June 2011

Disclaimer
This presentation may not be copied, published, distributed or transmitted. The presentation has been prepared solely by the company. Any reference in this presentation to Fortis Healthcare (India) Limited shall mean, collectively, the Company and its subsidiaries. This presentation has been prepared for informational purposes only. This presentation does not constitute a prospectus, offering circular or offering memorandum and is not an offer or invitation to buy or sell any securities, nor shall part, or all, of this presentation form the basis of, or be relied on in connection with, any contract or investment decision in relation to any securities. Furthermore, this presentation is not and should not be construed as an offer or a solicitation of an offer to buy securities of the company for sale in the United States, India or any other jurisdiction. Securities may not be offered or sold in the United States absent registration or an exemption from registration. Any public offering in the United States may be made only by means of an offering document that may be obtained from the Company and that will contain detailed information about the Company and its management, as well as financial statements. Any offer or sale of securities in a given jurisdiction is subject to the applicable laws of that jurisdiction. This presentation contains forward-looking statements based on the currently held beliefs and assumptions of the management of the Company, which are expressed in good faith and, in their opinion, reasonable. Forward-looking statements involve known and unknown risks, uncertainties and other factors, which may cause the actual results, financial condition, performance, or achievements of the Company or industry results, to differ materially from the results, financial condition, performance or achievements expressed or implied by such forwardlooking statements. Given these risks, uncertainties and other factors, recipients of this presentation are cautioned not to place undue reliance on these forward-looking statements. The Company assumes no responsibility to publicly amend, modify or revise any forward-looking statements, on the basis of any subsequent development, information or events, or otherwise. Unless otherwise stated in this presentation, the information contained herein is based on management information and estimates. The information contained herein is subject to change without notice and past performance is not indicative of future results. The Company may alter, modify or otherwise change in any manner the content of this presentation, without obligation to notify any person of such revision or changes. By attending this presentation you acknowledge that you will be solely responsible for your own assessment of the market and the market position of the Company and that you will conduct your own analysis and be solely responsible for forming your own view of the potential future performance of the business of the Company. Neither the delivery of this presentation nor any further discussions of the Company with any of the recipients shall, under any circumstances, create any implication that there has been no change in the affairs of the Company since that date.

Agenda
A. Healthcare Industry in India B. Company Overview C. Recent Developments D. Financials

Healthcare Sector: Favorable industry dynamics

Healthcare Services remains attractive to both public and private market investors
Strong Cash Generation Characteristics Increasing Public Outsourcing Scalable Business Models Favorable Underlying Demographics

Increasing Private Payers

Healthcare Sector

Healthcare without Binary Risk

Scarcity of Quality Assets

Defensive Growth Characteristics Considerable Consolidation Opportunities

Rise of Independent Providers

Hospitals: Proxy for Indias Healthcare Boom

The Healthcare delivery market in India pegged at around US$ 45 billion in 2010 While globally healthcare is typically provided through a largely government-funded public system, the Indian healthcare industry is dominated by the private sector India has ~17% of the world's population, but one of the poorest healthcare infrastructures among growing economies and the lowest spend on healthcare (~4.5% of GDP) Demographic changes, improving income levels, changing lifestyles, and rising insurance penetration etc will result in a rise in discretionary spending on healthcare Accessible, reliable and affordable healthcare continues to be a challenge Opportunity in healthcare being significantly leveraged by private healthcare providers Expected to generate employment opportunities for 9 million people by 2012
Source: Analyst Research

Indian Healthcare Market (US$bn)

CAGR: 12%

Indian Healthcare Delivery

20%

80% Others 7% Population Pvt. Sector 30% Govt. Sector 70% Govt. 22% Insurance 1%

Out of Pocket 70%

Hospitals in the Country 6

Healthcare Expenditure

Evolution of Healthcare in India

Very Low Healthcare Spend as % of GDP High Disease Burden & Insufficient Facilities
20%

8% 6%

8%

9%

1% Disease burden Beds Doctors Nurses Community & Lab health workers technicians

Significantly Low Hospital Beds Per 10,000 Population

139

Changing Age Profile of Indian Population

72 39 34 32 31 30

24

22 9

Japan

France

UK

CanadaSingapore

US

China

Brazil Thailand

India

Source: WHO, FICCI, Ernst & Young, Analyst Research

Current Status Of Global Healthcare

There is a wide discrepancy in the world with regards to the amount of health expenditures both relative to GDP and in absolute terms Health Expenditure (% of GDP) Developed Countries Developing Countries

Health Expenditure Per Capita (US$) Developed Countries Developing Countries

Source: The World Pharmaceutical Markets Fact Book 2009 from Espicom Business Intelligence; CIA World Factbook

Lifestyle Changes Driving Diseases Which Require Hospitalisation

Changing Disease Profile
Number of people (in million)

Expected No. of Cardiac Patients in India

72.1

Lifestyle Diseases

45.0

Acute Diseases

2008

2018E

Estimated No. of Diabetes Patients

Number of people (in million)

Cancer and Cardiac Grows widely in the lifestyle segment

49.4 39.0

Lifestyle diseases are set to assume a greater share of the healthcare market Lifestyle diseases such as cardiac diseases require hospitalization and are more expensive to treat hence increasing the in-patient revenues
Source: CII-McKinsey, CRISIL Research

2008

2018E

India: Potential to Become the Global Healthcare Destination

Overview Medical value travel is one of the most lucrative segments of the healthcare sector and is expected to grow into a US$ 1.5 billion industry by 2012
Heart Surgery
100,000 1,60,000 250,000 300,000 48,000 38,000 41,726 30,000 292,470 200,000 50,109 18,000 14,250 10,500 62,500 75,000 8,000 10,000 15,312 13,000 150,000 140,000 25,000 12,000 6,000 6,000 30,000 45,000 6,000 6,000

Cost of Important Procedures (US $)

US UK Thailand Singapore India

Potential to contribute US$ 1.2 2.4 billion additional revenue for up-market tertiary care hospitals by 2012, and will account for 3 5% of total healthcare market

Heart Valve Replacement Bone Marrow Transplant Liver Transplant Knee Replacement Hip Replacement

Key Drivers For The Growth Quality healthcare at fraction of the cost Availability of skilled doctors & hospitals Good reputation of Indian doctors Upsurge of lifestyle diseases

Issues Inadequate healthcare infrastructure Unstructured medico legal jurisdiction Indians hospitals standards below par against the global benchmarks of care Lack of accredited hospitals and follow up care

10

Health Insurance
Growing Share Of Urban Middle Class Households
100% 80% 60% 40% 20% 0% 2001-02 <US$ 2,100 2006-07E US$ 2,100 - 12,800 2010-11E >US$ 12,800 52.5% 42.3% 34.5% 3.3% 5.2% 7.0%

Health Insurance Market Size (US$ mn)

7,000 6,000 6,207

44.2%

CAGR: 32%

52.5%

58.6%

5,000 4,000 3,000 2,000 1,000 0 2006 2007 2008 2009 2015E 494 713 1,127 1,472

Health insurance market in India is expected to grow at a CAGR of 32% to reach a market size of US$ 6.21bn by FY15

One of the fastest growing free economy Ranked 4th largest economy in the world in terms of purchasing power parity Higher service mix, increasing urbanization

Overall penetration at 2%. Growth driven by: a) increasing awareness, b) soaring healthcare costs and c) demographic profile of the people

Source: CRISIL Research

11

Agenda
A. Healthcare Industry in India B. Company Overview C. Recent Developments D. Financials

The Fortis Edifice..

Vision
To create a world-class integrated healthcare delivery system in India, entailing the finest medical skills combined with compassionate patient care

Globally respected healthcare organization known for Clinical excellence and Distinctive Patient care

Achieved by

Talented people

Strong value system

Efficient systems

Responsibility towards stakeholders

Foundation of 13

Trust

Fortis Healthcare: The first decade of growth

Incorporated in 1996, Fortis is second largest healthcare chain in India built on a focused organic and inorganic strategy 56* healthcare delivery facilities

31 operating hospitals, 17 satellite and heart command centers and 8 hospitals under development

Listed on Indian stock exchanges with a market capitalization of c.USD1.5bn (May 2011) International and Nationally accredited facilities by JCI, NABH, NABL along with quality certifications by ISO Standards 9001 / 14001 Acquired 10 hospitals from Wockhardt Hospitals in 2009 and gained pan India presence and had recently acquired a ~25.3% stake in Parkway Holdings (Southeast Asias leading healthcare service provider with a network of 20** hospitals with more than 3,400 beds throughout Asia) and has chosen to exit considering higher valuations
Acquired Escorts chain of hospitals Acquired Malar Hospitals, Chennai Took a significant step in establishing Fortis as a Global Healthcare Brand by its attempt to acquire Parkway Holdings Ltd Asias finest healthcare provider, but exited considering high valuations of the asset Acquired Strategic stake in Super Religare Laboratories (SRL)

Started first hospital at Mohali

Enters Delhi Commences operations at Noida

Listed on BSE and NSE with a market cap of USD543mn Starts hospital at Jaipur

Rights Issue Acquired 10 hospitals from Wockhardt

Have signed 5 O&M contracts till date and progressing towards ongoing projects in tier II cities

Revenues grow 4x with strong presence in NCR

Company achieves profitability on consolidated basis

Commenced two Greenfield facilities at Shalimar Bagh, Delhi and Anandpur, Kolkata; Launched an Oncology block at Mulund, Mumbai
* Includes projects under development

14

Key Differentiators Success Drivers

Strong IT system Brand Differentiated Model Doctor engagement, Deep penetration Strategy, Pan India presence

Execution capabilities M&A deals, Integration and turnaround

Key Differentiators

People focus

Stress on Quality, Patient Centricity

Operational Synergies FOS, TRM, PSM

15

Organisational Chart
Managing Director

Chief Financial Officer

President Strategy, Organisational Development & Projects

Chief Executive Officer

Vice President Corporate Affairs

Head Growth & Business Planning

Chief People Officer

HeadInformation Technology

Chief Financial Controller

Chief Sales

DirectorMarketing & Corporate Communications

Director-Medical Operations Group

Regional / Zonal Directors*

Head Internal Audit

* The business is bifurcated into three regions headed by Regional Directors (RDs) for respective regions.

16

Driving Efficiencies
Branding & Marketing Conveying Value Proposition

Operating Efficiency ARPOB, ALOS, Occupancy Gross Margins, EBIDTA Bed to Nurse ratio Supply Chain Management Best practice benchmarking DSO/ Inventory Days Surgical : Non Surgical Shared Service Centres FOS, MOS, Patient Satisfaction Index Capital Efficiency Optimize Capex Cheap Finance Model of Growth Outsourcing Off Balance Sheet Turn key/ PPP/ Leased Premises Technology Management : COE

Maximizing Return on Invested Capital

Processes IT system, Protocols, SOPs, Governance, Trust and Transparency , Integration Capability, Project Execution

People Motivated, Trained and Engaged Staff: Service Excellence, Academics & Research, HR Processes

17

Deep Pan India Presence

Total Capacity Operational Beds No. of Hospitals

Category wise
Presence across - 15 States - 30 Cities
Owned Managed Projects Grand Total 4,716 1,576 1,945 8,237 2,941 800 3,741 22 26 8 56

Region wise
North South West East International 4,538 1,469 1,270 840 120 8,237 1,977 663 685 306 110 3,741 29 10 6 8 3 56

Focus Areas
Owned Facility Managed Facility Heart Command Centers (HCCs) Projects

Grand Total

Maturity wise
More than 5 years 3 to 5 years 1 to 3 years Less than 1 year Projects Grand Total 766 2,806 851 1,919 1,945 8,237 542 1,908 616 675 3,741 45 27 8 9 8 56

Not included in above map are international hospitals, and projects * Expansion of beds at Mulund hospital is a project, but does not add a new hospital to the total number of hospitals. Although, the beds considered as part of capacity in Project stage

18

Growth strategy

Focused and Aggressive Growth Strategy

Improving Operational Performance

Leveraging People and Technology

Reinforce presence in already present regions Flexible approach to expansion through Green Field, Brown Field, O&M agreements, Asset Light model and Public Private Partnerships (PPP) Replicate its North India model to establish a network of super-specialty Centers of Excellence and multispecialty hospitals delivering quality healthcare, to all regions Execution capabilities Greenfield projects, M&A deals, Integration and turnaround

Maximize efficiency through strategies such as common procurement unit for medical equipments and supplies Improve occupancy rates by expanding its reach and increasing community outreach programs to gain market share Increase its average income per bed in use by focusing on high-end healthcare services, reducing the average length of stay of in-patients Supply Chain Management, Shared Service Centers FOS, MOS,

Attract and retain clinical staff with reputations for clinical excellence in their communities Training and skill enhancement programs Adopting latest medical equipment and technology Focusing on evolving a robust IT platform for seamless integration of information Motivated, Trained and Engaged Staff: Service Excellence, Academics & Research, HR Processes

19

Typical Tertiary Care Model (200 Beds - Owned facility)

500

Indicative Hospital Operating Model

[1.3x 1.5x of CAPEX]
Book Breakeven

4x

400
Cash Breakeven

28%

Land Other Equip Medical Equip

13% 12% 25%

Revenues

300
EBITDA Breakeven

23% 16%

17%

200
x
31% 33% 36%

20% 28% 28%

23% 30%

Building & Utilities

100
50%

38% 38%

27% 31% 29%

0
CAPEX

40%
(16%)

Cost of set up is ` 60 90 lacs/ bed

30%

Occupancy

85%

Debt: Equity 1:1

(100) Year 1 Variable Year 2 Personnel Year 3 Year 4 SG&A Cost EBIDTA Year 5

ROCE = 26% ROE = 20%

20

Asset Light Model (200 Beds)

500

Indicative Hospital Operating Model

[1.3x 1.5x of CAPEX]

4x
Book Breakeven

400
Cash Breakeven

5% 28% 6%

Land Other Equip Medical Equip

13% 12% 25%

Revenues

300
EBITDAR Breakeven

23% 8% 16% 11% 31% 33% 36% 30% 23% 28% 20%

17%

200
18% 38% 38% 40%

28%

Besides elongated book breakeven period, Fortis to witness higher returns on its investment ROCE = 51% ROE = 39%

100
Building & Utilities 50%

27% 31% 29%

0
CAPEX

(16%)

Cost of set up is ` 60-90 lacs/ bed

Fortis to invest only on Medical and Other equipment (~37% of project cost).

30%
(100) Year 1 Variable Year 2 Personnel

Occupancy
Year 3 SG&A Cost Year 4 EBIDTAR*

85%
Year 5 Rent

Debt: Equity 1:1

*EBITDAR is Earnings before Interest, Tax, Depreciation, Amortisation and Rent/lease

21

Focus on ARPOB
Surgical vs. Non Surgical

Medical Program

Critical Care Beds vs. General Care Beds

Total Revenue

Pricing

Specialties Chosen

Average Revenue Per Occupied Bed (ARPOB)

Occupied Beds

Average Length of Stay (ALOS)

Patient Turnover

Volumes

Bed Utilization

No. of Procedures

A Hospital must grow its ARPOB, as when the occupancies go up it ensures that incremental beds are filled with high value added business

22

Fortis has Achieved Growth Both through Successful Acquisitions and Value Added Services
Ramp up at an acquired facility Fortis Malar, Chennai
90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0

Extracting value from M&A: Escorts Delhi

` Cr.
90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 Grown twice on quarterly basis since 2008

Acquired Fortis Malar in February 2008

83.3

67% CAGR
64.1

78.0 69.9 54.5 41.4

` Cr.

33.2 14.0 4.1 FY07 17.9 4.2 FY08 9.4 1.1 FY09 EBITDA FY10 FY11 14.2

4.3 Q3FY08

10.9

13.6

13.4

Q3FY09

Q3FY10
EBITDA

Q3FY11

Operating Revenue

Operating Revenue

Extracting value from M&A: Escorts Amritsar

70.0 60.0 50.0
` Cr. 33% CAGR

Performance of a Greenfield facility: Jaipur

` Cr.
25.0
6x growth on quarterly numbers 4x on annual basis since inception

61.6 50.1

20.7 16.7

41.2 25.9 14.6 9.7 2.9 FY08 FY09 Operating Revenue FY10 EBITDA FY11 15.4

20.0 15.0 10.0 5.0 (5.0) 3.6 (1.7)

Q2FY08

40.0 30.0 20.0 10.0 0.0

9.0 5.9 3.4 (2.2)

Q3FY08

4.5

(0.5)
Q3FY09 Q3FY10
EBITDA

Q3FY11

Operating Revenue

23

Fortis Approach to Industry Challenges

Key Challenges Focus on CME, research and accolades Aligned compensation structure, ESOPs Foothold in more than one hospital Nursing school and DNB programs Competence to strike deals, invest in green field hospitals, acquire hospitals, and O&Ms High start up costs and capex requirements Partnership with government for PPP projects Centralising of common services to achieve economies of scale Concept and designed to reduce capex per bed Innovative models to finance medical equipments Lack of standardization / quality Technological obsolescence Accreditation of hospitals, laboratories, and blood banks by national and international authorities Focus on best practices and continuous review by a strong team Innovative tie ups Center of Excellence Approach helps recycle technology around the network Centralized Specialist group owning technologies across network Medical Advisory Board; Accreditation committee at each hospital Executive counsel taking call on key hospital discussions Code of Ethics; Whistle blower policy Fortis Approach Shortage of skilled medical professionals

Maintaining medical ethics

24

Agenda
A. Healthcare Industry in India B. Company Overview C. Recent Developments D. Financials

SRL Acquisition & Rationale

Acquisition of strategic stake in SRL Indias leading diagnostic company
Acquired 42.7 million equity shares representing 82.2% of the paid up capital as on April 14, 2011 Post PE investment (AVIGO and Sabre), it would represent 71.5% of expanded capital

Total purchase price of ~Rs 803.7 Crore on cash basis; valuation based on arm length price paid by AVIGO for minority stake of 8.9% and lower than 4.2% by Sabre capital Fortis-SRL deal valued at 2.2x Sales and 12x EBITDA (FY12E); compares favourably to SRL - PDSPL deal and Dr Lal Pathlab TA Associate deal To become an integrated healthcare player with presence in all major verticals To participate in high growth segment of healthcare industry with huge potential SRL offers a strong fit due to: Geographical Complementarities Pan India presence Strong talent pool Well established brand and strong logistics network Synergistic with the hospital business 26

Two-way Synergy Many New Upsides

Patient footfalls in Unified Fortis Network Increased opportunity from repeat customers of Fortis and SRL 25 % of the Path and Radiology testing is followed by hospital accessions OPD/IPD conversions Favorable demographic and macroeconomic trend Fortis to leverage on SRLs presence and leadership in 400 cities for its tier II and tier III expansion plan Highly skilled talent pool to help take the hospital diagnostic excellence to the next level To result in enhanced Patient safety and better Clinical outcome Fortis and SRL to cross leverage on SRLs comprehensive offering of ~3,300 tests and its strong all-modaility experience and expertise in radiology for better managing in-hospital diagnostics. Combined entities will access the large unified customer/patient/doctor database and significantly increase their ability serve the nationwide patient population.

Geographical Complementarities

Quality Improvement

In-house Radiology & Pathology

Large Database for CRM, Research and Reach

27

Established and Wide Geographical Presence

Geographical Presence Present in ~400 cities in India Has won FICCIs award for Operational
North India Reference Labs Pathology Labs Radiology Labs Wellness Centers Collection Centers 1 27 1 4 339 East India Reference Labs Pathology Labs Radiology Labs Wellness Centers Collection Centers 1 18 1 218

Excellence (2010), Frost & Sullivan Award for Excellence in Diagnostics (2008 , 2009) and

rated the most innovative diagnostic company by Business Today

India Reference Labs Pathology Labs Radiology Labs Wellness Centers Collection Centers 6 164 17 15 (3) 865 Internation al 2 (1) 23 Total 8 164 (2) 17 15 888 (2)
West India Reference Labs Pathology Labs Radiology Labs Wellness Centers Collection Centers 3 50 13 5 194

South India Reference Labs Pathology Labs Radiology Labs Wellness Centers Collection Centers 1 69 3 5 114

Source: Company 1 Includes 1 reference lab in Nepal and a service agreement for a reference lab in Dubai Healthcare City. 2 Includes 25 pathology labs run through franchisees and 875 collection centers run through franchisee. 3 12 Wellness Centers are in existing labs.

28

Financials: 2010-11 (Scenario)*

Fortis +SRL Revenue
Rs 1483 Cr Rs 507 Cr

Revenue***
Rs 1960 Cr

EBITDA
Rs 209 Cr Rs 88 Cr

Increases revenue by 32% while impacting profitability marginally

EBITDA
Rs 297 Cr

PAT
Rs 124 Cr Rs 4 Cr**

PAT
Rs 128 Cr

*Financials have been annualized based on Q4FY11 for SRL and include FY11 for Fortis **PAT for SRL is after Interest costs of ~ Rs 45 Cr , which will substantially go down post IPO ***Net of inter-company revenue

29

29

Recent Deals
1. O&M agreement with O.P. Jindal Hospital, Raigarh, Chhattisgarh 100 bed multi-speciality secondary care hospital Located within the campus of Jindal Steel & Power Limited 2. Reverse O&M agreement with Vivekanand Hospital Moradabad, Uttar Pradesh 150 bed multi-speciality secondary care hospital ; Premises also house a Nursing College and a Nursing School Located in Moradabad, North Eastern UP, the hospital was set up under a Trust in 1985. Constructed over a 6.3 acre land with a built up area of 198,000 sq ft 3. O&M agreement with East Coast Hospital in Pondicherry 100 bedded facility with a plan to expand it to a 250 bed facility To be operational by Q1FY12 4. Reverse O&M agreement with Lifeline Hospital, Alwar, Rajasthan 100 bedded facility with a plan to expand it to a 150 bed facility Constructed over a 3 acre plot with a built up area of 100,000 sq ft 5. Public Private Partnership with State of Uttarakhand To set up a 50 bed Cardiac Centre at Deen Dayal Upadhyaya (Coronation) Hospital at Dehradun To be operational by Q2FY12

30

Upcoming Greenfield Hospitals

No. Location Beds Area & Land Ownership Date of Commencement Estimated Capex (INR Cr) 24 Status

1.

Kangra

100

37,000 sq. ft., B. Lease

Q2 FY12

Civil and interior work completed Medical equipment have been ordered Facility being handed over to operations Civil construction work of the hospital building is complete Some delays in handing over premises Equipment ordered Work on interiors is on Medical equipment ordered Rs 235 Cr has been spent till March11. Construction in full swing. Casting of columns in progress Project on schedule Building construction work is delayed by landlord Approval from govt. authorities received; design work underway CLU permission awaited from authorities Approval from govt. authorities awaited

2.

Dehradun

50

27,000 sq.ft, Public Private Partnership

Q3FY12

15

3.

Gurgaon

450**

11 Acres, Owned

Q4 FY12

325

4. 5. 6. 7. 8.

Ludhiana 1 Peenya, Bangalore Ludhiana 2 Gwalior Ahmedabad Total

200 120 75 200 200 1,395

1,55,000 sq. ft., B. Lease ~70,000 Sq ft; B. Lease 60,000 sq ft. B. Lease 2.5 Acres, L. Lease 1,55,000 sq. ft., B. Lease

Q2 FY13 FY13 FY 13 FY14 FY14

50 18 20 72 50 574

** Only for Phase 1, total size of the project is 1000 beds

31

Agenda
A. Healthcare Industry in India B. Company Overview C. Recent Developments D. Financials

Operating Revenue and PAT

INR Cr.

450.0 415.6 400.0 371.4 357.8 350.0 329.5 27.2 21.7 232.5 21.6 190.5 13.0 150.0 7.6 100.0 Q1FY10 Q2FY10 Q3FY10 Q4FY10 Q1FY11 Q2FY11 Q3FY11 Q4FY11 20.8 337.9 34.5 29.4

39.0

34.0

Revenues 124%

29.0

300.0

24.0
PAT 3.9x

250.0

19.0

200.0

185.4

14.0

9.0

4.0

Operating Revenues

PAT

33 3

Revenue breakup
Speciality wise
Gastro, 2% Onco, 5% Neuro, 6% Ortho, 8% Other, 16% MSH, 8% OPD, 19% Renal, 4%

Category wise
PSU's, 10% TPA, 14%
Pulmo, 2% Gynae, 2%

Corprates and Others, 4%

CGHS, 3% ECHS, 7% Cash, 58% International , 5%

Others, 10% Cardiac, 35%

International revenue
Focus on key specialties Cardiac, Neuro, Ortho, Renal & Onco to continue
Others, 11% USA, 7% SAARC, 15%

Cash business is ~63% of overall business

Middle East, 27%

Africa, 40%

International patients contributes 5% to Fortis network revenue

34 34

Growth Driven by Steadily Increasing Occupancy Rates Leading to Improving Operating Parameters
Occupancy
80% 70% 63% 60% 50% 40% 68% 74% 72%

FY08

FY09

FY10

FY11

Average Revenue Per Operating Bed (Rs. Million)

8.10 7.65 8.30 8.10

Average Length of Stay (days)

4.30

4.20

4.10 3.70

FY08

FY09

FY10

FY11

FY08

FY09

FY10

FY11

35

Significant Increase in No. of Procedures with a Focus on Key Specialty Areas (Cardiac, Neuro, etc.)
Cardiac
55,000 45,000 35,000 25,000 15,000 8,214 5,000 -5,000 6,924 FY10 CTVS & Pediatrics PTCA CAG 9,777 FY11

Ortho
51,866
4,482

+31%

8,000 6,000

10.767 7,083
7,013

+52%

39,651
3,662

26,830 20,851 10,777

4,553 4,000 2,000 2,530 0 FY10 Knee Replacements FY11 THR & Others 3,754

Others

Neuro
4,928

Dialysis
+62%
60,000 50,000 44,096 62,315

+41%

5,000 4,000 3,000 2,000 1,000 0 FY10 2,709

40,000 30,000 20,000 10,000 0 FY11 FY10 FY11

36

Summary : Consolidated Profit and Loss FY 2010-11

FY11 Base operations Particulars (Rs Cr.) Operating Revenue Other Income * Total Income Direct Costs Employee Costs Other Costs EBITDA Finance Costs Depreciation & Amortization PAT after minority interest and share in associates 1,482.8 92.3 1,575.1 393.0 273.1 607.6 301.4 69.6 104.5 106.4 94.1% 5.9% 100.0% 24.9% 17.3% 38.5% 19.1% 4.4% 6.6% 6.8% % (Rs Cr.) 366.6 366.6 161.0 205.6 180.4 18.0 Parkway Total (Rs Cr.) 1,482.8 458.9 1,941.7 393.0 273.1 768.6 507.0 250.0 104.5 124.4

Operating EBITDA

209.1

14.1%

Rs 85 Cr of the Other Income constitutes interest & such income from deployment of surplus funds Note : The nos. have been restated and realigned to reflect profit from base operations separately

37 3

FY11 Comparative Financials Base Operations

Particulars FY11 (Rs Cr.) 1,482.8 393.0 273.1 607.6 209.1 92.3 69.6 104.5 106.4 3.23 % FY10 (Rs Cr.) 937.9 262.7 195.0 339.8 140.4 50.1 57.3 59.9 69.5 2.61 % Growth (%)

Operating Revenue Direct Costs Employee Costs Other Costs * Operating EBITDA Other Income Finance Costs Depreciation & Amortization PAT after minority interest and share in associates

100.0% 26.5% 18.4% 41.0% 14.1% 6.2% 4.7% 7.0% 7.0%

100.0% 28.0% 20.8% 36.2% 15.0% 5.3% 6.1% 6.4% 7.4%

58.1% 49.6% 40.1% 78.8% 48.9% 84.2% 21.4% 74.4% 53.1%

EPS for the period**

(Rs)

*Increase in other costs is primarily due to doctor engagement model at newly acquired hospitals. **EPS calculated on reported consolidate net profits for the relevant year

38 3

Maturity-wise Performance FY 11: Main Hospitals

Maturity Revenue Contribution EBITDA Contribution Average EBITDA margin * Average Occupancy Average ARPOB (Rs Cr)

5 Years and Above (Four hospitals) 3 years to 5 Years (Nine Hospitals) One to three Years (Eight Hospitals) Upto one year (Three Hospitals)

24%

34%

26.0%

80%

1.00

14% of operating beds aged 5 years and above contributes 24% to revenue

58%

62%

20.0%

78%

0.83

51% of operating beds are 3 to 5 years of age and contributes 58% to revenue

13%

9%

13.9%

57%

0.63
16% of operating beds are 1 to 3 years of age and contributes 13% to revenue

5%

(5)%

(18.4)%

37%

0.34
18% of operating beds are up to 1 year of age and contributes just 5% to revenue

Average

18.8%

72%

0.81

* Average EBITDA margin has been calculated on Unit basis

39

Balance Sheet as at March 31, 2011

Balance Sheet Shareholders Equity* Foreign Currency Convertible Bonds (FCCBs)# Debt Total Capital Employed Rs Crore 3,313 446 642 4,401

Goodwill Net Fixed Assets (including CWIP of Rs 270 Crore) Investments - in Associates - Deposits (including Inter-Corporate Deposits) - Liquid and Mutual Funds Cash and Bank Balances Net Current Assets** Total Fixed Assets Net Cash Surplus***
* Shareholders Equity is inclusive of Revaluation Reserve and Minority Interest ** Net Current Assets includes Deferred Tax Assets *** Net Cash Surplus excludes FCCBs #Fortis issued US$ 100 million,5% convertible bonds due in May 2015 convertible at Rs 167 per equity share; redeemable on or after May 2013

885 1,910

28 1,348 62 86 82 4,401 854

40

Summing Up
Healthcare Sector poised to grow Healthcare Sector Growth led by Lifestyle Diseases and Insurance Penetration Government recognizes the need to partner with Private Sector Healthcare expenditure estimated to be 6% of GDP by 2012 & employ around 9 million people

One of the largest private healthcare delivery player in India Aggressively grown from 1 hospital in 2001 to a network of 56* hospitals in 2011 with ~ 8,000* beds Fortis Healthcare Leadership in Cardiac Sciences, Neuro Sciences and Orthopedics Evolved the Business Model and high level of Brand Equity Proven ability to acquire, integrate and turn around Providing attractive value propositions to various segments of market

* Estimated number of hospitals and beds is including hospitals under projects stage

41

Analyst Coverage
Broker* B&K Analyst name Vikash Singh Comments B&K maintains its positive outlook on Fortis due to its focus on profitable growth, improvement in realization and operational efficiency across its facilities Expects strong growth in earnings as majority beds will turn profitable going ahead Positive on the companys growth prospects Over the longer term, CITI forecasts sustained growth & improvement in profitability as the new hospitals scale up Fortis constant growth focus and strong management team supports our positive outlook on the company FHL continues to pursue its strategy to grow aggressively with sustained focus on operational parameters Asset light strategy to help Fortis scale up at a faster pace and improve its capital return profile. Bullish on Fortis ability to execute aggressive expansion plans Optimistic about Fortis opportunities ahead, its ability to improve the operating performance of its acquired hospitals

Bank of America Centrum CITI Goldman Sachs ICICI Direct

Prasad Deshmukh Rahul Gaggar Prashant Nair / Anshuman Gupta Balaji V Prasad / Rishi Jhunjhunwala Rashesh Shah

IDFC

Nitin Agarwal / Ritesh Shah

JP Morgan

Princy Singh / Dinesh S. Harchandani, CFA

Morgan Stanley

Saniel Chandrawat / Sameer Baisiwala, CFA

UBS

Ajay Nandanwar

* In Alphabetical order

THANK YOU

Fortis Healthcare (India) Limited