First Quarter 2016Financial Results Conference Call May 16, 2016

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Forward Looking Statements

Certain of the statements contained in this presentation are "forward-looking information“ within the meaningof applicable Canadian securities legislation. Forward-looking information includes, but is not limited to,business strategy, plans and other expectations, beliefs, goals, objectives, information and statements aboutpossible future events. Forward-looking information generally can be identified by the use of forward-lookingterminology such as “outlook”, “objective”, “may”, “will”, “expect”, “intend”, “estimate”, “anticipate”, “believe”,“should”, “plans” or “continue”, or similar expressions suggesting future outcomes or events. You are cautionednot to place undue reliance on such forward-looking information. Forward-looking information is based oncurrent expectations, estimates and assumptions that involve a number of risks, which could cause actualresults to vary and in some instances to differ materially from those anticipated by Centric Health anddescribed in the forward-looking information contained in this presentation. No assurance can be given thatany of the events anticipated by the forward-looking information will transpire or occur or, if any of them do so,what benefits Centric Health will derive therefrom and neither Centric Health nor any other person assumesresponsibility for the accuracy and completeness of any forward-looking information. Other than asspecifically required by applicable laws, Centric Health assumes no obligation and expressly disclaims anyobligation to update or alter the forward-looking information whether as a result of new information, futureevents or otherwise.

All dollar figures are in Canadian dollars unless otherwise stated.

David CutlerPresident & Chief Executive Officer

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Agenda

1. Highlights and Key Developments

2. Financial Review

3. Concluding Comments

4. Questions

Pre-Transaction

Post-Transaction

Medium-Term Target

Net Debt/Adj. EBITDA 9.7x 5.7x <4.0x

Adj. EBITDA/Interest 1.2x 2.3x >3.5x

Selling Price $245M cash

$5M earn out

Net proceeds ~$234M(excluding earn out)

Multiple (including corporate costs)~10x

Sale of Physiotherapy, Rehabilitation and Assessments1 (December 2015)

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Debt Metrics3

1. Does not include Performance Medical Group orthotics business.2. Since January 1, 2016.3. Based on 2015 revenue from continuing operations of $167.3M and adjusted EBITDA of $14.6M, pro

forma the acquisition of Pharmacare in March of 2015, and assuming corporate costs of approximately 4% of revenue from continuing operations.

Outstanding Debt

Debt reduced by an aggregate of >$209M2 Annual interest expense savings of $18.8M

Prior Net Debt: ~$305M Current Net Debt: $86.7MSeptember 30, 2015

Net debt $86.7M

Cash in escrow $3.6M

Delivering On Our Debt Reduction Strategy

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Continued Solid Growth in Continuing Operations

16th consecutive quarter of positive cash flow from operations after adjusting for transaction and restructuring costs1

Q1 2016 Q1 2015

Revenue 41.0M Revenue 37.1M ↑ 11%

Adj. EBITDA 2.8M

Adj. EBITDA 1.1M

Adj. EBITDA margin

6.9%Adj. EBITDA margin

3.0%

1. $6.5 million of transaction costs related to the sale of Physiotherapy, Rehabilitation and Assessments operations, which were accrued in Q4/15 and paid in Q1/16, and 0.8 million in transaction and restructuring costs incurred in Q1/16.

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Highlights – Specialty Pharmacy

Revenue growth >12% due to Pharmacare acquisition and continued organic growth

Expect to offset impact of ODBdispensing fee reduction through continued organic growth

Pursuing new growth opportunities in Ontario

>30% increase in number of beds serviced in Western Canada sinceApril 2015• Benefitting from expanding

margins

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Highlights – Surgical and Medical Centres

38%41%

Q1/15 Q1/16

Capacity Utilization

Continued revenue growth

Significant improvement in margins

Contract with a major benefits provider to help patients on long-term disability get back to work sooner

Continued introduction of new technologies (Cartiva)

1

Daniel GagnonChief Financial Officer

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Q1/16 Revenue

37.1

41.0

Q1 2015 Q1 2016

(in Millions, C$)

11%

Growth in each business segment

Driven by the acquisition of Pharmacare (March 2015) and continued organic growth in both segments

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Q1/16 Adjusted EBITDA

Adj. EBITDA Margin

1.1

2.8

Q1 2015 Q1 2016

(in Millions, C$)

Q1/15 Q1/16

3.0% 6.9%1

1. Reflects outsized corporate costs to support since-discontinued operations.

Q1 2016 Q1 2015

Division

Revenue

$M

AdjustedEBITDA

$M

Margin

%

Revenue

$M

AdjustedEBITDA

$M

Margin

%

Specialty Pharmacy 30.3 3.3 10.8 27.0 3.5 13.0

Surgical and Medical Centres 10.7 1.2 11.0 10.1 0.8 7.7

Corporate - (1.6) - - (3.2)1 -

Total 41.0 2.8 6.9 37.1 1.1 3.0

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Segment Results - Specialty Pharmacy

1. Reflects outsized corporate costs to support since-discontinued operations.

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Segment Results - Surgical and Medical Centres

Q1 2016 Q1 2015

Division

Revenue

$M

AdjustedEBITDA

$M

Margin

%

Revenue

$M

AdjustedEBITDA

$M

Margin

%

Specialty Pharmacy 30.3 3.3 10.8 27.0 3.5 13.0

Surgical and Medical Centres 10.7 1.2 11.0 10.1 0.8 7.7

Corporate - (1.6) - - (3.2)1 -

Total 41.0 2.8 6.9 37.1 1.1 3.0

1. Reflects outsized corporate costs to support since-discontinued operations.

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Segment Results - Corporate

Q1 2016 Q1 2015

Division

Revenue

$M

AdjustedEBITDA

$M

Margin

%

Revenue

$M

AdjustedEBITDA

$M

Margin

%

Specialty Pharmacy 30.3 3.3 10.8 27.0 3.5 13.0

Surgical and Medical Centres 10.7 1.2 11.0 10.1 0.8 7.7

Corporate - (1.6) - - (3.2)1 -

Total 41.0 2.8 6.9 37.1 1.1 3.0

1. Reflects outsized corporate costs to support since-discontinued operations.

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Cash Flow from Operations

2.0

-7.2Q1 2015 Q1 2016

(in Millions, C$)

Expect to return to positive cash flow going forward

Q1/16

Impacted by timing of $6.5M in accrued transaction costs paid in Q1/16 associated with the divestiture and $0.8M in transaction and restructuring costs incurred in Q1/16

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Current Debt Summary

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$52.4M of debt is subordinated

2016 December 6.0% Conv. Note1 $10.8M

2017 October 6.75% Conv. Note1 $27.5M

July 6.5% Conv. Note $9.1M

2018 Revolver ($35M Capacity)2 $12.0M

Second Lien Senior Secured Notes3 $25.9M

Related Party Loan $5.0M

Cash in escrow $3.6M

Denotes subordinated debt

1. Convertible to equity at the Company’s discretion.2. As of May 16, 2016.3. Redeemable at par after April 2017.

David CutlerPresident and Chief Executive Officer

Centric Health Value Proposition

Uniquely positioned to complement the Canadian healthcare system during a period of unprecedented challenges.

• Increasing consumption/utilization driving higher costs

• Aging population

• Increasing wait lists/constrained access

• Demand for better outcomes

Increasingly favourable payer, provider and patient attitudes toward independently provided healthcare

Large, national networks with significant capacity and operating leverage

Reputation for trusted care based on overriding commitment to quality

Extensive, trusted relationships with payers and providers

Proven intellectual capital + systems = expert solutions and highest level of clinical outcomes

Focus on innovation and technology

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Doublecheck #’s National Platform with Significant Operating Leverage

Richmond

Calgary Edmonton (3)

EdmontonLacombe

BurlingtonLondonOttawaOrillia

Newmarket (2)

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1. Based on number of residents serviced.

Infrastructure in place to serve twice the current volumes

14 distribution centres

~300 long-term care

and retirement homes

>25,000 patients

~800,000 prescriptions monthly

Multiple Opportunities for Growth

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1. Maximize utilization of existing infrastructure through new RFP wins, focusing regionally on local seniors communities and finding new opportunities as a national provider

2. Tuck-in acquisitions to expand network and geographic coverage

3. Expand clinical capabilities to strengthen value proposition

4. New revenue streams through clinical intervention (pharmacovigilance)

5. Expand offering through addition of ancillary services (infusion, wound care)

6. Reduce cost structure and benefit from economies of scale (purchasing power)

Additional opportunity to leverage infrastructure and expert capabilities for corporate health plan market

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Accreditation demands increasing barriers to entry

Doublecheck #’s National Network with Significant Operating Leverage

6 facilities

25 operating rooms

11 procedure rooms

72 beds

245 physicians

>50 locations

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Growth Strategy – Drive Utilization

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Target 50% capacity utilization in medium-term and 70 to 75% in the longer term

1. Grow third-party payer services (insurers, benefits providers, employers)• Relationships with physicians & health authorities• Accreditations & facilities quality to support preferred provider status• Expanded diagnostics offerings

2. Increase outsourcing from governments

3. Coordinate interprovincial & foreign procedures

4. Grow volume of uninsured services• Marketing & promotions, including expanded online marketing

5. Add new technologies

6. Develop Centres of Excellence (Bariatrics)

20%

41%

2012 Q1/16

Capacity Utilization

Questions

First Quarter 2016Financial Results Conference Call May 16, 2016