Lifestyle Communities Ltd · ASX:LIC
Lifestyle Communities — FY2026 Earnings Presentation
41 slides from Lifestyle Communities's earnings presentation, Aug 21, 2026
Slide 1: Results Presentation
Results Presentation For the year ended 30 June 2026
Slide 2: Contents
Contents Results snapshot 4 Financial results 23 Business snapshot FY26 5 Income statement 24 Rebuilding sales momentum 6 Balance sheet 25 FY26 results snapshot 7 Investment property 26 Cash flow 27 Business performance 8 Our business and strategy 9 Outlook 28 Way to live 10 A strengthened platform
Slide 3: We reimagine a way to live for independent downsizers
We reimagine a for independent downsizers We develop and manage resort-style communities that create opportunities for independent downsizers to unlock equity, embrace an active lifestyle, and live life on their own terms. Supported by dedicated Lifestyle Managers, our communities aim to provide ind
Slide 4: Results snapshot
Section 01 Results snapshot
Slide 5: Business snapshot FY26
Results snapshot Business snapshot FY26 Sales & Portfolio & Financial A strengthened settlements communities performance platform 216 4,368 $952.9m Tangible progress on the Net new home sales Homes under management Investment properties transformation agenda $94.9m Net New Sales up 240 5,750 Operati
Slide 6: Rebuilding sales momentum
Results snapshot Rebuilding sales momentum Key business performance and progress highlights Net new home sales by quarter (FY25 – FY26) • Commenced a disciplined transformation program to restore confidence, 70 sharpen strategic focus and position Lifestyle Communities for sustainable 63 60 growth.
Slide 7: FY26 results snapshot
Results snapshot FY26 results snapshot 1 Key metrics Measure FY24 FY25 FY26 Net new home sales Homes 375 139 216 A Established home sales Homes 148 118 184 Net sales from new homes improved materially from the prior A period, up 55.4% from FY25 (216 v 139) driven by launch of “Way to Total net sales
Slide 8: Business performance
Section 02 Business performance
Slide 9: Our business and strategy
Business performance Our business and strategy Our business aims to provide affordable, Operating pillars driving growth contemporary housing for our homeowners Our renewed company strategy is brought to life through 4 operating pillars: in beautiful community settings. Lifestyle Communities’ land l
Slide 10: Delivery of outstanding customer satisfaction
Business performance We continue to invest in high-quality amenities across 25 communities, with digitally enhanced communication methods, and a consistent experience that empowers homeowners and strengthens referral advocacy across our communities; supported by a resilient rental annuity stream. De
Slide 11: Growing annuity income stream
Business performance Growing annuity income stream Our strategy is to sustainably grow the number of homes Home sites under management 1 under management with annuity income generated from: 5,000 Site rental fees 4,500 4,368 4,128 • Rental income for FY26 was $51.4 million2, up 12.4% from FY25 3,860
Slide 12: Homeowner experience
Business performance Homeowner experience Deepening our homeowner-first approach, we are CSAT score across all communities strengthening how we partner with our communities 79 and use their insights to guide decisions. 78.9 This work has contributed to satisfaction & underpins referrals: 78 • Overal
Slide 13: Way to grow
Business performance We’re committed to mastering both sides of the sales process; the enquiry-to-appointment journey and supporting homeowners through the process of selling their existing properties — aided by compelling homeowner stories, data insights, and partnerships with leading agents. Renow
Slide 14: New home sales performance
Business performance New home sales performance Net Sales 70 63 • Despite ongoing market caution, our market-led pricing 60 strategy and Way to Live brand campaign have driven 60 stronger new home sales performance 50 50 • FY26 new home sales rates have shown signs of 50 48 consistency quarter on qu
Slide 15: Management Fee performance
Business performance Management Fee performance Established Net Sales DMF performance FY26 FY25 FY24 56 60 No. of resales settlements 1 No. of settlements 171 115 151 48 50 42 Average tenure resales settlements 1 Years 7.5 7.4 7.1 38 38 40 2 32 Average DMF rate % 17.5 16.9 18.0 27 30 Average purchas
Slide 16: Demand generation
Business performance Demand generation Having validated key growth drivers in FY26, our focus is now on execution We will continue to leverage the Way to Live brand campaign, homeowner advocacy and referrals, more precise customer targeting, and greater product, pricing and management fee flexibilit
Slide 17: Way to build: market-led product and pricing
Business performance We’re embedding market-led product and pricing strategies, refinement of our home designs and more efficient project sales models supported with capital discipline — with the aim of agility across cycles and sustainable financial returns. Downsizer centred designs Simplified the
Slide 18: Sizable development pipeline
Business performance Sizable development pipeline Status update on developments in progress Total pipeline of sites remaining to settle No. of % % FY26 Develo ping communities Future communit ies Community homes Sold Sold Settled Settled settlements 300 254 Wollert 246 238 97% 237 96% 12 250 204 200
Slide 19: Inventory optimisation
Business performance Inventory optimisation Continued reduction in unsold homes since 30 June 2025, with inventory levels in most communities within optimal range 30 June 2025 30 June 2026 No. completed Homes in Completed homes No. completed Homes in Completed homes homes that are progress but carry
Slide 20: Way to operate
Business performance Lifestyle Communities is more strongly positioned, supported by a fortified balance sheet, a 3-4-year landbank, repeatable and scalable operating model driving homeowner experience improvements, and a growing annuity stream from more properties under management. Margin optimisat
Slide 21: Strengthening the balance sheet
Business performance Strengthening the balance sheet Debt facility restructure Net Debt Reduction ($m) • In January 2026, debt facilities were restructured and right-sized from $571.0m to $375.0m 500 • Post the refinancing, our debt facilities comprise: $186.8m reduction achieved through 400 land sa
Slide 22: Regulatory alignment
Business performance Regulatory alignment No exit fee option Key milestone unlocking opportunity Customers can choose when to pay their Management Fee • A major milestone was VCAT's decision on DMFs. In response to VCAT's decision the company introduced a new DMF model based on the purchase price of
Slide 23: Financial results
Section 03 Financial results
Slide 24: Income statement
Financial results Income statement Site rental increased by 12.4% in FY26 compared to FY25 due to A increased homes under management (FY26: 4,368 vs FY25: 4,128) $000s FY24 FY25 FY26 and inflation linked rent increases Community operations Site rental2 41,436 45,705 51,385 A Community operating marg
Slide 25: Balance sheet
Financial results Balance sheet $000s FY24 FY25 FY26 Cash and cash on deposit 4,095 2,473 16,765 A Cash balance higher at Jun-26 predominantly due to timing of A interest payments Quarantined funds - - 5,094 B Inventories 321,201 293,995 196,900 C Investment properties 1,141,373 915,062 952,908 D Qu
Slide 26: Investment property
Financial results Investment property Portfolio Valuation Summary Portfolio value growth underpinned by contracted revenue increases and new home settlements Investment Number of Number of Property1 Communities Settled Homes • Independent valuation of 25 operating communities in FY26 FY26 FY25 Movem
Slide 27: Cash flow
Financial results Cash flow Operating cash flow positive despite lower settlements in FY26 $m FY24 FY25 FY26 Net annuity cash flows: Community operations cash flows • Increase in site rentals from FY25 due to greater number of Site rentals 41.3 45.7 51.6 homes under management and inflation linked r
Slide 28: Outlook
Section 04 Outlook
Slide 29: A strengthened platform ready for growth
Outlook A strengthened platform ready for growth Lifestyle Communities is Victoria’s leading land lease operator and enters FY27 with 17 Favourable demographics, established communities, 8 in development and 4 sites poised for activation resilient demand and a We remain focused on executing our tran
Slide 30: Appendix
Section 05 Appendix
Slide 31: A1 Investment property valuations
Appendix A1 Investment property valuations Investment properties FY26 FY25 Total Homes Homes Occupied at cost ($'m) At fair value ($m) At fair value ($m) Mature Communities Brookfield 228 228 6.8 41.2 37.2 Seasons 136 136 3.7 21.5 15.7 Warragul 182 182 2.5 31.3 29.1 Casey Fields 217 217 3.4 21.4 25.
Slide 32: A2 Investment property valuation inputs
Appendix A2 Investment property valuation inputs Cap rate % DMF discount rate % Valuation ($m) Valuation summary Last valuation date FY26 FY25 FY26 FY25 FY26 FY25 Land cost ($m) Brookfield Jun-26 5.25% 5.25% 13.50% 14.50% 41.2 37.2 6.8 Seasons Jun-26 5.25% 5.25% 13.50% 14.50% 21.5 15.7 3.7 Warragul
Slide 33: A3 Sales and settlements
Appendix A3 Sales and settlements New homes Resales Settled Settled Net Sales Net Sales Settled Settled FY26 FY25 FY26 FY25 FY26 FY25 Established Communities – Sold out 140 94 Developing Communities Wollert 12 16 6 4 3 4 Deanside 33 17 28 11 6 1 St Leonards – The Waves - 1 - - 13 12 St Leonards – Th
Slide 34: A4 Portfolio snapshot June 2026
Appendix A4 Portfolio snapshot June 2026 Homes occupied or sold and awaiting settlement Total homes Homes sold Homes sold and Communities in communities and occupied awaiting settlement No. % Established Communities 3,063 3,063 - 3,063 100 16 fully completed Communities Developing Communities Woller
Slide 35: A5 Key debt metrics
Appendix A5 Key debt metrics 30 June 2026 Interest cover ratio Key debt metrics Annual interest FY24 FY25 FY26 coverage ratio Gross assets $m 1,512 1,315 1,218 ($’000) FY26 Interest bearing liabilities $m 324 463 291 Interest paid 1 23,545 Total debt facilities $m 700 571 375 Profit before tax 58,27
Slide 36: A6 Reconciliation of statutory profit to operating profit
Appendix A6 Reconciliation of statutory profit to operating profit $m FY24 FY25 FY26 Statutory profit/(loss) before tax 71.5 (278.8) 58.3 (Less) / add back fair value movements as a result of VCAT - 193.5 (7.0) Add back DMF provision for repayment - 77.8 - Add back one-off non-repeat costs related t
Slide 37: A7 Cash flow analysis FY26
Appendix A7 Cash flow analysis FY26 Completed St Leonards Clyde Phillip Ocean Communities Communities3 Wollert Deanside - The Shores Ridgelea Meridian Riverfield Woodlea Island Bellarine Merrifield Grove 2.0 Yarrawonga in planning4 Total Community operations cash flows Site rentals 36.6 2.9 2.5 0.5
Slide 38: A8 Cash flow analysis FY25
Appendix A8 Cash flow analysis FY25 Completed St Leonards Clyde Phillip Ocean Communities Communities3 Wollert Deanside - The Shores Ridgelea Meridian Riverfield Woodlea Island Bellarine Merrifield Grove 2.0 Yarrawonga in planning4 Total Community operations cash flows Site rentals 35.1 2.7 2.1 – –
Slide 39: A9 Fair value adjustments
Appendix A9 Fair value adjustments Reconciliation of operating fair value adjustment The fair value adjustment typically comprises three components: to statutory fair value adjustment (pre-tax) 1. The value uplift created when a customer settles on their home, which creates an ongoing annuity income
Slide 40: Important notice and disclaimer
Important notice and disclaimer This Presentation contains information about Lifestyle Communities® Limited (LIC) and its activities which is current at 19 August 2026, unless otherwise stated. The information in this Presentation is in summary form and does not purport to be complete. It should be
Slide 41: Lifestyle Communities
Lifestyle Communities® 41