Investor Presentation First quarter of 2018 results Investing in - - PowerPoint PPT Presentation

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May 2018

ghg.com.ge

Investing in the growth and quality of healthcare in Georgia Investor Presentation

First quarter of 2018 results

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Contents

Annexes GHG | Overview and strategy GHG | Results discussion – 1Q18 Macroeconomic and Industry Overview

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A unique investment story supported by compelling theme

GHG’ s(1) market leading position, a unique business model with significant growth potential and highly experienced management team make it a credible investment opportunity

✓ The largest healthcare service provider in Georgia: 26.4%market share by number of beds (3,320)2 ✓ The largest pharmaceuticals retailer and wholesaler in Georgia: 30% market share by sales(3), over 2 million client interactions per month, with 0.5 million loyalty card members ✓ The 2nd largest medical insurer in Georgia: 27.9% market share(4), c.159,000 individuals insured as at March 2018 ✓ The widest population coverage : coverage of over 3/4 of Georgia’s 3.7 million population(5) with 37 high quality hospitals, 17 district polyclinics, 24 express outpatient clinics, and 256 pharmacies ✓ Institutionalising the industry: strong corporate governance; standardised processes; improving safety and quality by implementing the Joint Commission International (“JCI”) benchmarked standards; own personnel training center

Market leader

1 ✓ The single largest integrated player in the Georgia healthcare ecosystem of GEL 3.5 billion aggregate value with a cost advantage due to its scale of operation: purchasing, centralisation of administrative functions

– The next largest healthcare services competitor has only 5% market share by beds – The largest purchaser of pharmaceutical products in Georgia

✓ Better access to professional management and high calibre talent

– One of the largest employers in the country: 15,491 full time employees, including 3,553 physicians, 3,305 nurses and 867 pharmacists

✓ Referral system & synergies with insurance and pharma business:

– Presence of patient pathway, and referral synergies – Insurance activities provide steady revenue stream for our polyclinics and bolster hospital patient referrals – 0.5 million loyal customers in our pharma business with an upside to cross-sell

Business model with cost and synergy advantages

2 ✓ Low base: only US$325 healthcare spending per capita(6), only 3.9 outpatient encounters per capita annually(7), only US$43,000 revenue per referral hospital bed for GHG (8) ✓ Supported by attractive macro:(9) Georgia – one of the fastest growing countries in Eastern Europe, open and easy emerging market to do business (10), with real GDP growth averaged 4.5% annually in 2007-17. Only 8.7% of GDP is spent on healthcare and spending growing at 11.5% CAGR 2000-2014 (6); government spending more than doubled between 2011-17(11) ✓ Implying long-term, high-growth expansion that is driven by:

– Universal Healthcare Program (UHC) – Pick-up in polyclinics (outpatient market) – Close service gaps – Potential to develop medical tourism

Long-term high-growth opportunities

3 ✓ Strong business management team – an increased market share by beds from under 1% in 2009 to 26.4% currently ✓ Robust corporate governance: exceptional in Georgia’s healthcare sector, as it is the only Premium Listed company in the Georgian corporate industry (LSE:GHG LN) (12); 57% shareholder is BGEO Group PLC – listed on the Premium segment of the Main Market of the London Stock Exchange (LSE:BGEO), part of the FTSE 250 index. The rest of the shares are

• wned by institutional investors and management as part of Employee Stock Ownership Plan

(ESOP) ✓ In-depth knowledge of the local market

Sources: (1) Georgia Healthcare Group established in Georgia and in UK (2) National Center for Decease Control(“NCDC”). Data as of December 2016, updated by GHG to include the changes before 31 March 2018 (3) Market size Frost and Sullivan analysis (4) Market share by gross revenue; Insurance StateSupervision Service Agency of Georgia (“ISSSG”) as of 31 December 2017 (5) Geostat.ge, data as of 2015. The coverage refers to the geographic areas served by GHG facilities (6) Frost and Sullivan analysis (7) NCDC statistical yearbook 2016 (8) GHG internal reporting. Revenue per referral hospital bed excludes data of newly lunched Tbilisi Referral Hospital and Regional Hospital (9) Euromonitor, World Bank’s 2012 “Ease of Doing Business Report”, other public information. (10) Ranked #9 in World Bank’s 2018 “Ease of Doing Business Report”,ahead of all its neighboring countries and several EU countries. (11) Ministry of Finance, Ministry of Economy (12) GHG Group PLC successfully completed its IPO of ordinary shares on the Premium Segment of LSE on 12 November 2015

Strong management with proven track record

4

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1.00 1.50 2.00 2.50 3.00 3.50

9-Nov-2015 18-Nov-2015 27-Nov-2015 6-Dec-2015 15-Dec-2015 24-Dec-2015 2-Jan-2016 11-Jan-2016 20-Jan-2016 29-Jan-2016 7-Feb-2016 16-Feb-2016 25-Feb-2016 5-Mar-2016 14-Mar-2016 23-Mar-2016 1-Apr-2016 10-Apr-2016 19-Apr-2016 28-Apr-2016 7-May-2016 16-May-2016 25-May-2016 3-Jun-2016 12-Jun-2016 21-Jun-2016 30-Jun-2016 9-Jul-2016 18-Jul-2016 27-Jul-2016 5-Aug-2016 14-Aug-2016 23-Aug-2016 1-Sep-2016 10-Sep-2016 19-Sep-2016 28-Sep-2016 7-Oct-2016 16-Oct-2016 25-Oct-2016 3-Nov-2016 12-Nov-2016 21-Nov-2016 30-Nov-2016 9-Dec-2016 18-Dec-2016 27-Dec-2016 5-Jan-2017 14-Jan-2017 23-Jan-2017 1-Feb-2017 10-Feb-2017 19-Feb-2017 28-Feb-2017 9-Mar-2017 18-Mar-2017 27-Mar-2017 5-Apr-2017 14-Apr-2017 23-Apr-2017 2-May-2017 11-May-2017 20-May-2017 29-May-2017 7-Jun-2017 16-Jun-2017 25-Jun-2017 4-Jul-2017 13-Jul-2017 22-Jul-2017 31-Jul-2017 9-Aug-2017 18-Aug-2017 27-Aug-2017 5-Sep-2017 14-Sep-2017 23-Sep-2017 2-Oct-2017 11-Oct-2017 20-Oct-2017 29-Oct-2017 7-Nov-2017 16-Nov-2017 25-Nov-2017 4-Dec-2017 13-Dec-2017 22-Dec-2017 31-Dec-2017 9-Jan-2018 18-Jan-2018 27-Jan-2018 5-Feb-2018 14-Feb-2018 23-Feb-2018 4-Mar-2018 13-Mar-2018 22-Mar-2018 31-Mar-2018 9-Apr-2018 18-Apr-2018 27-Apr-2018

GHG – shareholder structure and share price

Investors Strong support from institutional investors at IPO(1)

Institutional Investors represent 40% of the shareholders

Geographically well-diversified institutional shareholder base(1)

UK & Ireland– 37% USA & Canada – 32% Luxemburg – 13% Other– 17%

Top Investors (1) Stock Price Performance(2) Market Capitalisation(3) Average trading daily volume

Note: (1) As of 29 March 2018 (2) Share price change calculated from the closing pries of GHG LN, starting from trading date 9 November 2015 to the price of GHG LN as of 4 May 2018 (3) Source: Bloomberg; Market Capitalisation of GHG as of 4 May 2018, GBP/USD exchange rate 1.3531

Stock trading performa nce

BGEO 57.0% Wellington Management 7.4% T – Rowe Price 6.2%

1.7 GBP - IPO Price 2.79 GBP as at 4 May 2018

40% 57% 3% Institutional investors BGEO Managament and other 497.1

• 100.0

200.0 300.0 400.0 500.0 600.0 4-May-2018 US$ millions

32% 37% 13% 17%

USA & Canada UK & Ireland Luxemburg Other

GBP

50.1

• 10.0

20.0 30.0 40.0 50.0 60.0 1Q18 US$ thousands

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16 hospitals 2,825beds

85%

21 hospitals 495 beds

Segment overview

Key Segments Key Services

Healthcare services Medical insurance

Market Size 2017

Community Hospitals Polyclinics

(outpatient clinics)

Medical Insurance

Basic outpatient and inpatient services in regional towns and municipalities Outpatient diagnostic and treatment services in Tbilisi and major regional cities Range of private insurance products purchased by individuals and employers

GEL 1.2bln

GEL 0.7bln (2) GEL 0.2bln(3)

Selected Operating Data 1Q18

21% by revenue 26.4% by beds (total 3,320 beds)

Market Share

17 district polyclinics 24 express outpatient clinic c.159,000 individuals insured as at March, 2018

15%

Pharma

Pharma

Wholesaler and urban-retailer, with a countrywide distribution network

GEL 1.5bln (2)

30% by revenue 256 pharmacies in major cities 2% by revenue 28% by revenue

Georgia Healthcare Group

Referral Hospitals

General and specialty hospitals

• ffering outpatient and inpatient

services in Tbilisi and major regional cities

Hospitals addressable (1)

3% 29% 2%

Financials 1Q18

GEL 207.7 mln(4) GEL 31.4 mln (4)

EBITDA Gross

Revenue GEL 61.7mln 2012-1Q18 CAGR 43% GEL 6,2 mln 2012-1Q18 CAGR 14% GEL 5.0 mln 2012-1Q18 CAGR 36% GEL 17.9mln 2012-1Q18 CAGR 47% GEL 0.7mln 2012-1Q18 CAGR 30% GEL 0.2 mln EBITDA Margin: 26.2% EBITDA Margin: 13.5% EBITDA Margin: 1.5%

(1) Frost & Sullivan analysis, 2017. Market adjusted by the company to exclude the revenue from specialty beds - addressable market (2) Frost & Sullivan analysis 2017. Polyclinics market excludes revenue from dental and aesthetic services Sources: ` (3) ISSSG, as of 31 December 2017 (4) Net of intercompany eliminations

GEL 126.9 mln GEL 12.6 mln EBITDA Margin: 10.0% GEL 13.3 mln

60% 6% 1% 57% 2% 40%

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Clear market leader (1/2)

3/4 of population covered

Network of healthcare facilities and pharmacies

Broad geographic coverage and diversified healthcare services and pharmacy network covering 3/4 of Georgia’s population

Sources: GHG internal reporting

Extensive Geographic Coverage(1)

Georgia

Tbilisi Telavi Poti

1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1

+1 +1 +1 Zugdidi

1

Batumi Akhaltsikhe

Akhmeta Kvareli Ninotsminda Akhalkalaki Adigeni Khulo Shuakhevi Keda Kobuleti Khobi Chkhorotsku Martvili Tsalenjikha Abasha Khoni Tskaltubo Tkibuli Terjola

2 Kutaisi 1 1 1 1

Chakvi

7 159

+10

3

Gurjaani

2

Rustavi

5

Mtskheta

1

Gori

8

Khashuri

1 4

Zestafoni Samtredia

3 14 6

Ozurgeti

2

Senaki

2 11 3 2

+1

1

Aspindza

2

Number of Referral Hospitals Number of Community Hospitals District Polyclinics + Regions of Presence Number of Pharmacies

1 1 1

Dmanisi

1

Gardabani

1

Bolnisi

2 1

Lanchkhuti

1

Kaspi

1

Mestia

1

Marneuli

2

Sagarejo

1

Sachkhere

1 1 1

Tsnori

1 1

Tchiatura

1 2

+1 +1

1 1

Lagodekhi

1

Kareli

1 1

Bakuriani

1

3,320 hospital beds 16 referral hospitals 21 community hospitals 17 district polyclinic and 24 express outpatient clinics 256 pharmacies

1

+1

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7 13 4 5 19 24 51 64

Other IC Group Aversi Ardi PSP GHG in medical insurance Vienna Insurance Group 38 %

7,416 145 233 379 536 561 3,320

Other PSP Inova Aversi Vienna Insurance Group Ghudushauri-Chachava GHG in healthcare services

378 270 410 450

Other Aversi PSP GHG in pharma

Clear market leader (2/2) in a fragmented competitive landscape

Leader in Georgia with clear and established #1 market positions in healthcare services and pharma markets, 2nd largest in medical insurance market

Healthcare services (Hospitals) Medical Insurance

Market share

28% 7% 2% 10% 14% 36% 26% 5% 4% 3% 2% 59%

Pharma

25% 18% 30% 27% 1%

(Number of Beds as of March 2018)(1) (Gross premium revenue, GEL millions as of 31 Dec 2017)(3) (Revenue, GEL millions in 2017)(2)

3%

Sources: (1) NCDC, data as of December 2016, updated by GHG to include changes before 31 March 2018; excluding speciality beds (2) Total market Frost & Sullivan analysis 2017. Revenue distribution between competitors represents managements estimates. (3) Insurance State Supervision Service Agency of Georgia as of 31 December 2017

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Long-term, high-growth prospects Accelerated revenue market share growth

Hospitals Pharma Polyclinics

GEL 1.2bln GEL 0.7bln

Insurance

GEL 1.5bln GEL 0.2bln

by revenue | by beds

Segment Market

Addressable (2017)

Market shares

2017 YE2018

21% | 25%

by revenue

2% c.5%

by revenue

30% 30%+

by revenue

29% 30%+

Long-term

30%+ c.15%+ 30%+ 30%+ c.25% | 28%

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8.0%+ EBITDA margin

gradually improving to

c.30% EBITDA margin

Focused growth strategy through 2018

Hospitals Pharma Polyclinics Insurance

Segment Medium to long term P&L targets

▪ Combined ratio <97% ▪ Claims retained within GHG >50% c.5%

by revenue

30%+

by revenue

30%+

by revenue

Market share Targets 2018 Enhancing retails footprint Enhancing retail margin (synergies;

private label)

Growing wholesale revenue Enhancing digital channels and customers loyalty

Enhancing footprint in Tbilisi Strengthening existing services in elective care (Investing in key doctors) Filling service gaps (Mental health, Home care, etc.) Developing fee business line Enhancing digital channels

Key focus areas in

medium-term

Portfolio re-pricing and cost-efficiencies Redirecting more patients to GHG Polyclinics & pharmacies

Accelerated footprint growth Increasing number of registered customers Sales growth through various channels (new services, corporates, state) Enhancing digital channels

1 2 3 1 2 1 2 3 4 1 2

25% | 28%

by revenue | by beds

4 5 3 4

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Before Renovation

Focused growth strategy in healthcare services business

Increasing footprint in capital with 332-bed first class Tbilisi Referral Hospital

Target population:

East Part of Tbilisi (350K Population) Capturing referrals from East Georgia (350K Population)

Project details:

332 Bed hospital 2.7 hectares 11 Operating Rooms

Services offered:

Full spectrum of inpatient and outpatient services, including:

• Cardio surgery
• Vascular surgery
• Neurosurgery
• General surgery
• Nephrology (including Dialysis)
• Gynaecology
• Obstetrics
• Orthopaedics
• Paediatrics
• Multi segmented Intensive Care Unit (“ICU”)
• Emergency (“ER”)
• Rehabilitation
• Diagnostics

Services to be launched soon:

• Psychiatry unit
• Palliative medicine
• Pain centre
• Transplantology

After Renovation

January 2016 October 2017 Opened in April 2017 and added additional capacity in December 2017 – continued to improve the occupancy rate to reach 43% in 1Q18

Highlights

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Before Renovation After Renovation

January 2016 October 2017

Focused growth strategy in healthcare services business

Increasing footprint in capital with 306-bed flagship Deka Hospital

The 306-bed Regional Hospital was fully renovated and opened at the end of February 2018. It now serves as one of the Group’s flagship hospitals, and we intend for it to become the hospital of choice for high- quality elective medical care countrywide.

Target population:

Medium and high income patient Opportunity for medical tourism

Project details:

306 Bed hospital 2.4 hectares Targeting JCI Accreditation

Services offered:

Full spectrum of inpatient and outpatient services, including:

• Cardio surgery
• Vascular surgery
• Neurosurgery
• General surgery
• Minimal invasive surgical centre
• Gynaecology
• Orthopaedics
• Ophthalmology
• Urology
• Oncology
• Haematology
• ICU
• ER
• Telemedicine
• Diagnostics

Highlights

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Investing in and developing high quality elective care services

Developing new, high-quality medical services, particularly focusing on elective care, to cover existing service gaps in Georgia. In 1Q18 we launched three new services and the process will continue throughout the year

Launched 60 new services

Including:

• In vitro Fertilization
• Kids Cardio Surgery
• Oncology Centre

Launched 54 new services

2017 2016

In 1Q18 launched three new services

Including:

• Bone Marrow Transplant
• Children’s Oncology
• Onco surgery

Also some basic services that are not presented in some of our regional hospitals, such as: neonatology, diagnostics, ophthalmology, mammography and breast surgery, gynaecology, cardio-surgery, traumatology, angio-surgery, maternity

Pipeline:

• Bariatric Surgery
• Mental Health
• Home care

Including:

• Urology
• Oncological gynaecology
• Surgical gynaecology

2018

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13 2016

#8

MAY

#9

AUG

#10

OCT

#11

MTATSMINDA POLYCLINIC ISANI POLYCLINIC DIDUBE POLYCLINIC

START OF ACCELERATION

SEP DEC

#12 #13

ZUGDIDI POLYCLINIC DIDI DIGOMI POLYCLINIC BATUMI POLYCLINIC

2017

#14

OCT

MARNEULI POLYCLINIC

Through the acquisition of polyclinics and various campaigns, we have increased the number of registered patients to c.108,000. We plan to further grow our polyclinic business both organically and through further acquisitions. Our target is to reach c.200,000 registered patients by early 2019.

#15

ORTACHALA POLYCLINIC MTATSMINDA POLYCLINIC

DEC

ORGANISED IN CLUSTERS Each cluster includes a district Polyclinic, located centrally in a particular district of the city, and three to five smaller express

• utpatient clinics, located in other

areas of the same district.

Area: 1800-2500 sq/m Offering: Full scale services Working hours: 10:00-20:00, 6 days a week Investment: GEL 2.0mln Area: 20-200 sq/m Offering: Basic services Working hours: 09:00-21:00, 7 days a week Investment: GEL 300 thousand Express

• utpatient

clinic Large scale (district) Polyclinic

District Polyclinic District Polyclinic District Polyclinic District Polyclinic District Polyclinics Express outpatient clinic

Focused growth strategy in outpatient market

Increase in the number of polyclinics in our network (outpatient clinics)

Since 2016 7 district polyclinics

#16

Launch Acquisition

2018

#17

MAR

SABURTALO POLYCLINIC

Number of polyclinics

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GHG setting new standard among competition in outpatient business

Source: company photos

Reception Doctor’s office Competition GHG Polyclinic Reception Doctor’s office

Mitskevich polyclinic, Tbilisi, September 2015 Joen clinic, Tbilisi, September 2015 9th polyclinic, Tbilisi, September 2015 Express outpatient clinic, Tbilisi, December 2014 Express outpatient clinic, Tbilisi, December 2014 Express outpatient clinic, Tbilisi, December 2014

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Expanding retail footprint in pharma business

GPC & Pharmadepot retail footprints complement each other

While GPC is a well established retailer with significant presence on high street, Pharmadepot is better represented in residential areas Heading to 300 pharmacies over two years

Number of pharmacies

New concept GPC pharmacy store opened in 2017

Total of 256 pharmacies now

8 13 30 59 110 19 30 60 37 146

27 43 90 96 256

Shopping Areas Clinic Residential area High street Total

GPC Pharmadepot

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Enhancing retail margin in pharma business

One of the top priorities in our pharma business is to increase profitability by increasing revenue share of private label products Currently 35 private label medicines are presented in our pharmacies

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Clinical – Strategy

Our main challenges Goal

Lack of doctors & Nurses: quality and new generation Complete first round of stuff retraining by 2020

X

Quality of basic medical care Complete quality management framework implementation. Receive JCI accreditation on some

• f our major referral hospitals in

coming years

X

Lack of services Continue to launch new services Capture patient flow export.

X

What we achieved

• 5,150 doc’s /5,150 nurses retrained
• 85 ToTs developed
• 263 residents in 24 specialties
• 2 Major hospitals constructed

✓

Quality control framework up and running

✓

More than 1000 new services were launched over last two years Up to 50 new services in 2018 pipeline

✓

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Contents

Annexes GHG | Overview and strategy GHG | Results discussion – 1Q18 Macroeconomic and Industry Overview

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14.0 12.4 13.3 0.0 5.0 10.0 15.0 20.0 25.0 1Q17 4Q17 1Q18 111.4 121.4 126.9 0.0 40.0 80.0 120.0 160.0 200.0 1Q17 4Q17 1Q18 66.3 68.4 73.5 0.0 20.0 40.0 60.0 80.0 100.0 1Q17 4Q17 1Q18 186.4 197.6 207.7

• 50.0

100.0 150.0 200.0 250.0 1Q17 4Q17 1Q18

+11.4% +5.1%

Revenue – GHG Revenue – Healthcare services business

GEL millions GEL millions

Revenue – Pharma business

GEL millions

Revenue – Medical insurance business

Source: GHG Internal Reporting * Gross revenue including corrections and rebates and is net of intercompany eliminations

GHG y-o-y revenue growth was mainly organic and was driven by double- digit growth in both the pharmacy and healthcare services businesses

GEL millions * Gross revenue including corrections and rebates

+10.9% +7.5% +13.9% +4.5% +7.5%

• 4.7%

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4.8 5.5 5.8 0.0 5.0 10.0 15.0 20.0 1Q17 4Q17 1Q18 15.0 17.1 18.9 0.0 10.0 20.0 30.0 40.0 50.0 1Q17 4Q17 1Q18 45.8 45.6 48.2 0.0 20.0 40.0 60.0 80.0 1Q17 4Q17 1Q18 3.6 4.3 5.0 0.0 2.0 4.0 6.0 8.0 10.0 12.0 1Q17 4Q17 1Q18 5.7 5.7 6.2 0.0 3.0 6.0 9.0 12.0 15.0 1Q17 4Q17 1Q18 56.4 58.1 61.7 0.0 20.0 40.0 60.0 80.0 100.0 1Q17 4Q17 1Q18

Healthcare services revenue breakdown by segments

GEL millions Source: GHG Internal Reporting

Strong business performance resulted in revenue growth from all payment sources, including from Government-funded healthcare programmes

GEL millions

+6.2%

GEL millions GEL millions

Referral hospitals Community hospitals Polyclinics Healthcare services revenue breakdown by source of payments

GEL millions GEL millions

Out-of-pocket Medical insurance Government-funded

+9.3% +8.8% +8.9% +15.4% +38.2% +5.7% +5.1% +10.5% +25.3% +6.7% +20.6%

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12.7 11.2 11.9 0.0 5.0 10.0 15.0 20.0 25.0 1Q17 4Q17 1Q18 84.4 90.7 95.6 0.0 20.0 40.0 60.0 80.0 100.0 120.0 1Q17 4Q17 1Q18 37.8 38.2 41.5 0.0 15.0 30.0 45.0 60.0 1Q17 4Q17 1Q18 129.7 134.3 143.2 0.0 30.0 60.0 90.0 120.0 150.0 180.0 1Q17 4Q17 1Q18

Cost of services – GHG* Cost of services – Healthcare services business

GEL millions GEL millions

Cost of services – Pharma business

GEL millions

Cost of services – Medical insurance business

Source: GHG Internal Reporting * Net of intercompany eliminations

GHG cost of services breakdown by segments

GEL millions

+10.3% +6.6% +10.0% +8.7% +13.2% +5.3%

• 6.6%

+6.5%

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4.2 3.4 4.5

• 2.0

4.0 6.0 8.0 1Q17 4Q17 1Q18 10.5 10.4 11.4

• 5.0

10.0 15.0 20.0 1Q17 4Q17 1Q18 23.1 24.4 25.6

• 10.0

20.0 30.0 40.0 1Q17 4Q17 1Q18

GEL millions Source: GHG Internal Reporting

Healthcare services cost of services breakdown

GEL millions GEL millions

Cost of salaries and other employee benefits Cost of materials and supplies Cost of utilities, providers and other

+4.9% +11.0% +10.4% +9.3% +30.5% +6.0%

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1.7 1.1 1.2 0.0 1.0 2.0 3.0 4.0 5.0 1Q17 4Q17 1Q18 18.3 18.2 18.7 0.0 7.0 14.0 21.0 28.0 35.0 1Q17 4Q17 1Q18 31.0 32.2 32.4

• 7.0

14.0 21.0 28.0 35.0 42.0 1Q17 4Q17 1Q18 11.1 11.5 12.8

• 5.0

10.0 15.0 20.0 25.0 1Q17 4Q17 1Q18

Operating expense – GHG

Operating expense – Healthcare services business

GEL millions GEL millions

Operating expense – Pharma business

GEL millions

Operating expense – Medical insurance business

Source: GHG Internal Reporting

GHG operating expenses breakdown by segments

GEL millions

+4.6% +0.9% +14.6% +10.7% +2.0% +2.6%

• 28.1%

9.0%

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24

13.4 12.3 12.6

• 7.0

14.0 21.0 28.0 1Q17 4Q17 1Q18 17.7 20.5 20.4

• 7.0

14.0 21.0 28.0 35.0 1Q17 4Q17 1Q18

GHG – salaries and other employee benefits and the G&A breakdown

GEL millions Source: GHG Internal Reporting

The main operating cost drivers of GHG are the salaries and other employee benefits and the G&A

GEL millions

+15.3%

• 0.4%

Salaries and other employee benefits General and administrative expenses

• 5.4%

+3.0%

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25

8.7 12.4 12.6 0.0 7.0 14.0 21.0 28.0 1Q17 4Q17 1Q18 16.8 18.3 18.6 0.0 10.0 20.0 30.0 40.0 1Q17 4Q17 1Q18 25.1 30.9 31.4 0.0 7.0 14.0 21.0 28.0 35.0 42.0 1Q17 4Q17 1Q18

EBITDA – GHG*

EBITDA – Healthcare services business

GEL millions GEL millions

EBITDA – Pharma business

GEL millions

EBITDA – Medical insurance business

Source: GHG Internal Reporting

GHG reported 1Q18 EBITDA of GEL 31.4 million

GEL millions

+25.3% +1.7% +10.3% +1.2% +45.6% +1.7%

• 0.4

0.1 0.2

• 0.5
• 0.4
• 0.3
• 0.2
• 0.1

0.0 0.1 0.2 0.3 1Q17 4Q17 1Q18

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26

7.0 5.8 10.8 0.0 3.0 6.0 9.0 12.0 15.0 1Q17 4Q17 1Q18 7.2 6.4 5.3

• 3.0

6.0 9.0 12.0 15.0 1Q17 4Q17 1Q18 13.0 12.0 16.0

• 5.0

10.0 15.0 20.0 1Q17 4Q17 1Q18

Net profit – GHG

Net profit – Healthcare services business

GEL millions GEL millions

Net profit – Pharma business

GEL millions

Net profit – Medical insurance business

Source: GHG Internal Reporting

GHG reported 1Q18 net profit of GEL 16.0 million

GEL millions

+22.8% +33.9%

• 26.5%
• 17.3%

+55.5% +84.9%

(1.1) (0.3) (0.8)

• 1.2
• 1.0
• 0.8
• 0.6
• 0.4
• 0.2

0.0 1Q17 4Q17 1Q18

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36.4 64.0 101.6 79.7 22.5 4.2 7.2 9.4 9.6 2.3

40.6 71.2 111.0 89.3 24.8

• 20.0

40.0 60.0 80.0 100.0 120.0 2014 2015 2016 2017 2018 Development Capex Maintenance Capex

Capex – Key driver for our 2016-2018 strategy

Note: GHG Internal Reporting

Capex 2014-1Q18 Capex 2016-2018 Strategy and performance

Maintenance capex as % of healthcare service revenue 2.8% 3.7%

GEL millions

• In 1Q18 we continued to invest in the development of our healthcare

facilities, primarily to finalise the renovation works on our Regional Hospital (formerly Deka). We spent a total of:

• Development Capex - 22.5 million
• Maintenance Capex - GEL 2.3 million
• From a capital expenditure perspective, we have now completed the

vast majority of our major development projects - the only significant project left is Mega Lab, the first and largest laboratory in Georgia as well as in the Caucasus region, which will become operational over the next 6 months.

3.8% 3.6% 3.1%

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28

Contents

Annexes GHG | Overview and strategy GHG | Results discussion – 1Q18 Macroeconomic and Industry Overview

SLIDE 29

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Long-term, high growth prospects Georgia | rapidly developing reform driven economy

Area: 69,700 km Population (2017): 3.7 million people Life expectancy: 77 years Official language: Georgian Literacy: 100% Capital: Tbilisi (Population of 1.1 million people) Currency: Lari (GEL) Nominal GDP: 2017 GEL 38.0bln (US$15.2bln) Real GDP growth rate 2014-2017: 4.6%, 2.9%, 2.8%, 5.0% Real GDP 2007-2017 annual average growth rate: 4.5% GDP per capita 2017 (PPP) per IMF: US$10,747 Inflation rate (e-o-p) 2017: 6.7% External public debt to GDP 2017: 35.4% Sovereign ratings: S&P BB-/Stable, affirmed in May 2017 Moody’s Ba2/ Stable, affirmed in September 2017 Fitch BB-/Positive, affirmed in March 2018

Ease of Doing Business Best Improvement since 2005 Top Reformer Abkhazia Adjara Samegrelo-Zemo Svaneti Guria Imereti Samtskhe- Javakheti Kvemo Kartli Shida Kartli Racha-Lechkhumi and Kvemo Svaneti Mtskheta- Mtianeti Kakheti Tbilisi

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Long-term, high growth prospects Georgia | strong economic performance

One of the fastest developing economies in the region….. …Fueled by Liberal Reforms… …Which Removed Excessive Administrative Burden from Business

#1

Georgia is the top improver on the World Bank’s Ease of Doing Business report since 2005, rising from 113th in 2005 to 16th in 2017

• Georgia has implemented one of the most radical market

and government reforms and programme of economic liberalisation in the former Soviet countries

• Massive privatisation lead to reduction of the public sector

and its influence on the country’s economy

• Significant improvement in the business environment

resulted in annual FDI inflow to average 10% of GDP during 2005-2016

• Significant reduction of bureaucracy

✓

• Overall, c.70% of business-related licenses and c.90% of

permits were abolished

✓

• One-stop shops for all business-related administrative

procedures commenced operations

✓

• Taxation was simplified with the total number of taxes

reduced from 21 to 6

✓

• Main import tariffs and fees were substantially abolished

✓

Prudent Fiscal Policy Monetary Policy Aims to Maintain Price Stability

“Economic Liberty Act” as of January 2014

• Consolidated budget spending capped at 30% of GDP

✓

• Consolidated budget deficit capped at 3% of GDP

✓

• Guideline to keep the budget debt below 60% of GDP

✓

• Any new national tax or increase of upper rates of existing

taxes must be approved by referendum, except for temporary measures

✓

Sources: Broker research, EIU Estimates as at February 2015, FactSet as at 26 February 2015, Geostat 2015 CPI annual inflation e-o-p Source: IMF

• 1.0%

1.1% 1.3% 1.9% 1.9% 2.3% 2.7% 3.1% 3.6% 3.6% 4.5% 4.9%

• 2%
• 1%

0% 1% 2% 3% 4% 5% 6% Ukraine Latvia Estonia Czech Rep. Russia Lithuania Romania Armenia Poland Moldova Georgia Turkey

Real GDP growth, % 2007-17F Average

6.2% 8.8% 11.0% 5.5% 3.0% 11.2% 2.0%

• 1.4%

2.4% 2.0% 4.9% 1.8% 6.7% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

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150 107 79 71 67 58 55 47 37 28 18 16 8 7 Ukraine Russia Italy France Azerbaijan Turkey Hungary Bulgaria Romania Latvia USA Georgia UK Estonia

Long-term, high growth prospects Georgia | top improver on World Bank’s Ease of Doing Business Report

Ease of Doing Business | 2018 Global Corruption Barometer | 2017 Economic Freedom Index | 2018 Business Bribery Risk | 2017

42% 38% 38% 34% 29% 29% 27% 24% 24% 18% 17% 16% 15% 12% 9% 7% 7% 3% Moldova Azerbaijan Ukraine Russia Kazakhstan Romania Bosnia & Herz. Armenia Lithuania Turkey Bulgaria Montenegro Latvia Slovak Rep. Czech Rep. Poalnd Georgia Germany % admitting having paid a bribe last year Georgia is on a par with EU member states 1 2 6 8 9 12 20 27 30 35 36 46 47 57 60 76 100 New Zealand Singapore US Norway Georgia Estonia Germany Poland Czech rep. Russia Kazakhstan Italy Armenia Azerbaijan Turkey Ukraine India up from 16th in 2017 1 3 5 9 13 18 20 25 26 37 39 43 83 112 139 144 152 Sweden Norway UK Estonia Singapore Ireland France Georgia Japan Czech rep. Poland Italy Armenia Azerbaijan Turkey Russia Kazakhstan Top 9 in Europe region out of 44 countries

Source: WB-IFC Doing Business Report Source: Heritage Foundation Source: Transparency International Source: Trace International

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Long-term, high growth prospects Georgia | positive economic outlook

Sources: Geostat

Liberal Reforms and Prudent Policy

Liberty Act (effective January 2014) ensures a credible fiscal and monetary framework Public expenditure/GDP capped at 30%; Fiscal deficit/GDP capped at 3%; Public debt/GDP capped at 60% Business friendly environment and low tax regime (attested by favourable international rankings)

Regional Logistics and Tourism Hub

Access to a market of 2.8 billion customers without customs duties: Free trade agreements with EU, China, CIS and Turkey and GSP with USA, Canada, Japan, Norway and Switzerland; FTA with Hong Kong to be signed shortly; FTA with India under consideration Tourism revenues on the rise: tourism inflows stood at 18.1% of GDP in 2017 and total arrivals reached 7.6mln visitors in 2017 (up 18.8% y-o-y), out of which tourist arrivals were up 27.9% y-o-y to 3.5mln visitors.

Strong FDI

FDI at US$1.9 billion (12.3% of GDP) in 2017, up 16.2% y-o-y FDI averaged 10.0% of GDP in 2007-2017

Support from International Community

Visa-free travel to the EU is another major success in Georgian foreign policy. Georgian passport holders were granted free entrance to the EU countries from 28 March 2017 Discussions commenced with the USA to drive inward investments and exports Strong political support from NATO, EU, US, UN and member of WTO since 2000 Substantial support from DFIs, the US and EU

Cheap Electricity

Only 20% of hydropower capacity utilized; 145 renewable (HPPs/WPPs/SPPs) energy power plants are in various stages of construction or development Significantly boosted transmission capacity in recent years

Clear Strategy to Achieve Long Term Growth

Nominal GDP, GEL bln

Diversified nominal GDP structure, 2017

Agriculture 8% Construction 9% Industry 16% Trade 18% Hotels and restaurants 3% Translport and communication 10% Financial intermediation 4% Real estate 7% Public administration 9% Healthcare 6% Education 5% Other 5% Sources: GeoStat, IMF

4.7 5.4 5.8 6.0 6.5 8.6 9.1 10.2

Nominal GDP per Capita, GEL’000

11.2 12.1 13.1 14.2

Real GDP Growth, %

7.2 6.4 3.4 4.6 2.9 2.8 5.0 4.5 4.8 5.0 5.2

Historical Forecast

GDP Growth Expected to Continue

5.2 15.4 16.8 5.2

20.7 24.3 26.2 26.8 29.2 31.8 34.0 38.0 41.4 44.7 48.4 52.4 56.8 61.5 2010 2011 2012 2013 2014 2015 2016 2017E 2018F 2019F 2020F 2021F 2022F 2023F

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33

4.7% 8.4% 9.6% 7.1% 15.1% 17.2% 12.3% 6.2% 7.3% 7.8% 6.5% 6.3% 11.0% 11.8% 11.1% 12.3% 0% 5% 10% 15% 20% 25% 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 2.0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 FDI, US$ bn FDI as % of GDP 313 368 560 763 1,052 1,290 1,500 2,032 2,822 4,428 5,392 5,516 5,901 6,361 7,555 17 29 73 146 208 243 294 460 741 1,155 1,426 1,488 1,606 1,780 2,288 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Foreign visitors (thousand persons) Net tourist revenues (US$ mn)

Diversified sources of capital

Sources: Geostat Sources: Georgian National Tourism Agency, National Bank of Georgia Source: National Bank of Georgia

Strong foreign investor interest Tourist arrivals and revenues on the rise Public donor funding Remittances - steady source of external funding

Source: Ministry of Finance of Georgia

1.5 mln visitors in 1Q18, up 15.6% y-o-y Tourism inflows up 29.1% y-o-y to US$561 million in 1Q18

0.2 0.2 0.3 0.4 0.8 0.9 0.8 0.9 1.2 1.2 1.3 1.3 0.9 1.0 1.2 4.2% 4.2% 4.9% 5.4% 7.4% 7.2% 7.1% 8.2% 8.1% 7.7% 8.2% 7.6% 6.5% 6.7% 7.7% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Net remittances, US$ mn Net remittances % of GDP 72 77 63 89 79 94 259 252 302 382 273 287 256 321 404 3 13 32 49 57 92 148 182 121 124 87 159 92 105 127 100 200 300 400 500 600 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Investment projects, credits, US$ mn Investment projects, grants, US$ mn

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2.8% 1.8%

• 3%
• 2%
• 1%

0% 1% 2% 3% 4% 5% 6% 7% 8% 9%

• 3%
• 2%
• 1%

0% 1% 2% 3% 4% 5% 6% 7% 8% 9% Jan-13 Mar-13 May-13 Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 May-14 Jul-14 Sep-14 Nov-14 Jan-15 Mar-15 May-15 Jul-15 Sep-15 Nov-15 Jan-16 Mar-16 May-16 Jul-16 Sep-16 Nov-16 Jan-17 Mar-17 May-17 Jul-17 Sep-17 Nov-17 Jan-18 Mar-18 Headline inflation Core (non-food, non-energy)

General macro

Currency weakening vs. US$

Sources: GeoStat

Annual inflation Inflation is close to the target in Georgia

Sources: NBG

Nominal and Real effective exchange rate (Jan2003=100))

Source: National Statistics Offices Source: Bloomberg Note: US$ per unit of national currency, period 1-Aug-2014 – 24-Apr-2018 8.9% 15.3% 15.8% 29.6% 41.8% 44.0% 47.8% 48.4% 52.9% 53.8% Euro Armenia Moldova Georgia Russia Kazakhstan Turkey Belarus Ukraine Azerbaijan 2.4% 2.6% 2.8% 3.7% 5.4% 6.6% 10.2% 13.2% 0% 3% 6% 9% 12% 15% Russia Azerbaijan Georgia Armenia Belarus Kazakhstan Turkey Ukraine End-2017 Latest-2018

90 100 110 120 130 140 150 160 90 100 110 120 130 140 150 160 Jan-03 Aug-03 Mar-04 Oct-04 May-05 Dec-05 Jul-06 Feb-07 Sep-07 Apr-08 Nov-08 Jun-09 Jan-10 Aug-10 Mar-11 Oct-11 May-12 Dec-12 Jul-13 Feb-14 Sep-14 Apr-15 Nov-15 Jun-16 Jan-17 Aug-17 Mar-18 Real effective exchange rate Nominal effective exchange rate

SLIDE 35

35

• 40%
• 30%
• 20%
• 10%

0% 10% 20% 30% 40%

• 700
• 500
• 300
• 100

100 300 500 Jan-15 Mar-15 May-15 Jul-15 Sep-15 Nov-15 Jan-16 Mar-16 May-16 Jul-16 Sep-16 Nov-16 Jan-17 Mar-17 May-17 Jul-17 Sep-17 Nov-17 Jan-18 Mar-18* Trade Deficit, US$ mn, LHS % change y/y, trade deficit, RHS

Current account deficit supported by FDI

Current account balance (% of nominal GDP) FDI and capital goods import Goods’ Trade Deficit Exports of goods and services, US$ bln

• 10.9
• 15.3
• 19.6 -22.0
• 10.6 -10.3 -12.8 -11.7
• 5.8
• 10.7 -12.0 -12.8
• 8.6
• 40
• 30
• 20
• 10

10 20

• 40
• 30
• 20
• 10

10 20 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Goods, net Services, net Investment income, net Current transfers, net Current account

12.3% 7.8% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017* FDI as a % of GDP Capital goods import as a % of GDP 0.0 0.0 0.0 0.0 0.1 0.1 0.2 0.2 0.3 0.2 0.5 0.7 0.9 1.1 0.9 0.4 0.3 0.5 0.5 0.5 0.6 0.7 1.0 1.3 1.4 1.8 2.1 1.6 1.9 2.5 2.5 3.1 3.1 2.6 2.5 3.1 0.4 0.4 0.4 0.5 0.6 0.7 0.9 1.1 1.3 1.3 1.6 2.0 2.6 3.0 3.0 3.2 3.4 4.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Re-exports Goods exports, geo-originated Service exports Sources: NBG Sources: GeoStat Sources: GeoStat Sources: NBG

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36

2000 4000 6000 8000 303

• 500

1,000 1,500 USA UK France Germany Japan Russia Turkey Estonia Poland Bulgaria Thailand Malaysia Georgia UAE S.Africa Saudi

573 659 814 1,013 1,273 1,395 1,508 1,622 1,752 1,903 2,075 675 714 782 908 1,092 1,217 1,311 1,404 1,504 1,611 1,722 305 343 438 543 696 607 669 734 806 884 968 1,552 1,716 2,034 2,464 3,062 3,218 3,488 3,760 4,062 4,397 4,765

• 1,000

2,000 3,000 4,000 5,000 6,000 7,000 2011 2012 2013 2014 2015 2016 2017F 2018F 2019F 2020F 2021F Pharma Hospitals Polyclinics

1,000 2,000 3,000 4,000 5,000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Per 100,000 Population

Diseases of the Circulatory System Endocrine, Nutritional and Metabolic Diseases 2.5 3.2 3.9 4.0 4.1 4.4 7.4 8.4 10.0

South Africa Thailand Georgia US UAE Malaysia Poland Turkey Russia

91 268 2004 2016 Thousands

Long-term, high growth prospects Rapidly growing healthcare market

Growth in Healthcare Services Market Expected to Continue

GELm Double digit growth on the back of favorable dynamics expected

8% 7% CAGR ‘17-’21 Number of Surgical Operations

Demand Analysis

Outpatient encounters per capita,

Source: Frost & Sullivan analysis 2017; Hospitals market includes revenue of c.10% from specialty beds, which is non-addressable market for GHG Source: NCDC Source: NCDC

Per capita expenditure on healthcare, current US$ Expenditure on healthcare, % of GDP

Low Expenditure on Healthcare

Number of Registered Patients with 1st Time Diagnosis

Increasing Overall Disease Incidence… … Including a Growing Incidence

• f Lifestyle Diseases

Growth opportunities:

• US$303 expenditure per

capita on healthcare Growth opportunities:

• 7.4% of GDP spent on

healthcare

Source: Geostat Source: NCDC

500 1,000 1,500 2,000 2,500 Thousands Outpatient encounters per capita, Georgia VS other countries

Source: Frost and Sullivan Analysis 2017 Source: World Bank 2014

2.0 2.1 2.0 2.1 2.1 2.3 2.7 3.5 4.0 3.9 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 10% 7.4

• 2.0

4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 USA UK France Germ… Japan Russia Turkey Estonia Poland Bulg… Thail… Mala… Georgia UAE S.Africa Saudi

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37

Long-term, high growth prospects Favorable government healthcare policy

UHC PMI

Healthcare coverage of Georgia’s

3.7m population:

2014 2012 2013

PMI UHC SIP PMI SIP OOP OOP SIP OOP

• UHC was introduced in February, 2013 and replaced most of the

previously existing state-funded medical insurance plans

• The main goal is to provide basic healthcare coverage to the entire

population

• UHC is fully financed by the government
• UHC doesn’t reimburse 100% of costs in most cases, leaving

substantial room for out-of-pocket payments by patients

• UHC beneficiaries may select any healthcare provider enrolled in the

programme

• Actual prices charged to patients by healthcare providers are not

regulated by the state

• Any provider, whether private or public, is eligible to participate in the

programme Key Principles of UHC Programme Overview Financing and top-up mechanism Beneficiaries and Providers

OOP – out-of-pocket PMI – Private Medical Insurance SIP – State Insurance Program UHC – Universal Healthcare Program PMI, UHC, SIP include co-payments Source: Ministry of Health of Georgia

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38

10.7 5 10 15 20 25 30 35 40 45 50

USA UK France Germany Japan Russia Turkey Estonia Poland Bulgaria Thailand Malaysia Georgia UAE S.Africa Saudi

12,744 12,100 16,500 21,300 31,700 43,200 1990 1995 2000 2006 2010 2014 2015

Long-term, high growth prospects Favorable government healthcare policy – 90% of hospital capacity is private

Infrastructure renewed, although significant opportunity remains to improve service quality

Capacity-wise Georgia stands alongside US, UK and Turkey

2.6

• 2.0

4.0 6.0 8.0 10.0 12.0 14.0 16.0

USA UK France Germany Japan Russia Turkey Estonia Poland Bulgaria Thailand Malaysia Georgia UAE S.Africa Saudi

Optimising bed capacity over the years (Total number of beds)(1) Beds per 1,000 people(2) Note: (*) Target market bed capacity = Total market bed capacity of 14,002 beds – 1,872 specialty beds at penitentiary, TB and psychiatric clinics

However, physician overcapacity yet to be addressed With significant room for optimisation in terms of service quality, as indicated by: Under 5 Mortality Rate… … And Life Expectancy At Birth

Cold War legacy Number of physicians per 1,000 people Under 5 mortality per 1,000 live births Total (years) 4.3

• 0.5

1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

USA UK France Germany Japan Russia Turkey Estonia Poland Bulgaria Thailand Malaysia Georgia UAE S.Africa Saudi

1:1.25 Nurse to Doctor ratio (3)

13,397 2016 14,002

73 50.0 55.0 60.0 65.0 70.0 75.0 80.0 85.0 90.0

USA UK France Germ… Japan Russia Turkey Estonia Poland Bulg… Thail… Mala… Georgia UAE S.… Saudi

Source: World Bank 2013 Source: World Bank 2016 Source: World Bank 2012 Source: World Bank 2015

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39

Long-term, high growth prospects Favorable government healthcare policy

Government finances reached c.30% of total healthcare costs in 2015, from c.20% in 2013

General government expenditure on health as a percentage of total expenditure on health in 2014(1) Government expenditure on health as % of GDP in 2013 (1)

Government spending on healthcare was only 6.7%

• f state budget in 2013, which grew up to 9% in

recent years

General government expenditure on health as a percentage of total government expenditure in 2013 (1) 6.7

• 5.0

10.0 15.0 20.0 25.0 USA UK France Germany Japan Russia Turkey Estonia Poland Bulgaria Thailand Malaysia Georgia UAE S.Africa Saudi

High private spending and growing public sector participation on the back of UHC implementation

(3)

State financing of healthcare increasing for the last several years

State healthcare spending dynamics(2) GELm

Sources: (1) World Health Organisation and World Bank, 2013 data (2) Ministry of Finance of Georgia; (3) Global health expenditure database – World Health Organisation, Frost & Sullivan analysis (4) GHG Internal reporting

Government expenditure on healthcare as a % of GDP increased from c.2% in 2013, up to c.3% in 2016 year (4)

21 10 20 30 40 50 60 70 80 90 USA UK France Germany Japan Russia Turkey Estonia Poland Bulgaria Thailand Malaysia Georgia UAE S.Africa Saudi 1.6

• 1.00

2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 USA UK France Germany Japan Russia Turkey Estonia Poland Bulgaria Thailand Malaysia Georgia UAE S.Africa Saudi

Out-of-pocket, 70% Private Insurance, 9% Public, 18% International Aid, 3%

2012

Out-of- pocket, 59% Private Insurance , 6% Public, 32% International Aid, 3%

2014

333 298 325 320 352 338 574 681 660 704 8% 9% 10% 8% 8% 0% 2% 4% 6% 8% 10% 12%

• 200

300 800 1300 1800 2014 2015 2016 2017E 2018B State healthcare spending - UHC State healthcare spending - Other Healthcare spending as a % of total state spending

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Contents

Annexes GHG | Overview and strategy GHG | Results discussion – 1Q18 Macroeconomic and Industry Overview

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Analyst coverage

Consensus Target Price is 3.93 GBP

GBP 4.00 GBP 3.70 GBP 4.00 GBP 3.85

*as of 4 May 2018 *as of 7 Sep 2017

GBP 3.95

*as of 1 Feb 2018 *as of 8 Nov 2017 *as of 13 Mar 2018

GBP 4.07

*as of 3 July 2017

GBP 3.80

*as of 14 Nov 2017

GBP 4.15

*as of 17 Nov 2017

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The Board is composed entirely of Non-Executive, independent directors (except for the chairman and CEO) and meets quarterly to define the strategy and how to move forward for which management is responsible to execute.

Irakli Gilauri | Chairman of the board | Experience: currently BGEO CEO; formerly EBRD banker; MS in banking from Cass Business School, London; BBS from University of Limerick, Ireland David Morrison | Senior Independent Non-executive Director | Experience: senior partner at Sullivan & Cromwell LLP prior to retirement; currently also BGEO board member ` Ingeborg Oie | Independent Non-executive Director | Experience: Currently a VP of investor relations at Smith & Nephew plc, formerly senior research analyst covering medical technology and healthcare Services sector at Jefferies; analyst in the medtech research team at Goldman Sachs Jacques Richier | Independent Non-executive Director | Experience: Currently Chairman and CEO of Allianz France and Chairman of Allianz Worldwide Partners; formerly CEO and Chairman at Swiss Life France Tim Elsigood | Independent Non-executive Director | Experience: Currently Consultant Advisor to Abraaj in Tunisia and Morocco. Extensive international healthcare management experience including time in Greece, Romania, Ukraine and Russia. Former Senior VP for Business Development at Capio AB, VP for Medsi Group and CEO of Isida Hospital. Mike Anderson | Independent Non-executive Director | Experience: Formally a Medical Director at Chelsea and Westminster hospital, currently medical director for North West London Reconfiguration Programme and physician at Chelsea and Westminister Hospital William Huyett | Independent Non-executive Director (effective 18 June 2017) | Experience:. Currently Director Emeritus of McKinsey and Company, Inc. During his 28-year career there, he served clients in health care and other technology-intensive industries. Prior to joining McKinsey, Mr. Huyett held a variety of line management positions in the automation industry with Rockwell/Allen-Bradley. Caroline Brown | Advisor to the Board (effective 24 February 2018) | Experience:. Currently serves as an independent Non-Executive Director, and audit chair on the boards of several London quoted companies. She is a director

• f Luceco PLC, Earthport PLC, Hydrodec Group PLC, LB-Shell PLC and

Gray’s Inn Mansion Limited. She has chaired audit committees of listed companies for the past 15 years and is a Fellow of the Chartered Institute of Management Accountants. Nikoloz Gamkrelidze | Director, CEO at GHG | Experience: previously BGEO Group CFO, CEO of Aldagi BCI and JSC My Family Clinic; World Bank Health Development Project; Masters degree in International Health Management from Imperial College London, Tanaka Business School

Robust corporate governance, exceptional in Georgia's healthcare sector

Board of Directors – majority independent members

Committees

Note : Senior Executive Compensation Policy applies to top executives and envisages long-term deferred and discretionary awards of securities and no cash bonuses to be paid to such executives

Audit committee – recommending the financial statements to our Board, and matters such as the risk of fraud, external auditors, annual external audit, financial and non-financial risk Nomination committee – review the structure, size and composition (including the skills, knowledge, experience and diversity) of our Board. To

• versee appointments to and the succession of the Board.

Remuneration committee – determine and make recommendations to our Board regarding the framework or broad policy for the remuneration Clinical quality and safety committee – monitoring our non-financial risks, including clinical performance, health and safety and facilities

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43

Robust corporate governance

exceptional in Georgia's healthcare sector

Nikoloz Gamkrelidze | Director, CEO at GHG; formerly Deputy CEO (Finance) of BGEO Group PLC and CEO of Insurance Company Aldagi Irakli Gogia | Deputy CEO, Finance and Operations; formerly Deputy CEO at JSC Insurance Company Aldagi, CFO at Liberty Consumer, 4 years of experience at Ernst & Young and Deloitte & Touche David Vakhtangishvili | Deputy CEO, Chief Risk Officer; formerly CFO of JSC Bank of Georgia, 9 years experience at Andersen and Ernst &Young Giorgi Mindiashvili | Deputy CEO, Commercial; formerly CFO of JSC Insurance Company Aldagi, formerly Supervisory Board member of JSC My Family Clinic Giorgi Gordadze | Head of Polyclinics Business (outpatient clinics); (effective May 2017), formerly Commercial Director at GPC, 20 years experience in pharmaceuticals business Givi Giorgadze | CEO, Medical insurance; Since seven years experience in banking sector, formerly Director of Corporate Sales at Insurance Company BCI Gregory (“Gia”) Khurtsidze | Deputy CEO, Clinical; two years experience as Clinical Director of the National Center of Internal Medicine at New Hospital in Tbilisi, worked as a physician and held administrative roles at various leading healthcare institutions in the USA

Management

Enrico Beridze | CEO GEPHA; (effective 1 January 2017). 15 years experience in pharmaceuticals field, formerly CEO of ABC Pharmacia Mikheil Abramidze | Head of Operations at GEPHA; (effective 1 January 2017). 15 years experience in pharmaceuticals field, formerly COO of ABC Pharmacia Nino Kortua | Chief Legal Officer; 14 years experience in insurance field as a lawyer, formerly head of Aldagi Legal Department Otar Lortkipanidze | IT Director; 10 years experience in IT field. Formerly head of IT department at Georgia water and Power Medea Chkhaidze | Chief HR Officer; 10 years experience in human resource management, formerly Head of Personnel Management Division at Aldagi Insurance Company Nino Chichua | Chief Marketing and Communications Officer; 13 years experience in Marketing, formerly CEO at Public Service Hall (LEPL) Manana Khurtsilava | Chief of Internal Audit; 8 years experience in internal control/internal audit. Formerly head of the internal audit department of Insurance Company Aldagi.

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GHG 14 district clinics, 7 in Tbilisi 7 in Regions Small (120-200 m2), Medium (c.1000 m2) and Large (1800-2500 m2) Format Multiprofile Tatisvhli 2 clinics in Tbilsi Medium format Multiprofile Cito 1 Clinic in Tbilisi Medium Format Multiprofile Curatsio 1 Clinic in Tbilisi 1 in Western Georgia Medium Format Multiprofile Medison 3 Clinics in Tbilisi Medium and Large Format Multiprofile Medalpha (Aversi) 1 Clinic in Tbilisi Medium Format Multiprofile Medcapital (Aversi; PSP) 4 Clinics in Tbilisi Medium Format Multiprofile Polyclinics c.450 small Polyclinics Small formats Multiprofile Soviet style Privatized, with no development CT Scan not available

Competition – setting new standards

Outpatient market is still highly fragmented with very few players having high standards of service and up-to-date technology

GHG Polyclinic Soviet-era polyclinics

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45

GHG consolidated - Income Statement

Sources: GHG Internal Reporting

GEL thousands; unless otherwise noted 1Q18 1Q17 Change, Y-o-Y Revenue, gross 207,689 186,447 11.4% Corrections & rebates (693) (623) 11.2% Revenue, net 206,996 185,824 11.4% Revenue from healthcare services 72,855 65,725 10.8% Revenue from pharma 126,868 111,399 13.9% Net insurance premiums earned 13,302 13,965

• 4.7%

Eliminations (6,029) (5,265) 14.5% Costs of services (143,153) (129,746) 10.3% Cost of healthcare services (41,547) (37,777) 10.0% Cost of pharma (95,550) (84,408) 13.2% Cost of insurance services (11,894) (12,734)

• 6.6%

Eliminations 5,840 5,173 12.9% Gross profit 63,843 56,078 13.8% Salaries and other employee benefits (20,439) (17,728) 15.3% General and administrative expenses (12,637) (13,352)

• 5.4%

Impairment of receivables (1,188) (1,121) 6.0% Other operating income 1,820 1,182 54.0% EBITDA 31,399 25,059 25.3% Depreciation and amortisation (7,715) (5,872) 31.4% Net interest expense (8,563) (7,119) 20.3% Net gains/(losses) from foreign currencies 1,899 2,778

• 31.6%

Net non-recurring income/(expense) (1,006) (1,792)

• 43.9%

Profit before income tax expense 16,014 13,054 22.7% Income tax benefit/(expense) (2) (19)

• 89.5%

Profit for the period 16,012 13,035 22.8% Attributable to:

• shareholders of the Company

10,542 8,832 19.4%

• non-controlling interests

5,470 4,203 30.1%

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GHG consolidated - Balance Sheet

Sources: GHG Internal Reporting

GEL thousands; unless otherwise noted 31-Mar-18 31-Dec-17 Change, Q-o-Q Total assets, of which: 1,181,113 1,167,800 1.1% Cash and bank deposits 45,667 63,608

• 28.2%

Receivables from healthcare services 97,520 100,944

• 3.4%

Receivables from sale of pharmaceuticals 19,873 19,798 0.4% Insurance premiums receivable 33,561 20,233 65.9% Property and equipment 662,026 642,859 3.0% Goodwill and other intangible assets 144,196 143,674 0.4% Inventory 109,836 118,811

• 7.6%

Prepayments 37,710 30,354 24.2% Other assets 30,724 27,519 11.6% Total liabilities, of which: 628,301 619,400 1.4% Borrowed funds 367,921 360,503 2.1% Accounts payable 86,492 92,925

• 6.9%

Insurance contract liabilities 31,940 20,953 52.4% Other liabilities 141,948 145,019

• 2.1%

Total shareholders' equity attributable to: 552,812 548,400 0.8% Shareholders of the Company 487,013 483,684 0.7% Non-controlling interest 65,799 64,716 1.7%

SLIDE 47

47

Healthcare service business - Income Statement

Sources: GHG Internal Reporting

GEL thousands; unless otherwise noted 1Q18 1Q17 Change, Y-o-Y Healthcare service revenue, gross 73,548 66,348 10.9% Corrections & rebates (693) (623) 11.2% Healthcare services revenue, net 72,855 65,725 10.8% Costs of healthcare services (41,547) (37,777) 10.0% Gross profit 31,308 27,948 12.0% Salaries and other employee benefits (8,519) (7,179) 18.7% General and administrative expenses (4,285) (4,082) 5.0% Impairment of receivables (1,202) (980) 22.7% Other operating income 1,250 1,112 12.4% EBITDA 18,552 16,819 10.3% EBITDA margin 25.2% 25.3% Depreciation and amortisation (6,963) (4,939) 41.0% Net interest income (expense) (5,692) (4,116) 38.3% Net gains/(losses) from foreign currencies (25) 695 NMF Net non-recurring income/(expense) (595) (1,276)

• 53.4%

Profit before income tax expense 5,277 7,183

• 26.5%

Income tax benefit/(expense) (2) (11)

• 81.8%

Profit for the period 5,275 7,172

• 26.5%

Attributable to:

• shareholders of the Company

3,885 5,764

• 32.6%
• non-controlling interests

1,390 1,408

• 1.3%

SLIDE 48

48

Healthcare services business - Revenue breakdowns

Healthcare services business revenue by types of healthcare facilities Healthcare services business revenue by source of payment

Sources: GHG Internal Reporting

(GEL thousands, unless otherwise noted) 1Q18 1Q17 Change, Y-o-Y Healthcare services revenue, net 72,855 65,725 10.8% Referral hospitals 61,689 56,446 9.3% Clinics: 11,166 9,279 20.3% Community 6,165 5,661 8.9% Polyclinics 5,001 3,618 38.2% (GEL thousands, unless otherwise noted) 1Q18 1Q17 Change, Y-o-Y Healthcare services revenue, net 72,855 65,725 10.8% Government-funded healthcare programmes 48,150 45,831 5.1% Out-of-pocket payments by patients 18,860 15,048 25.3% Private medical insurance companies, of which 5,845 4,846 20.6% GHG medical insurance 2,655 2,401 10.6%

SLIDE 49

49

Pharmacy chain and distribution business- Income Statement

Sources: GHG Internal Reporting

GEL thousands; unless otherwise noted 1Q18 1Q17 Change, Y-o-Y Pharma revenue 126,868 111,399 13.9% Costs of pharma (95,550) (84,408) 13.2% Gross profit 31,318 26,991 16.0% Salaries and other employee benefits (11,194) (9,616) 16.4% General and administrative expenses (8,250) (8,762)

• 5.8%

Impairment of receivables (20) (28)

• 28.6%

Other operating income 790 101 NMF EBITDA 12,644 8,686 45.6% EBITDA margin 10.0% 7.8% Depreciation and amortisation (548) (711)

• 22.9%

Net interest income (expense) (2,757) (2,793)

• 1.3%

Net gains/(losses) from foreign currencies 1,886 2,095

• 10.0%

Net non-recurring income/(expense) (411) (316) 30.1% Profit before income tax expense 10,814 6,961 55.4% Income tax benefit/(expense)

• (8)

NMF Profit for the period 10,814 6,953 55.5%

SLIDE 50

50

Medical insurance business - Income Statement

Sources: GHG Internal Reporting

GEL thousands; unless otherwise noted 1Q18 1Q17 Change, Y-o-Y Net insurance premiums earned 13,302 13,965

• 4.7%

Cost of insurance services (11,894) (12,734)

• 6.6%

Gross profit 1,408 1,231 14.4% Salaries and other employee benefits (783) (1,048)

• 25.3%

General and administrative expenses (350) (507)

• 31.0%

Impairment of receivables (98) (113)

• 13.3%

Other operating income 27 (7) NMF EBITDA 204 (444) NMF EBITDA margin 1.5%

• 3.2%

Depreciation and amortisation (204) (222)

• 8.1%

Net interest income (expense) (114) (210) NMF Net gains/(losses) from foreign currencies 38 (12) NMF Net non-recurring income/(expense)

• (200)
• 100.0%

Profit before income tax expense (76) (1,088)

• 93.0%

Income tax benefit/(expense)

• Profit / (Loss) for the period

(76) (1,088)

• 93.0%

SLIDE 51

51

GHG – Income statement, 1Q18

Sources: GHG Internal Reporting

Income Statement, Quarterly Healthcare services Pharma Medical insurance Eliminations GHG GEL thousands; unless otherwise noted 1Q18 1Q17 Change, Y-o-Y 4Q17 Change, Q-o-Q 1Q18 1Q17 Change, Y-o-Y 4Q17 Change, Q-o-Q 1Q18 1Q17 Change, Y-o-Y 4Q17 Change, Q-o-Q 1Q18 1Q17 4Q17 1Q18 1Q17 Change, Y-o-Y 4Q17 Change, Q-o-Q Revenue, gross 73,548 66,348 10.9% 68,444 7.5% 126,868 111,399 13.9% 121,367 4.5% 13,302 13,965

• 4.7%

12,376 7.5% (6,029) (5,265) (4,549) 207,689 186,447 11.4% 197,637 5.1% Corrections & rebates (693) (623) 11.2% (349) 98.6%

• (693)

(623) 11.2% (349) 98.6% Revenue, net 72,855 65,725 10.8% 68,094 7.0% 126,868 111,399 13.9% 121,367 4.5% 13,302 13,965

• 4.7%

12,376 7.5% (6,029) (5,265) (4,549) 206,996 185,824 11.4% 197,288 4.9% Costs of services (41,547) (37,777) 10.0% (38,227) 8.7% (95,550) (84,408) 13.2% (90,743) 5.3% (11,894) (12,734)

• 6.6%

(11,163) 6.5% 5,840 5,173 5,882 (143,153) (129,746) 10.3% (134,252) 6.6% Cost of salaries and other employee benefits (25,639) (23,095) 11.0% (24,440) 4.9%

• 938

855 329 (24,702) (22,240) 11.1% (24,111) 2.5% Cost of materials and supplies (11,441) (10,467) 9.3% (10,363) 10.4%

• 2,104

1,363 2,006 (9,337) (9,104) 2.6% (8,357) 11.7% Cost of medical service providers (761) (372) 104.6% (463) 64.4%

• 28

14 13 (733) (358) 104.7% (450) 62.9% Cost of utilities and other (3,706) (3,843)

• 3.6%

(2,961) 25.2%

• 137

142 665 (3,570) (3,701)

• 3.5%

(2,296) 55.5% Net insurance claims incurred

• (11,218)

(11,812)

• 5.0%

(10,299) 8.9% 2,633 2,799 2,119 (8,585) (9,013)

• 4.7%

(8,180) 5.0% Agents, brokers and employee commissions

• (676)

(922)

• 26.7%

(864)

• 21.8%
• (676)

(922)

• 26.7%

(864)

• 21.8%

Cost of pharma - wholesale

• (26,097)

(22,496) 16.0% (25,244) 3.4%

• 750

(26,097) (22,496) 16.0% (24,494) 6.5% Cost of pharma - retail

• (69,453)

(61,912) 12.2% (65,499) 6.0%

• (69,453)

(61,912) 12.2% (65,499) 6.0% Gross profit 31,308 27,948 12.0% 29,867 4.8% 31,318 26,991 16.0% 30,624 2.3% 1,408 1,231 14.4% 1,213 16.1% (189) (92) 1,333 63,843 56,078 13.8% 63,036 1.3% Salaries and other employee benefits (8,519) (7,179) 18.7% (7,942) 7.3% (11,194) (9,616) 16.4% (11,029) 1.5% (783) (1,048)

• 25.3%

(747) 4.8% 57 116 (801) (20,439) (17,728) 15.3% (20,519)

• 0.4%

General and administrative expenses (4,285) (4,082) 5.0% (4,085) 4.9% (8,250) (8,762)

• 5.8%

(7,997) 3.2% (350) (507)

• 31.0%

(394)

• 11.2%

248

• 210

(12,637) (13,352)

• 5.4%

(12,266) 3.0% Impairment of other receivables (1,202) (980) 22.7% (1,115) 7.8% (20) (28)

• 28.6%

(5) NMF (98) (113)

• 13.3%

(111)

• 11.7%

132

• 97

(1,188) (1,121) 6.0% (1,133) 4.9% Other operating income 1,250 1,112 12.4% 1,616

• 22.6%

790 101 NMF 837 NMF 27 (7) NMF 147 NMF (247) (24) (839) 1,820 1,182 54.0% 1,761 3.4% EBITDA 18,552 16,819 10.3% 18,341 1.2% 12,644 8,686 45.6% 12,430 1.7% 204 (444) NMF 108 88.9%

• 31,399

25,059 25.3% 30,879 1.7% EBITDA margin 25.2% 25.3% 26.8% 10.0% 7.8% 10.2% 1.5%

• 3.2%

0.9% 15.1% 13.4% 15.6% Depreciation and amortisation (6,963) (4,939) 41.0% (6,295) 10.6% (548) (711)

• 22.9%

(459) 19.4% (204) (222)

• 8.1%

(212)

• 3.8%
• (7,715)

(5,872) 31.4% (6,967) 10.7% Net interest income (expense) (5,692) (4,116) 38.3% (5,185) 9.8% (2,757) (2,793)

• 1.3%

(2,941)

• 6.3%

(114) (210) NMF (177) NMF

• (8,563)

(7,119) 20.3% (8,303) 3.1% Net gains/(losses) from foreign currencies (25) 695 NMF 30 NMF 1,886 2,095

• 10.0%

(2,871) NMF 38 (12) NMF 16 137.5%

• 1,899

2,778

• 31.6%

(2,825) NMF Net non-recurring income/(expense) (595) (1,276)

• 53.4%

(513) 16.0% (411) (316) 30.1% (125) 228.8%

• (200)
• 100.0%
• NMF
• (1,006)

(1,792)

• 43.9%

(638) 57.7% Profit before income tax expense 5,277 7,183

• 26.5%

6,378

• 17.3%

10,814 6,961 55.4% 6,034 79.2% (76) (1,088)

• 93.0%

(265)

• 71.3%
• 16,014

13,054 22.7% 12,146 31.8% Income tax benefit/(expense) (2) (11)

• 81.8%
• NMF
• (8)

NMF (187) NMF

• (2)

(19)

• 89.5%

(187)

• 98.9%

Profit for the period 5,275 7,172

• 26.5%

6,378

• 17.3%

10,814 6,953 55.5% 5,847 84.9% (76) (1,088)

• 93.0%

(265)

• 71.3%
• 16,012

13,035 22.8% 11,959 33.9% Attributable to:

• shareholders of the Company

3,885 5,764

• 32.6%

5,278

• 26.4%

6,734 4,157 62.0% 2,774 142.8% (76) (1,088)

• 93.0%

(265)

• 71.3%
• 10,542

8,832 19.4% 7,785 35.4%

• non-controlling interests

1,390 1,408

• 1.3%

1,100 26.4% 4,080 2,796 45.9% 3,073 32.8%

• 5,470

4,203 30.1% 4,174 31.0%

SLIDE 52

52

Balance sheet

Sources: GHG Internal Reporting Selected Balance Sheet items Healthcare services Pharma Medical insurance GEL thousands; unless otherwise noted 31-Mar-18 31-Mar-17 Change, Y-o-Y 31-Dec-17 Change, Q-o-Q 31-Mar-18 31-Mar-17 Change, Y-o-Y 31-Dec-17 Change, Q-o-Q 31-Mar-18 31-Mar-17 Change, Y-o-Y 31-Dec-17 Change, Q-o-Q Assets: Cash and bank deposits 32,157 82,893

• 61.2%

43,081

• 25.4%

4,423 6,924

• 36.1%

10,464

• 57.7%

9,087 10,412

• 12.7%

10,063

• 9.7%

Property and equipment 622,284 579,505 7.4% 610,810 1.9% 27,389 22,922 19.5% 26,212 4.5% 15,081 6,002 151.3% 5,837 158.4% Inventory 19,373 14,282 35.6% 19,873

• 2.5%

90,463 82,256 10.0% 98,938

• 8.6%
• 212

NMF

• Liabilities:

Borrowed Funds 276,848 228,596 21.1% 262,772 5.4% 82,475 83,463

• 1.2%

88,145

• 6.4%

8,598 9,032

• 4.8%

9,586

• 10.3%

Accounts payable 34,727 41,844

• 17.0%

53,458

• 35.0%

55,956 63,440

• 11.8%

63,387

• 11.7%
• Selected Balance Sheet items

Consolidation and eliminations GHG GEL thousands; unless otherwise noted 31-Mar-18 31-Mar-17 31-Dec-17 31-Mar-18 31-Mar-17 Change, Y-o-Y 31-Dec-17 Change, Q-o-Q Assets Cash and bank deposits

• 45,667

100,229

• 54.4%

63,608

• 28.2%

Property and equipment (2,728)

• 662,026

608,429 8.8% 642,859 3.0% Inventory

• 109,836

96,750 13.5% 118,811

• 7.6%

Liabilities: Borrowed Funds

• 367,921

321,091 14.6% 360,503 2.1% Accounts payable (4,191) (11,159) (23,920) 86,492 94,125

• 8.1%

92,925

• 6.9%

SLIDE 53

53

Selected ratios and KPIs

(1) Return on invested capital is adjusted to exclude newly launched Regional Hospital and Tbilisi Referral Hospital (2) Excluding emergency beds and beds of Regional Hospital, launched by the end of February 2018. Occupancy rate excluding beds of Tbilisi referral Hospital was 68.4% in 1Q18 (3) Excludes data for the emergency department and beds of Regional Hospital, launched by the end of February 2018 Selected ratios and KPIs 1Q18 1Q17 4Q17 GHG Normalised EPS, GEL 0.08 0.07 0.06 ROIC (%) 10.6% 10.3% 11.0% ROIC adjusted1 (%) 13.5% 13.0% 14.0% Group rent expenditure 4,724 5,019 4,302

• f which, Pharma

4,055 4,485 4,174 Group capex (maintenance) 2,295 2,630 2,081 Group capex (growth) 22,505 17,866 15,679 Number of employees 15,491 14,593 15,078 Number of physicians 3,553 3,278 3,496 Number of nurses 3,305 2,980 3,205 Nurse to doctor ratio, referral hospitals 0.93 0.93 0.92 Total number of shares 131,681,820 131,681,820 131,681,820 Less: Treasury shares (2,800,166) (3,452,534) (3,379,629) Shares outstanding 128,881,654 128,229,286 128,302,191 Of which: Total free float 53,763,151 43,610,783 53,183,688 Shares held by BGEO GROUP PLC 75,118,503 84,618,503 75,118,503 Healthcare services EBITDA margin of healthcare services 25.2% 25.3% 26.8% Direct salary rate (direct salary as % of revenue) 34.9% 34.8% 35.7% Materials rate (direct materials as % of revenue) 15.6% 15.8% 15.1% Administrative salary rate (administrative salaries as % of revenue) 11.6% 10.8% 11.6% SG&A rate (SG&A expenses as % of revenue) 5.8% 6.2% 6.0% Number of hospitals 37 35 37 Number of polyclinics 17 13 16 Number of express outpatient clinics 24 24 24 Number of beds 3,320 2,731 3,014 Number of referral hospital beds 2,825 2,266 2,519 Bed occupancy rate, referral hospitals2 65.7% 68.1% 60.4% Average length of stay (days), referral hospitals3 5.6 5.6 5.5 1Q18 1Q17 4Q17 Pharma EBITDA margin 10.0% 7.8% 10.2% Number of bills issued 6.70mln 6.39mln 6.57mln Average bill size 13.9 13.4 13.6 Revenue from wholesale as a percentage of total revenue from pharma 25.1% 26.8% 25.3% Revenue from retail as a percentage of total revenue from pharma 74.9% 73.2% 74.7% Revenue from para-pharmacy as a percentage of retail revenue from pharma 28.8% 30.9% 30.2% Number of pharmacies 256 245 255 Medical insurance Loss ratio 84.3% 84.6% 83.2% Expense ratio, of which 15.7% 20.2% 17.6% Commission ratio 5.1% 6.6% 7.0% Combined ratio 100.0% 104.8% 100.8% Renewal rate 70.6% 77.3% 71.8%

SLIDE 54

54

Disclaimer

This presentation contains forward-looking statements, including, but not limited to, statements concerning expectations, projections, objectives, targets, goals, strategies, future events, future revenues or performance, capital expenditures, financing needs, plans or intentions relating to acquisitions, competitive strengths and weaknesses, plans or goals relating to financial position and future operations and development. Although Georgia Healthcare Group PLC believes that the expectations and opinions reflected in such forward- looking statements are reasonable, no assurance can be given that such expectations and opinions will prove to have been correct. By their nature, these forward-looking statements are subject to a number of known and unknown risks, uncertainties and contingencies, and actual results and events could differ materially from those currently being anticipated as reflected in such statements. Important factors that could cause actual results to differ materially from those expressed or implied in forward-looking statements, certain of which are beyond our control, include, among other things: business integration risk; compliance risk; recruitment and retention of skilled medical practitioners risk: clinical risk; concentration

• f revenue and the Universal Healthcare Programme; currency and macroeconomic; information technology and operational risk; regional tensions and political risk; and other key

factors that we have indicated could adversely affect our business and financial performance, which are contained elsewhere in this presentation and in our past and future filings and reports, including the 'Principal Risks and Uncertainties' included in Georgia Healthcare Group PLC's Annual Report and Accounts 2017. No part of this presentation constitutes, or shall be taken to constitute, an invitation or inducement to invest in Georgia Healthcare Group PLC or any other entity, and must not be relied upon in any way in connection with any investment decision. Georgia Healthcare Group PLC undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or

• therwise, except to the extent legally required. Nothing in this presentation should be construed as a profit forecast.