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Interim Results Six months ended 31 March 2011 Extraordinary days every day PRESENTATION STRUCTURE PRESENTERS: Farouq Sheikh, Executive Chairman David Pugh, Group Finance Director Page AGENDA OUR BUSINESS AND THE MARKET: About CareTech 3

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SLIDE 1

Interim Results

Six months ended 31 March 2011

Extraordinary days every

day

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SLIDE 2

PRESENTATION STRUCTURE

PRESENTERS:

Farouq Sheikh, Executive Chairman David Pugh, Group Finance Director

AGENDA

Page

OUR BUSINESS AND THE MARKET:

About CareTech 3 Group Highlights 4 Social Care in the public eye 5 Group Operations 6 Adult Learning Difficulties 7

2

Adult Learning Difficulties 7 Young People Residential Services 8 Foster Care and Family Services 9 Mental Health 10

INTERIM PERFORMANCE:

Financial Highlights 11 Income Statement Highlights 12 Adjustment Items 13 Cashflow Highlights 14 Balance Sheet Highlights 15 Bank Facility and Covenants 16

STRATEGY:

Strategy 17

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SLIDE 3

ABOUT CARETECH

  • The leading specialist provider of social care for children and adults with complex needs
  • Founded in 1993
  • Floated on AIM – 2005 and progressively grown from 423 places (at float) to 1,930 on 31 March 2011
  • Highly visible long term income stream with strong asset backed balance sheet
  • 3
  • Sharp market awareness and innovative care pathway approach
  • Strategy of selective acquisitions and investment in organic growth
  • National profile supported by a strong regional structure for service delivery
  • Dedicated specialists support growth
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SLIDE 4
  • Delivering quality services and reliable growth in a challenging

market:

  • Turnover up 26%
  • EBITDA up 7%
  • PBT up 3%
  • Cash backed EBITDA
  • Capacity increase of 121 places

GROUP HIGHLIGHTS

  • Investing in the future:
  • Built the team for further growth – increasing the scope of
  • ur social care pathway
  • Successfully integrated acquisitions
  • Market driven reconfiguration of 5 homes
  • Good position against our peer group
  • Safe and dependable services
  • Quality reputation
  • Strong balance sheet

4

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SLIDE 5

SOCIAL CARE IN THE PUBLIC EYE

Fee rate pressure

  • Variable across authorities and specialisms

Annual fee review with 40 out of 127 authorities, producing an overall neutral price change Individual contract reviews at a cost of £0.7m in H1 2011, including volume for price deals Occupancy

  • Stable mature occupancy of 92% and blended occupancy of 87%

Volume for price and further outsourcing remain attractive solutions for local authorities 5 Safety and Quality of Care

  • 87% of our services rated as good or excellent

Our No.1 commitment Staff recruitment, training and internal quality assurance team Operating lease exposure

  • Predominately a freehold backed model (£229m at August 2009 valuation)

H1 2011 RPI-linked sale & leaseback rental costs of only £2.1m

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SLIDE 6

GROUP OPERATIONS

CareTech Holdings plc

6

Adult learning difficulties

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SLIDE 7

ADULT LEARNING DIFFICULTIES

MARKET

  • 1.4m people in the UK have a learning disability
  • 185,000 of these cannot live independently
  • UK market for adult residential LD worth £3.2bn
  • 5.5% p.a. market growth rate
  • Highly fragmented, CareTech is the second largest

provider with less than 2% market share OPERATIONS (31 March 2011) 7 STRATEGY

  • Care pathway
  • Focus on bed fill of existing portfolio, organic

developments and leasehold solutions

  • Bolt-on acquisitions when compelling

RESIDENTIAL SUPPORTED LIVING COMMUNITY SUPPORT

  • Capacity:

1,421 places Occupancy: 86.5% Average weekly fee: £1,176 Turnover: £36.7m

  • 8 homes (55 capacity) being reconfigured
  • National, regional and local management structure
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SLIDE 8

YOUNG PEOPLE RESIDENTIAL SERVICES

MARKET

  • 17,000 children in England looked after outside foster care
  • Residential children’s market across England worth £1.0bn
  • 5.7% p.a. market growth rate
  • Highly fragmented

STRATEGY

  • Care pathway

OPERATIONS (31 March 2011) 8

  • Educational and specialist support
  • Focus on bed fill of existing LD portfolio, strategic EBD

acquisitions and organic specialist EBD developments LEARNING DIFFICULTIES SUPPORTED LIVING SPECIALIST EBD FOSTER CARE

  • Capacity:

104 places Occupancy: 80% Average weekly fee: £3,348 Turnover: £6.9m

  • EBD acquisitions successfully integrated and

specialist teams being established

  • Additional capacity growth in North Wales, South

Wales and Shropshire through organic developments

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SLIDE 9

FOSTER CARE AND FAMILY SERVICES

MARKET

  • 47,000 children in England are in foster care
  • Foster care market across England worth £1.1bn
  • 7% p.a. market growth rate
  • CareTech is a top ten provider with less than 1% market

share STRATEGY OPERATIONS (31 March 2011) 9

  • Organic growth with current placement authorities
  • Tender for adjacent territories
  • Acquisition of quality IFA’s in new geographical regions
  • Turnaround of Care UK fostering operations and integration of

acquisitions

  • I.T. systems reorganised onto common platform

Capacity: 269 places Average weekly fee: £869 Turnover: £5.6m Available spaces with carers: 40 places

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SLIDE 10

MENTAL HEALTH

MARKET

  • 2.4% of the UK population will be referred to a specialist

psychiatric service

  • NHS/LA spend on mental health is £12bn
  • Independent care homes for mental health in England cost

£685m, with non-residential costing a further £281m

  • 70% of prisoners have mental health problems

OPERATIONS (31 March 2011) 10 STRATEGY

  • Care pathway
  • Focus on bed fill of existing portfolio, leasehold supported living

and growth in outreach services

  • Bolt-on acquisitions when compelling
  • Acquisitions have been successfully integrated
  • Positive engagement with placement authorities

RESIDENTIAL LOW SECURE & STEP DOWN SUPPORTED LIVING & OUTREACH Capacity: 136 Occupancy: 83% Average Weekly fee: £1,203 Turnover: £3.0m

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SLIDE 11

FINANCIAL HIGHLIGHTS

  • Revenue growth of 26% to £52.2m (2010: £41.4m)
  • EBITDA growth of 7% to £10.2m (2010: £9.5m)
  • PBT growth of 3% to 6.7m (2010: £6.5m)
  • Diluted EPS declined by 6% to 10.8p (2010: 11.4p), with 7% more shares in issue
  • 11
  • Dividend of 2.00p (2010:1.84p) representing an increase of 9%
  • Cash backed EBITDA (£11.2m operating cash inflow)
  • Net debt of £122m (19% EBITDA covenant headroom)
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SLIDE 12

2011 £m Acquisitions £m Other £m 2010 £m REVENUE 52.2 12.4 (1.6) 41.4 EBITDA(i) 10.2 3.0 (2.3) 9.5

INCOME STATEMENT HIGHLIGHTS

for the 6 months ended 31 March

6 months Ended 31 March 6 months Ended 31 March EBITDA MARGIN 20% 2% (5%) 23% PROFIT BEFORE TAX (ii) 6.7 6.5 DILUTES EPS (ii) 10.8p 11.4p 12

(i) EBITDA is operating profit stated before depreciation, share-based payments charge and adjustment items (page 13) (ii) Profit before tax and diluted earnings per share are stated before adjustment items (page 13)

Analysis of major ‘other’ movements: Fee pressure Reconfigure homes Overheads Other Revenue (0.7) (1.2)

  • 0.3

(1.6) EBITDA (0.7) (0.4) (0.7) (0.5) (2.3) EBITDA margin (1.5%) (1%) (1.5%) (1%) (5%)

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SLIDE 13
  • In last year’s accounts ‘Acquisition and development related staff costs’ were not charged against EBITDA(i). The

treatment has been amended such that all periods now reflect this reduction to EBITDA(i).

  • The disclosure of certain current and non-current liabilities has been enhanced and more clearly demonstrates their

future impact on net debt. IFRS also requires changes in acquisition fair values to be restated for the prior period.

  • Adjustment items charged / credited in the Income Statement are as follows:

ADJUSTMENT ITEMS

6 months ended 31 March 2011 £’m Year ended 30 September 2010 £’m 13 ACQUISITION FEES (0.7) (3.6) POST ACQUISITION INTEGRATION AND REORGANISATION COSTS (0.7) (1.1) FAIR VALUE ADJUSTMENTS FOR PRIOR YEAR ACQUISITIONS

  • (0.6)

Non-cash BARGAIN PURCHASE CREDIT 0.4 3.8 Non-cash ADJUSTMENTS FOR MINIMUM FUTURE LEASE PAYMENT UPLIFTS (0.7) (1.5) Non-cash EBITDA ADJUSTMENT ITEMS (1.7) (3.0) AMORTISATION OF INTANGIBLES (1.5) (0.9) Non-cash LOAN FINANCE ARRANGEMENT FEES

  • (1.7)

CHARGES RELATING TO DERIVATIVE FINANCIAL INSTRUMENTS 0.4 (3.2) PBT ADJUSTMENT ITEMS (2.8) (8.8)

(i) EBITDA is operating profit stated before depreciation, share-based payments charge and adjustment items (ii) Profit before tax and diluted earnings per share are stated before adjustment items

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SLIDE 14

CASHFLOW HIGHLIGHTS

for the 6 months ended 31 March

2011 £m 2010 £m OPERATING CASH FLOW BEFORE ADJUSTMENT ITEMS 11.2 9.5 EBITDA CASH CONVERSION RATIO 110% 100% SHARE ISSUE

  • 14.6

11.2 24.1 MAINTENANCE CAPITAL EXPENDITURE (2.0) (1.8) INTEREST, DIVIDENDS & TAX PAID (4.0) (1.1)

6 months Ended 31 March 6 months Ended 31 March

14 5.2 21.2 ADJUSTMENT ITEMS PAID(a) (4.4) (1.5) ACQUISITIONS (8.2) (2.3) DEVELOPMENT CAPITAL EXPENDITURE (1.3) (4.8) INCREASE IN NET DEBT (8.7) 12.6 OPENING NET DEBT (113.2) (93.4) CLOSING NET DEBT (121.9) (80.8) (a) Adjustment items paid comprise: Acquisition fees (2.4)

  • Post acquisition integration and reorganisation costs

(0.5)

  • Charges relating to derivative financial instruments

(1.5) (1.5) (4.4) (1.5)

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SLIDE 15

31 March 2011 £m 30 September 2010 £m TANGIBLE FIXED ASSETS (£229m valuation) 187.6 184.1 GOODWILL AND INTANGIBLES 61.3 53.1 248.9 237.2 NET DEBT (121.9) (113.2) DEFERRED AND CONTINGENT CONSIDERATION PAYABLE: WITHIN 1 YEAR (7.4) (7.2)

BALANCE SHEET HIGHLIGHTS

WITHIN 1 YEAR (7.4) (7.2) BEYOND 1 YEAR

  • (0.6)

(7.4) (7.8) INEFFECTIVE DERIVATIVE FINANCIAL INSTALMENTS: WITHIN 1 YEAR (2.4) (2.9) BEYOND 1 YEAR (2.0) (3.4) (4.4) (6.3) RECEIVABLES, PAYABLES AND TAX (8.9) (7.9) DEFERRED TAX AND MINIMUM FUTURE LEASE PAYMENTS (35.1) (32.0) NET ASSETS 71.2 70.0 15

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SLIDE 16

FACILITY

  • £160m maturing in April 2013
  • Includes £80m term loan amortising to a bullet of £66.5m
  • Term loan margin of LIBOR + 1.75%, with revolving credit margin of LIBOR + 2.25%
  • £55m of interest rate hedging to cap LIBOR at 2.75% until April 2013

BANK FACILITY AND COVENANTS

16 COVENENTS: Covenant 31 March 2011 Headroom £m Net debt: EBITDA 5.5 times 4.5 times 29 / 5 Loan: Value 70% 57% 29 / 41 EBITDA: Interest 2.75 times 4.66 times 11 / 4 EBITDA: Interest & rent 1.85 times 2.79 times 11 / 6 Free cash flow: Bank payments 1:1 1.3:1 3

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SLIDE 17
  • Positioned to be the safe and reliable face of the independent social care industry, delivering exceptional value for social

services commissioners and positive outcomes for the users of our services

  • Delivering innovative solutions for individuals within an integrated national organisation
  • STRATEGY

17

  • Consistent medium term commercial strategy to consolidate the fragmented markets
  • Proven track record of delivering organic and acquisitive growth at attractive blended multiples
  • Focus on organic developments, selective bolt on acquisitions and cost efficiencies
  • Management interests strongly aligned with shareholders