Safe harbor statement

Important information: forward-looking statements

These materials contain certain forward-looking statements relating to the business of NMC Health plc (the "Company") and its subsidiaries (collectively, the "Group"). All statements included in these materials other than statements of historical facts,including, without limitation, with respect to the progress, timing and completion of the Group's development, the Group's ability to treat, attract, and retain patients and customers, its ability to engage medical staff and to operate its business andincrease referrals, the integration of prior acquisitions, the Group's estimates for future performance and its estimates regarding anticipated operating results, future revenue, capital requirements, shareholder structure and financing, are forwardlooking statements. In addition, even if the Group's actual results or development are consistent with the forward-looking statements contained in this presentation, those results or developments may not be indicative of the Group's results ordevelopments in the future. In some cases, you can identify forward-looking statements by words such as "could," "should," "may," "expects," "aims," "targets", "anticipates," "believes," "intends," "estimates," "will" or, in each case, their negative orother variations or similar words. These forward-looking statements are based largely on the Group's current expectations as of the date of this presentation and are subject to a number of known and unknown risks and uncertainties and other factorsthat may cause actual results, performance or achievements to be materially different from any future results, performance or achievement expressed or implied by these forward-looking statements. In particular, the Group's expectations could beaffected by, among other things, uncertainties involved in the integration of acquisitions or new developments, changes in legislation or the regulatory regime governing healthcare in the jurisdictions in which we operate, poor performance by medicalstaff who practice at our facilities, unexpected regulatory actions or suspensions, competition in general, the impact of global economic changes, and the Group's ability to obtain or maintain accreditation or approval for its facilities or service lines. Inlight of these and other risks and uncertainties, there can be no assurance that the forward-looking statements made during this presentation will in fact be realised and no representation or warranty is given as to the completeness or accuracy of theforward-looking statements contained in these materials.

The Group is providing the information in these materials as of this date and any forward-looking statements speak only as of this date. Except as required by the Financial Conduct Authority, or by law, the Company disclaims any intention or obligationto publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Nothing in the foregoing is intended to or shall exclude any liability for, or remedy in respect of, fraudulentmisrepresentation.

CAPACITYGEOGRAPHY

CAPABILITY

How do we grow in U.A.E

WHITE SPACES IN SELECT MARKETS

CA

RE

CO

MP

LEX

ITY

FOOTFALL

BOLT ON

M&AsSTRATEGIC

ASSOCIATIONS

KNOWLEDGE INVERSION

FOOTFALL

GAPS IN KEY MARKETS1

CARE COMPLEXITY

NEED FOR SPECIALIZED CARE A

- Up to 275 beds to be added in the UAE market

- Weekly clinic in UAE through Boston and Cincinnati Children- 9700 doctors attended events under the CME program

- Association with Philips to expand sleep medicine line

- New clinics opened in Maternity, Aesthetics and Home Care- 4 to 6 new medical clinics will be opened in 2020

How do we grow in K.S.A

CAPACITY CREATION IN SECONDARY MARKETS

SPEC

IALI

ZED

CA

RE

AVAILABILITY

M&As TO

ACCELERATE ENTRY

SPECIALIZED VERTICAL OPENING

PRIVATIZATION PROGRAM

AVAILABILITY

LACK OF AVAILABILITY OF FACILITIES1

SPECIALIZED CARE

NEED FOR SPECIALIZED CARE A

- Proposed contract with CARE to expand capacity by 1100 beds- New hospital with up to 200 beds to be operational by 2021

- Actively participation with the government in their healthcare sector privatization plans

- Setting up of Fertility and Aesthetics specialties- Weekly clinics by international doctors being planned for 2020

- Focus on integration with GOSI

How do we grow in IVF

ENTER NEW MARKETS

SCIE

NTI

FIC

AC

UM

EN

NO. OF CYCLES

M&As FOR

CAPABILITYSINGULAR IT PLATFORM

UNIFIED PLATFORM

NO. OF CYCLES

GLOBAL FOOTPRINT1

SCIENTIFIC ACUMEN

WORLD CLASS SCIENTIFIC PLATFORMA

- Entry into two new continents and in western region of UAE

- Integration of all Eugin units under a single IT platform, Integra to boost efficiencies, improve patient experience & manage big data

- Acquisition of Boston IVF in US and CEGYR in Argentina

- Single platform can be planned for all fertility units in the future

Multi-specialtyMaternity and Fertility

Long-Term & Home Care

Distribution

O&M

Cosmetics

Orthopedics

Oncology

Pediatrics

Verticals

Specialties

Centres of Excellence

HIGHLY SPECIALIZED

PRIMARY CARE

TERTIARY CARE

SECONDARY CARE

1

2

3

48mn Patients

2200 Licensed Beds

14 COEs

2000 Doctors

20 Countries

200 Facilities

DISRUPTION

Patients will drive a change

HEALTHCARE IS RIPE FOR A DIGITAL

FROM SICKCARE TO HEALTHCARE

NEXT BIG HEALTHCARE REVOLUTION IS

BREATHEABLES

Breathe biopsy for

early detection and

precision medicine

SHOCKABLES

Electric shock bracelet to

help quit bad habit

RINGABLES

Rings with smart sensors

to track sleep, heart

rate, temperature

UNDERWEARBALES

Biometric sensors on

garments to detect heart

rate and track steps

HEARABALES

Smart hearing aids

providing fall detection

alerts, heart rates, body

activity

SWEATABLES

Smart patches to monitor

parameters associated

with heat stress

Augmented reality is the future of surgery

Augmented Diagnosis & Augmented Practice

AI can detect diabetic retinopathy from eye images

AI has nearly infinite capacity to scan radiology content

AI can detect cancers much earlier than human eye can

Genomics will drive personalized and precise care

for every 1 part planning

Good business planning is 9 parts

58% get started with less than $25k - Startups work frugal

67% of the companies were launched by co-founders

Fail Fast attitude helps quickly move ahead

68%of the top 100 companies from the ForbesGlobal 500 are engaging with startups.

out of 10 R&D spenders are already working with startups.

62% of the Unicorns mentioned by the Wall Street journal

have raised from at least one corporate

Global tech-enabled players

CUSTOMER EXPECTATIONS DRIVE

@ NMC

Rich and affluent

Middle Class

Blue Collar

AFFORDABILITY ACCEPTABILITYACCESSIBILITY

MEDIUMHIGHHIGH

MEDIUMHIGHHIGH

LOWLOWMEDIUM

Demand digital access to

healthcare services

Requires tools that address health

across the continuum of care

Rapid and efficient delivery

with cost transparency

Focus on preventative care and

wellness

Seek medical information

from various sources

Information transparency

Virtual antenatal care can ensure a positive pregnancy experience

Technology, the future of diabetes control and self care

Initiatives strengthening our core operational capabilities

To innovate is to enable our core business propositions

Research & Innovation Board

Domain Experts

Regional Experts

CEO Research Circle

IncubatorsAccelerators

Venture Funding

01

02

03

04

05

06

07

09

08

10

11

12Problem

identification

Problem scoping &

submission

Scouting for solutions

Reach out to startup

ecosystems

Identify possible solutions

Piloting with startups

Accelerating these startups

MVP development

Longer term deployments

Successful solutions

Commercial collaboration

Venture investments

Incubators

CEO Research Circle

Accelerators

Venture Investments

Our innovation model is clinician focussed

Connect innovation with day-to-day

operations

Partner strategically

Leverage your clinician base

Walk before you run

Acknowledge importance of Chief Innovation Officer

Alignment of all parties for tech

deployment

Drive patients online; even when they are not sick

Use innovation to solve pressing

problems

100problems identified

70startups with solutions

50MVP pilots

20Commercialization's

12Deep collaborations & 2 investments

TYPICAL ESTIMATED VALUES (IN £) For per patient record based on recent data transactions

Market Capitalisation of selected publicly traded

companies

Post money valuations of private companies

and pharma collaborations

EHR £21 - £192

Episodic Records £30 - £619

Genomics £2543 - £4773

Genomics £208 - £2024

Oncology £40 - £5549

General £8 - £486

Drug Development £0.20 - £35

Population Data £3 - £21

CURATES OR ANALYSED DATA IN COMMERCIAL USE

Source: E&Y

EHR Data

Diagnostics

Demographics

Genomics

A

B

C

D

UAE - STRONG BASELINE STORY

KSA - COMPELLING BUILD UP STORY

IVF - AN INSTITUTION WITHIN INSTITUTION

LONG TERM CARE –A MARKET MAKER

COSMETICS - IN THE MAKING

O&M - KEY GROWTH PILLAR

M&A - KEY GROWTH DRIVER

TECHNOLOGY INNOVATION

Related party committee details

Gender diversity update

Disclosure committee update

Consultation for remuneration KPIs committee started

Corporate Governance