSE: FUN) providing an overview of the company's business and growth strategy. Some key points:
- Cedar Fair had over $1 billion in revenue and $459 million in adjusted EBITDA in 2015, its sixth consecutive year of record results.
- The company's strategy for continued growth, called FUNforward 2.0, focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital productivity, developing land around parks, and meeting a $500 million adjusted EBITDA target before 2018.
- Cedar Fair has a strong balance sheet and owns over 4,000 acres of developed and undeveloped
This document provides an investor presentation from Cedar Fair (NYSE: FUN) from December 2016. It includes the following key points:
- Cedar Fair has seen six consecutive years of record results and expects 2016 to also be a record year. Through October 2016, preliminary net revenues were up 4% and out-of-park revenues were up 6%.
- The presentation outlines Cedar Fair's FUNforward 2.0 growth strategy, which focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital and productivity, and developing land adjacent to parks.
- Key initiatives in 2017 include new rides at several parks, the expansion of water parks and festivals, and the development
The document is an investor presentation from Cedar Fair (NYSE: FUN) that outlines their business strategy and growth initiatives. Some key points:
- Cedar Fair owns and operates 11 amusement and water parks across North America that have seen record attendance and revenue in recent years.
- Their growth strategy, called "FUNforward 2.0", focuses on improving the guest experience, encouraging advance ticket sales, embracing digital technology, managing capital productivity, and developing adjacent land around their parks.
- Examples provided show successes from recent investments and initiatives at several parks that have driven improved performance. The strategy is aimed at continuing their track record of growth in the coming years.
Investor presentation jp morgan all stars conferenceIronMInc
The document discusses Iron Mountain's durable business model and strategic plan performance. It summarizes that Iron Mountain has a global storage and information management business that generates most of its revenue from rental streams, and has demonstrated consistent internal storage revenue growth. It also notes that Iron Mountain's strategic plan is delivering expected results, with improved financial performance in worldwide revenue and adjusted OIBDA since 2013.
Cedar Fair provides an investor presentation summarizing its business and growth strategy. It discusses its record of seven consecutive years of revenue growth and outlines its FUNforward 2.0 growth plan targeting $500 million in adjusted EBITDA by 2018. The plan focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital productivity, developing adjacent lands, and delivering new attractions, events and expansions across its parks in 2017.
The document provides an investor presentation from Cedar Fair (NYSE: FUN) dated January 2017. It discusses Cedar Fair's forward-looking statements and key statistics such as annual visitors and rollercoasters. The presentation outlines Cedar Fair's record performance through six consecutive years of revenue growth. It then discusses Cedar Fair's strategy for continued growth called FUNforward 2.0, which focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital and productivity, and developing adjacent land parcels. The presentation concludes by outlining Cedar Fair's capital expenditure plans and new attractions for 2017, and reiterates its goal of reaching $500 million in adjusted EBITDA before 2018.
This document summarizes Foyson Resources Limited's acquisition of IGE's waste plastic conversion technologies and the Berkeley Vale commercial facility. Key points include:
- Foyson will acquire IGE's technologies and licenses, as well as the Berkeley Vale site and management team, subject to shareholder approval.
- Consideration includes 130 million shares and 75 million options to IGE upon facility completion and 15 million shares and 70 million options upon achieving $5 million EBITDA.
- Foyson plans to raise $4.25 million to expand the facility to 200 tons/day and increase utilization, with funds from a promissory note, placements, and a rights issue.
- The expanded facility
The document is an investor presentation from Cedar Fair (NYSE: FUN) that outlines their business strategy and growth initiatives. Some key points:
- Cedar Fair owns and operates over a dozen amusement and water parks across North America that have seen record attendance and revenue in recent years.
- Their growth strategy, called FUNforward 2.0, focuses on improving the guest experience, encouraging advance ticket sales, embracing digital technology, managing capital efficiently, and developing unused land around their parks.
- Examples of initiatives include new rides and events, season pass programs, mobile apps, data analytics, and expanding accommodation and sports facilities near parks.
The document is an investor presentation from Cedar Fair (NYSE: FUN) providing an overview of the company's business and growth strategy. Some key points:
- Cedar Fair had over $1 billion in revenue and $459 million in adjusted EBITDA in 2015, its sixth consecutive year of record results.
- The company's strategy for continued growth, called FUNforward 2.0, focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital productivity, developing land around parks, and meeting a $500 million adjusted EBITDA target before 2018.
- Cedar Fair has a strong balance sheet and owns over 4,000 acres of developed and undeveloped
This document provides an investor presentation from Cedar Fair (NYSE: FUN) from December 2016. It includes the following key points:
- Cedar Fair has seen six consecutive years of record results and expects 2016 to also be a record year. Through October 2016, preliminary net revenues were up 4% and out-of-park revenues were up 6%.
- The presentation outlines Cedar Fair's FUNforward 2.0 growth strategy, which focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital and productivity, and developing land adjacent to parks.
- Key initiatives in 2017 include new rides at several parks, the expansion of water parks and festivals, and the development
The document is an investor presentation from Cedar Fair (NYSE: FUN) that outlines their business strategy and growth initiatives. Some key points:
- Cedar Fair owns and operates 11 amusement and water parks across North America that have seen record attendance and revenue in recent years.
- Their growth strategy, called "FUNforward 2.0", focuses on improving the guest experience, encouraging advance ticket sales, embracing digital technology, managing capital productivity, and developing adjacent land around their parks.
- Examples provided show successes from recent investments and initiatives at several parks that have driven improved performance. The strategy is aimed at continuing their track record of growth in the coming years.
Investor presentation jp morgan all stars conferenceIronMInc
The document discusses Iron Mountain's durable business model and strategic plan performance. It summarizes that Iron Mountain has a global storage and information management business that generates most of its revenue from rental streams, and has demonstrated consistent internal storage revenue growth. It also notes that Iron Mountain's strategic plan is delivering expected results, with improved financial performance in worldwide revenue and adjusted OIBDA since 2013.
Cedar Fair provides an investor presentation summarizing its business and growth strategy. It discusses its record of seven consecutive years of revenue growth and outlines its FUNforward 2.0 growth plan targeting $500 million in adjusted EBITDA by 2018. The plan focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital productivity, developing adjacent lands, and delivering new attractions, events and expansions across its parks in 2017.
The document provides an investor presentation from Cedar Fair (NYSE: FUN) dated January 2017. It discusses Cedar Fair's forward-looking statements and key statistics such as annual visitors and rollercoasters. The presentation outlines Cedar Fair's record performance through six consecutive years of revenue growth. It then discusses Cedar Fair's strategy for continued growth called FUNforward 2.0, which focuses on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital and productivity, and developing adjacent land parcels. The presentation concludes by outlining Cedar Fair's capital expenditure plans and new attractions for 2017, and reiterates its goal of reaching $500 million in adjusted EBITDA before 2018.
This document summarizes Foyson Resources Limited's acquisition of IGE's waste plastic conversion technologies and the Berkeley Vale commercial facility. Key points include:
- Foyson will acquire IGE's technologies and licenses, as well as the Berkeley Vale site and management team, subject to shareholder approval.
- Consideration includes 130 million shares and 75 million options to IGE upon facility completion and 15 million shares and 70 million options upon achieving $5 million EBITDA.
- Foyson plans to raise $4.25 million to expand the facility to 200 tons/day and increase utilization, with funds from a promissory note, placements, and a rights issue.
- The expanded facility
The operations report discusses first quarter 2017 execution across EnLink's asset portfolio. Key highlights include expansion projects in Central Oklahoma bringing total processing capacity to nearly 1 Bcf/d by year-end. In the Delaware Basin, the Lobo system is expanding its capacity to 185 MMcf/d. The Ascension pipeline began operations in Louisiana. In the Midland Basin, the Chickadee crude oil gathering system became operational. Overall, EnLink continues focused execution across its integrated asset base.
The document provides an overview of Cedar Fair and its business strategy. It notes that Cedar Fair operates 11 amusement parks across North America that entertain around 24 million guests annually. It discusses Cedar Fair's focus on enhancing the guest experience through investments, partnerships, and seasonal events. Financial data shows that Cedar Fair has achieved consistent revenue, attendance, and profitability growth in recent years and expects continued strong performance in 2015 and beyond through its strategic initiatives.
Denbury Resources presented at the Capital One Securities 12th Annual Energy Conference on December 6, 2017. Denbury has 254 million barrels of proved oil reserves and an estimated 900 million barrels of proved plus potential reserves recoverable through CO2 enhanced oil recovery. The company has a large CO2 supply and pipeline network across the Gulf Coast and Rocky Mountain regions. Denbury is focused on reducing costs by over $50 million in 2018, unlocking value from its asset base, and improving its balance sheet position through debt reduction and potential asset sales.
This document provides an overview of Cedar Fair and its business strategy. It discusses Cedar Fair's focus on enhancing the guest experience through investments, its strong and experienced management team, and its track record of generating stable cash flows. The document also outlines Cedar Fair's strategic growth drivers under its FUNforward 2.0 plan to increase adjusted EBITDA to $500 million by 2018 through price increases, advance ticket sales, technology, and capital expenditures. Cedar Fair maintains a disciplined approach to capital allocation between reinvestment in the business and returning capital to unitholders.
- Golden Star Resources Ltd. is an established gold mining company operating in Ghana with existing infrastructure providing operational leverage for its brownfield development projects which are transforming its production profile.
- The company has successfully financed its development projects at a reduced cost of capital and is on track to deliver ounces at a cash operating cost of $750 per ounce by the end of 2016.
- Golden Star has an experienced management team and board with extensive experience in Ghana and international mining.
This document provides an overview of JP Morgan's Energy Oklahoma City SCOOP/STACK & Houston Bus Tour on May 17, 2016. It includes forward-looking statements about future financial and operating results with various risk factors that could impact projections. It also contains non-GAAP financial measures and definitions. The presentation shows stable financial results for ENLK in Q1 2016 with adjusted EBITDA of $195 million, distribution coverage of 1.09x, and leverage of 3.8x debt to EBITDA. It highlights EnLink's premier positions in top U.S. oil and gas basins as well as its focus on execution and stability.
Jp energy mlpa conference jun2016-finalir_jpenergy
MLPA Investor Conference held in June 2016. The presentation discusses JP Energy Partners LP (JPEP), a publicly traded MLP that operates in crude oil pipelines and storage, refined products terminals and storage, and NGL distribution and sales. It provides an overview of each segment's assets and operations. The presentation also notes that JPEP has achieved growth through acquisitions and expansion projects since its inception in 2013.
The document summarizes EnLink's operations report for August 2016. Key points include:
- EnLink revised 2016 guidance, increased adjusted EBITDA to $750-800 million.
- Q2 2016 results showed adjusted EBITDA of $187.4 million and cash available for distribution of $49.8 million.
- EnLink continues focus on core strategies of maximizing cash flows, executing growth projects, and providing best-in-basin service.
Cedar Fair provides an investor presentation discussing its forward-looking statements and business strategy. It highlights seven consecutive years of record results with increasing revenues and adjusted EBITDA. The presentation outlines the fundamentals of Cedar Fair's long-term strategy to continue this growth, including improving the guest experience, encouraging advance sales, embracing digital technology, and managing capital and productivity.
The investor presentation summarizes Sandridge Energy's assets and operational priorities. Sandridge has a Mid-Continent focus area with 462,000 net acres and over 300 drilling locations. It also has a North Park Niobrara oil project with 129,000 net acres and over 1,300 drilling locations. Sandridge's priorities include high-grading its Mid-Continent position through extended laterals and evaluating adjacent plays, and initiating its Niobrara oil program in North Park Basin through extended laterals and optimized completions to reduce costs.
This document provides an overview of RioCan's third quarter 2016 results and financial position:
- Funds from operations increased year-over-year driven by growth in net operating income. Occupancy rates also improved across the portfolio.
- RioCan acquired over $1.2 billion in properties in Canada since last year and completed a debenture offering at a historically low interest rate.
- Financial metrics like interest coverage and leverage remain conservative and RioCan maintains a staggered debt maturity schedule with low floating rate exposure.
20170130 sauc noble conference presentation finaldrhincorporated
This document provides an overview of Diversified Restaurant Holdings, Inc. (DRH) and its Buffalo Wild Wings franchise business. It discusses DRH's strategy of focusing on its core Buffalo Wild Wings brand to increase free cash flow and reduce debt. Key points include:
- DRH is the largest Buffalo Wild Wings franchisee, operating 64 locations across the Midwest.
- Its strategy is to strengthen the balance sheet by reducing debt from $121.9 million to $90 million by 2018 through paying down debt and increasing free cash flow.
- Initiatives at Buffalo Wild Wings like new promotions and a remodel program are aimed at enhancing the customer experience and driving sales.
- Solid financial performance in
Management Investor Presentation - Year End 2015RioCan
This document provides an investor presentation for RioCan Real Estate Investment Trust for the year ending 2015. It discusses RioCan's portfolio metrics including properties, market capitalization, and tenant profile. It also summarizes recent corporate developments including the planned sale of RioCan's US portfolio for $1.9 billion US to focus on the Canadian market. Finally, it highlights RioCan's financial results for 2015, including increased funds from operations and improved payout ratios compared to 2014.
MGM Resorts International reported first quarter 2018 earnings. Net income was $223 million, up from $136 million in the prior year quarter. Domestic resorts revenue decreased 1% to $2.1 billion. Adjusted Property EBITDA for domestic resorts also decreased 5% to $616 million. MGM China Adjusted EBITDA increased 5% to $152 million driven by the new MGM Cotai resort. MGM Resorts remains focused on reducing leverage, with a targeted net leverage ratio of 3-4 times by the end of 2018.
The document is an investor presentation that provides an overview of Chico's FAS, Inc. It summarizes the company's portfolio of women's apparel brands including Chico's, White House Black Market, and Soma. It outlines the company's strategic focus areas to drive growth, including evolving the customer experience, strengthening brand positioning, leveraging retail science, and sharpening financial principles. It also details cost savings initiatives and the company's plan to achieve double digit operating margins. Finally, it discusses international expansion as a future growth opportunity.
Royal Gold provided an overview of its business and outlook. It reported record revenue, volume, and EBITDA in the past year driven by growth in its largest royalty and stream interests. It expects contributions from these interests as well as new streams on Pueblo Viejo, Rainy River, Andacollo, and Wassa/Prestea to further diversify its portfolio and drive continued growth. Royal Gold also returned capital to shareholders through a dividend increased in 2016 to $0.92 per share, representing a 21% compound annual growth rate since 2001.
This investor presentation provides an overview of Rowan Companies and its business outlook. Key points include:
- Rowan has a fleet of 4 drillships and 23 jack-up rigs deployed globally, with over 70 years of offshore drilling experience.
- The company has formed a joint venture called ARO Drilling with Saudi Aramco, which will provide visible earnings growth for Rowan over the next 15+ years.
- Rowan is focused on high-specification assets and demanding drilling applications. Its drillships are considered best-in-class among 7th generation ultra-deepwater rigs.
- The company has a strong balance sheet and liquidity profile to navigate the current market downturn and pursue opport
- Chesapeake Energy reported 2Q 2019 earnings and provided an operational and financial update.
- The company is executing on its strategy of financial discipline, profitable growth from captured resources, and exploration through focused investment in highest margin opportunities.
- Chesapeake has significantly improved its debt maturity outlook through refinancing activities and aims to achieve a net debt to EBITDAX ratio of 2x.
- The company is committed to safety, environmental stewardship, and reducing its environmental footprint through initiatives like its enhanced leak detection and repair program.
BGC Partners reported strong financial results for Q4 2015 and FY 2015. Revenues for Q4 2015 were up 34% to $692 million and up 43% for FY 2015 to $2.64 billion. Pre-tax distributable earnings were up 26% for Q4 2015 and 34% for FY 2015. BGC maintained a highly diverse revenue base across its financial services and real estate segments. The company has a strong liquidity position of over $1 billion and low leverage of 0.96x, maintaining an investment grade credit profile.
This document provides an overview of Antero Midstream Partners LP and highlights key information about the company's forward-looking statements, recent changes since the prior presentation, benefits of Antero Resources' recent acreage acquisition for Antero Midstream, Antero Resources' continuous operating improvements, advanced completion designs driving increased water volumes, Marcellus well economics assumptions and upside potential, Antero Midstream's exercise of an option to acquire a stake in the Stonewall gathering pipeline, and reasons to own Antero Midstream including strong distribution growth and coverage, sponsor strength, investment opportunities, and financial flexibility.
Belden has transformed its business since 2005 through establishing a strong foundation, positioning for growth, and scaling the business around customers. This resulted in Belden becoming a global signal transmission solutions company comprised of five business platforms. Belden has driven consistent financial performance through revenue growth, expanded margins, free cash flow exceeding net income, and increased return on invested capital. Belden will continue executing its business model to further transform the company.
The document provides an overview of Belden Inc., a global signal transmission solutions company. It discusses Belden's five business platforms - Broadcast, Enterprise, Connectivity, Industrial Connectivity, and Network Security. For each segment, it provides the market size, Belden's market share, revenue, and EBITDA margin. Additionally, it summarizes Belden's financial performance over time, capital deployment strategy, and three-year financial goals to further improve margins and returns.
The operations report discusses first quarter 2017 execution across EnLink's asset portfolio. Key highlights include expansion projects in Central Oklahoma bringing total processing capacity to nearly 1 Bcf/d by year-end. In the Delaware Basin, the Lobo system is expanding its capacity to 185 MMcf/d. The Ascension pipeline began operations in Louisiana. In the Midland Basin, the Chickadee crude oil gathering system became operational. Overall, EnLink continues focused execution across its integrated asset base.
The document provides an overview of Cedar Fair and its business strategy. It notes that Cedar Fair operates 11 amusement parks across North America that entertain around 24 million guests annually. It discusses Cedar Fair's focus on enhancing the guest experience through investments, partnerships, and seasonal events. Financial data shows that Cedar Fair has achieved consistent revenue, attendance, and profitability growth in recent years and expects continued strong performance in 2015 and beyond through its strategic initiatives.
Denbury Resources presented at the Capital One Securities 12th Annual Energy Conference on December 6, 2017. Denbury has 254 million barrels of proved oil reserves and an estimated 900 million barrels of proved plus potential reserves recoverable through CO2 enhanced oil recovery. The company has a large CO2 supply and pipeline network across the Gulf Coast and Rocky Mountain regions. Denbury is focused on reducing costs by over $50 million in 2018, unlocking value from its asset base, and improving its balance sheet position through debt reduction and potential asset sales.
This document provides an overview of Cedar Fair and its business strategy. It discusses Cedar Fair's focus on enhancing the guest experience through investments, its strong and experienced management team, and its track record of generating stable cash flows. The document also outlines Cedar Fair's strategic growth drivers under its FUNforward 2.0 plan to increase adjusted EBITDA to $500 million by 2018 through price increases, advance ticket sales, technology, and capital expenditures. Cedar Fair maintains a disciplined approach to capital allocation between reinvestment in the business and returning capital to unitholders.
- Golden Star Resources Ltd. is an established gold mining company operating in Ghana with existing infrastructure providing operational leverage for its brownfield development projects which are transforming its production profile.
- The company has successfully financed its development projects at a reduced cost of capital and is on track to deliver ounces at a cash operating cost of $750 per ounce by the end of 2016.
- Golden Star has an experienced management team and board with extensive experience in Ghana and international mining.
This document provides an overview of JP Morgan's Energy Oklahoma City SCOOP/STACK & Houston Bus Tour on May 17, 2016. It includes forward-looking statements about future financial and operating results with various risk factors that could impact projections. It also contains non-GAAP financial measures and definitions. The presentation shows stable financial results for ENLK in Q1 2016 with adjusted EBITDA of $195 million, distribution coverage of 1.09x, and leverage of 3.8x debt to EBITDA. It highlights EnLink's premier positions in top U.S. oil and gas basins as well as its focus on execution and stability.
Jp energy mlpa conference jun2016-finalir_jpenergy
MLPA Investor Conference held in June 2016. The presentation discusses JP Energy Partners LP (JPEP), a publicly traded MLP that operates in crude oil pipelines and storage, refined products terminals and storage, and NGL distribution and sales. It provides an overview of each segment's assets and operations. The presentation also notes that JPEP has achieved growth through acquisitions and expansion projects since its inception in 2013.
The document summarizes EnLink's operations report for August 2016. Key points include:
- EnLink revised 2016 guidance, increased adjusted EBITDA to $750-800 million.
- Q2 2016 results showed adjusted EBITDA of $187.4 million and cash available for distribution of $49.8 million.
- EnLink continues focus on core strategies of maximizing cash flows, executing growth projects, and providing best-in-basin service.
Cedar Fair provides an investor presentation discussing its forward-looking statements and business strategy. It highlights seven consecutive years of record results with increasing revenues and adjusted EBITDA. The presentation outlines the fundamentals of Cedar Fair's long-term strategy to continue this growth, including improving the guest experience, encouraging advance sales, embracing digital technology, and managing capital and productivity.
The investor presentation summarizes Sandridge Energy's assets and operational priorities. Sandridge has a Mid-Continent focus area with 462,000 net acres and over 300 drilling locations. It also has a North Park Niobrara oil project with 129,000 net acres and over 1,300 drilling locations. Sandridge's priorities include high-grading its Mid-Continent position through extended laterals and evaluating adjacent plays, and initiating its Niobrara oil program in North Park Basin through extended laterals and optimized completions to reduce costs.
This document provides an overview of RioCan's third quarter 2016 results and financial position:
- Funds from operations increased year-over-year driven by growth in net operating income. Occupancy rates also improved across the portfolio.
- RioCan acquired over $1.2 billion in properties in Canada since last year and completed a debenture offering at a historically low interest rate.
- Financial metrics like interest coverage and leverage remain conservative and RioCan maintains a staggered debt maturity schedule with low floating rate exposure.
20170130 sauc noble conference presentation finaldrhincorporated
This document provides an overview of Diversified Restaurant Holdings, Inc. (DRH) and its Buffalo Wild Wings franchise business. It discusses DRH's strategy of focusing on its core Buffalo Wild Wings brand to increase free cash flow and reduce debt. Key points include:
- DRH is the largest Buffalo Wild Wings franchisee, operating 64 locations across the Midwest.
- Its strategy is to strengthen the balance sheet by reducing debt from $121.9 million to $90 million by 2018 through paying down debt and increasing free cash flow.
- Initiatives at Buffalo Wild Wings like new promotions and a remodel program are aimed at enhancing the customer experience and driving sales.
- Solid financial performance in
Management Investor Presentation - Year End 2015RioCan
This document provides an investor presentation for RioCan Real Estate Investment Trust for the year ending 2015. It discusses RioCan's portfolio metrics including properties, market capitalization, and tenant profile. It also summarizes recent corporate developments including the planned sale of RioCan's US portfolio for $1.9 billion US to focus on the Canadian market. Finally, it highlights RioCan's financial results for 2015, including increased funds from operations and improved payout ratios compared to 2014.
MGM Resorts International reported first quarter 2018 earnings. Net income was $223 million, up from $136 million in the prior year quarter. Domestic resorts revenue decreased 1% to $2.1 billion. Adjusted Property EBITDA for domestic resorts also decreased 5% to $616 million. MGM China Adjusted EBITDA increased 5% to $152 million driven by the new MGM Cotai resort. MGM Resorts remains focused on reducing leverage, with a targeted net leverage ratio of 3-4 times by the end of 2018.
The document is an investor presentation that provides an overview of Chico's FAS, Inc. It summarizes the company's portfolio of women's apparel brands including Chico's, White House Black Market, and Soma. It outlines the company's strategic focus areas to drive growth, including evolving the customer experience, strengthening brand positioning, leveraging retail science, and sharpening financial principles. It also details cost savings initiatives and the company's plan to achieve double digit operating margins. Finally, it discusses international expansion as a future growth opportunity.
Royal Gold provided an overview of its business and outlook. It reported record revenue, volume, and EBITDA in the past year driven by growth in its largest royalty and stream interests. It expects contributions from these interests as well as new streams on Pueblo Viejo, Rainy River, Andacollo, and Wassa/Prestea to further diversify its portfolio and drive continued growth. Royal Gold also returned capital to shareholders through a dividend increased in 2016 to $0.92 per share, representing a 21% compound annual growth rate since 2001.
This investor presentation provides an overview of Rowan Companies and its business outlook. Key points include:
- Rowan has a fleet of 4 drillships and 23 jack-up rigs deployed globally, with over 70 years of offshore drilling experience.
- The company has formed a joint venture called ARO Drilling with Saudi Aramco, which will provide visible earnings growth for Rowan over the next 15+ years.
- Rowan is focused on high-specification assets and demanding drilling applications. Its drillships are considered best-in-class among 7th generation ultra-deepwater rigs.
- The company has a strong balance sheet and liquidity profile to navigate the current market downturn and pursue opport
- Chesapeake Energy reported 2Q 2019 earnings and provided an operational and financial update.
- The company is executing on its strategy of financial discipline, profitable growth from captured resources, and exploration through focused investment in highest margin opportunities.
- Chesapeake has significantly improved its debt maturity outlook through refinancing activities and aims to achieve a net debt to EBITDAX ratio of 2x.
- The company is committed to safety, environmental stewardship, and reducing its environmental footprint through initiatives like its enhanced leak detection and repair program.
BGC Partners reported strong financial results for Q4 2015 and FY 2015. Revenues for Q4 2015 were up 34% to $692 million and up 43% for FY 2015 to $2.64 billion. Pre-tax distributable earnings were up 26% for Q4 2015 and 34% for FY 2015. BGC maintained a highly diverse revenue base across its financial services and real estate segments. The company has a strong liquidity position of over $1 billion and low leverage of 0.96x, maintaining an investment grade credit profile.
This document provides an overview of Antero Midstream Partners LP and highlights key information about the company's forward-looking statements, recent changes since the prior presentation, benefits of Antero Resources' recent acreage acquisition for Antero Midstream, Antero Resources' continuous operating improvements, advanced completion designs driving increased water volumes, Marcellus well economics assumptions and upside potential, Antero Midstream's exercise of an option to acquire a stake in the Stonewall gathering pipeline, and reasons to own Antero Midstream including strong distribution growth and coverage, sponsor strength, investment opportunities, and financial flexibility.
Belden has transformed its business since 2005 through establishing a strong foundation, positioning for growth, and scaling the business around customers. This resulted in Belden becoming a global signal transmission solutions company comprised of five business platforms. Belden has driven consistent financial performance through revenue growth, expanded margins, free cash flow exceeding net income, and increased return on invested capital. Belden will continue executing its business model to further transform the company.
The document provides an overview of Belden Inc., a global signal transmission solutions company. It discusses Belden's five business platforms - Broadcast, Enterprise, Connectivity, Industrial Connectivity, and Network Security. For each segment, it provides the market size, Belden's market share, revenue, and EBITDA margin. Additionally, it summarizes Belden's financial performance over time, capital deployment strategy, and three-year financial goals to further improve margins and returns.
The document provides an overview of Cedar Fair, an amusement park operator. It discusses Cedar Fair's portfolio of 11 amusement parks and other facilities across North America that entertain around 24 million guests annually. The document also summarizes Cedar Fair's financial performance in recent years, with increasing revenues, adjusted EBITDA, and average guest spending. Cedar Fair has implemented its FUNforward 2.0 growth strategy to target over $500 million in adjusted EBITDA by 2018 through capital investments, technology, and enhancing the guest experience.
The document provides an overview of Belden Inc., a global signal transmission solutions company. It discusses Belden's five business platforms that deliver connectivity solutions for broadcast, enterprise, industrial connectivity, industrial IT, and network security markets. It also provides financial information on Belden's revenues, earnings, margins, and cash flow from 2005 to 2015. Belden aims to continue its business transformation to drive ongoing margin expansion and increased shareholder value through profitable growth, capital deployment, and operational excellence.
This corporate presentation provides an overview of Denbury Resources, a company that uses carbon dioxide enhanced oil recovery (CO2 EOR) to produce oil from mature oil fields. Some key points:
- Denbury has over 1,100 miles of CO2 pipelines and a large inventory of mature oil fields that it acquires and develops using CO2 EOR.
- CO2 EOR has provided Denbury with a 29% compound annual growth rate in production since 1999 and over 90 million barrels of oil produced to date.
- Denbury estimates there are over 1 billion barrels of potential oil reserves recoverable across its Gulf Coast and Rocky Mountain regions using CO2 EOR.
TRC reported financial results for the first quarter of fiscal year 2014. Net service revenue increased 6% year-over-year to $81.3 million. Backlog remained stable at $247 million. TRC continues executing its growth strategy focused on high-margin organic growth in utility/power, oil and gas, and infrastructure markets. The company also pursues strategic acquisitions to enhance its service offerings and geographic footprint. TRC is well positioned in markets with solid medium- to long-term growth opportunities and maintains a strong balance sheet and cash position.
- TRR reported an 8% increase in net service revenue to $81.3M for Q1 2014 compared to Q1 2013, driven by growth across all three business segments. However, operating income decreased 8% to $4.3M due to a change in estimate for an insurance recovery.
- Backlog increased slightly to $239M, and the company aims to grow organically and through acquisitions focused on utility/power, oil & gas, and infrastructure markets.
- The outlook is solid for energy and environmental markets long-term due to aging infrastructure needing upgrades, new regulations, and increased capital spending. Infrastructure markets are also improving with more state funding.
TRC reported financial results for Q2 FY2014, with net service revenue increasing 21% year-over-year to $91.1 million. EBITDA grew 24% to $7.4 million, while operating income rose 18% to $5.2 million. The company's backlog increased 4% to $233.9 million. TRC's diversified business model saw growth across all three segments - Environmental, Energy, and Infrastructure. The company will continue pursuing both organic growth opportunities and strategic acquisitions to expand its service offerings and geographic footprint.
The document provides an overview of Belden Inc., a global signal transmission solutions company. It discusses Belden's five business platforms that deliver connectivity solutions for broadcast, enterprise, industrial, and network security markets. Key highlights include Belden generating $543.8 million in revenue for Q1 2016, expanding gross profit margins to 42.3%, and repaying $51 million in debt. The document also provides segment revenue and earnings results for Q1 2016 and financial summaries for Q1 2016, Q4 2015, and Q1 2015.
The presentation summarizes TRC's business and financial performance. TRC provides engineering, consulting and construction management services to the energy, environmental and infrastructure industries. It has transformed its business through acquisitions, cost reductions and a focus on higher-growth markets. TRC has a diversified revenue base across business segments and clients. It is pursuing organic growth and acquisitions in the utility/power and oil & gas industries. TRC has strengthened its balance sheet and is demonstrating improved financial metrics as it leverages its business model.
This document provides an overview of Belden Inc., a global signal transmission solutions company. It discusses Belden's five business platforms that deliver connectivity solutions for various markets. It also provides financial information on Belden's revenues, EBITDA margins, market shares, and goals to achieve growth rates of 5-7% and EBITDA margins of 18-20% through 2018. The document aims to position Belden as a leader in delivering highly engineered connectivity solutions for mission critical applications in global markets.
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This document provides an overview and summary of TRR's Q3 Fiscal 2014 results. Some key points:
1) Net service revenue increased 6% year-over-year to $88.1 million, with increases in Energy (+19%) and decreases in Infrastructure (-10%).
2) Operating income decreased 26% to $2.5 million and EBITDA decreased 10% to $4.7 million due to increased medical expenses and weather impacts.
3) Net service revenue backlog increased 5% sequentially to $245.1 million, with increases in Energy (+13%) and decreases in Infrastructure (-1%).
4) The CEO highlights attractive long-term growth opportunities across segments but also
TRC provides engineering, consulting and construction management services to the energy, environmental and infrastructure industries. In the first quarter of fiscal year 2014, TRC's net service revenue grew 6% year-over-year to $81.3 million. TRC's business is diversified across its three segments and large client base. TRC is focused on profitable organic growth through strategic investments in its highest margin sectors such as utility/power and oil and gas. TRC also pursues strategic acquisitions to enhance its service offerings and geographic footprint. TRC has a strong balance sheet and stable backlog to support its continued growth.
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This document provides an overview and financial results for TRC Companies Inc.'s Q2 Fiscal 2015. Key points include:
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- The goals of "FUNforward 2
Cedar Fair provides an investor presentation highlighting its strong financial performance in recent years, driven by record attendance and revenue. It outlines its FUNforward 2.0 growth strategy focused on improving the guest experience, encouraging advance sales, embracing digital technology, managing capital productivity, developing adjacent lands, and introducing new attractions across its parks. The presentation details 2017 capital projects and new rides and discusses Cedar Fair's management team and significant real estate holdings near its parks.
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The document provides an investor presentation for Cedar Fair (NYSE: FUN). It highlights Cedar Fair's key statistics such as entertaining over 25 million visitors annually and operating over 120 rollercoasters. It discusses Cedar Fair's strong financial performance with increasing revenue and adjusted EBITDA over time. The presentation also outlines Cedar Fair's long-term strategy for growth, which includes improving the guest experience, encouraging advance sales, embracing digital technology, managing capital and productivity, and developing land adjacent to parks.
Cedar Fair provides an investor presentation highlighting its forward-looking statements policy and key statistics such as annual visitors, rides, rollercoasters, and hotel rooms. It summarizes the company's strong, consistent financial results from 2011-2017 with record revenues and attendance in 2017. The presentation then outlines reasons for investing in Cedar Fair, including its high-quality assets, operating excellence, appeal to diverse customers, stable recession-resistant business model, and history of returns for unitholders.
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The document discusses Cedar Fair, a regional amusement park operator. It notes that Cedar Fair has 14 best-in-class parks that attract over 23 million guests annually. It also discusses Cedar Fair's strong management team, history of growth, and strategy to continue growing earnings through initiatives like FUNforward 2.0, which targets adjusted EBITDA of $500 million by 2018. The document emphasizes Cedar Fair's loyal customer base, industry advantages, and balanced approach to capital allocation.
- Cedar Fair is an amusement park operator that entertains over 23 million guests annually across its 11 amusement parks, 3 water parks, and other attractions.
- The company has seen consistent revenue and adjusted EBITDA growth in recent years through attendance gains and higher guest spending. It expects this growth to continue in 2014.
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The document provides an overview of Cedar Fair, a regional amusement park operator. It discusses Cedar Fair's portfolio of 14 best-in-class amusement parks and water parks across North America that entertain over 23 million guests annually. It also outlines Cedar Fair's strategy to continue growing revenue and profits through initiatives like capital investments, enhancing the guest experience, and opportunistically investing excess cash flow. The document emphasizes Cedar Fair's experienced management team, history of strong financial performance, and goals to achieve over $500 million in adjusted EBITDA by 2018 through its FUNforward 2.0 growth plan.
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The document summarizes the performance of Cedar Fair, an amusement park operator. It discusses Cedar Fair's portfolio of 11 amusement parks and 3 water parks that entertain over 23 million guests annually. It highlights Cedar Fair's history of growth through increasing attendance and per capita spending. Cedar Fair has a goal of achieving over $450 million in adjusted EBITDA by 2016 through initiatives like enhanced guest experience and strategic partnerships. The company also maintains a balanced approach to capital allocation between distribution growth, investment, and debt repayment.
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140908 november investor-presentation-v001_z678o3cedarfair
This document provides an overview and financial summary of Cedar Fair and its operations. Some key points:
- Cedar Fair owns and operates 11 amusement parks, 3 water parks, 5 hotels, and other attractions across North America, entertaining over 23 million guests annually.
- It has a loyal, repeat customer base and operates in a healthy, stable industry with significant barriers to entry.
- Management has a proven track record of growing revenue, adjusted EBITDA, and distributions over time through attendance and spending gains.
- The company is on track to achieve its $450 million adjusted EBITDA target by 2016 through various growth initiatives.
Cedar Fair is an operator of regional amusement parks and separately gated outdoor water parks. It entertains over 23 million guests annually across its 11 amusement parks, 1 park under management contract, 3 water parks, and 5 hotels. The document discusses Cedar Fair's growth strategy and key differentiators, including its loyal customer base, barriers to entry in the industry, experienced management team, and history of growing revenues and adjusted EBITDA through initiatives like its FUNforward plan. Cedar Fair also has a strong balance sheet and is investing in new attractions in 2014 like roller coasters at several parks to continue enhancing the guest experience.
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2. FORWARD-LOOKING STATEMENTS
Some slides and comments included here, particularly related to estimates, comments on
expectations about future performance or business conditions, may contain “forward-looking
statements” within the meaning of the federal securities laws which involve risks and
uncertainties. You can identify forward-looking statements because they contain words such
as “believes,” “project,” “might,” “expects,” “may,” “will,” “should,” “seeks,” “approximately,”
“intends,” “plans,” “estimates” or “anticipates” or similar expressions that concern our strategy,
plans or intentions. These forward-looking statements are subject to risks and uncertainties that
may change at anytime, and could cause actual results to differ materially from those that we
anticipate. While we believe that the expectations reflected in such forward-looking statements
are reasonable, we caution that it is very difficult to predict the impact of unknown factors, and
it is impossible for us to anticipate all factors that could affect our actual results. Important
factors, including those listed under Item 1A in the Partnership’s Form 10-K could adversely
affect our future financial performance and cause actual results to differ materially from our
expectations.
2
4. C E D AR F AI R T O D AY
4
KEY STATISTICS
Entertained >24 million visitors in 2015
850+ rides and attractions
120+ roller coasters
Approx. 1,600 hotel rooms
5. SIX CONSECUTIVE YEARS OF RECORD RESULTS
900
1,050
1,200
1,350
2010 2011 2012 2013 2014 2015
2015 TOTAL REVENUE
$1,135
C E D AR F AI R T O D AY
5
($inmillions)
300
350
400
450
500
2010 2011 2012 2013 2014 2015
2015 ADJUSTED EBITDA
($inmillions)
$973
$1,028
$1,068
$1,160
$1,236
$359
$375
$391
$425
$431
$459
2015 REVENUE BY PARK 2015 ADJUSTED EBITDA BY PARK
Cedar Point
Knott’s Berry Farm
Canada’s Wonderland
Kings Island
Dorney Park
Kings Dominion
Carowinds
California’s Great America
Valleyfair
Worlds of Fun/
Oceans of Fun
Michigan’s Adventure
6. RECORD PERFORMANCE THROUGH LABOR DAY 2016
C E D AR F AI R T O D AY
6
*Results through September 5, 2016 compared with September 7, 2015
Company expects 2016 to be its seventh consecutive year of record results
9. GREAT PARKS, GREAT PEOPLE, GREAT BUSINESS
High-quality assets with high barriers to entry
Well-run parks with a focus on operating excellence
Combination of world-class thrill rides and unique, family-oriented attractions appeal to a
diverse customer base
Value proposition creates loyal and repeat customers
Stable, recession-resistant business with proven strategy driving organic growth
MLP structure allows for tax-efficient return of capital to unitholders
History of impressive total returns
Balanced approach to capital allocation
FUNforward 2.0 provides the next generation of growth
W H Y I N V E S T I N F U N ?
9
10. SUPERIOR TRACK RECORD, FOUNDATION FOR GROWTH
History of success through multiple economic cycles
Revenues increased in 19 of past 20 years
EBITDA growth of approximately 4% CAGR since 2007 and 5.3% CAGR since 2011
Strong, consistent cash flow
Five consecutive years of record average in-park guest per capita spending
Increasing attendance trends
$2.2 billion total distributions paid to unitholders over 30-year period
Compound annual total return to investors of 17% since going public in 1987
No near-term financing or covenant concerns
W H Y I N V E S T I N F U N ?
10
11. SUPERIOR TRACK RECORD
Strong Long-Term Growth and Recession Resilience
W H Y I N V E S T I N F U N ?
11
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
($inmillions)
Adj. EBITDA
Financial Crisis
2001 = (6.1%)
2002 = 11.4%
2009 = (11.0%)
2010 = 13.2%
Early 2000’s
Recession
Early 1990’s
Recession
(a) Acquisition of Knott’s Berry Farm in December 1997
(b) Acquisition of Michigan’s Adventure
(c) Acquisition of Geauga Lake in 2004
(d) Acquisition of Kings Island, Canada’s Wonderland, Kings Dominion, Carowinds and California’s
Great America in 2006
(e) See Appendix for reconciliation of Adjusted EBITDA
(e)
14. IMPROVING THE
GUEST EXPERIENCE
Our ability to drive pricing relies upon the delivery of
a quality guest experience, including rides and
attractions, live entertainment offerings and
exceptional guest service – all of which drive repeat
visits.
Highly marketable new rides and attractions built to
scale
Expanded entertainment and special event offerings
“Best Day” experience for guests
Opportunities to extend length-of-stay and drive
higher guest spending levels
Season-extending special events
F U N F O R W AR D 2 . 0
14
15. In 2016, Ghost Town Alive! celebrated 75
years of the Calico old west town attraction at
Knott’s Berry Farm, where brand and capital
investments have contributed to significantly
improved performance.
F U N F O R W AR D 2 . 0
15
Our expansion of Carolina Harbor in 2016
makes it the largest water park in the
Carolinas, offering an exclusive entrance,
private cabanas and best-in-class attractions
and amenities.
Halloween events offer a complete, immersive
experience at a quality and scale no other
regional amusement park or entertainment
venue can match. We are expanding
operations to other times of the year where we
can offer unique, immersive experiences at a
scale unmatched by others.
IMPROVING THE GUEST EXPERIENCE
Knott’s Berry Farm Carowinds Halloween
16. ENCOURAGING
ADVANCE SALES
By getting guests to purchase items ahead of time, we
are able to improve our visibility into market trends and
enhance revenue management capabilities; build a
buffer against traditional barriers to visitation, such as
weather and alternate entertainment options; and gain
favorable in-park spending elasticity.
Steady expansion of season passes and special
offers
All-season dining and beverage plans
FunPix, a new digital imaging platform
Installment payment programs
Professional group sales teams and continued
investment in improved catering facilities
F U N F O R W AR D 2 . 0
16
17. Installment payment programs have been
highly effective in growing season passes,
our most valuable advance purchase offering.
F U N F O R W AR D 2 . 0
17
The All-Season Dining program has been a
meaningful contributor of revenue growth
since it was rolled out across all of our parks
in 2015.
In 2016, we introduced a new digital imaging
platform at our five largest parks, providing
opportunities for all guests to purchase their
photos in advance of their visit. This new
platform delivers photos to our guests
instantly, enhances their experience and
creates active social media connections.
ENCOURAGING ADVANCE SALES
Strong Season Pass Sales All-Season Dining FunPix
18. EMBRACING
DIGITAL TECHNOLOGY
Applying digital innovations in all aspects of our
business can enhance the overall guest experience,
promote sharing and socialization and provide greater
capital efficiencies through content and storyline
updates.
New mobile apps + free park-wide Wifi
Consumer self-service advantages
Historical guest data from our CRM platform, now in
its fourth year
Developing new, innovative and interchangeable
attractions and ride experiences
F U N F O R W AR D 2 . 0
18
19. Our new mobile app solution enhances the
in-park experience by providing guests with
information they value, creating two-way
conversation with guests to drive increased
in-park spending and capturing valuable guest
data for CRM applications.
F U N F O R W AR D 2 . 0
19
The assembly of multi-year consumer data
under one, cohesive system, not previously
available to us, will improve the effectiveness
of guest communications efforts going
forward.
As we determine the “sweet spot,” you will see
us continue to expand in the area of
“techtainment” – the merger of technology and
entertainment. Virtual reality, augmented
reality and emerging technologies give us
more tools to create a compelling guest
experience.
EMBRACING DIGITAL TECHNOLOGY
Mobile App CRM Platform “Techtainment”
20. MANAGING CAPITAL
AND PRODUCTIVITY
We will continue to be disciplined around the
prioritization of capital and operating initiatives as we
look to realize the full market potential at each of our
parks
Multi-year strategic plan to protect the base and
support new reasons to visit
Continued evaluation of fixed-cost base to remove
inefficient capacity
Industry-leading roller coasters that provide
decades of entertainment
Placemaking approach to investments to exceed
guest expectations and improve overall experience
Additional spending decisions based on the
requirement of >15% returns
F U N F O R W AR D 2 . 0
20
21. Charlotte is a vibrant market and we are
moving forward aggressively to implement our
planned multi-year investments in Carowinds.
F U N F O R W AR D 2 . 0
21
We continue to see the benefits of establishing
and delivering a differentiated brand position.
The addition of family-oriented attractions,
entertainment and “streetmosphere” – to an
already strong collection of thrill rides – has
been well received.
Renovation of the historic Hotel Breakers at
Cedar Point has increased the park’s position
as a super-regional, multi-day attraction. An
additional six-story tower is being added to the
classic beachfront property and is scheduled
to open in spring 2018.
MANAGING CAPITAL AND PRODUCTIVITY
Carowinds Multi-Year Expansion Knott’s Berry Farm Cedar Point
22. DEVELOPING LAND
ADJACENT TO PARKS
More than 1,300 acres of undeveloped land
adjacent to our parks (a)
Hotels, cabins to expand accommodation services
for guests
Amateur youth sports facilities to drive incremental
attendance
Complementary commercial development
opportunities in retail, dining and entertainment
F U N F O R W AR D 2 . 0
22
(a) See Appendix for detailed listing of undeveloped land by park.
23. A new multi-million dollar amateur youth
sports facility located across the bay from
Cedar Point amusement park will begin
hosting tournaments in 2017, bringing an
incremental customer base to this region.
.
F U N F O R W AR D 2 . 0
23
There are multiple opportunities to expand our
resort accommodations which will help to drive
incremental attendance and create a
consistent new revenue stream.
This park’s favorable location in Santa Clara,
CA, adjacent to the new San Francisco 49ers
stadium, provides us the ability to consider
complementary commercial development such
as retail, dining and entertainment once
rezoning is completed.
DEVELOPING LAND ADJACENT TO PARKS
Amateur Youth Sports Facilities Resort Expansion California’s Great America Rezoning
25. T H E F U N C O N T I N U E S
25
2017 CAPITAL EXPENDITURES PLAN
Kings Island Mystic Timbers Cedar Point Shores Water Park WinterFest Holiday Festivals
Kings Island’s fourth wooden roller coaster,
more than 3,000 feet in length, will soar over
steep cliffs, ravines and water at 53 mph.
A complete transformation of our existing
water park located on the one-of-a-kind
setting of beautiful Lake Erie and Cedar
Point’s mile-long beach will feature four new
water attractions, a restaurant, merchandise
store and other amenities.
Carowinds, Worlds of Fun and Kings Island
will join California’s Great America in
transforming into a spectacular winter
wonderland and extending their seasons into
November and December with WinterFest.
26. ALSO COMING IN 2017
T H E F U N C O N T I N U E S
26
Knott’s Soak City Water Park expansion and
renovation
Muskoka Plunge and Soaring Timbers rides at
Canada’s Wonderland
Four new vintage thrills at Carowinds
Patriot, the first floorless roller coaster at California’s
Great America
Planet Snoopy children’s area expansion at Kings
Dominion
Cirque Imagine live entertainment and new
Kaleidoscope and Dodgem rides at Dorney Park
Half Pint Paradise and Splash Pad water park
attractions at Michigan’s Adventure
New Starflyer ride, North Star, at Valleyfair
Opening of the Cedar Point Sports Center
Transformation of Breakers Express into Cedar
Point’s Express Hotel
27. EXPECT TO MEET $500 MILLION IN ADJUSTED EBITDA BEFORE 2018
• Multiple avenues of growth expected to generate another record year in 2016
• Clear strategic focus
• Disciplined approach to achieve full potential of our core business
• On track to meet FUNforward 2.0 target earlier than the original 2018 projection
T H E F U N C O N T I N U E S
27
$375
$391
$425
$431
$459
$500+
2011 2012 2013 2014 2015 2018
Adjusted EBITDA(a) Growth
(in millions)
(a) See appendix for Adjusted EBITDA reconciliation
28. Investment of Excess Cash Flow
Sustainability and growth of the distribution is forefront in the decision-making process
T H E F U N C O N T I N U E S
28
Distribution Increase
Unit Buyback
Investment in Growth
2016 Distribution of
$3.30 per unit
represents a yield of
~5.5%
Future distribution growth at least in
line with the growth of the business
Debt Repayment
29. GREAT PARKS, GREAT PEOPLE, GREAT BUSINESS
T H E F U N C O N T I N U E S
29
High-quality assets with high barriers to entry
Well-run parks with a focus on operating excellence
Combination of world-class thrill rides and unique, family-oriented attractions appeal to a
diverse customer base
Value proposition creates loyal and repeat customers
Stable, recession-resistant business with proven strategy driving organic growth
MLP structure allows for tax-efficient return of capital to unitholders
History of impressive total returns
Balanced approach to capital allocation
31. MANAGEMENT TEAM
31
AP P E N D I X
Name Position
Years
with
Cedar
Fair
Years In
Industry
Matt A. Ouimet (58) President and Chief Executive Officer 5 26
Richard A. Zimmerman (55) Chief Operating Officer 25 29
Brian C. Witherow (49) Executive Vice President and Chief Financial Officer 21 23
Kelley Semmelroth (51) Executive Vice President and Chief Marketing Officer 4 11
Duffield E. Milkie (50) Executive Vice President and General Counsel 8 8
H. Philip Bender (60) Executive Vice President 37 44
David R. Hoffman (47) Senior Vice President and Chief Accounting Officer 10 10
Craig J. Freeman (62) Senior Vice President of Administration 36 36
Robert A. Decker (55) Senior Vice President of Planning & Design 17 27
32. Significant Real Estate Holdings
32
AP P E N D I X
Location
Sandusky,
OH
Buena Park,
CA
Allentown,
PA
Kansas City,
MO
Shakopee,
MN
Muskegon,
MI
Cincinnati,
OH
Toronto,
Ontario
Richmond,
VA
Charlotte,
NC
Santa Clara,
CA
Date Opened 1870 1920 1884 1973 1976 1978 1972 1981 1975 1973 1976
Date FUN Acquired N/A 1997 1992 1995 1978 2001 2006 2006 2006 2006 2006
Acreage (developed/
developable)
565 / 40 170 / - 180 / 30 250 / 100 110 / 80 120 / 140 330 / 350 295 / - 280 / 460 300 / 100 165 / -
(a)
(a) Great America land is leased; all other land is owned by the Company
The Company owns more than 4,000 acres of developed and developable
real estate
33. Strong Balance Sheet
33
AP P E N D I X
$450.0
$500.0
$255.0
0
100
200
300
400
500
600
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
5.375% Bonds 5.25% Bonds Revolver Term Debt
$587.5
Debt Maturities
(inmillions)
• Average cost of debt expected to be ~5.3%, or ~$85 million annually
• 2015 Consolidated Leverage Ratio was 3.4x
• Cash on hand as of 12/31/15 was ~$120 million
• No business or distribution limitations under debt agreements as of 12/31/15
34. NON-GAAP RECONCILIATIONS
34
AP P E N D I X
(in thousands) 2015 2014
Net income 112,222$ 104,215$
Interest expense 86,849 96,286
Interest income (64) (126)
Provision for taxes 22,192 9,885
Depreciation and amortization 125,631 124,286
EBITDA 346,830 334,546
Net effect of swaps (6,884) (2,062)
Unrealized foreign currency loss 80,946 40,883
Equity-based compensation 15,470 12,536
Loss on impairment/retirement of fixed assets, net 20,873 9,757
Gain on sale of other assets - (921)
Loss on early debt extinguishment - 29,261
Class action settlement costs 259 4,953
Other non-recurring items(a)
1,744 2,327
Adjusted EBITDA(b)
459,238 431,280
(a) The Company's 2013 Credit Agreement references certain costs as non-recurring or unusual. These items are excluded in the
calculation of Adjusted EBITDA and have included certain litigation expenses, costs assocated with certain ride abandonment or
relocation expenses, contract termination costs and severance expenses.
(b) Adjusted EBITDA represents earnings before interest, taxes, depreciation, amortization, other non-cash items, and adjustments as
defined in the 2013 Credit Agreement. The Company believes Adjusted EBITDA is a meaningful measure of park-level operating
profitability. Adjusted EBITDA is not a measurement of operating performance computed in accordance with generally accepted
accounting principles and is not intended to be a substitute for operating income, net income or cash flow from operating activities, as
defined under generally accepted accounting principles. In addition, Adjusted EBITDA may not be comparable to similarly titled measures
of other companies.