INVESTOR

PRESENTATION
June 2021

1
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KEY HIGHLIGHTS

Leading private sector Attractive industry

01 healthcare services
provider 02 opportunity

Superior operating &

03 Performance with a
Purpose 04 financial track record

Strategy for future

05 Strong Governance
Structure 06 growth

07 Prioritizing Material
ESG Issues

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 LEADING PRIVATE SECTOR
01 HEALTHCARE SERVICES
PROVIDER

4
APOLLO HAS ALWAYS BEEN AT THE FORE-FRONT OF DEVELOPMENT
OF INDIA'S HEALTHCARE SECTOR
Apollo Impact
 Improved overall availability of
private health care services in India  First in India to obtain international JCI
accreditation
 Better access to care in semi-urban
and rural areas

Enhanced
Improved  Attractive destination for medical talent in
clinical outcomes
geographic access India and from overseas
 Equitable access to health services  Helped India become the destination of
through price differentiation, choice for medical tourists
telemedicine, and CSR initiatives

Improved Impact on
financial access Private healthcare
sector

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 BUSINESS AT A GLANCE
Data as of June 30, 2021 except for Apollo 24/7# cumulative upto 30th June 2021

1
Healthcare 52% 71 10,209 67% 4.81 days INR 41,102 / 96,000+ 1,700,000+
Services of revenue Hospitals Beds Occupancy ALOS3 day In-patients Out-patients
rates2 ARPOB4

Apollo 1
Health and 8%
Of revenue 197 21 847 63 75 15* 9* 12
Lifestyle Clinics Clinics Centers Centers Centers Centers Centers Centers

1
Pharmacy 40% 4,163 INR 3.6mm 13.24%
Distribution Of revenue Revenue / store Private label sales
Outlets

Apollo
~10 mm+ ~5,500+
24x7# Registered users
~5.7 lakhs
Doctors Online consults
completed
Revenue Q1FY22: INR 38bn EBITDA5 Q1FY22: INR 5bn
Note: 1 Including proforma for Delhi (22% holding) whose Revenues are not consolidated under Ind AS due to joint control; 2Calculated as Total occupied bed days / total operating bed days for owned hospitals; 3 ALOS: Average length of stay in hospitals; 4ARPOB: Average revenue
per occupied bed excluding fees paid to fee-for-service consultants; 5EBITDA is Post IND-AS 116. *Includes BOMA (Brand Operations and Management Agreement) Apollo Spectra (4) and Apollo Cradle & Children’s Hospital (1).
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LARGEST PRIVATE HEALTHCARE SERVICES PROVIDER IN INDIA
Leading player in India in terms of number of hospitals
1
71

26 25
21
16 14 13 11 11 10
6

Fortis Healthcare Healthcare Global Narayana Max Healthcare Aster DM Care Hospitals Columbia Asia Shalby Ltd Manipal Hospitals Sterling Hospitals
Ltd Enterprises Ltd Hrudalaya Ltd Institute Ltd Healthcare Ltd Hospitals

Leading player in India in terms of number of beds available

10,209

6,725
5,310
3,757 3,400
2,675 2,182 2,036 2,012
1,259
568

Narayana Fortis Healthcare Aster DM Max Healthcare Manipal Hospitals Care Hospitals Healthcare Global Shalby Ltd Columbia Asia Sterling Hospitals
Hrudalaya Ltd Ltd Healthcare Ltd Institute Ltd Enterprises Ltd Hospitals

Note: Data as of Fiscal 2021; 1 Number of hospitals include only owned & managed hospitals . The numbers above exclude primary healthcare centers and clinics. Max Healthcare Institute includes beds in associate trust owned hospitals 7
PAN INDIA PRESENCE
Steadily increasing footprint supporting meaningful upside in future
71 hospitals present across India Healthy mix by category
Owned hospitals Day care centers / CRADLE Managed hospitals

5 851 851
542 542
Delhi: 5
Amritsar: 1 22 44 9.040
Noida: 1 71 10,209
Kanpur: 1 Bilaspur: 1 8,816 7,647
Lucknow: 1

Jaipur: 1
No. of Hospitals Capacity beds Operational beds

Ahmedabad: 2 Healthy mix by vintage (owned hospitals)

Guwahati: 1
Indore: 1 Mature hospitals1 New hospitals
Kolkata: 2
Nashik: 1 Pune: 2 Bhubaneshwar: 1
Mumbai: 3 Bacheli: 1
Karimnagar: 1 Vishakhapatnam: 2
Hyderabad: 9 2,862
Lavasa:1 Kakinada: 1 14 2,210
Nellore: 1
Aragonda: 1 44 8,816 5,954 7,647 5,437
30
Bangalore: 8 Chennai: 13
Mysore: 1 Ranipet: 1
Karur: 1
Madurai: 2
Overseas (Managed) Trichy: 1
Bahrain: 1 Karaikudi: 1 No. of Hospitals Capacity beds Operational beds
8
Note: Data as of June 30, 2021; 1Internally company classifies any hospital commissioned prior to 9 years as mature hospital
 LARGEST PHARMACY PLATFORM IN INDIA
Extensive Pharmacy network also supports the growth of Apollo 24X7 – Digital pharmacy platform
Largest pan-India pharmacy network Highly differentiated business model driving growth

Chandigarh: 7
Himachal Pradesh: 1
Uttarakhand: 7 Extensive Asset-light model Economies Data driven store
Punjab: 17 Assam: 6 distribution backend with high ROI of scale expansion
New Delhi: 106
Haryana: 84 Uttar Pradesh: 159
Bihar: 6
Rajasthan: 73

High customer 13.24% private Launched Omni-

Tripura: 3 retention labels sales channel online
Jharkhand: 8 platform “Apollo 24/7”

Gujarat: 185 West Bengal: 434 Highly strategic partnership with Pharmacy Platform
Orissa: 100
Maharashtra: 132 Chattisgarh: 34
Exclusive supplier to Apollo Pharmacy Ltd (25.5% stake)
Telangana: 657
Backend supply chain housed with AHEL
Goa: 21 Andaman: 2
Karnataka: 605 Andhra Pradesh: 644 Agreement to license “Apollo Pharmacy” brand
Puducherry: 17 Substantial majority of combined revenue & profits to be
Tamil Nadu: 855
captured in AHEL
9
Note: Data as of June 30, 2021 ; Total no of Pharmacies is 4,163 operated by Apollo Pharmacy Ltd (25.5% stake)
 ATTRACTIVE
02 INDUSTRY OPPORTUNITY

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HUGELY UNDER-PENETRATED MARKET WITH ATTRACTIVE
DYNAMICS
Private sector players are well-positioned to leverage opportunity given low contribution of government spending
Growing Indian Healthcare Delivery industry Public healthcare expenditure is low, with private sector accounting for bulk
The healthcare delivery industry has grown at CAGR of 12-14% India Healthcare expenditure Out-of-pocket expenses as % of Healthcare expenditure
over FY16-20E and is expected to reach INR 7.3trn by fiscal 2024 63%
Private Government
51% 51%
9% 45%
Healthcare 27% 35% 35%
Delivery 31%
20% 28%
FY20E:
Domestic 17%
INR 4.3 trn 71% 73%
Pharmaceuticals 11% 11%

Medical Devices
India Nepal Sri Lanka Vietnam Malaysia Indonesia Singapore Brazil UK Thailand US

India spends too little on its healthcare

Healthcare expenditure as % of GDP Per capital healthcare expenditure (in $)
17% 10,624
4,315

10% 10% 2,824

6% 6%
5%
4% 4% 4% 4% 3% 848
427 276 157 152 112 73 58

US UK Brazil Vietnam Nepal Singapore Thailand Sri Lanka Malaysia India Indonesia US UK Singapore Brazil Malaysia Thailand Sri Lanka Vietnam Indonesia India Nepal

Source: CRISIL research 11

Note: Healthcare expenditure data as of 2018; Per-capita data at an international dollar rate, adjusted for purchasing-power parity
LARGE MARKET WITH STRONG GROWTH PROSPECTS
India lags behind other developed and emerging economies in Deaths due to disease is higher while healthcare infrastructure is
healthcare infrastructure poor
Beds per 10,000 people India’s share as percentage to world
81

43 Global median: 29
29 26 25 21 21 19 No. of Deaths 17%
12

Russia China US Vietnam UK Thailand Brazil Malaysia India

Physicians per 10,000 people
28 26 Beds 7%
23 22
20
15 Global average: 16
9 8 8
4
Physicians 10%
UK US Singapore Brazil China Malaysia India Thailand Nepal Indonesia
Nurses per 10,000 people
146
101
82 Global average: 38 Nurses & Midwives 8%
62
35 31 27 24 17
28

US Brazil UK Singapore Malaysia Nepal Thailand China Indonesia India

Source: CRISIL research 12
Note: India bed density is estimated by CRISIL Research; Bed Density data as of 2017; Annual no. of deaths in India (2017) caused due to disease have been considered as compared to that of the world
RAPID DEMAND GROWTH DRIVEN BY DEMOGRAPHIC SHIFTS,
CHANGING CONSUMPTION PATTERNS, INCREASING AFFORDABILITY
AND FAVORABLE REGULATORY ENVIRONMENT
Non-communicable disease accounts for most number of deaths Population in 60+ age group to grow faster
Causes of death in India 0-14 years 14-29 years 30-44 years 45-59 years 60+ years
Communicable diseases Cancer
Cardiovascular diseases Other non-communicable diseases
Others 9% 10% 13%
11% 11%
13% 16% 16%
26% 28% 21% 23% 24%
28%
32% 30% 26% 24%
8%
12%
28% 27% 26% 23%
16%

2016 2030P 2016E 2021P 2026P

Growing health insurance penetration to propel demand Pradhan Mantri Jan Arogya Yojana adds a demand impetus
Population-wise distribution amongst various insurance business (million)
36%
28% Individual business

17% Group (other than

357 Govt business) ~23,289 ~10mm INR 13,412cr ~125mm
273 Government Hospitals Treatments Claims worth Cards
161 sponsered schemes empanelled
57 73 Coverage
30 21 29 42
FY12 FY16 FY19 Strategic partnerships to spread awareness, technology partnership and industry
Higher health insurance penetration allows greater access to quality healthcare partnerships
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Source: CRISIL research
INDIA OFFERS SIGNIFICANT OPPORTUNITY FOR GROWTH OF
MEDICAL TOURISM
India is fast emerging as a major medical tourist destination
Medical tourists (in mn) 0.69
Medical tourism market in India to rise at a CAGR of 65-
70% between fiscals 2021 and 2025
0.23
0.16

2010 2015 1 2019

Treatments mostly sought after in India are high end
~63% of medical tourism demand from neighboring countries treatments pertaining to complex ailments like heart
Break-up of medical tourists by major regions of origin
surgery, knee implant, cosmetic surgery and dental care,
Others due to the low costs of treatments in India
North America 9%
3%
Africa
8% South
2018 Asia Growth in medical tourism expected primarily due to (i)
West Asia 63% Technologically advanced hospitals (ii) highly skilled
17%
doctors; (iii) lower cost of treatment and (iv) e-medical
India enjoys a cost advantage globally with control over quality visas (v) holistic wellness - traditional healthcare therapies
(Ayurveda & Yoga) combined with allopathic treatments
Ailments (US$) US Korea Singapore Thailand India
Hip replacement 50,000 14,120 12,000 7,879 7,000
Knee Replacement 50,000 19,800 13,000 12,297 6,200 Medical tourist from South and West Asia region continue
Heart bypass 144,000 28,900 18,500 15,121 5,200 to constitute majority share
Angioplasty 57,000 15,200 13,000 3,788 3,300
Heart valve replacement 170,000 43,500 12,500 21,212 5,500
Dental implant 2,800 4,200 1,500 3,636 1,000
Source: CRISIL research
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Note: 1 Includes medical visa and medical attendant visa
OPPORTUNITY FROM INCREASING DIGITAL ADOPTION AIDED BY
FAVORABLE CONSUMER BEHAVIOR AND STRONG IMPETUS
PROVIDED BY COVID
Data driven revolution in the country has led to a generation of digitally inclined consumer…

Robust internet subscribers growth… …and rapid tech adoption

Internet users (in mm)

974
742

302 556 911 ~60%

FY20E FY25P Smartphone
FY15 FY20E FY25P penetration by
4G &5G subscriber base in India
(mm) 2022
… which has been further driven by Covid
No. of people using online No. of users using e-
Healthcare delivery witnessing an influx of mobile-based health consultations pharmacy website/apps
applications

Growth in demand for telemedicine and e-pharmacy

~3 times 2.5-3 times
between March to between March and
Movement towards low touch healthcare model
November 2020 June 2020

Source: CRISIL research

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 PERFORMANCE WITH A
03 PURPOSE

16
 QUALITY HEALTHCARE SERVICES DELIVERY ON THE BACK OF
WORLD-CLASS CLINICAL EXCELLENCE
Leaders in clinical quality & excellence – 8 hospitals received JCI accreditations & 321 hospitals NABH accreditations

• Responsible
 35 Units  36 Units procurement with
 10,000+ heart surgeries in FY20  35,000+ Neuro surgical discharges in FY20 stringent selection
criteria
• A capital expenditure
budgeting system with
special focus on the
 22 Units with Medical & Surgical introduction of new
 24 Units
Oncology technology and
 12 Units with Medical, Surgical and  ~1,400 Solid Organ transplant in FY20
Radiation Oncology
replacement of old
equipment

 39 Units  38 Units
 6,500+ Joint replacements in FY20  200,000+ footfalls annually

Key differentiating factors for Centers of Excellence

Safety
through Clinical Academics & Experience &
system & outcomes Research Expertise
protocols

Note: Data as of Mar 31, 2020. FY21 will not be an appropriate representation due to COVID-19.1accreditations as of FY21.
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BEST-IN CLASS CLINICAL STANDARDS AND GOVERNANCE
The Apollo Standards of Clinical Care to improve patient care and outcomes

TASCC & Apollo Quality Program (AQP)

Clinical Excellence Operations Quality

• Clinical Governance • Patient satisfaction • Apollo Incident

Committees hold rates stood at 96% in Reporting System
regular meetings 2020 (AIRS)

• Clinical outcome • Tracking Net • 360 Degree Review

KPIs, including ACE 1 Promoter scores and audits
and 2, complication
rates etc are being • Doctor credentialing
monitored and and re-credentialing
measured against every three years
national and
international
benchmarks

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PIONEERS IN TECHNOLOGY ADOPTION
One of the first to adopt robotic precision in minimally invasive surgery

Eleven robotic surgical 2014 2019 2020

systems that enable robotic Proton Beam Therapy, an
3.0 Magnetic resonance One Prism 640 slice dynamic
precision in minimally invasive advanced form of radiotherapy
imaging (“MRI”) system, an multi-detector CT scanner, an
surgery.
advanced diagnostic imaging advanced diagnostic tool used
Largest minimally invasive system which produces three in heart, brain and whole body
program in the country dimensional images scanning

Since its inception, Apollo Hospitals has actively invested and strived to embrace advanced medical technology

SERVICE EXCELLENCE – THE MINTMARK OF APOLLO

Voice Of Customer  Mainstream Software enabled feedback collection framework Tender Loving Care  Motto of the organization & follows the concept of ADCA

Apollo Instant  Tool for collecting feedback given by patient/attender at the  Monthly review mechanism for Key Service Excellence
point of service SE@29 Review
Feedback System Initiatives

Centralized Post  Initiative to reach out to patients within 72 hours post

Discharge discharge Patient satisfaction
 Reduction of wait time during in-patient discharge
projects
 An inpatient non-clinical software enabled assist system to
Dial 30
address the non-clinical needs of our patient/attender
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AFFORDABLE AND ACCESSIBLE HEALTHCARE
Affordable services are made available

Transparent Pricing and Customization for Customer requirements

Transparency and assurance through Assured Pricing Plans for 100+ procedures
Trained financial counsellors assist patients in understanding their options and choosing what would suit them
best based on their affordability or insurance plan.

Subsidized Patient Financing

Collaboration with leading institutions like HDFC Bank, SBI, and Bajaj FinServ, to provide funding to non-
insured patients.
These institutions provide financing for the patients and Apollo Hospitals provides a subvention on their
interest rates to make it more affordable for customers, sometimes at 0% interest rate.

Bringing Healthcare Closer to The Consumer

Apollo Pharmacy with its extensive networks across India including Home delivery of medicines.
“Apollo 24x7” – our Digital healthcare services platform - provides medicine delivery, consultation and
diagnostics on the go
Multiple formats of care (clinics, diagnostics centres, birthing centres, day surgery centres etc) to enable
ease of access and convenience for the consumer
Extensive tele-medicine network through more than 700 installations, including multiple public-private
partnerships for the delivery of primary, secondary and tertiary support
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PATIENT PRIVACY AND DATA SECURITY
Uncompromising in our cybersecurity measures

• Management’s involvement in overseeing the group-wide information security

system (MISF)

• The information security management system applies to the Health Information

infrastructure of Apollo’s Data Centres

• Certified by Information Security Management System ISO 27001:2013

• Regular audits of the information security systems by an independent auditor

• At Stage 6 of the HIMSS Analytics EMR Adoption ModelSM, an electronic patient

record environment for meaningful healthcare information exchange within local
and/or international medical communities.
• SAFE: Security Assessment Framework for enterprises from Lucideus that embeds AI
and ML algorithms for effective threat management, enabling an organization to
predict cyber breaches in their environment while contextually aggregating signals
from existing cybersecurity products, external threat intelligence and business
context

• No violation of patient privacy rights over the last five fiscal years

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AHEL as the Employer of Choice
Human Capital – Our Bedrock

Talent Development
• Investment in continuous learning as an integral component of the HR system

• All employees undergo safety and upskilling training on a regular basis based on role, domain and
individual needs

• The performance evaluation system is systematic, supported by performance-based incentives

Labor Relations
• Respect for fundamental human and labor rights

• Collective bargaining agreements made in the area of wage and salary revisions

Employee Health & Safety

• Code of Business Conduct and Human Resource manual detailing Apollo’s commitments to
employee health and safety

• Enhanced safety protocols during the COVID-19 pandemic

• As part of the employee welfare program, around 99% of our employees have had a
complimentary annual health check in FY2020, with follow-up sessions if necessary 22
AHEL as the Employer of Choice
Diversity, Inclusion and Equity

• Committed to promoting diversity and preventing discrimination based

on gender, ethnicity, age, socio-economic background, religion, trade
union membership, and political beliefs.

• An equal opportunity employer, who integrates differently-abled

people in appropriate areas and positions.

• A well-defined Sexual Harassment Policy in place, which sets out a

mechanism for resolution of complaints and conducting mandatory
training programs for all employees.

• Complaints are resolved within 15 days and cases that have been
presented to the Sexual Harassment Redressal Committee have been
satisfactorily resolved

23
 SUPERIOR OPERATING &
04 FINANCIAL TRACK RECORD

24
STRONG GROWTH IN REVENUES ACROSS BUSINESSES …
FY 21 Numbers impacted by COVID-19 pandemic

Total Consolidated Revenues (1) (` Mn)

FY 21 Consolidated Consolidated Revenues

Revenues of $ 1.5 billion (2) CAGR (FY13-21) of 14%.
(1) Revenue is net of fees paid to fee-for-service consultants in Hospitals
(2) Revenues of Kolkata, Delhi & Lucknow (till Dec-20) are not consolidated under Ind AS due to joint control
Others segment above includes AHLL & Apollo Munich till FY15 and post that only AHLL as Apollo Munich is not consolidated.
Source: Company audited financials Healthcare services
57,297 including AHLL** Revenue
51,426
45,157
48,206 50,222 CAGR (FY13-21) of 10%
40,851 38,860
37,033 48,760*
32,214 32,689 Standalone Pharmacies
28,843 27,852
22,243
25,572
23,220 Revenue CAGR (FY13-21)
19,112 17,726 of 20%.
15,209
12,671
8,606 11,017 13,648
3,343 4,850 6,614 6,964 6,818
3,854 4,589 5,888
205 328 626 1,098 1,351 1,845 1,894
127
FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21
Healthcare services SAP Others
*includes SAP from 1st April to 31st Aug 20 & Pharmacy Distribution from 1st Sep 20
**AHLL – Apollo Health and Lifestlye Ltd
25
… AIDED BY STRONG OPERATING METRICS (1/2)
FY 21 Numbers impacted by COVID-19 pandemic

Operational Highlights

Occupancy rates remain Average length of stay Average revenue per

high despite bed (ALOS) has reduced across occupied bed (ARPOB) has
additions the portfolio grown at a healthy CAGR of
• Growth of in-patient • Reduced in mature 8% over the last 11 years
volumes in line with hospitals due to • Culmination of high
addition of beds advancement in occupancy, higher
• New hospitals are treatments realizations, better case
ramping up well • Increase in minimally – mix & decreasing ALOS
invasive procedures

• Steady growth of In-patient
admissions from 235,000 in FY10
to 352,000 in FY21(pandemic
year), CAGR of 4%
* Pre-pandemic CAGR – 7%
• Consistent reduction in ALOS
from 4.84 days in FY10 to 3.86
days in FY20
* FY21 ALOS of 4.19 days due to
COVID admissions.
• Average Revenue per Occupied
Bed has a healthy CAGR of 8% for
the last eleven years
26
… AIDED BY STRONG OPERATING METRICS (2/2)
FY 21 Numbers impacted by COVID-19 pandemic

Bed Occupancy Rate(1) %

In-patient Admissions (‘000)
Operating Beds
478
399 428 451 3,930 4,257 4,767(2) 5,153(2) 5,549(2)5,811(2) 6,321 6,724 6,940 7,111 7,246 7,491 7,409
374
281 313 332 354 352
76% 73% 73% 71% 72% 71% 68%
265
211 235 63% 64% 66% 68% 67%
55%

FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21

FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Average Length of Stay (Days)(3) Average Revenue Per Occupied Bed(4) ARPOB (`/Day)
5.15 4.84 4.79 4.78
4.65 4.54 4.43 4.17
4.06 3.99 3.99 3.86 4.19
40,214
37,397
34,226
31,967
29,867 31,377

21,724 23,684 25,381

FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 18,474 20,455
15,184 16,620
Note: All operating data for owned hospitals.
(1) Bed Occupancy Rate: Total Occupied Bed Days/Total Operating Bed Days.
Represents % of available hospital beds occupied by patients.
(2) Excludes our hospitals located outside India.
(3) ALOS represents average number of days patients stay in our hospitals.
(4) ARPOB (Net of doctor fees): Total Hospital Revenue/Patient Days (Total
Occupancy in Numbers (Average Daily Census) x No of days). FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Source: Company MIS reports 27
… RESULTING IN CONSISTENT PROFITABILITY
FY 21 Numbers impacted by COVID-19 pandemic

Segment wise EBITDA1 Margins (%)

Mature Hospitals EBITDA target of 23%-24% over
22% 23% 24% 24% 23%
20% 21% 22% 21% 21% 21% 22% the next 2 years.
16%

7% 10% 10% *
5% 9% 8%
3% 3% 3% 4% 5%
0%
2% 3% 2% 14 New hospitals including Proton with 2,800+
beds (2,100 operational beds) added in the last
FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY17 FY18 FY19 FY20 FY21 few years with $490 mn of Capital employed will
-2% -4% -1% contribute meaningfully to EBITDA over the next
-5% -7%
Existing Healthcare services New Healthcare services SAP 3-4 years.
Consolidated reported EBITDA includes 3 separate businesses with different margin
profiles; Healthcare Services (50% of total Revenues), Standalone Pharmacies (44% of
total Revenues) and Retail Healthcare (AHLL) (6%).
AHLL which represents the Company’s foray into
Retail Healthcare business with AHEL investment
of over $ 60 mn expected to yield returns over
the next 2-3 years driven primarily through
Source: Company audited financials expansion of Diagnostics and Clinics.
*includes : SAP from 1st Apr 20 to 31st Aug 20 and Pharmacy Distribution from 1st Sep 20
1EBITDA Post Ind AS 116 (effective 1st April 2019)
28
… AND HEALTHY RETURN ON INVESTMENT
FY 21 Numbers impacted by COVID-19 pandemic
#
ROCE - Mature Healthcare Services (%) 30%
24%
20% 20% 18% 18% 20%
17% 15% 19% 18% 19%
Steady Improvement in Return on Capital Employed (ROCE) 14%

Efficiency
(Asset Turnover) Profitability FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY18 FY 19 FY20 FY 21
ROCE of healthcare services excludes new hospitals (Vanagaram, Jayanagar, Trichy, Nashik, Karapakkam,
Nellore, OMR, Vizag new, Malleswaram, Navi Mumbai, Indore, Assam, Lucknow) as their contribution to EBIT is
Efficient use of capital Higher revenue & yet to be realised. New hospitals Capital employed of Rs 31,243 mn as of Mar 21.
• Strong project profitability ROCE - Standalone Pharmacy (%) 55%
execution • Balanced out-
capabilities patient & in- 31%
• Right mix of beds & 01 ROCE 02 patient mix 19%
medical 15%
• Reduced ALOS 6% 10% 7% 9% 15%
infrastructure • Increasing ARPOB 0% 0% 3%
• Higher utilization of • Improving case
key facilities & mix FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY20 FY21
equipments # Includes New Hospitals Investments
• Quick ramp up of ROCE - Consolidated (%)
*
new hospitals— 16%
increasing patient 13% 13% 14% 14% 12% 12%
flow & occupancy 10% 10% 10%
8% 7% 8%

Source: Company audited financials FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY20 FY21

* FY 21 ROCE (excluding capital employed of New Hospitals and Clinics) is at 21%
# Excludes CWIP & Investments in liquid mutual funds ; Post Ind AS 116 (effective 1st April 2019) 29
PHARMACY: CAPTURING THE GROWTH POTENTIAL
FY 21 Numbers impacted by COVID-19 pandemic
Proven ability to expand the store network
4,118
• India’s largest Organized Pharmacy Chain with 3,021
3,428
3,766
Pharmacy
presence in ~700 cities/ towns spread across 20 2,326
2,556
store
1,632 1,822
States and 4 union territories. 883 1,049
1,199 1,364 1,503 ramp up
617

• 4,163 Operating Stores as on 30 June 2021.

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21

• Employee Strength of 30,000 people serving ~ Well established track record of growth 48,206 *48,760

400,000 + customers 24 X 7 everyday 32,689

38,860
28,745
23,237
• Consistent growth in Revenues & EBITDA 8,606 11,017
13,648
17,725 Revenues
1,996 3,322 4,817
6,614 (` Mn)
improvement.
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
• Own brand private labels (FMCG & OTC drugs) 9.2%
7.5%
constitutes over 13.24% of turnover in Q1FY22. Strong profit margins
4,452

* 3,680
• Attractive, best-in-class ROCE at 55% (FY21) – 4.3%
4.5% 5.2%
1
Pharmacy Distribution 3.3%
3.3%
3.5%
2,031
EBITDA
-5.5% -2.0% 0.5% 1.9% 2.7% (` Mn)
1,479
1,233
-4.5% 31 164 293 449 580 803 & Margins
-89 -183 -94
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Source: Company audited financials and MIS reports 30
*FY21 includes SAP from 1st Apr 20 to 31st Aug 20 and Pharmacy distribution from 1st Sep 20
1EBITDA Post Ind AS 116 (effective 1st April 2019)
Q1 FY22: FINANCIAL PERFORMANCE (1/5)
Standalone Financials (` Mn) Consolidated Financials (` Mn)

Q1 FY 21 Q1 FY 22 yoy (%) Q1 FY 21 Q1 FY 22 yoy (%)

Revenue 19,615 29,947 52.7% Total Revenues 21,715 37,602 73.2%
Operative Expenses 11,703 18,424 57.4% EBITDA (Post Ind AS 116) 355 5,199 1365.3%
Employee Expenses 3,768 3,180 -15.6% margin (%) 1.63% 13.83% 1219 bps
Administrative & Other Expenses 3,730 4,437 18.9% EBIT -1,247 3,793 -404.1%
Total Expenses 19,201 26,041 35.6% margin (%) -5.74% 10.09% 1583 bps
EBITDA (Post Ind AS 116) 415 3,906 842.3% Profit After Tax -2,082 4,893 -335.0%
margin (%) 2.11% 13.04% 1093 bps Exceptional item* 2,941
Depreciation 1264 960 -24.1% Profit After Tax(excluding Exceptional Item) 1,952
EBIT -850 2,946 -446.6%
margin (%) -4.33% 9.84% 1417 bps Total Debt 31,545
Financial Expenses 1,026 638 -37.9% Cash & Cash equivalents (includes investment
13,607
Other Income 17 87 418.0% in liquid funds)
Exceptional item* -67 Net Debt 17,938
Profit Before Tax -1,859 2,328 -225.2%
Profit After Tax -1,491 1,500 -200.6% *Fair Value Gain on remeasurment of existing interest in JV(AMHL earlier know as
margin (%) -7.60% 5.01% 1261 bps AGHL) under Ind AS 103 Business Combination.

Total Debt 25,507

Cash & Cash equivalents (includes
8,860
investment in liquid funds)
Net Debt 16,647

31
Q1 FY22 : SEGMENT-WISE PERFORMANCE (2/5)
Standalone Financials (` mn)

Healthcare Healthcare Pharmacy

New Hospitals Proton Standalone
Service (Mature) Services (Total) Distribution*
Hospitals 21 10 1 32
Operating beds 3,310 1,583 53 4,946
Occupancy 63% 74% 63% 66%
Revenue 9,830 4,558 439 14,827 15,120 29,947
EBITDA (Post Ind AS 116)** 2,272 745 106 3,123 1,153 4,276
Q1 FY 22 margin (%) 23.1% 16.3% 24.2% 21.1% 7.6% 14.3%
24/7 Operating Costs -370 -370
EBITDA (Post Ind AS 116) 2,272 745 106 3,123 783 3,906
margin (%) 23.1% 16.3% 24.2% 21.1% 5.2% 13.0%
EBIT 1,775 490 9 2,274 672 2,946
margin (%) 18.1% 10.7% 2.1% 15.3% 4.4% 9.8%
Hospitals 21 10 1 32
Operating beds 3,119 1,482 53 4,654
Occupancy 37% 35% 25% 36%
Revenue 4,840 1,792 192 6,824 12,791 19,615
Q1 FY 21
EBITDA (Post Ind AS 116) -510 -261 -34 -805 1,220 414
margin (%) -10.5% -14.6% -11.8% 9.5% 2.1%
EBIT -1,021 -521 -128 -1,670 820 -850
margin (%) -21.1% -29.1% -24.5% 6.4% -4.3%
*Pharmacy Distribution from 1st Sep 2020 **EBITDA Post Ind AS 116 - excluding 24/7 operating costs

32
Q1 FY22 : SEGMENT-WISE PERFORMANCE (3/5)
Consolidated Financials (` mn)

Healthcare Serv
Healthcare Serv Healthcare Serv Pharmacy
Group (New & Proton AHLL Consol
Group (Mature) Group (Total) Distribution*
Others)
Hospitals 30 13 1 44
Operating beds 5,437 2,157 53 7,647
Occupancy 64% 73% 63% 67%
Revenue 12,682 6,271 439 19,392 15,120 3,090 37,602
EBITDA (Post Ind AS 116)** 2,806 1,024 106 3,936 1,153 479 5,569
Q1 FY 22 margin (%) 22.1% 16.3% 24.2% 20.3% 7.6% 15.5% 14.8%
24/7 Operating Costs -370 -370
EBITDA (Post Ind AS 116) 2,806 1,024 106 3,936 783 479 5,199
margin (%) 22.1% 16.3% 24.2% 20.3% 5.2% 15.5% 13.8%
EBIT 2,158 697 9 2,864 672 257 3,793
margin (%) 17.0% 11.1% 2.1% 14.8% 4.4% 8.3% 10.1%
Hospitals 30 13 1 44
Operating beds 5,247 1,967 53 7,267
Occupancy 37% 40% 25% 38%
Revenue 5,430 2,277 192 7,899 12,791 1,024 21,715
Q1 FY 21
EBITDA (Post Ind AS 116) -552 -251 -34 -838 1,220 -27 355
margin (%) -10.2% -11.0% -10.6% 9.5% -2.7% 1.6%
EBIT -1,145 -548 -128 -1,821 820 -245 -1,247
margin (%) -21.1% -24.1% -23.1% 6.4% -5.7%
*Pharmacy Distribution from 1st Sep 2020 **EBITDA Post Ind AS 116 - excluding 24/7 operating costs

33
Q1 FY22 : HOSPITAL CLUSTER - WISE OPERATIONAL
PERFORMANCE (4/5)
Tamilnadu Region AP, Telengana Region
Total (6) (1)
(Chennai & others) (Hyderabad & others) (2)
Particulars Q1 FY 21 Q1 FY 22 yoy (%) Q1 FY 21 Q1 FY 22 yoy (%) Q1 FY 21 Q1 FY 22 yoy (%)
No. of Operating beds 7,267 7,647 1,926 2,133 1,344 1,344
Inpatient volume 63,105 96,704 53.2% 13,582 24,358 79.3% 8,428 14,799 75.6%
(7)
Outpatient volume 1,53,479 8,20,738 434.8% 38,777 3,13,800 709.2% 23,356 89,876 284.8%
Inpatient ALOS (days) 3.95 4.81 4.07 4.91 4.20 5.17
Bed Occupancy Rate (%) 38% 67% 32% 62% 29% 63%
Inpatient revenue (` mio) NA NA 2,127 5,116 140.6% 1,301 3,587 175.8%
Outpatient revenue (` mio) NA NA 443 1,195 170.1% 250 599 139.1%
ARPOB (` /day) (8)excluding Vaccination 38,065 41,102 8.0% 46,473 50,466 8.6% 43,862 49,853 13.7%
(6)
Total Net Revenue (` mio) NA NA 2,569 6,311 145.6% 1,551 4,186 169.9%

Notes:
(1) Tamilnadu region includes Chennai hospitals, Madurai, Karur, Karaikudi, Trichy & Nellore.
(2) AP, Telangana Region includes Hyderabad, Karimnagar, Vizag old, Vizag new & Kakinada.
(3) Karnataka region includes Bangalore, Mysore, Jayanagar & Malleswaram.
(4) Others include Bhubaneswar, Bilaspur, Nashik & Navi Mumbai.
(5) Significant Hospital JVs/Subs/Associates are – Ahmedabad, Kolkata, Delhi, Indore, Assam & Lucknow (full revenues shown in table above).
(6) Revenues under the head “Total” have not been provided as Consolidated actual results will differ from total due to proportionate consolidation.
(7) Outpatient volume represents New Registrations only.
(8) Revenues under Ind AS have been grossed up for Fixed fee Doctors & considered separately as operating cost. This was earlier being netted off from Revenues under Indian GAAP.
ARPOB excludes Vaccination Revenue

34
Q1 FY22: HOSPITAL CLUSTER - WISE OPERATIONAL
PERFORMANCE (5/5)
Karnataka Region
(3) Others (4) Significant Subs/JVs/associates (5)
(Bangalore & others)
Particulars Q1 FY 21 Q1 FY 22 yoy (%) Q1 FY 21 Q1 FY 22 yoy (%) Q1 FY 21 Q1 FY 22 yoy (%)
No. of Operating beds 810 845 962 1,012 2,225 2,313
Inpatient volume 8,435 12,775 51.5% 13,307 16,431 23.5% 19,353 28,341 46.4%
(7)
Outpatient volume 22,044 77,178 250.1% 23,699 71,331 201.0% 45,603 2,68,553 488.9%
Inpatient ALOS (days) 3.16 4.54 3.78 4.31 4.23 4.93
Bed Occupancy Rate (%) 36% 75% 58% 77% 40% 66%
Inpatient revenue (` mio) 907 2,214 144.1% 1,200 2,235 86.2% 2,343 5,130 119.0%
Outpatient revenue (` mio) 186 555 198.0% 182 346 89.9% 444 1,320 197.1%
ARPOB (` /day) (8)excluding Vaccination 41,035 41,626 1.4% 27,451 32,592 18.7% 34,060 43,261 27.0%
(6)
Total Net Revenue (` mio) 1,093 2,769 153.3% 1,383 2,581 86.7% 2,787 6,450 131.4%

Notes:
((1) Tamilnadu region includes Chennai hospitals, Madurai, Karur, Karaikudi, Trichy & Nellore.
(2) AP, Telangana Region includes Hyderabad, Karimnagar, Vizag old, Vizag new & Kakinada.
(3) Karnataka region includes Bangalore, Mysore, Jayanagar & Malleswaram.
(4) Others include Bhubaneswar, Bilaspur, Nashik & Navi Mumbai.
(5) Significant Hospital JVs/Subs/Associates are – Ahmedabad, Kolkata, Delhi, Indore, Assam & Lucknow (full revenues shown in table above).
(6) Revenues under the head “Total” have not been provided as Consolidated actual results will differ from total due to proportionate consolidation.
(7) Outpatient volume represents New Registrations only.
(8) Revenues under Ind AS have been grossed up for Fixed fee Doctors & considered separately as operating cost. This was earlier being netted off from Revenues under Indian GAAP.
ARPOB excludes Vaccination Revenue

35
 APOLLO HEALTH AND LIFESTYLE – RETAIL HEALTHCARE
Revenue Q1FY22 of INR 3,090 mm – Primary Care (34%), Diagnostics (29%) & Specialty Care (36%)

 Multi specialty clinics that extend Apollo’s expertise to

 Dialysis services, PPP centres in AP, Assam & Bihar
the neighborhood
 75 Centers
 197 Clinics

 B2C focused pathology business; Hub-and-spoke

 Planned specialties surgery centers model, with a focus on South & East India
 15* Centers  847 Centers

 Treatment solutions for Diabetes; long term disease

 Women and children focused hospital
management programs delivered via tech platform
 9* Centers
 21 Clinics

 Pan-India chain, with a combination of stand-alone, in-

 Provides female reproductive medical services
hospital and in-clinic models
 12 Centers
 63 Centers

36
Note: % indicate share of net revenue ; *Includes BOMA (Brand Operations and Management Agreement) Apollo Spectra (4) and Apollo Cradle & Children’s Hospital (1).
AHLL – Q1 FY22
(` mio)

Clinics Diagnostics Sugar Dental Dialysis Cradles (IP) IVF Spectra (IP)
Network 197 847 21 63 75 8 12 11
Footfalls/Day* 6796 13995 303 77 1096 38 14 53
Gross ARPP (Rs.)* 1567 610 2324 6690 1488 106474 35518 106912 Key Highlights

AHLL reported EBITDA of

Diagnostics Primary Care Specialty Care Corporate Intra Group AHLL (Consol) ` 479 mio as compared
to a loss of ` (27) mio in
Q1 FY22 1066 1065 1119 0 -160 3,090 Q1 FY21
Gross Revenue
Q1 FY21 218 241 607 0 -41 1,024

Q1 FY22 1040 825 789 0 -159 2,495

Net Revenue
Q1 FY21 200 189 409 0 -40 758

EBITDA [with Ind Q1 FY22 286 142 130 -78 0 479

AS 116] Q1 FY21 -13 -14 49 -50 0 -27

EBITDA (with out Q1 FY22 268 99 11 -78 0 300

Ind AS 116) Q1 FY21 -26 -58 -57 -50 0 -191
* Footfalls and ARPP for diagnostics
represent outpatient / external
Q1 FY22 262 84 -7 -82 0 257 business and for Cradle and Spectra
EBIT
Q1 FY21 -51 -110 -84 -1 0 -245 it represents Inpatient volumes.

Q1 FY22 251 58 -104 -73 0 131 Primary care includes Clinics, Sugar,
PAT Dental and Dialysis segments.
Q1 FY21 -39 -84 -160 -65 0 -348
Specialty care includes Cradles and
Spectra 37
COVID TESTING AND TREATMENT – Q1FY22

 ‘Project Stay I’ saw success with over

2,355 23,400 + 24,000 room nights.
Dedicated beds In -Patients

 Our effort in the Home care segment

2,900+ enabled us to move into 29,000 homes, (of
Stay I which COVID care was at 20,000 homes)
and provide medically supervised home
isolation services
1,65,000 + 20,000 +
Tests Home care

 Digital healthcare app Apollo 24/7 – agile

and digitally connected to the consumer,
over 2 lakh digital consults during the
Quarter.

38
 STRONG GOVERNANCE
05 STRUCTURE

39
OUR APPROACH TO GOVERNANCE
The basic objective of corporate governance policies adopted by the Company is to attain the highest levels of transparency,
accountability and integrity. This objective extends not merely to comply with statutory requirements but also to go beyond them by
putting into place procedures and systems, which are in accordance with the best practices of governance.

Board
Diverse and Complementary Skills
Gender Parity

50% M W
Independent

Audit Committee Nomination & Remuneration CSR Committee

Committee

100% 100% 40%

Independent Independent Independent

40
EXECUTIVE BOARD
Dr. Prathap C. Reddy Suneeta Reddy
Executive Chairman, Founder Managing Director
• Conferred the Padma Vibhushan in 2010 • On the Board since the year 2000
• Conferred the Padma Bhushan in 1991
• Spent 36 years with Apollo Hospitals

Dr. Preetha Reddy Sangita Reddy

Executive Vice Chairperson Joint Managing Director
• On the Board since the year 1989 • On the Board since 2000
• 30+ years healthcare experience

Shobana Kamineni
Executive Vice Chairperson
• On the Board since 2010

41
INDEPENDENT DIRECTORS
Vinayak Chatterjee
Independent Director
• On the Board since 2014
Dr. Pudugramam Murali Doraiswamy
Independent Director
NEW
• On the Board since Sep 2018
Velagapudi Kavitha Dutt
Independent Director
• On the Board since Feb 2019
Bhaskara Mandavilli Nageswara Rao
Independent Director
• On the Board since Feb 2019
Som Mittal
Independent Director
• On the Board since July 2021
Som Mittal was nominated following an extensive
search process that considered individuals with varied
backgrounds and expertise.
Som Mittal has held senior corporate leadership roles
for over three decades in the IT industry at companies
such as Wipro, Digital, Compaq and HP. He also has
extensive experience in the engineering, manufacturing
and automotive industries, having held executive roles
with Larsen & Toubro, Escorts, and Denso.
42
 STRATEGY FOR FUTURE
06 GROWTH

43
STRATEGY FOR FUTURE GROWTH (1/2)
Strategy

 Optimise Asset Utilisation in facilities & locations

30 5,954  Focus on Centers of Excellence with one or two anchor specialties in each
Hospitals1 Capacity market
Mature Beds
Hospitals  Extend and expand oncology presence both through specialization and
exclusive oncology referral hospitals in the cluster
5,437 64%
Operational Beds Occupancy rate  Cost Efficiencies & Focus on Improving Key Operating Metrics

 Onboard clinical talent with subspecialty expertise.

 Strengthen presence and increase market share in key strategic markets

14 2,862  Recruit relevant local medical talent and introduce newer technology to
Hospitals1 Capacity augment clinical offerings
New Beds
Hospitals

2,210 73%
Operational Beds Occupancy rate

Note: Data as of June 30, 2021; Internally company classifies any hospital commissioned prior to 9 years as mature hospital; 1 Corresponds to owned hospitals only 44
STRATEGY FOR FUTURE GROWTH (2/2)
Strategy
 Focus on urban markets for Specialty care; expand in clusters

 Drive growth in Diagnostics Business – both though Offline and Online

Apollo Health
1203 36*  Calibrated clinic expansion model with a combination of owned and
& Lifestyle Primary care Specialty franchisee clinics in metros and Tier II towns
(AHLL) centers care centers

 Derive economies of scale that arise from the largest pharmacy chain

Strong  Exclusive supplier to APL and license “Apollo Pharmacy” brand

4,163
Outlets distribution
Pharmacies  Enhance Private label business and focus on high prescription fulfilment
platform rates

Asset light Robust  Data-driven store expansion and Consolidation in Digital commerce
model supply chain

Note: Data as of June 30, 2021; *Includes BOMA (Brand Operations and Management Agreement) Apollo Spectra (4) and Apollo Cradle & Children’s Hospital (1). 45
APOLLO 24X7 – INDIA’S LARGEST OMNI-CHANNEL HEALTHCARE
PLATFORM LEVERAGING PHYSICAL NETWORK
Cumulative upto 30th June 2021

Distinctive digital ecosystem… … coupled with adequate network and capabilities

~5.7 Lakh+ Physical network & capabilities
Online Consults 1 2 3
Doctors across 3mm+ Annual
~10 Mn completed
Hospitals & clinics
Diagnostic centers
chronic patients
Registrations
4 5
Leverage from
~2M+ 30mm+ IP/OP
Corporate tie-ups
Weekly ~5,500+
Active Doctors
Digital services / ecosystem
Users across
1 2 3 4
60 Specialties Online medicine Virtual doctor Online diagnostic
Offline pharmacy
delivery consultation booking

~16.5 Lakh+ 5 6 7 8
~17K+ Condition
Health predictor
Well-being Health insurance
Pin codes Online Medicine management companion distribution
serviced Orders delivered 9
AI Doctor Assistant
Home Lab ~1 Lakh+ Differential Diagnosis Clinical Decision Support Lab & Medicine
Samples Engine system (CDSS) Recommender
collected
Unique ecosystem extremely difficult to replicate Integration of digital and physical capabilities provides
Cost efficiencies through sharing of managerial and clinical resources
Integrated healthcare platform with few parallels globally
Economies of scale & competitive prices through centralized purchasing

Best positioned to become the largest digital health platform Access to qualified & trained medical resources and larger patient base
46
Apollo HealthCo: Transformational Value Unlocking
Reorganization through Slump Sale
AHEL
• Apollo 24/7 represents Apollo Group’s transformational journey to creating “India’s
(Listed) Largest Omnichannel Digital Healthcare Platform” that:
Backend
Healthcare
Pharmacy + — combines the strengths of Apollo Group’s offline healthcare leadership with Apollo
Services
Apollo 24/7
Group’s new-age digital offerings to address all healthcare consumer needs;
100%
Slump sale
— involves an asset light approach (through digital offerings) to fuel growth – 100
Apollo HealthCo Limited million targeted registered users on Apollo 24/7 platform in 5 years.
(AHL)

— presents huge funnelling potential for healthcare consumers into the Apollo Group
Slump Sale of the identified business undertaking
into AHL including the following ecosystem.

• Back-end pharmacy supply (excludes Hospital
Based Pharmacies)
• Apollo 24/7 Digital healthcare Platform
• Investment in pharmacy retail business (i.e.
Apollo Medicals Private Limited)
• Structure to set the platform for a new pool of investor capital and to enable rapid scale-
up. At the time of capital raise, AHL valuation to reflect current and future growth
potential.
• Post external capital raise at AHL,
— AHEL expected to retain dominant majority shareholding in AHL; and

• “Apollo 24/7” brand, the “Apollo Pharmacy” — Slump sale consideration of INR Rs 1,210 crs will be received by AHEL.
brand and private label brands

47
ONE APOLLO – TRANSFORMING THROUGH INTEGRATED TECHNOLOGY,
CONTINUUM OF CARE AND VALUE PROPOSITION FOR THE CONSUMER
Integrated digital strategy leveraging existing network, capabilities and market leadership

Focus on investments in advanced technology and innovation –

“(re) Invent the health system of the future”

Asset Light & Bolt on acquisition led expansion strategy in Tier I,

Metros and select Tier II cities in India

Planning for reorganization of the 24/7 platform for better focus

and value unlocking

Apollo Focus on high value clinical specialties

Group’s
Customer
Improve operating efficiencies and profitability

Building deep relationships with the Apollo consumer across

category – hospitals, pharmacy, clinics, diagnostics

Unlocking potential for up-sell, cross-sell, and loyalty driven

behavior using advanced analytics

Focus on Clinical Innovations and outcomes

48
 PRIORITIZING MATERIAL ESG
07 ISSUES

49
INAUGURAL SUSTAINABILITY REPORT
Showcasing Apollo Hospitals’ Contribution to multiple stakeholders and UN SDGs

Sustainability Report 2020 (published in 2021)

• More comprehensive than previous legally
required Business Responsibility Reports

• Our contribution to UN SDGs highlighted in

each thematic section

• Material ESG topics highlighted with related

metrics disclosed throughout the report

• Taken global sustainability reporting initiatives

into account:
• Global Reporting Initiative (GRI); and
• materiality as set out in the
Sustainability Accounting Standards
Board’s (SASB) framework for the
Health Care Delivery industry.

50
ESG STRATEGY FOR SUSTAINABLE GROWTH
Achievements in 2020/2021
 Published the Inaugural Sustainability Report to improve Apollo’s external communication on
material ESG issues

Current ESG  Disclosed a number of operational metrics related to material ESG issues
Practice and  Engaged with multiple stakeholders, including shareholders, to improve Apollo’s sustainability
Reporting performance

Strategy

 Putting in place an enterprise-wide framework that seamlessly brings together Apollo’s

sustainability practices

 Setting up a monitoring system to track and improve environmental data (such as GHG emissions)
Next Steps
 Identifying, measuring and enhancing operational targets related to material ESG issues

 Further improving Apollo’s sustainability reporting to increase transparency, meet external

stakeholders’ expectations, and be compliant with BRSR requirements 51
ESG Materiality Matrix
Multi-stakeholder Approach – ESG risks and opportunities
Impact on Key stakeholders
• Diversity and Inclusion
• Community
Development
• Climate Change
• Water Management
• Energy Management
• Green Design and
Construction
Impact on AHEL’s enterprise value / success
• Affordability of
Healthcare • Quality of Care and Materiality Assessment Process
• Access to Healthcare Patient Safety
(accessibility) • Patient Privacy, EHR • Regular engagement with key
• Customer Relationship and Cyber-security stakeholders: patients, employees,
Management shareholders, local communities,
business partners and the
• Doctor Credentialing government
• Talent Development • Technology and
• Labour Relations Innovation • Focus on ESG risk mitigation and
• Employee Health & • Good Governance responsible business conduct
Safety • Business Ethics and
Compliance • Will be updated periodically to
ensure alignment with stakeholder
expectations
• Waste Management • Procurement
52
ESG FOCUS
Aligned with International Frameworks to Focus on Material Issues

Dimension Issue
Energy Management
Environment
Waste & Hazardous Material Management
Data Security*
Access & Affordability*
Social Capital Product Quality & Safety*
Customer Welfare*
Selling Practices & Product Labeling*
SASB Industry Employee Health & Safety*
Health Care Delivery Human Capital Employee Engagement, Diversity &
Inclusion*
Business Model & Innovation Physical Impacts of Climate Change
Leadership & Governance Business Ethics

*Please refer earlier section on Performance with Purpose 53

 In summary we have over the last 33 years focused consistently on putting the patient at the core of all that we do in
the pursuit of clinical excellence and in creating sustainable value for our stakeholders. We ensure strict adherence to
business ethics and our governance standards stand exemplar in the industry. With fast changing patient demands,
healthcare for the future is going to require evidence based care delivery through sustained process improvement
driven by standardization of knowledge assets. We are at the forefront of that journey. We will endeavor to leverage
technology proliferation in healthcare to collect, understand and utilize data to improve our care practices. We will
continue to empower the consumer through various on-line mechanisms and make it easy for them to take charge of

THANK YOU
their well being. And we will offer our patients value based care by employing creative approaches for care
distribution—day surgery, specialty clinics and virtual care centres.

We do not operate in isolation, but rather engage deeply with the larger community towards its well being through
several initiatives like SACHi and SAHI which bring healthcare benefits to disadvantaged children and the Billion Hearts
Beating campaign which creates public awareness about cardiac health. Our CSR initiatives are founded on the
conviction we hold close to our hearts—that life and therefore the human body, is priceless, and every man regardless
of his economic background has a right to safeguard it the best way possible. While much still remains to be done, we
take pride that we are working towards creating a healthy tomorrow for generations to come.

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