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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna Investor Day 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Welcome and opening remarks Lorenzo Massart EVP of Strategy & ECM October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Disclaimer This presentation has been prepared by Auna S.A. (“Auna” or the “Company”) solely for use at this presentation. This presentation shall not constitute an offer to sell or a solicitation of an offer to buy securities or an invitation or inducement to engage in investment activity. This presentation contains forward-looking statements. Forward-looking statements convey our current expectations or forecasts of future events. These statements involve known and unknown risks, uncertainties and other factors which may cause our actual results, performance or achievements to differ materially from the forward-looking statements that we make. Forward-looking statements typically are identified by words or phrases such as “may,” “will,” “expect,” “anticipate,” “aim,” ”estimate,” “intend,” “project,” “plan,” “believe,” “potential,” “continue,” “is/are likely to,” or other similar expressions. Forward-looking statements that appear in a number of places in this presentation include, but are not limited to, statements regarding the intent, belief or current expectations, regarding various matters, including, our financial guidance, our target Leverage Ratio, the results of the key initiatives we are implementing in Mexico, Colombia and Peru, the expected capacity and market of Torre Trecca once built, the execution of our strategic plan, including the recovery of our growth levels and the roll-out of the AunaWay, our planned investments, expected revenue and Adjusted EBITDA growth, our revenue, CapEx and Adjusted EBITDA guidance, and the creation of further growth and sustainable value for all stakeholders. Any or all of our forward-looking statements in this presentation may turn out to be inaccurate. Our actual results could differ materially from those contained in forward-looking statements due to a number of factors. The forward-looking statements in this presentation represent our expectations and forecasts as of the date of this presentation. Except as required by law, we undertake no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events or otherwise, after the date of this presentation. For a discussion of the risks facing the Company which could affect whether these forward-looking statements are realized, see our Form 20-F filing with the U.S. Securities and Exchange Commission. In addition, such projections have not been prepared in accordance with IFRS or audited by our independent registered public accounting firm. The estimates underlying such forward-looking statements are preliminary and are thus inherently uncertain, subject to change and based on assumptions that may not come true. There can be no assurance that our final results for the projection periods will not differ materially from these estimates. No representations or warranties, express or implied, are made as to, and no reliance should be placed on, the accuracy, fairness or completeness of the information presented or contained in this presentation. Neither the Company nor any of its affiliates, advisers or representatives or any of their respective affiliates, advisers or representatives, accepts any responsibility whatsoever for any loss or damage arising from any information presented or contained in this presentation. Unless otherwise indicated, the information presented or contained in this presentation is current as of the date hereof and is subject to change without notice and its accuracy is not guaranteed. Neither the Company nor any of its affiliates, advisers or representatives make any undertaking to update any such information subsequent to the date hereof. This presentation should not be construed as legal, tax, investment or other advice. This presentation includes market and industry data and forecasts that the Company has derived from independent consultant reports, publicly available information, various industry publications, other published industry sources, and its internal data and estimates. Independent consultant reports, industry publications and other published industry sources generally indicate that the information contained therein was obtained from sources believed to be reliable. Although the Company believes that these third-party sources are reliable, it does not guarantee the accuracy or completeness of this information, and the Company has not independently verified this information. The Company's internal data and estimates are based upon information obtained from trade and business organizations and other contacts in the markets in which the Company operates and management's understanding of industry conditions. Although the Company believes that such information is reliable, it has not had this information verified by any independent sources. In addition, the information contained in this presentation is as of the date hereof (except where otherwise indicated), and the Company has no obligation to update such information, including in the event that such information becomes inaccurate or if estimates change. Subsequent materials may be provided by or on behalf of the Company in its discretion and such information may supplement, modify or supersede the information in these materials. Neither the Company, nor any of its respective affiliates, advisors or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss or damage howsoever arising from any use of these materials or their contents or otherwise arising in connection with these materials. In addition to IFRS financials, this presentation includes certain non-IFRS financial measures. These non-IFRS financial measures are in addition to, and not a substitute for, measures of financial performance prepared in accordance with IFRS. For a description and a reconciliation of these non-IFRS financial measures to the corresponding nearest IFRS measure, please see the exhibit to this presentation. The 2026 financial guidance reflects management’s current assumptions regarding numerous evolving factors that are difficult to accurately predict, including those discussed in the risk factors set forth in the Company´s Form 20-F filed with the U.S. Securities and Exchange Commission. Reconciliations of forward looking non-IFRS measures, specifically the 2026 EBITDA Guidance, to the relevant forward- looking IFRS measures are not being provided, as the Company currently does not have sufficient data to accurately estimate the variables and individual adjustments for such variance and reconciliations. Due to this uncertainty, the Company cannot reconcile projected EBITDA to projected Net income without unreasonable effort. The 2026 financial guidance constitutes forward-looking statements.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Today’s agenda https://aunaday.auna.org/ Auna's Regional Growth Strategy Suso Zamora, Executive Chairman & President Video Corporate Video: The Engines of Growth Auna Turning Strategy into Shareholder Value Lorenzo Massart, EVP of Strategy & ECM Peru: Scaling Capacity for Growth Vicente Checa, Peru Healthcare Network Panel Trecca Ambulatory Center: Unlocking Low-Risk Growth Suso Zamora, Gisele Remy and Vicente Checa Moderated by Lorenzo Massart Colombia: Scaling Within the Universal System Pablo Cervera, Colombia Healthcare Network Mexico: From Monterrey to a National Leader Alejandro Torres, Mexico Healthcare Network Panel Value-Based Care: Better Outcomes, Better Economics Suso Zamora and Rayet Harb Moderated by Lorenzo Massart Digital Strategy: Scaling the AunaWay Through Digital, Data and AI Rayet Harb, EVP of Operations Financial Strategy: Profitable Growth and Cash Generation Gisele Remy, CFO and EVP of Finance Q&A Executive Q&A Session Leadership team Closing Remarks Suso Zamora, Executive Chairman & President Welcome and opening remarks Lorenzo Massart, EVP of Strategy & ECM
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Corporate Video Showcase: The Engines Propelling Our Path Forward October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Our Path Forward: Auna's Regional Growth Strategy Suso Zamora Executive Chairman & President October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 LATAM’s healthcare gap creates a large near- to Long-term growth opportunity The problems we solve Sources: OECD, SuSalud, IDB, World Bank, WHO, PAHO. Notes: 1. 2024 data, except Peru (2025) and Mexico (2023). OECD avg. of 29 countries. Includes private insurance and prepaid plans (Peru also EPS and self-insurance); Brazil, private health plans; Mexico, voluntary private insurance. 2. Practicing doctors per 1,000 inhabitants. 2023 data, except Peru (2021). OECD avg. of 38 countries. 3. 2022 data. OECD avg. of 29 countries. 4. 2023 data. Age-standardized treatable mortality, under age 75. High-complexity gap3 (Radiotherapy units per million inhabitants) 8.2 2.6 2.4 2.2 1.9 OCDE Brazil Colombia Peru Mexico OECD avg. 3.9 2.7 2.5 2.3 1.6 Capacity gap2 (Doctors per 1,000 inhabitants) OECD avg. Effective care gap4 (Treatable deaths per 100,000 population) 57 74 78 135 OCDE Colombia Peru Mexico Auna is positioned to capture this demand through regional scale, an integrated platform and high-complexity care 36% 24% 16% 11% 4% OCDE Brazil Mexico Peru Colombia Private coverage gap1 (% of population with voluntary private health coverage) OECD avg. OECD avg.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Sources: INEGI Notes: 1. As of 3Q26 (quarterly figure). 2. As of 3Q26. 3. Considers Monterrey area. Executing a market-tailored, high-growth playbook Vertical integration + high complexity care 89% capacity utilization1 Proven, profitable blueprint for Auna Peru Private demand + value-based care ~3.2mm lives covered under value-based care models2 Scale & integrated patient management Colombia Operating momentum in Monterrey 38% private bed share3 Biggest growth potential in the region Mexico • Expand capacity in Lima and Arequipa • Capture the mid-price market • Grow B2G via Trecca Ambulatory Center • Capture private demand • Replicate VBC in traumatology & orthopedics and neurosciences • Activate installed capacity • Convert insurer tier upgrades into higher patient volumes • Scale oncology as core engine • Expand to CDMX, Guadalajara & Tijuana
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Value creation trajectory1 Value Creation Year 0 Year 1 Year 2 Year 3 Year 4 Value created by consolidating first Scale and consolidate Specialize and integrate How Auna sequences value creation Grow organically Consolidate selectively Build scale Integrate in stages Why consolidation comes first Speed matters Faster than integration Protect what works Operations & physicians Avoid early cost drag Cost before revenue Value creation is optimized by first scaling and consolidating and then excelling in specialized services Notes: 1. Illustrative; not drawn to scale. Does not represent a forecast or guidance. Cash flow & physician ties The AunaWay High-complexity platforms Profitable segments
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Stage 1: Scale that becomes our moat Profitable high-complexity platforms Specialty surgery, oncology, diagnostics and clinics EBITDA from day one Cash-generating, high-margin assets Physician and patient retention Phased integration protects relationships Procurement power Better terms on equipment and drugs Technology leverage Digital tools over a larger base Cost structure optimization Lower unit SG&A over time Near-term value creation Why scale matters1 2 Organic volume growth Higher utilization driven by unmet demand Near-term earnings accretion builds the scale and cash flow required for deeper integration SCALE
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Stage 2: Phased integration through the AunaWay compounds value over time Complete patient experience within Auna Vertical integration Greater coordination from prevention to treatment Aligned incentives across the healthcare ecosystem Predictable costs and improved patient outcomes Horizontal integration Seamless continuity from imaging to advanced care Complete follow through patient journey Stronger economics form big service lines and results in above-market growth High-complexity specialties Big 4 service lines: Oncology, cardiology, neurology, traumatology & orthopedics, complemented with women’s & mental health High-complexity research enhancing clinical outcomes Aligned incentivesPatient-centered Paid for outcomesIntegrated care Aligned with our VBC model The end goal is unchanged: To become the dominant, fully integrated platform in high complexity
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 The AunaWay turns regional scale into a structural advantage The AunaWay Patient-centric model From cure to care: across the entire patient journey Value-based care: rewarded for outcomes Prevention first: early diagnosis, better patient outcomes Network scale and reach Regional footprint: Peru, Colombia and Mexico Consolidation: unlocking structural synergies Network effect: hard to replicate Medical excellence Standardization: unified pathways and governance Digital platform: integrated patient data Rapid execution: first to meet unmet demand ACCESS The foundation: multi-channel access that connects patients to Auna’s integrated care platform Scale delivers financial performance, which leads to further specialization, stronger economics and a harder-to-replicate platform
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna’s path forward: capture demand now, compound value through the AunaWay Organic growth and selective consolidation capture profitable demand and build scale and cash flow that fund specialization. Significant underpenetration and unmet demand across Latin America, from access to high-complexity care. Phased AunaWay implementation turns that scale into a structural advantage, compounding value over time. Consolidate first. Build scale. Specialize over time. Create the leading value-based healthcare platform in Latin America
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Turning Strategy into Shareholder Value Lorenzo Massart Executive Vice President of Strategy & ECM October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Organic Growth • Mexico operating recovery • Higher utilization and specialty mix • Recurring Revenues Patient-centric Why own Auna now? A patient-centric healthcare platform with growing regional scale, visible organic growth and a differentiated model to consolidate market and then integrate over time Near-term catalysts make the equity story visible; the platform makes value creation durable Network scale & reach AunaWay excellence Unique Model Near-Term Catalysts Cash Generation and de-risking • Normalizing earnings • Deleveraging • Capital allocation discipline Selective Consolidation • Small, accretive M&A • New cities and strategic partnerships • Larger transactions after leverage and return thresholds are met
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 A disciplined approach from operating growth to shareholder value Auna playbook: grow first, consolidate selectively, and integrate overtime 20 Ecosystem Depth & Integration Geographic Expansion Urban healthcare ecosystem Via M&A Business Growth New City networks Nation-wide integrated healthcare ecosystem Connect prevention, diagnostics, ambulatory and high-complexity specialty care Hospital Network: Grow high-complexity practices Leading integrated, value-based healthcare platform with national reach Use the right expansion model for each market Owned assets | Partnerships | VBC / risk-sharing | Capital-light formats Oncology Insurance: Scale the plan member base Via organic growth and partnerships Via M&A, greenfield, and partnerships
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna’s integrated model creates higher quality earnings Integrated Model The integrated model links patient outcomes to recurring revenue, earning visibility and cash generation Plans & population Care delivery High complexity care Risk management & data Recurring revenue Medical-cost control Patient and physician retention Better margin visibility More predictable cash generation What it delivers
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Capital allocation: fund growth while maintaining financial flexibility 1 Fund maintenance and high-return organic investment 2 Deleverage toward 3.0x during 2027 4 Consider larger transactions only when leverage and return thresholds support it 5 Begin dividends and buybacks during 2027-2028, assuming the policy is approved and excess cash flow is sustainable Organic investments, growth transactions, reduced leverage, future dividends and buybacks 3 Pursue small, accretive growth transactions 2026-2027 2027-2028 Strategic Priorities Deleveraging to 3.0x | organic growth | small M&A Larger M&A | start dividends + buyback | integration Decision rules Organic Investments must generate attractive returns Growth Transactions must be strategically relevant and accretive Leverage must remain within the target range of less than 3X Capital returns should not compromise growth or financial flexibility
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Organic growth creates the earnings base and preserves optionality for selective consolidation Organic growth builds the earnings and cash flow base Organic growth and selective transactions expand Auna through multiple routes to scale Mexico: Fully recovery and improved mix Colombia: Monetize the platform Peru: Expand access Expanding into adjacent specialties Activating available capacity Growing risk-sharing contract base selectively Trecca and B2G growth Selective expansion in Lima and Arequipa Plan membership and product growth Oncology-led high- complexity mix Higher physician referrals and utilization Insurer tier repositioning New cities networks Improving liquidity
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Standalone value first; AunaWay integration upside next Auna is a disciplined near-term consolidator What Auna Looks ForWhat Consolidation Enables Expand High Complexity Care Strengthen existing hubs and physician relationships Build scale before deeper integration Profitable and cash-generative businesses Add profitable, cash generative earnings Strong fit with an existing hub High-complexity or risk-sharing adjacency Clear organic growth opportunity Attractive valuation and manageable leverage High-quality physicians and patient recognition Integration potential without disrupting standalone performance
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Near-term consolidation creates the scale and cash flow required for deeper integration Consolidate first, integrate overtime Stage 1: Near-term consolidation and standalone accretion Stage 2: AunaWay integration and compounding value First make the asset work within Auna’s operating platform. Then deepen integration to compound value Standardize Clinical protocols Improve Procurement Integrate data and technology Apply risk management capabilities Optimize Revenue- cycle Capture regional operating leverage Protect the acquired operation Retain physicians and patients Capture demand Improve utilization and specialty mix Generate earnings and cash flow
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 The path to re-rating shares Near-term catalysts make the equity story visible; AunaWay execution makes it durable • Organic growth from the existing platform • Near-term consolidation of profitable, high-complexity assets • Recurring revenue and value-based care • Better utilization, specialty mix and Mexico recovery • EBITDA and cash generation from day one on select transactions Prove earnings quality • More normalized and visible earnings • Stronger cash conversion • Deleveraging toward net debt / EBITDA below 3.0x • Clear capital-allocation rules • Standalone value first, followed by phased AunaWay integration Reduce perceived risk • Clearer patient-centric, regionally-scaled and AunaWay equity story • Larger and more visible integrated platform across Peru, Colombia and Mexico • Higher operating leverage and recurring earnings • Consolidation runway with disciplined execution • Higher trading liquidity and additional index inclusions Increase investor recognition Valuation re-rating
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Peru: Scaling Capacity for Growth Vicente Checa Peru Healthcare Network October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Healthcare services1 1,271 1,365 1,425 1,442 2023 2024 2025 3Q'26 Plan memberships (000’) 71.4% 75.0% 82.4% 89.2% 50.00% 55.00% 60.00% 65.00% 70.00% 75.00% 80.00% 85.00% 90.00% 95.00% 2023 2024 2025 3Q'26 Total capacity utilization (%)2 Consistent track record drives high utilization, creating room for strategic capacity expansion Note: 1. NPS (Net Promoter Score) as of YTD August 2026. 2. Total capacity utilization for 2023–2025 reflects full-year figures; 3Q’26 reflects the quarterly figure. Healthcare plans1 15 Facilities 80 NPS 85 NPS
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 44% Private Health Plan Membership Share2 83% Oncology Market Share3 Oncosalud with ~1 million plan memberships ~10x more than next competitors Notes: 1. As of July 2026. 2. Excludes EPS. Includes all Auna plan memberships, as well as private plans offered by insurers and prepaid healthcare providers. 3. As of 2025. Auna figures include oncology plan memberships only. 17% 15% 11% 41% 23% 18% 9% 33% Lima Outside of Lima Outpatient Visits Deliveries Surgeries Emergencies 55% of Peruvians mention Oncosalud first for oncology protection of Peruvians are aware of Oncosalud 90% Sources: SuSalud, Ipsos, Peru Brand Tracking Survey. Top-of-Mind Awareness 2 3 4 4 1 1 2 1 Leading market share positions support sustained growth Auna’s market share in healthcare services 1 Auna plans market share
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 ~35mm Peruvian population ~30mm US$ ~9 bn potential healthcare expenditure ~3mm Underserved middle and lower end income market Including ~1.5mm potential customers within our SAM Targeted geographies Lima plus selected regional corridors with underserved demand Optimized distribution channels Scale oncology and healthcare products through focused commercial channels Sources: CPI Research, INEI, SUSALUD, RENIEC, ENAHO. TAM3 SAM4 US$ ~1 bn potential healthcare expenditure Peruvian Population 1 2 2 Notes: 1. As of 2026 2. As of May 2026. 3. TAM: Total Addressable Market 4. SAM: Serviceable Available Market. A large addressable market creates additional headroom for growth in Peru Market opportunity funnel Where Auna could capture growth
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 < 4 Weeks Time diagnosis to-treatment >74% Adherence to Clinical Practice Guidelines Notes: 1. Chronic disease program data as of September 2026; early detection is as of YTD July 2026 and 12 -month persistence data as of May 2026. 2. As of August 2026. 3. As of August 2025. 4. As of December 2025. 5. As of April 2026. 6. As of August 2026. 7. As of 2Q’26. 8. Considers the median of MLR metric for HAPVIDA and Rede D'or (Sulamerica) as of 2Q’26. 9. Considers the median of MLR metric of comparable companies in US (Cigna, UHG, Humana, Elevance, Centene, CV S, Molina, Alignment, Aflac) as of 2Q’26. 71k high-risk screenings 262 patients in chronic disease programs >62% 12-month persistence in target segments Sources: American Cancer Society. Cancer Facts & Figures 2025, NHS England. Scaling a proven integrated platform for the next phase of growth 75%3 5-year cancer survival rate vs 69%4 in the U.S. and 55%5 in U.K. >85%6 ICU Utilization 50%7 Oncology MLR vs. 76%8 in the region and 87%9 in U.S. Patient experience & population health1 Medical excellence & governance2 Care management & clinical outcomes
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Market Access channels HEALTHCARE DELIVERY A Healthcare plans Third-party payors 59.4% Healthcare financing Healthcare solutions Integrated onsite, offsite & virtual care Standardized clinical protocols Enhanced patient experience Aligned Value-Based Care incentives Note: 1. Revenue share data as of LTM 2Q’26. % Revenue share of Healthcare services Peru by payor1 Efficient care delivery 0.1% 40.5% Individuals Employers Insurers & partners Government (under development) A multi-channel access model connects patients to Auna’s integrated care platform
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Healthcare plans Healthcare services 48% 25% 11% 16%EPS Insurance companies Out-of-pocket Others (International, Self insurance, Complementary SCTR/SOAT) US$ ~239 mm 59% 41% US$ ~583 mm Peru Operations: Split of sales1 Healthcare services third-party payor mix1 Notes: 1. As of LTM 2Q’26. 2. EPS stands for Entidades Prestadoras de Salud, which are private health insurance companies that provide EPS plans. 3. SCTR refers to Complementary Work Risk Insurance; SOAT refers to Mandatory Traffic Accident Insurance. 3 Auna Peru combines healthcare plans with a diversified third-party payor base 2
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 | Arrhythmia HPCU3 +10% Cardiovascular surgery revenue (including TAVI2) +5%+20% Neurosurgery revenue (Spine & Tumors) 1st in Peru EFQM-accredited Arrhythmia Unit4 Notes: 1. Revenue growth by specialty, YTD Aug ‘26 vs. YTD Aug ’25. 2. TAVI: Transcatheter Aortic Valve Implantation. 3. HPC U: High-Performance Clinical Unit. 4. EFQM: European Foundation for Quality Management. Over 30 years of experience in clinical protocols, talent retention, and high-complexity medical governance Traumatology & orthopedics surgery revenue Scaling our core specialties Expanding high-complexity specialties from Auna’s oncology platform
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 +90 +30+19 Torre II Vallesur in Arequipa Imaging Alliances (Lima, Arequipa, Piura) Exploring bolt-on M&A opportunities across the country +40 Bed capacity +20 +9 +20 Outpatient offices Lima network optimization +50% Trecca Ambulatory Center Outpatient oncology offices Outpatient offices Bed capacity Outpatient Oncology offices Bed capacity Inpatient capacity National growth Medium term B2G Short term Peru’s hub-and-spoke expansion combines near-term optimization with national growth Medium term Short term
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Peru demonstrates Auna’s integrated model at scale Shifting mix toward high-complexity care and own-access members. Disciplined hub-and-spoke expansion targeting the mid-price market. Proven integrated model supporting care quality, efficiency, and stable MLR.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Discussion Panel: Trecca Ambulatory Center Unlocking Low-Risk Growth Suso Zamora, Executive Chairman & President Gisele Remy, CFO and EVP of Finance Vicente Checa, Peru Healthcare Network Moderated by: Lorenzo Massart, EVP of Strategy & ECM October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Closing the Gap: Torre Trecca’s Evolution Before After Note: Image on the right is an architectural rendering for illustrative purposes only; the final building may differ.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 A 20-year PPP concession with EsSalud will close a critical gap in outpatient healthcare capacity in Lima Scope Refurbishment, equipment acquisition and management of a facility focused on outpatient consultations Objective Increase EsSalud's capacity in Lima by more than 20%, serving 3 million people a year Terms 20-year concession (2-year construction + 18-year operation), with an option to renew for 18 more years 59k m2 of constructed area 23 floors1 145 medical offices +300 medical equipment ~1.5k employees2 Notes: 1. Three additional basements. 2. At full capacity. By the numbers
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Trecca Ambulatory Center offers 7 key service lines and addresses ~36% of EsSalud’s ambulatory unmet demand EsSalud’s ambulatory appointments demand gap in Lima (mm appointments) Total Demand Fulfilled demand Unfulfilled demand Trecca Capacity 11.4 6.1 5.3 1.9 Key medical service packages Trecca Ambulatory Center capacity Ambulatory Packages Specialized Procedures Surgical Risk Packages MRI Procedures Image Reading Ambulatory emergencies Preventive Packages ~36%
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 A self-financing model produces predictable, low risk, high growth, scalable returns Unaddressed structural demand Self-financing structure Low risk, high predictability Proven sponsor & track record Rapid, scalable growth Expected start of operations Expected revenues1Start of construction October 2026 Mid 2028 Trecca Ambulatory Center 2030E (~US$120 mm) Note: Based on minimum guaranteed demand under the PPP agreement with EsSalud; Aug-26 prices, excl. VAT. Sources: Company filings, INEI, BCRP.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Colombia: Scaling Within the Universal System Pablo Cervera Colombia Healthcare Network October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 | Strategically located facilities High-complexity clinic network Research & innovation platform Leading oncology research and innovation capabilities Value-based care Long-standing capabilities supported by proprietary patient data Established capabilities across oncology, cardiovascular, neurosciences and traumatology & orthopedics Private growth potential Growing exposure to private payor patients ~80% Total Capacity Utilization1 Auna Colombia is a high-complexity network within a universal healthcare system Notes: 1. As of 3Q’26.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Contributory program Subsidized program Special program Notes: 1. As of August 2026. 2. As of September 2026. 3. As of July 2026. EPS (Entidades Promotoras de Salud): Colombian entities that manage social security health funds and provide the mandatory coverage. 4. As of July 2026. 5. As of 2025. 6. As of 2024, prevalent invasive cancer cases v ersus 2019. 7. Projections based on the 2018 Census (July 2025 update). Mandatory coverage1 ~98% of Colombian population is covered, equivalent to ~53mm covered lives Demand drivers ~3.2 mm Lives under our value- based care model Our model captures scale and rising high-complexity demand from mandatory coverage Sources: Minsalud, DANE, Cuenta de Alto Costo (CAC), Labor Market and Social Security Observatory. Lives served through Auna contracts: ~6.1 mm Lives under EPS fee-for- service agreements ~0.2 mm Private-plan lives #1 cause of death: ischemic heart disease, ~17% of deaths in 20255 ~2.2x prevalent cancer cases in 2024 vs. 20196 ~25% of population aged 60 or more by 2050 vs. 13% in 20187 32 4
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 68% 14% 18% Auna Colombia combines a high-complexity core with selective growth options EPS fee-for-service Core business, focused on high-complexity demand and a stronger payor base Value-based care contract models Selective growth lever for recurring revenue, with contract economics actively managed Private market Key growth opportunity across prepaid, insurance and out-of-pocket 59% 20% 21% 2024 Payor mix evolution LTM 2Q26 % of total revenues
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Our EPS fee-for-service business captures high-complexity demand with a more diversified payor base 1 High-complexity positioning Oncology, cardiovascular, neurosciences and traumatology & orthopedics in one network 2 Demand capture ~59% of Auna Colombia revenue1 3 Payor quality Lower exposure to intervened payors, a broader payor base and enhanced payment agreements 19% 18% 16% 14% 14% 12% 1Q25 2Q25 3Q25 4Q25 1Q26 2Q26 -7 p.p. vs. 1Q25 Notes: 1. As of LTM 2Q’26. Intervened payors (% of Colombia segment revenues)What drives our EPS business
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Our value-based care platform supports better clinical outcomes and recurring revenues Payor assigns a population Recurring revenue potential: collection vary by contract Auna manages the full patient journey From onboarding to follow-up Data drives pricing and monitoring Proprietary claims data Aligned incentives: better clinical outcomes, efficient care and recurring revenues End-to-end patient management 1 2 3 14+ years Of risk-sharing experience 13 Value-Based Care contract models ~3.2mm Lives under our value-based care model1 15% 14% 18% 21% 21% 24% 1Q25 2Q25 3Q25 4Q25 1Q26 2Q26 Value-Based Care contract models as % of Colombia revenue Notes: 1. As of 3Q26.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Oncology Anchor specialty of Auna’s Value-based care in Colombia Cardiovascular High-complexity capacity already integrated into the model Disciplined risk-sharing playbook Clinical protocols - Data - Risk management Traumatology & orthopedics Direct extension of the Value-based care model Neurosciences Adds to the high- complexity portfolio and further clinical differentiation Why these specialties replicate High surgical volume Elective, schedulable procedures that fill operating rooms and lift utilization of installed capacity. Potential for attractive economics per procedure Greater complexity and revenue per case than the general surgical mix. Selective replication of risk- sharing contracts Same clinical protocols, data and risk management already applied in Oncology. Established anchors Growth drivers Replicating our oncology and cardiovascular Models in selected specialties
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Clinical Research Centers MSD - selected partner for clinical trials1 3 104 Active trials, including 62 in Oncology2, representing ~55% of Colombia’s oncology clinical trials3 Attract and retain leading physicians across Auna’s markets Transfer clinical protocols and research learnings across Peru, Mexico, and Colombia Support development of core specialties, including oncology and other high-complexity areas Deepen relationships with global pharmaceutical companies and other partners Strengthen Auna’s regional reputation for complex care and innovation Colombia’s research platform is a regional capability for clinical excellence and talent attraction Research platform Regional capabilities of Auna’s clinical trial submissions approved by Health Regulator vs. 88% country average496% Source: INVIMA, MSD. Notes: 1. Merck Sharp & Dohme. 2. Auna clinical trial data as of June 2026. 3. Based on the total number of oncology clinical trials i n Colombia as of Sept 2026. 4. Colombia’s health regulator refers to INVIMA, the national authority responsible for reviewing and authorizing clinical tr ials. Approval rates as of September 2026. Monteria Clinical Research Center1 #2 in Latin America #3 globally Key Specialties: Oncology, Hematology, Infectious Diseases, Pediatrics, Vaccines and Hepatology
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Private-payor demand is a long-term growth opportunity Notes: 1. Voluntary coverage historical data (2021–2025) and 2026 estimate as of August 2026. 2.6 2.8 3.1 3.5 3.9 4.7 5% 5% 6% 7% 7% 9% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 2021 2022 2023 2024 2025 2026E Private opportunity1 Voluntary coverage (mm lives, % of population) ~13% CAGR Sources: Acemi–Fasecolda, Health in Figures. Physicians at the center: education, technology and research for top specialists Agile contracting: flexible programs and network for high-complexity care Preferred payor network: leading insurers and prepaid medicine in key specialties Preferred patient pathway: faster access, shorter wait times and differentiated spaces for private patients How we capture private demand
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 +3 Unlocking available capacity to expand and diversify Increasing utilization of existing capacity +20% Increase in installed capacity 40% Available capacity in current space +80 Inpatient beds +2 Operating rooms High-complexity Cardio, Neuro and Trauma & Orthopedics 50% Surgical activity 60% Hemodynamics Launch Oncology Levering existing space Clínica IMAT Oncomédica - Monteria Clínica del Sur - Antioquia Infrastructure activation Capacity optimization Floors Existing capacity provides room for capital-efficient growth Notes: 1. Reflects potential incremental capacity at Clínica IMAT Oncomédica. 2.Operational capacity available for development withi n already-built physical space. Capacity expansion includes: Capacity available for expansion: 1 2 2 2
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Established Value-Based Care platform driving recurring revenues and expanding into new, higher-margin specialties. High-complexity network capturing sustained demand growth with a more diversified payor base. Expanding private demand is our key growth driver, supported by available installed capacity. Leading research platform attracting top medical talent and reinforcing clinical excellence across Auna’s markets. Auna Colombia combines a differentiated platform with disciplined growth options Near-term focus remains disciplined contract management and operating execution
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Mexico: From Monterrey to a National Leader Alejandro Torres Mexico Healthcare Network October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 ~16% Percentage of population aged 60+ expected to reach 16% by 2031, exceeding the share of children under 11 Mexico’s underpenetrated healthcare market has strong structural tailwinds Sources: AMIS, BMI Fitch, CONAPO, OECD Note: Data as of 2025, unless otherwise stated 58 72 55 71 2024 2029E 113 1435% CAGR Healthcare expenditure (US$ bn) Private healthcare is projected to capture a growing share of healthcare spending Private Public ~13% CAGR in health insurance premiums: 2021-2025 ~1 Beds per 1,000 inhabitants, ~76% below OECD average ~45% Private beds capacity growth through 2024-2029E, while public beds decline by 2.3%
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 ~22% Hospitalizations ~10% Emergencies A market-leading position in Monterrey supports nationwide expansion in Mexico Sources: INEGI, ESEP Notes: 1. Considers Monterrey area. 2. Refers to procedures performed in the private sector in the state of Nuevo León in 2025. Auna is only present in Monterrey Strategically located facilities Positioning1 Market share in State of Nuevo León2 708 408 297 204 38% 22% 16% 11% Player 1 Player 2 Player 3 # of beds in Monterrey Private Bed Market Share (%) ~14% Deliveries ~16% Surgeries State of Nuevo León Monterrey Auna Network Hospitals ~16k, +7% Surgeries YTD Set.’26, YTD Set.’26 vs. YTD Set.’25 ~73k, +34% Outpatient Visits ~24k, +1% Emergency Treatments
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 5.1 4.2 4.9 5.2 5.825 26 25 26 26 27 27 28 29 31 Sep-25 Oct-25 Nov-25 Dec-25 Jan-26 Feb-26 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 Monterrey’s recovery creates a foundation for renewed growth Tier reclassification improvement 38% 41.1% Revenue2 (US$ mm) Surgeries3 (000’)Total capacity utilization1 Notes: 1. Monthly total hospitalization capacity utilization rate. 2. Revenue includes Auna Seguros. 3. Total quarterly numbers of surgeries includes outpatient surgeries and cesarean sections Ample headroom for out-of-pocket growth Growth drivers Recovery of high-value physicians Successful repositioning across hospital tiers with the largest insured populations Oncology emerging as a new growth engine Growth through B2G partnerships
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna’s roadmap combines Monterrey execution with national expansion Deepen ecosystem Geographic expansion Mexico’s platform Organic Growth, Partnerships, and Greenfield Operations M&A Transactions Strategic target Create Mexico’s leading integrated healthcare platform Healthcare Network + Auna Seguros Asset-light ecosystem Coverage expansion Monterrey Solidify hospital operations and expand high- complexity care Mexico Replicate the hospital platform across Mexico City, Guadalajara & Tijuana
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Deepening Monterrey penetration through volume, specialty mix and limited CapEx Source: Company Information Notes: 1. Considers the total medical insurance written premiums in the state of Nuevo Leon for 2024. 2. Growth measured in U S$. 3. Considers oncology, neurology, cardiology, traumatology, and orthopedics. 4. Considers Monterrey Metro Area. Data as of 2025 Insurer volume capture Leverage recent insurer reclassification to drive higher patient volumes 68%1 of medical insurance premiums are with the 3 insurers where Auna has improved its tier classification Specialty mix Expand oncology, cardiology, neurology, traumatology and orthopedics ~27% of Auna’s services mix, vs. ~20% for the market4 Physician engagement Strengthen incentives to drive referrals ~17%2 YoY growth in physician referral revenue in YTD 2Q’26 Scalable operating platform and healthcare integration
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Payor access and physician engagement drive revenue growth in Monterrey Notes: 1. Revenue excludes Auna Seguros. 2. Includes revenue from insurers, B2B, and productivity adjustments. 3. Out -of-pocket. 4. Physician-referred revenue from credentialed physicians, excluding government. 5. Considers growth in US$ Stronger local medical leadership Development of Centers of Excellence Strong adherence to clinical standards Targeted & personalized physician incentives Physician-referred Revenue (US$ mm)4 114 133 YTD 2Q'25 YTD 2Q'26 Insurance and Out-of- pocket payors drive Monterrey's growth Insurer relationships enable tier repositioning Higher tiers expand policy access Cost efficiencies strengthen positioning 80% 10% 10% Revenue by Entity1 (LTM 2Q26) Government Insurers2 US$ 283 mm OOP3 Revenue Growth (YTD 2Q26 vs YTD 2Q25) ~17%5 Growth Physician relationshipsPayor relationships +22% Revenue from OOP2 +3% Revenue from Insurers1
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 High-complexity oncology is Auna’s core growth engine and clinical differentiator in Mexico Sources: INEGI, ESEP Notes: 1. Intravenous chemotherapy and radiotherapy infusions in both inpatient and outpatient care; excludes oral treatments . 2. Refers to procedures performed in the private sector in the state of Nuevo León in 2025. Auna is only present in Monterrey. +122% Revenue +82% Sessions Platform Performance Oncology Market Share2 Growth Avenues ~19% Radiotherapy ~27% Chemotherapy Cross-sell Auna Seguros to Auna’s existing customer base Increase revenue per patient through integrated oncology care Oncology Performance (YTD 2Q26 vs YTD 2Q25)1 Radiotherapy and Chemotherapy March, 2025 Integrated Opción Oncología, expanding Auna’s specialized oncology network in Monterrey 2 3 4 October, 2025 Opened OncoCenter, reinforcing Auna’s high- complexity oncology capabilities September, 2026 Added Elekta EVO linear accelerator, strengthening Auna’s advanced radiotherapy platform Integrated Oncology Platform Prior to 2025 Strong oncology operations, including in-house production and commercialization of radiopharmaceuticals, enabled by Monterrey’s only cyclotron 1
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Disciplined expansion focuses on Mexico’s highest- potential metropolitan areas Source: INEGI Note: 1. As of 2025 Strategic criteria Expansion opportunities Clear competitive edge with oncology, high-complexity care, and integrated access Scale care delivery through hospitals, specialized outpatient centers and strategic partnerships Broaden healthcare access through scalable plans such as Auna Seguros Target high-potential markets with favorable demand trends, competitive dynamics and regulatory environments Disciplined economics drive scalable growth with attractive returns ~70%1 Auna’s partners & pipeline cover 70% of Mexico’s population Strategically focused expansion Monterrey (Nuevo León) Strategic opportunities Tijuana (Baja California) Guadalajara (Jalisco) CDMX
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna Mexico’s platform supports growth beyond Monterrey Strengthening local execution and momentum through deeper payor and physician relationships. Broadening demand across insurers, self-pay, and government partnerships. Leveraging high-complexity oncology as a core growth engine and anchor to expand specialty care. Building a strong, scalable platform for nationwide expansion.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Discussion Panel: Value-Based Care Better Outcomes, Better Economics Suso Zamora, Executive Chairman & President Rayet Harb, EVP of Operations Moderated by: Lorenzo Massart, EVP of Strategy & ECM October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna’s Value-Based Care model aligns financial incentives with clinical outcomes to benefit patients Traditional Model (fee for service) Value-Based Care Model Integrated, person-centered care Payment for clinical outcomes Aligned incentives driving efficiency Fragmented care Volume-based payment Misaligned incentives VBC is a fundamental pillar of the AunaWay. It improves health outcomes and cost efficiencies by adhering to medical best practices
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 VBC is the structural solution to healthcare sustainability in LatAm, shifting care from volume to outcomes Payers require cost predictability Rising healthcare costs Shift toward risk- sharing Rising demand for high-acuity care More chronic and complex care Higher cost under traditional models Aligning efficiency with health outcomes Standardized, earlier care Better outcomes at lower cost Recurring revenue streams with improved collection visibility Captures value across integrated high-acuity care pathways Lower avoidable utilization while improving patient retention
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna has the scale, capabilities and experience to lead Value-Based Care in Latin America +14 Years of underwriting experience Integrated network & research engine Predictable margins & scalable growth ~ 3.2 million lives protected Regional platform focused on high- acuity care Recurring revenues with lower public- sector DSO exposure Accurate risk pricing +104 active clinical trials Limited CAPEX needed MLR control and predictable margins End-to-end patient journey Lower CAC and higher patient lifetime value Together, these capabilities position Auna to become the leading Value-Based Care platform in Latin America
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Digital Strategy: Scaling the AunaWay through Digital, Data and AI Rayet Harb EVP of Operations October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Digital extends the AunaWay across the network, improving access, care and operating performance Embedded in how the AunaWay operates and scales Core pillar Regional platform Business impact Built once and deployed across markets Drives growth, efficiency and better care
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Sustainable growth & access Owned channels & regional CRM Integrated operational strategy Digital revenue cycle & automation Clinical excellence Omnichannel self- service Digital creates value through growth, efficiency, and patient outcomes 1. Growth 2. Efficiency 3. Patient outcomes Notes: 1. NPS = Net Promoter Score, YTD through August 2026. More patients, lower acquisition cost Lower cost to serve, same clinical standards Ongoing engagement supports treatment continuity Leads originated by digital channels Revenue cycle days NPS1: 88 - Healthcare services 80 - Healthcare plans
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Revenue cycle Patient, payer-contracts and billing data in one regional system Automated reconciliation and collections prioritization Single billing-to-collection workflow across the three countries Identify substitution opportunities and monitor treatment utilization Pricing, demand and regional negotiation analytics Comparable consumption and prices across countries Dashboard tracks initiatives, sales and conversion rates by business and country Single regional commercial dashboard Regional data and AI capabilities turn network scale into operating value Revenue cycle management Optimal external spend Revenue growth Data Digital + AI Regional operating model Demand forecasting and sales copilot Procurement model Commercial planning Lower external spend, substitution opportunities, stronger regional negotiation Faster collections, lower leakage, consistent billing workflows Better demand forecasting, sales conversion and resource allocation
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 | Auna is building a regional digital platform in three stages Consistent information across the region AI embedded in clinical and operational workflows Scalable regional model Culture and accountability Path to an integrated regional ecosystem: 1 2 3 Short term In Execution Consolidate and build on current wins Regional capabilities and live AI initiatives already delivering process efficiencies Medium term Long term Scale In development AI scaled across clinical and back-office operations Integrated regional ecosystem generating recurring operating value Unified master data Talent & governanceArtificial intelligence Scalable platform Integrate Target end state Shared enablers
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 A disciplined AI operating model links use cases to measurable value Strict selection • Clear business case • Regulatory-compliant governance Agile co-creation • Business + digital teams • Practical efficiencies Rapid deployment • MVP1 tested within weeks • Continuous adoption tracking Measured value • Auditable savings • Revenue protection • Incremental revenue Select Build & deploy Capture value The business units own the adoption and value capture Notes: 1. Minimum Viable Product.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 AI use cases are already being deployed across Auna’s three markets Foundational use cases driving cross-border synergies In development Validates record completeness within 24 hours Revenue cycleBilling accuracy In pilot Images and text into structured data Patient retention In MVP Smart scheduling and personalized reminders In-house capabilities Built with the business; vendors used selectively to accelerate Revenue protection In development Risk scoring for sales and admissions Clinical efficiency In execution Voice to structured post-surgical note Regional deployment AI initiatives deployed across three countries under local regulatory requirements Measurable return Focus on verifiable savings and revenue protection
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 | AI reduces clinical documentation time and improves billing readiness in Mexico How it works 1 2 4 3 The surgeon dictates the note immediately after surgery AI structures the note in a standardized clinical format Coding is generated automatically, with no manual input required Billing-ready output, with the structured note and coding completed 80-85% Less time writing notes 48h → 5min time-to-document standard 60% fewer delays in the clinical record Faster documentation supports physician productivity, coding and billing efficiency
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 10 Digital investment is disciplined and accountable to measurable P&L impact Focused investment on measurable value, prioritizing initiatives that deliver tangible savings or incremental revenues Business cases and KPIs underpin every initiative, defining expected value upfront and tracking execution through adoption and efficiency metrics Continuously reprioritize the portfolio, scale what works and redirect what does not
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Financial Strategy: Profitable Growth and Cash Generation Gisele Remy CFO and EVP of Finance October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Revenue 9% FXN1,2 Revenue Growth YTD 2Q26 Organic growth across Peru, Colombia and Mexico Adj. EBITDA growth 20% Long-term annual target Organic + inorganic growth Cash generation 95% OCF / Adj. EBITDA LTM2 2Q26 Higher conversion and active working capital management Six financial priorities anchor our path to disciplined, profitable growth Capital allocation discipline to drive profitable growth Consistent with our path deleveraging below 3.0x Utilization first: grow into installed capacity Investing only in accretive, regularly reprioritized projects Deleveraging 3.6x Net debt / Adj. EBITDA LTM2 2Q26 Below 3.0x in the medium term CapEx 4% Target CapEx / Revenue Mostly maintenance; growth into installed capacity ROIC 20% ROIC Target Accretive new investments and active management of existing operations Notes: 1. As reported, YTD 2Q26 revenue increased 13% YoY to S/ 2,416 million. 2. Adjusted EBITDA, Adjusted EBITDA Margin, Free Cash Flow, Leverage Ratio, Cash Conversion Cycle and FX Neutral (“FNX”) are non-IFRS financial measures. For a description and a reconciliation of these non -IFRS financial measures to the corresponding nearest IFRS measure, please see the exhibit to this presentation.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Each country strategy is translating into a higher-quality, resilient earnings base, with different levels of maturity Mexico Capacity utilization 41% Total capacity utilization4 30% Structural Adj. EBITDA margin Fixed-cost dilution Notes: 1. As of 3Q26. 2. As of LTM 2Q26. 3. Adjusted EBITDA, Adjusted EBITDA Margin, Free Cash Flow, Leverage Ratio, Cash Conversion Cycle and FX Neutral (“FNX”) are non-IFRS financial measures. For a description and a reconciliation of these non -IFRS financial measures to the corresponding nearest IFRS measure, please see the exhibit to this presentation. 4. As of 3Q26 (quarterly figure). Peru Capture demand and broaden access 1.4mm plan memberships1 21% Adj. EBITDA margin2,3 Recurring revenue base with healthy margins Organic expansion and B2G growth Colombia PGP stabilization in newer contracts and continued focus on cash generation 20% of revenue under value-based care models2 Cash flow prioritized over growth 88% OCF / Adj. EBITDA2,3 21% of revenue from private market2 26% Adj. EBITDA margin2,3
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Centralized procurement Purchasing scale across the platform drives a more cost-efficient model Capacity utilization Higher occupancy mitigates inflationary pressures and dilutes fixed costs Utilization and scale help us absorb cost pressures Peru 71.4% 75.0% 82.4% 87.5% 20.2% 19.5% 18.8% 19.0% 2023 2024 2025 2Q26 Mature platform: rising utilization dilutes fixed costs Colombia 76.3% 79.6% 76.6% 79.3% 25.6% 25.3% 25.8% 25.8% 2023 2024 2025 2Q26 Volumes have been contained while prioritizing cash, and cost discipline has been maintained Mexico Investment phase With its fixed-cost base already built, Mexico is positioned for operating leverage as utilization ramps up. Fixed-cost investment Utilization ramp-up Fixed-cost dilution Total capacity utilization (%)1 Fixed costs / revenue (%) 2 Notes: 1. Total capacity utilization for 2023–2025 reflects full-year figures. 2. As of LTM 2Q26. YTD 2Q’26 LTM 2Q26 YTD 2Q’26 LTM 2Q26
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 1 RECOVER Identified, one-off items 2 EXPAND Structural, recurring levers 2026E EBITDA margin Peru write-offs Colombia PGP & payor mix 2026 normalized Mexico growth Regional procurement Fixed cost & SG&A efficiency Finance cost reduction Tax efficiency Medium- term earnings ambition How we get there Sustained growth Driven by execution Margin expansion Recover 2026 one-offs, then expand Cash flow Strong cash conversion funding deleveraging, as well as lower finance costs and tax efficiencies Our medium-term earnings ambition rests on levers largely within our control Maximize returns Maximize returns on the existing base; accretive returns on new investments Notes: 1. Illustrative; not drawn to scale. Does not represent a forecast or guidance.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Strong cash conversion, CapEx discipline and tax efficiency drive our path below 3.0x Cash conversion Cash conversion cycle 1 (days) -14 -6 -10 2024 2025 2Q26 LTM 2026 Leverage target Net debt / Adj. EBITDA2 (x) 4.5 3.7 3.6 3.6 2023 2024 2025 2Q26 3x <3.0x Medium term: firepower to keep investing CapEx discipline CapEx / Revenue 2 (%) Capital structure FCF after interest 2 (US$ mm) (77) (21) 38 120 2023 2024 2025 2Q26 LTM 5% 4% 3% 3% 2023 2024 2025 2Q26 LTM Notes: 1. Adjusted EBITDA, Adjusted EBITDA Margin, Free Cash Flow, Leverage Ratio, Cash Conversion Cycle and FX Neutral (“FNX”) are non -IFRS financial measures. For a description and a reconciliation of these non-IFRS financial measures to the corresponding nearest IFRS measure, please se e the exhibit to this presentation. 2. 2023–2025 reflect full-year figures; 2Q26 reflects LTM.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Solid operating growth continues to be reflected in operating KPIs Auna consolidated Key performance metrics 3Q26 vs. 3Q25 ▲ 8% 101k Emergency treatments ▲ 12% 24k Surgeries ▲ 6% 144k Days hospitalized ▲ 3.1 p.p. 69.5% Total capacity utilization1 ▲ 7% 55k Chemotherapy & radiotherapy sessions ▲ 3% 1.4mm Plan memberships2 Notes: 1. Total capacity utilization reflects 3Q26 (quarterly figure). 2. As of quarter -end 3Q26.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 2026 Financial Guidance Revenues • Consistent with recently disclosed KPIs and favorable trends, the Company expects full-year revenue to remain aligned with its previously communicated guidance range. CapEx and Leverage • Capital expenditure remains within the previously communicated guidance range, while cash flow and leverage continue to evolve favorably. EBITDA • While full-year adjusted EBITDA, excluding one-time effects primarily related to payor billing penalties associated with reconciliations of prior years 'receivables, was previously expected at the lower end of the 10-14% FXN guidance range, subsequent downward pressure from a contract in Colombia is leading to weaker full-year performance leading to a broadly stable year over year growth. The Company is completing its review of full-year implications and will provide additional details during its upcoming earnings call
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Addressing 2026 headwinds head-on to position Auna for 2027 growth Executing disciplined capital allocation focused on growth, cash generation and accretive returns. Recovering from one-offs and expanding margins through rising utilization and structural efficiency levers. Increasing EBITDA coupled with high cash conversion to accelerate our path to leverage below 3.0x. Focus on country specific capabilities to support consolidated earnings growth.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Q&A Session with Auna Leadership Team October 22, 2026 Suso Zamora, Executive Chairman & President Gisele Remy, CFO and EVP of Finance Lorenzo Massart, EVP of Strategy & ECM Rayet Harb, EVP of Operations Vicente Checa, Peru Healthcare Network
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Auna 2026 Investor Day Closing Remarks: Our Path Forward Suso Zamora Executive Chairman & President October 22, 2026
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Our structural thesis Peru Proven blueprint Colombia PGP stabilization Mexico Path to scale Digital, data & AI AunaWay at scale Trecca Public partnership Financials Shareholder value Transforming healthcare in Latin America The need Structural gap Our answer Integrated platform What's next Scale and consolidate Scale and superior clinical outcomes drive sustainable, long-term profitability VBC Better Outcomes
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53
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98 Appendix
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Non-IFRS reconciliations FX Neutral: FX Neutral (“FXN”) measures are prepared and presented to eliminate the effect of foreign exchange, or “FX,” volatility between the comparison periods, allowing management and investors to evaluate financial performance despite variations in foreign currency exchange rates, which may not be indicative of core operating results and business outlook. FX Neutral measures are presented because management believes that these non-IFRS financial measures can provide useful information to investors, securities analysts and the public in their review of operating and financial performance, although they are not calculated in accordance with IFRS or any other generally accepted accounting principles and should not be considered as a measure of performance in isolation. The FX Neutral measures were calculated to present what such measures in preceding periods would have been had exchange rates remained stable from these preceding periods until the date of the Company's most recent financial information. The FX Neutral measures for the six months ended June 30, 2025 were calculated by multiplying the as reported amounts of Revenue for such period by the average Mexican pesos / Peruvian soles exchange rate for the six months ended June 30, 2025 (MXN 5.4233 to PEN 1.00) and the average Colombian pesos / Peruvian soles exchange rate for the six months ended June 30, 2025 (COP 1,138.3402 to PEN 1.00); then using such results to re-translate the corresponding amounts back to Peruvian soles by dividing them by the average Mexican pesos / Peruvian soles and Colombian pesos / Peruvian soles exchange rate for the six months ended June 30, 2026 (MXN 5.1223 to PEN 1.00 / COP 1,069.6396 to PEN 1.00), so as to present what certain of statement of profit and loss amounts and key business metrics would have been had exchange rates remained stable from this past period until the six months ended June 30, 2026.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Non-IFRS reconciliations Operating Cash Flow / EBITDA LTM (US$ mm) 2Q26 LTM Net Cash from Operating Activities 250 Profit (Loss) before Tax 24 (+) Net Finance Cost 163 (+) Depreciation and Amortization 67 (=) EBITDA LTM 254 (+) Adjustments 9 (=) Adj. EBITDA LTM 263 OCF / Adj.EBITDA LTM 95% Note: 1. Figures are based on an exchange rate of S/3.4100 per US$1.00
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Non-IFRS reconciliations Net Debt to Adj. EBITDA LTM (US$ mm) Note: 1. Figures are based on an exchange rate of S/3.4100 per US$1.00 2Q'26 FY 25 FY 24 FY 23 Current and non-current loans & borrowings 1,058 1,036 1,062 1,103 Current and non-current lease liabilities 36 36 43 46 Cash and cash equivalents 140 98 69 71 (=) Net Debt 954 974 1,036 1,079 Adjusted EBITDA LTM 263 269 291 242 Leverage Ratio 3.6 3.6 3.6 4.5
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Non-IFRS reconciliations Adjusted EBITDA LTM Reconciliation (US$ mm) Note: 1. Figures are based on an exchange rate of S/3.4100 per US$1.00 Healthcare Services Peru & OncoSalud Healthcare Services Mexico External Revenues 583 323 Profit (Loss) before Tax 78 (17) (+) Net Finance Cost 13 72 (+) Depreciation and Amortization 25 26 (=) Segment EBITDA 116 81 (+) Adjustments 7.5 3.0 Pre-operating expenses 0.0 0.0 Business development expenses 2.8 0.4 Change in fair value of earn-out liabilities 0.0 0.0 Stock-based consideration 0.3 2.1 Personnel non-recurring compensation 0.8 0.4 Change in fair value of investment properties 4 0 (=) Segment Adjusted EBITDA 123 84 Adjusted EBITDA Margin 21.1% 26.0%
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Non-IFRS reconciliations Healthcare Services Colombia: OCF / Adj. EBITDA LTM (US$ mm) Note: 1. Figures are based on an exchange rate of S/3.4100 per US$1.00 2Q26 LTM Net Cash from Operating Activities 52 Profit (Loss) before Tax 37 (+) Net Finance Cost 8 (+) Depreciation and Amortization 13 (=) EBITDA LTM 58 (+) Adjustments 1 (=) Adj. EBITDA LTM 60 OCF / Adj. EBITDA LTM 88%
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Non-IFRS reconciliations Cash Conversion Cycle (Days) LTM Jun-26 LTM Dic-25 LTM Dic-24 Days Sales Outstanding 89 91 84 Days Inventory Outstanding 41 42 39 Days Payable Outstanding 141 140 137 Cash Conversion Cycle -10 -6 -14 *Measured on an average basis according to last twelve months results.
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0 / 176 / 202 190 / 214 / 0 255 / 0 / 0 5 / 99 / 193 157 / 155 / 153 229 / 243 / 211 190 / 224 / 144 247 / 255 / 136 19 / 197 / 216 142 / 160 / 0 148 / 184 / 255 61 / 57 / 53 Non-IFRS reconciliations Note: 1. Figures are based on an exchange rate of S/3.4100 per US$1.00 Free Cash Flow after interest (US$ mm) LTM 2Q'26 FY 25 FY 24 FY 23 Cash from Operating Activities 297 251 247 200 (-) Income tax 51 61 57 34 (+) Interest received 4 4 6 5 Net Cash from Operating Activities 250 194 196 171 Net Cash used in Investing Activities -4 -24 -69 -51 (=) Free Cash Flow 246 171 127 120 (-) Interest Paid 127 133 147 197 Free Cash Flow after interest 120 38 -21 -77