NYSE American: HLTHSeptember 2017

Cantor Fitzgerald 2017 Global Healthcare Conference

Forward-Looking Information

This presentation contains forward-looking information (within the meaning of applicable securities laws)relating to the business of Nobilis Health Corp. (the "Company") and the environment in which itoperates. Forward-looking information may include statements regarding the objectives, businessstrategies to achieve those objectives, expected financial results, economic or market conditions,industry specific information, and the outlook of or involving the Company and its business. Such forwardlooking information or statements are typically identified by words such as "believe", "anticipate","expect", "intend", "plan", "will", "may" and other similar expressions.

Forward-looking information, including any financial outlooks, is provided for the purpose of providinginformation about management's expectations and plans about the future and may not be appropriate forother purposes. Forward-looking information herein is based on various assumptions and expectationsthat the Company believes are reasonable in the circumstances. No assurance can be given that theseassumptions and expectations will prove to be correct and the forward-looking information, including thefinancial outlooks included in this Presentation, should not be unduly relied upon. Those assumptionsand expectations are based on information currently available to the Company, including the historicperformance of the Company's business. Such assumptions include anticipated financial performance,current business, industry and economic trends, and business prospects and are subject to the risks anduncertainties which are discussed in the Company's regulatory filings available on the Company's website at www.NobilisHealth.com, www.sec.gov, or at www.sedar.com. Any forward-looking statements thatwe make are based on assumptions as of today, and we undertake no obligation to update them.

The Company’s management has approved the financial outlooks contained in this presentation.

2

Unique Patient Acquisition Model

3

o Acquires patients from physician partners who are not obligated to bring cases to their facility

o Physicians often form partnerships with inequitable percentages:o Productive doctors resent less

productive doctors

o Management Co. only manages and does not drive patients to centers

o No growth drivers – must rely on physician partners to grow their practices to then bring more patients

o No vertical integration

Traditional Model The Nobilis Modelo Acquire patients through:

o Marketing programso Network of primary care

physician partnerso Physician employees

o Physicians typically don’t own equity in Nobilis facilities

o Nobilis owns and manages its facilities

Nobilis Network of Primary Care

Physicians

Physician Partners

Direct to Consumer Marketing

Joint Marketing with Physicians

Nobilis Employed Primary Care

Physicians

o We drive patient flow to our facilities

o We control the patient experience across the entire continuum of careo Patient acquisitiono Primary careo Ancillarieso Surgeries

Nobilis at a Glance

4

o 4 surgical hospitals, 10 ASCs and 13 multi-specialty clinics

• 10 markets across 5 states

• 35 partner facilities

o Core strategy - optimized case mix across the portfolio

• Higher acuity procedures, higher levels of reimbursement

• Focus on minimally invasive procedures

o Unique direct-to-patient marketing model

• Brand procedures and drive additional surgical volume to portfolio of facilities

• Capitalizes on growing trend of “consumerism” in healthcare

• Drives organic growth

o Strong, scalable platform to expand to nationwide player

o Compelling value proposition for physicians, patients, and payors

o $321 million in revenue and $37 million in Adjusted EBITDA , LTM June 2017

• Low capex requirements

Company Overview Geographic Locations

MarketswithNobilisownedfacilities

MarketswithNobilispartnerfacilities

Investment Highlights

o 66% of all surgeries are outpatient with >50% performed in ASCs vs. 32% in 2005o Lower cost, high quality outpatient setting; trend toward increased consumerism in healthcareo Abundance of desirable acquisition opportunities due to fragmented market

5

Attractive Industry Fundamentals

Unique Marketing Model

Favorable Payor and Procedure Mix

Patient-Centric Value Proposition

Attractive Financial Profile

Experienced Management Team

o Multiple marketing channels drive volume growtho Proprietary technology platform targets prospective patientso Strong value proposition: Superior patient experience that expands physicians’ practices

o Marketing segment targets higher acuity cases resulting in a highly attractive case mixo Procedure diversification increases the stability of the revenue baseo Minimal government payor reduces risk of Medicare/Medicaid rate changes.

o Unique marketing model increases case volumes and provides superior patient experienceo Offer optimal surgical environments that result in better overall quality of careo Offer ancillary and complementary services that lead to better efficiency and better outcomes

o Low leverageo Low capital expenditure requirementso Stable cash balance

o Strong management team with M&A and healthcare experienceo Seasoned Ops team leads to financial and operation efficiencieso Strong in-house and outside legal team to safely navigate complex healthcare space

Nobilis Business Overview

6

Favorable Case Mix

Strong Case Volume Growth

Favorable Payor Mix (~96% non-gov’t )

Note: Unless otherwise dated, figures are based on the LTM period ended 6/30/2017, pro forma for the full year impact of the AZ Vein acquisition.Note 2: Case mix based on number of cases; payor mix based on revenue.

ENT 4% GeneralSurgery 4%

Ortho 7%

Pain 27%

Spine 18%

Bariatrics 21%

PlasticSurgery 10%

GYN 3%

Other 7%

AETNA 20%

BCBS 17%

CIGNA9%

UHC 34%

OtherCommercial 12%

SelfPay 5% WC 3% Medicare 1%

8,740

17,81420,459

25,190

-

5,000

10,000

15,000

20,000

25,000

30,000

2014 2015 2016 2017E

Surgical Setting Background

Traditional Hospitals

o Full-service hospital

o Inpatient and outpatient

o > 5,700 hospitals

o 60%+ not-for-profit

Specialty Surgical Hospitals (SSHs)o Typically specialize in

orthopedics, spine, ENT

o Inpatient and outpatient

o ~ 300 SSHs

Ambulatory Surgical Centers (ASCs)o Outpatient only

o > 5,500 ASCs

o 70%+ owned by independents

7Source: Becker’s.

Nobilis Health

Unique Patient Acquisition Strategy

8

Nobilis Brands

Lead Generation Concierge Service

§ Inside sales team and IT platform to maximize patient experience

§ 9 brands marketed directly topatients via omni-channel marketing strategy

Patient Tracking Conversion to Surgical Patient

§ Patient education, medical review, insurance verification, and surgical scheduling

§ Patient follow-up, experience surveys, and referrals

o Marketing and technology platform that targets prospective patients

o Unique value proposition to physicians; superior patient experience

o Generates higher acuity cases vs. traditional referral model

o Scalable revenue driver

o Portfolio effect: direct cases to specific facilities on a procedure-by-procedure basis for best return

o In-house marketing team works one-on-one with physicians to develop and distribute customized marketing plans

o Build and execute marketing plans on behalf of physicians

o Helps to expand physicians’ practices, while also driving additional volume to facilities

o High average ROI

Direct-to-Consumer Marketing Physician Sales

High-Touch Marketing Model

Introduction&TransactionOverviewIndustry Overview

Growth of the ASC Industry

o Industry growth

‒ Efficient cost structures

‒ Increased government focus on healthcare

‒ Aging population

‒ Newly insured access care

o Remains highly fragmented

• Independent operators, hospitals and small chains comprise 78% of the 5,500 ASCs in the U.S.

o Economies of scale drive partnership decision for physician-owned practices

Source: CSM, Equity Research, IBIS healthcare expenditures estimates, Becker’s.

Projected ASC Industry Revenue

Outpatient Surgeries Moving to ASCs: 1981 to 2016

($ in billions)

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Factors Influencing ASC/SSH Demand

Steady reimbursement rates from government payors support a stable operating environment at ASCs & SSHs

Increased ASC/SSH Abilities

Government Funding

Advances in surgical techniques & technology have increased the number & types of outpatient procedures driving higher patient volumes

As the economy improves, greater disposable income will enable patients to better afford out-of-pocket expenses at ASCs & SSHs

Disposable Income

Growing Insured Population

The insured population is expected to grow 2% annually through 2017

$16 $17$19 $20 $21

$22 $23$25 $27

$30 $32$34 $36

$38$40

$0$5$10$15$20$25$30$35$40$45

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015E

2016E

2017E

2018E

2019E

2020E

ASCs,6%

HospitalOutpatient,

84%

ASCs,50%Hospital

Outpatient,50%

27%

17% 17%

13%10% 9%

4% 3% 2% 1%0%

5%

10%

15%

20%

25%

30%

GI

Ortho.

Optha.

Pain

Other

ENT

Plastic

Podi.

Urol.

Neuro.

Dynamics Driving Industry Growth

o Case volume at ASCs projected to increase by 9 -12% through 2025

o 5,500 ASCs in U.S., 90% have some degree of physician ownership

o Many ASCs focus on elective procedures which arecommon in affluent urban and suburban areas with large proportions of commercially insured patients

o Nobilis’ focus à 40% of the market with higher reimbursement

Specialty Procedures

OrthopedicsKnee arthroscopy, carpal tunnel, rotatorcuff repair, incise finger tendon sheathand wrist endoscopy

PainManagement

Injection lumbar / sacral, injection cervical, thoracic and destruction neurolytic agent

BariatricsGastric bypass, sleeve gastrectomy, adjustable gastric band, biliopancreatic diversion with duodenal switch

Source: Wall Street Research, Becker’s.11

Average ASC Industry Payor Mix

Industry Dynamics ASC Industry Specialty Mix

Top Procedures

Nobilis Key Procedures

67%

18%11%

4%0%

10%20%30%40%50%60%70%80%

Commercial Medicare FFS Worker's Comp/ Other

Medicaid

Advanced Imaging 13%

Arthrocentesis / Injections 5%

Rehab & Chiropractic14%

Standard Imaging 13%

E&MVisits 17%

Fusion Surgery

Spinal Decom. / Laminec.

Vertebral Augmentation

23%

27%

25%17%

-9%

-5%

-2%

2%

Less Complex Procedures Shift to Outpatient

o Less complex spine procedures shifting from inpatient to outpatient

o Key spine procedures have stronger tailwinds due to demographics and improvements in technology

o ~31 million Americans experience back pain at any given time

o ~600,000 Americans undergo spine surgery every year

Lumbar / Thoracic Fusion

Cervical Fusion

No Procedure andDiagnostics

Spinal Decompression/Laminectomy

Vertebral Augmentation Procedures

Revision Spinal Procedure

Note: Growth rate data reflects U.S. market. 12Source: Wall Street Research.

-11%

Inpatient Spine Discharges 2014 – 2019 Outpatient Spine Volumes 2014 – 2019Nobilis Key Procedures

Introduction&TransactionOverviewGrowth Strategy

Growth Strategy

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1 Marketing Expertise Drives Organic Growth 2

3 4

o Multiple marketing channels to drive volume growth at hospitals, ASCs, and ancillaries

o Bundled payment capabilities

o Strategically adding new marketing brands to portfolio

o 360 Concierge

o Highly fragmented market with many ideal acquisition targets

o Focus on targets that allow Nobilis to cross-sell service lines and leverage marketing capabilities

o Pursuing INN targets that are sensitive to Nobilis’ marketing platform and allow the Company to leverage existing facilities

o Continue optimizing case mix to maximize revenue potential

o Increase the volume of high acuity procedures that benefit from higher levels of reimbursement

o Identify and develop additional service lines appropriate for outpatient environment

o Focus on driving cost reductions throughout system and in recently acquired facilities

o Identify and achieve greater economies of scale as Nobilis continues acquiring new businesses and expanding its platform

Acquisition Opportunities

Service Lines and Specialties Operational Leverage

Ancillary Services

o Initiated through Hermann Drive Surgical Hospital in September 2016

o Set up to process ~4,000 tests on a monthly basis

First Assist (Staffing)o Cover 100% of

outpatient spine cases through qualifying DTC

o Specialties: spine, bariatrics, ENT, orthopedic, plastic, general

o Focused on spine procedureso 100% of DTC caseso 7 Stateso 44 different facilities (both

Nobilis and non-Nobilisfacilities)

o Specialties: spine, neuro, ortho, CV, ENT

o Covers most NHC facilities

o Helps recruit partner physicians

o Specialties: spine, bariatrics, ENT, orthopedic, plastic, general

o Launched April 2017 as a hospital outpatient department of Plano Surgical Hospital

o Provides patients and physicians with a partner in the continuum of care

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Laboratory Neuromonitoring Anesthesia Physical Therapy

o Nobilis is actively seeking potential

M&A targets in the ancillary services

space

o Typically focus on acquisitions with

revenue potential system wide

o Increased capabilities position

Nobilis to execute alternative

payment methodologies for payors

o 2016 revenue of $20.4 million

o 2015 revenue of $2.3 million

o Maximizes revenue by capturing

additional revenue streams per

patient

o Continuity of care for patients

o Helps recruit top physicians

o Increased patient & physician

satisfaction

o Improve patient outcomes

o Accretive earnings

Benefits Financial Contribution Development

Introduction&TransactionOverviewConcertis Overview

Concertis Strategy

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Bundled Payment Surgical Procedures Primary Care Practice

o Less expensive to acquire than specialists

o Allows Nobilis to control patient experience across the continuum of care

o Feeds volume into bundled payment and 360Concierge

o Achieves clinical integrationo Additional covered lives under Nobilis’ control equates

to leverage with payorso Bring physicians into our narrow networko Our care navigators are trained health care

professionals who serve as patient concierges, guiding patients though the entire episode of care from diagnosis to post-surgical compliance with discharge orders.

o Concertis negotiates with payors (insurance companies and self-insured employers) to combine reimbursement for multiple providers and facilities in a single, comprehensive bundled payment that covers all of the services involved in a patient’s episode of care. As a result, patients no longer receive multiple bills from facilities and providers. The facility receives the reimbursement, and distributes it to the providers, ensuring physician alignment with the ASC or hospital.

o Provides a warranty for surgical services

o Concertis’ patient coordinators work with patients for 30-60 days post surgery, and all complications and readmissions occurring during the warranty period are covered within the initial bundled payment, alleviating financial risk for both payors and patients.

o Currently performing procedures in three markets.

Concertis at a Glance

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Concertis Model

o Concertis is Nobilis’ subsidiary that executes alternative patient acquisition and reimbursement strategies.

o Concertis currently offers three products:

o Bundled Payments

o Concierge360

o Primary Care Practice Acquisition

o This portfolio of products coupled with the Company's facilities and ancillary services comprise the Clinically Integrated Network (CIN)

o Clinical integration coordinates care across a continuum of services including physicians, hospitals, and ancillary services

o A CIN can contract with payors for all of its providers, regardless of whether they are owned/employed

o Controlling the entire patient experience from aligned primary care providers, to facilities, surgeries, and ancillary services improves patient outcomes while encouraging more efficient cost control for Nobilis, patients, and physicians.

360 Concierge Summary

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3.Insurance

Verification

5.Scheduling

5.RN Surgical Clearance, if applicable

2.PA/MD Review,

if applicableFollow-Up

1.Patient Care

Manager Assigned

4.Explanation of Benefits &

Costs

6.Scheduling

7.Surgery

o Nobilis’ proprietary care management IT solutiono A specially trained, caring, and knowledgeable Patient Care Manager will be assigned to each

patiento A complimentary image review, if applicable o A complimentary insurance evaluation to ensure patient’s out-of-pocket costs are as

low as possibleo Patients receive personalized step-by-step guidance from their Patient Care Manager o All patients will now have access to the Nobilis Health network of top-tier specialistso Continued vetting and training of specialists to ensure patients only see the best surgeonso Keeps patients in the Nobilis network while enhancing physician and patient satisfaction

The360ConciergeDifference

360 Concierge

Introduction&TransactionOverviewFinancial Overview

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Financial Performance

*2017GuidanceasprovidedonMarch13,2017Revenue:$310M-$325MAdj.EBITDA:$40M-$45M

Revenue and Adj. EBITDA (Less NCI)(Millions)

Adj.

EBIT

DA

(Les

s N

CI)

$31

$84

$233

$286

$317.5

$3

$11

$40 $34

$42.5

$-

$20

$40

$60

$80

$100

$120

$140

$-

$50

$100

$150

$200

$250

$300

$350

2013 2014 2015 2016 2017E

Total Revenue Adj. EBITDA

Rev

enue

TrackRecordofStrongRevenueandAdj.EBITDAGrowth

*

22

2017 Operating Performance

Total Revenue Adj. EBITDA

*2017GuidanceasprovidedonMarch13,2017Revenue:$310M-$325MAdj.EBITDA:$40M-$45M

$51$68 $62

$80

$286

$318

$0

$50

$100

$150

$200

$250

$300

$350

Q1 16 Q1 17 Q2 16 Q2 17 2016 2017E

Rev

enue

(Milli

ons)

$0.4$2

$9$10

$34

$43

$0

$5

$10

$15

$20

$25

$30

$35

$40

$45

Q1 16 Q1 17 Q2 16 Q2 17 2016 2017E

Adj.

EBIT

DA

(Milli

ons)

**

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Driving Efficiencies

o Systemwide reduction in force completed April 2017

o Payroll system/productivity tools• Redesign/restructure of payroll

system• Enhanced reporting

‒ Implemented daily productivity KPI’s at each facility

‒ Controls in place to manage hiring process

Focused on reducing operational expenses at its facilities to further drive profitability

= Estimated $10 to $13 million in annualized cost savings à $8 million expected in 2017

Salaries and Benefits Medical Supplies SG&A

o GPO and local agreements executed

o Custom packs/reprocessingo Utilizationo Inventory consignment

o Physician co-marketing and direct-to-consumer marketing

o Purchased serviceso Utility contracts

$6 to $7 million

$2 to $3 million

$2 to $3 million

27

Appendix

Goal: Self-source business and maximize ROI

Weprovidepatientspersonalizedtreatmentplansandaccesstomulti-disciplinarymedicalstaffand physicians.

Sales & Marketing

1

Direct to Consumer (DTC)

Lead Generation

Concierge Service

Conversion to SurgicalPatient

Patient ExperienceFollow Up

Successful Patient Outcomes

Sales Outreach to Referral Community

Physician Referral to Nobilis Brand

Leverage concierge service for enhanced patient experience

3

360 Concierge

Sales Outreachto Physicians

Physician & PatientConversion

Nobilis FacilityCaseAcquisition

2

PhysicianRecruitment

Patient and PhysicianSatisfaction

Sales and Marketing Strategy

25

Our UniqueApproach

Management Team

o Joined Nobilis in 2010o Previously served as CFO, President and Executive Chairman of Nobiliso Earned an MBA from Boston College, a J.D. from the University of Houston, and a B.A. from the

University of St. Thomas

26

Harry Fleming Chief Executive Officer

Kenneth EfirdPresident

David YoungChief Financial Officer

Patrick YoderChief Revenue Officer

Marissa ArreolaChief Strategy Officer & President of Concertis

o Joined Nobilis in 2010o Previously served as Chief Operating Officer & Chief Business Development Officer at Nobiliso Founder & CEO of Diagnostic and Interventional Spine Centerso Doctorate from Texas Chiropractic College

o Joined Nobilis in 2017o Previously served as Divisional CFO for St. Jude Medical’s America divisiono Licensed CPAo Earned an MBA from the University of Texas at Austin

o Joined Nobilis in 2014o 15 years of healthcare sales and business developmento Previously held successful sales leadership positions at Intuitive Surgical, Medtronic, and Pfizero Earned a B.A. from Rhodes College

o Joined Nobilis in 2016o Partner at Baker Donelson, specializing in health law and served as a Director at Houston Methodist

Hospital Systemo Earned a J.D. from the University of Houston and B.A. from Rice University

Management Team (Cont’d)

o Joined Nobilis in 2015o Previously served as CFO at Northstar Healthcare LLC and Nobiliso 20 years of financial and accounting reporting in the healthcare industryo Earned an M.B.A. from Texas Woman’s University and a B.S. from Sacred Heart University

27

Kenneth KleinCFO of Operations

Phil AyresVP of Marketing

o Joined Nobilis in 2017o Previously served as Director of Marketing for Travelocity and Director of Online Marketing at

Hotels.como Earned a J.D. from University of Tennessee College of Law and a B.S. from Vanderbilt University

Marc CeliaEVP of Operations

o Joined Nobilis in 2017o 20 years of operational and managerial experience in the healthcare industryo VP of Continuous Improvement for United Surgical Partners International/ Tenet Healthcare

(“USPI”) and CEO of Memorial Hermann Surgical Hospital Kingwood, in Houston, Texaso Earned a B.S. from Boston University and a M.S. from University of Maryland

Marcos RodriguezChief Accounting Officer

o Joined Nobilis in 2016o Began his career at Deloitte & Touche LLP and served five years as Director at Opportune LLPo 19 years of financial and accounting reporting, external and internal audits, and SEC regulationso Earned a B.S. from Louisiana State University and is a licensed CPA

Brandon MorenoVP of Finance

o Joined Nobilis in 2014o 10 years of finance and accounting experience in the healthcare industry,

including HCA and Teneto Earned an M.B.A. from University of Texas – San Antonio and a B.S. from New

York University

NorthAmericanSpineTheflagshipbrand,NorthAmericanSpineoffersinnovative,minimallyinvasivebackandnecksurgeriesandenjoysasolidtrackrecordofsuperioroutcomes.Theminimallyinvasive,laserspineproceduresenjoyhighrecognitionintheirmarketsandtheagingpopulationencouragesstrongnaturalgrowth.

ClarityVein&VascularClarityVeinandVascularprovidesminimallyinvasivesurgicaltreatmentofpainfuland/orunsightlyvascularconditionsrangingfromtherelativelybenign,likevaricoseorspiderveins,tothedangerous,likedeepveinthrombosisorperipheralarterydisease.

HamiltonVeinCenterHamiltonVeinandVascularisafull-serviceclinicalpracticewithmultipleTexaslocationsandanimpressiverecordofsuccessfultreatments.Adeptatcosmeticproceduresforconditionslikespiderandvaricoseveins,thepracticealsoexcelsatdiagnosingandtreatingpotentiallyharmfulunderlyingconditions.

MigraineTreatmentCentersofAmericaMigraineTreatmentCentersofAmericaistheexclusiveprovideroftheOmega™Procedure,anon-pharmaceuticalsurgicalimplantforthereliefofchronicmigrainepain.Increasingawarenessofneurostimulation techniques,vocalsupportfrompastpatients,andfavorableinsurancepoliciespositionthebrandasveryhighgrowth.

ArizonaVein&VascularCenterArizonaVeinandVascularisamaturepracticeinthePhoenix/Scottsdaleareathat,likeClarityVeinandVascular,providesminimallyinvasivetreatmentofvenousconditionsanddisordersfromtheunsightlytothedangerous.

MIRIWomen’sHealthMIRIWomen’sHealthfocusesonminimallyinvasivesurgeriesforgynecologicalconditionsandofferssecondopinionsforthoseseekinganalternativetotraditionalhysterectomies.

EvolveEvolve,abariatricsurgerybrand,benefitsfromincreasingmedicalconsensusonthehealthbenefitsofbariatricsurgeryoverconventionaldietandexerciseforthesignificantlyormorbidlyobese.Nationallyrisingratesofobesityandmorefarsighted,preventiveinsurancepoliciespoisethebrandforstronggrowth.

OnwardOrthopedicsThenewestNobilis offering,OnwardOrthopedicstreatsnon-spinejointissuesforpatientsofallagesandtypes.Thebrandbenefitsfrompartnerphysicianswithsolidhistoriesofhigh-profilesportsclients,andcanprovidereferralstotheNorthAmericanSpineandNueStep brands.

NueStepNueStep focusesontheminimallyinvasivereliefoffootandanklepainduetonerveentrapmentandavarietyofotherpodiatricissues.Thebrand’ssuccessisaresultofeducationalmarketingcampaignsdesignedtocorrectahistoricalunder-appreciationoffootpainandtherapeuticmodesusedtoaddressit.

Our Brands

28

Nobilis Facilities

29

Facility Market Equity

Hospitals

FirstNobilisHospital Houston,TX 51%

HermannDriveSurgicalHospital Houston,TX 54.75%

PlanoSurgicalHospital Dallas, TX 100%

ScottsdaleLibertyHospital Scottsdale,AZ 75%

ASCs

FirstNobilisSurgicalCenter(HOPD) Houston,TX 51%

KirbySurgicalCenter Houston,TX 25%

MedicalParkDriveSurgicalCenter(HOPD) Houston,TX 100%

DallasMetro Dallas, TX 35%

NorthstarHealthcareSurgeryCenter- Houston Houston,TX 100%

Northstar HealthcareSurgeryCenter- Scottsdale Scottsdale, AZ 100%

ChandlerSurgery Center Phoenix,AZ 100%

OracleSurgeryCenter Tucson, AZ 100%

PhoenixSurgeryCenter Phoenix, AZ 100%

SurpriseSurgeryCenter Phoenix, AZ 100%

Clinics

ChandlerClinic Phoenix,AZ 100%

Oracle Clinic Tucson,AZ 100%

PhoenixClinic Phoenix,AZ 100%

SurpriseClinic Phoenix,AZ 100%

SugarLandClinic Houston,TX 100%

WoodlandsClinic Houston,TX 100%

ClearLakeClinic Houston,TX 100%

KatyClinic Houston,TX 100%

StoneOak Clinic SanAntonio,TX 100%

Round RockClinic Round Rock,TX 100%

Facility Specialties Facility

PlanoSurgical Hospital • Bariatrics • 26Inpatient beds• Spine • 6OR’s• Plastics • 2Procedure Rooms• Orthopedics• General Surgery• Painmanagement

KirbySurgical Center • Orthopedics• General surgery• Pain• ENT

• 4OR’s• 1Procedure Room

HermannDrive Surgical • Bariatrics • 22BedsHospital • Spine • 18Private rooms

• Plastics • 6OR’s• Orthopedics • 2Procedure Rooms• General Surgery

FirstSurgical Hospital • Bariatrics Hospital • 4OR’s• 1 Procedure

RoomFirstStreetSurgery Center • Spine(HOPD) • Plastics

• Orthopedics• General Surgery ASC • 4OR’s• Painmanagement

NorthstarHealthcare Surgery • Spine • 3ORsCenter- Houston • Bariatrics • 2Treatment rooms

• General Surgery• Pain• Podiatry• Plastics• GI

Nobilis Facilities

30

Facility Specialties Facility

NorthstarHealthcare Surgery • Plastics/Reconstructive • 4OR’sCenter- Scottsdale • Orthopedics • 1Procedure Room

• General Surgery• Pain• Bariatrics• Podiatry

ScottsdaleLiberty Hospital • Spine • 2OR’s• Orthopedic Surgery • 1Procedure Room• General Surgery • 12Inpatient Beds• Podiatry• Bariatrics• Migraine• Vascular

ArizonaVein&Vascular Center • Vein • 4 Clinics• 4 ASCs• 15OR’s

HamiltonVein Center • Vein • 6 Clinics• 20 RFAs

DeRosa Medical,P.C. • HealthandWellness• Weight Loss• ChronicHealthCondition

Management

• 3Primary CarePractices

Nobilis Facilities

31

NYSE American: HLTHSeptember 2017