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HEALTHCARE GLOBAL ENTERPRISES LIMITED INVESTOR PRESENTATION February 2025
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www.hcgoncology.com www.hcgoncology.com SAFE HARBOR This presentation and its contents are confidential and are not for release, publication or distribution, in whole or in part, directly or indirectly, in or into or from the United States of America, Canada, Australia, Japan or any jurisdiction where such distribution is unlawful . This presentation has been prepared by HealthCare Global Enterprises Limited (the "Company") . These materials are not for publication or distribution, directly or indirectly, in or into the United States (including its territories and possessions, any state of the United States and the District of Columbia) . These materials are not an offer of securities for sale into the United States, Canada or Japan or any other jurisdiction . Any securities of the Company have not been and will not be registered under the U.S. Securities Act of 1933 , as amended, and may not be offered or sold in the United States, except pursuant to an applicable exemption from registration . No public offering of any securities of the Company is being made in the United States . The information contained in this presentation is for information purposes only and does not constitute or form part of an offer or invitation for sale or subscription of or solicitation or invitation of any offer to buy or subscribe for any securities, nor shall it or any part of it form the basis of or be relied on in connection with any contract, commitment or investment decision in relation thereto in India, the United States or any other jurisdiction . No person accepts any liability whatsoever for any loss howsoever arising from the use of this document or of its contents or otherwise arising in connection therewith . The information set out herein may be subject to updating, completion, revision, verification and amendment without notice and such information may change materially . Financial information contained in this presentation has been derived from the restated consolidated and standalone financial statements of the Company and have been rounded off to the next integer, except percentages which have been rounded off to one decimal point . This presentation contains certain "forward looking statements" . Forward ‐looking statements are based on certain assumptions and expectations of future events . Actual future performance, outcomes and results may differ materially from those expressed in forward ‐looking statements as a result of a number of risks, uncertainties and assumptions . Although the Company believes that such forward ‐looking statements are based on reasonable assumptions, it can give no assurance that such expectations will be met . Neither the Company nor any of its advisors or representatives assumes any responsibility to update forward -looking statements or to adapt them to future events or developments . This presentation includes certain industry data and projections that have been obtained from industry publications and surveys . Industry publications and surveys and forecasts generally state that the information contained therein has been obtained from sources believed to be reliable, but there is no assurance that the information is accurate or complete . Neither the Company nor any of its advisors or representatives have independently verified any of the data from third -party sources or ascertained the underlying economic assumptions relied upon therein . No representation or claim is made that the results or projections contained in this presentation will actually be achieved . All industry data and projections contained in this presentation are based on data obtained from the sources cited and involve significant elements of subjective judgment and analysis, which may or may not be correct . For the reasons mentioned above, you should not rely in any way on any of the projections contained in this presentation for any purpose . No responsibility or liability whatsoever is undertaken for the contents hereof . This presentation is based on information regarding the Company and the economic, regulatory, market and other conditions as in effect on the date hereof . It should be understood that subsequent developments may affect the information contained in this presentation, which neither the Company nor its advisors or representatives are under an obligation to update, revise or affirm . 2
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www.hcgoncology.com www.hcgoncology.com Largest Pan -India Oncology Hospital Chain 3 Jaipur Bhavnagar Nagpur Ranchi Kolkata Cuttack Vizag Ongole Vijaywada Bangalore Hubli Mumbai (2) Nashik Gulbarga Ahmedabad Baroda Shimoga Indore Kenya Sources: Company information Note: 1 Includes Kenya; 2 HCG in top 3 based on management estimates; 3 Refers to the proportionate population of the states in which HCG has presence; 4 Includes multispecialty; 5 Includes Chennai; 6 Excluding Chennai. *including bhavnagar Center of Excellence (CoE)2 Cancer Care Centers1 22 19 Number of cities covered5 16/18 Leading positions2,6 ~55% Addressable market3 (population) 25 No. of centers incl. 4 multi-specialty1,5 400+ Oncologists network ~2.5k Capacity beds4 8 Number of Robots 3.7L+ New registrations in last 5 years 98 Operation theatres4 39 Number of LINACs5 18 Number of PET CTs 10 Number of states covered5 Multi-specialty hospitals 4* Rajkot Day care centers6 Suchirayu LARGEST GEOGRAPHICAL REACH… …WITH LEADING TREATMENT INFRASTRUCTURE
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www.hcgoncology.com www.hcgoncology.com 44 Focused factory approach and Tumor board, pioneered by Dr. Ajai, enabling effective cancer care Strong commercial engine driving digital and brand transformation 2 6 Largest oncology focused hospital chain with a pan India network Marquee leadership team and experienced management 1 5 Best-in-class medical talent pool with industry leading retention High growth trajectory with roadmap for margin and ROCE expansion 4 8 Successful playbook of smart acquisitions and driving sustained growth post integration 3 7 Deepest network across metros and non-metros; leading1 positions in 16 of 18 cities2 Underpinned by a personalised patient-centric approach, superior technology, and industry leading medical excellency Note: 1 Top 3 in the city; 2 Excluding Chennai Redefining Cancer Care in India
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www.hcgoncology.com www.hcgoncology.com Industry Opportunity 5 Population coverage by cancer registries1 97% 89% 41% 10% 151 263 2019 Population growth Cancer incidences Relapse driven Affordability Realization 2024 2030E CAGR 12% CAGR 13-14% 1 in every 9 people in India to potentially suffer from cancer by 2025 3% 3% 3% 1% INRbn 1% INDIA IS A SIGNIFICANTLY UNDER-COVERED CANCER INDUSTRYLARGE AND GROWING ONCOLOGY MARKET IN INDIA Sources: Globacan 2018, ICMR; NCRP Annual Report 2020, Industry Reports Note: 1 As of 2020
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www.hcgoncology.com www.hcgoncology.com Low early -stage diagnosis and skewness of CCC towards metros are key problems 6 Sources: List of Cancer Treatment Centers licensed by AERB, aerb.gov.in, Feb 2021; Population of India as per census 2011, Censusindia.gov.in; Industry reports Note: 1 Top 8 metros include Delhi, Mumbai, Bangalore, Chennai, Hyderabad, Kolkata, Pune and Ahmedabad LOW EARLY-STAGE DIAGNOSIS IN INDIA… … LEADING TO HIGH MORTALITY TO INCIDENCE RATIO 81% 31% 31% 71% 30% 26% 73% 19% 25%29% 8% 15% Breast Cancer Head and Neck Lung Cancer USA UK 17% 23% 61% 22% 33% 70% 28% 52% 88% 51% 56% 91% Breast Cancer Head and Neck Lung Cancer USA UK … BUT NON-METROS TO GROW FASTER THAN METROS MAINLY DRIVEN BY VOL UME GROWTH (FY19-FY24) 8% 4% 12%12% 3% 15% Volume Growth Realization Growth Total Growth Metros Non-Metros MAJORITY OF THE COMPREHENSIVE CANCER CENTERS CONCENTRATED IN METROS… Top 8 Metros 30% Other State Capitals 10% Rest of India 60% 1
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www.hcgoncology.com www.hcgoncology.com Global case studies and research reinforces the need to create single specialty hospitals for cancer care 7 Announced collaboration with Beth Israel Deaconess Medical Center (BIDMC) Terminated partnership with Brigham and Women’s hospital Objective of independently focusing on cancer care rather than operating within a large health system “If the mission is to truly defy cancer, to reduce the burden of this disease on patients and families, one need look only at the outcomes. Published data shows patients cared for in dedicated cancer hospitals have better outcomes than patients who receive their care at general hospitals. And it makes sense. When all you do is cancer, when the brightest minds work together as a single, highly specialized team, patterns emerge, and you can see things others do not see. ” Study examining cancer-care outcomes among US hospitals; highlighted variance in outcomes across different types of providers, which is an important decision-making criteria for patients 18% 28% PPS exempt NCI cancer centres AMCs Other hopsitals Study Methodology 10pp lower post-treatment first-year mortality at PPS exempt hospitals vs other multi-specialty hospitals 9pp higher risk adjusted five-year survival rates at PPS exempt hospitals vs other multi-specialty hospitals 53% 49% 46% 44% PPS exempt NCI cancer centres AMCs Other hopsitals ◼ Studied 750,000 patients who had cancers of the lung, prostate, breast, or colon ◼ Patients began either cancer treatment or management of recurrent disease in 2006; the study ended five years later, in 2011 ◼ 4 different types of hospitals analyzed: — PPS-exempt: 11 freestanding cancer hospitals that are exempt from the Medicare Prospective Payment System — NCI cancer centers: 32 NCI-designated cancer centers that are not PPS-exempt — AMC: 252 other academic teaching hospitals — Other: 4,873 remaining hospitals, including community hospital “This observed one-year survival gap of 10 percent between hospital types is substantial and represents potentially preventable deaths of cancer patients.” - Peter B. Bach, MD, MAPP, Director of MSK’s Center for Health Policy and Outcomes “Patients need reliable information about hospitals’ survival rates so they can make informed choices about their care.” - David G. Pfister, MD, Chief of MSK’s Head and Neck Oncology Service ✓ ✓ ✓ ✓ Sources: Dana Farber, Memorial Sloan Kettering studies, newsrun Note: NCI - National Cancer Institute; AMC - Academic Medical Centers; PPS - Prospective Payment System.
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www.hcgoncology.com www.hcgoncology.com HCG has positioned itself as ‘Destination for Cancer Care’ with superior clinical and non -clinical expertise… 8 Genomics and Molecular diagnostics Digital PET Medical Oncology and Haemato- Oncology Radiation Oncology Surgical Oncology Molecular Imaging and Theranostics Preventive OncologyPsychological support Preventive Oncology DIAGNOSTICS TREATMENT POST CARE Specifically available in Single Specialty. Not available / Outsourced at multi-specialty Physical Examination Laboratory Tests Digital PET Digital Pathology Preventive Oncology Home Health Services Genomics CTC1 detection Robotic Surgery Endocrine Therapy Liver Transplant Psycho- oncology Radiation Chemotherapy Immunotherapy Targeted Drug Therapy Bone Marrow Transplant Pediatric Oncology & Reconstructive surgery Organ preservation Patient Care Psychological Support Nutrition Iodine Therapy Actinium and Lutetium therapy Preventive Oncology Home Health Services Rehab Genetic Counselling Note: 1 Circulating Tumor Cells
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www.hcgoncology.com www.hcgoncology.com …Underpinned by state -of -the -art technological expertise 9 TRACK RECORD OF BEING 1st TO LAUNCH ADVANCED TECHNOLOGY IN INDIA Introducing organ-specific working committees – gastrointestinal, head & neck, breast, etc. for better data collection & analysis to improve patient outcome Cyclotron Cyberknife, SRS/ SBRT FFF Technology Genomics Tomotherapy - H Radixact AI-based RIS PACS 2016 2009 2006 Ethos / Adaptive Radiation 2022 2018 2012 2013 2022 State-of-the-art Equipment in each modality HCG strategically decides to deploy technology basis the local demand dynamics 18 Total PET CTs Diagnostics 39 Total LINACs1 Radio therapy Tomotherapy Versa HD Radixact True BeamEthos (Adoptive RT) Cyber Knife Medical/ surgery oncology 8 Total Robots Versius Robot Bone Marrow Transplant Units HoloLens DaVinci Robot Digital PET CT Molecular / Genomics lab Digital Tomosynthesis (3D Mammography) Skyra Tesla 3T for MRI Digital Pathology Sources: Company information Note: 1 Includes MSR and Chennai
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www.hcgoncology.com www.hcgoncology.com “Tumor Board approach ” – Pioneer in scientific discourse -led innovation with right case selection and learning methodology 10 Spearheaded by Dr. Ajai, who also heads IRC1 of 30+ oncologists for clinical trials 17+ years of nation wide, Tumor Boards held weekly Supplemented by multiple local tumor boards ... IS PATIENT FOCUSEDMULTI-DISCIPLINARY TUMOR BOARD ... ... TAKES INPUTS FROM LARGE NETWORK ... Highly specialized team Patient centric End-to-end services Accuracy and reliability 250+ Oncologists participated 33K Cases discussed in last 6 years ⚫ Advanced and recurring tumors ⚫ Young patients with serious, abnormal cases ⚫ Mortality review ⚫ Doctor requests for specific cases ⚫ In-depth information collection on patient ⚫ Exhaustive summaries shared with panelists (15-member team for each tumor board) in advance ⚫ Exhaustive deliberation based on inputs from treating doctors ⚫ Alternate approach discussion, suggestions, inputs by panelists ⚫ Final treatment plan and way forward ⚫ In-depth research and feedback for immediate implementation 7 MDTs across central tumor board and unit level MDTs–Breast, Head & Neck, Gastro-intestinal, Gynecology, Orthopedics, Radiopathology and Rehabilitation Units–KR, HCC, Borivali, Baroda and Cuttack Coverage–3 cases per week per MDT (average) Tumor board Conveyor Chairman Special committee Decision Making Body Leading Oncologists Radiologists/ Pathologists Clinical Experts and academicians Panelists Treating clinicians Panelists All other clinicians Participants MON TUE WED THU FRI SAT Radiology–Pathology Genomics Haematology, Gynae and Paediatric Breast; Head and Neck Haematology, Sarcoma and GI Brain Tumor Well diversified and complex cases Detailed historical assessment Panelist led case analysis Learning and Implementation CASE SELECTION PREPARATION DELIBERATION EXECUTION TREATMENT PLAN–WEEKLY SCHEDULE Promotes team-work for accurate detection followed by a quick, efficient and exhaustive treatment plan Sources: Company information Note: 1 Independent Review Committee
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www.hcgoncology.com www.hcgoncology.com Case Study:HCG has been able to achieve better clinical outcomes compared to leading int’l cancer focused peers owing to its focused approach 11 COVERAGE BY HARVARD GLOBALLY COMPARABLE OUTCOMES SURVIVAL RATE COST TREATMENT ADMINISTERED AND OUTCOMES – HCG VS. MD ANDERSON 12% 65% 32% 36% TNBC N=729 10% 63% 37% 39% Non-TNBC N=2,451 100% 8% 100% TNBC N=255 100% 8% 100% Non-TNBC N=863 OUTCOME: 5-YEAR SURVIVAL Non-TNBC 83% TNBC 68% 64% 81% Neoadjuvant Chemotherapy Radiotherapy Surgery Unknown Sources: Company information Note: TNBC stands for Triple negative breast cancer
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www.hcgoncology.com www.hcgoncology.com Case Study : Leveraging “Genomics” to drive better outcomes 12 P R E C I S I O N M E D I C I N E Give the right diagnosis at the right time to choose the right treatment Total number of genomic alterations detected in cohort 1,735+ Change in clinical management1 Up to 25% Patient samples processed with TSO500 1,000+ Patients with actionable and prognostic genetic alterations 77% RNA alterations detected in cohort 54 Actionable Mutations Detected1 Up to 80% 1st in Asia to complete 120+ clinical runs (1k+ patients) of Comprehensive Genomic Profiling O P T I M I Z E D T R E AT M E N T To detect multiple actionable cancer biomarkers at “one go” P E R S O N A L I Z E D T R E AT M E N T Adopt tailored action and evidence based therapy/ treatment plan Sources: Company information Note: 1 For specific indications
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www.hcgoncology.com www.hcgoncology.com HCG has successfully decoded the oncology business model resulting in robust performance across both metros & non -metros 13 Revenue CAGR3 15% 19% FY24 EBITDA1 % 23% 19% Payor mix2 84% 52% Surgeries 9k4 19k4 Chemo admissions 34k4 109k4 Radiation therapy patients 6k 16k All Non-Metro Centers >Company’s EBITDA Margin >15% ROCE5 STRONG PERFORMANCE ACROSS METROS AND NON-METROS6 NON-METRO CENTERS WITH 15%+ ROCE 6 9 14 Key Parameters Metros Non-metros OperationalFinancial Source: Company information Note: For FY24; Excludes Kenya in non-metro and excludes multispecialty hospitals, and Indore (operational from Q3 FY24); 1 EBITDA refers to Ind AS EBITDA excluding corporate costs; 2 FY24 and Payor mix for cash, insurance and corporate, excluding government scheme related patients; 3 CAGR corresponds to FY20-24; 4 Includes Bhavnagar; 5 RoCE refers to post-Ind AS RoCE post allocation of corporate costs
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www.hcgoncology.com www.hcgoncology.com Established market leading positions across 16 of 18 cities 14 Geographic Presence <5 CITIES METROS & NON-METROS # of cancer centers : 211,2 # of cancer centers : 10 # of cancer centers : 8 # of cancer centers : 14 MULTIPLE METROS # of Comprehensive care centers HCG is committed to providing last mile cancer care across India and is the largest player with >1.5x footprint of CCCs as compared to the next largest player Sources: Company information Note: 1 Includes CCC in Kenya; 2 Excludes Chennai, MSR, multi-specialty hospitals and Milann. - 5 10 15 20 25 # of cancer centers : 7 HCG COMMANDS MARKET LEADERSHIP IN ~90% OF THE CITIES IT IS PRESENT IN2 12 2 1 1 3 4 2 2 2 2 2 4 3 Market leader Top 3 Outside top 3 Peer 1 Peer 2 Peer 3 Peer 4
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www.hcgoncology.com www.hcgoncology.com Key strategic initiatives undertaken in recent years 15 Phase I Strengthening management team Improved Capital Allocation Rationalized capex allocation to focus on single-specialty (Discarding MS expansion in Jaipur) ✓ Consolidation of minority interest in certain hospitals (Suchirayu, Nagpur) ✓ Footprint optimisation: Exit from Kochi; tactical delay in Delhi centre ✓ New CEO ✓ 3 Regional Heads ✓ 7 Functional Heads ✓ Phase II Meaningful cost savings Pricing optimization Dynamic workforce management Furthering dominance in existing markets Turnaround Optimization initiatives KR + DR HCC Cuttack Nagpur Jaipur Borivali Sources: Company information
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www.hcgoncology.com www.hcgoncology.com Driving higher growth in market leading centers 16 Key Interventions ⚫ Engaged seasoned Regional Head ⚫ Strengthened clinical team and bandwidth across modalities driving more complex case mix ⚫ Increased sales and marketing budget and enhanced marketing efficiencies across B2B and B2C channels ⚫ Driving International Medical Tourism from ME / SAARC on the back of focused channel penetration ⚫ Optimisation of cost base ⚫ Strong Doctor Partner alignment ⚫ Strengthened clinical team and bandwidth across modalities driving more complex case mix ⚫ Substantially developed high-end clinical programs (incl. BMT) to transform into CoE ⚫ Increased sales and marketing budget and enhanced marketing efficiencies across B2B and B2C channels ⚫ Driving International Medical Tourism from Africa on the back of focused channel penetration ⚫ Optimisation of cost base ⚫ Strong Doctor Partner alignment ⚫ Strengthened clinical team and bandwidth across modalities driving more complex case mix ⚫ Increased sales and marketing budget and enhanced marketing efficiencies across B2B and B2C channels ⚫ Revamping critical care infrastructure ⚫ Upgraded radiation technology to increase capacity Revenue FY18 FY20 FY24 FY18 FY20 FY24 FY18 FY20 FY24 Centre of Excellence Upcoming Centre of Excellence Premier non-metro center KR HCC Cuttack Source: Company information
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www.hcgoncology.com www.hcgoncology.com Significant focus on turnaround and profitability of key centers 17 Key Interventions ⚫ New regional head appointed in Oct-22 ⚫ Strengthened clinical team and bandwidth across modalities ⚫ Launch of more complex procedures, incl. organ specific surgical programs ⚫ Increased sales and marketing budget and enhanced marketing efficiencies in both B2B and B2C channels ⚫ Steady volume growth in high-end procedures including BMT ⚫ Engaged COO with proven track record ⚫ Improving mix of clinical strength across modalities ⚫ Launch of more complex procedures ⚫ Increased sales and marketing budget and enhanced marketing efficiencies primarily in B2B channel ⚫ Improving mix of clinical strength across modalities ⚫ Launch of more complex procedures ⚫ Increased sales and marketing budget and enhanced marketing efficiencies primarily in B2B channel Revenue EBITDA (IND AS) FY20 FY24 FY20 FY24 FY20 FY24FY20 FY24FY20 FY24 FY20 FY24 BorivaliJaipurNagpur Source: Company information
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www.hcgoncology.com www.hcgoncology.com Huge untapped potential exists across key established and emerging centers 18 • Hub of cancer care in the state with the largest team of oncology clinicians and sales team in the region • Brownfield expansion underway in existing premises yielding very high return on incremental capital • EBITDA breakeven already demonstrated, paving the way for further profitable ramp up • Well positioned in supply starved, large primary and secondary catchment with significant drainage from the North-eastern states and Bangladesh • Well invested infrastructure and technology capabilities with robotic surgery set up and a LINAC addition ongoing HCC Borivali Bengaluru Kolkata Cuttack • One of the most attractive micro-markets with the best flywheel of existing market share, quality of physicians and patient drain-in from long established channel of international patients from across the globe • Well established presence today with a target market share of 45%+ in the near to medium term through planned brownfield expansion • Redefined the market and positioned the center as The Destination for quality cancer care in Western India • Well-invested with capacity doubling over the next few months positioning it as a Center of Excellence to drive significant market share gains • Demonstrated playbook in greenfield expansion • Set-up in an attractive market and well positioned for continued value creation South Mumbai • Customized philosophy to crack the hardest micro market in healthcare, anchored around investments in differentiated technology unique to Western India, high quality local and global talent, full-time specialists and multi-modal treatment approach • Well setup to breakeven in upcoming quarter and on path to scale up as a long-term enduring business • Only facility in Western India with Cyberknife and Tomotherapy capabilities Sources: Company information; Note: Above centers are used as case studies
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www.hcgoncology.com www.hcgoncology.com South Mumbai: Strategy in place to crack the most competitive micro -market in Indian healthcare 19 Sources: Company information ◼ Anchored around investments in high quality local and global talent, full-time specialist doctors and multi-modal treatment approach ◼ Well setup to breakeven in upcoming quarter and on the path to scale up as a long-term enduring business ◼ Differentiated radiation technology offering unique treatment in Western India; only facility in Western India with Cyberknif e and Tomotherapy capabilities ◼ Choice to pivot strategy towards star-doctors to capture their patients will continue to exist in this market Market specific challenges… Bespoke strategic initiatives to address the unique challenges and carve out a clear way forward Turnaround already visible through leading indicators of patient flow metrics ? Commencement of operations hindered by the onset of COVID ? Strong star doctor culture; local dynamics of non-exclusivity among doctors ? Delay in empanelment of insurance and key corporates, and GTM activities ? Restrictions on travel for patient for treatment resulted in lower footfall Repositioning the unit as ‘Destination for advanced cancer care’ for international patients by focusing on specific countries Augmented full time specialist clinical talent with international pedigree Created a niche offering within the hospital dedicated to women’s cancers programs Increased share of business from institutional and corporate alliances Leveraging the potential of better payor mix and premiumizing offerings 70+ 430+ 150+ 880+ 15+ 360+ Radiation patients Ward admissions Surgeries FY20 FY24 …Yet with large potential ✓ High patient affordability ✓ Highest cash paying population ✓ Destination for international patients Partnering with local clinicians / specialists to drive initial patient volume with clear understanding around future partnership contours (path to becoming full-time) and following treatment approaches within the HCG protocols
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www.hcgoncology.com www.hcgoncology.com Kolkata: EBITDA breakeven already demonstrated, paving the way for further profitable ramp up 20 Sources: Company information Specific factors that delayed ramp up of the Kolkata center Focused action plan to implement specific initiatives Turnaround already visible through leading indicators of patient flow metrics ? Commencement of operations hindered by the onset of COVID ? Go-to-market was delayed by ~1.5 years post commencement ? Restrictions on travel for patients for treatment resulted in lower footfall ? International patient flow from Bangladesh got restricted Drive organ specific surgical volumes; leverage highly differentiated BMT and robotics program to drive volume growth Appointment of new leadership Improve payor profile through enhanced engagement with private corporates and TPAs Margin improvement on the back of improving service and payor mix alongside operating leverage Grow high-margin radiation business with installation of additional LINAC by Q1 FY25 150+ 700+ 575+ ~4,630+ 75+ 600+ Radiation patients Ward admissions Surgeries FY20 FY24 EBITDA breakeven achieved in FY24 Positioning HCG as the ‘Destination for advanced cancer care’ in international geographies across SAARC
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www.hcgoncology.com www.hcgoncology.com Articulating HCG’s RoCE journey till date 21 Source: Company information Note: 1 Reflects for combination of established and emerging centers 2 Calculated as EBIT / Capital employed (Net fixed asset s i ncl. net block and net operating assets excl. goodwill, cash + net working capital); EBIT reflected above is post allocation of corporate costs. ESTABLISHED CENTERS FY22 FY24 12,314 16,815 1,182 / 11% 1,894/ 14% 10.3% 15.4% FY22 FY24 EMERGING CENTERS HCG(1) FY22 FY24 1,043 1,630 -ve / N/M -ve / N/M FY22 FY24 13,357 18,445 732 / 5% 1,663 / 9.0% Track record of consistent profitability 18 CCCs + 6 Day care Market leadership Post Ind-AS Net ROCE2 Substantial investment outlay recently Acquired / established in recent years -14.2% -10.7% FY22 FY24 5.3% 10.4% FY22 FY24 Consistent growth in established centers Key metros scaled up Improving ROCE on net basis INR mm Revenue Post Ind-AS EBIT / % *Reclassification of Emerging Centers : Emerging Centers now consist of 3 centers (2 in Mumbai and 1 in Kolkata), all other c ent ers classified as Established centers
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www.hcgoncology.com www.hcgoncology.com 29% 28% 17% 2% Bangalore Vintage 1 (10+ years) Vintage 2 (~7-8 years) Vintage 3 (~5 years) Vintage 4 (Nascent) Yet to breakeven Breakdown of FY24 ROCE 22 O V E R A L L R O C E V I E W 21% 10% (3)% Established Overall Emerging R o C E F O R K E Y C E N T E R S ( C O N T R I B U T I N G T O 7 5 % + E B I T D A M A R G I N S ) Note: Above metrics are shown as per Ind -AS on post -corporate allocation basis. Vintage 1 refers to key centers with 10+ years o f vintage; Vintage 2 refers to key centers with ~7 -8 years of vintage; Vintage 3 refers to key centers with ~5 years of vintage (also includes Nashik given significant capex was incurred ~5 years bac k); Vintage 4 refers to key nascent centers which are yet to breakeven ◼ Established centers already operate at a much superior ROCE of ~21% vs the overall ROCE of ~10% ◼ Furthermore, it is clearly evident that as the centers mature, RoCEs keep on improving over time (for example, nascent centers (incl. South Mumbai and Kolkata) have negative ROCE currently but h ave the potential to significantly improve over time, as evidenced by centers in vintage 1 and 2) Insert footnote
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www.hcgoncology.com www.hcgoncology.com Case studies of smart acquisitions and driving sustained growth post integration 23 Time-tested and highly replicable model of consistent revenue growth and profitability across geographies Outcome ⚫ #1 player in market ⚫ Strong multi-modal clinical practice ⚫ Built a CoE ⚫ #1 player in market ⚫ CCC and leads peers in medical infrastructure ⚫ High referral share from peripheries Situation at acquisition 20131 2008Acquisition year Post acquisition to FY24 EBITDA (INR mm) 14 506 Revenue (INR mm) 2,025239 21% CAGR Post acquisition to FY24 1 296 9719 34% CAGR ⚫ Primarily surgical oncology ⚫ Outside of Top 3 position ⚫ Single digit EBITDA margin ⚫ Primarily surgical oncology ⚫ Single doctor dependent ⚫ Single digit EBITDA margin HCC Cuttack Sources: Company information Note: 1 Represents the year the centre was demerged
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www.hcgoncology.com www.hcgoncology.com Potential to grow faster than market over the next 5 years 24 Strong structural growth tailwinds in core platform ✓ Robust volume and pricing growth on the back of optimization initiatives ✓ ✓ Defined turnaround roadmap of emerging centers✓ ✓ Carefully designed brownfield expansion plan for existing units✓ Higher patient value capture through advanced technology and transformational digitization ✓ Complete digitization of patient value chain – enabling enhanced treatment and higher monetization ✓ ✓ Optimized marketing engine on the back of integrated digital ecosystem ✓ Complementary adjacencies to unlock newer avenues of growth ✓ Establishing day care centers as brand builders and feeders to established hospitals ✓ ✓ Capturing value across other complementary adjacencies: Diagnostics, Clinical trials, Pharmacy ✓ Well defined inorganic levers of expansion as a natural industry consolidator ✓ Bolt-on acquisitions to quickly expand into newer geographies ✓ ✓ Defined playbook of scaling-up and turning around acquisitions ✓ ✓ Advanced clinical technology driving patients to opt for superior treatment ✓ ✓ Strengthen dominance in Bangalore market with an aim to reach 45%+ market share ✓ Organic Growth PipelineValue Creation Plan (VCP) M&A Revenue Growth (%) Greenfield expansions to drive future growth ✓ Pipeline of attractive expansion opportunities in new cities✓ ✓ Proven track record of constructing and scaling up new locations✓ Source: Company information
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www.hcgoncology.com www.hcgoncology.com Massive potential to drive attractive returns going forward 25 Margin Improvement ✓ Ongoing measures to improve realization on the back of more advanced technologies ✓ Ongoing value creation projects in digitalization and cost optimization measures ✓ Margin expansion due to operating leverage ✓ Emerging centers to ramp-up and improve profitability metrics Capital Efficiency ✓ Asset light expansion through pay per use model for equipment and operationalization of day care beds ✓ Significant potential for high-returns on an incremental basis on the back of brownfield expansion ✓ Improvement in utilization metrics for beds and equipment as HCG continues to leverage brand equity to drive volumes ✓ Levers in place to improve working capital cycle overtime ROCE Accretion levers
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www.hcgoncology.com www.hcgoncology.com Brand & Digital Marketing – Story so far & way forward Organic & Inorganic Search Digital Campaign Analysis Lead Management & Conversion ✓ SEO based revamped website – Feb 2022 & Sept 2023 ✓ Content addition on website based on SEO research ✓ City / Geo -location -based SEO ✓ Improvements in keyword rankings ✓ Website in Hindi Language ✓ Microsite for International ✓ Gujarati & Arabic Language options on website ✓ HCG Care App – increase % of appts, home health, e -pharmacy ✓ Website to reach level of Mayo clinic ✓ Consistent google campaigns ✓ GA analytic based modifications ✓ Consistent spends ✓ Campaigns for all units ✓ Analytical tool for campaign management and analysis – analyzing 3 new tools for analysis ✓ Centralised lead management tool ✓ Defined lead conversion SOP ✓ TAT monitored and benchmark set ✓ Campaign conversion ✓ Tracking patient journey ✓ BI tool for dashboards and revenue reports 3-5 yearsDecember 24 Current Future Aspire to get 25% of overall revenue through digital channels High single- to double-digit growth in online appointment penetration Strong digital contributions across all business units 26 Aspire to be on page 1 ranking in google search for oncology and related words in near future
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www.hcgoncology.com www.hcgoncology.com Digital Marketing - JOURNEY SO FAR D i g i t a l R e v e n u e s a s % o f T o p l i n e 389 763 Q3FY24 Q3FY25 2x M e t r o v s N o n- M e t r o 131 216 258 547 Q3FY24 Q3FY25 389 763 27 Metro Non Metro Rs in Mn 8.6% 14.0% 33% 16% 4% 2% 0% S o u r c e w i s e D i g i t a l R e v e n u e s 36% 11% 7% 2% 1% 9MFY24 9MFY25 • Revenues from Digital Channels such as Mobile App, Calls and Website has grown by 114 % for 9MFY 25 on a Y-o-Y basis • Revenues from Campaigns grew by 163 % for 9MFY 25 on a Y-o-Y basis • Revenues from other channels such as aggregator and International Campaigns grew by 34 % for 9MFY 25 on a Y-o-Y basis R e v e n u e f r o m D i g i t a l C h a n n e l s 112% 65% Website Aggregator Campaign Mobile App Int. Campaigns
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www.hcgoncology.com www.hcgoncology.com 28 Q3 & 9MFY25 FINANCIAL & OPERATIONAL HIGHLIGHTSSUBASENI LENKA, CANCER WINNER I am eternally thankful to Dr. Panda and other specialists at HCG Panda Cancer Hospital, as the specialists were able to treat my condition the right way, the first time
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www.hcgoncology.com www.hcgoncology.com Financial Highlights Q3FY25 29 R E V E N U E 4,699 5,586 Q3FY24 Q3FY25 +19% R E V E N U E - H C G C e n t e r s( 1 ) 4,535 5,450 Q3FY24 Q3FY25 +20% 164 136 Q3FY24 Q3FY25 -17% R E V E N U E - M i l a n n C e n t e r s 1. 22 comprehensive cancer centers, 4 multispecialty hospitals (includes Bhavangar also) A D J U S T E D E B I T D A * A D J U S T E D E B I T D A M A R G I N * Q3FY24 Q3FY25 17.1% 16.5% -57 bps P R O F I T A F T E R T A X ( P r e- I N D A S ) P R O F I T A F T E R T A X ( P o s t- I N D A S ) *Adjusted EBITDA excludes ESOP; ESOP for Q3FY25 is Rs 13.7 mn, for Q3FY24 is Rs 17.7 mn & one time M&A cost for acquisition of MG Hospital of Rs 25 mn 92 111 Q3FY24 Q3FY25 +22% 57 70 Q3FY24 Q3FY25 +23% Rs in Mn 804 923 Q3FY24 Q3FY25 15%
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www.hcgoncology.com www.hcgoncology.com Financial Highlights 9MFY25 30 R E V E N U E 14,175 16,377 9MFY24 9MFY25 +16% R E V E N U E - H C G C e n t e r s( 1 ) 13,671 15,953 9MFY24 9MFY25 +17% 504 437 9MFY24 9MFY25 -13% R E V E N U E - M i l a n n C e n t e r s 1. 22 comprehensive cancer centers, 4 multispecialty hospitals (includes Bhavnagar also) A D J U S T E D E B I T D A * A D J U S T E D E B I T D A M A R G I N * 9MFY24 9MFY25 17.2% 17.7% +50 bps P R O F I T A F T E R T A X ( P r e- I N D A S ) P R O F I T A F T E R T A X ( P o s t- I N D A S ) *Adjusted EBITDA excludes ESOP; ESOP for 9MFY25 is Rs 52,3 mn, for 9MFY24 is Rs 57.4 mn & one time M&A cost for acquisition of MG Hospital of Rs 25 mn 374 501 9MFY24 9MFY25 +34% 269 371 9MFY24 9MFY25 +38% 2,433 2,893 9MFY24 9MFY25 19% Rs in Mn
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www.hcgoncology.com www.hcgoncology.com Improved Performance Leading to Profitability 31 Revenue (INR mn) EBITDA (Excl. ESOP) (INR mn) (458) 60 61 74 75 84 76 136 57 213 121 180 70 Q3'22 Q4'22 Q1'23 Q2'23 Q3'23 Q4'23 Q1'24 Q2'24 Q3'24 Q4'24 Q1'25 Q2'25 Q3'25 PAT (INR mn) (Post IND-AS 116) 1.5x PAT (INR mn) (Pre IND-AS 116) (424) 94 92 105 111 112 110 172 92 246 175 173 111 Q3'22 Q4'22 Q1'23 Q2'23 Q3'23 Q4'23 Q1'24 Q2'24 Q3'24 Q4'24 Q1'25 Q2'25 Q3'25 Not Comparable 3,581 3,646 4,079 4,200 4,247 4,422 4,607 4,870 4,699 4,946 5,269 5,535 5,586 Q3'22 Q4'22 Q1'23 Q2'23 Q3'23 Q4'23 Q1'24 Q2'24 Q3'24 Q4'24 Q1'25 Q2'25 Q3'25 1.6x 636 652 740 760 773 778 765 864 804 941 929 1,042 923 Q3'22 Q4'22 Q1'23 Q2'23 Q3'23 Q4'23 Q1'24 Q2'24 Q3'24 Q4'24 Q1'25 Q2'25 Q3'25 Not Comparable
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www.hcgoncology.com www.hcgoncology.com Growth Across HCG Centers 32 3,756 3,893 4,085 4,290 4,117 4,330 4,637 4,848 4,931 Q3FY23 Q4FY23 Q1FY24 Q2FY24 Q3FY24 Q4FY24 Q1FY25 Q2FY25 Q3FY25 +20% E s t a b l i s h e d C e n t e r s E m e r g i n g C e n t e r s* 324 371 358 403 417 446 475 530 519 Q3FY23 Q4FY23 Q1FY24 Q2FY24 Q3FY24 Q4FY24 Q1FY25 Q2FY25 Q3FY25 +25% 879 857 881 960 923 1,000 1,024 1,131 1,057 Q3FY23 Q4FY23 Q1FY24 Q2FY24 Q3FY24 Q4FY24 Q1FY25 Q2FY25 Q3FY25 +14% E s t a b l i s h e d C e n t e r s E m e r g i n g C e n t e r s* -21 -21 -5 14 20 49 42 30 33 Q3FY23 Q4FY23 Q1FY24 Q2FY24 Q3FY24 Q4FY24 Q1FY25 Q2FY25 Q3FY25 +65% R E V E N UEE B I T DA* * ~1.3x g r o w t h i n l a s t 9 q u a r t e r s ~1.9x g r o w t h i n l a s t 9 q u a r t e r s ~1.3x g r o w t h i n l a s t 9 q u a r t e r s T u r n e d P o s i t i v e i n l a s t 5 q u a r t e r s **Excl. Corporate Expenses Emerging centers consist of 3 centers – South Mumbai, Borivali & Kolkata. All other centers are classified as Established center s
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www.hcgoncology.com www.hcgoncology.com Strong Operating Metrics with Significant Capacity Headroom Key Driver Metric Indicator Lead indicator of Volume Growth; key operating metric tracked by HCG; has correlation to OPD Footfalls OPD Footfall (‘000) *Revenue % for out -patient and others only Q3’24 Q3’25 61% Chemo Sessions Administered (‘000) Key indicator for Medical Oncology; procedures are primarily day care oriented with no capacity constraint LINAC - Capacity Utilization Key indicator for Radiation Oncology; Addition of 7 new LINAC’s in last 12 months Indicator for Surgical Oncology; with decreasing ALOS and flexibility to add balance non-operational capacity beds, not a capacity constraint operationally; additional 301 beds available to be made operational 60% 52% 55% 110 120 306 335+9.1% +9.5% 18%* 43% 16% 23% % Revenue In Patient Bed Occupancy 32 Linacs 39 Linacs 1,243 Operational Beds 1,518 Operational Beds 63% 32 Linacs 57% 33 36 43 109 127+19.4% +16.5% 9M’24 9M’25 65% 39 Linacs 58%
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www.hcgoncology.com www.hcgoncology.com HCG – Q3FY25 Operational Metrics # 34 T O T A L A O R ( % ) 62.1% 5 9 . 8 % i n Q 3 F Y 2 4 2 3 0 b p s ^Emerging Center represents center in Kolkata and 2 centers in Mumbai – Borivali and South Bombay *87% of the capacity beds are operational; AOR 54% on capacity beds Established Centers Operational beds: 1,982 + Emerging Centers Operational Beds: 172 = Total 2,154 Operational Beds ROCE is annualized for 9MFY25 & 9MFY24; #Excl. Fertility E M E R G I N G C E N T E R S A R P O B^ ( R s . ) 66,050 5 8 , 8 2 5 i n Q 3 F Y 2 4 1 2 . 3 % T O T A L A R P O B ( R s . ) 44,284 4 2 , 7 8 8 i n Q 3 F Y 2 4 3 . 5 % E M E R G I N G C E N T E R S A O R ^ * ( % ) 49.7% 4 7 . 3 % i n Q 3 F Y 2 4 2 4 0 b p s E S T A B L I S H E D C E N T E R S A R P O B ( R s . ) 42,798 4 1 , 6 3 8 i n Q 3 F Y 2 4 2 . 8 % E S T A B L I S H E D C E N T E R S A O R ( % ) 63.2% 6 1 . 7 % i n Q 3 F Y 2 4 1 5 0 b p s R O C E p r e- c o r p o r a t e a l l o c a t i o n s s t a n d s a t 1 7 . 5 % R O C E p r e- c o r p o r a t e a l l o c a t i o n s s t a n d s a t - 6.2% E S T A B L I S H E D C E N T E R S R O C E ( % ) 13.7% 1 4 . 4 % i n Q 3 F Y 2 4 7 0 b p s E M E R G I N G C E N T E R S ^ R O C E ( % ) -10.0% - 1 4 . 4 % i n Q 3 F Y 2 4 4 4 0 b p s • Operational efficiency has reduced the ALOS from 2.03 days to 2.01 days in Q3FY25 and hence having a positive impact on the ARPOB Witnessed significant volumes increase across modalities for Q3FY25 • Operational beds increased from 1,906 in Q3FY24 to 2,154 in Q3FY25. On a like to like basis, Total AOR stands at 70.2%, Established centers AOR excluding MG stands at 63.1%"
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www.hcgoncology.com www.hcgoncology.com HCG – Cluster Wise Revenue Break Up 35 N a g p u r 28% Y-o-Y F o r Q 3 F Y 2 5 S o u t h M u m b a i 28% Y-o-Y F o r Q 3 F Y 2 5 N a s h i k 29% Y-o-Y F o r Q 3 F Y 2 5 H C C A h m e d a b a d 26% Y-o-Y F o r Q 3 F Y 2 5 Rs in Mn K o l k a t a 40% Y-o-Y F o r Q 3 F Y 2 5 C LUSTE R K A R N ATA K A * G UJ A R AT M A H A R A S H T R A E A S T I N D I A A N D H R A P R A D E S H TA M I L N A D U N O R T H I N D I A A F R I C A TO TA L Q 3F Y 25 1,534 1,291 898 642 645 78 251 111 5,450 Q 3F Y 24 1,423 1,175 728 533 350 63 219 45 4,535 Y-o-Y 8% 10% 23% 20% 84% 24% 15% 148% 20% 9M F Y 25 4,728 3,991 2,610 1,904 1,415 228 785 292 15,953 Y-o-Y 5% 13% 24% 22% 37% 4% 27% 145% 17% 9M F Y 24 4,501 3,526 2,099 1,554 1,033 220 617 120 13,671 *9MFY24 includes revenue from discontinued MSR operations. On a like to like basis revenue growth stands at 6%
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www.hcgoncology.com www.hcgoncology.com Milann – Implementing Strategic Initiatives 36 B E N G A L U R U ( 5 C e n t e r s ) N O R T H I N D I A Chandigarh Indiranagar Whitefield JP Nagar Shivananda Emerging Centers Established Centers (1) 1. Centers in operation prior to April 1, 2016, i.e., Shivananda, JP Nagar and Indiranagar Particulars Q3FY25 Q3FY24 Growth Y-o-Y 9MFY25 9MFY24 Growth Y-o-Y New Registrations 1,297 1,011 28.3% 4,094 3,488 17.4% IVF Cycles 330 381 -13.4% 1,033 1,260 -18.0% Revenues (Rs. Mn.) 136 164 -17.3% 437 504 -13.3% Focus on m arket leadership in Bangalore HSR Sarjapur
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www.hcgoncology.com www.hcgoncology.com Capital Expenditure & Net Debt 37 C A P I T A L E X P E N D I T U R E ( R s . M n . ) N E T D E B T ( R s . M n . ) HCG CENTERS 9MFY25 9MFY24 Established Centers 1,655 1,149 Emerging Centers 64 30 TOTAL CAPEX 1,720 1,179 NET DEBT 31 st Dec 2024 30 th Sept 2024 Bank Debt (1) 8,241 7,073 Vendor Finance (2) 282 280 Other Debt 38 38 Less: Cash & Cash Equivalents (3) -1,873 -2,922 NET DEBT 6,689 4,469 Capital Leases: Ind AS116 8,289 8,081 Net Debt (Incl. Leases) 14,978 12,550 Sr. No Particulars Capex incurred till 31st December 2024 Total Planned Capex Expected date of Operations 1 North Bangalore 136 900 Q3 FY26 2 Whitefield (Extension of Bangalore - COE) 52 290 Q1 FY26 O N G O I N G C A P E X ( R s . M n . ) 1. Bank debt: Net of Bank balance held as margin money of INR 276.77 Mn and investment in fixed deposits of INR 1,210.18 Mn (Ma rgi n money value reclassed to other deposit) as of 31st Dec -24, margin money of INR 108.20 Mn and investment in fixed deposits of INR 209.48 Mn as of 30 th Sept 2024. The unamortized portion of processing fees amounting to INR 59.21 Mn as of 31 st Dec 2024 and INR 56.3 Mn as on 30th Sep -24 netted off against Bank Debt. 2. Vendor Finance; Includes Forex reinstatement of INR (0.55) Mn as of 31st Dec 2024 and INR (1.06) Mn as of 30th Sep 2024 3. Cash and cash equivalents: Includes investment in mutual funds of INR 20.29 Mn as of 31st Dec 2024 and INR 20.49 Mn as of 30t h S ept 2024
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www.hcgoncology.com www.hcgoncology.com Q3 & 9M FY25 Consolidated Profit & Loss Account 38 Profit and Loss (in Rs. Mn.) Q3FY25 Q3FY24 Y-o-Y Q2FY25 Q-o-Q 9MFY25 9MFY24 Y-o-Y Revenues from Operations 5,575.5 4,689.5 5,524.7 16,347.1 14,146.2 Income from Govt. Grant 10.2 9.2 10.7 29.8 28.7 Total Revenue from Operations 5,585.7 4,698.7 19% 5,535.4 1% 16,376.9 14,174.9 16% Cost of Goods Sold 1,491.1 1,139.2 1,442.3 4,265.7 3,526.9 Employee Cost 888.6 755.6 833.7 2,554.4 2,256.5 Medical Consultancy Charges 1,225.3 1,043.0 1,178.9 3,525.0 3,079.6 Other Expenses 1,058.1 957.0 1,038.8 3,139.0 2,878.9 EBITDA Excluding ESOPS 922.6 803.9 15% 1,041.7 -11% 2,892.9 2,433.0 19% EBITDA Excluding ESOPS (%) 16.5% 17.1% -60 bps 18.8% -230 bps 17.7% 17.2% 50 bps One -time M&A cost 25.0 0.0 0.0 25.0 0.0 ESOP’s 13.8 17.7 19.0 52.3 57.4 Reported EBIDTA 883.8 786.2 12% 1,022.7 -14% 2,815.6 2,375.6 19% Reported EBITDA Margin (%) 15.8% 16.7% -90 bps 18.5% -265 bps 17.2% 16.8% 43 bps Depreciation 565.2 441.6 497.4 1,532.7 1,283.8 Other Income 46.4 60.7 111.3 245.8 118.9 EBIT 365.0 405.3 636.6 1,528.7 1,210.7 Finance Cost 407.0 294.6 359.8 1,103.9 819.0 Gain on Extraordinary Items 0.0 0.0 0.0 0.0 0.0 Share in Profit/(loss) in JV and Associates 9.0 -0.1 -0.3 8.7 3.3 Profit before Tax -33.0 110.6 276.5 433.5 395.0 Taxes & Minority Interest -102.8 53.6 96.6 63.0 126.2 Profit After Tax 69.8 57.0 23% 179.9 -60% 371 269 38% PAT Margin (%) 1.2% 1.2% -4 bps 3.2% -195 bps 2.3% 1.9% 37 bps EPS 0.5 0.4 1.3 2.62 1.92
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www.hcgoncology.com www.hcgoncology.com 39 HISTORICAL FINANCIAL HIGHLIGHTSSHANKAR, CANCER WINNER The days I was at HCG, I felt like I was sleeping at home. They never stop caring for you. The doctors and nurses are always finding ways to make this difficult journey as comfortable as possible
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www.hcgoncology.com www.hcgoncology.com Historical Profit & Loss Account 40 Profit and Loss (in Rs. Mn.) FY24 FY23 FY22 FY21 FY20 CAGR Revenues from Operations 19,079 16,914 13,948 10,092 10,923 Income from Govt. Grant 43 30 30 43 33 Total Revenue from Operations 19,121 16,944 13,978 10,134 10,956 15% Costs of Goods Sold 4,754 4,241 3,549 3,632 3,645 Employee Cost 3,004 2,687 2,337 1,959 2,080 Medical Consultancy Charges 4,136 3,561 2,958 2,218 2,451 Other Expenses 3,931 3,248 2,754 2,289 2,305 EBITDA 3,296 3,208 2,380 1,266 1,722 24% EBITDA Margin (%) 17.2% 18.9% 17.0% 12.5% 15.7% Depreciation 1744 1,635 1,583 1,592 1,485 Other Income 169 132 127 170 70 EBIT 1,722 1,484 924 -157 307 32% Finance Cost 1,087 1,035 978 1,192 1,377 Extraordinary Items 39 - 946 -847 - Share in Profit/(loss) in JV and Associates 4 - -14 -4 -123 Profit before Tax 677 449 878 -2,199 -1,193 NA Taxes, Other Comprehensive Income & Minority Interest 196 155 340 -264 -131 Profit After Tax 481 293 538 -1,935 -1,062 NA PAT Margin (%) 2.5% 1.7% 3.8% -19.1% -9.7% EPS (in INR) 3.4 0 4.1 -16.9 -2.9
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www.hcgoncology.com www.hcgoncology.com Historical Balance Sheet 41 Balance Sheet - Equity & Liabilities (in Rs. Mn.) Mar -24 Mar -23 Mar -22 Mar -21 Mar -20 Equity Share Capital 1,393 1,391 1,390 1,254 887 Other Equity 6,865 7,214 7,313 5,718 2,926 Equity Attributable To Equity Holders Of The Company 8,258 8,605 8,703 6,972 3,813 Non -Controlling Interests 393 89 134 168 385 Total Equity 8,651 8,694 8,837 7,140 4,198 Non -Current Liabilities Financial Liabilities 0 0 0 0 Borrowings 4,853 3,617 3,629 3,462 5,296 Lease Liabilities 5,588 4,531 4,659 4,693 6,092 Other Financial Liabilities 0 0 255 0 624 Provisions 157 132 105 86 73 Other Non -Current Liabilities 328 359 0.0 280 422 Deferred Tax Liabilities (Net) 61 124 13 43 70 Total Non -Current Liabilities 10,987 8,774 8,661 8,564 12,576 Current Liabilities Financial Liabilities 0 0 0 0 Borrowings 1,875 376 448 670 937 Lease Liabilities 428 488 411 365 215 Trade Payables 0 0 0 0 0 Total Outstanding Dues Of Micro Enterprises And Small Enterprises 61 50 20 3 0 Total Outstanding Dues Of Creditors Other Than Micro Enterprises And Small Enterprises 2,750 2,435 1,919 1,452 1,536 Other Financial Liabilities 1,637 1,404 936 1,428 2,654 Other Current Liabilities 483 755 785 626 305 Provisions 183 171 173 104 91 Income Tax Liabilities (Net) 22 25 5 4 22 Total Current Liabilities 7,437 5,693 4,698 4,653 5,758 Total Equity And Liabilities 27,075 23,160 22,195 20,356 22,532
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www.hcgoncology.com www.hcgoncology.com Historical Balance Sheet 42 Balance Sheet - Assets (in Rs. Mn.) Mar -24 Mar -23 Mar -22 Mar -21 Mar -20 Non -Current Assets Property, Plant And Equipment 10,147 9,718 9,315 8,531 9,271 Capital Work in Progress 832 182 217 300 461 Rights -of -use Assets 4,907 3,813 4,045 4,114 5,776 Goodwill 2,229 1,812 1,813 963 1,093 Other Intangible Assets 299 187 298 215 320 Intangible Assets Under Development 0 0 30 206 268 Financial Assets Investments 103 97 58 57 74 Loans Receivable 0 0 0 451 516 Other Financial Assets 486 543 546 168 222 Deferred Tax Assets (Net) 71 53 60 343 261 Income Tax Assets (Net) 770 574 459 426 818 Other Non -Current Assets 433 378 331 232 414 Total Non -Current Assets 20,277 17,357 17,172 16,007 19,494 Current Assets Inventories 427 383 300 211 233 Financial Assets Trade Receivables 2,940 3,025 2,175 1,866 1,857 Cash And Cash Equivalents 2,726 1,746 1,975 300 318 Bank Balances Other Than Cash And Cash Equivalents 305 219 0 109 3 Loans 19 18 16 93 54 Other Financial Assets 68 74 341 1,546 275 Other Current Assets 314 339 217 225 300 Total Current Assets 6,799 5,803 5,024 4,350 3,038 Total Assets 27,075 23,160 22,195 20,356 22,532
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www.hcgoncology.com www.hcgoncology.com Historical Cash Flow Statement 43 Cash Flow Statement (in Rs. Mn) Mar -24 Mar -23 Mar -22 Mar -21 Mar -20 Net Profit Before Tax 677 449 878 -2,287 -1,193 Adjustments For: Non - Cash Items / Other Investment Or Financial Items 2,914 2,753 1,666 3,619 2,988 Operating Profit Before Working Capital Changes 3,591 3,201 2,543 1,333 1,795 Changes In Working Capital -272 -459 -105 -507 -226 Cash Generated From Operations 3,319 2,743 2,438 826 1,569 Direct Taxes Paid (Net Of Refund) -474 -227 -237 380 -267 Net Cash From Operating Activities 2,846 2,516 2,201 1,205 1,301 Net Cash From Investing Activities -2,257 -1,330 1,246 -1,711 -1,014 Net Cash From Financing Activities -640 -1,401 -1,549 1,123 -584 Net Increase/Decrease In Cash And Cash Equivalents -52 -215 1,898 617 -297 Add: Cash & Cash Equivalents At The Beginning Of The Period 1,712 1,927 29 -588 -291 Cash & Cash Equivalents At The End Of The Period 1,660 1,712 1,927 29 -588
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www.hcgoncology.com www.hcgoncology.com © 2 0 2 2 H e a l t h C a r e G l o b a l E n t e r p r i s e s L i m i t e d . , A l l R i g h t s R e s e r v e d . H C G L o g o i s t r a d e m a r k o f H e a l t h C a r e G l o b a l E n t e r p r i s e s L i m i t e d . I n a d d i t i o n t o C o m p a n y d a t a , d a t a f r o m m a r k e t r e s e a r c h a g e n c ie s , S t o c k E x c h a n g e s a n d i n d u s t r y p u b l i c a t i o n s h a s b e e n u s e d f o r t h i s p r e s e n t a t i o n . T h i s m a t e r i a l w a s u s e d d u r i n g a n o r a l p r e s e n t a t i o n ; i t i s n o t a c o m p l e t e r e c o r d o f t h e d i s c u s s i o n . T h i s w o r k m a y n o t b e u s e d , so l d , t r a n s f e r r e d , a d a p t e d , a b r i d g e d , c o p i e d o r r e p r o d u c e d i n w h o l e o n o r i n p a r t i n a n y m a n n e r o r f o r m o r i n a n y m e d i a w i t h o u t t h e p r i o r w r i t t e n c o n s e n t . A l l p r o d u c t n a m e s and c o m p a n y n a m e s a n d l o g o s m e n t i o n e d h e r e i n a r e t h e t r a d e m a r k s o r r e g i s t e r e d t r a d e m a r k s o f t h e i r r e s p e c t i v e o w n e r s . THANK YOU For updates and specific queries, please visit www.hcgoncology.com or feel free to contact investors@hcgoncology.com Company: HealthCare Global Enterprises Limited CIN: L15200KA1998PLC023489 Mr. Sagar Shroff / Mr. Ayush Haria sagar.shroff@sgapl.net / ayush.haria@sgapl.net Tel: +91 98205 19303 / +91 98204 62966 Investor Relation Advisors: Strategic Growth Advisors CIN: U74140MH2010PTC204285