2018 Capital Markets Day Presentation

October 2018

22

UAE legacy

assets

UAE post IPO

and acquired

assets

KSA

assets

UAE assets provide a base for

managing the Group’s

operations

Success has facilitated the

formation of regional clusters

Revised management approach

and organization structure

Development of leadership

positions to aid consolidation,

integration and growth

Strategy to accelerate

expansion into more complex

medical segments

Replicate success of UAE in

KSA - top player with

leadership in specific verticals

Leadership’s vision; Local Inspiration, Global Aspiration

The leadership’s vision; Local Inspiration, Global Aspiration has been

the driver behind the success of the Clusters formation

33

Nirman ShettyCOO – NMC

Trading

Prakash JanardanDirector – IVF

Abdulmohsen Al AshryNMC Healthcare KSA

Clancey PoDirector

Operations Strategy

Umesh BhandaryPresident

Operations

Michael DavisCOO

Human Resources

Prasanth ManghatCEO

Building the right leadership team

4

Clinical Governance Structure

4

Dr. V.J. PrabhakarSr. Vice President –

Utilization Management Physician Peer Review

Helen KingSr. Vice PresidentQuality & Nursing

Michael DavisCOO

Dr. Manohar SemberichiSr. Vice President –

Medical Affairs

Prasanth ManghatCEO

Dr. C.R. ShettyGroup CMO

(Group Medical Director)

5

UAE: Current Success Story

5

Thiqa Clinic- Premium facility catering to Emirati population within the heart of Abu Dhabi

The new NMC ADNOC Occupational Clinic caters to over 50,000 ADNOC employees for conducting periodic and onboarding medicals

New Sunny clinic in Ajman expands reach

Rebranding of NMC Royal Hospital, DIP a reflection of increasing complexity of services

§ Addition of sub-specialty services as well as the MOU with Cincinnati Children’s Hospital and Boston Children’ Hospital have served to hasten the ramp-up plan for NMC Royal Hospital

§ A continued focus to capture the Emirati patient population

§ 1m+ outpatients seen annually across Sharjah facilities

§ ProVita unit opened within Al Zahra Hospital has exceeded growth expectations and now sits with a waiting list for admission

+18%

+61%

+25%+25%

+54%

+42%

Abu Dhabi Dubai Sharjah

Inpatient

Outpatient

Patient mix – NMC Group

NMC Group has seen a 8% YoY growth in the Emirati

patient base

Emirati36%

Other Nationalities

64%

Patient mix – NMC Royal Cluster

Emirati45%

Other Nationalities

55%

The NMC Royal Cluster has seen a 10% YoY growth in the Emirati patient base

YoY growth estimates for inpatient and outpatient volumes(%)

Tremendous YoY Growth across Emirates

NMC Royal clusters

NMC Royal, DIP, NMC Specialty

Hospital-

Al ZahraHospital

66

UAE: NMC a key catalyst for constant evolution of its home market

NMC signed a Memorandum of Understanding with Fatima College of

Health Sciences for strategic partnership in achieving the parties’ common interests

Attractive future growth drivers across the UAE

Exposure tothe most

sophisticated healthcare

markets in the GCC

Expanding capacities at

existing Dubai facilities

Benefiting from a growing Sharjah

market

Significant growth opportunity in The Northern

Emirates

§ UAE

§ Abu Dhabi

§ NMC Specialty Dubai

+150 beds by Q4 ’19

reaching 256

§ New 100 bed NMC

Royal Hospital in

Mirdiff, Dubai

(scheduled 2021)

§ Addressable market

expected to grow

c.5% CAGR from

2017 to 2022

reaching 2.7m

§ New greenfield

facility under

contribution to

capture secondary

and tertiary care

referrals (H1 2020)

§ Represents 24% of

total UAE population

§ Lack of a quality

multi-specialty

hospital

§ Opportunity to

expand NMC Royal

brand

§ NMCRH DIP +60

beds by summer

2020 reaching147

77

Ruwais: Tapping previously unavailable growth opportunities

Prasanth and Michael attend ADNOC’s unveiling of the government’s Ruwais

transformation project.

Only referral facility for all trauma and accident cases in Western Region

O&M agreement to provide healthcare services to contractors and their families

Provides full range of general and emergency medical services

132 bed, JCI accredited hospital

State of the art fixed and mobile nuclear decontamination units

Coordinates emergency preparedness for the entire Western Region of Abu Dhabi

8

CosmeSurge: A case study in rapid integration

8 1. International Society of Aesthetic Plastic Surgery, 2016 global statistics

CosmeSurge Growth Story

2017O&M contract of 14 facilities

awarded to NMC

2018 14 facilities acquired by NMC

2018Addition of 7 facilities across UAE and Oman taking total to

21 facilities

TodayAdditional 5 facilities across

UAE, Jordan and Kuwait underway Asthetic procedures performed

globally increasing by 8% YoY

9

NMC International Patient Development: Capturing inbound & outbound medical tourism

9

§ Dedicated referral clinics set up within GCC facilities to refer patients to the UK and Europe

§ Working in conjunction with Dubai Health Authority and Department of Health – Abu Dhabi

§ Develop customized packages for patients from Middle East, India, China and Africa for treatment within UK and European facilities

Constant dialogue with Ministries, Regulatory bodies and embassies

Provider of choice for medical tourists

Capitalise on increasing demand for specialized procedures

Established medical tourism department in 2017

Cement UAE as an international medical tourism destination

New O&M contract in Kenya provides access to attractive

market

§ Rapid growth in medical tourists

Dedicated one-stop patient services centre for NMC’s

international patients seeking medical treatments outside

their home country

10

Aspen Healthcare: An integral part of the IPC

10

9 facilities

of facilities rated outstanding or good1

Outpatient & diagnostic visits in 2017

223 beds

Inpatient & day patient cases in

2017

19 theatres

Key highlights

300,000+43,000+

100%

Hospital locations

Parkside

Cancer Centre London

Claremont

Midland Eye

Nova

Chelmsford

Edinburgh

Holly

Highgate

Transfer of knowledge from Aspen to enhance NMC’s reputation as adestination of choice for incoming tourists

Breadth and excellence of service Transfer of knowledge

1111

NMC Healthcare KSA: The Current Success Story

Chronic Care

Riyadh Care Hospital330 beds

220 beds

Al Salam Medical Group

As Salama Hospital

100 beds

140 beds

NMC’s hospitals

CARE’s hospitals

Ha’il

Najran

Jeddah

Riyadh

Al Khobar

National Care Hospital 495 beds

Al Rashid Hospital64 beds

Al Qadhi Specialty140 beds

12

Private sector 44% Public sector 56%

Continued roll-out of insurance coverage a significant potential catalyst

12

Stats GovEst. Q2 2018*

population(33.4 m)

Public Coverage(18.2 m)

Saudis Expats

10.2

5.0 15.7

20.7mn

2.5

12.7mn

Private Insurance Mandate1

(15.2 m)

Source: Stats.gov.sa, GOSI, Mol., CCHI, and Bupa Arabia estimates.* Doesn’t include recent deportation of illegal expats(1) Addressable Market

13

A well-defined strategy to pursue growth in KSA:Where to play?

13

Geography

Payers

Types of care

§ Tier 1 (Jeddah and Eastern)§ Tier 2 cities

§ Prioritize insurance companies (for Saudi nationals) and Governmental departments or public organizations

§ Priority for higher complexity (LTAC level 3 and 4)

Geography

Brownfield

Greenfield

Where to play?

Long Term Care Multi-Specialty

NMC’s vision is to be in the top 3 Healthcare groups in KSA - with clear leadership in specific verticals and scale the bed capacity to a total of ~3,000 beds by 2022

§ Tier 2 § Selectively Tier 1 cities

§ Acquisition potential in Makkah, Eastern and other regions adding up to ~3,000 beds (60-70 beds and above)

§ Selective opportunities in Makkah and some Tier 2 cities, given the low ratio of beds/inhabitant

14

A well-defined strategy to pursue growth in KSA: Key focus multi-specialties

14

Key Focus Multi-Specialties

§ Infertility treatments and especially IVF to be developed alongside advanced consultation(e.g. 3D US)

§ Non-invasive cosmetics

§ Premium, invasive cosmetics

§ Tertiary care leveraging; NMC international agreements (e.g. Cincinnati & Boston Children’s Hospital)

§ Neonatal and Pediatrics ICU

beds

Maternity/Fertility Segments Cosmetics

Segments

PaediatricsSegments

15

A well-defined strategy to pursue growth in KSA: How to Win?

15

Occupancy

Costs

Capabilities

§ Keep high occupancy rates (>90%)

§ Achieve/maintain low direct costs & control working capital trade-offs

§ Leverage NMC capabilities/best practices

Business development

Underlying performance

Scale

How to Win?

Long Term Care Multi-Specialty

§ Strong business development and due diligence capabilities to assess opportunities

§ Assets performance improvement through a “SWAT team” for turnaround

§ Scale play through JV’s HQ

Talent § Source key physicians from talent pool

16

NMC – Hassana JV Capabilities

16

Turn around capabilities

K.S.A experience

M&A track record

Scale and expertise

NMC§ Improve top

line productivity

§ Reduce rejection rates

§ Implement staffing ratios

§ Aggressively negotiate consumables

Hassana§ Local market

knowledge

§ Strong relationship with GOSI

§ Care’s local medical expertise and extensive national reputation

NMC§ History of

significant growth

§ acquisition of 8 assets in the past 3 year

§ Ability to improve underlying performance

NMC + Hassana§ Offers

significant scalability

§ 40+ years of medical expertise

§ Key international partnerships enabling the group to provide best-in-class care

17

NMC well positioned for increased productivity in KSA

17

Well positioned to maintain a leading market position

Focus on quality§ Four NMC KSA facilities set to achieve CBAHI accreditation in 2019

§ By law, hospitals with CBAHI accreditation receive a 17% increase in MOH rates

Relationship key to success

§ NMC Saudi Healthcare has been successful in streamlining revenue cycle and

weekly collections have increased

§ Corporate Revenue Cycle Manager on board to manage insurance and government

relationships and improve Accounts Receivables times

Streamlined operations

§ Centralized procurement should be achieved by Q2 2019 which will provide

aggressive negotiation for procurement of supplies

§ Centralized Human Resources Management System (HRMS) to begin roll-out in

2019 to improve Saudi workforce management

18

NMC is now in a position to replicate full continuum of care across Saudi Arabia

18

Tertiary

Highly specialised

Primary Care

Multi-specialty

UAE

Incr

easi

ng s

peci

alis

atio

nof

car

e

Establishing an integrated network across the full

continuum of care

UAE KSA

19

To Summarize;

19

Optimal management and infrastructure to drive efficiency and margin gains

Highly experienced team and depth in business will enable scalability in KSA

Capitalize on growth opportunities to aid in increased penetration of UAE and KSA markets

Further internationalizing the patient base through specialized offerings in Kenya, UK and KSA

Adopt and deploy international medical best practice across the group

1

2

3

4

5

Poised to deliver the next exciting phase of ambitious

growth