MYRTLE BEACH TRAVEL PARK

f Class A Common, subject to transfer restrictions, as a means of retaining and rewarding selected employees for long-term performance. Shares awarded under the Executive Plan are fully vested and entitle the stockholder to all rights of common stock ownership except that shares may not be assigned, pledged or otherwise transferred during the restriction period. In general, the restriction period ends after three , five or ten years from the award date or at the earliest of (1) three years after the participant’s retirement date, or (2) the participant’s death or permanent disability. The Company issued 306,039 , 241,947 and 169,227 shares of Class A Common in the years ended December 31, 2025, 2024 and 2023, respectively. After the issuance of these shares, there were 705,355 shares of Cl

$ 654,693 100.0 % $ (47,841) (7.3) % Cost of sales 450,699 74.3 % 484,486 74.0 % (33,787) (7.0) % Gross profit 156,153 25.7 % 170,207 26.0 % (14,054) (8.3) % Selling, general and administrative expenses 119,263 19.7 % 126,703 19.4 % (7,440) (5.9) % Amortization of intangible assets 311 0.1 % 302 — % 9 3.0 % Operating profit 36,579 6.0 % 43,202 6.6 % (6,623) (15.3) % Interest expense, net 703 0.1 % 613 0.1 % 90 14.7 % Pension termination expense — — % 7,611 1.2 % (7,611) n/m Other expense (income), net 235 — % 1,602 0.2 % (1,367) (85.3) % Income before income taxes 35,641 5.9 % 33,376 5.1 % 2,265 6.8 % Income tax expense 9,186 1.5 % 2,617 0.4 % 6,569 251.0 % Net income $ 26,455 4.4 % $ 30,759 4.7 % $ (4,304) (14.0) % n/m = not meaningful Effective income tax rate 25.8 % 7.8 % The following

ompetitive base pay (with variable pay programs to reward outstanding performance), bonus programs, long-term incentive programs, benefits programs, retirement savings options and matching contributions, paid time off for sick, vacation and volunteer work, a global employee stock purchase plan and protected leave time for medical and family care, of which both medical and bonding leaves are paid. As part of our continuous effort to cultivate a better workplace, we solicit feedback from all global colleagues regularly through engagement and pulse surveys. These surveys focus on a variety of different areas, including engagement and alignment with our GBT behaviors. In the most recent annual engagement survey performed in November 2025, we achieved an 82% participation rate. We had an overal

hange increase/(decrease) (in $ millions except percentages) 2025 2024 $ % General and administrative $ 290 $ 308 $ (18) (6) % 61 For the year ended December 31, 2025, general and administrative expenses decreased by $18 million, or 6%, due to (i) a $17 million decrease resulting from cost saving initiatives, (ii) a $15 million decrease in employee incentives , (iii) a $10 million decrease in mergers and acquisitions costs, and (iv) a $4 million decrease in integration costs, partially offset by (v) $24 million of incremental expenses resulting from the CWT acquisition and (vi) $4 million increase in head office and other corporate costs. Restructuring and Other Exit Charges For the year ended December 31, 2025, restructuring charges of $52 million primarily related to restructuring action