SAGILITYNSE25 March 2026

SAGILITY LIMITED has informed the Exchange about Investor Presentation

SAGILITY LIMITED

Date: March 25, 2026

To,

The Manager Listing Department National Stock Exchange of India Limited (NSE) Exchange Plaza, 5th Floor Plot No. C/1, G-Block Bandra-Kurla Complex Bandra (E), Mumbai - 400 051 Symbol: SAGILITY

The Manager Listing Department BSE Limited (BSE) Phiroze Jeejeebhoy Towers Dalal Street Mumbai - 400 001 Scrip Code:544282

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

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 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

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

Strong Industry Presence And Client Partnerships

100% US Healthcare focused

25 Years of experience in Healthcare

80+ Healthcare Clients

7 of the top 10 payers served

3 Of top 6 PBMs by claims volume

18 Average Client Tenure in Years

Global Scale of Operations

40,000+ Healthcare Associates

5 Geographies

35 Delivery centers

4100+ Clinicians and Technology Experts

1.37 B+ Transactions

90.6% Offshore & Nearshore

FY25 Revenue from Operations

$572.9 M

$658.3 M

$591.8 M

Robust Growth

$658.3 M

Y-o-Y Growth (%)

14.9%

$518.2 M

$476.5 M

25.5%

15.9%

Adjusted EBITDA margin for 9M FY26

Adjusted PAT margin for 9M FY26

FY23

FY24

FY25

YTD Dec FY25 YTD Dec FY26

Everest PEAK Matrix

Avasant RadarView

• 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

HFS Horizon

ISG Provider Lens

Other Accolades

Enterprise Innovator Healthcare Payer Services Capabilities

Disruptor Healthcare Provider Services Capabilities

Everest PEAK Matrix

Leader Generative AI Services

Sagility SmarTec Nurse Assist Winner of Augmented Intelligence award

Sagility Leader in Revenue Cycle Management (RCM)

• 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

Avasant RadarView

HFS Horizon

ISG Provider Lens

Other Accolades

Enterprise Innovator Healthcare Payer Services Capabilities

Disruptor Healthcare Provider Services Capabilities

Everest PEAK Matrix

Leader Generative AI Services

Sagility SmarTec Nurse Assist Winner of Augmented Intelligence award

Sagility Leader in Revenue Cycle Management (RCM)

• 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

Member Lifecycle Management

• Benefit Configuration

• Member Acquisition

• Member Enrollment

• Member engagement

• Premium billing &

reconciliation

Provider Lifecycle Management

• Provider Credentialing/

Re-credentialing

• Provider Enrollment

• Contract Loading

• Fee Schedule management

• Provider Engagement

• Provider Data Management

Payer & PBM Practices

Provider Practice

Claims Management

Clinical UM/CM

Payment Integrity

Provider RCM

• Claims Intake

• Prior Authorization

• Initial Claims

• Clinical Triage

• Utilization

Management

• Prospective (Prepay)

• Retrospective (Post

Pay Audits)

• Rework and repricing

• Case Management

• Financial investigation

• Appeals & Grievances

• Quality, HEDIS/Star

review (SIU)

Rating

• Clinical & Coding Audit

• Disease management

• Health and Wellness

Solution

• Recovery &

Reconciliation

• Benefit verification • DME & Lab Provider

order speciality • Claims & Coding

review

• Zero Balance Accounts • Clinical and Coding

Denials

• AR safety net • Underpayment

recovery

Consulting + Technology Services

• Business Unit Assessments • Cost Containment

• Implementation / Migration support • Gen AI & Agentic AI deployments

• Managed Platform Services • GCC support & services

Managed Services

MLR Reduction Solutions

Synchrony Lifecycle: AI-led Orchestration of Operational Workflows

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

H-1B Policy

• With the February 20th US Supreme Court ruling, more uncertainty. No direct impact to our

business.

• 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 utilization- driven medical cost pressure, regulatory complexity, and membership volatility.

Margin protection will require

, and

focused initiatives

89%

86%

88%

87%

90%

82%

83%

93%

91%

86%

84%

88%

87%

90%

89%

82%

81%

83%

84%

88%

92%

MLRs are continuing to rise for top payers resulting in depressed margins

UHC

Humana

CVS Aetna

Elevance

Cigna HC

Centene

● CY22 ● CY23 ● CY24 ● CY25

Margin recovery, cost discipline, and utilization management are key priorities across payers.

Payer

2026 Management Focus

United HealthCare

Humana

Margin recovery

5-Star focus and exiting unprofitable plans

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.

CVS Aetna

Improving utilization

- UHC CEO, Q4 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.

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.

- Aetna CFO, Q4 2025

- Humana CFO, Q4 2025

Elevance

Realign cost structure, improve margin consistency

Cigna

Focus on PBM business

Centene

Margin improvement

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.

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.

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.

- Elevance CEO, Q4 2025

- Cigna CEO, Q3 2025

- Centene CEO, Q3 2025

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*

Top 5 Payer Groups

$148.7M

$130.7M

$125.9M

$134.6M

$135.8M

$115.3M

▲ 13.3%

▲ 6.9%

▲ 9.5%

● FY25 ● FY26

Supported by accelerated growth in the rest of the client base

$500.1M

$549.5M

▲ 9.9%

Top 5

▲ 28.5%

$129.2M

$166.0M

Other Clients*

● TTM Dec 24 ● TTM Dec 25

*indicates Payer client groups **excludes BroadPath clients

Capabilities Powering the Growth

t c a p m

I s s e n i s u B

Process Improvement

Streamlined and optimized business processes

+ Six Sigma

+ SOP redesign

+ Human-led optimization

Digital Enablement

GenAI-Augmented Operations

• Task Automation

• Business Intelligence

• Productivity uplift

• Improved task automation

• Faster Knowledge retrieval

• Automated documentation

+ Point Solutions

+ RPA + Analytics

+ Process Mining

+ Dashboards

+ Healthcare-specific CLMs

+ Guardrails for Conversational AI

+ Agents augmented into workflows

Tools & Capabilities Evolution

Clinical Judgment Embedded in Operations

Complex Stakeholder Relationships

Regulatory Density & Compliance Oversight

Fragmented Data & Legacy Technology Infrastructure

U.S. Healthcare Operations

Regulatory Density & Compliance Oversight

U.S. Healthcare Operations

Healthcare is Governed by Multi-Layer Regulatory Oversight

Key Oversight Agencies

Major Regulatory Frameworks

Centers for Medicare & Medicaid Services (CMS)

Office of Inspector General

State Regulatory Agencies (DOI, DOH, etc.)

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

Implication

Healthcare decisions must be auditable, explainable, and compliant, limiting fully autonomous AI decision-making.

Clinical Judgment Embedded in Operations

U.S. Healthcare Operations

Healthcare administrative processes require clinical interpretation.

Whole-Person Context

Regulatory Accountability

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 human- led medical necessity standards.

Market-Driven Guidance

Strategic Risk Mitigation

Clinicians navigate the friction of modern consumer choice, bridging the gap between patient preference and medical necessity.

Human intervention prevents the automated biases that trigger costly parity violations and ensures equitable access to behavioral health.

Implication

Many healthcare processes depend on clinical judgment and interpretation, requiring augmented (HITL) v/s autonomous AI models.

Complex Stakeholder Relationships

U.S. Healthcare Operations

Healthcare Payments Are Governed by Complex Payer-Provider Contracts

Multiple Stakeholder Incentives

Operational Friction Across Parties

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.

Complex Payer/Provider Contracts

Negotiated terms and benefit-specific variations create thousands of unique payment rules.

Limited System Awareness

Low understanding across the population makes healthcare harder to navigate and resolve.

Implication

Payment decisions rely on contract-specific financial logic, requiring ecosystem level knowledge to precisely deploy AI.

Fragmented Data & Legacy Technology Infrastructure

U.S. Healthcare Operations

Healthcare operations rely on disconnected legacy platforms and fragmented data flows across the ecosystem.

Complex Legacy Platforms

Disparate Systems of Record

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.

Restricted Access and Governance

Data Movement Across Enterprises

HIPAA, consent requirements and data- sharing controls limit access, making orchestration of AI agents more complex.

Information must move across payers, providers, PBMs, labs and other partners, creating additional handoffs and dependencies.

Implication

Fragmented legacy systems limit the impact of advanced AI, requiring deep client ecosystem knowledge and domain expertise to deploy solutions effectively.

Clinical Judgment Embedded in Operations

Complex Stakeholder Relationships

Regulatory Density & Compliance Oversight

Fragmented Data & Legacy Technology Infrastructure

U.S. Healthcare Operations

Clinical Judgment Embedded in Operations

Complex Stakeholder Relationships

Regulatory Density & Compliance Oversight

Fragmented Data & Legacy Technology Infrastructure

Sagility’s Unique Position

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

t c a p m

I s s e n i s u B

Process Improvement

Streamlined and optimized business processes

+ Six Sigma

+ SOP redesign

+ Human-led optimization

GenAI-Augmented Operations

• Improved task automation

• Faster Knowledge retrieval

• Automated documentation

+ Healthcare-specific CLMs

+ Guardrails for Conversational AI

+ Agents augmented into workflows

Digital Enablement

• Task Automation

• Business Intelligence

• Productivity uplift

+ Point Solutions

+ RPA + Analytics

+ Process Mining

+ Dashboards

Tools & Capabilities Evolution

Capability Evolution: Fueling Strategic Market Expansion

Process Improvement

Streamlined and optimized business processes

t c a p m

I s s e n i s u B

Digital Enablement

• Task Automation

• Business Intelligence

• Productivity uplift

+ Six Sigma

+ SOP redesign

+ Human-led optimization

+ Point Solutions

+ RPA + Analytics

+ Process Mining

+ Dashboards

GenAI-Augmented Operations

Agentic AI-Embedded Operations

Rapid process transformation with Human + AI working model.

•

Improved task automation

• SmarTec Assist

Nurse, Appeals etc.

• Faster Knowledge

• SmarTec Agents

retrieval

Benefits, Eligibility etc.

Lifecycle 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

• Automated

documentation

• SmarTec Workmates

Recruiter, Trainer, Coach etc.

• MLR Impact

+ Healthcare-specific

+ AI-led orchestration

CLMs

+ Multi-Agent orchestration

+ Single Window Accountability

+ HITL structure

+ Outcome based pricing

+ Guardrails for

Conversational AI

+ Agents augmented into workflows

Tools & Capabilities Evolution

Deep Domain Practice & Solutions

Tech-led Transformation & Partnership ecosystem

Strategic Market Expansion

• Managed Services model

• Domain-rich tech solutions

• Continued expansion within top

• Payer-PBM-Provider Synergy

• SmarTec, AI-embedded

• Synchrony Lifecycle Operations

platforms

• MLR Reduction:

Clinical Solutions

• Synchrony, Agentic AI-led orchestration platform

• Curated partnership ecosystem

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

• Take market-share from “traditional” contingency

impact, across care continuum

based UM players

• Focus on Member health outcomes – improves

HEDIS Quality measures

• Medicare: Revenue growth with higher stars

• Blend our key assets (Medical policies, Clinical Resources, SmarTec assets, Platforms and Partners) for higher revenue and margins

Example of a current deal: Scope Provider Data, Claims, Provider Calls for a line of business

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

$13.5M Client in House

$5.5M Other Vendors(s)

$6.0M Existing Sagility

$20M Sagility Managed Services with a 5yr team

Driver for growth in current year and has a large growth headroom for next 3-5 years:

Rise in Consumerism

Population Complexities

Regulatory Interventions

R L M h g H

• GLP-1 drugs • Genetic Testing • Backlash against claims/

procedure denial)

• Elderly population increase • Uptick in Behavior Health services •

Increase in Noise and misinformation (like vaccines)

• UM Process (Augment AI and make

more transparent)

• CMS changes for Star measures • Ongoing regulatory updates

s n o i t u o S

Outcome Focused Utilization Management

Care Continuum: Quality, Stars, & Care Coordination

• Committed Medical Impact with Fixed costs for

plan (volume variations by ARCs/RRCs)

• Quality focused offerings for preventative care- coordination and Behavioral Health support

• Leverages partnerships like Availity (digital front-door and Auth AI)

• Differentiated from Traditional Medical Risk based

model

• 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

s e m o c t u O

•

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

s t n e n o p m o C

AI-led Orchestration

Domain knowledge applied end-to-end workflows

Curated, domain-aligned partner network

Sophisticated contractual arrangements

s n o i t u o S

• Synchrony Medicare Advantage Lifecycle (part of E&B)

• Synchrony Payment Integrity

• Synchrony Claims Lifecycle

• Synchrony Appeals and Grievances

• Synchrony Utilization Management

• Synchrony Revenue Cycle Management

• Synchrony SmartStepTM (Aging in Place) / Care-Coordination with stars outcomes

s e m o c t u O

• Speed to value

• Reduced upfront Capex

•

Improved member and provider engagement, transaction quality and compliance

Srikanth Lakshminarayanan Senior Vice President, Healthcare Practice

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

Payer/Provider Journey

Domain-led Solutions

Contracting

Enrolment

Billing

Claims

Appeals

Care Mgmt

Provider Mgmt

Sagi360 Claims Touch Ratio

SmarTec Appeals Assist

HealthBridge Connect Payer Provider Synergy

Nurse Assist Clinical Decisioning

Command Center Late Payment Interest

Tech and AI-led Solutions

Intelligent Content Processing

AI Knowledge Retrieval & Summarization

Robotic Process Automation

Agentic AI – Claims & Engagement automation

Payer-Provider ecosystem Analytics

Client Benefits

$11.4M Admin Cost Reduction

for Medicare based National Plan for CY2025

~$5M Benefits for Large Commercial & Medicare National Plan

~$4.5M Cost Avoidance

for Large Blue Plan

Lifecycle Operations

Value to Clients

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.

• 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.

Go-to-Market Approach

Strategic Value to Sagility

• Leverage client relationships for modular or end-to-end

• Strategically leading the design and execution of future-state

positioning.

operating models.

• Target small and mid-market MA plans through coordinated sales, marketing campaigns, brand positioning and events.

• Drives MA new-logo and cross-sell growth through

established partner ecosystem relationships.

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

Provider submits prior auth request for L2-L5-Lumbarexctomy

Portal triggers real-time clinical questions

Case is routed for clinical review

Case fails initial criteria and is escalated for physician review -

Downgraded – Approved L4-L5 Deferred L2-L4

• Availity portal request

submission

• Automated Fax Intake

AI-Enabled Decision Making

Nurse Assist streamlines clinical review process, improving efficiency and reducing nurse review time by 10-12 minutes

Agentic AI Summarizes Calls

Automated Notifications

Abigail gets her care approval in 3 days; Reduced unnecessary care and hence medical spend by 10%

Outcomes

UM 360 Ecosystem

Large Enterprise

Mid Market

• 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

Sagility Medical Policies

Sagility Analytics

Availity Portal

Availity Authorization

Elligint

Other niche point solutions

●

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.

Integrated Solutions Across the Care Continuum

Preventive Measures (HEDIS)

Integrated UM

Post Discharge

Long Term Resilience

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

Enhanced star ratings across impacted measures

Lower SNF utilization and diagnostic costs with 15%+ medical cost savings

30% Lower re-admissions

5x ROI and 12%–18% lower long-term spend

H B

H B n o N

Utilization Management

Bundled Service (Case Payment)

l i a r F - n o N + H B

+ $ 5.1 Million (15%) 1.1 ($ 24.0K / $ 22.0K) HH Services: $10.6K

l i a r F + H B

+ $ 7.4 Million (34%) 0.5 ($ 63.3K / $ 121.3K) HH Services: $15.4K

3248

756

2912

156

+ $ 24.4 Million (16.7%)

Utilization Management

Aging in Place (CM) Intervention

l i a r f - n o N + H B N

+ $ 9.9 Million (25%) 3.6 ($ 15.7K / $ 4.4K) HH Services: $7.7K

l i a r F + H B N

+ $ 1.9 Million (8%)

0.8 ($ 39.5K / $ 47.3K) HH Services: $12.7K

5135

2007

1800

FRAILTY

Case Study | SmarTec Nurse Assist

Impact

25-35% reduction in clinician workload

Issue

Action

80% boost in quality

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

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

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

A proactive path to maintain independence at home.

Multidisciplinary

Multidomain

Whole Person Care

Whole-Person Risk Profiling

Personalized Care Coordination at Scale

Optimized Utilization Management

Targeted Omni-Channel Interventions

12%

Reduction in ER visits

18%

Reduction in frailty-related claims

10 Direct Star Measures

8 Indirect

Star Measures

22%

98%

Reduction in unnecessary inpatient admissions

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

Partnering for Enterprise Systems

Where enterprise systems are required, Sagility pursues a partnership-first strategy with trusted vendors.

Modular Solutions Sagility builds domain-rich, reusable, configurable components that enhance enterprise technology and accelerate solution development across use cases.

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

Predictive Models & Advanced Analytics

• Propensity Models • Overpayment Prediction • Underpayment Prediction • Risk Scoring Algorithms • Population Stratification

Point Solutions & Platforms

• Member Enrollment • Provider Credentialing • Member Engagement • Payment Integrity • Revenue Cycle Management

Automation Bots

• Claims processing • Benefit configuration • Appeals management • Provider Data Management • Correspondence Generation

GenAI Based Autonomous Agents

• Conversational Agents • Knowledge Retrieval Agents • FWA Identification Agents • Medical Record Summarization

Agents

Business Intelligence Dashboards

• Sagi360 - Provider Interactions

Dashboard

• CX360 - Engagement Services • SensAI - Audit & Analytics • LPI Dashboard - Late Payment

• Claims Adjudication Agents

Interest

Frameworks & Accelerators

• Communications Mgr. • Document Processing Engine • Medical Records Manager • Sagility Agent Execution

Framework - SAGE

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 • •

Predictive Models & Advanced Analytics

• • Overpayment Prediction • • •

GenAI Based Autonomous Agents

• • Knowledge Retrieval Agents • •

•

Business Intelligence Dashboards

•

• • • LPI Dashboard - Late Payment

Interest

Point Solutions & Platforms

• • • Member Engagement • •

Frameworks & Accelerators

• Communications Mgr. • • •

Automation Bots

• Claims processing • • • •

Interoperability

• HealthBridge Connect • • •

Developed in an environment governed by controls that are SOC2 and HiTrust compliant.

Strategic Platform Partners

SI Partners

Capabilities Partners

Hyperscale Partners

Agentic AI and Human Synergy System of Engagement

SmarTec Agent

System of Engagement

Interaction Platforms

Human

Analytics and Monitoring, Insights, Control

System of Record

Value of Synergy

Members and Providers

Health Plan Ops, Leadership, Strategy Teams

• 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

General Member Info

Appeals Status

Outbound Status Calls

Patient Balance / Collections

UM Intake

UM Status

Health Risk Assessment

Provider Verification

Worker’s Comp Provider Support

Accounts – Recv Follow-up

A Factory or Assembly Line of Agents and Humans working together harmoniously

Orchestrator

Case Extractor

Case Generator

Care Management System

Authorizer

Prior Auth Doc

Faxed in Prior Auth contains: • • Medical Record

Authorization Form

OCR NLP

Summarizer

Eligibility Verifier

Outreach Agent

Medical Records Manager

MR Extractor

Patient Journey Builder

Summarizer

Nurse Review

OCR NLP

Medical Necessity Manager

Clinical Review

Clinical Guidelines

Auth Approval Or Rejection

Annotator

g n n o i s i c e D

n o i t a e r C e s a C

d r o c e R

l a c d e M

Anatomy of an Agent

• Data Structure • Business Logic • Prompts • Directives • Guardrails

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.

Admin Cost Benchmarking for Payers

Potential Business Impact

$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 straight- thru 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.

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

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

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

Pipeline Accelerators

Advisors • Analysts • Ecosystem/Solution Partnerships • Consulting-led Deals

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

25 Years of Experience in Healthcare

7 of the top 10 payers served

18 Average Client Tenure in Years

97% Client Retention Rate

Top Accounts

Client 1

Client 2

Client 3

Client 4

Client 5

Client 6

Client 7

Member LCM

Provider LCM

Claims Management

Clinical UM/CM

Payment Integrity







○



●





○

●



●

○





○



○



○





○



○

Managed Services Workflow Solutions

Captive/GCC Build-Operate-Transfer

MLR Reduction Solutions

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

Existing BP Client Portfolio and New Logo Mid-Market Clients

30 Accounts Through the BP Acquisition

13 New Logos in FY26

Mid-Market Clients

Only 1 Practice

63% (30 Clients)

2 of 5

3 of 5

4 of 5

20% (13 Clients)

7.7% (5 Clients)

4.6% (3 Clients)

All 5 Practices

4.6% (3 Clients)

$166.0M

$129.2M

▲ 28.5%

TTM Dec 24

TTM Dec 25

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

Medicare Acquisition

E2E Payment Integrity

Synchrony

• Medicare Advantage

• Med Sup

• Medicare Part D

• Under 65

HEDIS + Stars

Quality + performance measures that drive top line revenue to payer clients

• Prospective (Prepay)

• Retrospective (Post

Pay Audits)

• Financial

investigation review (SIU)

• Clinical & Coding

Audit

• Recovery &

Reconciliation

• Synchrony Medicare Advantage Lifecycle

• Synchrony Claims

Lifecycle

• Synchrony Payment

Integrity

• Synchrony Utilization

Management

• Synchrony Appeals and Grievances

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.

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%

$572.9

$658.3

$630.9

$773.6

$137.8

$173.6

$162.9

$199.2

$71.1

$95.8

$87.9

$122.1

FY24

FY25

TTM Dec 24

TTM Dec 25

FY24

FY25

TTM Dec 24

TTM Dec 25

FY24

FY25

TTM Dec 24

TTM Dec 25

Consistent Revenue & EBITDA growth. Reduction in interest and amortization expense driving higher PAT growth

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

₹14,685

₹13,651

₹11,436

₹17,341

₹10,634

₹8,107

₹7,360

₹5,896

FY24

FY25

TTM Dec 24

TTM Dec 25

FY24

FY25

TTM Dec 24

TTM Dec 25

FY24

FY25

TTM Dec 24

TTM Dec 25

*Adjusted EBITDA represents EBITDA adjusted for earnouts payable under the acquisition agreements (DCI, BirchAI, & BroadPath), share-based payment awards and exclude other income (including forex gain/loss).

Other Financial Indicators

Adjusted EPS (in INR)

2.27

Adjusted ROCE %

54.9%

53.5%

1.38

1.76

47.0%

FY24

FY25

TTM Dec 25

FY24

FY25

TTM Dec 25

Cash Conversion (%)

87.2%

70.8%

89.7%

80.5%

49.7%

39.7%

₹21,678 $260.0 M

1.9x

₹25,000

₹20,000

₹15,000

₹10,000

₹5,000

₹0

FY24

FY25

9M FY 26

FY24

Net Debt

$122.0 M ₹10,433

0.71x

FY25

2.50

2.00

1.50

1.00

0.50

₹6,426 $71.5 M

0.37x

TTM Dec 25

OCF % FCF %

Net Debt (in INR Million)

Net Debt in $M

Net Debt to Adjusted EBITDA

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

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

Amt in USD M

Particulars

Revenue from Operation

Employee benefits expense

Other expenses^

Adjusted EBITDA**

Adjusted EBITDA %

Adjustments:

M&A Earnouts

SAR (stock appreciation right) – NonCash

Other Income (excl. Forex gain)^^

Forex Gain / (Loss)

Reported EBITDA

Finance costs

Depreciation and amortisation expenses

Profit before Exceptional Items

Statutory impact of new labour code in India

Profit Before Tax

Tax Expenses

Reported Profit After Tax

EPS

Adjusted PAT

Adjusted PAT %

Adjusted EPS (Rs)

Q3 FY26

Q2 FY26

Q3 FY25

222.0

137.5

26.7

57.7

189.4

115.0

24.7

49.8

172.0

99.5

23.5

48.9

26.0%

26.2%

28.4%

YoY%

29.1%

QoQ%

17.2%

18.1%

16.0%

0.4

-0.7

1.0

-0.4

58.5

2.8

13.9

41.9

3.8

38.1

8.0

30.2

0.57

36.4

1.4

0.8

0.7

6.0

54.2

2.8

13.9

37.5

8.7

28.8

0.54

34.5

1.4

1.0

1.2

4.1

51.7

3.6

13.7

34.4

8.6

25.8

0.46

31.2

16.4%

0.69

18.2%

0.64

18.1%

0.56

13.1%

8.0%

21.7%

11.8%

10.8%

1.8%

17.0%

23.7%

16.8%

4.9%

6.7%

5.5%

23.0%

7.3%

9M FY26

9M FY25

591.8

365.6

75.5

150.7

25.5%

3.7

1.0

2.3

6.1

154.4

8.8

41.6

104.0

3.8

100.3

23.9

76.4

1.42

94.3

15.9%

1.76

YoY%

24.2%

20.5%

476.5

284.0

67.3

125.1

26.3%

4.3

12.3

3.4

3.7

115.6

33.6%

11.6

42.0

62.1

19.6

42.5

0.78

68.0

14.3%

1.24

67.6%

61.6%

79.9%

83.7%

38.7%

41.7%

*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. ** Adjusted EBITDA represents EBITDA adjusted for earnouts payable under the acquisition agreements (DCI, BirchAI & BroadPath), share-based payment awards and exclude other income (including forex gain/loss).

New Labour Code in India effective 21Nov 2025:

► 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.

Adjusted EBITDA

Adjusted PAT

(USD M)

FY2023

FY2024

FY2025

9M FY26

(USD M)

Revenue from operations

518.2 (INR 42,184 M)

572.9 (INR 47,536 M)

658.3 (INR 55,699 M)

591.8 (INR 51,686 M)

Revenue from operations

126.2 (INR 10,272 M)

131.1 (INR 10,881 M)

153.4 (INR 12,979 M)

146.1 (INR 12,756 M)

PAT

Adjustments:

FY2023

FY2024

FY2025

9M FY26

518.2 (INR 42,184 M)

572.9 (INR 47,536 M)

658.3 (INR 55,699 M)

591.8 (INR 51,686 M)

17.6 (INR 1,436 M)

27.5 (INR 2,283 M)

63.7 (INR 5,391 M)

76.4 (INR 6,670 M)

EBITDA3

Adjustments:

Earnouts under acquisition agreements

Share based payment awards

Adjusted EBITDA1

126.2 (INR 10,272 M)

6.7

6.8

13.4

3.7

1.0

Earnouts under acquisition agreements (net of tax impact)

Share based payment awards

Statutory impact of new labour code in India Amortization of other intangible assets acquired pursuant to business combinations (net of tax impact)

4.9

13.4

2.7

1.0

2.7

38.3

38.6

13.7

11.5

137.8 (INR 11,436 M)

173.6 (INR 14,685 M)

150.7 (INR 13,164 M)

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 from operations

24.4%

24.1%

26.4%

25.5%

% revenue from operations

10.8%

12.4%

14.6%

15.9%

% growth

9.2% (11.3% in INR)

25.9% (28.4% in INR)

20.5% (25.3% in INR)

% growth

27.0% (29.4% in INR)

34.8% (37.5% in INR)

38.7% (44.3% in INR)

Note: 1. Adjusted EBITDA represents EBITDA adjusted for post-combination expenses in relation to earnouts payable under the acquisition agreements (DCI, BirchAI & BroadPath), and adjusted for post- combination expenses in relation to earnouts payable under the acquisition agreements and equity classified share-based payment 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)

Amt in USD M

Particulars

Closing Debt position

Debt Repayment

Interest Payment

Share based Payment awards

Earnouts Cost - DCI / Birch/ BroadPath

Intangibles Amortisation (A)

Intangibles Amortisation (B)

FY25

93.8

29.4

8.9

13.4

6.8

16.5

2.2

FY26

63.1

26.7

6.1

1.3

5.8

16.5

4.4

FY27

FY28

FY29

FY30

63.1

3.2

1.5

0.1

16.5

4.3

0.8

0.4

16.5

4.2

16.5

3.3

16.5

2.8

• •

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

Revenue from Operation

Employee benefits expense*

Other expenses^

Adjusted EBITDA**

Adjusted EBITDA %

Adjustments:

M&A Earnouts

SAR (stock appreciation right)

Other Income^^

Forex Gain / (Loss)

Reported EBITDA

Finance costs

Depreciation and amortisation

PBT before exceptional item

Exceptional item

Profit before tax

Tax Expenses

Reported Profit After Tax

EPS (Rs)

Adjusted PAT

Adjusted PAT %

Adjusted EPS(Rs)

Q1 FY24

Q2 FY24

Q3 FY24

Q4 FY24

Q1 FY25

Q2 FY25

Q3 FY25

Q4 FY25

Q1 FY26

Q2 FY26

Q3 FY26

135.8

131.9

150.8

154.4

146.6

157.9

171.9

77.4

22.9

35.5

80.5

21.6

29.8

94.7

21.4

34.7

95.4

21.2

37.8

90.2

21.5

34.9

94.3

22.3

41.3

99.5

23.5

48.9

26.2%

22.6%

23.0%

24.5%

23.8%

26.2%

28.4%

3.4

0.0

0.2

1.2

33.5

5.7

20.2

7.5

2.4

5.2

0.10

17.3

1.6

0.0

1.2

2.3

31.7

5.8

20.7

5.2

1.0

4.2

0.08

15.1

0.8

0.0

-0.1

-2.0

31.8

5.6

21.0

5.2

-3.3

8.5

0.16

18.8

0.8

0.0

0.1

0.5

37.5

5.2

21.2

11.2

1.5

9.7

0.19

19.9

1.5

10.2

0.4

2.5

26.2

4.5

13.2

8.5

5.8

2.7

0.05

17.3

1.4

1.1

1.8

-2.9

37.7

3.5

15.1

19.1

5.1

14.0

0.25

19.5

1.4

1.0

1.2

4.1

51.7

3.6

13.7

34.4

8.6

25.8

0.46

31.1

181.8

109.3

24.1

48.4

26.6%

2.4

1.1

-1.6

44.4

3.4

13.2

27.8

6.5

21.3

0.39

27.8

180.4

113.1

24.1

43.2

24.0%

1.8

0.8

0.6

41.7

3.2

13.9

24.7

7.2

17.4

0.32

23.4

189.4

115.0

24.7

49.8

222.0

137.5

26.7

57.7

26.3%

26.0%

1.4

0.8

0.7

6.0

54.2

2.8

13.9

37.5

8.7

28.8

0.54

34.5

0.4

-0.7

1.0

-0.4

58.5

2.8

13.9

41.9

3.8

38.1

8.0

30.2

0.57

36.4

12.8%

0.32

11.5%

0.29

12.4%

0.37

12.9%

0.39

11.8%

0.33

12.3%

0.35

18.1%

0.56

15.3%

0.51

13.0%

0.43

18.2%

0.64

16.4%

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. ** Adjusted EBITDA represents EBITDA adjusted for earnouts payable for acquisitions (DCI, BirchAI & BroadPath), share-based payment awards and exclude other income / forex gain or loss).

Amt in USD M

Particulars

Property, plant and equipment

Capital-work-in-progress

Right-of-use assets

Goodwill

Other intangible assets

Trade receivables and Unbilled

Cash and cash equivalents

Deferred tax assets (net)

Other Assets

Total Assets

Equity

Borrowings

Lease liabilities

Trade payables

Deferred tax liabilities (net)

Other Liabilities

Total Liabilities

Dec 25

Mar 25

46.7

0.0

55.4

691.1

221.3

184.3

64,4

16.4

39.1

1,318.8

1,022.7

76.8

60.5

22.7

43.9

92.2

43.3

0.0

64.6

706.0

238.1

148.1

40.2

15.6

36.1

1,292.0

974.6

95.5

68.4

25.0

50.0

78.5

1,318.8

1,292.0

Amt in USD M

Particulars

Profit before tax for the period/ year

Adjustment for Non-Operating and Non-Cash items

Adjustment for working capital

Income taxes paid (net of refunds)

Net cash flows generated from operating activities (A) - OCF

Addition to Fixed Assets

Free Cash flow (FCF)

Cash paid for M&A

Pending Purchase consideration paid for healthcare business carveout

Investment in Mutual fund and Fixed Deposit

Others

Net cash flows (used in) investing activities (B)

Capital infused by promoter

Share Issue expense (paid)/ reimbursed

Dividend Paid

Repayment of Promoter borrowings (include Interest)

Repaymentof lease liabilities (include Interest)

Net cash flows (used in) financing activities (C)

Net increase/ (decrease) in cash and cash equivalents (A+B+C)

Cash and cash equivalents at the beginning of the year/period

Effect of movement in exchange rates on cash and cash equivalents

Cash and cash equivalents at the end of the year/ period

Net cash flows generated from operating activities % (OCF on Reported EBITDA)

Free Cash flow % (FCF on Reported EBITDA)

9M FY26

99.8

45.4

(30.5)

(37.9)

76.8

(15.4)

61.4

(46.1)

1.7

(59.8)

(2.7)

(19.4)

(15.7)

(37.8)

(20.9)

40.2

(0.4)

18.9

49.7%

39.7%

FY25

89.8

82.5

-8.4

-20.5

143.5

-14.7

128.8

-57.0

-44.4

2.2

-114.0

43.8

0.9

-54.0

-21.0

-30.3

-0.7

41.3

-0.3

40.2

89.7%

80.5%

← All Transcripts SAGILITY Stock Page →

SAGILITY LIMITED has informed the Exchange about Investor Presentation

Market Movers