Thank you. Good morning, everyone, and thank you for joining us today for our presentation of the FY 2025 full-year results for Coast Entertainment Holdings Limited. My name is Gary Weiss, Chairman of Coast Entertainment. I'm joined today by our Chief Executive Officer, Greg Yong, and our Chief Financial Officer, José De Sacadura. Turning to slide two, I will start by providing an overview of the key highlights for the year, after which I will hand over to José and Greg to take you through some further detail. Turning to slide three, FY 2025 has been a year of transformation and momentum for the group. At a time when many in the retail and consumer discretionary sectors have struggled, the group has delivered a solid performance, demonstrating the strength and resilience of its operating model. We have seen momentum building from the strategic initiatives and significant capital investment of recent years.
The opening of Rivertown in December, with the new Jungle Rush family coaster, Murrissippi Motors , and Jane’s Rivertown Restaurant, was a defining moment for the group. Delivered on time and on budget, it has received outstanding guest feedback and contributed to a stronger second-half performance. King Claw, now well- advanced, should add further momentum when it opens later in the year. In FY 2025, the value of ticket sales increased by 10.5% and was 57.1% above FY 2019 pre-COVID levels, the highest we have seen since FY 2016. This was driven by the launch of Rivertown, increased promotional activity, and our ongoing focus on delivering exceptional guest experiences. Visitation also grew 11.2% on prior year, 6.3% above pre-COVID levels, supported by ticket sales growth, a larger annual passholder base, and with it increased repeat visitation.
This resulted in the group delivering operating revenue of $96.4 million, up 10.8% on prior year, and also the highest reported in nine years. Additionally, the group's deferred revenue balance increased by 4.8% compared to June 2024, reflecting continued strong sales of annual passes. Notably, F&B retail and experience revenue for the year also surpassed FY 2016 levels. Theme parks and attractions, EBITDA excluding specific items, rose 19.4% to $8.8 million, again its best result since FY 2016. At the group level, EBITDA excluding specific items improved 275% to $4.1 million, and the net loss from continuing operations narrowed to just $0.1 million, an improvement of $9.9 million compared to FY 2024. Pleasingly, this momentum has continued into FY 2026, with strong ticket sales and visitation in July and August so far, which Greg will talk to shortly.
Over the last few months, we also finalized our FY 2024 storm-related insurance claims and completed our second share buyback. We entered the financial year in a solid financial position, with $33.9 million in cash, a debt-free balance sheet, valuable freehold holdings, and $139.2 million in available tax losses. With a resilient business model, a clear strategic direction, and a strong balance sheet, we are well- placed to build on the momentum we have seen over the last few months. With that, I will now hand over to José to take you through the group's financial results in more detail.
Thanks, Gary, and good morning, everyone. Turning to slide four, as Gary mentioned, the group delivered another year of solid top-line growth, with operating revenue up 10.8% on the prior period to $96.4 million. This was driven by a combination of higher entry revenue and increased in-park spend, and was our strongest revenue result since FY 2016, despite the ongoing challenging macro-economic conditions. Importantly, we saw momentum build as the year progressed, with revenue growth in the second half of 11.9% ahead of the 9.6% growth reported in the first half. However, these numbers don't tell the full story, given that a large proportion of the ticketing mix is now made up of annual passes. These pass sales remain an important strategic lever, both in providing upfront cash flow and in driving repeat visitation.
As revenue recognition for the annual passes is spread over 12 months, the full benefit of these sales will continue to flow through into FY 2026, hence the $12.7 million in deferred revenue balance we are carrying at the end of June. Dreamworld ticket sales performance was a standout, particularly in the second half of the year, which saw a growth rate over PCP more than double that of the first half, even while absorbing disruption from ex-Tropical Cyclone Alfred . Greg will provide further color on this later in the presentation. However, the acceleration that we're now seeing reflects a lift from the opening of Rivertown in December, supported by well-timed promotional activities, including highly successful Black Friday and end-of-financial-year sales campaigns. Theme parks and attractions' EBITDA, excluding specific items, increased 19.4% to $8.8 million.
This represents the third consecutive year of positive EBITDA earnings and growth for the business and demonstrates the earnings leverage possible when we combine steady revenue growth with a disciplined approach to managing our largely fixed cost base. At a group level, corporate costs, excluding specific items, also decreased 25% to $4.7 million, driven by insurance savings, lower audit fees, and ongoing efficiency initiatives, and I'll provide further detail on this later in the presentation. Putting all these component results together, consolidated EBITDA for the group, excluding specific items, improved to $4.1 million for the year, up 275% from the $1.1 million reported in FY 2024. At the bottom line, as Gary mentioned, net loss from operations reduced to $0.1 million, a $9.9 million or near 99% improvement compared to the prior year.
As you can see from the table, the group's statutory EBITDA net profit results have been impacted by some unrealized non-recurring specific items, and I'll provide some further detail on these next. Turning to slide five, here we detail the specific items impacting our reported results for the year. As you can see in FY 2025, these items were predominantly positive, but are nevertheless called out to enable investors to get a transparent view of the underlying trading performance and run rate of the business. As Gary briefly mentioned, during the year, we were pleased to finalize our insurance claims relating to the FY 2024 storms. As part of this, we recognized $5.8 million of insurance income, comprising $3 million for property damage and $2.8 million for business interruption. This is in addition to the $0.7 million of insurance proceeds received last year in respect of storm-related property damage.
Related to this, we have also recognized the $0.4 million expense for associated repairs and maintenance activities in the year. This follows $1.9 million recognized for the majority of these repair costs in the prior year. Other specific items impacting EBITDA include unrealized derivative gains on FX hedge contracts of $0.3 million and a non-cash LTI valuation expense of $0.7 million. Below EBITDA, we've called out the tax impact of these items, and we've also called out a $0.2 million expense for tax losses in the year, which were not recognized as a deferred tax asset, as well as a $0.8 million credit for utilization of deductible temporary differences for which we have not previously recognized the DTA.
I'll draw your attention to the footnotes in the slide, which disclose $139.2 million in tax losses and $48.2 million in deductible temporary differences, together with a combined tax value of $56.2 million, which are not carried in the group's balance sheet. As I stated in previous presentations, despite this conservative accounting treatment, these items do continue to be of material value to the group, as they do remain available for the group's future use. With that, I'll now hand over to Greg to take you through the performance of the theme parks and attractions business.
Thanks, José, and good morning, everyone. It's a pleasure to be talking about another solid year for the theme park and attraction business, and a year where we've continued to prove our resilience in the face of both weather-related and macro-economic challenges. The key message I want to convey today is that we are seeing strong trading momentum in the business. Some of this momentum is masked by the fact that we're seeing a lot of growth coming from annual passes. As most of you are aware, we cannot recognize the full value of the revenue in our accounts at the time of purchase, albeit that we can see the positive impact in cash and increasingly in our deferred income balance.
I'll also discuss some important leading indicators of this momentum, which can be seen in attendance, as well as in the food, beverage, retail, and experience revenues, which are all showing very strong growth in comparison to the prior year and against historical benchmarks. FY 2025 has been a pivotal year, and slide seven highlights several of our key achievements, both financial and non-financial. These will be explored in more detail shortly, but I'd like to call out a few highlights. Firstly, our food, beverage, retail, experience, events, and functions businesses all delivered strong performance, and meaningfully, they all surpassed FY 2016 levels. Secondly, we also completed the Tiger Island protective contact project during the year. This has been a carefully planned multi-year initiative to enhance safety and welfare for both our cat handlers and our tigers.
Thirdly, guest satisfaction remains a core priority, with a continued focus on safety and keeping attraction uptime high. Our uptime at 98% for the year is amongst the best in the world and is a reflection of how far we've come in the engineering and reliability functions of the organization. Importantly, we've achieved these while tightly managing costs in a high-inflation environment and continuing to improve efficiency, including through our solar power initiative. The installation completed this year is now Australia's largest solar system in a theme park, and it's expected to deliver savings and reduce our carbon emissions by around 20% on an annual basis. Turning to slide eight, what is clear, compelling, and undeniable is that Rivertown has been the highlight of the year. More than that, it's been a game- changer for Dreamworld. Not just a new land, it's a complete reimagining of the Dreamworld experience.
The project was delivered on time and on budget, despite the very challenging construction environment here in Queensland, and that's a testament to the dedication of our teams and our external partners. Rivertown was designed as an immersive intergenerational experience, one that resonates with guests of all ages, from grandparents to grandchildren, and it plays a crucial role in elevating the overall guest experience and, importantly, driving visitation. Dreamworld has not felt this complete in years, following a long period of transformation and construction across the park. Since Rivertown's opening, we've seen strong momentum across all key revenue metrics, clearly demonstrating success in revitalizing Dreamworld's offering. Turning to slide nine and just a very brief recap on the Rivertown attractions.
As you may recall from our half-year results presentation, within Rivertown, we introduced two major new rides: Jungle Rush, a thrilling family coaster, and Murrissippi Motors , a reimagined version of the classic vintage car ride here at Dreamworld. Both have been well- received and are key to our strategy of broadening family appeal. Next, slide 10 offers a glimpse into what our guests are saying about Rivertown. The response has been nothing short of phenomenal, with guests praising the immersive theming, the world-class execution of the new land, and I honestly believe you could pick this up and put it into any park in the world, and it would not feel out of place. Testament to our due diligence throughout the procurement and commissioning process, I'm pleased to also say that both Rivertown's Jungle Rush and Murrissippi Motors have been open and without any material downtime since day one.
On slide 11, we highlight another key element of the land, Jane’s Rivertown Restaurant. This beautifully themed jungle-inspired dining space includes interactive animatronic displays and a fantastic menu that significantly enhances our F&B offering. It also increases our capacity to host private functions and accommodate international visitors as they return. Jane's has been an important pillar in seeing our conferencing and events business, and moreover, our food and beverage business at Dreamworld hitting FY 2016 performance, a tremendous result given that attendance is still well below FY 2016 numbers. On slide 12, we've given some guest quotes that highlight their sentiment about Jane's. The feedback speaks for itself. Guests are consistently praising the unique theming, the quality of the food, the family-friendly design, and again reinforcing the success of this addition to Rivertown.
Moving to slide 13, I'm pleased to share that once again, we've exceeded our GRI scores for the year, building on the strong performance in FY 2024. While Rivertown has been a major driver, this uplift reflects the cumulative impact of all of the attractions delivered over the last 18 months, along with our continued efforts to enhance the guest experience through initiatives like the night markets and expanded impact offerings. As you can see from the reviews on this slide, guests are consistently highlighting things like lots to do for everyone, great guest service, and excellent value, common themes and refrains that clearly demonstrate our initiatives are resonating well. That is exactly the kind of loyalty and repeat visitation that underpins our strategy. On slide 14, we showcase some of the key events and activations we've hosted through the year.
Our events calendar has delivered some record-breaking results with highlights including the night markets and the Dreamworld Fun Run, which was just held on Sunday, and I'm pleased to say with another record-breaking day. These activations were not only commercially accretive, but they also played a key role in deepening engagement with our annual passholders, in driving repeat visitation, all of which goes to another critical aspect of our strategy, which is to increase retention within the passholder base. Turning to slide 15, this year was obviously not without its challenges. In March, ex-Tropical Cyclone Alfred caused widespread closures, including in our properties for a little bit over a week, impacting both attendance and revenue.
While our venues sustained minimal damage, the Gold Coast region suffered extensive infrastructure damage and severe beach erosion, which caused disruption to inbound tourism, and I'm sure you all saw the imagery around the country on your own TV screens. Local communities also faced extended power outages and a challenging cleanup in the days after the storm. In the aftermath, Experience Gold Coast launched the Love GC [ three-phased] campaign, in which we participated and received very strong interest in our products. Despite the adverse weather, Dreamworld delivered a very strong, solid April result, demonstrating the strength of our underlying demand and the resilience of the business. Now turning to financial performance on slide 16. What defines, distinguishes, and strengthens our performance this year is the continued delivery of compounding growth despite the ongoing pressure on consumers and, as I've just mentioned, some weather-related disruptions.
Without repeating too much of what José mentioned earlier, I'd like to highlight just a few key points. Ticket sales rose 10.5%, but importantly, the second half growth of 15.1% was more than double the 7.1% growth in the first half of FY 2025. This clearly reflects the momentum that we've seen since Rivertown's launch, and it's important to note that these numbers represent growth on growth on growth, with ticket sales in FY 2024 and FY 2023 finishing well up on the respective prior periods. FY 2025 operating revenue grew 10.8% to $96.4 million, with growth in the second half accelerating to 11.9% compared to 9.6% in the first half, despite cycling a strong prior year comp following the launch of Kenny and Belinda's Dreamland.
As we've indicated, annual pass revenue is recognized over 12 months, so it tends to lag behind ticket sales, which is a more immediate indicator of performance. As at June year-end, we had $12.7 million of deferred revenue on our balance sheet, which is up 4.8% on the prior year. Attendance has increased by 11.2% year on year, again with a higher growth rate due to growing momentum in the second half, notwithstanding the closures and the Easter holiday disruptions caused by C yclone Alfred. International visitation is improving, but it does remain well below historical levels. It is worth noting that the Gold Coast as a destination, in terms of international visitation, is still down 41% on pre-COVID levels. When you drill down into the detail, you'll find that China is down 81% compared to FY 2019 levels for the destination.
Consequently, our guest mix has shifted substantially from what it was pre-pandemic. Finally, EBITDA margin continues to grow, reflecting improved operating leverage. Slide 17 shows just how far we've come since FY 2017. Annual pass sales continue to grow steadily and have now surpassed FY 2016 levels. Annual pass sales have been a significant element of our recovery story, helping us lock in future visitation, increase in-park spend, and strengthen engagement with our local market. Impact per capita revenue rose year on year and is now 47% above FY 2017. Our total food, beverage, retail, and experience revenues in FY 2025 have now exceeded FY 2016 levels. Despite more repeat visitation from pass holders, which is mathematically dilutionary to our per cap spend, our total revenue per capita remained in line with FY 2024 and is 45% higher than in FY 2017.
Slide 18 shows a very strong start to FY 2026, as momentum continues to build in the business. In July 2025, ticket sales were up 66%, partly driven by a successful end-of-financial-year campaign. It's worth highlighting that July sales were the highest monthly sales we've achieved in any month in the past 10 years, surpassing FY 2016 monthly sales, even for any of our typically busy summer months. Visitation increased 38% year on year, with July attendance exceeding that of the peak summer months to Dreamworld, a very strong result and further evidence of a momentum shift within the business. This strength has carried into August, with attendance up 38% so far to the 19th of August, reinforcing the sustained demand that we're starting to see in the organization.
Total revenue for July rose 16% over the prior period, with our deferred revenue balance at the end of July now increasing above June and at some 32% higher than the prior comparative period. Entry revenue growth tends to lag ticket sales and visitation due to the high proportion of annual pass sales. A good indicator of actual economic activity in the business is that in-park revenue has tracked very closely to attendance. Attendance was up 38%, and our in-park revenue business was up 39% compared to the prior comparative period. EBITDA for July, excluding specific items, increased by 48%, the best result we've seen since July 2016. SkyPoint also delivered record revenue and EBITDA in July. We recently announced our partnership with Network 10 and Endemol Shine to bring Big Brother back to Dreamworld.
Production will begin later this year with a brand new house to be built on site. This isn't just nostalgia; this is a full-circle moment that strengthens Dreamworld's legacy as a destination for tourism, entertainment, and immersive experiences. Guests will be able to see live glimpses of live filming in the house during their visits, and critically, Dreamworld will be mentioned on air in every episode screened nightly around the country. We've also got another exciting brand collaboration underway, aimed at expanding our education footprint and enhancing the guest engagement. Stay tuned for that announcement. Moving on to slide 19, as we've mentioned a few times now, our momentum is clearly building. Our results have strengthened significantly following the opening of Rivertown, with strong, sustained performances in the April and July school holiday periods. This has translated into sustained growth in Dreamworld 's rolling last 12 months' performance.
What's especially pleasing is that we're not seeing just a growing base, but we're seeing the growth rate increasing. That tells us that the underlying numbers are accelerating, not just holding steady. To give you a little bit of context on that, Dreamworld ticket sales for the last 12 months to July grew 17% compared to the same period last year. That's an increase from 10.5% growth in the 12 months to June. Dreamworld attendance on a rolling 12-month basis to July 2025 increased 19% on the PCP, accelerating from 15% growth in the last 12 months to June. Pleasingly, this growth trajectory accelerated into August, with the last 12 months to week eight of FY 2026 now 21% above the PCP.
Dreamworld impact revenue, also on the last 12 months basis to July 2025, grew 21% year on year, again a step up from the 17% growth in the year 12 months to June. By showing an LTM trend, we're demonstrating that the business is delivering consistent and repeatable performance, not just benefiting from one-off short-term factors. Importantly, this momentum isn't just through a silver bullet like Rivertown alone, but it's a culmination of several years of disciplined and strategic execution. All in all, we're seeing stronger, higher guest satisfaction, a continually growing passholder base with significantly better retention, a stronger interstate performance such as for New South Wales and Victoria, despite relatively limited advertising in those markets. That is something that we will be addressing in the coming year. Looking ahead, we also anticipate meaningful upside as international markets continue to recover.
Next on slide 20 is an update on our next attraction. As part of our ongoing investment in the park, King Claw, a bigger, faster, higher capacity successor to the Claw, is on track to open by the end of this calendar year. Importantly, the King Claw will be the largest gyro swing in the Southern Hemisphere , setting a new benchmark for thrill rides in our region. This $14 million attraction has already generated significant positive media coverage, reinforcing our confidence that it'll be another major draw card for our guests. Turning to slide 21, outside the core park business, we continue to progress our land development application with the relevant authorities. In early June, we met with the Deputy Premier of Queensland, who also has carriage as Minister of Infrastructure and Planning, amongst other portfolios.
In that meeting, Coast raised concerns that several of our proposed conditions from the State Assessment and Referral Agency were unworkable, and moreover were contrary to the vernacular that we were hearing out of the [Christopher Lee] government . Namely, to get the shovels ready as the state's open for business, that tourism's critical as outlined in the Destination 2045 Queensland Tourism Plan, and that infrastructure for the 2032 Olympic Games is an urgent priority for the state. We were pleased that the Deputy Premier suggested that a ministerial call-in may be the most expedient way to address our matters of concern, and we remain in active dialogue with his office in order to facilitate this outcome. At this stage, no statutory decision has been made to commence the call-in process, and should this change, Coast will obviously update the market accordingly.
Turning to slide 22, our strong business fundamentals continue to present opportunities for value creation and remain central to the investment thesis. We have a strong balance sheet with no debt and some unique value creation levers with significant unrecognized tax losses available for future use, providing a valuable tax shielding to the medium term, and property values which we believe to be significantly higher than the current carrying values. Our asset base of owned land underpins risk, and given it is located in a highly strategic growth corridor, provides real prospects for organic growth in the lead-up to the 2032 Olympic Games. Between FY 2017 and FY 2023, our continuing operations generated cumulative losses of $116 million. Importantly, we are now seeing meaningful improvement in financial performance in the back of investment and operational excellence, and are well- positioned to benefit from an improving consumer environment and an international tourism recovery.
We are now firmly back in profitable territory, with momentum clearly building across the business. Our recent brand collaborations, including Big Brother and another iconic partnership to be announced shortly, will further strengthen our positioning and broaden our reach. What guides and anchors us is our commitment to executing our strategy, delivering value for sustainable, meaningful, and enduring outcomes for our guests, shareholders, and other stakeholders. I firmly believe that the business has never been in a better position to realize that value. Finally, and just as importantly, we're straight of our strong people culture, built on a shared passion for what we do, our proprietorial mindset, and a relentless commitment to safety and exceptional guest service.
I'd like to sincerely thank all of our team members for their ongoing dedication to the organization, and I'll now hand the call back over to José to talk a little bit more about corporate costs and capital management.
Thanks, Greg. I'll now provide some commentary regarding the group's corporate costs, cash flows, and capital management before opening up the lines for questions. Turning to slide 24, corporate costs remain a key focus for the group. We're committed to maintaining a lean cost base while supporting the strategic priorities of the group, and to that end, we've made further meaningful progress in the year. Corporate costs for FY 2025, excluding specific items, were $4.7 million, a 25% reduction compared to the previous year and the lowest we've seen in more than a decade. Costs in the second half of FY 2025 were broadly in line with the first half, reflecting a stable and sustainable cost base. As the chart shows, compared to the FY 2017 peak, we've now realized almost $12 million of annualized cost savings. That's a reduction of around 72%.
FY 2025 corporate costs were also more than 20% below COVID-impacted years of FY 2020 and 2021, remembering, of course, that those years benefited from some extraordinary temporary measures, including periods of directors and staff taking pay cuts, no executive or staff bonuses, receipt of government wage subsidies, and very little domestic or international travel. That being said, the current environment has brought some inflationary pressures, and we're very mindful of the need to maintain a disciplined approach, both to mitigate these pressures and to preserve the hard-won savings we've achieved over recent years. Turning to slide 25, as Gary said at the start, our balance sheet remains strong, and we close the year with almost $34 million in cash and zero debt.
Operating pre-tax cash flows for the year were $9.7 million, up $13.2 million year on year, driven by stronger trading, higher annual pass sales for which we receive cash upfront, and $5.2 million of insurance receipts relating to those FY 2024 summer storms. Offsetting this slightly was a $3.2 million decline in net interest income for the year due to lower average cash balances and a slight decline in deposit rates. Capital expenditure for the year totaled $49.3 million, broadly in line with the prior period, and this was made up of $9 million in maintenance CapEx, which pleasingly was covered by our operating and interest cash flows in the period, and $40 million in development CapEx, driven mainly by Rivertown costs, as well as some upfront spend towards the upcoming King Claw attraction.
As mentioned earlier, Rivertown was delivered on time and within budget and is already generating returns through higher visitation, increased in-park spend, and improved guest satisfaction, and our expectation is that King Claw will bring more of the same. Looking ahead, however, we do expect development CapEx to significantly moderate as we near completion of our major capital program, with anticipated development spend in FY 2026 of around $8 million, predominantly related to the completion of King Claw. In terms of capital management initiatives, FY 2025 saw us complete our first on-market share buyback earlier in the year and commence a second buyback in November. By the end of FY 2025, we had completed around 80% of that second buyback, repurchasing over 34 million shares at a cost of $14.5 million.
In total, $19.1 million of cash was utilized across both buybacks in FY 2025, with the second buyback subsequently closed out in early FY 2026 for a residual cost of $3.2 million. Finally, as mentioned at the half-year, the group has established a new $10 million bank credit facility in the year. This facility was put in place to enhance the liquidity and funding flexibility of the group and has remained fully undrawn to date. That concludes the main part of our presentation, and I'll now open up the lines for Q&A.
Thank you. If you wish to ask a question, please press star one on your telephone and wait for your name to be announced. If you wish to cancel your request, please press star two. As a reminder, if you are on a speakerphone, please pick up your handset to ask your question. We will now pause momentarily to assemble our roster, and the first question will come from Allan Franklin with Canaccord Genuity. Please proceed.
Yeah, hey, good morning, Gary, Greg, José, thank you for that context. Probably something I just want to step into a bit of detail on, please, is just with Jane’s Rivertown , obviously great to see the positive anecdotes there. When you get into the financial side of it, if you can provide any additional detail, I would have thought there would have been a bit more pressure on the cost of goods sold during the period. Yes, there is a bit of pressure year- over- year, but I thought it might have been more. Are there any other things we should be thinking about that perhaps offset some of the mixed change on gross profit?
Morning, Allan. It's Greg here. Great question. Look, when we think about cost of goods, we think about it across the commercial realm. What I can say is that you're right. Jane’s is a business that has a higher cost of goods than some of the more traditional theme park parts of our business. I won't disclose in the call today the margins that we make on popcorn or churro, other than to say that it is very healthy and quite distinctly different to what we would see at somewhere like Jane’s. In saying that, what we've tried to do at Jane’s is make sure we price for that. It's a higher per head spend in Jane’s, and that, you know, to some extent offsets the higher costs that are involved in delivering that menu.
We're also really mindful about making sure that whilst it looks like a fantastic menu, it's also very strategic. We're trying to utilize products across the board there that can be used across the menu and really keep it quite simple from a back-of-house kitchen perspective. The other, I think, really important fact that we're seeing now is as the business is starting to scale, we're really seeing some opportunities to leverage that scale in terms of our supply chain. I'll give you an example. If I think about the retail business, it wasn't that long ago that we were buying pretty much everything from local suppliers. We just didn't have a cash position that afforded us the opportunity to buy indent product. Moreover, I just didn't feel confident that we would want to go out there and spend a lot of capital, working capital on international buys.
We just didn't have the attendance and the revenue velocity to sustain it. Now that we're starting to see that, we are actively prosecuting the case to move a lot of our buy overseas. I can tell you that we're seeing some very, very strong performance in terms of cost of goods, particularly in the retail department, which is, you know, to some extent masking maybe some higher costs in Jane’s. In saying that, I would just reinforce the fact that I think at Jane’s, we're doing a good job there, I think, as a team to manage those costs well. You've seen the menu. It's a great menu, but at the same time, you know, it's a little bit higher priced, and we continue to refine it. I can say that we're about to make some additional changes to the menu in the next little while.
The key thing for us is making sure that we maintain the guest experience. You've seen the very clear comments from our guests. They love the menu. They love the food quality. They actually think it's really good value. What I'm mindful about is trying to maintain that, but also strategically make sure that we're continuing to improve margin in that area as well.
No, that's helpful. Thank you. I think José, sort of partly answered my next question, but just on CapEx, you know, the extent to which you have taken on cost for King Claw already. I think it was mentioned that there's $8 million of sort of development CapEx to come in F 2026, and then perhaps if we can roll forward the $9 million of maintenance, is that broadly the right framing?
Hi, Allan. Yes, I think you're sort of on the money there. We're roughly about halfway through the King Claw from an expense, CapEx expense perspective. In terms of maintenance CapEx, the usual run rate of the business sort of fluctuates between $5 million and $10 million. We see it as being around about $8 million next year. All up, circa $16 million of CapEx, half of which is maintenance and the other half of which is development.
Okay, helpful. Just the last one. On July, if you can just sort of help us understand any nuances in that print school holiday timing. As an example, I appreciate you called out end-of-financial-year campaigns, which perhaps you've done before, but yeah, it did feel like you were pushing that fairly hard this year. Be any nuance we should think about timing? Obviously, good to see it has carried through into August as well.
I think that's the key point, Allan, is that if it was a one-hit wonder, you know, we wouldn't really see that performance kind of flow into August, and we are. In terms of school holidays, it's broadly aligned. There's a couple of days in this year that weren't in last year, but we don't see that to be material. Once you go and have a look at weather and offsets like that, it really, in our minds, doesn't really change our view of how strong July was.
I'd direct you to slide 19, which we think is really an important slide, which, when we think about this compounding growth over the last 12 months, I think you can see there that July is a really good result, but also that we're really happy to start seeing that this growth is now accelerating on a 12-monthly basis as well as just what we saw in July. Nothing that we believe we need to call out. We think it's consistent with what we're starting to see now, you know, through August. August is obviously a quieter month, but at the end of the day, the growth that we're seeing in the August attendance is still there, and it's broadly in line with what we were seeing through July.
That's helpful. Yeah, that slide 19 certainly is a good slide to sit on and dwell on, but thank you for your time. Speak again.
Sorry, Allan, I just want to, I should say one other thing, which I really think is an important note there, which is if you look at the impact business, and I think I mentioned many times annual passes and their impact, which I think people that follow the company are well aware of how that works in terms of our recognition of revenue over the performance obligation. If I talk about what we're seeing in impact revenue, I think that is really an important indication as to what the actual activity is in the organization. You can see in our results through July that impact revenues really mirrored attendance uplift. I think that gives you a pretty good indication as to what's happening actually in the park on the day in terms of activity economically in the organization.
Helpful. Thanks.
Your next question comes from Taylor Guyot with Barrenjoey . Please proceed.
Hi guys, thanks for taking my question. Just following on from that on the July trading update, what did the end-of-year financial campaign mean for like ticket revenue per head? Have we seen that impact in that July trading update? How do we think about that for the remainder of the year?
Yeah, you'll see some of it. I think the key thing that we think about when we do annual pass promotions is it really is, as I kind of mentioned in the prepared remarks, annual passes, as they come on early on particularly, have a dilutionary impact on per cap. What we see is that we obviously sell an annual pass today. That revenue, we get a portion of it, 1/12 is the basic math at the time of sale or within that month. Usually, and more often than not, we see the attendance come minutes afterwards in terms of when they buy an annual pass. If people don't buy an annual pass today, you know, and then wait six or eight weeks to use it, they come that weekend is typically what we see.
As a result of that, you're seeing attendance increase very quickly, and we're not seeing really the revenue, particularly from the ticketing side of it, come straight away. It is in the numbers. The good news, I think, is that we'll see sustained revenue come from that promotion that'll drop into now to every month going forward, you know, on that recognition of the performance obligation. José, did you want any more cover to that?
Yeah, no, I think what you've said, Greg, is absolutely right. I think in the slide, we do talk about the deferred revenue balance in July being 32% above prior levels. You can really sort of see that acceleration if you look at the year to June or June 2025 versus June 2024, we're 4.8% up. You know, a month later, we're 32% up. That's really sort of banking that revenue that's going to come through in the next sort of 12 months.
Okay, perfect. Thanks for that color. The last one for me, just how do we think about cost into FY 2026? Is there any key areas to call out in terms of any cost inflation or any potential headcount growth?
Look, our approach is we've labored on, I think, over many years now as we continue to have a very proprietary mindset in terms of cost. We are absolutely laser-focused on it. As I've always said, safety is our number one priority. I think the only thing I would say to you is this, is that if I was to talk to you about what are we focusing on in the organization today, safety is number one. Number two is really prosecuting the case now about how great Dreamworld is compared to what it's been like in previous years.
I think to give you just a bit of a feel for that, every time I walk through the business with someone that comes to visit, being an investor or otherwise, or similarly with Gary, the feedback we get consistently is, look, cannot believe where Dreamworld is today compared to what it was when I was last here, and some of these people haven't been for five or 10 years. I think the job to be done, and to be frank with you, the job that I've got to really focus on now is saying, how do we actually make sure we tell people about that? If there's any cost that I'll be looking to introduce into the organization, it'll be in the marketing space. I would say this to you is that we still have a value mindset around any cost that we bring in.
As we increase our communication spend, it'll be very, very closely monitored. What we're looking to do is make sure that as we bring that spend on, we're seeing immediate impacts in terms of our ticket sales. There is some work to be done, I think, at top of funnel in markets like New South Wales and Victoria. I think I outlined that in the presentation that we didn't do much marketing above the line in those markets. To be truthful with you, that was completely intentional. I just didn't feel that the product was in a position where I'd be comfortable to go and spend a lot of marketing money in those markets because I just didn't think that if we were to get that guest into the park, that there was a really great experience.
I have a completely contrarian view to that now, and I believe that the product here is absolutely world-class, and we want to make sure we tell people all about it, but in a measured way that still means that we are very considerate of how we spend that capital or that working capital, and we're really mindful about making sure we get a return on every marketing dollar that we spend.
Okay, great. That's perfect. Thanks for that.
At this time, there are no further questions. This does conclude today's presentation. Thank you.