#1amc May 2018 Investor Presentation#2Disclaimer While the information included herein is believed to be reliable, AMC and Nordic Cinema Group do not make any representations or warranties, expressed or implied, as to the accuracy or completeness of such information contained herein or made available, orally or in writing, in connection with the transaction, and nothing contained herein is, or shall be relied upon as, a promise or representation, whether as to the past or to the future. This presentation does not purport to contain all of the information that may be required to evaluate the transaction and any recipient hereof should conduct its own independent analysis of the transaction and the data contained or referred to herein. Except as expressly set forth herein, information regarding Nordic Cinema Group has been supplied by Nordic Cinema Group and its representatives and has not been prepared or confirmed by AMC or its management. Additionally, the business and financial information and materials and any other statement or disclosure on, or made available through, AMC's website and Nordic Cinema Group's website or other websites referred to herein shall not be incorporated by reference herein unless specifically identified as such. AMC's consolidated financial statements are prepared and presented in accordance with generally accepted accounting principles ("GAAP"). Certain items contained in this presentation, including Adjusted EBITDA and Pro Forma Adjusted EBITDA for the "Completed Acquisitions", are non-GAAP financial measures and are provided as a supplement and should not be considered an alternative to any GAAP measure of our operating performance, liquidity or profitability. The presentation of these financial measures is not intended to be a substitute for or superior to any financial information prepared and presented in accordance with GAAP. While management believes such non-GAAP measures provide recipients with useful supplemental information, there are material limitations associated with the use of non-GAAP financial measures as an analytical tool, and these measures may be different from non-GAAP financial measures (even those similarly-titled) used by other companies, including members of the peer group shown throughout this presentation. Such non-GAAP measures are presented here because we believe they are widely used by investors and analysts to measure performance. Our management also uses such measures for their internal analysis. The non-GAAP financial measures included in this presentation should be reviewed in conjunction with AMC's financial statements and related footnotes contained in documents filed with the SEC. This presentation includes "forward-looking statements". Forward-looking statements may be identified by the use of words such as "forecast," "plan," "estimate," "will," "would," "project," "maintain," "intend," "expect," "anticipate," "strategy," "future," "likely," "may," "should," "believe," "continue," and other similar expressions that predict or indicate future events or trends or that are not statements of historical matters. Similarly, statements made herein and elsewhere regarding the pending acquisition of Nordic Cinema Group ("the target") are also forward-looking statements, including statements regarding the anticipated closing. date of the acquisition, the source and structure of financing, management's statements about effect of the acquisition on AMC's future business, operations and financial performance and AMC's ability to successfully integrate the targets into its operations. These forward-looking statements are based on information available at the time the statements are made and/or management's good faith belief as of that time with respect to future events, and are subject to risks, trends, uncertainties and other facts that could cause actual performance or results to differ materially from those expressed in or suggested by the forward- looking statements. These risks, trends, uncertainties and facts include, but are not limited to, risks related to: motion picture production and performance; AMC's lack of control over distributors of films; intense competition in the geographic areas in which AMC operates; increased use of alternative film delivery methods or other forms of entertainment; shrinking exclusive theatrical release windows; international economic, political and other risks; risks and uncertainties relating to AMC's significant indebtedness; limitations on the availability of capital; risks relating to AMC's inability to achieve the expected benefits and performance from its recent acquisitions; AMC's ability to comply with a settlement it entered into with the U.S. Department of Justice pursuant to which it agreed to divest theatres and divest holdings in National CineMedia, LLC; the failure to obtain the necessary financing arrangements as set forth in the debt commitment letters entered in connection with the Nordic Acquisition, or the failure of the Nordic Acquisition to close for any other reason, including the failure to receive regulatory approval; AMC's ability to refinance its indebtedness on favorable terms; optimizing AMC's theatre circuit through construction and the transformation of its existing theatres may be subject to delay and unanticipated costs; failures, unavailability or security breaches of AMC's information systems; risks relating to impairment losses and theatre and other closure charges; AMC's ability to utilize net operating loss carryforwards to reduce its future tax liability; review by antitrust authorities in connection with acquisition opportunities; risks relating to unexpected costs or unknown liabilities relating to recently completed acquisitions; risks relating to the incurrence of legal liability; general political, social and economic conditions and risks, trends, uncertainties and other facts discussed in the reports AMC has filed with the SEC. Should one or more of these risks, trends, uncertainties or facts materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those indicated or anticipated by the forward-looking statements contained herein. Accordingly, you are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date they are made. Forward-looking statements should not be read as a guarantee of future performance or results, and will not necessarily be accurate indications of the times at, or by, which such performance or results will be achieved. For a detailed discussion of risks, trends and uncertainties facing AMC, see the section entitled "Risk Factors" in the documents AMC has filed with the SEC, and the risks, trends and uncertainties identified in their other public filings. AMC does not intend, and undertakes no duty, to update any information contained herein to reflect future events or circumstances, except as required by applicable law. 2#3AMC Today - Global Scale & Diversity Largest exhibitor in the US, in Europe and in the World AMC's footprint: Operates in 16 countries Over 1,000 theatres and 11,000 screens (1) 344 M of annual attendance (2) #1 operator in 8 countries ; #1 or #2 operator in 11 countries (3) Customer experience leader with universally deployable strategy and growth initiatives (1) (2) (3) Largest global procurer of films, theatrical food and beverage items, lighting and supplies Includes 50 theatres in which Nordic has a "substantial minority interest". LTM March 2018 Based on numbers of screens. Recent M&A Transactions Have Created Largest Circuit in the World (as of 12/31/17) ODEON Seri amc TURBINE 11,169 amo 9,539 cineworld 5,959 CINEMARK 5,401 Cinépolis 3,346 CGV 2,783 Cinemex 1,902 an 1,676 CINEPLEX 1,091 822 3#4AMC Domestic Footprint on AMC Major Market AMC Location (1) (2) (3) #1 or #2 Position in 22 of the Top 25 U.S. Markets(1) Based on Box Office revenue. LTM as of March 2018 Includes Spot acquisitions, New Builds, Reseats, Dolby and DIT 236 Million Visitors Per Year(²) 010 amc THEATRES® C amc CLASSIC amc DINE-IN 33% of Domestic Circuit Has Recliners (3) 4#5AMC International Footprint ODEON CINEMAS GROUP An 4mc.company ODEON UK & IRELAND 121 Cinemas uci CINEMAS CINESA SPAIN & PORTUGAL 48 Cinemas UCI CINEMAS CINESA ODEON Filmstaden NORWAY, SWEDEN & DENMARK* 87 Cinemas ODEON ODEON Uci KINOWELT UCİ CINEMAS Filmstaden © FINNKINO FORUM CINEMAS Uch KINOWELT GERMANY & AUSTRIA 26 Cinemas Uci CINEMAS ITALY 50 Cinemas FORUM FINNKINO CINEMAS FINLAND & BALTIC STATES" 35 Cinemas #1 or #2 in 10 countries Seasoned Management Team Minimal Recliner Penetration At 31st March 2018 *Includes 54 associate cinemas LO 5#6Industry is Large and Stable with Attractive Value Proposition The Box Office Has Demonstrated a Positive Long-Term Trend NABO QUARTERLY Y-o-Y % Change Mar 2004 - Mar 2018 30% 20% 10% 0% -10% -20% -30% SAMAN Source: Note: (1) (2) (3) (4) (5) (6) Average Ticket Price for a Family of Four $34 Movies $116 Movies Offer Value vs Other Out-of-Home Entertainment Options MLB $193 Dinner (1) Based on Killington single-day lift tickets for 2017. Based on Billy Joel tickets at Madison Square Garden. Based on Lion King Broadway tickets at $150 per ticket, including tax. $209 Theme Parks (2) Rentrak, National Association of Theatre Owners, Wall street research, MPAA, Ticketmaster. North America box office figures represent the U.S. and Canada. Based on $39 pix-fixe dinner plus 24% in tax and tip. Theme park average ticket data based on latest available from 2014. NBA and NHL data is for 2014-15 season. $12.0 $216 $11.0 Cost of Comparable Entertainment Options NBA (3) $10.0 $9.0 $8.0 $7.0 $249 (3) NHL $343 NFL NABO - LTM ($in billions) Mar 2004 - Mar 2018 $344 Skiing (4) $422 $600 Concert (5) Broadway Show (6) O)#7Industry Box Office Cyclicality on the Rise $9.1 $9.2 $9.3 Record $8.8 1Q 2018 -2.6% $9.2 (1) As of May 22, 2018 2nd Highest 1Q Ever North American Box Office (in billions) $9.6 $9.6 Record $10.6 $10.6 Record $10.2 $10.8 $10.9 Record Record $10.4 Record February 2018 $11.1 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 $11.4 Record Record 1.319 $11.1 1996 FLAT Attendance (in billions) http://www. +5.2% YTD 2018(1) 1.314 2016 DVD VIDEO NETFLIX 7#82018 Has the Potential to be Another Industry Record Year IMAX MARVEL STUDIOS INFINITY WAR IMAX MARVEL STUDIOS ANFMAN ILLUMINATION PRESENTS WASP IMAX IMAX DEASPOOL HOTEL TRANSYLVANIA IMAX IMAX TO FIND THEM JURASSIC WORLD FALLEN KINGDOM IMAX Seuss FANTASTIC Ralph GRINCH BEASTS 2 ALPH BREAKS THE INTERNET reek IMAX MAMMA MIA! HISSION: IMPOSSIBLE 6 IMAX HAN SOLO STAR WARS STORY IMAX AQUAMAN IMAX THE e DENZEL WASHINGTON EQUALIZER 2 MARY POPPINS RETURNS OO#9AMC's Strategy: Enhance + Engage + Expand + Execute Leveraging AMC's Success Across a Larger Base Creates Value Expand 3 Enhance the Customer Experience cute Operationally amc 2 1 Engage with Guests Through World-Class 1) Enhance Comfort and convenience initiatives Recliner seating / Reserved seating Food & Beverage Coke Freestyle / MacGuffins/ 2 Engage MACGUFFINS BAR & LOUNGE Expanded Food Offerings Premium Sight & Sound IMAX / Dolby Cinema at AMC / PLF ● IMAX AT 4mc. DOLBY CINEMA AT mc World class marketing - Rapidly growing AMC Stubs loyalty program - Updated website, mobile apps and social media - Pricing optimization U.S. Theatre Branding Targeted programming 3 Expand and Execute Expense control Integration Balanced capital allocation - 2018 net capex - $450 to $500 million - $47.6 million of shares repurchased as of 12/31/17#101 Quicken Pace of Theatre Innovation Deployment Recliner Reseats at AMC (domestic) (1) (2) Pre-Renovation Theatres Progress to Date at AMC (domestic) (1) Screens:(2) % of Domestic Screens Growth to Date (³) Attendance: ATP: Total Revenue: As of March 31, 2018, includes DIT and Dolby irst 110 locations converted prior to March 31, 2017, excludes screens acquired, DIT and Dolby recliner screens. 2,552 33% 31% 9% 46% Targeted AMC Recliner Screens (Incl. Int'l) Screens 2018: 2019: Renovated Theatres 3,300 3,700 10#111 Quicken Pace of Theatre Innovation Deployment Nine Recliner Refurbishments Completed as of March 31, 2018 East Kilbride Edinburgh Wester Hailes Leeds Bradford Glasgow Quay Swiss Cottage Putney Panton Street Birmingham Broadway Plaza Oslo Storo (Norway) Pre-Renovation Theatres F OSCAR'S BAR & PIZZA SHLY BAKED PIZZA BEER BAKED ENJOY IN SCE WINE PERONI Renovated Theatres el freestyle oh, it's possible press here 11#121 AMC Food & Beverage Innovation has Increased Revenue Growing F&B Take Rates... (F&B Take Rate as % of Total Attendance) (1,2) + 600 bps (1) (2) 64% 2011A MACGUFFINS BAR & LOUNGE 70% 2018A For legacy AMC (excludes Odeon, Carmike, and Nordic). 52 weeks ended December 29, 2011, and March 31, 2018. My AMC TOOKY Stabs PREMIERT Get Free Popcorn & Soda Upgrades Upgrade Now Premers members can get a free popcem & voda upgrade every time shey be ahead get that madum or larg We'll pay the difference Sign In y buy Go ...Have Diversified Legacy AMC's Revenues... (F&B Revenues as a % of Total Revenue)(1)(2) + 320 bps AMC STUBS 27.6% 2011A FEELS www 30.8% 2018A thiss order ahec Vects drinks/tickets anotheatres.com 12#131 Sight and Sound Remains an Opportunity IMAX® AT 4mc. DOLBY CINEMA AT 4mc. Prime at amc ● ● ● ● ● ● ● Largest IMAX operator in the US with 186 locations open as of Mar 31, 2018 Premium Large Format (PLF) experience Global brand - 208 locations worldwide Announced IMAX laser systems in 87 US locations by 2022 Largest Dolby Cinema operator in the US with 96 locations Dolby Atmos Sound, HDR Laser, with power recliners Announced acceleration of up to 130 auditoriums by the end of 2018 Prime at AMC proprietary PLF experience Designed for smaller locations that can't support high-end premium investment No shared economics Launched March 2017 - Ten currently in operation 13#142 World Class Marketing to Drive Growth Introduced new free loyalty tier, relaunched paid tier More than quadrupled membership since January 1, 2016 Surpassed 13.7 million member households Box office and food & beverage results are very positive Re-launch of AMC Stubs Stabs INSIDER Stabs PREMIERE Re-launch of AMC Website and App Batman v Superman Increased Focus on Pricing AADE BBAGE New U.S. Theatre Branding amcDINE-IN amc amca CLASSIC ● ● ● ● ● ● ● ● ● ● ● Rollout of website and app nearly 18 months ago - very successful More graphically rich interface; More robust content Increase ease of use, drive action, largest online AMC ticket seller Vice President of Pricing and pricing department First pricing department in AMC's 95-year history Dedicated to optimizing pricing across box office and food & beverage Surge pricing initiated, additional pricing strategies to follow AMC Theatres - 400 theatres, larger, more urban markets, AMC amazing AMC Classic Theatres - 200 theatres, midsized, non-urban, value oriented AMC Dine-In Theatres - 60 theatres, full kitchens, MacGuffins, full dining service Aligns guest expectations and cost structure 14#153 AMC Opens 1st Theatre in Saudi Arabia in 35 Years ● ● ● ● AMC and Saudi Arabia Public Investment Fund 1st location in the King Abdullah Financial District, Riyadh, Saudi Arabia Potential for 30 - 40 AMC Cinemas in 15 cities in Saudi Arabia over next 5 years Potential for total of 50 - 100 AMC Cinemas in 25 cities by 2030 Potential for $1 billion industry box office amo سینما CREAS 15#163 Balanced Approach to Capital Allocation $231 million Monetization of Non-Strategic Assets Reduced Capital Expenditures for 2018 Initiated $100 million Share Repurchase Program • Sale of Open Road - $14 million of net proceeds Sale/Lease back of 7 US Theatres - $128 million of net proceeds Sale of National Cine Media stock - $89 million in net proceeds Approx. 11 million shares of NCM stock to sell in 2018 ● ● • 2018 Capex guidance ● ● Authorized August 2017 Two year term • AMC repurchased approximately 48% of authorization as of December 31, 2017 ● ✓2018 net Capex expected to be between $450 and $500 million ✓Landlord contributions continuing in US and in Europe ✓ Bulk of Capex on Recliner renovations ● No shares repurchased thus far in 2018 16#17AMC Investment Highlights ✓ #1 operator in the U.S., Europe and the World ✓ Exhibition industry is large and stable with a positive outlook ✓ Proven track record of success Large pipeline of theatres to deploy proven growth initiatives Well positioned to deliver superior results through our growth strategies Balanced capital allocation strategy 17