Source file signed link, expires in 15 minutes
Extracted text 36
Page 1
PT Bundamedik Tbk Public Expose – 9M25 Results Nov 2025
Page 2
I. Financial Update – 9M25 II. Investment Highlights
Page 3
9M25 Results
Page 4
Financial & Operational Performance
HIGHLIGHTS OF CONSOLIDATED RESULT
1. Operational:
Details 2Q25 3Q25 QoQ (%) 3Q24 3Q25 YoY (%) 9M24 9M25 YoY (%) 3Q25 vs 2Q25
OPERATIONALS ('000)
• Hospitals showed 7% growth QoQ for OPT and 6% growth QoQ for IPT coming
# Outpatient 142 152 7% 154 152 -1% 460 442 -4% from BPJS and non-BPJS segment.
# Inpatient Days 30 32 6% 29 32 10% 93 93 0% • BOR also improved to 53% compared to 50% in previous period.
# Inpatient Admission 12 12 6% 11 12 9% 35 35 0% • Morula: Total cycle grew by 7% due continuous momentum from anniversary.
# Surgery 4.0 4.2 6% 3.8 4.2 11% 11.1 12.0 8% • Diagnos: Volume grew by 7% YoY driven by corporate project.
# Beds 656 656 0% 631 656 4% 631 656 4% 3Q25 vs 3Q24
BOR (%) 50% 53% 2% 50% 53% 3% 54% 52% -2% • For Hospitals, IPT showed a strong growth from BPJS (11% YoY) and non -BPJS
# IVF Cycles 1.2 1.2 7% 1.2 1.2 4% 3.7 3.5 -5% (6% YoY).
# Lab Test (Diagnos) 217 232 7% 206 232 12% 639 621 -3% • BOR also improved to 53% compared to 50% in previous period.
PROFIT LOSS (Rp Bn) • Morula: Total cycle grew by 4% due to marketing efforts, anniversary momentum
Gross Revenue 379 397 5% 372 397 7% 1,157 1,155 0% from Lyora and package.
Net Revenue 317 337 6% 314 337 7% 985 971 -1% • Diagnos: Volume grew by 12% YoY driven by corporate project and Group’s
Gross Profit 174 194 12% 175 194 11% 545 538 -1% synergy.
GPM (%) to gross 46% 49% 47% 49% 47% 47%
EBITDA 50 67 35% 52 67 28% 175 170 -3% 2. Financials:
EBITDA Margin (%) to gross 13% 17% 14% 17% 15% 15% 3Q25 vs 2Q25
Net Profit 1.3 13.6 950% 1.5 13.6 782% 20.2 20.0 -1% • Revenue grew by 5% aligned with higher hospital traffic, aligned with higher
NPM (%) to gross 0.3% 3.4% 0.4% 3.4% 1.7% 1.7% number of surgery, corporate project, and Morula’s anniversary.
• GPM improved to 49% due to efficiency on the pharmacy cost and trickled down
to EBITDA of Rp67 bn or translated into 17% EBITDA Margin.
3Q25 vs 3Q24
• Overall revenue grew by 7% YoY driven by Hospitals and Morula.
• Hospitals revenue grew by 7% YoY, mainly driven by existing hospitals (RSU BJ,
RSU BM, RSIA BC), while new hospitals recorded a 36% YoY growth, supported by
an uptick in surgery and seasonal disease cases during 3Q.
• Morula also booked 7% growth in revenue in line with higher number of cycle
booked in 3Q25 compared to 3Q24.
• Gross profit grew by 11% due to lower COGS growth compared to revenue growth,
driven by improved pharmacy costs.
• Improvement on the EBITDA margin to 17% due to 1% GPM improvement and
OPEX efficiency.
Page 5
Operational & Financials Highlights
Outpatient (‘000) Inpatient (‘000) IVF Cycles (‘000) Lab Test (‘000)
-1% 9%
+12%
+7% +4%
+6%
+7% +7%
154 142 152
11 12 12
1.2 206 217 232
1.2 1.2
3Q24 2Q25 3Q25 3Q24 2Q25 3Q25 3Q24 2Q25 3Q25 3Q24 2Q25 3Q25
Financials (in Rp Bn)
Revenue Gross Profit EBITDA Net Profit
+7% 47% 49% % margin 14% 17%
46% 13% +782%
+5% % margin
+28%
+11%
372 379 397 +12% +35% +950%
175 174 194 67 13.6
52 50
1.5 1.3
3Q24 2Q25 3Q25 3Q24 2Q25 3Q25 3Q24 2Q25 3Q25 3Q24 2Q25 3Q25
• Hospitals volume slight dropped on OPT due to lower BPJS traffic, however non-BPJS showed 3% growth. IPT showed a strong growth from BPJS (11% YoY) and non -BPJS (6% YoY).
• Total cycle grew by 4% due to marketing efforts, anniversary momentum from Lyora and package.
• Lab Test grew by 12% YoY driven by corporate project and Group’s synergy.
• 3Q Revenue grew by 7% YoY driven by Hospitals and Morula due to uptick on surgery, higher cycle booked from Morula and seasonal disease.
• 3Q Gross profit grew by 11% YoY due to lower COGS growth compared to revenue growth, driven by improved pharmacy costs.
• Improvement on the 3Q EBITDA margin to 17% due to 1% GPM improvement and OPEX efficiency.
Page 6
Balance Sheet
Remains healthy
CASH VS DEBT NET DEBT-TO-EBITDA
(Rp B) (x)
Net ------ ------
Debt -135 -216 225 405 308 380
1,190
1,027 1,091 1.9x
1.4x 1.7x
830 855 783 811
625 613 629 622 0.7x
490
-0.6x -0.4x
2020 2021 2022 2023 2024 9M25 2020 2021 2022 2023 2024 9M25
AR Days WORKING CAPITAL DAYS
Inventory Days 53
AP Days 46 43 40 39
29 29 30 30 32 29
28
16 19 19 19
10 13
2020 2021 2022 2023 2024 9M25
Page 7
Investment Highlights
1 Strategic Ecosystem Healthcare Synergy
2 Organization Fundamental Improvement
3 Customer Perception & Trust
4 Strengthen COE of Women & Children
5 Leading Healthcare Innovation through Centers of Excellence
6 Maximizing Current Asset Utilisation
Page 8
1. STRATEGIC ECOSYSTEM HEALTHCARE SYNERGY • Bundamedik Ecosystem • Creating Synergy across the BMHS Healthcare Ecosystem • From Hospitals to Holistic Healthcare Ecosystem
Page 9
Bundamedik Tbk (BMHS)
Ecosystem
IVF Clinics
Expanding Presence
Women & Children Diagnostic Lab
Hospitals
10 HOSPITALS
Medical PADANG
Bunda Hospitals
Evacuation
PONTIANAK
11 IVF CLINICS
BATAM
RSU BUNDA PADANG
PALEMBANG
RSIA AZ ZAHRA
(PALEMBANG) 35 LABORATORIES
RSIA BUNDA MAKASSAR
DENPASAR
BIC Clinics Pharmacy
3k++ CLINICS NETWORK
YOGYAKARTA
(KLINIK PINTAR)
JAKARTA, DEPOK,
RSIA RSU TANGERANG, BANDUNG
Medical Tourism Medical Training BUNDA JAKARTA BUNDA JAKARTA SURABAYA
BEKASI
Board Program
92 FERTILITY CLINICS
NETWORK (KFI)
BALI
Dental Clinic
RSIA PUSURA TEGALSARI
RSU BUNDA MARGONDA RSIA BUNDA CIPUTAT RSU CITRA RSJP Paramartha
HARAPAN BEKASI BANDUNG
Page 10
Creating Synergy across the BMHS Healthcare Ecosystem
Page 11
Creating Synergy across the BMHS Healthcare Ecosystem
Women & Children Life Style General (Adult - Geriatric)
Fertility Products ART Products Health Products
Reproductive Genomics Nutri Genomics Onco Genomics
The Company is building the Bundamedik Healthcare Systems (BMHS) ecosystem to provide comprehensive health services, with service coverage:
RS Bunda Group provides health services including maternity, pediatric, oncology, Heart Center,
Robotic Surgery, Endocrine Center, Endoscopy Center, GynROSE Clinic, geriatrics supported by modern
medical technology. Currently the Company operates 5 maternity and children hospitals, 4 general
hospitals, and 1 cardiovascular hospital.
Page 12
From Hospitals to Holistic Healthcare Ecosystem
Revenue Per payor in Hospital:
1Q23
9M24 1H24
9M25 Hospitals improvement perspective:
• Improved +2.3pps in Corp & Ins from our hospital in
Jakarta & Bali area mostly serve Corp & Ins patient
BPJS 22.5% 23.3%
• While Bunda is best known for OBGYN and Pediatrics, we
OOP 40.9% 43.2% are actively developing other COEs.
Corp & Ins • Revenue contribution from non OBGYN and Pediatric in
9M25 was 49%.
36.5% 33.5%
New hospitals still gaining positive traction…
Surgery (‘000) OPT (‘000) IPT (‘000)
REVENUE EBITDA
+48% +47% +37%
4 84
2
2
39
62
7
11
14
23% 41%
9M25 vs 9M24
9M23 9M24 9M25 9M23 9M24 9M25 9M23 9M24 9M25
Page 13
From Hospitals to Holistic Healthcare Ecosystem
IVF CYCLE Growth Revenue (in Rp Bn)
+8% 0% +7%
+11%
+2% +9%
701 539 527 537 125
648 632 117 115
3Q24 2Q25 3Q25 3Q24 2Q25 3Q25 3Q24 2Q25 3Q25
Fresh Cycle Frozen Cycle Revenue
• IVF revenue rose +7% YoY, led by +8% growth in Fresh Cycles.
• 3Q25 performance regained momentum following Morula’s 27th Anniversary campaign.
• Special PGTA bundling program contributed to patient engagement and volume uplift.
Page 14
From Hospitals to Holistic Healthcare Ecosystem
9M INITIATIVES
Launching AI generated 1ST private lab to launch:
#160 new lab tests Synergy with RSIA Bunda
Jakarta & Morula Smart MCU Report Arbovirus
• Partnership with Helix clinic to have joint operation for Laboratorium
• Opening an Outlet in RSIA Andini Pekanbaru
• Synergy with RSIA BJ and Morula for Non-Invasive Prenatal Test (NIPT)
and Preimplantation Genetic Testing for Aneuploidies (PGTA).
• Overall, from all the initiatives, Diagnos have booked 7% increased QoQ
and 12% increased YoY in volume.
+12% -2%
+7% +4%
217 232 42 40 41
206
3Q24 2Q25 3Q25 3Q24 2Q25 3Q25
Volume (‘000) Revenue (in Rp Bn)
Page 15
2. ORGANIZATION FUNDAMENTAL IMPROVEMENT • Incorporating Healthy Work Environment • Shaping Future Leadership – Talent Management • Promoting Equal Opportunity for Leadership • Improvement on Employee Turnover Rate • ESG Framework • ESG - A workplace that cares about breastfeeding mothers
Page 16
Incorporating Healthy Work Environment
Page 17
Shaping Future Leadership - Talent Management
Identify High Potential Identify High Potential Talent Development & Retention
• Group of Leaders (All Chief &
President Director)
• Validate & decide who has
high potential, who could be
future leaders, and what
development actions needed
Talent Committee
A Talent Development Program is a focused effort to grow
Succession Identification high-potential employees. This program is tailored specifically
for identified talents, considering their role relevance,
personal motivation, and active support from their manager
to prepare them for future leadership or critical positions.
Talent Retention & Engagement is the effort to keep top
talent motivated and committed by providing consistent
Succession planning is the process of preparing employees
guidance from leaders or mentors, along with clear career
to take on critical roles in the future. Readiness is assessed
paths and development opportunities.
based on performance, growth potential, motivation, and
the support they may still need.
Page 18
Promoting Equal Opportunity for Leadership
Progression Promotion Objectives
1. Structured and Efficient Process
Ensures that employees see clear paths for advancement, Promotes fairness in Promotions are conducted at predetermined times within the annual cycle, following a
promotions and progression, reducing potential biases and increasing trust in the system structured and efficient process.
2. Transparency and Equal Opportunity
Clear, fair, and transparent standards are applied for all employees, ensuring everyone
understands the requirements and process for promotion
One-level increase in an
3. Alignment with Organizational Strategy and Needs
employee's job grade within
Promotions are aligned with the organization’s long-term strategy and business requirements,
the same layer
ensuring that each role is filled by the right person, in the right place, at the right time.
4. Enhanced Talent Management
The process facilitates the development of high-potential employees by providing structured
career advancement pathways, which help strengthen retention, motivation, and loyalty.
Progression refers to the advancement of an employee’s job grade from a lower to a higher
level without any change in position or title. It is granted as a form of recognition for the
employee’s significant performance and / or capabilities that have a positive impact on their
work unit / organization.
Employee movement from
one layer to a higher layer,
which requires additional
responsibilities and an
expanded job scope
Promotion refers to the advancement of an employee’s job layer from a lower to a higher
layer, accompanied by an increase in the responsibilities attached to the position. This
promotion involves greater authority and accountability within the respective work unit.
Page 19
Improvement on Employee Turnover Rate
EMPLOYEE TURNOVER RATE
23% 10%
2023 9M25
Page 20
ESG Framework
IBU
Inisiator yang Adil dan Bumi yang Asri dan Utamakan Pelayanan
Bertanggung Jawab Sejahtera Pasien
Menerapkan efektivitas Memberikan dampak
tata kelola dalam Meningkatkan kualitas
positif bagi lingkungan
menunjang kinerja pelayanan pasien
dan pemangku
keberlanjutan melalui melalui dedikasi yang
kepentingan melalui
praktek yang terbaik dan
peningkatan kualitas
bertanggung jawab. terpercaya.
hidup, serta penerapan
prinsip keberlanjutan.
Fair and Responsible Initiator A Sustainable and Prosperous Earth Prioritize Patient Care
Implement effective governance to Create a positive impact on the Enhance patient care quality
support sustainable performance through environment and stakeholders through through the best and most trusted
responsible practices. improved quality of life and the dedication
application of sustainability principles.
Page 21
ESG - A Workplace that Cares About Breastfeeding
Mothers
Breastfeeding Policy Lactation Room
Page 22
3. CUSTOMER PERCEPTION & TRUST • Continuous Improvement to Deliver Service Excellence • Consistently Improving the Patient Journey
Page 23
Continuous Improvement to Deliver Service Excellence
RESULT:
BMHS is committed to deliver service excellence through
NPS rose from 82 to 87, highlighting stronger patient satisfaction and service
continuous training and development of medical and nursing excellence.
competencies.
In 2025, BMHS has arranged:
>2600 training activities
82 87
The training programs encompass NICU, PICU, medical
ethics and patient care, surgical excellence, and more—
strategically designed to elevate nursing quality and clinical 2023 2025
standards across BMHS.
Google Review ratings improved reflecting tangible gains in service
excellence and patient engagement.
4.2 4.4
2024 Sep-25
Page 24
Consistently Improving the Patient Journey
BMHS continues to enhance patient
communication.
The new platform introduces
features for package orders,
emphasizing transparency and
patient convenience.
Page 25
4. STRENGTHEN COE OF WOMEN & CHILDREN • Pioneer in Women & Children Centers of Excellence • Neonatal Intensive Care Unit (NICU)
Page 26
Pioneer in Women & Children Centers of Excellence
Supported by 193 specialists and subspecialists
Comprehensive women and children’s care through:
OBGYN PEDIATRIC
77 46 7
15
PAEDIATRIC PAEDIATRIC SURGERY
5
OBSTETRIC & GYNECOLOGY
Subspecialties Subspecialties
(include Pediatric Surgery)
34 29
SUBSPECIALIST OBSTETRIC & SUBSPECIALIST PAEDIATRIC
GYNECOLOGY
Including fertility, Specialized COE:
fetomaternal, gyneco Pediatric Hemato Oncology,
oncology, social obstetric, Pediatric Gastro Entero Hepatology,
urogynecology Alergy Immunology and Pediatric
Radiology
Page 27
Pioneer in Women & Children Centers of Excellence
Growing contribution from Women & Children Excellence
1% 2%
Pediatric
21% 22%
48% 51% OBGYN
26% 27% Pediatric Surgery
9M24 9M25
Page 28
Neonatal Intensive Care Unit (NICU)
Bunda’s hospital has been a leader in neonatal care and
currently has 31 NICU beds.
At RSIA Bunda Jakarta alone, the NICU is equipped with 10 Level 3 beds, treating
approximately 250–300 high-risk newborns annually and serving as a key referral
center for complex, including advanced respiratory support, transfusion,
premature and surgical care, and other high-risk neonatal treatments. With a
specialized transport team of NICU nurses and doctors, the unit provides advanced,
continuous care for critically ill newborn.
To offer comprehensive services, Bunda Hospitals also launched the Family Integrated
Care (FICare) program, which enables parents to actively participate in their premature
babies’ care and recovery. This family-centered approach strengthens bonding, supports
breastfeeding, and improves clinical outcomes for high-risk newborns.
“Referred by another hospital “Born at 35 weeks with low birth “Extreme Premature (born at 6
to RSIA Bunda for intensive weight, required NICU care. Under months of pregnancy, weighing 900
NICU care, now the baby is medical care, development has grams, required NICU care in RSIA
growing well and very active.” been remarkably fast — able to lift BJ, now already 3.56 kg”
head 90° at 7 weeks.”
Page 29
5. Leading Healthcare Innovation through Centers of Excellence • Leading Robotic Surgery with the 2nd-Generation System • Reinforcing Excellence in Uro-nephrology and High-Value Kidney Transplant Services • Skin Sparing Mastectomy, 1st in Southeast Asia • Bunda Clinic: MRT Dukuh Atas
Page 30
Leading Robotic Surgery in Indonesia
Experiences: Patients
12+ years
800+
Pioneering robotic surgery in Indonesia since 2012 now revitalizing our capabilities with New
Robotic Surgery System since early 2025
BMHS’s COE for Advanced Robotic Minimal Invasive Surgery (ARMIS) COE is supported
by 16 certified specialist doctors in OBGYN, UROLOGY, ONCOLOGY, ENT, and
DIGESTIVE.
Page 31
RSU Bunda Jakarta: Reinforcing Excellence in Uro-
nephrology and High-Value Kidney Transplant Services
Kidney
Transplant
RSU Bunda Jakarta has successfully
performed
6 procedures
100% success rate
Page 32
RSU Bunda Jakarta: Robotic Skin Sparing Mastectomy, 1st in Southeast Asia Harapan Baru untuk Survivor Kanker Payudara melalui Pengangkatan Kanker dengan Mempertahankan Bentuk Alami Payudara • Addresses the dual challenge of clinical complexity and aesthetic outcomes, redefining post-mastectomy reconstruction standards in Indonesia. • Reinforces BMHS’s commitment to patient-centered innovation—focusing on both medical effectiveness and long-term quality of life.
Page 33
Bunda Clinic: MRT Dukuh Atas
Introducing the Urban Wellness Concept within Jakarta’s Dynamic Mobility Landscape
Collaborative initiative with Jakarta Provincial
Government, Health Office, and PT MRT Jakarta to
expand preventive healthcare access and support
the Jakarta Global City vision.
Primary clinic offering four key services — Vaccination,
Immune Booster, Mini MCU, and Outpatient care.
Page 34
6. Maximizing Current Asset Utilization
Page 35
Maximizing Current Asset Utilization
TOTAL BEDS
FROM TO
600 1000
Page 36
Names mentioned 4 people and organisations named in the text · linked when the evidence is strong
unresolved
org
COEs. Corp
p.12
unresolved
person
Inisiator
p.20
unresolved
org
PT MRT
p.33
Extraction attempts how the parser did, and what it refused
Nothing structured was extracted from this document — the attempts below say why.
No extraction attempted yet.