Sagility Limited (Formerly Sagility India Limited, earlier Sagility India Private Limited) Registered Office - No. 23 & 24, AMR Tech Park, Building 2A, First Floor Hongasandara Village, Off Hosur Road, Bommanahalli, Bengaluru – 560068, Karnataka, India Corporate Identification Number: L72900KA2021PLC150054 Tel. No.: 080-71251500, E-mail: investorservices@sagility.com, Website: www.sagilityhealth.com Date: March 25, 2026 To, The Manager The Manager Listing Department Listing Department National Stock Exchange of India Limited (NSE) BSE Limited (BSE) Exchange Plaza, 5th Floor Phiroze Jeejeebhoy Towers Plot No. C/1, G-Block Dalal Street Bandra-Kurla Complex Mumbai - 400 001 Bandra (E), Mumbai - 400 051 Scrip Code:544282 Symbol: SAGILITY Dear Sir/Ma’am, Sub: Submission of Investor Presentation pursuant to Regulation 30 read with Schedule III of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015. In continuation of our letter dated March 13, 2026, regarding the Investor and Analyst Day scheduled to be held on Wednesday, March 25, 2026, please find enclosed the presentation that will be discussed during the meeting later today. The details are also being made available on the Company’s website https://sagilityhealth.com/ This is for your information and record. Thanking You, For Sagility Limited Satishkumar Sakharayapattana Seetharamaiah Company Secretary & Compliance Officer M. No. A16008 Encl: a/a Powering Payers, PBMs, and Providers to operate smarter, faster, and at scale. Certain statements in this release concerning Sagility’s future growth prospects may be seen as forward-looking statements, which involve a number of risks and uncertainties that could cause the actuals to differ materially from such statements. Sagility does not undertake to update any such statement that may have been made from time to time by or on behalf of the company. Ramesh Gopalan Group CEO and Managing Director 1:30 PM – 2:15 PM Registration & Welcome Refreshments 2:15 PM – 3:00 PM CEO Presentation & Business Overview 3:00 PM – 3:30 PM U.S. Healthcare, Practice and AI led Solutions 3:30 PM – 4:00 PM Payer-Provider Ecosystem Expertise (includes demo) 4:30 PM – 5:00 PM Deep Clinical Expertise and Value Delivery (includes demo) 5:00 PM – 5:45 PM Technology, AI-led Transformation, and Partnership Ecosystem (includes demo) 5:45 PM – 6:15 PM GTM Plan 6:15 PM – 7:00 PM Interactive Q&A with Management 7:00 PM Dinner & Networking Global Scale of Operations 40,000+ Healthcare Associates 5 Geographies 90.6% Offshore & Nearshore 1.37 B+ Transactions Robust Growth FY25 Revenue from Operations Y-o-Y Growth (%) 14.9% $658.3 M Strong Industry Presence And Client Partnerships 100% US Healthcare focused 18 Average Client Tenure in Years 25 Years of experience in Healthcare 25.5% Adjusted EBITDA margin for 9M FY26 35 Delivery centers 4100+ Clinicians and Technology Experts $518.2 M $572.9 M $658.3 M FY23 FY24 FY25 15.9% Adjusted PAT margin for 9M FY26 80+ Healthcare Clients 7 of the top 10 payers served 3 Of top 6 PBMs by claims volume Broad and Deep Domain Expertise in medical, pharmacy, and dental business segments Service Portfolio Covers most of the payer value chain inclusive of both administrative and clinical workflows Tech-led & Transformative AI-led orchestration, BPaaS, platforms, point solutions, RPA, and Analytics $476.5 M $591.8 M YTD Dec FY25 YTD Dec FY26 Sagility SmarTec Nurse Assist Winner of Augmented Intelligence award Enterprise Innovator Healthcare Payer Services Capabilities Disruptor Healthcare Provider Services Capabilities • Leaders Quadrant in Intelligent Payer Operations • Leaders Quadrant in Payer Operations • Major Contender in Clinical CCM Services • Major Contender in UM Services • Major Contender in Payment Integrity Services • Major Contender in BPaaS Payer Operations • Major Contender & Star Performer in RCM Everest PEAK Matrix Avasant RadarView HFS Horizon Other Accolades Sagility Leader in Revenue Cycle Management (RCM) Leader Generative AI Services ISG Provider Lens • Analyst Blog Mention - AI Use Cases for Payment Integrity to Deliver ROI for U.S. Healthcare Payers • Analyst Blog Mention - AI Agents: Use-Case Examples for Health Insurers Everest PEAK Matrix Sagility SmarTec Nurse Assist Winner of Augmented Intelligence award Enterprise Innovator Healthcare Payer Services Capabilities Disruptor Healthcare Provider Services Capabilities • Leaders Quadrant in Intelligent Payer Operations • Leaders Quadrant in Payer Operations • Major Contender in Clinical CCM Services • Major Contender in UM Services • Major Contender in Payment Integrity Services • Major Contender in BPaaS Payer Operations • Major Contender & Star Performer in RCM Everest PEAK Matrix Avasant RadarView HFS Horizon Other Accolades Sagility Leader in Revenue Cycle Management (RCM) Leader Generative AI Services ISG Provider Lens • Analyst Blog Mention - AI Use Cases for Payment Integrity to Deliver ROI for U.S. Healthcare Payers • Analyst Blog Mention - AI Agents: Use-Case Examples for Health Insurers Everest PEAK Matrix • Benefit Configuration • Member Acquisition • Member Enrollment • Member engagement • Premium billing & reconciliation • Provider Credentialing/ Re-credentialing • Provider Enrollment • Contract Loading • Fee Schedule management • Provider Engagement • Provider Data Management • Prospective (Prepay) • Retrospective (Post Pay Audits) • Financial investigation review (SIU) • Clinical & Coding Audit • Recovery & Reconciliation • Clinical Triage • Utilization Management • Case Management • Quality, HEDIS/Star Rating • Disease management • Health and Wellness Solution • Claims Intake • Prior Authorization • Initial Claims • Rework and repricing • Appeals & Grievances • Benefit verification • DME & Lab Provider order speciality • Claims & Coding review • Zero Balance Accounts • Clinical and Coding Denials • AR safety net • Underpayment recovery Member Lifecycle Management Provider Lifecycle Management Payment Integrity Clinical UM/CM Claims Management Provider RCM Payer & PBM Practices Provider Practice • Business Unit Assessments • Cost Containment • Implementation / Migration support • Gen AI & Agentic AI deployments • Managed Platform Services • GCC support & services Consulting + Technology Services Synchrony Lifecycle: AI-led Orchestration of Operational Workflows Managed Services MLR Reduction Solutions One Big Beautiful Bill • Signed in July 2025, this legislation includes significant Medicaid spending reductions and related policy changes affecting eligibility, financing, and program operations. • This could potentially result in drop in membership in Medicaid heavy plans. Rising Medicare Utilization & CMS Rates • CMS CY 2027 Advance Notice signals near-flat MA rates. If finalized, flat payments amid rising utilization may squeeze margins. Growing Adoption of Generative & Agentic AI • GenAI is gaining ground though adoption is much slower in a highly regulated industry like healthcare. Domain expertise will be a key differentiator to driving meaningful outcomes. • CMS emphasizes the responsible use of technology and AI by ensuring strong privacy protections, maintaining human oversight in care decisions, and continuously monitoring tools for accuracy and safety. ACA Subsidy Expiration • Premium shock due to increase in out-of-pocket premiums is resulting in decline in total enrollment. • As of Jan 2026, there was 29% decline in new consumers and 3.4% decline in total enrollment in 2026 vs 2025. Tariffs • With the February 20th US Supreme Court ruling, more uncertainty. No direct impact to our business. H-1B Policy • H-1B policy changes can materially affect service delivery firms supporting payers by tightening onshore skilled labor supply and increasing wage pressure. However, Sagility does not rely on the H-1B program. While some payers will face revenue headwinds, almost all payers face rising utilizationdriven medical cost pressure, regulatory complexity, and membership volatility. Margin protection will require , , , and focused initiatives 82% 87% 84% 88% 82% 88% 83% 88% 86% 87% 81% 88% 86% 90% 93% 89% 83% 89% 88% 90% 91% 90% 84% 92% UHC Humana CVS Aetna Elevance Cigna HC Centene MLRs are continuing to rise for top payers resulting in depressed margins Margin recovery, cost discipline, and utilization management are key priorities across payers. Payer 2026 Management Focus United HealthCare Margin recovery Humana 5-Star focus and exiting unprofitable plans CVS Aetna Improving utilization Elevance Realign cost structure, improve margin consistency Cigna Focus on PBM business Centene Margin improvement Looking ahead, we expect our broader transformation efforts to increasingly impact results beginning this year. This includes expanding outsourcing capabilities, simplifying and standardizing processes, and leveraging technology and automation. - Humana CFO, Q4 2025 As part of our efforts to address elevated trend and funding cuts, we planned for some Medicare Advantage membership contraction in 2026. We now expect UHC Medicare Advantage contraction will be in the range of 1.3 million to 1.4 million members for the full year…These are greater losses than originally anticipated, as competitive market dynamics drove higher than expected plan shopping during the intensely competitive Annual Enrollment Period. - UHC CEO, Q4 2025 70% of our portfolio, Cigna Healthcare and Specialty & Care Services, remains well positioned for growth in 2026 and beyond. And to future-proof our company within our Pharmacy Benefit Services, we continue to take significant actions. - Cigna CEO, Q3 2025 As a reminder, we expect the increase between first quarter and fourth quarter MBR to be approximately 850 basis points in 2026, which is slightly steeper than the initial expectations we provided for 2025. - Aetna CFO, Q4 2025 We continue to view 2026 as a trough year. We expect our Medicaid operating margin to be approximately negative 1.75%, with improvement over time as rates incorporate more current experience and our actions take hold. - Elevance CEO, Q4 2025 Overall, we remain focused on driving margin improvement across the enterprise and delivering EPS growth in 2026… We have incredible runway ahead of us in the form of operational improvements, efficiency gains, and margin expansion. - Centene CEO, Q3 2025 ● CY22 ● CY23 ● CY24 ● CY25 Despite Industry Pressures, Sagility Continues to Execute and Grow Why and how we are growing Significant cost pressures for clients • Look to take advantage of lower cost with partners • Urgency to look at even lower volume functions • Our domain expertise and one of the most expansive service capabilities is a plus Proven results and credibility at scale • We have shown results for over 15 years for these clients • Transition timelines are short as we understand their business and their systems/processes Transformation capabilities • Ability to commit to cost take-out targets with no significant upfront investment from clients • Capabilities across process reengineering, automation including the use of GenAI and platform-based point solutions along with deep domain expertise is a differentiator Open to different business constructs • Expand scope on existing SOWs or enter into similar SOWs with price reduction commitments • Commit to outcome based or variable cost models based on membership (pmpm) that factors cost reduction goals Growth is diversified and resilient, driven by sustained YoY expansion in our Top 5 payers* Supported by accelerated growth in the rest of the client base $115.3M $125.9M $135.8M $130.7M $134.6M $148.7M Q1 Q2 Q3 Top 5 Payer Groups $500.1M $129.2M $549.5M $166.0M Top 5 Other Clients* ● FY25 ● FY26 ▲ 13.3% ▲ 6.9% ▲ 9.5% ▲ 9.9% ▲ 28.5% ● TTM Dec 24 ● TTM Dec 25 *indicates Payer client groups **excludes BroadPath clients Streamlined and optimized business processes + Six Sigma + SOP redesign + Human-led optimization Process Improvement • Task Automation • Business Intelligence • Productivity uplift + Point Solutions + RPA + Analytics + Process Mining + Dashboards Digital Enablement Capabilities Powering the Growth • Improved task automation • Faster Knowledge retrieval • Automated documentation + Healthcare-specific CLMs + Guardrails for Conversational AI + Agents augmented into workflows GenAI-Augmented Operations Tools & Capabilities Evolution Business Impact U.S. Healthcare Operations Regulatory Density & Compliance Oversight Clinical Judgment Embedded in Operations Complex Stakeholder Relationships Fragmented Data & Legacy Technology Infrastructure U.S. Healthcare Operations Regulatory Density & Compliance Oversight Health Insurance Portability and Accountability Act Patient privacy and data protection Affordable Care Act Coverage mandates and insurance market rules False Claims Act Fraud, waste, and abuse enforcement Major Regulatory Frameworks Centers for Medicare & Medicaid Services (CMS) Key Oversight Agencies State Regulatory Agencies (DOI, DOH, etc.) Office of Inspector General Healthcare is Governed by Multi-Layer Regulatory Oversight Healthcare decisions must be auditable, explainable, and compliant, limiting fully autonomous AI decision-making. Implication U.S. Healthcare Operations Clinical Judgment Embedded in Operations Whole-Person Context Market-Driven Guidance Regulatory Accountability Strategic Risk Mitigation Human intervention prevents the automated biases that trigger costly parity violations and ensures equitable access to behavioral health. Clinicians navigate the friction of modern consumer choice, bridging the gap between patient preference and medical necessity. Experts decode the complex interplay of genetics, social barriers, and personal goals that algorithms inevitably overlook in patient care. CMS mandates that care decisions remain explainable and reviewable, ensuring that technology cannot legally override humanled medical necessity standards. Healthcare administrative processes require clinical interpretation. Many healthcare processes depend on clinical judgment and interpretation, requiring augmented (HITL) v/s autonomous AI models. Implication U.S. Healthcare Operations Complex Stakeholder Relationships Healthcare Payments Are Governed by Complex Payer-Provider Contracts Multiple Stakeholder Incentives Complex Payer/Provider Contracts Operational Friction Across Parties Limited System Awareness Low understanding across the population makes healthcare harder to navigate and resolve. Negotiated terms and benefit-specific variations create thousands of unique payment rules. Payer, provider, plan sponsor and member decisions all shape cost, reimbursement and payment outcomes. Interoperability gaps and handoff issues slow payment decisions and extend issue resolution timelines. Payment decisions rely on contract-specific financial logic, requiring ecosystem level knowledge to precisely deploy AI. Implication U.S. Healthcare Operations Fragmented Data & Legacy Technology Infrastructure Complex Legacy Platforms Restricted Access and Governance Disparate Systems of Record Data Movement Across Enterprises Information must move across payers, providers, PBMs, labs and other partners, creating additional handoffs and dependencies. HIPAA, consent requirements and datasharing controls limit access, making orchestration of AI agents more complex. Claims, membership, billing and clinical workflows often run on aging systems that are costly and difficult to modernize. Provider, member, clinical and operational data are maintained across separate systems, requiring constant reconciliation. Healthcare operations rely on disconnected legacy platforms and fragmented data flows across the ecosystem. Fragmented legacy systems limit the impact of advanced AI, requiring deep client ecosystem knowledge and domain expertise to deploy solutions effectively. Implication U.S. Healthcare Operations Regulatory Density & Compliance Oversight Clinical Judgment Embedded in Operations Complex Stakeholder Relationships Fragmented Data & Legacy Technology Infrastructure Sagility’s Unique Position Regulatory Density & Compliance Oversight Clinical Judgment Embedded in Operations Complex Stakeholder Relationships Fragmented Data & Legacy Technology Infrastructure Human-Centered, AI-Embedded Operating Model Deep Clinical and Regulatory Knowledge of Payer + Provider Ecosystems Flexible Pricing Based on Outcomes Proprietary Tech & AI Solutions + Curated Partnership Ecosystem Capabilities Powering the Growth Streamlined and optimized business processes + Six Sigma + SOP redesign + Human-led optimization • Task Automation • Business Intelligence • Productivity uplift + Point Solutions + RPA + Analytics + Process Mining + Dashboards • Improved task automation • Faster Knowledge retrieval • Automated documentation + Healthcare-specific CLMs + Guardrails for Conversational AI + Agents augmented into workflows Process Improvement GenAI-Augmented Operations Digital Enablement Tools & Capabilities Evolution Business Impact Streamlined and optimized business processes + Six Sigma + SOP redesign + Human-led optimization • Task Automation • Business Intelligence • Productivity uplift + Point Solutions + RPA + Analytics + Process Mining + Dashboards Capability Evolution: Fueling Strategic Market Expansion • Improved task automation • Faster Knowledge retrieval • Automated documentation + Healthcare-specific CLMs + Guardrails for Conversational AI + Agents augmented into workflows Process Improvement Rapid process transformation with Human + AI working model. • SmarTec Assist Nurse, Appeals etc. • SmarTec Agents Benefits, Eligibility etc. • SmarTec Workmates Recruiter, Trainer, Coach etc. + Healthcare-specific CLMs + Multi-Agent orchestration + HITL structure Agentic AI-Embedded Operations AI-led Workflow Orchestration delivering Enterprise-wide impact. • Synchrony Lifecycle model: Medicare, UM, Claims, PI etc. • Customized for client’s ecosystem • Faster time to market • MLR Impact + AI-led orchestration + Single Window Accountability + Outcome based pricing Lifecycle Operations GenAI-Augmented Operations Digital Enablement Tools & Capabilities Evolution Business Impact Deep Domain Practice & Solutions • Managed Services model • Payer-PBM-Provider Synergy • Synchrony Lifecycle Operations • MLR Reduction: Clinical Solutions Tech-led Transformation & Partnership ecosystem Strategic Market Expansion • Domain-rich tech solutions • SmarTec, AI-embedded platforms • Synchrony, Agentic AI-led orchestration platform • Curated partnership ecosystem • Continued expansion within top accounts • Expand into small & mid-market • New service offerings across clients & prospects Roopam Narayan Executive Vice President, Practice & Solutions Deep Domain Expertise Driving Growth Client Outcomes Sagility Outcomes Managed Services / Structured Deals • Committed Savings at Enterprise Level • Speed to Value: Accelerated Outcomes • No-Black-Box: Transparent Models, Often leverages Sagility’s incumbency • Scope addition of previously client retained onshore delivery • Control over automation projects • Breaks the linearity with FTE costs / price Synchrony Lifecycle Operations • Predictable pricing (PMPM) across IT and Ops • Speed to Value: Accelerated Implementation • Future-proof and Compliant (including underlying platform) • Transformed mid-market business with AI-Led Operations Lifecycle model • Higher wallet share as scope is end-to-end including underlying platform tech services • Highly sticky model – can survive M&A activities we often see in mid-market MLR Reduction: Clinical Solutions • Fixed cost/ PMPM Solutions driving medical cost impact, across care continuum • Focus on Member health outcomes – improves HEDIS Quality measures • Medicare: Revenue growth with higher stars • Take market-share from “traditional” contingency based UM players • Blend our key assets (Medical policies, Clinical Resources, SmarTec assets, Platforms and Partners) for higher revenue and margins $5.5M Other Vendors(s) $6.0M Existing Sagility $13.5M Client in House $20M Sagility Managed Services with a 5yr team Client Outcomes • Committed Savings of $25M (5 years) • Speed to Value: Savings from Day-1 • No-Black-Box: Transparent Model, driven by Sagility as a trusted partner with 10+ years incumbency Sagility Outcomes • Additional $70M of committed revenue (~3.5x) • Breaks the linearity with FTE / Transaction costs • Leverages “Payer-Provider Synergy” and precision in AI augmentation for improved margins 25M 20M Example of a current deal: Scope Provider Data, Claims, Provider Calls for a line of business High MLR Outcomes Solutions Outcome Focused Utilization Management • Committed Medical Impact with Fixed costs for plan (volume variations by ARCs/RRCs) • Leverages partnerships like Availity (digital front-door and Auth AI) • Differentiated from Traditional Medical Risk based model Care Continuum: Quality, Stars, & Care Coordination • Quality focused offerings for preventative carecoordination and Behavioral Health support • Examples of highly specialized offerings are: – Post Acute Care and Aging in Place – Uncontrolled Diabetes and Hypertension • UM offerings provide similar medical cost impacts as Traditional model companies with more educative approach rather than the unpopular punitive control/denial of procedures & claims • Integrated Care Offerings (Care Continuum) break silos in the health-plan organization, delivering better health outcomes at lower care-coordination spend • Improved member and provider engagement: likely to result in better VoC and CMS CAHPS survey Rise in Consumerism • GLP-1 drugs • Genetic Testing • Backlash against claims/ procedure denial) Population Complexities • Elderly population increase • Uptick in Behavior Health services • Increase in Noise and misinformation (like vaccines) Regulatory Interventions • UM Process (Augment AI and make more transparent) • CMS changes for Star measures • Ongoing regulatory updates Driver for growth in current year and has a large growth headroom for next 3-5 years: Components Outcomes Solutions • Synchrony Medicare Advantage Lifecycle (part of E&B) • Synchrony Claims Lifecycle • Synchrony Utilization Management • Synchrony SmartStepTM (Aging in Place) / Care-Coordination with stars outcomes • Synchrony Payment Integrity • Synchrony Appeals and Grievances • Synchrony Revenue Cycle Management • Speed to value • Reduced upfront Capex • Improved member and provider engagement, transaction quality and compliance AI-led Orchestration Domain knowledge applied end-to-end workflows Curated, domain-aligned partner network Sophisticated contractual arrangements Srikanth Lakshminarayanan Senior Vice President, Healthcare Practice Payer/Provider Journey ~$4.5M Cost Avoidance for Large Blue Plan ~$5M Benefits for Large Commercial & Medicare National Plan $11.4M Admin Cost Reduction for Medicare based National Plan for CY2025 Delivering Managed Services Through Domain-led Transformation Our Managed Services framework measures the operational efficiency and maturity at an enterprise level – cutting across different functions and lines of business – to identify gaps and implement state-of-the-art digital solutions to cut down administrative leakage Domain-led Solutions Tech and AI-led Solutions Contracting Enrolment Billing Claims Appeals Care Mgmt Provider Mgmt SmarTec Appeals Assist HealthBridge Connect Payer Provider Synergy Command Center Late Payment Interest Sagi360 Claims Touch Ratio Nurse Assist Clinical Decisioning Robotic Process Automation Intelligent Content Processing AI Knowledge Retrieval & Summarization Payer-Provider ecosystem Analytics Agentic AI – Claims & Engagement automation Client Benefits Powered by AI-led workflow orchestration of Medicare Advantage Lifecycle Operations that brings together partner ecosystem across MA plan design, CMS filing, launch, member acquisition, enrollment, billing, reconciliation, and member support. Lifecycle Operations • Faster, credible, scalable plan design, launch to member acquisition for small and mid-market MA plans. • Unifies fragmented point solutions into one compliant workflow, for modular or end-to-end adoption by MA plans. Value to Clients • Leverage client relationships for modular or end-to-end positioning. • Target small and mid-market MA plans through coordinated sales, marketing campaigns, brand positioning and events. Go-to-Market Approach • Strategically leading the design and execution of future-state operating models. • Drives MA new-logo and cross-sell growth through established partner ecosystem relationships. Strategic Value to Sagility Krithika Srivats Senior Vice President, Clinical Practice Abigail DeYoung Age: 67 Location: Santa Monica, CA Language: English • Severe Low back Pain, Affecting mobilty • Numerous consultations with little to no relief • She s diabetic and has hypertension • Transportation challenges • Lives alone in a two-story home • Financial issues affecting timely care • Multiple Prior Auth required for MRI, pain injections, surgery PT and DME. • An average of 17 calls to get needed care Problems + The Numbers • Typical cases require 2-3 years of ongoing care • 6-12 weeks average time to getting each episode • >$43,000-$75,000 for her treatment • Over 75M of such Abigails needing care • $1.2T Avg yearly cost of managing Medicare members Inefficiencies • 100,000 nursing hours on prior authorization each year • ~60% of requests are submitted via fax or phone • <25% of submissions are timely and accurate • Average time to accurate and needed care is 7 days MLR reduction from redesigned UM process: Human Expertise Meets Algorithmic Precision to Reduce Waste in Healthcare Prior Authorization Workflow - MLR Reduction $200 – $300B opportunity Outcomes • Improve timeliness and access to care- 2-3 days • Enhance provider and member experience • Reduce unnecessary utilization • Increase clinical operational efficiency by 25-35% • Lower overall costs AI-Enabled Decision Making Provider submits prior auth request for L2-L5-Lumbarexctomy Case is routed for clinical review Case fails initial criteria and is escalated for physician review - Downgraded – Approved L4-L5 Deferred L2-L4 Portal triggers real-time clinical questions • Availity portal request submission • Automated Fax Intake Nurse Assist streamlines clinical review process, improving efficiency and reducing nurse review time by 10-12 minutes Agentic AI Summarizes Calls Automated Notifications UM 360 Ecosystem Large Enterprise Mid Market Sagility Medical Policies - ● Sagility Analytics ● ● Availity Portal ● ● Availity Authorization ● - Elligint - ● Other niche point solutions ● ● Abigail gets her care approval in 3 days; Reduced unnecessary care and hence medical spend by 10% Integrated Solutions Across the Care Continuum Diabetes & Hypertension Management Ex- Post Acute Care Utilization Management Care Management and Complex Case Management Smart Step - Home safety, functional independence addressing falls, dementia, and caregiver preparedness After her back surgery, Sagility Gen AI and predictive models identified the right post-operative support, enabling a safe discharge home with appropriate equipment, therapy, follow-up care, and home health services. Preventive Measures (HEDIS) Integrated UM Post Discharge Long Term Resilience Lower SNF utilization and diagnostic costs with 15%+ medical cost savings Enhanced star ratings across impacted measures 30% Lower re-admissions 5x ROI and 12%–18% lower long-term spend Utilization Management Bundled Service (Case Payment) Utilization Management Aging in Place (CM) Intervention 0.8 ($ 39.5K / $ 47.3K) HH Services: $12.7K 1.1 ($ 24.0K / $ 22.0K) HH Services: $10.6K + $ 5.1 Million (15%) 3248 756 3.6 ($ 15.7K / $ 4.4K) HH Services: $7.7K 5135 2007 + $ 9.9 Million (25%) 0.5 ($ 63.3K / $ 121.3K) HH Services: $15.4K 2912 156 + $ 7.4 Million (34%) 1800 45 + $ 1.9 Million (8%) FRAILTY + $ 24.4 Million (16.7%) BH BH + Non-Frail BH + Frail NBH + Frail NBH + Non-frail Non BH Case Study | SmarTec Nurse Assist Care delays tied to prior authorization. Clinicians were overwhelmed by administrative work. • Delays in treatment • Resource-intensive manual reviews • Compliance risks • Administrative fatigue • Increased Operational Cost Issue SmarTec Nurse Assist transformed t through an agentic ecosystem of automation and clinical intelligence. Core features: • Automated review assistance • Clinical documentation improvement (CDI) • Resource optimization Action Impact 25-35% reduction in clinician workload 80% boost in quality Improved Compliance with 96% AI accuracy overall and 100% accuracy with AI-assisted reviews 18 hr faster care delivery Winner in the 2026 Augmented Intelligence Awards presented by the Business Intelligence Group Optimized Utilization Management Personalized Care Coordination at Scale Whole-Person Risk Profiling Targeted Omni-Channel Interventions A proactive path to maintain independence at home. Multidisciplinary Multidomain Whole Person Care 12% Reduction in ER visits 18% Reduction in frailty-related claims 10 Direct Star Measures 8 Indirect Star Measures 22% Reduction in unnecessary inpatient admissions 98% of active participants made changes to improve resilience 87% Member Satisfaction Madan Moudgal Executive Vice President, Chief Digital Officer Ram Mohan Natarajan Senior Vice President, Business Transformation Technology & AI Investment Strategy Where enterprise systems are required, Sagility pursues a partnership-first strategy with trusted vendors. Sagility builds domain-rich, reusable, configurable components that enhance enterprise technology and accelerate solution development across use cases. Partnering for Enterprise Systems Modular Solutions Developed in an environment governed by controls that are SOC2 and HiTrust compliant. Years of investment across multiple waves of technology have created a rich portfolio of assets designed for distinct industry needs. Domain Specific Data Models • Member data model • Provider data model • Claim data model GenAI Based Autonomous Agents • Conversational Agents • Knowledge Retrieval Agents • FWA Identification Agents • Medical Record Summarization Agents • Claims Adjudication Agents Predictive Models & Advanced Analytics • Propensity Models • Overpayment Prediction • Underpayment Prediction • Risk Scoring Algorithms • Population Stratification Business Intelligence Dashboards • Sagi360 - Provider Interactions Dashboard • CX360 - Engagement Services • SensAI - Audit & Analytics • LPI Dashboard - Late Payment Interest Point Solutions & Platforms • Member Enrollment • Provider Credentialing • Member Engagement • Payment Integrity • Revenue Cycle Management Frameworks & Accelerators • Communications Mgr. • Document Processing Engine • Medical Records Manager • Sagility Agent Execution Framework - SAGE Automation Bots • Claims processing • Benefit configuration • Appeals management • Provider Data Management • Correspondence Generation Interoperability • HealthBridge Connect • EDI transactions manager • SFTP manager • FHIR compliant APIs Developed in an environment governed by controls that are SOC2 and HiTrust compliant. Years of investment across multiple waves of technology have created a rich portfolio of assets designed for distinct industry needs. Domain Specific Data Models • Member data model • • GenAI Based Autonomous Agents • • Knowledge Retrieval Agents • • • Predictive Models & Advanced Analytics • • Overpayment Prediction • • • Business Intelligence Dashboards • • • • LPI Dashboard - Late Payment Interest Point Solutions & Platforms • • • Member Engagement • • Interoperability • HealthBridge Connect • • • Frameworks & Accelerators • Communications Mgr. • • • Automation Bots • Claims processing • • • • Strategic Platform Partners SI Partners Capabilities Partners Hyperscale Partners Agentic AI and Human Synergy System of Engagement System of Engagement SmarTec Agent Human Interaction Platforms Analytics and Monitoring, Insights, Control System of Record Members and Providers Health Plan Ops, Leadership, Strategy Teams Value of Synergy • Single point of responsibility • Choose best of breed components • Speed of execution with Operations and Technology teams under one roof • Total alignment – All focused on NPS and efficiency – no tech for the sake of tech Deployment Use Cases Verification of Insurance/Benefits Claims Status Outbound Status Calls UM Intake Health Risk Assessment Provider Verification General Member Info Appeals Status Patient Balance / Collections UM Status Worker’s Comp Provider Support Accounts – Recv Follow-up Clinical Guidelines Clinical Review Auth Approval Or Rejection Decisioning Medical Necessity Manager A Factory or Assembly Line of Agents and Humans working together harmoniously Prior Auth Doc Orchestrator Faxed in Prior Auth contains: • Authorization Form • Medical Record Medical Record Medical Records Manager MR Extractor OCR NLP Patient Journey Builder Summarizer Annotator Nurse Review Anatomy of an Agent • Data Structure • Business Logic • Prompts • Directives • Guardrails Case Extractor Case Generator Summarizer Care Management System Authorizer Outreach Agent OCR NLP Case Creation Eligibility Verifier Admin Cost Benchmarking for Payers $80 to $100 Avg. blended admin cost to process each appealed claim for payers ~$2.5B Annual appeals management cost by US payer industry Administrative Burden Appeals are 3x more expensive to manage than straightthru claims resulting in significant cost leakage and productivity impact due to rework. Star Rating Reduction Consistent growth in Appeal volume can lead to compliance and regulatory risks which directly impact a plan’s star ratings. Provider Abrasion Appeals lead to higher claim processing cycles resulting in increased friction in payer-provider relationship. G&A is a significant function for any payer since it can impact a payer in multiple ways – administrative cost leakage, operational inefficiencies but more importantly can directly impact key stakeholder relationship and experience – providers and members. Potential Business Impact Chris Shiffert Executive Vice President, Chief Growth Officer Continued Expansion within Top Accounts • Build on legacy client retention rate, accelerate service expansion • Expansion opportunities amongst our 7 national plan clients • Leverage early success developing new business models with existing clients 01 New Service Offerings Across Clients & Prospects Build adjacent healthcare capabilities that extend into new revenue streams. • Member Acquisition • E2E Payment Integrity • HEDIS Abstraction • Star Ratings • Synchrony, AI-led orchestration 03 Expand Small & Mid-Market Accounts Expand current capabilities into small and mid-market clients (Acquired through BroadPath) • Member & Provider Lifecycle Management • Claims Management • Clinical UM/CM • Payment Integrity 02 Pipeline Accelerators Advisors • Analysts • Ecosystem/Solution Partnerships • Consulting-led Deals 25 Years of Experience in Healthcare 7 of the top 10 payers served 18 Average Client Tenure in Years 97% Client Retention Rate Managed Services Workflow Solutions Captive/GCC Build-Operate-Transfer MLR Reduction Solutions Continued Expansion within Top Accounts • Build on legacy client retention rate, accelerate service expansion • Expansion opportunities amongst our 7 national plan clients • Leverage early success developing new business models with existing clients 01 Top Accounts Member LCM Provider LCM Claims Management Clinical UM/CM Payment Integrity Client 1  ● ●   Client 2  ●   ○ Client 3  ● ●   Client 4   ○ ○  Client 5   ○  ○ Client 6 ○ ○ ○ ○  Client 7  ○ ○ ○ ○ Expand into Small & Mid-Market Expand current capabilities into small and mid-market clients (Acquired through BroadPath) • Member & Provider Lifecycle Management • Claims Management • Clinical UM/CM • Payment Integrity 02 $129.2M $166.0M TTM Dec 24 TTM Dec 25 ▲ 28.5% 4.6% (3 Clients) 4.6% (3 Clients) 7.7% (5 Clients) 20% (13 Clients) 63% (30 Clients) All 5 Practices 4 of 5 3 of 5 2 of 5 Only 1 Practice 30 Accounts Through the BP Acquisition 13 New Logos in FY26 Existing BP Client Portfolio and New Logo Mid-Market Clients Mid-Market Clients New Services Build adjacent healthcare capabilities that extend into new revenue streams. • Member Acquisition • E2E Payment Integrity (through DCI) • HEDIS Abstraction • Star Ratings • Synchrony, AI-led orchestration 03 Medicare Acquisition • Medicare Advantage • Med Sup • Medicare Part D • Under 65 Synchrony • Synchrony Medicare Advantage Lifecycle • Synchrony Claims Lifecycle • Synchrony Payment Integrity • Synchrony Utilization Management • Synchrony Appeals and Grievances E2E Payment Integrity • Prospective (Prepay) • Retrospective (Post Pay Audits) • Financial investigation review (SIU) • Clinical & Coding Audit • Recovery & Reconciliation HEDIS + Stars Quality + performance measures that drive top line revenue to payer clients Raise hand to ask a question. Once the microphone has been handed to you, please announce your full name and institution, followed by your question. 01 02 Long Term Financial performance snapshot Revenue ($M) FY25 YoY% TTM Dec YoY% 14.9% 22.6% Adjusted EBITDA* ($M) FY25 YoY% TTM Dec YoY% 25.9% 22.2% Adjusted PAT ($M) FY25 YoY% TTM Dec YoY% 34.8% 39.0% *AdjustedEBITDA represents EBITDA adjustedfor earnoutspayable underthe acquisitionagreements (DCI, BirchAI, & BroadPath), share-basedpayment awards and exclude other income (including forex gain/loss). Consistent Revenue & EBITDA growth. Reduction in interest and amortization expense driving higher PAT growth $572.9 $658.3 $630.9 $773.6 FY24 FY25 TTM Dec 24 TTM Dec 25 $137.8 $173.6 $162.9 $199.2 FY24 FY25 TTM Dec 24 TTM Dec 25 $71.1 $95.8 $87.9 $122.1 FY24 FY25 TTM Dec 24 TTM Dec 25 Revenue (INR Million) FY25 YoY% TTM Dec YoY% 17.2% 27.5% Adjusted EBITDA * (INR Million) FY25 YoY% TTM Dec YoY% 28.4% 27.0% Adjusted PAT (INR Million) FY25 YoY% TTM Dec YoY% 37.5% 44.5% ₹47,536 ₹55,699 ₹52,846 ₹67,371 FY24 FY25 TTM Dec 24 TTM Dec 25 ₹11,436 ₹14,685 ₹13,651 ₹17,341 FY24 FY25 TTM Dec 24 TTM Dec 25 ₹5,896 ₹8,107 ₹7,360 ₹10,634 FY24 FY25 TTM Dec 24 TTM Dec 25 Other Financial Indicators Adjusted EPS is Adjusted PAT divided by weighted average number of equity shares Adjusted ROCE is Adjusted PAT plus Interest cost divided by capital employed (Assets excluding goodwill and intangibles assets less current liabilities) Net Debt is Borrowing plus lease liabilities less Cash and Cash equivalent including investment in Mutual Fund and Deposits . Borrowing doesn’t include accrued interest Steady Increase in Adjusted EPS. Adjusted ROCE consistent at 50%. Lower cash conversion in YTD Dec’25 due to higher DSO, Non cash gains & taxes 1.38 1.76 2.27 FY24 FY25 TTM Dec 25 Adjusted EPS (in INR) 47.0% 54.9% 53.5% FY24 FY25 TTM Dec 25 Adjusted ROCE % ₹21,678 ₹10,433 ₹6,426 1.9x 0.71x 0.37x - 0.50 1.00 1.50 2.00 2.50 ₹0 ₹5,000 ₹10,000 ₹15,000 ₹20,000 ₹25,000 FY24 FY25 TTM Dec 25 Net Debt Net Debt (in INR Million) Net Debt to Adjusted EBITDA 87.2% 89.7% 49.7% 70.8% 80.5% 39.7% FY24 FY25 9M FY 26 Cash Conversion (%) OCF % FCF % $260.0 M $122.0 M $71.5 M Net Debt in $M *Employee benefits expense excludes M&A earnout and SAR (shown separately under adjustments), ^ Other expenses exclude forex loss. ^^ Other income excludes forex gain. Forex Gain and Forex Loss clubbed together and shown separately. ** AdjustedEBITDA representsEBITDA adjustedfor earnoutspayableunderthe acquisitionagreements (DCI, BirchAI & BroadPath), share-basedpaymentawards and exclude other income (including forex gain/loss). Amt in USD M Particulars Q3 FY26 Q2 FY26 Q3 FY25 YoY% QoQ% 9M FY26 9M FY25 YoY% Revenue from Operation 222.0 189.4 172.0 29.1% 17.2% 591.8 476.5 24.2% Employee benefits expense 137.5 115.0 99.5 365.6 284.0 Other expenses^ 26.7 24.7 23.5 75.5 67.3 Adjusted EBITDA** 57.7 49.8 48.9 18.1% 16.0% 150.7 125.1 20.5% Adjusted EBITDA % 26.0% 26.2% 28.4% 25.5% 26.3% Adjustments: M&A Earnouts 0.4 1.4 1.4 3.7 4.3 SAR (stock appreciation right) – NonCash -0.7 0.8 1.0 1.0 12.3 Other Income (excl. Forex gain)^^ 1.0 0.7 1.2 2.3 3.4 Forex Gain / (Loss) -0.4 6.0 4.1 6.1 3.7 Reported EBITDA 58.5 54.2 51.7 13.1% 8.0% 154.4 115.6 33.6% Finance costs 2.8 2.8 3.6 8.8 11.6 Depreciation and amortisation expenses 13.9 13.9 13.7 41.6 42.0 Profit before Exceptional Items 41.9 37.5 34.4 21.7% 11.8% 104.0 62.1 67.6% Statutory impact of new labour code in India 3.8 3.8 Profit Before Tax 38.1 37.5 34.4 10.8% 1.8% 100.3 62.1 61.6% Tax Expenses 8.0 8.7 8.6 23.9 19.6 Reported Profit After Tax 30.2 28.8 25.8 17.0% 4.9% 76.4 42.5 79.9% EPS 0.57 0.54 0.46 23.7% 6.7% 1.42 0.78 83.7% Adjusted PAT 36.4 34.5 31.2 16.8% 5.5% 94.3 68.0 38.7% Adjusted PAT % 16.4% 18.2% 18.1% 15.9% 14.3% Adjusted EPS (Rs) 0.69 0.64 0.56 23.0% 7.3% 1.76 1.24 41.7% ► Prescribes uniform definition of wages based on which employee benefits like gratuity, leave encashment & statutory bonus are computed. ► Past service costs of INR 294.7M towards Gratuity and INR 33.5M towards Compensated absence reported as exceptional items in Q3. ► Ongoing impact on overall Margins is likely to be 0.2% of Revenues. New Labour Code in India effective 21Nov 2025: (USDM) FY2023 FY2024 FY2025 9M FY26 Revenue fromoperations 518.2 (INR 42,184 M) 572.9 (INR 47,536 M) 658.3 (INR 55,699 M) 591.8 (INR 51,686 M) EBITDA3 126.2 (INR 10,272 M) 131.1 (INR 10,881 M) 153.4 (INR 12,979 M) 146.1 (INR 12,756 M) Adjustments: Earnouts under acquisition agreements - 6.7 6.8 3.7 Share based payment awards - - 13.4 1.0 Adjusted EBITDA1 126.2 (INR 10,272 M) 137.8 (INR 11,436 M) 173.6 (INR 14,685 M) 150.7 (INR 13,164 M) % revenue fromoperations 24.4% 24.1% 26.4% 25.5% % growth 9.2% (11.3% in INR) 25.9% (28.4% in INR) 20.5% (25.3% in INR) (USD M) FY2023 FY2024 FY2025 9M FY26 Revenue fromoperations 518.2 (INR 42,184 M) 572.9 (INR 47,536 M) 658.3 (INR 55,699 M) 591.8 (INR 51,686 M) PAT 17.6 (INR 1,436 M) 27.5 (INR 2,283 M) 63.7 (INR 5,391 M) 76.4 (INR 6,670 M) Adjustments: Earnouts under acquisition agreements (net of tax impact) - 4.9 4.9 2.7 Share based payment awards - - 13.4 1.0 Statutory impact of new labour code in India - - - 2.7 Amortization of other intangible assets acquired pursuantto business combinations (net oftax impact) 38.3 38.6 13.7 11.5 Adjusted PAT2 56.0 (INR 4,556 M) 71.1 (INR 5,896 M) 95.8 (INR 8,107 M) 94.3 (INR 8,236 M) % revenue fromoperations 10.8% 12.4% 14.6% 15.9% % growth 27.0% (29.4% in INR) 34.8% (37.5% in INR) 38.7% (44.3% in INR) AdjustedEBITDA AdjustedPAT Note: 1. AdjustedEBITDA representsEBITDA adjustedfor post-combinationexpensesin relation to earnoutspayableunderthe acquisition agreements(DCI, BirchAI& BroadPath), and adjusted for post- combination expensesin relation to earnoutspayable undertheacquisition agreements and equity classified share-basedpayment awards exclude other income 2. Adjusted PAT represents restated profit/(loss) adjusted for amortization of other intangible assets acquired pursuant to business combinations incl. DCI, BirchAI & BroadPath (customer relationships in relation to for healthcare business carveout is valued at $265 M and amortized over 16 years; amortization ends by Dec 2037), and for the tax impact of the above two EBITDA adjustments 3.. EBITDA excludes other Income and forex gain/(loss) • Intangibles Amortisation (A) - Amortization of intangible assets that got created due to carveout of healthcare business from HGS • Intangibles Amortisation (B) - Amortisation for intangible assets acquired in relation to acquisitions (DCI, Birch and BroadPath) – Ends by FY33 Amt in USD M Particulars FY25 FY26 FY27 FY28 FY29 FY30 Closing Debt position 93.8 63.1 Debt Repayment 29.4 26.7 63.1 Interest Payment 8.9 6.1 3.2 Share based Payment awards 13.4 1.3 1.5 0.8 0.4 Earnouts Cost - DCI / Birch/ BroadPath 6.8 5.8 0.1 Intangibles Amortisation (A) 16.5 16.5 16.5 16.5 16.5 16.5 Intangibles Amortisation (B) 2.2 4.4 4.3 4.2 3.3 2.8 72 Amt in USD M Particulars Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 Revenue from Operation 135.8 131.9 150.8 154.4 146.6 157.9 171.9 181.8 180.4 189.4 222.0 Employee benefits expense* 77.4 80.5 94.7 95.4 90.2 94.3 99.5 109.3 113.1 115.0 137.5 Other expenses^ 22.9 21.6 21.4 21.2 21.5 22.3 23.5 24.1 24.1 24.7 26.7 Adjusted EBITDA** 35.5 29.8 34.7 37.8 34.9 41.3 48.9 48.4 43.2 49.8 57.7 Adjusted EBITDA % 26.2% 22.6% 23.0% 24.5% 23.8% 26.2% 28.4% 26.6% 24.0% 26.3% 26.0% Adjustments: M&A Earnouts 3.4 1.6 0.8 0.8 1.5 1.4 1.4 2.4 1.8 1.4 0.4 SAR (stock appreciation right) 0.0 0.0 0.0 0.0 10.2 1.1 1.0 1.1 0.8 0.8 -0.7 Other Income^^ 0.2 1.2 -0.1 0.1 0.4 1.8 1.2 1.1 0.6 0.7 1.0 Forex Gain / (Loss) 1.2 2.3 -2.0 0.5 2.5 -2.9 4.1 -1.6 0.6 6.0 -0.4 Reported EBITDA 33.5 31.7 31.8 37.5 26.2 37.7 51.7 44.4 41.7 54.2 58.5 Finance costs 5.7 5.8 5.6 5.2 4.5 3.5 3.6 3.4 3.2 2.8 2.8 Depreciation and amortisation 20.2 20.7 21.0 21.2 13.2 15.1 13.7 13.2 13.9 13.9 13.9 PBT before exceptional item 7.5 5.2 5.2 11.2 8.5 19.1 34.4 27.8 24.7 37.5 41.9 Exceptional item 3.8 Profit before tax 7.5 5.2 5.2 11.2 8.5 19.1 34.4 27.8 24.7 37.5 38.1 Tax Expenses 2.4 1.0 -3.3 1.5 5.8 5.1 8.6 6.5 7.2 8.7 8.0 Reported Profit After Tax 5.2 4.2 8.5 9.7 2.7 14.0 25.8 21.3 17.4 28.8 30.2 EPS (Rs) 0.10 0.08 0.16 0.19 0.05 0.25 0.46 0.39 0.32 0.54 0.57 Adjusted PAT 17.3 15.1 18.8 19.9 17.3 19.5 31.1 27.8 23.4 34.5 36.4 Adjusted PAT % 12.8% 11.5% 12.4% 12.9% 11.8% 12.3% 18.1% 15.3% 13.0% 18.2% 16.4% Adjusted EPS(Rs) 0.32 0.29 0.37 0.39 0.33 0.35 0.56 0.51 0.43 0.64 0.69 *Employee benefits expense excludes M&A earnout and SAR (shown separately under adjustments), ^ Other expenses exclude forex loss. ^^ Other income excludes forex gain. Forex Gain and Forex Loss clubbed together and shown separately. ** AdjustedEBITDA representsEBITDA adjustedfor earnoutspayablefor acquisitions(DCI, BirchAI & BroadPath), share-based paymentawards and exclude other income / forex gain or loss). 73 Amt in USD M Particulars Dec 25 Mar 25 Property, plant and equipment 46.7 43.3 Capital-work-in-progress 0.0 0.0 Right-of-use assets 55.4 64.6 Goodwill 691.1 706.0 Other intangible assets 221.3 238.1 Trade receivables and Unbilled 184.3 148.1 Cash and cash equivalents 64,4 40.2 Deferred tax assets (net) 16.4 15.6 Other Assets 39.1 36.1 Total Assets 1,318.8 1,292.0 Equity 1,022.7 974.6 Borrowings 76.8 95.5 Lease liabilities 60.5 68.4 Trade payables 22.7 25.0 Deferred tax liabilities (net) 43.9 50.0 Other Liabilities 92.2 78.5 Total Liabilities 1,318.8 1,292.0 74 Amt in USD M Particulars 9M FY26 FY25 Profit before tax for the period/ year 99.8 89.8 Adjustment for Non-Operating and Non-Cash items 45.4 82.5 Adjustment for working capital (30.5) -8.4 Income taxes paid (net of refunds) (37.9) -20.5 Net cash flows generated from operating activities (A) - OCF 76.8 143.5 Addition to Fixed Assets (15.4) -14.7 Free Cash flow (FCF) 61.4 128.8 Cash paid for M&A - -57.0 Pending Purchase consideration paid for healthcare business carveout - -44.4 Investment in Mutual fund and Fixed Deposit (46.1) - Others 1.7 2.2 Net cash flows (used in) investing activities (B) (59.8) -114.0 Capital infused by promoter - 43.8 Share Issue expense (paid)/ reimbursed - 0.9 Dividend Paid (2.7) Repayment of Promoter borrowings (include Interest) (19.4) -54.0 Repaymentof lease liabilities (include Interest) (15.7) -21.0 Net cash flows (used in) financing activities (C) (37.8) -30.3 Net increase/ (decrease) in cash and cash equivalents (A+B+C) (20.9) -0.7 Cash and cash equivalents at the beginning of the year/period 40.2 41.3 Effect of movement in exchange rates on cash and cash equivalents (0.4) -0.3 Cash and cash equivalents at the end of the year/ period 18.9 40.2 Net cash flows generated from operating activities % (OCF on Reported EBITDA) 49.7% 89.7% Free Cash flow % (FCF on Reported EBITDA) 39.7% 80.5%