Annual Shareholders’ Meeting – Presentation

Promisia
Healthcare Limited
FY21 Annual Meeting
For the 15 months ended 31 March 2021
Reflects five months of operation as an aged
care business (from 1 November 2020)
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TRANSACTION AND CAPITAL CHANGES
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Announced
proposed
acquisition of
aged care facilities
19 December 19
Transactions
approved by
shareholders
11 June 20
Successful
completion of
debt and equity
raisings to fund
transactions
3 October 20
Completion of
acquisition of aged
care business
30 October 20
Announced
change of balance
date to 31 March
2 December 21
Change of company
name to Promisia
Healthcare Limited
21 January 21
Announced Share
Purchase Plan.
Completed
successfully 31
March 2021
22 February 21
Announced
compulsory
acquisition of
minimum holdings
16 February 21

PROGRESS AGAINST FY21
STRATEGIC OBJECTIVES
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Complete the transaction and ensure
integration of systems
Focus on cost efficiencies to create a
leaner organisation
•In Progress: Establish lean head office and
experienced leadership team
•In Progress: Maximiseoccupancy of
Christchurch facility
•Commenced: Build occupancy with
marketing and begin sale of new villas at
Ranfurlyin Fielding
FY21 OPERATIONAL
HIGHLIGHTS
•30 October 2020: PIL acquisition of aged
care facilities completed
•9 December 2020: Tom Brankin
appointed executive director following
resignation of former CEO
•15 December 2020: Opened first wing of
AldwinsHouse aged care facility in
Christchurch
•22 March 2021: Site preparation
underway to enable construction of PHL’s
Ranfurly Development to begin.
PROGRESS AGAINST FY21
STRATEGIC OBJECTIVES

OUR PORTFOLIO
Promisia has a portfolio of four aged care
facilities comprising 299 beds and 11
independent living villas.
Attractive Locations:
Located in well established and well serviced
towns with strong communities and close to
main centres
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Ranfurly Manor
Feilding
Beds162
Villas6
Staff168
SiteOwned
Eileen Mary
Dannevirke
Beds58
Villas5
Staff58
SiteOwned
AldwinsHouse
Christchurch
Beds30
Villas-
Staff28
SiteLeased with
option to acquire
Nelson Street
Feilding
Beds49
Villas-
Staff32
SiteOwned

AldwinsHouse, Christchurch
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Eileen Mary, Dannevirke
Nelson Street, FeildingRanfurly Manor, Feilding

OUR CARE PHILOSOPHY
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To deliver personalised care that focuses on respecting and helping residents
THE INDIVIDUAL: Care tailored to individual needs.
Supporting and enriching the lives of all individuals.
Treating people with compassion and understanding.
Value the uniqueness of each person.
QUALITY OF LIFE: Dignity. Comfort. Sociable.
Wellbeing. Healthy food. Maximum choice.
Meaningful activities.
ENVIRONMENT: Facility of choice. Quality care. A
caring and stimulating environment.
FAMILY: Involvement of family and whānau.

OUR
GROWTH
STRATEGY
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GROWTH DRIVERS
BROADEN REVENUE MIX
•Broaden mix of recurring revenue streams (rest home/hospital care/dementia), and build revenue from
sale of retirement village ORAs
•Incremental revenue following the opening of Aldwins House, Christchurch
DEVELOPMENT ACTIVITY
•Development of existing facilities to expand capacity without having to expand capital to purchase land
ACQUISITION
•Investigate value-accretive acquisitions of further aged care and retirement village facilities
•Focus is provincial New Zealand
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BROADEN REVENUE MIX
Increase the number of retirement villas to
grow revenue from sale of retirement
village ORAs
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4%
26%
62%
8%
Bed Types
As at 31 March 2021
VillasApartmentsRest home/HospitalDementia
7%
34%
38%
4%
17%
0%
Revenue by Category FY21
DementiaHospital
Rest homeDeferred Management Fee
Revaluation of property
Broaden the range of services offered at facilities
and increase the number of beds requiring higher
levels of care and revenue (hospital and dementia)
where there is local demand
Note: ORA = Occupancy Rights Agreement

Growth of revenue through maximising occupancy
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•Existing facility, refurbished and
strengthened following Christchurch
earthquake
•Long term lease from 1 March 2020
•Option to purchase the Aldwins property
for $11m, expired but parties in discussion
•Progressive opening of facilities to meet
demand -30 rooms open as at 31 March
2021; second tranche of 30 rooms now
open
•Full Occupancy capacity: 145 beds
Aldwins House, Christchurch opened in December 2020

CURRENT DEVELOPMENT OPPORTUNITIES
Existing landbank and facility development opportunities:
Ranfurly Manor:
•1 hectare adjoining land. 32 villas and 10 apartments. Project underway
Eileen Mary:
•Site potential for 5 villas
Aldwins House:
•Progressive re-opening of remaining wings. 115 beds
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Beds and Units Existing as at
31 March 2021
Development
FY22
Development
FY23
Villas
111621
Apartments
8210
Rest home &
Hospital
192115
Dementia
25
TOTAL
310451472
Provincial locations offer:
•Lower land cost
•Generally lower operating
costs than larger centres
•Strong average occupancy
rates given fewer facilities in
the area
•Development opportunities

ACQUISITON STRATEGY
Pursue acquisition opportunities based on quality, geographic and cultural fit, demand for services, growth potential
and contribution to profitability.
PROVINCIAL AREAS
•Further growth opportunities through the acquisition of other aged care facilities, particularly in provincial New
Zealand.
SECTOR CONSOLIDATION
•The potential exit of small aged care operators due to increasing compliance costs or access to capital provides an
opportunity for PHL to acquire modern facilities in areas where there is strong market demand.
FUNDING
•PHL expects additional lending/capital will be required to fund acquisitions and expects to debt fund at least 50% of
any purchase price.
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BROWNFIELD DEVELOPMENT: RANFURLY MANOR
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•Largest aged care provider in Feilding
•Brownfield: 1 hectare of adjoining land
•Existing facility capacity: 162 beds
•Development: 32 villas and 10 apartments
•PHL acquires title to the development on
completion. No capital investment required.
•Interest free loan from developer (associated with
PHL Director, Tom Brankin).
•Purchase price to be paid from proceeds from the
initial sale of an ORA for each new villa or
apartment
0
50
100
150
200
250
Current Planned Development
Development Plan
Total 204 units and beds
Existing bedsVillasApartments
Stage 1:
•Construction is underway with first new ORAs expected to be completed by December 2021
•Marketing has commenced, with strong interest from local community

FINANCIALS
For the 15 months to 31 March 2021
Change in business activities:
FY21 results include five months of operation
under new business activities -aged care
business (from 1 November 2020)
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FY21 SUMMARY OF FINANCIAL PERFORMANCE
Reflects five months aged care operations
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Financial Year
NZ $000’s
FY20/21
15 months
Primary Business ActivitiesAged Care
(5 months)
Income7,330
EBITDAF
1
(234)
NPAT on continuing operations 26
Total assets59,227
Cash and cash equivalents1,219
Interest bearing loans and
borrowings
17,833
Net operating cashflow566
•Total income of $7.3m, including revenue of $6.1m
and increase in property valuations of $1.2m
•Profit from continuing operations of $0.02m
•Total comprehensive income from continuing and
discontinuing operations of $0.03m
•Operating cash inflow $0.566m
•Strong balance sheet with bank debt headroom for
planned developments
1. EBITDAF is operating earnings before interest, tax, depreciation, amortisation and fair value adjustments

REVENUE
•Revenue $6.1m
•Revenue is primarily from Government-backed funding
(68%), for rest home, hospital and dementia care and
services
•11 ORA resales during the five month period
•Other income includes other services to residents,
training income for students, and administration
income on the settlement of ORAs
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Resthome,
hospital,
dementia
Deferred
Management Fee
FY21 Sales/Resales Revenue

EXPENSES
•Expect operating expenses to grow in line
with expansion of facilities
•Cost efficiencies remains a priority
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Employee
costs
Property-related
expenses
Other
operating
costs
FY21 Operating Expenses
ExpensesFY20/21
$000’s
Administration*$1,739
Operating$4,555
Depreciation and Amortisation$377
Finance costs$894
*
Administration expenses includes legal expenses and NZX listing and
regulatory fees related to the acquisition of, and entry, into the aged care
business. These are largely o considered to be one-off costs.

FINANCIAL POSITION
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$000’sFY20/21
Cash
1,219
Trade and other receivables
2,034
Related party advances
953
Property, plant and equipment
4,756
Right of use assets
9,285
Investment Property
40,677
Deferred tax asset
303
TOTAL ASSETS
59,227
Trade and other liabilities
2,837
Taxation payable
472
Related party loan
1,000
Interest bearing loans and borrowings
17,833
Lease liability
10,040
Occupancy Rights Agreements
10,533
TOTAL LIABILITIES
42,715
TOTAL EQUITY
16,512
•Acquisition of aged care business for $31.385m
(valued at $33.015m). Funded by debt $18m
and new equity $14m
•Total assets of $59m
•18.9 billion new shares issued during the
period at a price of $0.001 per share
As at 31 March 2021:
•Term debt of $17.83m
•Debt to total assets at 30.1%

OUTLOOK
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ATTRACTIVE SECTOR OPPORTUNITY
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Strong demand underpinned
by favourable population
demographics
The number of people in New Zealand aged over 75 is forecast to double
from 300,000 to 600,000 over the next 12 years. The aged care facilities
currently available in New Zealand cannot accommodate the expected
increase in demand and new facilities will need to be built.
Growing demand for high
needs and specialist aged care,
particuarly in regional New
Zealand
12% of people over 75 are in care. 4,000 new care beds are required in New
Zealand each year. There are insufficient beds being built to cater for the
demand, particularly in regional New Zealand
Increasing compliance driving
sector consolidation
Smaller owner operator facilities (fewer than 50 beds) are closing as they
lack the ability to remain profitable and compliant without significant capital
investment.
Variety of care and business
models in the sector, with
different care offerings
Business models range from companies focused on building retirement
villages with villas and apartments which do not provide care (independent
living), through to higher needs care providers. Growing demand for
continuity of care with higher care offerings on site.

FY22 FOCUS AREAS
6-12 Months
- Build occupancy at Aldwins House,
Christchurch
- Progress the Ranfurly Development in
Feilding (32 villas and 10 care apartments).
- Identify other acquisitions and
development opportunities
12-24 Months
- Achieve at least 70% occupancy of
Christchurch
- Complete the Ranfurly Development in
Feilding
- Evaluate development of new villas on
owned land in Dannevirke
- Identify other acquisitions and
development opportunities

OUR STRENGTHS
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•Stable future revenue streams with good growth opportunity
•Considered and diversified growth strategy
•Modern facilities
•Experienced people, with many years industry involvement
•High calibre employees
•Local facilities in strong communities
•Existing growth opportunities
•Low overheads

DISCLAIMER
•This presentation has been prepared by Promisia Healthcare Limited (“PHL”). The information in this presentation is of a generalnature
only. It is not a complete description of PHL.
•This presentation is not a recommendation or offer of financial products for subscription, purchase or sale, or an invitationorsolicitation for
such offers.
•This presentation is not intended as investment, financial or other advice and must not be relied on by any prospective investor. It does not
take into account any particular prospective investor’s objectives, financial situation, circumstances or needs, and does notpurport to
contain all the information that a prospective investor may require. Any person who is considering an investment in PHL securities should
obtain independent professional advice prior to making an investment decision, and should make any investment decision havingregard to
that person’s own objectives, financial situation, circumstances and needs.
•Past performance information contained in this presentation should not be relied upon (and is not) an indication of future performance.
This presentation may also contain forward looking statements with respect to the financial condition, results of operations andbusiness,
and business strategy of PHL. Information about the future, by its nature, involves inherent risks and uncertainties. Accordingly, nothing in
this presentation is a promise or representation as to the future or a promise or representation that a transaction or outcome referred to in
this presentation will proceed or occur on the basis described in this presentation. Statements or assumptions in this presentation as to
future matters may prove to be incorrect.
•A number of financial measures are used in this presentation and should not be considered in isolation from, or as a substitute for, the
information provided in PHL’s financial statements available at www.promisia.com
•PHL and its related companies and their respective directors, employees and representatives make no representation or warranty of any
nature (including as to accuracy or completeness) in respect of this presentation and will have no liability (including for negligence) for any
errors in or omissions from, or for any loss (whether foreseeable or not) arising in connection with the use of or reliance on, information in
this presentation.
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