Investor Presentation

Radius Care Overview
1
Introductory presentation
December 2020
“Caring is our calling”

2
Importance Notice and Disclaimer
ThispresentationhasbeenpreparedbyRadiusResidentialCareLimited(“RadiusCare”),toprovideageneraloverviewofRadiusCare.Itisnotpreparedforanyotherpurposeandmustnotbeprovidedtoanypersonother
thantheintendedrecipient.
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solicitationofanoffertobuyfinancialproductsandmaynotberelieduponinconnectionwithanypurchaseoffinancialproducts.Thispresentationhasnotbeenandwillnotbefiledwithorapprovedbyanyregulatory
authorityinNewZealandoranyotherjurisdiction.
NofinancialproductofRadiusCareiscurrentlybeingofferedinNewZealandorelsewhere.Accordingly,nomoneyiscurrentlybeingsought,andnopersoncancurrentlyapplyforanyfinancialproductsofRadiusCare.
AllamountsaredisclosedinNewZealanddollars(NZ$)unlessotherwiseindicated.Allreferencestofinancialyearsinthispresentationrefertothefinancialyearsending31March,unlessotherwisestated.
Thispresentationisnotarecommendationorotherformoffinancialadvice.Whilereasonablecarehasbeentakenincompilingthispresentation,noneofRadiusCarenoritssubsidiaries,directors,employees,agentsor
advisers(tothemaximumextentpermittedbylaw)givesanywarrantyorrepresentation(expressorimplied)oftheaccuracy,completenessorreliabilityoftheinformationcontainedinitnortakesanyresponsibilityforit.
Theinformationinthispresentationhasnotbeenandwillnotbeindependentlyverifiedoraudited.
Thispresentationmaycontaincertainforward-lookingstatementsandcommentsaboutfutureevents,includingwithrespecttothefinancialcondition,results,operationsandbusinessofRadiusCare.Thesestatementsare
basedonmanagement’scurrentexpectationsandtheactualeventsorresultsmaydiffermateriallyandadverselyfromtheseexpectations.Recipientsarecautionednottoplaceunduerelianceonforward-looking
statements.
Pastperformanceinformationgiveninthispresentationisgivenforillustrativepurposesonlyandshouldnotbereliedupon(andisnot)anindicationoffutureperformance.
Thispresentationisprovidedtoeachrecipientonaconfidentialbasisandit,andtheinformationitcontains,mustnotbeprovidedordisclosedtoanyotherpersonpriortothelistingofRadiusCareontheNZXMainBoard,
whichisexpectedtooccuron10December2020.Ifyouarenottheintendedrecipientofthispresentation,youareherebynotifiedthatanyreview,dissemination,distributionorcopyingofthispresentationpriortothat
timeisstrictlyprohibitedandyoushouldnotactuponanythinginthispresentation.

3
Presenting Today
Brien Cree
Executive Chairman / Managing Director
Stuart Bilbrough
Chief Executive Officer
•Founded Radius Care in 2003, then part of Radius
Health Group
•Moved into Executive Chairman role in June 2020
focusing on growth opportunities through
development and acquisition
•Majority shareholder since undertaking
management buy out in 2010 and currently holds
54.75%
•Board member of the New Zealand Aged Care
Association for more than 10 years
•Over 30 years’ experience in the Aged Care sector
•Appointed Chief Executive Officer in June 2020
•Formerly Radius Care Chief Financial Officer from
2010 to 2017
•Over 30 years’ experience in finance roles in
industries including healthcare, FMCG, logistics,
telecoms and financial services
•New Zealand Chartered Accountant and holds an
MBA with distinction from Massey University.

4
Unique needs based sector exposure
Radius Care provides unique exposure to a high acuity, specialised care provider that remains committed to and focused
on delivering compassionate and outstanding clinical care outcomes
Disclosed Land Bank Composition
Last reported Portfolio Composition
Radius CareRadius Care
Existing NZX listed sector peers are more focused on retirement village and generally use aged care as a means to support cross selling of retirement village units
Existing portfolio composition
Portfolio growth focus
30%
20%
10% 60%
80%
Longer term
focus
Proposed
Brownfield
Development
4.2%95.8%
Radius Care
1.Source: CBRE data as at 23 September 2020
2.Includes both Independent Living Units and Serviced Apartments
Source: Latest listed company filings as at 30 November 2020
82.4%
66.1%
59.9%
33.4% 17.7%
17.6%
33.9%
40.1%
48.9%
Summerset
Ryman
Arvida
Oceania
UnitsCare SuitesCare Beds
2
Radius Care is
the 6
th
largest
aged care
provider in
NZ with 4.7%
market share
87.0%
72.4%
62.1%
72.8%
36.7%
27.2%
13.0%
27.6%
1.2%
Summerset
Ryman
Arvida
Oceania
UnitsCare SuitesCare Beds
2
Source: Latest listed company filings as at 30 November 2020

5
Large national aged care portfolio
Radius Care operates 22 aged care facilities nationally, comprising more than 1,700aged care beds owning 3 of these
facilities with 19currently leased from 3
rd
party property investors. It also owns two retirement villages comprising 76 units
Radius Care
Owned
Leased from 3
rd
Parties*
Total
Existing Portfolio
Sites51924
Aged Care Beds1781,5361,714
Retirement Village Units
1
76-76
Total Places2541,5361,790
Existing Facility -Landbank
Aged Care Beds4460104
Retirement Village Units202040
Total Existing + Landbank3181,6141,923
*All leases are triple net lease and long term in nature -with an
average term to next renewal of 9.5 years
2
but 28.0 years
2
after
accounting for all renewals. Radius Care has first right of refusal to
purchase on all facilities (except 1)
National portfolio with strong regional presence
Portfolio summary
Waikato:
Palmerston North:
SitesBedsILUsTotal
Leased162-62
Bay of Plenty:
SitesBedsILUsTotal
Leased2266-266
Owned163-63
Napier:
SitesBedsILUsTotal
Leased145-45
New Plymouth:
SitesBedsILUsTotal
Leased155-55
Owned163-63
Canterbury:
SitesBedsILUsTotal
Leased3278-278
Owned25254106
Northland:
SitesBedsILUsTotal
Leased3155-155
Auckland:
SitesBedsILUsTotal
Leased3248-248
Otago:
SitesBedsILUsTotal
Leased193-93
1,500+ staff
1,700+ residents
Staff and Residents
Denotes leasehold sites
Denotes freehold sites
1.Consistent with much of the industry, Radius Care has a 30% DMF which accrues over a 3 year contractual term, with a small number of legacy unit titles currently being transitioned to its standard ORA contract
2.As at 30 November 2020
SitesBedsILUsTotal
Leased4334-334
Owned1-2222

6
Journey to date
Radius Care has grown significantly from Brien’s acquisition of a single facility (Heatherlea) with 54 beds in 2003 to a national portfolio of
22 aged care facilities and 2 retirement villages and over1,700 beds / units today, through a combination of organic growth, development
and acquisitions
Acquisition-led growth
(2003 to 2008)
GFC and management buyout
(2008 to 2013)
Acquisition and greenfield development
(2013 to today)
Radius Care revenue growth (NZ$m)
2003:
First employee, as part
of Radius Health Group
Acquisition of first care
facility
2004:
Acquired Windsor
Court, representing
the first RV facility
2003 –2005:
At the peak,
settling a new
acquisition
every six weeks
2005 –2006:
Built out pandemic
response during
Bird Flu crisis
2008:
Despite the GFC,
Radius Care’s
operations
remain robust
2010:
Management buyout of majority
shareholder Radius Healthcare Group
Ltd via its majority shareholder
Kuwait Finance House, by Brien
2010 -2013:
Operational
improvement
focus
2014:
Shareholder
restructure:
Brien holds 55%,
Knox holds 45%
2013:
Acquired land for
ElloughtonGardens,
the first greenfield
village development
Today:
Radius Care begins next
phase of growth focused
on development and
acquisition
Radius Care number of beds –last 8 years
2020:
Brien refocuses as
Executive Chairman
role, Stuart re-joins
and becomes CEO
Stuart Bilbrough tenure as CFO (2010 to 2017)
2016:
Radius Care begins to use
eCase, a best-practice
patient management
software tool
2019:
Radius Care purchases
LexhamPark land and
buildings from the
landlord
1,307
1,382
1,371
1,379
1,525
1,682
1,701
1,704
22
22
22
36
48
55
63
73
1,329
1,404
1,393
1,415
1,573
1,737
1,7641,777
FY13AFY14AFY15AFY16AFY17AFY18AFY19AFY20A
Care beds
Village units
65.4
70.2
70.1
76.1
87.0
100.2
110.1
113.7
FY13A FY14A FY15A FY16A FY17A FY18A FY19A FY20A

7
Investment highlights
✓
3. Systematic approach to provision of care
Delivery of strong consistent clinical care outcomes through a systematic approach to the provision of care
✓
✓
✓
✓
✓
With a focus on high acuity and specialist care, Radius Care provides unique exposureto the most attractive segment of the
market, with the strongest demand growth, highest barriers to entry and greatest per bed profitability
4. Secure revenue stream
Government backed funding, with increasing diversification through strong resident acceptance of private Accommodation Supplements (for premium room facilities), Radius
Online Shop and retirement village revenue
2. Focused on stronger margin high acuity and specialist care
Portfolio oriented to high acuity and specialist care, the highest margin most needs based segment of the market with the strongest barriers to entry
1. Strong demand underpinned by favourable population demographics
Ageing of the New Zealand population together with increasing levels of dependency underpins strong forecast growth for aged care, particularly high acuity and specialist care
6. Strong founder backed team
Founder Brien Cree, remains committed to the business and has transitioned to an Executive Chairman role focused on driving Radius Care’s growth with previous CFO Stuart
Bilbroughrejoining as CEO
5. Clear growth pathway
Leverage strong existing development and acquisition capabilities to drive continued growth
-Purchase of the land and buildings of strategically important facilities operated by Radius Care in particular to facilitate development
-Leveraging existing development capabilities but shifting to a property ownership model
-Continuation of opportunistic acquisitions of aged care focused facilities in a highly fragmented sector

8
1. Strong demand underpinned by favourable population demographics
Population aging and increasing dependency underpins strong demand, particularly for higher acuity and specialist care
1.ILE = Independent Life Expectancy
2.LED = Life Expectancy with Dependency (then split by those requiring daily and non-daily care)
3.Analysis is from September 2019. Historical information is based on actual demand data per the ARC demand model which EY haveextended using the past 5 year trend over the projection period
New Zealand population growth
Life expectancy and dependency requirements
Life expectancy is increasing but so is dependency
Bed Demand
Demand is forecast to increase strongly particularly at higher acuity levels
66.5
66.4
65.2
63.8
10.7
7.8
10.2
7.5
6.0
5.5
4.1
3.1
83.2
79.7
79.5
74.4
2013
1996
2013
1996
Females
Males
ILE LED Non-Daily LED Daily
1
22
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
20062007200820092010201120122013201420152016201720182019202020212022202320242025202620272028202920302031
ActualProjection
Bed days (000s of days)
DementiaHospitalPsychogeriatricResthome
-
2.0%
4.0%
6.0%
8.0%
Jan-03Jan-08Jan-13Jan-18Jan-23Jan-28Jan-33Jan-38Jan-43Jan-48Jan-53Jan-58
Rolling 5
-
year pop. CAGR (%)
65 - 85 5-yr CAGR85+ 5-yr CAGR
The 65 to 85 year age bracket (retirement village demographic) is currently experiencing peak
growth, whilst the strongest growth in the 85+ year (aged care demographic) remains ahead
Source: Statistics New Zealand
Source: Ministry of Health, 2013
Source: EY Aged Residential Care Funding Model Review analysis using ARC model, September 2019
3
Aged care demand peak
growth from 2023 -2043
Forecast bed demand

`
9
2. Focused on needs-based, strong margin, high acuity and specialist care
Radius Care’s portfolio is oriented to high acuity and specialist care, the highest margin segment of the market with the
strongest barriers to entry, underpinned by a resident need
Composition of care offerings
1
Radius Care
Industry profitability
Offering v.s. industry
Industry relative profitability
Total offerings
2
(per Aged Care facility)
Dementia and Specialist
3
offerings
(per Aged Care facility)
1.Radius Care bed usage based on FY to August 2020, YPD = Young Person with Disability
2.Based on latest Ministry of Health audit reports as disclosed on Ministry of Health website -https://www.health.govt.nz/your-health/certified-providers/aged-care/ (based on data available as at 30 November 2020)
3.Dementia and Specialist offerings include Dementia, Psychogeriatric, Physical and Intellectual but does not include Rest HomeorHospital –Geriatric or Hospital –Medical care. Average based on simple average of all certified facilities
-
2.0
4.0
6.0
8.0
10.0
12.0
Rest Home Hospital Dementia Total
Annual EBITDA per bed (NZ$000)
3.9
3.2
3.1
2.9
3.6
OCAARVSUMRYM
47.1%
33.2%
17.9% 34.1%
38.1%
49.3%
30.3%
11.1%
10.7%
11.1%
3.6%
5.8%
5.7%
1.0%
0.9%
Industry
Bed use
Bed type
Rest HomeSwingHospitalDementiaPsychogeriatricYPD
~67% of Radius Care’s beds are used for higher acuity, vs industry of ~53%
Source: Ministry of Health Audit Reports
Source: CBRE analysis, September 2020
Source: EY analysis, 2019
Radius Care
operates a
significant
number of swing
beds which are
able to provide
Rest Home or
Hospital level
care depending
on resident needs
0.86
0.52
0.42
0.10
0.75
OCAARVSUMRYM

10
3. Systematic approach to provision of care
Radius Care delivers strong consistent clinical care outcomes through its systematic approach to the provision of care
Immigration
accreditation
enhancing access
to offshore clinical
staff
•One of the first two aged care providers
1
to gain NZ Immigration accreditation
•Significantly increases the speed with which workers can be brought on board,
decreasing bureau reliance and saving on bureau costs, especially with strong
relationship for direct access
1.The other initial Aged Care provider with New Zealand Immigration accreditation was not-for-profit operator Bupa
2.Accurate as at 1 October 2020
3.Per the NZ Ministry of Health certified provider register –sourced from https://www.health.govt.nz/your-health/certified-providers/aged-care/ as at 30 November, industry average from NZACA 2019-20 Industry Profile
Radius Online Shop
provides early
engagement with
community
•Radius Online Shop, established in 2017, provides a range of care products to
wider 65+ community across (enhancing lead generation)
•Products include incontinence, mobility (e.g. walking stick, wheelchairs etc),
specialist furniture (e.g. rehabilitation chairs), specialist bedroom and bathroom
equipment (e.g. bed protectors and shower aids)
Leading IT systems
•Enhances efficiency, minimises risk of clinical errors and promotes consistency
of resident care outcomes
•Utilises best-in-class IT systems such as patient and resident management,
assessment and clinical decision making and shift rostering
•Consistently ahead of the curve on new IT systems, having been one of the first
to adopt Time Target and eCase, now both considered best-practice
Centralised head-
office systems and
support
•Oversight of facilities focused on ensuring efficiency and consistency of care,
includes:
‒Finance, HR, IT, legal, marketing, procurement, property and development,
clinical, education and health and safety functions
‒Roving facility and clinical managers available to facilities as required
‒Regular in-house training and on-going skills development to ensure staff are
familiar with latest healthcare practices
Certification levels by provider
Approximately
38% of Registered
Nurses employed
in the sector are
on work visas
Strong clinical care outcomes
Systems and processes in place
Portion of facilities with 48 or 36 month certifications
3
Source: Ministry of Health Audit Reports
59%
79%
52%
84%
52%
47%
36%
21%
45%
16%
38%
46%
95%
100%
97%
100%
90%
93%
ARVOCARYMSUMIndustry
48 month 36 month
10102
Facilities with <36
month cert.

2.2
3.0
3.0
4.5
6.2
7.1
10.1
9.2
3.4%
8.1%
-
2.0%
4.0%
6.0%
8.0%
10.0%
-
2.5
5.0
7.5
10.0
12.5
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Portion of total revenue (%)
Direct Private Revenue (NZ$m)
Direct private revenue (LHS)Direct private portion of total revenue (RHS)
11
4. Secure revenue stream
Government backed funding, with increasing diversification through strong resident adoption of private Accommodation
Supplements (for premium room services)
Government Funding
Radius Care
Premium charges /
Accommodation Supplements
Government funding continues to increase with ongoing industry advocating
Accommodation supplements for well designed and newer facilities are increasing
Whilst Government funding will always underpin Radius Care’s revenues it has significantly
increased its non-Government revenues over time
21.0%
87.0%
-
20.0%
40.0%
60.0%
80.0%
100.0%
20062007200820092010201120122013201420152016201720182019
Portion of industry facilities with accommodation supplements
2
Cumulative industry gross fee increase by bed type
1
Industry funding
Radius Care revenue composition over time
Growth in direct non-Government revenues, FY13 –FY20
51.6%
49.2%
69.4%
-
20.0%
40.0%
60.0%
80.0%
20062007200820092010201120122013201420152016201720182019
Rest Home Hospital Dementia
Source: CBRE Analysis
Source: NZ Aged Care Association
FY20 total revenue split was 8.1%
direct private revenues
1
, 26.1%
private funded aged care
2
and 65.9%
government funded aged care
1.Includes accommodation supplements, retirement village revenues, Radius Online Shop revenue and other privately paid revenues
2.Reflects full or partial private aged care payments where the resident exceeds means testing thresholds
(CAGR: 4.1%)
(CAGR: 3.3%)
(CAGR: 3.1%)

•Greater control over larger capital items maintained by the landlord –e.g. building roof
•Greater control over cost base with ability to directly source insurance, valuations etc.
which landlord has been sourcing whilst Radius Care incurs cost through triple net lease
5. Clear growth pathway –Purchase of strategically important facilities’ land and buildings
Purchase of strategically important facilities providing Radius Care with freedom to undertake value enhancing
brownfield development
Rationale for site purchasing
Brownfield development focused on adding to existing facilities (e.g. extra wings) not replacement –reducing execution risk
Case Study: LexhamPark –operated since 2004 purchased 2019
Radius Care OwnedRadius Care Leased
•Enhanced legal position through direct ownership, allowing ORA product to be offered
•Landlord has financial capacity to fund development, but rental increase sought is
unattractive
•Clear development potential constrained by 3rd party landlord, either:
–Limited by landlord funding capacity; or
–Limited by other internal constraints on landlord
•Financial benefit if debt funding can be employed at a lower cost than the annual
rental charge
12
Allows
development
which would
otherwise not
be possible
Allows for
future Care
Suite
development
Better control
over cost base
Net saving
(rent less
interest)
>$200k p.a.
-
3.0
6.0
9.0
12.0
15.0
18.0
-
0.2
0.4
0.6
0.8
1.0
FY2017FY2018FY2019FY2020
EBTD / Bed (NZ$000s)
EBTD (
NZ$m
)
EBTDA (LHS)EBTDA / Care Bed (RHS)

5. Clear growth pathway –Development led growth with ownership of land and buidings
Radius Care has the capability to perform both brownfield and greenfield developments, having already managed these
processes on leased sites with landlords historically funding the development
Case study: Waipuna –brownfield development FY17A
PlanningConsentingConstructionFunding
Radius Care
✓✓✓
Landlord
✓
Case study: Millstream –greenfield development FY17A
Post brownfield
development
PlanningConsentingConstructionFunding
Radius Care
✓✓✓
Landlord
✓✓✓✓✓
Development disruption
13
Post completion of development
-
5
10
15
20
-
0.5
1.0
1.5
2.0
FY2015FY2016FY2017FY2018FY2019FY2020
EBITDAR / Bed (NZ$000s)
EBITDAR (NZ$m)
Pro forma Underlying EBITDA (LHS)
-
4
8
12
16
20
24
-
0.4
0.8
1.2
1.6
2.0
2.4
FY2017FY2018FY2019FY2020
EBITDAR / Bed (NZ$000s)
EBITDAR (NZ$m)
Pro forma Underlying EBITDA (LHS)
Occupancy81.3%83.8%81.1%68.1%83.7%81.6%Occupancy62.9%96.1%94.0%95.3%

-
4
8
12
16
20
24
-
0.5
1.0
1.5
2.0
2.5
3.0
FY11A FY12A FY13A FY14A FY15A FY16A FY17A FY18A FY19A FY20A
EBITDAR / Bed (NZ$000s)
EBITDAR (NZ$m)
EBITDAR (LHS)EBITDAR / Bed (RHS)
5. Clear growth pathway –Opportunistic acquisitions
Radius Care operates in a highly fragmented market and will continue to make value accretive acquisitions when
opportunities arise
Case study: Matua acquired FY13
Strong history of acquisitions
3 Facilities, 166 beds
12 Facilities, 696 beds
5 Facilities, 422 beds
2 Facilities 147 beds
Matua –153 beds
ElloughtonGrange (land)
Althorp –117 beds
Millstream –80 beds
Glaisdale –80 beds
Millstream II –19 beds
201720132012
2006200520042003
Radius Care Operated
Since 2003, Radius Care has acquired:
-26
2
facilities, with 22 retained
3
-1,880 beds (compared to 1,714 today after facility sales and one closed facility
3
)
Aged Care sector remains highly fragmented
14
Occupancyn/an/a88.4%89.4%88.8%90.1%89.7%93.9%95.9%91.2%
Radius Care acquired
in November 2012 and
has significantly
improved performance
201520162019
Source: CBRE analysis, September 2019
1.Includes Care Suites for Oceania given significant suite offering
2.Land was acquired adjacent to the ElloughtonGrange facility for further development
3.Radius Care has sold facilities at Glenbrae, Lester and Seaview and closed a facility at St Ives following the Christchurch Earthquakes
2
10.3%9.8%7.3%7.1%4.8%
4.7%
2.8%
2.5%
2.5%48.2%
BupaRymanHeritageOceaniaArvidaRadius CareCHTUltimate CareSummersetOther
1

6. Strong founder backed team
Founder, Brien Cree, remains committed to the business and has transitioned to an Executive Chairman role focused on
driving Radius Care’s growth
Board and Management team
BoardManagement
Brien Cree
Founder and Executive Chairman –MD prior to June 2020
Relevant experience: 30 years
Time at Radius Care: 17 years
•Board Chair and brand ambassador
•Founded Radius Care in 2003 having previously been a business
broker specialising in aged care
•Focused on execution of strategic growth objectives
‒Acquisition of suitable development land
‒Oversight of greenfield developments of aged care and
retirement village facilities
‒Oversight of brownfield expansion of existing aged care and
retirement villages
‒Funding and capital efficiency
Stuart Bilbrough
Chief Executive Officer
Relevant experience: 30 years
Time at Radius Care: 8 years
•Leadership of management team
•Responsible for all day to day activities
•Previously Radius Care CFO between 2010 and 2017
Michelle Slabber
GM, Finance
Relevant experience: 25 years
Time at Radius Care: 5 years
Jane Smart
Chief Operations Officer
Relevant experience: 20 years
Time at Radius Care: 10 years
Steven Heesen
GM, Commercial Services
Relevant experience: 18 years
Time at Radius Care: 14 years
Executive Chairman / Managing Director
Strong focus on governance and ensuring company culture of strong care
outcomes is maintained and promoted throughout the organisation
Bret Jackson
Director
MD, Knox
Investment
Tim Sumner
Director
MD, Knox
Investment
Duncan Cook
Director
Partner, Sharp
Tudhope Lawyers
Board
member
photo
Mary Gardiner
Independent
Director
Hamish Stevens
Independent
Director
15
TBC
GM, People & Culture
Relevant experience: TBC
Time at Radius Care: TBC

16
Important metrics
Capitalisation table
1
Pro forma underlying EBITDA, Implied Listing Multiples, and Dividend Information
ComponentValue (NZ$)
Number of shares on issue at listing176,495,000
Listing price$0.80 per Share
Implied market capitalisation$141.2m
Net interest bearing bank debt as at 30 November 2020$24.8m
Implied enterprise value (excluding lease liabilities under NZ IFRS 16)$166.0m
Lease liabilities under NZ IFRS 16 as at 30 November 2020$185.1m
Implied Enterprise value (including lease liabilities under NZ IFRS 16)$351.1m
FY2021 Guidance
MetricLTMLowHigh
Pro forma underlying EBITDA$21.3m$23.0m$23.7m
Pre NZ IFRS 16 pro forma underlying EBITDA$8.2m$10.2m$11.0m
Implied EV (including lease liabilities) / pro forma
underlying EBITDA
16.5x15.2x14.7x
Implied EV / Pre NZ IFRS 16 pro forma underlying EBITDA20.3x16.3x15.1x
AFFO per Share –cents 1.781.671.99
Dividend per Share –cents at 50% of AFFO for FY20210.831.00
*Implied dividend yield –cash dividend declared1.04%1.25%
*Implied dividend yield –gross dividend declared1.44%1.73%
1.As at 30 November 2020
*GiventhetimingofRadiusCare’slistinginmid-December2020,theBoard’scurrentintentionistopayaninterimdividendinrespectof1HY2021inFebruary2021.Assuch,RadiusCareintendstopay
threedividendsacrossthe2021calendaryear,expectedtocompriseof:
•AFebruary2021dividendandaJune2021dividendinrelationtoFY2021,equalto50%ofAFFO(asoutlinedinthetableabove);andseparately
•ADecember2021dividendinrelationto1HFY2022,inlinewithitsdividendpolicyof50%to70%ofAFFO(notincludedinthetableabove).
Radius Care will direct list on the NZX on Thursday, 10
th
December under the ticker “RAD”. The Board has ascribed a listing
price of $0.80 per Share (“Listing Price”), based on its view of the equity value of Radius Care. It has been provided to
inform investors of the value ascribed to Shares at listing by the Board.

17
Appendix

18
NZX listing rationale
The direct listing of Radius Care provides it with the possibility to subsequently seek capital to fund growth opportunities
as they arise
Enhanced access to
capital for future
growth opportunities
•Ability to raise equity capital as / when required to support strategic
growth initiatives (see pages 12 to 14 for detail):
‒Purchase land and buildings of strategically important leased facilities;
‒Brownfield and greenfield developments; and
‒Opportunistic acquisitions
Enhanced liquidity for
existing shareholders
•Provide greater liquidity -noting that both Brien Cree and Knox
Investment Partners remain committed to Radius Care
Enhanced profile
•Improve awareness of Radius Care amongst media, the public and the
investment community
Greater price
discovery
•Facilitate price discovery through active trading of shares on the NZX
Listing objectivesRadius Care share register at listing
Brien Cree (Wave Rider
Holdings Limited)
54%
Knox Investments
15%
ROC Capital
10%
Others
21%

19
Impact of COVID-19 on Radius Care and sector
1
Processes and procedures implemented by Radius Care in the mid-2000s as a result of Bird Flu risk have performed well in
the COVID-19 environment, with no staff or resident COVID-19 infections occurring to date
Implications for sector and key responsesActions taken by Radius Care and key impacts
Aged care operations
Implications for sector
•Sector responsible for care of elderly residents of materially greater vulnerability (if infected)
than wider community
Key responses
•Aged care operations deemed to be an essential service, continuing throughout lockdown
•Some increase in costs (particularly around the need for additional PPE) but offset by additional
MoH funding for COVID-19 related expenses
Actions
•Policies and procedures already in place to deal with infectious disease, given in particular existing
infection control protocols upgrades in early 2000s due to Bird Flu risk
•Frequent communication with MoH, DHBs and other aged care providers
Impacts
•Limited impact on occupancy, with marginal increase being experienced. Strong reputation for care and
ongoing resident communication, and promotional activity has assisted new resident confidence
•No material stresses or negative implications evident on key suppliers
•No resident cases recorded to date
1
Retirement village
operations
Implications for sector
•Sector demographic less vulnerable than aged care residents but still at greater risk than wider
community
Key responses
•Prospective residents unable to be shown round facilities during lockdown, temporarily
impacting resales and new sales volumes
•Development activities generally not deemed to be essential requiring most development
activity to pause
Actions
•Wage subsidy support not required (with Radius Care not meeting revenue loss thresholds in any event)
Impacts
•More limited impact to Radius Care given retirement village business materially smaller (than aged care
business) and minimal development underway
•No resident cases recorded to date
1
Staff
Implications for sector
•Increased requirements for staff including:
‒Isolation requirements for staff (and residents)
‒Screening facility entrants
‒Restricting visitors to essential visitors only
Key responses
•With increasing unemployment in the wider economy focus on “repurposing” people into the
sector has increased
Actions
•No reduction to staff hours or pay rates implemented
•No movement of staff between facilities to limit inflection control
Impacts
•Staff retention has improved
•No staff cases recorded to date
1
1.As at 30 November 2020