en company presentation q2 2015

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World Class Hospital Group

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Disclaimer

This presentation has been prepared by PT Siloam International Hospitals, Tbk (SILO ) and is circulated for the purpose of general

information only. It is not intended for any specific person or purpose and does not constitute a recommendation regarding the securities of SILO. No warranty ( expressed or implied ) is made to the accuracy or completeness of the information. All opinions and estimations included in this report constitute our judgment as of this date and are subject to change without prior notice. SILO disclaims any

responsibility or liability whatsoever arising which may be brought against or suffered by any person as a result of reliance upon the whole or any part of the contents of this presentation and neither SILO nor any of its affiliated companies and their respective employees and agents accept liability for any errors, omission, negligent or otherwise, in this presentation and any inaccuracy herein or omission here from which might otherwise arise.

Forward –Looking Statements

The information communicated in this presentation contains certain statements that are or may be forward looking. These statements

t pi all o tai ords su h as ill , e pe ts a d a ti ipates a d ords of si ilar i port. B their ature, for ard looking statements involve a number of risks and uncertainties that could cause actual events or results to differ materially from those described in this presentation. Factors that could cause actual results to differ include, but are not limited to, economic, social, and political conditions in Indonesia ; the state of the property industry in Indonesia; prevailing market conditions; increases in regulatory burdens in Indonesia, including environmental regulation and compliance cost; fluctuations in foreign currency exchange rates; interest rate trends, cost of capital and capital availability; the anticipated demand and selling prices for SILO developments and related capital expenditures and investments; the cost of construction; availability of real estate property; competition from other companies and venues; shifts in customer demands; changes in operation expenses, including employee wages, benefits, and training, governmental and public policy

ha ges; “ILO’s a ilit to e a d re ai o petiti e; “ILO’s fi a ial o ditio , usi ess strateg as ell as the pla s a d objectives of

“ILO’s a age e t for future operatio s; ge eratio of future re ei a les; a d e iro e tal o plia e a d re ediatio . “hould one or more of these uncertainties or risks, among others, materialize, actual results may vary materially from those estimated, anticipated or projected. Specifically, but without limitation, capital costs could increase, projects could be delayed and anticipated improvements in production, capacity or performance might not be fully realized. Although SILO believes that the expectations of its management as

reflected by such forward –looking statements are reasonable based on information currently available to us, no assurances can be given

that such expectations will prove to have been correct. You should not unduly rely on such statements. In any event, these statements speak only as of the date hereof, and SILO undertakes no obligation to update or revise any of them, whether as a result of new information, future events or otherwise.

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Where We Are In Lippo Karawaci

04 Highly Experienced & Professional Management

05 The Vision

06 The Journey

07 The Operations

08 A Day At Siloam

09 The Strategy & Business Model

10 –

13 Premier Private Hospital Group

14 –

18

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Where We Are In Lippo Karawaci

1H 2015 Results

As of 30 Jun 2015

No. of Outstanding Shares : 23,077,689,619 Code : LPKR.JK ; LPKR IJ

LIPPO RELATED COMPANIES

25.98 %

DEVELOPMENT REVENUE

RECURRING REVENUE

HOSPITALS

COMMERCIAL

_MANAGEMEN

ASSET

T

• “iloa

Hospitals

• Retail Malls

• Aryaduta

Hotels

• REIT,

Mall &

Hotel

Management

• To

Management

Services, Leisure

and Restaurants

PUBLIC

74.02 %

TOWNSHIPS INDUSTRIAL

AND

COMMERCIAL PROPERTIES

OFFICE PROJECTS LARGE

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Highly Experienced & Professional Management

Board of Directors

Romeo Lledo

Prof. George Mathew

Director

dr. Grace Frelita

Director

Kailas N. Raina

Director

Board of Commissioners

Ketut Budi Wijaya

President Commissioner

Theo L. Sambuaga

Commissioner

dr. Niel Nielson

Independent

dr. Gershu Paul Group Executive

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6

The Vision

1H 2015 Results

Reach

Scale

International

Quality

Affordable and Accessible Healthcare

to all socio economic segments

Godly

Compassion

By 2017..

• Beds

4,800 to 10,000

• Patients per annum

2 million to 15 million

• Hospitals

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The Journey

1996

–

2006: Learning Phase

2007

–

2010: Consolidation Phase

2011 to Date: Expansion Phase

1996

SH Lippo Village

2002

2011

2012

2013

2014

2017

SH Lippo Cikarang

SH Surabaya

SH Kebon Jeruk

SH Balikpapan

SH Jambi SH MRCCC

RSUS

SH Manado

SH Makassar

SH Palembang

SH Cinere

SH Bali

SH TB Simatupang

BIMC Kuta

BIMC Nusa Dua

SH Medan

Asri

SHLV

– I do esia’s First Hospital to e

Accredited and Re-accredited by JCI

(2007, 2010 and 2014)

2013

–

The Company

successfully completed IPO

BIMC Nusa Dua

– I do esia’s First

Hospital to be Accredited by ACHS

Australia (2014)

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The Operations

1H 2015 Results

Unrivalled network across Indonesia

JCI

Sumatra Population : 50.6 mio

Kalimantan Population : 13.8 mio

Java Population : 136.6 mio

Sulawesi Population : 17.4 mio

Papua Population : 3.6 mio

Bali Population : 3.9 mio

Nusa Tenggara Population : 9.2 mio

Maluku Population : 2.6 mio

Jakarta Population : 10 mio

Greater Jakarta Population : 28 mio

Operational Hospitals (20)

Future Developments (46)

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A Day At Siloam

402

Inpatient

Admissions

5,292

Outpatient

Visits

5

Cardiac

Procedures

102

Dialysis

Procedures

6 Neuro

Surgeries

2 Cardiac

Surgeries

18

Deliveries

8,576

Laboratory

Tests

574

Emergency

Visits

57

Major

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The Strategy & Business Model

4 Pillar Foundation

Clinical Service Delivery

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4 Pillar Foundation

Siloa Hospitals’ four pillar fou datio has ee ke to the su ess of our e isti g hospitals a d ill ser e

as the asis for repli ati g this su ess at our e pa sio hospitals…

1 Emergency

Excellence in Emergency Services

1-500-911

2 Technology

3 Telemedicine

4 Doctors

State-of-the-Art Medical Equipment and Systems

Digital Telemedicine Hu a d “poke

Siloam Doctor Partnership and Development Program

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Clinical Service Delivery

1H 2015 Results

• Primary clinics for corporate clients

• Public-Private-Partnership (PPP) model - Siloam Puskesmas (Public Health Clinic)

• RSUS –First general hospital using public sector model

– Additional demand from patients under governmental insurance and social schemes

– Gate ay to I do esia’s U i ersal Health are Co erage a d Go er e t

Health Insurance Programs

• Specialist access for primary healthcare demand

• Public-Private-Partnership

• High standard and accessible medical care through focus on clinical governance and affordable price points

• Access to Centres of Excellence through hub and spoke system and

Tele-Integrated Healthcare Delivery Model

Primary

Secondary Tertiary

Research and Education • Integrated platform with UPHMS and other partnerships • Medical students training at RSUS, SHLV, and SHKJ

• Integrated Centers of Excellence: Neuroscience, Cardiology, Cancer, Orthopedic, Urology, Fertility

• Hub and Spoke strategy and extensive coverage of specialized services via Digital Tele-Medicine

• Pio eeri g i est e ts i I do esia’s health are se tor

– Comprehensive Cancer Centre opened in 2011 – I do esia’s first Ga a K ife i stalled i 2012

• Best in class and highly accessible healthcare services platform through:

– Rapid expansion of hospital network across Indonesia – Attracting and retaining the best doctors with strong focus on

do tors’ elfare “DPDP

– Equip hospitals with State-of-the-Art facilities such as 128 slice CT Scan and 1.5T MRI

One-stop continuum of care at primary, secondary, tertiary and quaternary levels

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UPH Medical Sciences (UPHMS)

Centre of Excellence and Global Reputation

• Alignment –across teaching and service delivery

• Affiliate with agencies such as ACORN/NUS/SGH/UOM

• Leading edge research

• Best practice Models

• Remote Access Diagnosis (RAD) and Remote Access Clinical Management (RACM)

• Telemedicine

• Centres of Clinical Excellence/ Accreditation

• Teaching Hospital paradigm

• Future workforce

• Systems based curriculum converged with PBL

• Best practice replication

• Clinical placement

• Foundation for Innovation

• Overseas training –

Singapore/Australia/USA/China

Bringing Together Clinical, Research & Education

·

Education Research

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Premier Private Hospital Group

Mature Hospitals

Developing Hospitals

New Hospitals

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Mature Hospitals

BEKASI (East of Jakarta)

SILOAM HOSPITALS CIKARANG

114 Bed Capacity 108 Operational Beds

91 GP and Specialists 165 Nurses

Centre of Excellence : Occupational Health & Emergency

79.61% Ownership EAST KALIMANTAN

232 Bed Capacity 165 Operational Bed 100 GP and Specialists 143 Nurses

Centre of Excellence : Orthopedics & Emergency SILOAM HOSPITALS BALIKPAPAN

SOUTH JAKARTA

MRCCC SILOAM SEMANGGI

334 Bed Capacity 122 Operational Beds 173 GP and Specialists 209 Nurses

Centre of Excellence : Cancer, Liver & Emergency

TANGERANG (West of Jakarta)

SILOAM HOSPITALS LIPPO VILLAGE

JCIA

Centre of Excellence : Cardiology, Neuroscience, Orthopedics & Emergency

WEST JAKARTA

SILOAM HOSPITALS KEBON JERUK

Centre of Excellence : Urology, Orthopaedic, Cardiology &

Emergency

EAST JAVA

SILOAM HOSPITALS SURABAYA

Centre of Excellence : Fertility Treatment, Cardiology & Emergency

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NORTH SULAWESI

SILOAM HOSPITALS MANADO

Centre of Excellence : Emergency

Developing Hospitals

1H 2015 Results

SOUTH SULAWESI

SILOAM HOSPITALS MAKASSAR

Centre of Excellence : Cardiology, Endocrinology & Emergency

SOUTH SUMATERA

SILOAM HOSPITALS PALEMBANG

Centre of Excellence : Gastroenterology & Emergency

70.00% Ownership

BALI

SILOAM HOSPITALS BALI

Centre of Excellence : Treatment for tourists, Orthopedics, Cardiology & Emergency

EAST SUMATERA

SILOAM HOSPITALS JAMBI

83.0% Ownership

SOUTH JAKARTA

SILOAM HOSPITALS TB SIMATUPANG

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New Hospitals

WEST JAVA

SILOAM HOSPITALS PURWAKARTA

EAST NUSA TENGGARA

SILOAM HOSPITALS KUPANG

NORTH SUMATERA

SILOAM HOSPITALS MEDAN

Centre of Excellence : Emergency & Trauma

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TANGERANG (West of Jakarta)

SILOAM GENERAL HOSPITAL (RSUS)

Distinct Market Segment Hospitals

1H 2015 Results

SOUTH JAKARTA

SILOAM HOSPITALS ASRI

Centre of Excellence : Urology

DEPOK (South of Jakarta)

SILOAM HOSPITALS CINERE

Centre of Excellence: Cardiology

80.0% Ownership

BALI

BIMC KUTA

Centre of Excellence : Treatment for tourists & Emergency

BALI

BIMC NUSA DUA

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Strong Financial Performance

Revenue & EBITDA Details

Balance Sheets

Revenue & EBITDA Contribution

Revenue & EBITDA by Category

Average Revenue Per Patient

Operational Update Patient Visits & Admissions

2015 Revenue Ramp Up

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Strong Financial Performance

(Revised)

1H 2015 Results

Siloam is the clear leader and fastest growing private hospital group in Indonesia serving all segments of the population

737 890

2008 2009 2010 2011 2012 2013 2014 2015P

102 114

2008 2009 2010 2011 2012 2013 2014 2015P

In IDR Bn

FY Revenue

FY EBITDA

Note:

EBITDA refers to income before depreciation, provisions for post-employment benefits, allowance for impairment in value, corporate income taxes and other expense and/or income (consisting primarily of financing income and others-net).

+34% +68%

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Revenue & EBITDA Details

In IDR Bn

Q1

∆% Q2 ∆% 1H ∆%

2014 2015 2014 2015 2014 2015

GOR 751 976 30% 816 1,011 24% 1,568 1,987 27%

Service Cost 188 244 30% 215 265 23% 403 509 26%

NOR 563 732 30% 602 746 24% 1,165 1,478 27%

Material Cost 238 291 22% 256 296 16% 494 587 19%

Gross Margin 325 441 36% 346 450 30% 671 891 33%

Operating Expenses 201 260 29% 229 273 19% 430 533 24%

EBITDAR 124 181 46% 117 177 51% 241 358 49%

% to GOR 16.5% 18.6% 14.3% 17.5% 15.3% 18.0%

% to NOR 22.0% 24.7% 19.4% 23.7% 20.6% 24.2%

Rental (i) 14 19 39% 19 24 27% 33 43 32%

EBITDA(ii) 110 162 47% 98 152 56% 208 315 51%

% to GOR 14.7% 16.6% 12.0% 15.1% 13.2% 15.8%

% to NOR 19.6% 22.1% 16.2% 20.4% 17.8% 21.3%

NPAT 24 34 37% 20 28 40% 45 62 39%

% to GOR 3.3% 3.4% 2.5% 2.8% 2.8% 3.1%

% to NOR 4.3% 4.6% 3.3% 3.8% 3.8% 4.2%

Notes:

(i) Represents rental expenses for the land and buildings, Siloam is leasing from FREIT, PT Lippo Karawaci Tbk and other parties. PT Lippo Karawaci started charging rent for the land and buildings of 9 hospitals on May 1,_2013.

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Balance Sheets

1H 2015 Results

In IDR Bn

FY2014

1H 2015

∆%

Assets

Cash & Equivalent

280

217

-22%

Property and Equipment

1,589

1,603

1%

Total Assets

2,844

2,978

5%

Liabilities & Equity

Liabilities

1,190

1,279

7%

Shareholders' Equity

1,654

1,699

3%

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Revenue

EBITDA

Revenue & EBITDA Contribution

23% _18%

1H 2014 1H 2015

Mature ≥ 5 Beds Mature 200-249 Mature 120-199 Beds Mature <120 Beds De elopi g ≥ Beds Developing 120-199 Beds Developing <120 Beds Ne ≥ Beds

New <100 Beds Distinct Market Segment

Commentary

1H 2014 1H 2015

Mature ≥ 5 Beds Mature 200-249 Mature 120-199 Beds Mature <120 Beds De elopi g ≥ Beds Developing 120-199 Beds Developing <120 Beds Ne ≥ Beds

New <100 Beds Distinct Market Segment

 Revenue growth is driven by the ramp-up of new hospitals opened in 2011, 2012, 2013 and 2014. This trend will continue in the coming years.

 EBITDA growth is driven by the contribution of new hospitals opened in 2011, 2012, 2013 and 2014. as these hospitals are ramping up their

operatio s to the le el of Mature hospital ategor .

Note:

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Operational Beds

No of

Hospitals

GOR

EBITDA

≥

250

1

363

78

21.6% / 29.6%

200-249

1

254

37

14.4% / 20.4%

120-199

3

437

64

14.7% / 19.7%

<120

1

92

5

5.5% / 7.1%

≥

1

107

18

16.4% / 22.2%

120-199

3

263

46

17.5% / 24.0%

<120

2

130

18

13.6% / 17.5%

≥

2

86

18

21.4% / 26.8%

<100

1

6 (8)

-125.3% / -254.4%

Distinct Market Segment

5

244

38

15.7% / 20.6%

Consolidated

20 1,983

315

15.8% / 21.3%

Mature

Developing

New

% to GOR/NOR

Revenue & EBITDA by Category

1H 2015 Results

Note:

EBITDA refers to income before depreciation, provisions for post-employment benefits, allowance for impairment in value, corporate income taxes and other expense and/or income (consisting primarily of financing income and others-net).

(b)

(c)

(a) High recurrent investment to set up open hearth surgical center. Economies of scale of 500 procedures a year are expected to achieve starting in 2016.

(b) Under construction to replace its current overcrowded building facilities thus no growth in revenues and EBITDA are expected in the next 18 months.

(c) This hospital is in its phase II expansion program to achieve the economies of scale of over 250 beds to hit EBITDA of 20% of GOR.

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21.4 _21.2

≥ 5 Beds 200-249 Beds 120-199 Beds <120 Beds ≥ Beds 120-199 Beds <120 Beds ≥ Beds <100 Beds Distinct Market Segment 2012 2013 2014 1H 2015

Average Revenue Per Patient

Blended IPD Average Revenue Per Patient (IDR 17.0 Mn)

Blended OPD Average Revenue Per Patient (IDR 0.8 Mn)

0.8

≥ 5 Beds 200-249 Beds 120-199 Beds <120 Beds ≥ Beds 120-199 Beds <120 Beds ≥ Beds <100 Beds Distinct Market Segment 2012 2013 2014 1H 2015

IDR Mn

Mature Developing New

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≥ 5 Beds 200-249 Beds 120-199 Beds <120 Beds ≥ Beds 120-199 Beds <120 Beds ≥ Beds <100 Beds Distinct Market Segment 1H 2014 1H 2015

2%

Operational Update Patient Visits & Admissions

1H 2015 Results

OPD Visits (+31%)

No of OPD Visits

12,561 12,366

No of ED Visits

-14%

ED Visits (+25%)

95%

17%

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Operational Update Patient Visits & Admissions

IPD Admissions (+34%)

Average Length Of Stay (4.0)

8,779

No of IPD Admissions

- 4%

≥ 5 Beds 200-249 Beds 120-199 Beds <120 Beds ≥ Beds 120-199 Beds <120 Beds ≥ Beds <100 Beds Distinct Market Segment