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CAUTIONARY STATEMENTS This presentation contains forward-looking - - PDF document

Q4 2019 INVESTOR PRESENTATION CAUTIONARY STATEMENTS This presentation contains forward-looking information that reflects the current expectations, estimates and projections of management about the future performance and opportunities for


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Q4 2019 INVESTOR PRESENTATION

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CAUTIONARY STATEMENTS

This presentation contains forward-looking information that reflects the current expectations, estimates and projections of management about the future performance and opportunities for Chartwell and the seniors housing industry. The words “plans,” “expects,” “scheduled,” “estimates,” “intends,” “anticipates,” “projects,” “believes” or variations of such words and phrases or statements to the effect that certain actions, events or results “may,” “will,” “could,” “might” occur and other similar expressions identify forward-looking statements. Forward- looking statements are based upon a number of assumptions and are subject to a number of known and unknown risks and uncertainties, many of which are beyond our control, and that could cause actual results to differ materially from those that are disclosed in or implied by such forward-looking statements. While we anticipate that subsequent events and developments may cause our views to change, we do not intend to update this forward-looking information, except as required by applicable securities laws. This forward-looking information represents our views as of the date of this presentation and such information should not be relied upon as representing our views as of any date subsequent to the date of this document. We have attempted to identify important factors that could cause actual results, performance or achievements to vary from those current expectations or estimates expressed or implied by the forward-looking information. However, there may be other factors that cause results, performance or achievements not to be as expected or estimated and that could cause actual results, performance or achievements to differ materially from current expectations. There can be no assurance that forward-looking information will prove to be accurate. Accordingly, readers should not place undue reliance on forward-looking information. See the "Risks and Uncertainties" section in our 2019 MD&A and risk factors highlighted in materials filed with the securities regulatory authorities in Canada from time to time, including but not limited to our most recent Annual Information Form. In this document we use a number of performance measures that are not defined in generally accepted accounting principles (“GAAP”) such as Net Operating Income (“NOI”), Funds from Operations (“FFO”), Internal Funds from Operations (“IFFO”), IFFO per unit (“IFFOPU”), “Adjusted Resident Revenue”, “Adjusted EBITDA”, “Net Debt to Adjusted EBITDA Ratio”, “Debt to Capitalization”, “Liquidity”, “Imputed Cost of Debt”, “Lease-up-Losses”, “Adjusted Development Costs”, “Unlevered Yield”, “Stabilized NOI” “Adjusted NOI”, and any related per unit amounts to measure, compare and explain the operating results and financial performance

  • f the Trust (collectively, the “Non-GAAP Financial Measures”). These Non-GAAP Financial

Measures do not have standardized meanings prescribed by GAAP and, therefore, may not be comparable to similar measures used by other issuers. The Real Property Association of Canada (“REALPAC”) issued white papers with recommendations for calculations of FFO, Adjusted Funds from Operations (“AFFO”), and Adjusted Cash Flow from Operations (“ACFO”) (the “REALPAC Guidance”). Our FFO definition is substantially consistent with the definition adopted by REALPAC. Please refer to the “Additional Information on Non-GAAP Financial Measures” section of our 2019 MD&A for details. In this document we use various financial metrics and ratios in our disclosure of financial covenants such as “Interest Coverage Ratio”, “Indebtedness Percentage”, “Unencumbered Property Asset Value”. These metrics are calculated in accordance with the definitions contained in our credit agreements and the trust indenture governing our outstanding debentures, and may be described using terms which differ from standardized meanings prescribed by GAAP. These metrics may not be comparable to similar metrics used by other

  • issuers. Please refer to the “Liquidity and Capital Resources – Financial Covenants” section of
  • ur 2019 MD&A for details.

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Member of S&P/TSX Composite Index since 2005 $3.0 Billion (1)

Market Capitalization

Largest Canadian Owner/Operator 209 / 31,273 (2)

Communities / Suites & Beds

Significant Employer ~15,300

Employees

Revenue $993.5 Million (3) Adjusted EBITDA $297.7 Million (3) High Occupancy Rates 89.9% (4) Interest Coverage Ratio 3.1 (3) Net Debt to Adjusted EBITDA 8.3 (3) Debt to Capitalization 45.0% (1)

CHARTWELL AT A GLANCE

(1) Trust Unit price $13.90 at December 31, 2019. (2) Includes development properties and Batimo Inc. (“Batimo”) development properties under management as at December 31, 2019. (3) For the year ended December 31, 2019. (4) Same property portfolio for the quarter ended December 31, 2019.

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WHY CHARTWELL?

  • 1. Exceptional corporate culture and governance
  • 2. Winning customer focused business strategy
  • 3. Unmatched execution capability through national
  • perating platform
  • 4. Significant industry long-term growth potential

Demographic trends = more demand Government fiscal constraints = more private pay demand Fragmented industry = consolidation opportunities

  • 5. Solid financial position and investment grade credit

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WHAT’S OUR WHY

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PROFILE – STRONG GOVERNANCE

Board Members Relevant Experience Tenure on Chartwell’s Board Michael D. Harris1,4 (Chair)  Senior business advisor at Fasken Martineau Du Moulin LLP  Director of Canaccord Genuity Group Inc., Colliers International Group Inc., Route 1 Inc.  Former Premier of Ontario 16 Lise Bastarache1,2,3  Director of Laurentian Bank of Canada  Director of Otéra Capital  Former RBC Executive 15 Ann Davis1,2,3 (Chair, Audit Committee)  Director of Women’s College Hospital Foundation  Director of Canada Guaranty Mortgage Insurance Company, Canadian Investor Protection Fund  Former partner of KPMG 3 Andre Kuzmicki1,3 (Chair, Investment Committee)  Director of Dorsay Development Corporation  Former Executive Director of the Brookfield Centre in Real Estate, Schulich School of Business, York University 15 Jamie Scarlett1,4,5  Former Chief Legal Officer at Hydro One Inc.  Former Senior Partner of Torys LLP New Sharon Sallows1,3,4  Trustee RioCan REIT  Director, Home Capital Group Inc. and AIMCO  Former principal at Ryegate Capital Corporation 10 Huw Thomas1,2,4 (Chair, CG&N Committee)  Director of Dollarama  Former CEO of SmartCentres REIT 8

  • W. Brent Binions

 See management team page 16

Globe and Mail Board Games 2019 - Ranked #3 in the Country (Top Real Estate and Healthcare Company)

1 Independent 2 Member of the Audit Committee 3 Member of the Investment Committee 4 Member of the Compensation, Governance and Nominating Committee (“CG&N”) 5 Elected to Chartwell’s Board on May 16, 2019

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Name & Title Past Experience Tenure with Chartwell Industry Experience  Past President of the Ontario Long Term Care Association and a past Vice President

  • f the Ontario Residential Care Association

16 38  Prior to joining Chartwell, was a Senior Manager with KPMG LLP 16 16  Prior to joining Chartwell, held progressive positions over a 21 year career at the Ontario Long Term Care Association, including six years as their Executive Director 12 33  Prior to joining Chartwell, held various positions at Retirement Residences REIT including Senior Vice President of Finance and Director of Corporate Accounting 13 20  Prior to joining Chartwell, practiced corporate and securities law at Torys LLP 12 12

1 Also on the Board of Directors. Only non-independent board member.

  • W. Brent Binions1

President and Chief Executive Officer Vlad Volodarski Chief Financial Officer & Chief Investment Officer

100 years of collective industry experience

Karen Sullivan Chief Operating Officer Sheri Harris Chief Administrative Officer Jonathan M. Boulakia Chief Legal Officer

PROFILE - EXPERIENCED EXECUTIVE TEAM

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BUSINESS STRATEGY

In 2023, we will achieve in our retirement residences, Employee Engagement of 55% (highly engaged), Resident Satisfaction of 67% (very satisfied) and Same Property Occupancy of 95% to drive strong IFFOPU growth by providing exceptional resident experiences through personalized services in our upscale and mid-market residences in urban and suburban locations.

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(1) Same property Retirement Operations, as defined in each year.

Resident Satisfaction

51% 53% 58% 63% 67% 0% 10% 20% 30% 40% 50% 60% 70% 2016 2017 2018 2019 2023 Target

Retirement Same Property Occupancy (1)

40% 41% 47% 48% 55% 0% 10% 20% 30% 40% 50% 60% 2016 2017 2018 2019 2023 Target 92.6% 91.9% 90.5% 88.6% 95.0% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 2016 2017 2018 2019 2023 Target

Very Satisfied

BUSINESS STRATEGY

Employee Engagement

Highly Engaged

BUSINESS STRATEGY

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BUSINESS STRATEGY

Exceptional Resident Experience through Personalized Services

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BUSINESS STRATEGY – OUR PROPERTIES

Leader in each of its markets (3)

Province Share of Market

Ontario 16% Alberta 14% Quebec 7% British Columbia 7%

  • Urban and Suburban
  • Upscale and Mid Market
  • Own, Operate, Build
  • Leader in four most populous provinces

By Ownership (1) (2)

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By Geographic Location (1)

(1) Based on number of suites/beds as at December 31, 2019 at Chartwell’s share of ownership interest. Excluding development properties and development properties managed for Batimo. (2) Minimum ownership of partially-owned properties is 45%. (3) Ratio of Chartwell-operated suites to total retirement suites inventory as reported by CMHC in their Seniors’ Housing Report - Canada’s Highlights (2019).

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INDUSTRY PROFILE

Chartwell’s Portfolio by Level of Care (1)

Independent Supportive Living (ISL) & Independent Living (IL) Assisted Living (AL) & Memory Care (MC) Long Term Care (LTC) Level of Care:

Low to medium Medium to high Very high

Target Resident:

More active, healthy seniors Seniors with some physical and/or cognitive impairments Seniors with acute cognitive and/or physical impairments requiring higher levels of daily personal care

Service Offering:

Availability of meals, activities, transportation, security, housekeeping, basic assistance with daily living ISL/IL services + Care services and specific MC, cognitive programming included 24-hour registered nursing care or supervision

Funding:

Predominantly private pay Mostly private pay Predominantly government funded

Regulations: Mostly consumer protection

Mostly consumer protection Heavily regulated

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(1) Composition of suites/beds at Chartwell’s share of ownership interest at December 31, 2019.

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INDUSTRY PROFILE

Source: Statistics Canada, Population Projections for Canada, Provinces, and Territories, 2009 to 2036, Catalogue no. 91-520-X. Retirement demand is estimated by applying the current national penetration rate of 8.98% (CMHC Seniors Housing Report Canada) to 75+ population as reported by Statistics Canada. LTC demand is estimated based on 97.8 beds per 1,000 people aged 75 and over. This estimate represents the LTC Beds/Population ratios reported by Statistics Canada in their Residential Care Facilities reports.

  • Current supply is ~ 425,000 suites
  • ~ 600,000 new suites are required by 2036

Total Supply Required Annual Supply

Significant Future Demand in Canada

Projected Aged 75 and over Population, 2018-2036, Canada

100,000 200,000 300,000 400,000 500,000 600,000 2019 2021 2026 2031 2036 Long Term Care Retirement

  • 1,000,000

2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 2019 2021 2026 2031 2036

Projected Aged 75 and over Population, 2019-2036, Canada

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INDUSTRY PROFILE

Retirement Suites Demand in Chartwell Markets (1)

(1) Additional annual demand for retirement suites in Ontario, Quebec, Alberta, British Columbia.

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  • Total new suites required to 2039 = 262,000
  • 2,000

4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039

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INDUSTRY PROFILE

Canadian Supply Concentration

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Largest Long Term Care Operators

  • No. of Properties

Operated

(1)

  • No. of Suites

Operated

(2)

1 Extendicare Inc. 103 13,849 2 Revera Inc. 74 10,024 3 Sienna Senior Living 48 7,585 4 Chartwell Retirement Residences 28 3,683 5 Schlegel Villages 18 2,526 6 Park Place Seniors Living 23 2,308 7 Retirement Concepts 17 1,918 8 Shannex Inc. 21 1,781 9 Rykka Care Centres 11 1,689 10 Jarlette Health Care 14 1,486 11 Omni Health Care 18 1,475 12 Good Samaritan Society 13 1,444 13 Group Champlain 13 1,412 14 Caressant Care 15 1,247 15 Steeves & Rozema 7 928 15 Largest Operators’ Share of Total Suites 25.9%

(1) Excludes properties under development (2) Includes managed properties for third-parties (3) Includes only LTC units within the above noted properties (4) Exlcudes holdings in the U.S. Source: CBRE Limited and Company Reports, Q4 2019

Largest Retirement Operators

  • No. of Properties

Operated

(1)

  • No. of Suites

Operated

(2)

1 Chartwell Retirement Residences 173 26,109 2 Revera Inc. 98 11,392 3 Sélection Retraite 43 10,881 4 Cogir 41 9,869 5 Le Groupe Maurice 29 8,284 6 Groupe Savoie 14 5,646 7 All Seniors Care 30 4,593 8 Amica Senior Lifestyles 31 4,272 9 Verve Senior Living 29 4,089 10 Sienna Senior Living 36 4,032 11 Atria Senior Living 29 3,376 12 Schlegel Villages 9 2,528 13 Seasons Retirement Communities 20 2,264 14 Shannex Inc. 13 2,088 15 Retirement Concepts 18 1,948 15 Largest Operators’ Share of Total Suites 39.7%

(1) Excludes properties under development (2) Includes managed properties for third-parties (3) Includes only IL, AL and MC units within the above noted properties (4) Excludes holdings in the U.S. (5) Share of total percentage based on CMHC’s universe, May 2019 Source: CBRE Limited and Company Reports, Q4 2019

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7.3 6.9 7.8 8.3

2016 2017 2018 2019 49.3 45.0 49.3 51.7 2016 2017 2018 2019 40.3% 35.4% 43.4% 45.0% 2016 2017 2018 2019 3.7 3.5 3.2 3.1 2016 2017 2018 2019

Demonstrated ability to rationalize capital structure Net Debt to Adjusted EBITDA (3) Debt to Capitalization (5) Indebtedness Percentage (4) Interest Coverage Ratio (3)

(1) Includes cash and available credit facilities. (2) Represents value of 39 properties. (3) For the year ended December 31 including proforma adjustments. (4) As at the end of the year including proforma adjustments. (5) At market value of Trust Units as of December 31, 2019.

BBB(l) rated by DBRS

  • Liquidity (1) of $414.7 million
  • Unencumbered Assets Value (2) of $915.6 million

FINANCIAL POSITION AND CREDIT METRICS

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  • 71% of total mortgages are CMHC insured.

Mortgage Portfolio

Debt Maturities

FINANCIAL POSITION AND CREDIT METRICS

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* 10% of total debt = $245.0 million

At December 31, 2019 At December 31, 2018 Fixed Rate Variable Rate Total Total Principal amount ($000s) 1,920,778 54,311 1,975,089 1,836,904 Weighted average interest rate 3.68% 3.52% 3.68% 3.80% Average term to maturity (years) 7.0 1.2 6.8 7.1

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BUILDING SUSTAINABLE VALUE

Build Value of our Real Estate Portfolio

2

2019

Portfolio and Asset Management Development Acquisitions Market and Industry Research Risk Management

 Development pipeline of 827 suites with three projects (350 suites) in construction and three projects (477 suites) in pre-construction.  Options to acquire interests in development projects by Batimo are expected to add another 2,741 suites to our portfolio over time.

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  • Improving portfolio by selling older assets and buying/building newer,

high-quality assets.

  • Since 2013, the average age of suites acquired/developed is 7.8 years.
  • Since 2013, the average age of suites sold is 22.4 years.

BUILDING SUSTAINABLE VALUE

2013 2014 2015 2016 2017 2018 2019 Suites Acquired/Developed Suites Sold

718 1,381 539 1,957 1,637 5,537 461 400 1,305 250 937 609 995 178

Average Age of Assets Acquired/Developed vs. Sold

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  • 5.0

10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0 2013 2014 2015 2016 2017 2018 2019

Acquisitions/Developments Sold

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BUILDING SUSTAINABLE VALUE

Completed Projects

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Project Location Suites / Beds Suite Type Chartwell Ownership Interest Operations Start Date Gross Book Value (1)(2) ($millions) Occupancy (1) (%) Adjusted Development Costs (1)(2)(3) ($millions) NOI (2)(4) ($millions) Expected Stabilized Occupancy Date Expected Stabilized Occupancy (%) Estimated Stabilized NOI (2)(3) ($millions) Expected Unlevered Yield (3)

Project completed in 2018: Chartwell Bankside Senior Apartments

Kitchener, ON

58 IL 100% Q2 2018 17.2 90% 18.6 0.8 Q3 2020 97% 1.4 7.3% Projects completed in 2019: Chartwell Carlton Retirement Residence

Burnaby, BC

105 ISL 100% Q1 2019 42.1 58% 44.7 (0.3) Q1 2021 96% 2.9 6.5% Chartwell Wescott Retirement Residence

Edmonton, AB

137 ISL/ MC 100% Q1 2019 41.9 38% 48.1 (1.5) Q4 2021 94% 3.4 7.0% The Sumach by Chartwell

Toronto, ON

332 ISL 45% Q2 2019 46.9 51% 48.9 (0.1) Q4 2022 95% 3.5 7.2% Kingsbridge Retirement Community (5)

Kingston, ON

165 ISL/ AL 60% Q3 2019 29.7 37% 31.8 (0.5) Q4 2022 95% 2.7 7.0% Chartwell Thunder Bay Townhomes

Thunder Bay, ON

9 IL 100% Q4 2019 3.8 78% 3.9

  • Q1

2020 100% 0.3 7.7% 806 181.6 196.0 (1.6) 14.2 7.2% (1) As of the date of the MD&A. (2) Calculated at Chartwell’s ownership interest in the project. (3) Non-GAAP; the definition of this metric and the discussion of its significance can be found in the MD&A. (4) For the 12 months ended December 31, 2019 for the project completed in 2018, and from the operations start date to December 31, 2019 for the projects completed in 2019. (5) Chartwell owns a 60% interest in this property and Signature Living and its affiliates own the remaining 40% interest and provide development and

  • perations management services. Signature Living is entitled to a promote payment if the return on equity exceeds certain targets. The

estimated stabilized NOI and expected unlevered yield calculations include estimates of such promote payment.

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BUILDING SUSTAINABLE VALUE

Highlights of Development Pipeline Projects in Construction

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(1) Calculated at Chartwell’s ownership interest in the project. (2) Non-GAAP; the definition of this metric and the discussion of its significance can be found in the MD&A. (3) Non-GAAP; represents the total of estimated Development Costs and estimated Lease-up-Losses and Imputed Cost of Debt. (4) As of the date of the MD&A. (5) Redevelopment of the 83-suite residence to a 172-suite residence. Chartwell owns a 50% interest in this project.

Project Location Suite s / Beds Suite Type Estimated Development Cost (1) ($ millions) Estimated Lease-up-Losses and Imputed Cost of Debt (1)(2) ($millions) Estimated Adjusted Development Costs (1)(3) ($millions) Adjusted Development Costs incurred as at December 31, 2019 (1)(2) ($millions) Expected Completion Date Expected Stabilized Occupancy Date Reservations (4) Expected Stabilized Occupancy (%) Estimated Stabilized NOI (1)(2) ($millions) Expected Unlevered Yield (2)

Chartwell Guildwood Retirement Residence (5)

Scarborough, ON

172 IL/ISL/ MC 38.6 5.3 43.9 12.7 Q1 2021 Q3 2023 77% 95% 3.0 6.8% Chartwell Meadowbrook Retirement Residence

Lively, ON

56 IL/ISL 25.7 1.8 27.5 10.1 Q2 2020 Q3 2021 51% 93% 1.9 6.9% Chartwell Montgomery Village

Orangeville, ON

122 ISL 44.0 3.6 47.6 6.8 Q2 2021 Q4 2022

  • 93%

3.4 7.1% 350 108.3 10.7 119.0 29.6 8.3 7.0%

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BUILDING SUSTAINABLE VALUE

Highlights of Development Pipeline Projects in Pre-Construction

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Project Location Suites / Beds Suite Type Estimated Development Cost (1) ($ millions) Estimated Lease-up-Losses and Imputed Cost of Debt (1)(2) ($millions) Estimated Adjusted Development Costs (1)(3) ($millions) Adjusted Development Costs incurred as at December 31, 2019 (1)(2) ($millions) Expected Construction Commencement Date Expected Completion Date Expected Stabilized Occupancy Date Expected Stabilized Occupancy (%) Estimated Stabilized NOI (1)(2) ($millions) Expected Unlevered Yield (2)

Chartwell Ridgepointe Retirement Residence

Kamloops, BC

90 ISL 28.9 2.1 31.0 2.3 Q1 2020 Q4 2021 Q4 2023 95% 2.1 6.8% Chartwell Royalcliffe Retirement Community

London, ON

163 IL/MC 35.9 6.0 41.8 1.9 Q3 2020 Q2 2022 Q1 2025 95% 2.8 6.7% Chartwell Ballycliffe LTC (4)

Ajax, ON

224 LTC 57.7 3.6 61.3 4.1 Q1 2020 Q1 2023 Q2 2023 100% 4.2 6.9% 477 122.5 11.7 134.1 8.3 9.1 6.8% (1) Calculated at Chartwell’s ownership interest in the project. (2) Non-GAAP; The definition of this metric and the discussion of its significance can be found in the MD&A. (3) Non-GAAP; represents the total of estimated Development Costs and estimated Lease-up-Losses and Imputed Cost of Debt. (4) We filed an application with the Ontario Ministry of Long Term Care (the “MLTC”) to redevelop the existing 100-bed Class C LTC and 40-suite retirement residence into a 192-bed LTC residence. The MLTC agreed to provide the additional 92 licensed LTC beds and awarded us with another 32 beds for a total of 224 beds. The retirement operations have been discontinued at this location, and demolition of this section of the building has been completed. The existing LTC operations are expected to continue during the redevelopment. Estimated stabilized NOI for this project includes expected capital funding subsidy receipts.

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BUILDING SUSTAINABLE VALUE

(1) Current project status is defined where ‘O’ means ‘Operating’ and C’ means ‘Construction’.

Highlights of Batimo Acquisition Pipeline

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Project Location Suites / Beds Suite Type Current Project Status

(1)

Actual / Expected Completion Date Actual / Expected Stabilized Occupancy Date Chartwell L’Unique III

  • St. Eustache, QC

163 ISL O March 2017 Q4 2019 Chartwell Le Prescott Vaudreuil, QC 324 ISL O June 2017 Q1 2022 Chartwell Le Montcalm Candiac, QC 283 ISL O September 2017 Q1 2021 Chartwell Le St-Gabriel Longueuil, QC 345 ISL / AL O May 2018 Q4 2019 Chartwell Le Teasdale II Terrebonne, QC 221 ISL O October 2018 Q2 2020 Chartwell Greenfield Park Greenfield Park, QC 368 ISL / AL O June 2019 Q3 2021 Chartwell L’Envol Cap Rouge, QC 360 ISL / AL O September 2019 Q4 2021 Chartwell Atwater Montreal, QC 316 ISL / AL / MC C Q4 2021 Q2 2024 Chartwell Trait-Carré Quebec City, QC 361 ISL / AL C Q4 2020 Q2 2022 2,741

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HISTORICAL TRENDS

Adjusted Resident Revenue

($ millions)

Proven track record of profitable growth

Source: Company disclosure. Includes Chartwell’s proportionate share of equity accounted joint ventures. (1) CAGR – Compound Annual Growth Rate (2) Note: In 2015 Chartwell sold its U.S portfolio of 35 properties

250.2 256.9 260.1 206.5 (2) 250.7 262.9 280.3 296.4 2012 2013 2014 2015 2016 2017 2018 2019

EBITDA

($ millions)

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874.5 922.7 927.8 750.1 (2) 834.7 877.4 939.4 976.7 2012 2013 2014 2015 2016 2017 2018 2019

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HISTORICAL TRENDS

Same property portfolio as defined in each year

FFO

($ millions)

Same property portfolio performance

(1) CAGR – Compound Annual Growth Rate

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124.2 133.5 143.0 146.3 172.6 182.5 193.6 199.7 2012 2013 2014 2015 2016 2017 2018 2019 2012 2013 2014 2015 2016 2017 2018 2019 Occupancy % 90.3% 89.8% 90.3% 91.9% 93.6% 93.0% 91.7% 90.0% Adjusted NOI (YOY % growth) 3.7% 1.2% 1.8% 1.9% 6.6% 4.3% 3.3% 1.4% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 80.0% 82.0% 84.0% 86.0% 88.0% 90.0% 92.0% 94.0%

NOI (YOY % Growth) Occupancy %

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HISTORICAL TRENDS

* Effective for the March 31, 2020 distribution payable on April 15, 2020.

Distributions

25

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2019 HIGHLIGHTS

2019 2018 Increase/ (Decrease)

Net income ($ millions) $1.1 $18.5 ($17.4) FFO ($ millions) $199.7 $193.6 $6.1 FFO per unit $0.92 $0.90 $0.02 Average occupancy – same property 90.0% 91.2% (1.2pp) Adjusted NOI – same property ($ millions) $285.7 $281.9 $3.8

  • Resident Satisfaction score is up 5 percentage points to 63%

Very Satisfied

  • Employee Engagement score is up 1 percentage point to 48%

Highly Engaged

  • FFO up 3.2% in 2019
  • Same property adjusted NOI up 1.4% in 2019
  • Distributions increase 2.0% as of March 31, 2020

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Q4 2019 HIGHLIGHTS

Q4 2019 Q4 2018 Increase/ (Decrease)

Net (loss) ($ millions) ($11.5) ($13.1) $1.6 FFO ($ millions) $51.9 $48.5 $3.4 FFO per unit $0.24 $0.23 $0.01 Average occupancy – same property 89.9% 91.4% (1.5pp) Adjusted NOI – same property ($ millions) $71.1 $70.9 $0.2

  • FFO up 7.0% in Q4 2019
  • Same property adjusted NOI up 0.3% in Q4 2019

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Q4 2019 Q4 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $36.6 $36.0 $0.6 1.7% Occupancy 84.8% 86.7% N/A (1.9pp)

ONTARIO RETIREMENT PLATFORM

Occupancy

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2019 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $145.7 $142.3 $3.4 2.4% Occupancy 84.8% 86.5% N/A (1.7pp)

88.4% 87.8% 85.6% 85.9% 86.7% 86.0% 84.3% 83.9% 84.8% 70% 75% 80% 85% 90% 95% 100% Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19

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ONTARIO RETIREMENT PLATFORM

Retirement Suites Demand in Ontario (1)

(1) Additional annual demand for retirement suites in Ontario. Calculated applying current penetration rate of 5.5% to total population of people

aged 75 and older.

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  • Total new suites required to 2039 = 68,206
  • 500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039

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Occupancy

WESTERN CANADA PLATFORM

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Q4 2019 Q4 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $13.3 $13.2 $0.1 0.9% Occupancy 95.0% 96.3% N/A (1.3pp) 2019 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $52.6 $52.7 ($0.1) (0.1%) Occupancy 95.1% 96.2% N/A (1.1pp)

97.1% 96.3% 95.9% 96.2% 96.3% 95.3% 95.0% 95.2% 95.0% 70% 75% 80% 85% 90% 95% 100% Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19

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WESTERN CANADA PLATFORM

Retirement Suites Demand in Alberta (1)

(1) Additional annual demand for retirement suites in Alberta. Calculated applying current penetration rate of 5.7% to total population of people

aged 75 and older.

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  • Total new suites required to 2039 = 21,751
  • 250

500 750 1,000 1,250 1,500 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039

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WESTERN CANADA PLATFORM

Retirement Suites Demand in British Columbia (1)

(1) Additional annual demand for retirement suites in British Columbia. Calculated applying current penetration rate of 8.0% to total population of

people aged 75 and older.

32

  • Total new suites required to 2039 = 40,544
  • 250

500 750 1,000 1,250 1,500 1,750 2,000 2,250 2,500 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039

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SLIDE 34

Occupancy

QUEBEC PLATFORM

33

Q4 2019 Q4 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $14.0 $14.2 ($0.2) (1.8%) Occupancy 90.6% 92.3% N/A (1.7pp) 2019 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $58.4 $58.7 ($0.3) (0.6%) Occupancy 90.9% 92.2% N/A (1.3pp)

93.2% 92.3% 92.0% 92.3% 92.3% 91.4% 90.9% 90.7% 90.6% 70% 75% 80% 85% 90% 95% 100% Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19

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SLIDE 35

QUEBEC PLATFORM

Retirement Suites Demand in Quebec (1)

(1) Additional demand for retirement suites in Quebec. Calculated applying current penetration rate of 18.4% to total population of people aged 75

and older.

34

  • Total new suites required to 2039 = 131,192
  • 1,000

2,000 3,000 4,000 5,000 6,000 7,000 8,000 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039

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SLIDE 36

Occupancy

ONTARIO LTC PLATFORM

35

Q4 2019 Q4 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $7.2 $7.5 ($0.3) (3.5%) Occupancy 98.5% 98.5% N/A

  • 2019

2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $28.9 $28.1 $0.8 2.9% Occupancy 98.6% 98.3% N/A 0.3pp

98.7% 97.7% 98.4% 98.4% 98.5% 98.4% 98.7% 98.8% 98.5% 70% 75% 80% 85% 90% 95% 100% Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19