One company. One brand. One vision. One company. One brand. One vision.

As the Executive team of Delaware North, we have produced this document to:

• Introduce you to the aspirations the Executive team has for the development of the company over the next five years

• Allow the development of collective responsibility for the delivery of the plan

• Identify the strategic priority areas that will be the focus as we achieve the aspirations

• Provide a guide for the development of performance indicators and evaluation measures that will be used to monitor the performance of the company

• Assist you to understand your current roles and potential future roles that may be available, and why we are communicating this to you.

Business development, marketing and communications teams will be responsible for delivering new opportunities, knowledge and brands that will allow the company to build its success and the staff to expand their horizons

We all have roles to play and we share the collective responsibility of delivering on the new direction. For further information or to provide feedback, please fee free to speak to any member of the Executive team.

INTRODUCTION FROM THE EXECUTIVES

Our strategic planning over the last seven years has helped us to grow to our current position, where we have experienced continuous growth in Australia and New Zealand and have successfully entered the UK market.

Is has put us in a position where we will be able to deal with the current economic crisis, changes to markets, changing community attitudes to food and the environment and new competitive challenges.

We are using our strategic planning to build a strong and adaptive culture that:

• Has a clear and explicit philosophy about how business will be conducted

• Helps us to fully understand our values and beliefs

• Is strongly committed to solid business principles and prudent risks

• Has committed management and employees

• Creates reasonable expectations about growth, return on investment and profitability

HOW IMPORTANT IS THE STRATEGIC PLAN?

COLLECTIVE RESPONSIBILITY

As outlined in our introduction, every staff member has a role in delivering the changes that will be implemented as a result of this strategic plan. Our operations and systems will change and this evolution must be embraced by all staff.

Our Strategic Plan will help us:

• Focus on delivering the Delaware North vision

• Focus on the long term as well as the short term

• Understand, share and find ways to achieve our aspirations

• Monitor and report on our performance

• Include in our business plans and work plans activities that will assist the company to achieve the strategic plan commensurate with roles and responsibilities

• Encourage and listen to new ideas and provide feedback on them, whether they move forward or not

STRATEGIC PLAN2009–2013

UNITED KINGDOM

FROM LEFT TO RIGHT: Top Row Simon Dobson, Jonathan Tribe, Maria Kucherhan, Middle Row Katie Minchin, Mark Worthington, Neil Baker Bottom Row Andrew Taylor, Tony Keohane.

Every person within International and its subsidiaries has a role in performing their work in a way that creates overall success. We have a collective responsibility to work together across divisional, operational and geographic boundaries with a focus on delivering the changes envisaged by this strategic plan as well as improving our high operational standards.

Jonathan Tribe Managing DirectorDelaware North Companies International

One company. One brand. One vision. One company. One brand. One vision.

WHAT IS THE STRATEGIC PLAN?

The strategic plan was developed by the Executive team during 2008 and describes where we want the company to be in five years time, as well as identifying the major areas of the company that require new approaches if we are to continue to grow our success, reputation and operational excellence.

The Strategic Plan sets targets to be achieved during the next five years that will help us:

• Continue our financial success

• Grow within current geographic markets and business sectors and in new countries

• Contribute to the overall success of Delaware North globally

• Look after the changing interests of our shareholders, clients and customers

• Provide clear opportunities to develop for our staff

VISIONTo become the preferred provider of products and services that foresee and satisfy the needs of customers, balancing the highest level of satisfaction consistent with maximising returns to stakeholders.

OUR 2013 ASPIRATIONS

STRATEGIC PRIORITIES 2009–2013

• Financial Performance – Maximising Shareholder Value We will continue to thrive as a financially successful company, delivering increased returns and asset value to the shareholders in line with shareholder expectations.

• Growth – New Horizons, New Perspectives, New Approaches We will continue to grow in all aspects of its traditional business for which the foundation for new geographic horizons is provided by the business base in Australia, New Zealand, and the United Kingdom. Growth will also be broadened by pursuing opportunities within other market sectors (eg. parks and resorts) to diversify our business base.

• Human Resources – Building Performance through People and Opportunity We acknowledge that achievement of the vision and mission can only be achieved through our valued staff.

• Customers (Consumers) – Many Expectations, One Standard We need to be more aware of current and future consumer behaviour to meet the diversity of demands and to maximise revenue growth. Full implementation of the GuestPath® process in line with corporate expectations should be the major mechanism to achieve this.

• Clients – Sharing Risks, Benefits and Information We will actively develop closer and better relationships with clients to ensure that we share success and jointly deal with issues and external influences that may affect those shared successes.

• Operations – Fine Tuning for Premium Performance We recognise that innovation and best practice are critical for the success of modern companies. We will continue to improve the value of our products and services, responding to changing demands and practices.

• Brand – More Than a Brand, a Promise of Quality and Service Excellence We recognise the increasing importance of our reputation as globalisation becomes more widespread. We will continually strive to build our reputation as a reliable and consistent provider of high quality hospitality services so as to enhance our brand equity, fulfil our growth objectives and establish an employer brand.

• Infrastructure and Technology – Smart Techniques for Smart Outcomes We will invest in the infrastructure required to operate at the highest level of effectiveness, including the use of the latest technology. We will focus on creating infrastructure and systems allowing us to take advantage of technological improvements that will improve our efficiency, financial systems, client expectations and customer service.

• Corporate Social Responsibility and Environment – Sustainable Returns for Our Communities

We will work to meet community expectations and aspirations, incorporating them into our day to day operations. We will focus on our responsibility for customer wellbeing and the environment.

The Strategic Priorities were identified from our aspirations. They outline the areas in which we must undertake activities and make changes to ensure the future success of the company. As the Executive, we believe if we continue the evolution of the company in these areas, we will succeed and reach our aspirations.

Maximise our shareholder value through financial performance

Create new horizons, new perspective and new approaches as we grow to meet the needs of the future

Build better performance through our people

Meet the many expectations of our customers

Share the risks and the benefits of the work of our clients through closer partnerships and better information

Fine tune our operations for premium performance

Reach the consistency of quality service and excellence that makes these standards not just a brand but the way we do business

Use smart techniques and set smart outcomes utilising the best available and financially viable infrastructure and technology

Provide sustainable returns for our communities through our social responsibility and work to protect and enhance the environment