HEALTHX

Date: 07-08-2026 To To The General Manager The Manager Department of Corporate Services Listing Department BSE Limited National Stock Exchange of India Limited Phiroze Jeejeebhoy Tower Exchange Plaza, Bandra Kurla Complex Dalal Street, Mumbai - 400 001 Mumbai - 400 051 Ref: BSE Scrip Code: 533259; NSE Symbol: HEALTHX Sub: Intimation under Regulation 30 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 - Investor Presentation Dear Sir/ Madam, Pursuant to Regulation 30 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 please find attached herewith the Investor Presentation of the Company. This is for your information and record. Thanking you, Yours faithfully, For Health X Platform Limited (formerly known as Sastasundar Ventures Limited) Pratap Singh Company Secretary & Compliance Officer M. No.: A24081 Encl: As above “ Health X is India’s AI-powered digital health platform- making medicines, wellness and diagnostics accessible, affordable, and trustworthy from the busiest city to the last village Health X Platform Limited (erstwhile Sastasundar Ventures Limited) August 2026 Safe Harbour Thispresentationandtheaccompanyingslides(the“Presentation”),whichhavebeenpreparedbyHealthXPlatformLimited(erstwhileSastasundar Ventures Limited) (the “Company’), have been prepared solely for information purposes and do not constitute any offer, recommendation or invitation to purchase or subscribe for any securities, and shall not form the basis or be relied on in connection with any contract or binding commitment whatsoever. No offering of securities of the Company will be made except by means of a statutory offering document containing detailedinformationabouttheCompany. This Presentation has been prepared by the Company based on information and data which the Company considers reliable, but the Company makesnorepresentationorwarranty,expressorimplied,whatsoever,andnorelianceshallbeplacedonthetruth,accuracy,completeness,fairness andreasonablenessofthecontentsofthisPresentation.ThisPresentationmaynotbeallinclusiveandmaynotcontain alloftheinformationthat youmayconsidermaterial.Anyliabilityinrespectofthecontentsof,oranyomissionfrom,thisPresentation isexpresslyexcluded. Certain matters discussed in this Presentation may contain statements regarding the Company’s market opportunity and business prospects that are individually and collectively forward-looking statements. Such forward-looking statements are not guarantees of future performance and are subjecttoknownandunknownrisks,uncertaintiesandassumptionsthataredifficulttopredict.Theserisksanduncertaintiesinclude,butarenot limitedto,theperformanceoftheIndianeconomyandoftheeconomiesofvariousinternationalmarkets,theperformanceoftheindustryinIndia and world-wide, competition, the Company’s ability to successfully implement its strategy, the Company's future levels of growth and expansion, technological implementation, changes and advancements, changes in revenue, income or cashflows, the Company's market preferences and its exposure to market risks, as well as other risks. The Company's actual results, levels of activity, performance or achievements could differ materially and adversely from results expressed in or implied by this Presentation. The Company assumes no obligation to update any forward- looking information contained in this Presentation. Any forward-looking statements and projections made by third parties included in this Presentation arenotadoptedbytheCompanyandtheCompanyisnotresponsibleforsuchthird-partystatementsandprojections. Allmaps usedin the Presentation are not to scale. All data, information and maps are provided "as is" without warranty or any representation of accuracy,timelinessorcompleteness. 2 Key Highlights at a Glance 01 High Revenue Growth Continuous Q-o-Q Y-o-Y Sustained top-line momentum across all channels. ▲16% ▲47% 02 Expanding Gross Margin Gross Margin widening on better sourcing, private-label mix and channel Comparative optimisation. Current Qtr Quarter Change 2A June -26 vs March-26 7.9% 7.5% ▲40bps 2B June -26 vs June-25 7.9% 6.6 % ▲130bps 03 Operating Leverage –Revenue Vs OpexCost Opex falling as a % of revenue; EBIT margin expanding towards Gross Comparative Margin as the fixed-cost base is absorbed by scale. Current Qtr Quarter Change 3A June -26 vs March-26 11.6% 13.3% ▼170bps 3B June -26 vs June-25 11.6% 11.0 % ▲60bps 04 Minimal Depreciation & Finance Cost (Depreciation + Finance Cost) / Revenue Asset-light, low-leverage model keeps Depreciation and finance cost a small 0.7% share of revenue. 05 Working Capital Efficiency Net working-capital days Disciplined receivables, inventory and payables cycle drives strong cash 28days conversion. #Q-o-Q compares the Quarter June-26 with Quarter March -26; Y-o-Y compares the Quarter June-26 with Quarter June -25) *Growth, Gross Margin and Operating Leverage is excluding Financial Services revenue. Philosophies of Capital Allocation Warren Buffett -Real Earnings, Real Discipline HealthX: Where Discipline Meets Patience • Distrusts EBITDA -it ignores real, unavoidable costs like Depreciation “Built on Buffett’s discipline of real, capital-efficient earnings- combined with Bezos’s patience to reinvest in • Measures success through owner earnings: net income (+) the technology, brand, and infrastructure that earns Depreciation and Amortisation(-) the capex needed to stay India’strustinhealthcare”. competitive. • Prizes sustained, low-leverage ROE —capital efficiency proven Discipline: over decades, not one good quarter A capital - efficient, real - earnings mindset across Jeff Bezos -Cash flow and Long-term Compounding SastaSundar and RetailerShakti - every rupee of capitalheldtoaccount. • Prioritizes free cash flow per share over reported GAAP profit as the true measure of value Patience: • Willingly deferred ROCE for years —running thin margins to Sustained reinvestment in technology, brand & fund the flywheel infrastructure -- building the trust that compounds • Reinvested nearly all operating cash into infrastructure, intolong-termmarketposition. logistics, and new bets to build durable market position The HealthX Ecosystem — X-Factor Innovation Value powered by deliveredwith Technology Efficiency Impactdrivenby Trustbuilton Empathy Authenticity 5 Growth Track Record SastaSundar -Pre-FKH SastaSundar –During FKH SastaSundar –Post-FKH ▲68% ▼35% ▲64% 474 510 48 44 44.5 42 32 26 135 21 Sales 2014-15 2020-21 2021-22 2024-25 Q4 Q1 Q2 Q3 Q4 Q1 FY25 FY26 FY26 FY26 FY26 FY27 2014-15 2020-21 2021-22 2024-25 Sales (in Crs) 26 32 42 44 44 48 Sales (in Crs) 21 474 Sales (in Crs) 510 135 CAGR* 64 % CAGR* 68% CAGR* 35% Despite recent growth volatility during the partnership with Flipkart, the company successfully leveraged this transition as a strategic opportunity to regain full control. Following Flipkart's decision to streamline its healthcare operations, the partnership ended, resulting in the cessation of Flipkart Health+ as an associate company in FY25. By transitioning from a 25% minority stake back to 100% ownership, the companyisnowfullycapitalizedandideallypositionedwithcompleteoperationalcontrolovertheSastaSundarplatformtodrivefuturescaling. 14 *CAGR Annualized Growth Track Record Retailer Shakti ▲96% 1200 1125 1000 950 800 600 489 400 212 200 113 66 20 0 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 Sales (in Crs) 20 66 113 212 489 950 1125 CAGR 96% *CAGR Annualized 15 Capital Efficiency & Working Capital Total Capital Deployed Working Capital Quarter ended Working Capital (No of Days) Jun-26 Mar-26 Jun-25 Mar-25 Amount Particulars (₹ in Crs) Inventory 39 34 36 35 Receivable 3 4 6 7 Total Capital Raised 352 Payable 14 20 11 19 Working Capital (No of Days) 28 18 32 23 Cost of Capital (post-tax) @9% p.aXIRR 431 Working Capital % of Revenue 8% 5% 9% 6% Working Capital ₹ in Crs 128 74 95 73 Total Capital deployed with cost of capital 783 Working Capital Days ↓ 11% YOY Capital Bought back (100) 35 32 10% 9% 30 28 9% 8% Net Capital after Buy Back 683 25 23 7% 8% 18 6% 20 Treasury in SHBL (367) 6% 5% 15 5% 4% 10 3% Net assets in SHBL (194) 2% 5 1% 0 0% Capital deployed in IPR of Business 122 Jun-26 Mar-26 Jun-25 Mar-25 16 Key Data Points Health Within 24 Hours Delivery Model 50k+ SKUs from 1000+ Vendors for 90% of orders 350+ 3500+ 75K HealthBuddies Employees Retail Pharmacies JITO: FRANCHISE JITO: PIPELINE More than 95%Purchase directly Purchase return (PDRN) less from Pharma companies without than 1%, the lowest in the paying a single rupee to purchase industry. any right. 19 25 17 The Belief Behind Our Business B2B Consolidation Distribution consolidates to fewer than 100 national distributors, in line with developed markets. Distributor Private-Label Brands Changing India. A win-win model -better value for the consumer, stronger margins for the distributor. Data-Driven Omnichannel A unified, data-led consumer experience across every channel. AI-Led Behaviour Shift WearebuildingfortheIndiaofthenextdecade-where distribution consolidates, data leads, and care include AI reshapes consumer habits and accelerates technology adoption across distribution. preventive. Inclusive Healthcare Building healthcare infrastructure across all income levels and all geographies Rise of Preventive Care Preventive-care products capture a growing share of the healthcare basket. Geographic Footprint: A Proven Model from Tier 1 to Rural Health FortheQuarter ended Jan-Mar-26 Retailer Shakti FortheQuarter ended Jan-Mar-26 SastaSundar Weighted Weighted SalesValue SalesValue Areas average Areas average (Rsincr) (Rsincr) (%) (%) Tier1(UrbanArea) 105.8 33.1% Tier1(UrbanArea) 11.0 22.2% Tier2(SemiUrbanArea) 22.7 45.5% Tier2(SemiUrbanArea) 134.9 42.2% Tier3(RuralArea) 16.0 32.3% Tier3(RuralArea) 79.2 24.8% TotalSales 49.7 100.0% TotalSales 319.9 100.0% 1. Market Versatility: The data demonstrates a balanced revenue mix, proving the platform's adaptability to both high-density Tier1marketsandlogistics-heavyTier3regions. 2. DeepRuralInclusion:Over77.8%ofSSbusinessand67%ofRSbusinessisdrivenbyTier2andTier3markets,validating ourcoremissionofdemocratizinghealthcareaccessbeyondmetros. 3. OptimizedDistribution:WhileRSmaintainsastrongurbanstronghold(33%inTier1),the significantfootprintinSemi-UrbanandRural areasshowcasesourrobustsupplychaincapabilityin"last-mile"connectivity. 4. Scalability: This geographic distribution confirms a scalable model that is not dependent on a single demographic, mitigating regional economicrisks. 19 Built to Profitably Serve Even the Smallest Order Health RETAILERSHAKTI (RS) SASTASUNDAR(SS) Range* RSin% OrderRange* SSin% UptoRs1000 2.5% UptoRs500 12.4% Rs 1001-2500 28.1% Rs 2501-5000 27.0% Rs501-1000 18.4% Rs 5001-10000 22.9% Above1001 69.2% Above10000 19.5% Total 100.0% Total 100.0% *based on Jan-March 2026 Sales Data 1. High-ValueDominance:Over42.40%ofRetailerShakti(RS)businessisconcentratedorderoverandabove₹5,000,reflectingdeep customertrustandsignificantlogisticalefficiency. 2. B2BEfficiency(RetailerShakti):With69.4%ofbusinesscomingfromrangeabove₹2,500,RSdemonstratesahighlyefficientB2Bmodel whereretailersconsolidatetheirrequirements,leadingtobetteroperationalmargins. 3. Balanced Order Mix (SastaSundar): The SS model showcases a healthy, diversified distribution, with 69.2% oftotal orders exceeding the₹1,001threshold,indicatingarobustandconsistentconsumerbasketsize. 4. StrategicFrequencyFunnel:The30.8%ofSSordersunder₹1000reflectsourdeepmarketreachandsuccessin capturinghigh- frequencydailyhealthcareneeds,servingasahigh-velocityacquisitiontoolthatintegratesnew andexistingusersintoourecosystem. 5. Outcome:Theconcentrationinhighervaluerangesprovidesa"protectivecushion"againstthehighcosts associatedwithsmall- ticketlogistics,ensuringasustainablepathtoprofitability. 18 India’s Largest Pharma Fulfillment Centre powering the profitable growth The areas colouredin Red shows our current areas of operation. Existing Capacity (Sq. Ft. Additional The mark “FC” signifying “Fulfillment Centres”, shows our location of current FCs and Warehouses Approx.) Capacity the mark “P” shows the location of our planned new FC. West Bengal 1,56,000 80,000 Noida 39,500 100,000 Uttarakhand Guwahati 25,800 75,000 Haryana Uttar Pradesh Sikkim Lucknow (New FC) 75,000 Bihar Arunachal Pradesh Udaipur (New FC) 75,000 Patna (New FC) 1,00,000 FC P FC Assam Total 2,21,300 5,05,000 Rajasthan P P Nagaland FC Manipur Automated with AI-led picking, sorting & routing. Mizoram Driving lower manpower cost and higher Tripura throughput Chhattisgarh Jharkhand Meghalaya Maximum delivery within 24 hours. Odisha 21 Q1 FY27 Consolidated Profit & Loss Statement Particulars (Rs. Crs) Q1 FY27 Q1 FY26 Y-o-Y Q4 FY26 Q-o-Q FY 25-26 FY 24-25 Y-o-Y Revenue from Operations 440.3 278.5 58.1% 378.1 16.4% 1,305.9 1,088.1 20.0% Cost of Materials Consumed 406.1 257.6 350.6 1,208.4 1,017.4 Gross Margin 34.2 20.9 63.9% 27.5 24.2% 97.5 70.7 37.9% GM % 7.8% 7.5% 7.3% 7.5% 6.5% Employee Benefits Expense 27.7 17.3 25.0 84.0 49.8 Other Expenses 21.4 17.4 23.3 79.0 99.8 EBITDA (14.9) (13.8) (20.8) (65.5) (78.9) EBITDA % (3.4%) (5.0%) (5.5%) (5.0%) (7.2%) Other Income# 19.4 45.3 9.4 71.6 82.6 Depreciation and Amortisation Expense 1.9 1.2 1.9 6.6 5.8 EBIT 2.6 30.3 (13.4) (0.4) (2.1) Finance Costs 0.6 0.1 0.5 0.8 0.2 Exceptional Items - - (1.0) (1.1) (190.5) PBT 2.0 30.2 (14.8) (2.4) (192.8) Total Tax Expense/ (Income) (0.0) 3.6 (1.9) (0.9) (70.1) Profit/(Loss) for the period/Year 2.0 26.6 (12.9) (1.4) (122.7) PAT % 0.5% 9.6% (3.4%) (0.1%) (11.3%) Share of profit/(loss)from Associate 0.0 0.0 0.0 0.0 (10.8) Profit/(Loss) for the period/Year 2.0 26.6 (12.9) (1.4) (133.5) # Other Income includes financial service income 24 Breakup of Revenue (Vertical) Particulars (Rs. Crs) Q1 FY27 Q1 FY26 Q4 FY26 FY26 FY25 Supply chain *SastaSundar 48.1 33.3 44.45 155.5 143.7 RetailerShakti 361.9 244.5 310.5 1,125.4 941.3 Diagnostics 0.7 0.7 0.4 2.2 3.1 Healthcare Network 410.7 278.5 355.4 1,283.1 1,088.1 Financial Services 49.0 45.3 32.1 94.4 82.6 Total Revenue 459.7 323.8 387.5 1,377.5 1,170.7 *The entire revenue is in the nature of one segment. The bifurcation is given to indicate orders of respective platform. Sastasundar platformbeingoperatedbystepdownsubsidiary. 25 Annual Financial Highlights Revenue from Operations Gross Margin Rs. In Crs Q4 6.5% 7.4% 9.0% 6.5% 7.5% Q3 1,355 Q2 1,306 122 Q1 302 1,088 1,037 378 21 98 282 312 367 77 31 28 341 71 622 280 24 17 158 280 355 41 35 26 141 264 308 22 17 10 254 23 155 8 17 19 330 263 279 10 35 169 192 20 21 13 12 FY22 FY23 FY24 FY25 FY26 FY22 FY23 FY24 FY25 FY26 26 Historical Consolidated Profit & Loss Statement Health Particulars (Rs. Crs) Mar-26 Mar-25 Mar-24 Mar-23 Mar-22 Revenue from Operations 1,305.9 1,088.1 1,355.2 1,036.9 623.0 Cost of Materials Consumed 1,208.4 1017.4 1232.8 960.4 582.5 Gross Margin 97.5 70.7 122.4 76.5 40.5 GM % 7.5% 6.5% 9.0% 7.4% 6.5% Employee Benefits Expense 84.0 49.8 49.0 45.3 43.9 Other Expenses 79.0 99.8 88.5 78.0 53.7 EBITDA (65.5) (78.9) (15.1) (46.8) (57.1) EBITDA % (5.0%) (7.2%) (1.1%) (4.5%) (9.2%) Other Income# 71.6 82.6 81.0 26.5 20.1 Depreciation and Amortisation Expense 6.6 5.8 9.1 8.2 4.2 EBIT (0.4) (2.1) 56.7 (28.5) (41.2) Finance Costs 0.8 0.2 1.0 0.9 1.6 Exceptional Items (1.1) (190.5) 0.0 (8.0) 1,157.5 PBT (2.4) (192.8) 55.7 (37.4) 1,114.7 Tax Expense (0.9) (70.1) (36.4) (22.8) 244.4 PBT before Share of Associate (1.4) (122.7) 92.0 (14.6) 870.3 Share from Associate 0 (10.8) (86.2) (84.9) (5.2) Profit for the year (1.4) (133.5) 5.9 (99.5) 865.1 PAT % (0.1%) (12.3%) (0.4%) (9.6%) 138.9% EPS 0.37 (28.66) 2.79 (22.70) 197.04 # Other Income includes financial service income 27 Historical Consolidated Balance Sheet Health Equity & Liabilities (Rs. Crs) Mar-26 Mar-25 Mar-24 Mar-23 Mar-22 Assets (Rs. Crs) Mar-26 Mar-25 Mar-24 Mar-23 Mar-22 Property, Plant and Equipment 78.2 63.4 71.6 68.1 57.2 Equity Share Capital 31.8 31.8 31.8 31.8 31.8 Capital Work-in-Progress 1.2 10.2 0.4 1.0 0.4 Other Equity # 733.5 832.7 967.7 961.7 1,062.4 Intangibles Assets 0.1 0.1 0.1 0.1 0.1 Total Equity 765.3 864.5 999.5 993.5 1,094.2 Goodwill on Consolidation 36.1 36.1 36.1 36.1 36.1 Non-Financial Liabilities Tax Assets (Net) 10.5 7.1 1.9 4.4 2.3 (i) Borrowings 0.0 0.0 0.0 0.0 0.0 Deferred Tax Assets 13.7 11.2 0.4 1.8 0.0 (ii) Other Financial Liabilities 9.5 5.3 3.3 8.2 3.5 Investment Property 2.2 2.3 2.4 2.6 0.0 Other Non-Current Assets 58.3 36.8 34.5 45.8 24.9 Provisions 8.6 7.2 5.4 4.5 2.1 Assets classified as held for sale 0.1 0.1 0.0 0.0 0.0 Tax Liabilities (Net) 5.2 5.4 2.6 24.1 17.9 Total Non-Current Assets 200.4 167.3 147.4 159.9 121.0 Deferred Tax Liabilities (Net) 5.4 4.0 67.6 92.5 113.7 Inventories 144.6 110.3 115.8 180.8 113.6 Total Non-Financial 28.8 21.9 79.0 129.3 137.2 Financial Assets Liabilities (i) Investments 518.7 575.4 676.1 512.8 666.0 Financial Liabilities (ii) Trade Receivable 7.7 10.0 34.8 35.1 21.2 (i) Borrowings 22.1 0.0 0.0 0.0 0.0 (iii) Cash and Cash Equivalents 30.2 12.4 31.3 31.7 13.0 (ii) Lease Liabilities 3.6 0.9 3.9 9.3 1.9 (iv) Other Bank Balances 0.0 0.0 15.4 163.5 199.4 (iii) Trade Payables 86.0 58.8 42.5 57.0 33.0 (v) Loans 9.5 9.0 8.3 8.0 9.6 Other Current Liabilities 30.1 28.3 24.7 16.7 11.5 Other Current Assets 24.7 89.9 120.5 114.0 134.0 Total Current Assets 735.4 807.0 1,002.2 1,045.9 1,156.8 Total Financial Liabilities 141.7 87.9 71.1 83.0 46.4 Total Assets 935.8 974.4 1,149.6 1,205.8 1,277.8 Total Equity & Liabilities 935.8 974.4 1,149.6 1,205.8 1,277.8 # Other Equity includes non-controlling interest 28 Historical Consolidated Cash Flow Statement Health Particulars (Rs. Crs) Mar-26 Mar-25 Mar-24 Mar-23 Mar-22 Cash Flow from Operating Activities Profit before Tax (2.4) (203.7) (30.5) (122.3) 1,109.5 Adjustment for Non-Operating Items (56.3) 138.1 25.8 84.0 (1,151.0) Operating Profit before Working Capital Changes (58.7) (65.5) (4.6) (38.3) (41.5) Changes in Working Capital (10.8) 52.7 46.6 (77.7) (52.7) Cash Generated from Operations (69.5) (12.9) 42.0 (116.0) (94.2) Less: Direct Taxes paid (4.3) (4.5) (6.1) 4.0 (112.9) Net Cash from Operating Activities (73.8) (17.3) 35.9 (112.0) (207.1) Cash Flow from Investing Activities 171.2 (1.1) (33.9) 132.5 219.5 Cash Flow from Financing Activities (79.6) (0.4) (2.4) (1.8) (11.4) Net increase/ (decrease) in Cash & Cash Equivalent 17.8 (18.9) (0.4) 18.7 1.0 Cash & Cash Equivalents at the beginning of the year 12.4 31.3 31.7 13.0 12.0 Cash & Cash Equivalents at the end of the year 30.2 12.4 31.3 31.7 13.0 29