NYU LANGONE HEALTH

Daniel J. Widawsky
Chief Financial Officer

January 13, 2020

 The information contained in these slides and the accompanying oral presentation (collectively, the “Presentation Information”) is being provided for
informational purposes only and should not be relied upon in making an investment decision with respect to any security issued by NYU Langone Hospitals,
NYU Langone Health System or NYU Grossman School of Medicine (collectively, “NYU Langone Health”). The Presentation Information is not an offer to sell
securities or the solicitation of an offer to buy securities, nor shall it constitute an offer, solicitation or sale in any state or jurisdiction in which such an offer,
solicitation or sale would be unlawful. NYU Langone Health may only sell securities by means of an offering memorandum or official statement.

The Presentation Information contains forward-looking statements. All statements other than statements of historical facts contained in the Presentation
Information, including statements regarding NYU Langone Health’s strategy, plans and objectives of management, prospects, future results of operations and
financial position, future revenue, member growth and rate of adoption, projected costs, and market estimates and growth are forward-looking statements. The
words “anticipate,” “believe,” “estimate,” “expect,” “intend,” “may,” “plan,” “predict,” “project,” “will,” “would” and similar expressions are intended to identify
forward-looking statements, although not all forward-looking statements contain these identifying words. NYU Langone Health has based these forward-looking
statements largely on NYU Langone Health’s current expectations and projections about future events and financial trends that management of NYU Langone
Health believes may affect NYU Langone Health’s financial condition, results of operations, business strategy and financial needs. NYU Langone Health does
not assume any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by
law.

No user of the Presentation Information should place undue reliance on NYU Langone Health’s forward-looking statements because they involve known and
unknown risks, uncertainties and other factors that are beyond NYU Langone Health’s control and that could materially affect actual results, levels of activity,
performance, or achievement. If any of these risks or uncertainties materialize, or if NYU Langone Health’s underlying assumptions prove to be incorrect,
actual results or events could differ materially from the plans, intentions and expectations disclosed in the forward-looking statements made in the Presentation
Information.

The Presentation Information includes both GAAP and non-GAAP financial measures. NYU Langone Health’s management uses certain non-GAAP financial
measures to assess NYU Langone Health’s business and operations. Non-GAAP information should not be construed as an alternative to GAAP information,
as the items excluded from the non-GAAP measures often have a material impact on NYU Langone Health’s financial results. NYU Langone Health uses, and
users of the Presentation Information should use, non-GAAP measures in conjunction with NYU Langone Health’s GAAP results.

2
 Expense Growth Outpaced Revenue Growth Reversed the Trend

Represents audited financials for NYU Langone Hospitals (excluding CCC 550 and subsidiaries)
3
Brooklyn included starting 2016; Winthrop included starting 2018
 Represents audited financials for NYU Langone Hospitals (excluding CCC 550 and subsidiaries)
4
Brooklyn included starting 2016; Winthrop included starting 2018
 Represents audited financials for NYU Langone Hospitals (excluding CCC 550 and subsidiaries)
5
Brooklyn included starting 2016; Winthrop included starting 2018
 #1

Expense
Controls

Growth Opportunities

Integrated Clinical Network

Enterprise-Wide IT

Real-Time Metrics and Dashboards

Structural Agility – Lean Governance

Patient-Centered, Quality Care

6
 2007
Off-campus
Locations*
3
Employed
Physicians*
432

Perlmutter
Inpatient
Visits
38K
Cancer Center
Ambulatory
Visits
1M
NYU Langone
Total
Revenue
~$2.3B
Main Campus
NYU Langone
at Columbus
NYU Langone Medical
at Trinity

NYU Langone
Orthopedic Hospital

As of 2007
Inpatient Hospital
7 * Includes SOM Practices
Off Campus Location
 2007 2019
Off-campus
Locations*
3 350+
Employed
Physicians*
432 3,200+

Perlmutter
Inpatient
Visits
38K 100K
Cancer Center
Ambulatory
Visits
1M 8.5M
NYU Langone
Total
Revenue
~$2.3B ~$10B
Main Campus
NYU Langone
at Columbus
NYU Langone Medical NYU Winthrop
at Trinity

NYU Langone
NYU Langone Hospital–Brooklyn
Orthopedic Hospital

As of 2007 As of 2019
Inpatient Hospital Inpatient Hospital
8 * Includes SOM Practices
Off Campus Location Off Campus Location
9
 ONLY NYC Hospital Top 3 – Past 7 Years

FIVE-STAR QUALITY RATING

by Centers for Medicare and Medicaid
Services (CMS)

GRADE A LEAPFROG TOP VIZIENT AWARD

HOSPITAL SAFETYGRADE RANKINGS
for Protecting Patients from for overall patient safety
Errors, Injuries, Accidents, and quality
and Infections

10 Source: Vizient Clinical Analytics

NYU Langone Hospital – Brooklyn
Compared to Competition Compared to Self

Perlmutter Cancer Center

NYU Brooklyn % Variance
Cobble Hill Emergency Department Pre/Post Merger (since 2015, pre merger)

Faculty Group Practice Locations Mortality Rate -41%

Family Health Centers at NYU Langone Length of Stay

Hospital-acquired Infections
-13%

-60% ••
• •
•
ER Wait Time for an Inpatient Bed

ER Treat and Release Wait Time

-34%

-13% ••
•••
- • • •
•

:•
Visits

Acuity (CMI)
8%

26% ••
•... • •
• ' Direct Cost per Case -6%

• ••••
••
, •
•• • • Made an underserved hospital
•
•
•• •• •
sustainable
• • •
•

11 Source: Vizient Clinical Analytics

 7% NYU NYU 18%
less OB/GYN Cardiology less

Patients
Seeking All-in
Care within the
NYU 11%
NYU Network Ortho &
24% ED Average 8%
10% NYU
Lowers Total less less Visits LOS
GI Surgery less
less
Cost

Patients are
10% NYU In Less Often
less ENT
Unique and Out More Inpatient 31%
20% IP Quickly Days less
less Admits

15% Re-
admission
less Rates
12 Source: Commercial Payor quarterly performance reporting package (7/2018 – 6/2019)
 • Shorter hospital stays
• Fewer complications
VALUE • Lower readmissions
• Improved quality of life
• Fewer days off work
• Higher productivity

Volume is Higher than Ever Before

Inpatient Volume Outpatient Volume Emergency Volume

2007 VS . 2019 2007 VS. 2019 2007 VS. 2019

13 Winthrop included in 2019

14
 Goal: Improve throughput efficiency in operating rooms by ensuring surgical procedures start on time

On Time Case Starts Patient

68%  93% 3 Satisfaction
Less Waiting,
Less Stress

Increased
1 Efficiency
20% Increase in Provider
Volume Within 2 Satisfaction
Existing Hours
Improving Volume
w/o Longer Days

15
 Goal: Optimize patient throughput across the health system in a Command and Control model by
co-locating staff and leveraging technology and dashboards

System Wide Bed Bed

Capacity Supply Demand

Housekeeping Patient Transport Patient

Progression &
Discharges

Patient ED & Rehab

Care Nurse Placement PACU Outreach
Management Administration & Progression (P3) Flow Coordinator & Admissions

Social Building Transfer Senior

Work Services Center Care

16
 System-Wide Capacity Dashboard: Tracking overall occupancy and throughput bottlenecks throughout the health system

Occup.incy IOI Med/Sur,g Units TISCH HOSPITAL (]) o«up.al'l(y for Med/Su,; Unin (I) ; Oaup ancy t0< Med/Sur,g Ur.its Occupat1cy fo, Mtd/Surg Ul'llts (I)
NYU LANGONE BROOKl.YN NYU LANGONE ORTH OPEDIC HOSPITAL NYU WIITTHROP OOSPITAL
0 0utilool..:ted fi,e1111210 16MI
0 Dlll<oltcttd TUll'IJl2101&,t,M 0 DitacaltctlOli.11 111121011AM 0 0lttcoltdtd. Tut1111ll01eAAI

~ 92% • • (.:) mll o« " • ', WlnthropMtd/Surg

Occvp,aney

To tal Occupancy
Tot.ii Occup;;incy Total Occupancy To tal Ocropartcy
TISCl, HOSPITAL
0 Data0011dtdht1111210- 16MI
NYULANGONE 79% ~"°"'""" <D NYULANGOHE NYUWIITTH ROP 81% ~"'""""'"" <D
8ROOIO..YN ORTHOPEDIC HOSPITAL HOSPITAL
(:) Oill,acakdaol1._111121011AM 0 0ala<:ol9ded T~11l12101!~

TIS.CH HOSPITAL OVERVIEW TISCH HOSPITAL (])

552 ~ !.

i:. =i
Occupied Bed~ Hourly Trffid & Forttasi (]) Occupied Bed~ Hour1y Trffld & FOttCHI (1) Occ11plll!d Bffls Hourly Trrnd & Forrc.is1 (l)
NYU LAN GONE BROOKl. YN NYU LANGONE ORTH OPEDIC HOSPITAL NYU WINTH ROP HOSPITAL

1:0,
l 1 <>- --0
'>~ o - o -<>-0- 0 • 0
~.-:;,. <)

'"'
~
1:7<>-=
j
,.
~
P.,-o• O

- 2AO o - 0 -:i-.o- <0 - e> ..o- 170 0, ,..:>,o. -o,"'0'.0-,o- 0 -0..o.c'

""'7:00 10:0) U:00 ! !,):OJ llOJ ~ ~

,.,
Ql --o- OcaJ~lld Btd1 • •O- • Expectlld 71J-O 10::00 13:00 ltiDO 19£(1 U-(IO "
........
1:00 ,ooo 13:00 16(10 19'00 22JXl
Tisch Eme,gency Oepanment
-0- Oc~uplad Bads ••O•• Exp ec!e d --0- Oocu ~ Be ds •• O •• Expected

Eme1gency Department • Wln tl11 op

38 Patleoli inED 7 ED Bed Req uests
Broo~lyn Emergency Deparl menl
<D m Patlent!!I In Immediate
Catii!•LOH 2 Pa11ents1n1CARE lb El <D m

73 Patlenls In ED 35 ED Bed Requests

lmmedlatll! ca re Patlenu
wilh~Requests - ICARE Requests (D ~ 52 P.nlents In E:D 9 ED Bed Requests

26 EOObsP;,itlents
BrooKtyn EDObservat lon
"- "'
Remaining OR
Adm issions
21 Expected ORAdm1SS1ons (D El Eme,gency Dep.irtmenl • Wln t h, op Obs

PACU Btd Rttiu tsl $

Reduce ED boarders and transfer delays between facilities  ↑ patient flow and ↑ patient satisfaction
17
 Housekeeping Dashboard: Tracking housekeeping requests and turnaround throughout the health system

Delayed Requests Requests with Patient As.signed Cancelation Rate Cancelation ReilSOn

23 Escala ted Requests 4 Delayed Q Requests 4 % Cancellation Rate BedCleaned

UlkedAdlEventCancefed
PatientBelongingAteSlilllnROClm 13 %
PalientRelumirlg 13 %
Palient Stil In Room 25 %
ReqoostCreatedlnError 13 %

Housekeeping Turnaround

=- -=
Current Houseti:eeping Requests Turnaround Times-lP
27 Housekeeping Requests CD ; <D ~

53 m Turn around 31 m Cleaning

,,.
Normal
~GfR~
79

.
·--,,..52m
a.mo
30m

·-·
1h07m
'"'
31m

Turnaround Times-Procedural Areas

<D ~

22m Turnaround 7 m c 1eaning

~GfR~ a.mo

·-·
Normal 63 22m 7m
63 22m

Reduce bed turnaround time  ↑ patient flow and ↑ patient satisfaction

18
 Example: New Medicine Unit Success
PATIENT 80%
EXPERIENCE 70%
60%
Ideal patient
50%
experience for each
40%
patient, every time
30%

TEAM
Employee Target % of Discharges before Noon
Engagement
QUALITY SAFETY
Exceeding ‘Discharge Before Noon’ Target…yet
Right care, in Eliminate
the right way, preventable
at the right harm  Not a single fall (with or without injury)
time  No CAUTIs
 No CLABSIs
 No hospital acquired CDIFF
 No HAPIs
19
 Goal: Improve clinical and financial performance using a transparent system that presents an objective score
comparing clinicians with their peers and aligning them with our organizational quality

Metric Categories Results

Category Weight Metric

(Catheter-Associated Urinary Tract Infection)
1 OR Minutes/Case (Total)
1 OR Minutes/Case (Cut-Close)

Efficiency /
1.8
1
O/E LOS
CMI-VDC/Case NII
. .
Efficiency
Financial
1
1
OR Time Accuracy
Early Disch. Rate
i
~
!
.
1.2 Readmission Rate
1.4 HAC Rate

Quality
1.4
1
SSIs Rate
MR Delinq
....
S.p-17 Dite--17
..... ........ ..
Apr-18 .Jul -11 CKt-1B F•l>-HII M.ll)'-19

Quality (Hospital) 1.2 HCAHPs Improvement In Efficiency

2.5 30d Mortality Reduced Observed: Expected Length of Stay

1.9 90d Mortality
1 Transfusions • •
Procedure 1.5 Conv. To Thoracic •
Quality 1.4 Lung Staging Number Nodes/Case
Specific (Procedure- 1.3 Total Nodal Stations/Case
Specific) 1 Pneumonia to Trach
1 Vasc. Comp.
1 Post-op Bleed
Total EQI

20
 Goal: Deliver an integrated, industry leading, digital patient experience – differentiating NYU Langone in the market and
exceeding our patients’ and families’ expectations

CheckMate Check-In Kiosks Procedure-Specific

(600 Installed) Preparation Videos

Quickly check in, answer questions, and Confidently prepare for a procedure by
pay co-pays, allowing staff the opportunity viewing education content specific to the
to support higher-need patients procedure, delivered through texts or
MyChart

Virtual Urgent Care, Post-Operative,

Family Notifications
and Telepsychiatry Visits

Consult with NYU Langone Emergency Choose family members and friends to
Department physicians at a convenient receive periodic notifications about
time/place, or conduct virtual visits with procedure status while it's happening
select physicians

Share Sonogram & Other

Remote Monitoring
Images through MyChart

Track status and progress remotely, and Access digital images that are
share data with providers easily sharable
21
 4:11

Uber Amazon Spotify Instagram

NYU Langone Airbnb Tinder WhatsApp

CARE TEAM
Evernote Netflix YouTube Telegram

Contacts Files Watch Podcasts

Jennifer Ann LARRY AZRIEL Thomas
Stein, MD CHINITZ, MD Berk, MD

View Test Results Manage Appointments

.....
ACTIVITIES

• Receive and share lab results 0 • Track calendar appointments and

prepare for visits… saving time
Test Resul ts Messages

Engage with Care Team Schedule Provider Visits

• Send messages to Care Health • Find providers and schedule
Summary
Team…anytime, anywhere appointments

Find a Doctor Virtual Urgent

View Imaging Results & Schedule Care Receive Virtual Care
• Receive and share imaging results, • Schedule & conduct care visits
including scans
□
Questionnaires Flu Upload
…while on the go
• 10,000 visits conducted, to date

22
 4:11

Uber Amazon Spotify Instagram

516,127
Monthly Downloads

NYU Langone Airbnb Tinder WhatsApp

Li feti me App Downl oads
(April 2017 – Present) App Store
Evernote Netflix YouTube Telegram

Google Play
Contacts Files Watch Podcasts

~ ~ ~ ~
! ~ l
Average Rating
App Store Google Play

Appointments Scheduled
Ap p o i n t m e n t s S c h e d u l e d

(Web vs. App) 80% 3.8 4.4

70%

60% via web

51% 50%

40%

33,761 Visits 30%

4.7 4.0
20% via app
Schedul ed vi a App 10%

(August 2019) 0%
Aug 17

Oct 17

Dec 17

Feb 18

Apr 18

Jun 18

Aug 18

Oct 18

Dec 18

Feb 19

Apr 19

Jun 19

Aug 19

Oct 19
3.2 4.1

23
 Media
Digital Health…Everywhere

Mobile
Billboard
“Waiting Room”
Truck

24