Disney Shareholder Engagement Presentation Deck
March 2024, 66 slides
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plan for shareholder value creation | Disney
you cannot restore the magic if you don understand magic | Disney
this board is already delivering on potential | Disney
is positioned to thrive amid unprecedented industry disruption | Disney
our strategic transformation building on four key priorities is working | Disney
we are delivering on our commitments to create superior sustainable shareholder value in a rapidly changing ecosystem | Disney
unparalleled and storytelling have been a core strategic advantage for over years our oss | Disney
enduring franchises highlight our powerful and unique monetization capabilities | Disney
by restoring authority to creative leaders is improving efficiency and effectiveness searchlight ulu bean whew so for of for | Disney
is focusing on core brands and franchises to deliver higher returns sie ease sped frozen planet tun tovar jacks | Disney
our creative engine remains powerful ana snow white frozen he | Disney
streaming has disrupted the industry historic economic models | Disney
the board is overseeing a carefully planned long term strategy that positions for future success and value creation | Disney
outperformed relevant peers facing a similar transition from legacy pay to streaming | Disney
has built leading scaled global streaming platforms in just four years differentiated by difficult to replicate content | Disney
major deals further differentiated streaming business with key content from fox and technology from cinch hulu anew hope winning sil | Disney
is driving profitability toward double digit levels | Disney
delta in profitability to results from explainable differences that we are actively addressing | Disney
continues to build into the digital sports platform | Disney
offerings represent our vision for the future of sports lori i into the | Disney
a is investing strategically in our most profitable segment experiences | Disney
strong guides and innovation enable our investment plans | Disney
is rationalizing costs and driving operating leverage | Disney
restored robust enabling capital return to shareholders | Disney
maintains the balance sheet in the sector which supports future growth opportunities and shareholder returns sears | Disney
is successfully delivering change in a rapidly changing | Disney
a strong independent and qualified board is focused on delivering sustained shareholder value | Disney
the board launched a clear transparent process to deliver a top priority a successful transition | Disney
directors mark parker and james have both executed high profile seamless transitions we morgan | Disney
independent highly qualified board is focused on delivering superior sustained shareholder value | Disney
this board is built around diverse critical to success | Disney
campaign targets two directors with and that are an important component of the board oversight | Disney
campaign targets two directors with and that are an important component of the board oversight | Disney
wants to replace these valuable directors with nominees who lack relevant and non duplicative | Disney
management compensation is heavily tied to performance | Disney
this board has skin in the game and more importantly has the to deliver on our growth strategy each years years | Disney
nelson and jay are not what needs right now | Disney
and are not what needs now | Disney
i understand the challenges is facing | Disney
which he readily admits every time he is on | Disney
and his partner jay is equally oblivious on | Disney
theses are nothing new and underscore his lack of understanding of both and the media industry | Disney
slate exacerbated by his silent partner would harm | Disney
and does not serve shareholders long term interests | Disney
has consistently sought constructive engagement which has ignored | Disney
has always been open to constructive shareholder engagement as can attest a times adobe | Disney
as their track records on other media related boards demonstrate neither nor have the skills to help | Disney
and his colleagues chronically on boards | Disney
investment returns relative to his do not support his rhetoric | Disney
on the other hand bob has delivered strong returns for shareholders throughout his tenure as | Disney
conclusion | Disney
you cannot restore the magic if you don understand magic | Disney
this board is already delivering on potential | Disney
appendix a is proposing a solution in search of a problem | Disney
theses underscore their lack of understanding of | Disney
breaking up including its real estate assets would destroy key competitive advantages | Disney
is already a leader in deploying emerging technologies | Disney
is already a leader in deploying emerging technologies | Disney
nominees are unqualified for election to board | Disney
appendix financial reconciliations | Disney
reconciliation of streaming businesses operating losses | Disney
reconciliation of diluted excluding certain items | Disney
reconciliation of free cash flow | Disney
net debt and leverage reconciliation | Disney
return on invested capital reconciliation | Disney
the war company | Disney
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