Oceania Healthcare Ltd. · NZX:OCA
Oceania Healthcare — Shareholder Meeting (July 2026)
28 slides from Oceania Healthcare's shareholder meeting presentation, July 2026
Slide 1: NZSA Presentation
NZSA Presentation Investor Presentation July 2026
Slide 2: Agenda
W ELCOME Agenda Welcome and introductions Suzanne Dvorak The Helier Gareth Wright Our Strategy Suzanne Dvorak Our Delivery Kathryn Waugh Our Governance Greg Tomlinson Wrap up Suzanne Dvorak 2
Slide 3: The Helier
100 78 32 Residents Apartments Care Suites The Helier 1 • Initial ILU stock: 77% sold or under application • Care occupancy at 65% • $149m2 built; development cost now ~100% recovered • Remaining apartments & care suites with ~$40m+ still to release • Stage II 3 adds an estimated 16 premium apartme
Slide 4: The Helier Stage II
T H E H E L I E R S TA G E I I Stage II site: • 37-43 Glover Road 16 • ~4,000m² site large apartments (not yet consented) • ~180–240m² apartments planned What Stage II delivers: • Premium apartments to meet market demand • Car parking sized for both stages • Connection through to Stage 1 amenity • E
Slide 5: Our Strategy
DRAFT Our Strategy The Helier, Auckland 5
Slide 6: The Helier proves our flagship model – and points to where we're heading
The Helier proves our flagship model – and points to where we're heading OUR PRODUCT STRATEGY What our premium, integrated communities tell us about who we serve, and how we grow NOW · Broadacre suits current conditions Land-led, lower density; sells well in a softer What The Helier taught us What i
Slide 7: Operational overview
Operational overview Oceania offers integration of care, with a range of independent living and aged care options available as needs change RETIREMENT LIVING 1,924 Independent AGEDAged CARECare 2,013 Care Beds Living Units (ILU) High-standard residential aged care across standard Managing a portfoli
Slide 8: Our Strategic Framework
Our Strategic Framework - launched at our Investor Day in September 2025 FY25 – FY27 Priorities Strengthening our foundations for growth 1. Sales Performance 2. Business Excellence 3. Capital Management FY27 – FY31 Strategic Objectives Sustainable growth, disciplined execution 1. Customer Choice 2.
Slide 9: A rigorous, bottom-up strategic review
A rigorous, bottom-up strategic review A board-led strategic review was completed in 2025 alongside the annual strategy refresh - disciplined, evidence-based, and informed by independent experts. The resulting strategic plan and areas of focus were overviewed to the market in September 2025 HOW WE D
Slide 10: The value levers we identified - and are pulling
The value levers we identified - and are pulling The review informed a refreshed 5-year plan that we are executing now - and reporting progress at every result Value lever What we're doing Status Sales & vacancy Pricing discipline, faster sell-down, presales secured ahead of build Delivering Corpora
Slide 11: Key risks — and how we manage them
Key risks — and how we manage them Risk How we manage it Residual risk Scale and a premium, integrated care mix Government funding & reduce reliance on government funding. regulation Changing Sector-wide funding constraints and We are already aligned with the RVA proposed RV Act reform. proposals, i
Slide 12: Our Delivery
DRAFT Our Delivery The Sands, Auckland 12
Slide 13: Improved financial performance reported in FY26
Improved financial performance reported in FY26 Oceania reported a record underlying result for the financial year ended 31 March 2026 FY26 Financial Highlights Total Comprehensive Record Sales Record Proforma Underlying Operating Income Volume EBITDA1,2 Free Cash Flow $75.0m 603 units $97.7m ($15.0
Slide 14: Focus on positive Free Cash Flow from Operations
Focus on positive Free Cash Flow from Operations FY26 saw a significant improvement in Free Cash Flow from Operations with a return to positive free cash expected for FY27 DIVIDEND POLICY CALCULATION OF FREE CASH FLOW FROM OPERATIONS 40–60% Cash flows from ongoing operations (per financial statement
Slide 15: Capital management framework
Capital management framework Our capital management approach balances development funding and operating cash flows to reduce debt, support growth, and deliver sustainable shareholder returns while operating within a 30 – 35% gearing range Development assets Operating assets Other Sources of funding
Slide 16: Strategic alignment of portfolio through divestment
Strategic alignment of portfolio through divestment In depth site-by-site financial and strategic analysis informed divestment decisions during FY26 and we continue to review and refine our portfolio FY26 divestments executed – delivered ~$51m of cash proceeds Woburn Te Mana Ohinemuri Whitianga Elms
Slide 17: A stronger balance sheet established
A stronger balance sheet established A more resilient balance sheet to support the business through the current market cycle and beyond Net debt reduced by $121m to $507m in FY26 – $725m of facilities with ~$200m of headroom – development debt coverage key to reducing core debt diversified funding,
Slide 18: Established pipeline of future development activity
Established pipeline of future development activity1 Flexibility in geographically diversified pipeline to develop to market conditions with a mix of premium, high density and broadacre options weighted to the North Island's strongest-demographic markets AUCKLAND TAURANGA Lady Allum, Milford The Hel
Slide 19: Our Governance
DRAFT Our Governance Meadowbank, Auckland 19
Slide 20: Oceania's Board of Directors
Oceania’s Board of Directors Oceania is governed by an experienced and independent Board that balances continuity with renewal, providing the leadership and oversight needed to guide transformation and progress the company’s strategy Alan Isaac Gregory Dame Kerry Rob Hamilton Continuing Tomlinson Pr
Slide 21: Board skills matrix
Board skills matrix The composition of the Board is guided and assessed against the Board skills matrix The Board regularly assesses its collective skills against what the strategy demands - and renews Prendergast Dame Kerry Sally Evans Tomlinson Alan Isaac deliberately to close gaps. Sarah Ottrey's
Slide 22: Director Tenure and Committees
Director Tenure and Committees A Board succession process has commenced with the appointment of Sarah Ottrey in February 2026 and the announcement of Sally Evans’s intention to retire at the 2026 ASM • Effective 1 April 2026, the Board has four standing committees to assist in the execution of its d
Slide 23: Strong alignment of Executive Incentives and Shareholder Value
Strong alignment of Executive Incentives and Shareholder Value Short and long term incentives fully align senior management remuneration to performance and Shareholder returns Short Term Incentive Long Term Incentive Performance measures How it works Underlying EBITDA growth (vs target) 40% ~3-year
Slide 24: Annual Shareholder Meeting resolutions
Annual Shareholder Meeting resolutions Resolutions to be put to shareholders at the upcoming meeting Re-election of Elizabeth Coutts 01. Election of Sarah Ottrey 02. That Elizabeth Coutts, who retires by rotation and is eligible for re- That Sarah Ottrey be elected as a director of the Company. elec
Slide 25: Wrap up
DRAFT Wrap up Elmwood, Auckland 25
Slide 26: Resilient for the future
OCEANIA Resilient for the future A strong balance sheet and positive free cash flow from operations provides the foundations for the future – dividends, capital management and growth both from our development pipeline and accretive acquisition. We earn through the cycle Balanced aged care + retireme
Slide 27: Questions?
Questions? Waterford, Apartments 27
Slide 28: Thank you
DRAFT Thank you The Helier, Auckland 28