HealthSouth is a leading provider of post-acute healthcare services, offering both facility-based 
    and home-based post-acute services in 34 states and Puerto Rico through its network of 
    inpatient rehabilitation hospitals, home health agencies, and hospice agencies.
 INVESTOR REFERENCE BOOK
 Post Q3 2017 Earnings Release
 Last Updated November 13, 2017
 2
 The information contained in this Investor Reference Book includes certain estimates, projections and other forward-
 looking information that reflect the Company’s current outlook, views and plans with respect to future events, including
 legislative and regulatory developments, strategy, capital expenditures, acquisition and other development activities,
 cyber security, dividend strategies, repurchases of securities, effective tax rates, financial performance, financial
 assumptions, business model, balance sheet and cash flow plans, disintermediation, and shareholder value-enhancing
 transactions. These estimates, projections and other forward-looking information are based on assumptions the
 Company believes, as of the date hereof, are reasonable. Inevitably, there will be differences between such estimates
 and actual events or results, and those differences may be material.
 There can be no assurance any estimates, projections or forward-looking information will be realized.
 All such estimates, projections and forward-looking information speak only as of the date hereof. The
 Company undertakes no duty to publicly update or revise the information contained herein.
 You are cautioned not to place undue reliance on the estimates, projections and other forward-looking information in
 this Investor Reference Book as they are based on current expectations and general assumptions and are subject to
 various risks, uncertainties and other factors, including those set forth in the Form 10-K for the year ended
 December 31, 2016, Form 10-Q for the quarters ended March 31, 2017, June 30, 2017, and September 30, 2017, and
 in other documents the Company previously filed with the SEC, many of which are beyond the Company’s control, that
 may cause actual events or results to differ materially from the views, beliefs and estimates expressed herein.
 Note Regarding Presentation of Non-GAAP Financial Measures
 The following Investor Reference Book includes certain “non-GAAP financial measures” as defined in Regulation G
 under the Securities Exchange Act of 1934, including Adjusted EBITDA, leverage ratios, adjusted earnings per share,
 and adjusted free cash flow. Schedules are attached that reconcile the non-GAAP financial measures included in the
 following Investor Reference Book to the most directly comparable financial measures calculated and presented in
 accordance with Generally Accepted Accounting Principles in the United States. The Company's Form 8-K, dated
 November 13, 2017, to which the following Investor Reference Book is attached as Exhibit 99.1, provides further
 explanation and disclosure regarding the Company’s use of non-GAAP financial measures and should be read in
 conjunction with this Investor Reference Book.
 Forward-Looking Statements
 3
 Table of Contents
 Guidance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-11
 Business Outlook: 2017 to 2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-19
 The Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-33
 Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-39
 Growth. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-51
 Alternative Payment Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52-62
 Capital Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63-68
 Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69-72
 Operational Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73-78
 Industry Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79-91
 Segment Operating Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92-97
 Reconciliations to GAAP and Share Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98-115
 End Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116-120
 4
 Guidance 
(as of November 13, 2017)
 5 Refer to pages 116-120 for end notes.
 Guidance - as of November 13, 2017
 Adjusted EBITDA(1) 
Adjusted Earnings per Share
 from Continuing Operations
 Attributable to HealthSouth(2)
 Net Operating Revenues
 Previous Full-Year
 Guidance
 (Last Reiterated on August 15, 2017)
 Updated 2017 Full-Year
 Guidance
 (Provided Initially on October 26, 2017)                          
Net Operating Revenues
 $3,900 million to $3,950 million
 Adjusted EBITDA(1) 
$810 million to $820 million
 Adjusted Earnings per Share
 from Continuing Operations
 Attributable to HealthSouth(2)
 $2.67 to $2.73
 $3,875 million to $3,950 million
 $805 million to $820 million
 $2.64 to $2.73
 6
 Guidance Considerations
 Inpatient Rehabilitation
 u Estimated 1.9% increase in Medicare pricing
 for Q1 through Q3; ~0.8% for Q4
 u Salary increase of ~3.0%
 u Q3 2016 included the benefit of a retroactive
 IME(3) adjustment of ~$4 million at the former
 Reliant hospital in Woburn, MA.
 u Bad debt expense of 1.5% to 1.9% of net
 operating revenues for Q4 2017 (range is
 reflective of the uncertainty related to the
 Cahaba contract transition - see page 75)
 u Estimated negative impact of $2 million to $3
 million in Q4 2017 associated with the ongoing
 effects of Hurricane Maria on operations in
 Puerto Rico
 Home Health and Hospice
 u Estimated 1.5% to 2.0%, or ~$2 million to
 $4 million, net Medicare pricing reduction
 for Q4 2017
 u Salary increase of ~3.0%
 u Assumes pre-claim review demonstration
 does not resume in 2017
 u Inclusive of home health and hospice
 acquisitions in 2017
 u Sale of pediatric home health assets in Q4
 2016; Pediatrics generated ~$2 million of
 Adjusted EBITDA in 2016
 Consolidated
 u Includes approximately $6 million to $8 million of operating expenses (included in corporate
 general and administrative expenses) associated with the rebranding and name change ($3.7
 million of which was expensed in the first nine months of 2017)
 u Diluted share count of ~99.5 million shares
 u Tax rate of approximately 40%
 Refer to pages 116-120 for end notes.
 7 Reconciliations to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 Adjusted Free Cash Flow(4) and Tax Assumptions
 Certain Cash Flow Items
 (millions)
 9 Months
 2017
 Actual
 2017
 Assumptions
 2016
 Actual
 • Cash interest expense
 (net of amortization of debt discounts and fees) $110.8 $145 to $150 $158.4
 • Cash payments for taxes, net
 of refunds $62.0 $90 to $100 $31.9
 • Working Capital and Other $(26.1) $25 to $50 $24.6
 • Maintenance CAPEX $92.1 $130 to $150 $104.2
 • Adjusted Free Cash Flow $376.1 $360 to $430 $474.5
 u Increased maintenance capital
 expenditures due to refurbishments at
 certain larger hospitals, leasehold
 improvements and furnishings
 associated with the build-out of the
 Company’s new home office location,
 growth in the Company, and an
 enhanced hospital maintenance
 program.
 u 2017 assumption for cash tax payments
 was narrowed from a range of $95 to
 $115 million to a range of $90 to $100
 million; increased cash payments for
 taxes in 2017 due to exhaustion of
 federal NOL in Q1 2017
 u Working capital assumption for 2017
 was revised from a range of $50 to $70
 million to a range of $25 to $50 million
 due to year-to-date collections of
 accounts receivable.
 Free cash flow for the remainder of 2017 will be impacted primarily
 by the timing of maintenance capital expenditures and changes in
 working capital.
 u 2017 assumption for cash interest
 expense was narrowed from a range of
 $145 to $155 million to a range of $145
 to $150 million.
 8
 Free Cash Flow Priorities
 * Net redemptions in 2017 exclude ~$276 million associated with the non-cash conversion of the Convertible Senior Subordinated Notes.
 See the debt schedule on page 66. Refer to pages 116-120 for end notes.
 (In Millions)
 9 Months 2017 2017 2016
 Actuals Assumptions Actuals
 IRF bed expansions $15.1 $30 to $40 $19.1
 New IRF’s
     - De novos 58.8 85 to 105 72.6
     - Acquisitions 10.9 TBD —
     - Replacement hospitals and other 4.4 10 to 20 11.1
 New home health and hospice acquisitions 25.7 50 to 100 48.1
 $114.9
 $175 to $265,
 excluding IRF
 acquisitions $150.9
 9 Months 2017 2017 2016
 Actuals Assumptions Actuals
 Debt (borrowings) redemptions, net* $118.3 $TBD $155.1
 Cash dividends on common stock(5) 67.0 ~$92 83.8
 Common stock repurchases 38.1 TBD 65.6
 $223.4 $TBD $304.5
 Shareholder
 Distributions
 Growth
 in Core 
Business
 Debt 
Reduction
 Highest Priorit
 y
 ~$58 million authorization remaining
 as of September 30, 2017
 Quarterly cash dividend currently set at
 $0.25 per common share
 9
 Rebranding and Name Change
 u Both business segments — inpatient rehabilitation and home health and hospice — will transition to
 the Encompass Health branding by the end of 2019.
  Rebranding and name change reinforce the Company’s existing strategy and position as an integrated
 provider of inpatient and home-based care.
  Effective as of January 1, 2018, HealthSouth Corporation will change its name to Encompass Health
 Corporation, with a corresponding ticker symbol change from “HLS” to “EHC.”
  Total rebranding investment estimated to be ~$25 million to $30 million, to be incurred between 2017 and
 2019.
 ü ~$7 million to $10 million expected to be incurred in 2017
  ~$6 million to $8 million expected to be operating expenses (included in corporate general and
 administrative expenses line item)
  ~$1 million to $2 million expected to be capital expenditures
 10
 Priorities for 2017
 GROWTH
 u Expand network of freestanding inpatient rehabilitation hospitals ("IRFs")
  Demographic trends driving increasing demand for IRF services
  IRFs are best positioned to expand service offering in the progression towards site
 neutrality (see page 37)
  Continue emphasis on joint venture opportunities to enhance positioning in integrated
 delivery models
 u Expand network of home health agencies ($50 million to $100 million of
 acquisitions)
  Demographic trends driving increasing demand for home health services
  Home health will benefit from skilled nursing facility ("SNF") disintermediation
  Continue emphasis on:
  Increasing overlap with the Company's IRFs
  Increasing market density via acquisitions in existing and contiguous home health
 markets
  Selectively acquiring hospice assets to overlap with home health locations
 OPERATIONAL INITIATIVES
 CAPITAL STRUCTURE
 11
 Priorities for 2017
 GROWTH
 CAPITAL STRUCTURE
 OPERATIONAL INITIATIVES
 u Implement rebranding and name change
 u Enhance clinical collaboration between the Company's IRFs and home health locations
  Structure and implement                                  initiative to extrapolate best practices across
 all overlap markets
  Utilize Care Transition Coordinators ("CTCs") to implement patient-centered transition plans
 that promote quality, safety and patient choice
 u Refine and expand clinical enhancements to further improve patient outcomes
  Complete installation of EMR in substantially all hospitals and continue in-service upgrades
  Enhance utilization of clinical data analytics strategies (e.g., ReACT; Sepsis Alert)
  Refine and expand predictive model to identify patients at risk for acute care transfers
 u Increase stroke market share by further communicating the Company's value
 proposition to acute care hospitals, physicians, and commercial payors
  AHA and ASA guidelines recommend IRF over SNF
  101 of the Company's hospitals hold stroke-specific certifications from The Joint Commission's
 Disease-Specific Care Certification Program.
 u Develop advanced analytics and predictive models for post-acute management (Post-
 Acute Innovation Center)
 u Increase participation in alternative payment models
 u Maintain strength and flexibility of balance sheet
 u Continue to augment returns from investments in operations with shareholder
 distributions
 12
 Business Outlook
 2017 to 2019
 (as of November 13, 2017)
 13
 Business Outlook 2017 to 2019*
 • Same-store IRF growth
 • New-store IRF growth (de novos and acquisitions)
 • Same-store home health and hospice growth
 • New-store home health and hospice growth (acquisitions)
 Core
 Growth
 Strong
 Balance
 Sheet
 Key 
Operational
 Initiatives
 Shareholder
 Distributions
 Opportunistic
 Growth
 2017 2018 2019
 Business Model
 • Adjusted EBITDA CAGR: 5% - 9%** 
• Strong free cash flow generation
 • Quarterly cash dividends
 • Opportunistic repurchases
 -  (~$58 million authorization remaining as of September 30, 2017)
 • Implement rebranding and name change
 • Enhance clinical collaboration between IRFs and home health locations (TeamWorks)
 • Refine and expand clinical data analytics utilization to further improve patient outcomes (e.g., ReACT; Sepsis Alert)
 • Leverage clinical expertise to increase stroke admissions
 • Complete installation of EMR and enhance utilization via continuous in-service upgrades
 • Develop advanced analytics and predictive models for post-acute management (Post-Acute Innovation Center)
 • Increase participation in alternative payment models
 • Leverage of 3.5x or less, subject to opportunities for creating shareholder value
 Strategy Componen
 t
 • Consider acquisitions of other complementary businesses
 * If legislation affecting Medicare is passed, HealthSouth will evaluate its effect on its business model.
 ** This is a multi-year CAGR; annual results may fall outside the range.
 14
 Business Outlook 2017 to 2019: Revenue Assumptions
 Refer to pages 116-120 for end notes.
 • 10% to15% annual episode
 growth
 • Includes $35-$40 million per 
annum in agency acquisitions
 Volume
 (Includes New Stores)
 Inpatient Rehabilitation Home Health & Hospice
 Medicare Pricing
 Approx. 73% of Revenue Approx. 85% of Revenue
 FY 2017
 Q416-Q317
 FY 2018
 Q417-Q318(6)
 FY 2019
 Q418-Q319
 Mgmt. Estimate
 CY 2017
 Q117-Q417
 CY 2018
 Q118-Q418(6)
 CY 2019
 Q119-Q419
 Market basket update 2.7% 1.0% 3.3% 2.8% 1.0%
 Healthcare reform reduction (75) bps - (75) bps - -
 Healthcare reform rebasing
 adjustment - - - (2.3%) -
 Coding intensity reduction - - - (0.9%) (0.9%)
 Expiration of rural add-on - - - - (0.5%)
 Healthcare reform productivity
 adjustment  (30) bps - (100) bps  (30) bps -
 Net impact - all providers 1.65% 1.0% 1.55% (0.7%) (0.4%)
 Outlier fixed dollar loss adjustment - - - (0.1%) -
 Impact from case mix re-weighting - - - (0.9%) (0.6%)
 Impact from change in outlier
 calculation - - - (1.9%) -
 Impact of patient mix changes and
 outlier mitigation - - - 1.6 - 2.1% -
 Estimated impact to HealthSouth(7) 1.9% 0.8% (1.5%) - (2.0%) (1.0%)
 Medicare Advantage 
& Managed Care Pricing Approx. 19% of Revenue Approx. 14% of Revenue
 Expected Increases 2-4% 2-4% 2-4% 0-2% 0-2% 0-2%
 • 3+% annual discharge growth • 10+% annual episode growth
 15
 Inpatient Rehabilitation Home Health and Hospice
 Business Outlook 2017 to 2019: Labor and Other Expense Assumptions
 Salaries 
& Benefits
 ~70%
 Hospital
 Expenses
 ~30%
 Salaries and Benefits 2017 2018 2019
 Salary increases 2.75-3.25% 2.75-3.25% 2.75-3.25%
 Benefit costs increases 2-5% 5-10% 5-10%
 Hospital Expenses
 • Other operating expenses and supply
 costs tracking with inflation
 Salaries 
& Benefits
 ~85%
 Other
 Expenses
 ~15%
   Home Health and Hospice Expenses
 • Other operating expenses and supply
 costs tracking with inflation
 Percent of Salaries & Benefits
 Salaries ~ 90%
 Benefits ~10%
 16
 IRF-PPS Fiscal Year 2018 Final Rule: Key Provisions
 Company Observations
 Pricing: 
• Net pricing impact to the Company
 expected to be an increase of
 approx. 0.8% for FY 2018 
(see page 14)
 • Because of the Company's efficient
 cost structure, it receives very few
 outlier payments despite higher
 acuity patients (see page 91). 
Quality:
 • The Company will supplement
 existing quality reporting systems
 to meet the new requirements.
 Source: https://www.federalregister.gov/documents/2017/08/03/2017-16291/medicare-program-inpatient-
 rehabilitation-facility-prospective-payment-system-for-federal-fiscal
 CMS:
 • Removed All-Cause Unplanned Readmission Measure for 30 Days Post-
 Discharge from IRF;
 • Removed and replaced the Percent of Residents or Patients with Pressure
 Ulcers That Are New or Worsened (Short Stay) (NQF #0678) measure with a
 modified version entitled Changes in Skin Integrity Post-Acute Care:
 Pressure Ulcer/Injury beginning with the FY 2020 IRF QRP;
 • Added six quality measures to those publicly reported on IRF Compare; and
 • Finalized the data elements currently reported on the IRF-PAI that meet the
 definition of standardized patient assessment data for the IMPACT Act. 
New Quality Reporting
 Update to Payment Rates
 The final rule:
 • Implemented a net 1.0% market basket increase as established by the
 Medicare Access and CHIP Reauthorization Act (MACRA) of 2015;
 • Updated Case-Mix Group Relative Weights and Average Length of Stay Values;
 • Updated the outlier threshold; and
 • Updated wage index values.
 60% Rule - Update to Presumptive Methodology Code List
 • CMS finalized certain changes to the list of codes it uses to presumptively test
 compliance with the 60% Rule.
 – The final rule adds ICD-10-CM diagnosis codes for traumatic brain
 injury, hip fracture, and major multiple trauma (effective beginning on or
 after October 1, 2017).
 – CMS decided against implementing its proposal to remove any 
ICD-10-CM codes at this time.
 17
 Pricing: 
• Net pricing impact to the Company
 expected to be a decrease of
 approx. 1.0% for CY 2018 
(see page 14)
     Quality:
 • The Company will supplement
 existing processes and systems to
 meet the new requirements.
 HH-PPS Calendar Year 2018 Final Rule: Key Provisions
 New Quality Reporting Measures
 Final Rule Update to 2018 Payment Rates Company Observations
 The final rule will:
 • Implement a net 1.0% market basket increase as established by the
 Medicare Access and CHIP Reauthorization Act (MACRA) of 2015 and
 • Implement year three of a three-year nominal case-mix coding intensity
 reduction adjustment of (0.9%).
 The final rule will implement the expiration of the rural add-on (0.5%), which
 Congress could elect to extend.
 CMS adopted, for the CY 2020 payment determination, three measures to
 meet the requirements of the IMPACT Act:
 • Changes in skin integrity post-acute care pressure ulcer/injury;
 • Application of % of residents experiencing one or more falls with major
 injury; and
 • Application of % of long-term care hospital patients with an admit and
 discharge functional assessment and care plan that addresses function.
 These finalized measures will be calculated from OASIS data.
 Sources: https://www.federalregister.gov/documents/2017/11/07/2017-23935/medicare-and-medicaid-
 programs-cy-2018-home-health-prospective-payment-system-rate-update-and-cy
  Proposed Home Health Groupings Model Not Finalized
 CMS had proposed to implement significant changes to the home health
 payment system beginning on January 1, 2019. These changes were known
 as the Home Health Groupings Model ("HHGM").
 • CMS did not finalize the HHGM proposal in the 2018 final rule and
 indicated they will take additional time to further engage with stakeholders
 to move towards a system that shifts the focus from volume of services to
 a more patient-centered model.
     Payment System:
 • The Company will continue to engage
 with CMS, Congress, and other
 stakeholders to ensure that any
 change to the underlying payment
 system maintains access to needed
 home health services.
 18
 Home Health Pre-Claim Review Demonstration*
 State Start Date CompanyLocations
 Illinois Paused* 3
 Florida Delayed* 17
 Texas To be determined 53
 Michigan To be determined —
 Massachusetts To be determined 3
 The Company is well-prepared.
 * On March 31, 2017, CMS announced that it has suspended the Pre-Claim Review Demonstration program.
 Source: CMS Pre-Claim Review Demonstration Overview - July 2016
 • Clinical team reviewed all
 documentation requirements
 and workflow
 • Added features in Homecare
 Homebase ("HCHB") to minimize
 the administrative burden and
 make electronic submission of
 data easier
 • Worked with physicians to
 ensure consistency between
 their supporting documentation
 and the Company's supporting
 documentation 
Q. What is a pre-claim review?
 A.
 Pre-claim review is a process through which a
 home health agency must submit documentation
 to support medical necessity for each episode to
 the Medicare Administrative Contractor prior to
 billing the final claim.
 Q. What is the goal of the demonstration?
 A.
 CMS is testing methods for identifying,
 investigating, and prosecuting Medicare fraud
 occurring in the home health industry by trying to
 ensure applicable coverage and coding rules are
 met before the final claim is submitted.
 Q. How long is the demonstration?
 A. Three years
 Q. Who is involved?
 A.
 All home health agencies who are located in and
 render services to Medicare fee-for-service
 beneficiaries in Illinois, Florida, Texas, Michigan
 and Massachusetts.
 19
 IMPACT Act of 2014 - Enacted October 6, 2014
   
Company observations and considerations with respect to the IMPACT Act: 
▪ It was developed on a bi-partisan basis by the House Ways and Means and Senate Finance Committees and
 incorporated feedback from healthcare providers and provider organizations that responded to the
 Committees’ solicitation of post-acute payment reform ideas and proposals. 
▪ It directs the United States Department of Health and Human Services (“HHS”), in consultation with healthcare
 stakeholders, to implement standardized data collection processes for post-acute quality and resource use
 measures.  
▪ Although the IMPACT Act does not specifically call for the implementation of a new post-acute payment
 system, the Company believes this act will lay the foundation for possible future post-acute payment policies
 that would be based on patients’ medical conditions and other clinical factors rather than the setting where the
 care is provided. 
▪ It will create additional data reporting requirements for the Company’s hospitals(8) and home health agencies.
 The precise details of these new reporting requirements, including timing and content, will be developed and
 implemented by the Centers for Medicare and Medicaid Services through the regulatory process that the
 Company expects will take place over the next several years.
 ▪ While the Company cannot quantify the potential financial effect of the IMPACT Act on HealthSouth, the
 Company believes any post-acute payment system that is data driven and focuses on the needs and
 underlying medical conditions of post-acute patients will be positive for providers who offer high-quality, cost-
 effective care. HealthSouth believes it is doing just that and expects this act will be positive for the Company. 
▪ However, it will likely take years for the quality data to be gathered, standardized patient assessment data to
 be assembled and disseminated, and potential payment policies to be developed, tested and promulgated. As
 the nation’s largest owner and operator of inpatient rehabilitation hospitals, the Company looks forward to
 working with HHS, the Medicare Payment Advisory Commission and other healthcare stakeholders on these
 initiatives.
 Source: https://www.govtrack.us/congress/bills/113/hr4994/text
 Refer to pages 116-120 for end notes.
 20
 The Company
 21
 A Leading Provider of Post-Acute Care
 ~60% of HealthSouth's IRFs are
 located within a 30-mile radius
 of an Encompass location.
 Inpatient Rehabilitation
 Portfolio - As of September 30, 2017
 126
 Inpatient Rehabilitation Hospitals
 • 42 operate as joint ventures with
 acute care hospitals
 31 Number of States (plus Puerto Rico)
 ~ 29,400 Employees
 Key Statistics - Trailing 4 Quarters
 ~ $3.1 Billion Revenue
 169,486 Inpatient Discharges
 598,869 Outpatient Visits
 Note: One of the 126 IRFs and two of the 198 home health locations are nonconsolidated.
           These locations are accounted for using the equity method of accounting.
 IRF Market Share
 Largest owner & operator of IRFs
 22% of Licensed Beds
 29% of Medicare Patients Served
 Home Health and
 Hospice Market Share
 4th largest provider of
 Medicare-certified skilled
 home health services 
Encompass 
Home Health and Hospice
 Portfolio – As of September 30, 2017
 198 Home Health Locations
 37 Hospice Locations
 28 Number of States
 ~ 8,600 Employees
 Key Statistics - Trailing 4 Quarters
 ~ $757 million Revenue
 204,371 Home Health Episodes
 4,511 Hospice Admissions
 22
 Inpatient Rehabilitation Segment
 Major Services 
• Rehabilitation Physicians: manage and treat medical conditions and oversee rehabilitation program
 • Rehabilitation Nurses: provide personal care and oversee treatment plan for patients
 • Physical Therapists: address physical function, mobility, strength, balance, and safety
 • Occupational Therapists: promote independence through activities of daily living ("ADLs")
 • Speech-Language Therapists: address speech/voice functions, swallowing, memory/cognition, and
 language/communication
 • Case Managers: coordinate care plan with physician, Care Transition Coordinators, caregivers and family
 • Post-Discharge Services: outpatient therapy and home health
 Inpatient Rehabilitation
 Hospitals
   Refer to pages 116-120 for end notes. 
102 of the Company's hospitals hold one or more disease-
 specific certifications from The Joint Commission’s
 Disease-Specific Care Certification Program.(9)
 23
 Major Services 
• Skilled Nurses: comprehensively assess, teach, train, and manage care related to injury or illness
 • Home Health Aides: provide personal care and assistance with ADLs
 • Physical Therapists: address physical function, mobility, strength, balance, and safety
 • Occupational Therapists: promote independence through training on self-management of ADLs
 • Speech-Language Therapists: address speech/voice functions, swallowing, memory/cognition, and
 language/communication
 • Medical Social Workers: provide assessment of social and emotional factors; assist with obtaining
 community resources
 Home Health and Hospice Segment
 Home Health Agencies
 The Company offers a number of evidence-based specialty
 programs related to: Post-Operative Care, Fall Prevention,
 Chronic Disease Management, and Transitional Care.
 Hospice: provides services to terminally ill patients and their families to address patients' physical needs,
 including pain control and symptom management, and to provide emotional and spiritual support.
 24
  Managed Care
  Other               Variety of methodologies
 Per Diem/Visit or CMG/Episodes
   - Negotiated rate
   - Some are “tiered” for acuity/severity
 Per Diem/Visit or CMG/Episodes
   - Negotiated rate
   - Some are “tiered” for acuity/severity
 Prospective Payment System (“PPS”)
  - IRF: Paid per discharge by Case Mix Group (“CMG”)
  - Home Health: Paid per 60-day episode of care by  
   Home Health Resource Group (“HHRG”)
 • An episode is paid in two installments: 
1) Request for Anticipated Payment (“RAP”)
 2) Final bill after episode is complete
 Medicare
 Varies by state
  Medicare Advantage
 Medicaid 
Payors (Q3 2017)
 Payor Source Payment Methodology% of Revenues
 85.2%73.3%
 9.6%
 8.1%
 3.9%
 10.7%
 3.4%
 1.1%4.5%
 0.2%
 Inpatient
 Rehab
 Segment
 Home
 Health &
 Hospice
 Segment
 25
 Acute Care Hospitals – 36%
 Physician Offices / Community – 37%
 IRFs / LTCHs / SNFs – 27%
 IRF Patient Mix
 Referral Sources:
 • Physicians and acute care hospital case managers are key
 decision makers.
 • All IRF patients must meet reasonable and necessary criteria and
 must be admitted by a physician.
 • All IRF patients must be medically stable and have potential to
 tolerate three hours of therapy per day (minimum).
 • IRF patients receive 24-hour, 7 days a week nursing care.
 • Average length of stay = 12.7 days
 Admission to an IRF:
 Average Age of the Company's IRF Patients: 
All Patients = 71    Medicare FFS = 76
 Home Health Patient Mix
 Acute Care Hospitals – 92%
 Physician Offices / Community – 7%
 Skilled Nursing Facilities – 1%
 Referral Sources:
 • For Medicare, a patient must be confined to the home and need
 skilled services.
 • The patient must be under the care of a physician and receive
 services under a home health plan of care established and
 periodically reviewed by a physician.
 • Medicare also requires a face-to-face encounter related to the
 primary reason the patient requires home health services with a
 physician or an allowed non-physician practitioner.
 Admission to home health:
 Average Age of the Company's Home Health Patients: 
All Patients = 76    Medicare FFS = 77
 100
 90
 80
 70
 60
 50
 40
 30
 20
 10
 Pe
 rc
 en
 ta
 ge
 24.0%
 36.7% 31.9%
 85.1%
 Age 85+ Lives
 alone
 Has 2 or
 more ADL
 limitations
 Has 3 or 
more chronic
 conditions
 Demographics of all Medicare Home Health Users**:
 * Rehabilitation Impairment Categories (RICs) represent how the Company admitted the patient; BPCI/CJR (pages 54-62) 
  uses Diagnostic-Related Groups (DRGs) which represent how the acute care hospital discharged the patient. 
** Source: Avalere Health and Alliance for Home Health Quality and Innovation Home Health Chart Book 2017
 Rehabilitation Impairment Category* YTD-17 FY-16
 RIC 01 Stroke 18.0% 17.6%
 RIC 02/03 Brain dysfunction 10.0% 9.4%
 RIC 04/05 Spinal cord dysfunction 4.0% 3.9%
 RIC 06 Neurological conditions 21.8% 20.4%
 RIC 07 Fracture of lower extremity 7.9% 8.1%
 RIC 08 Replacement of lower extremity joint 4.1% 5.1%
 RIC 09 Other orthopedic 9.2% 9.9%
 RIC 10/11 Amputation 2.6% 2.6%
 RIC 14 Cardiac 4.3% 4.7%
 RIC 17/18 Major multiple trauma 5.2% 5.2%
 RIC 20 Other disabling impairments 9.8% 10.0%
 — All other RICs 3.1% 3.1%
 26
 2015 2016 YTD 2017
 10.6%
 10.4% 10.4%
 10.6% 10.7% 10.7%
 2015 2016 YTD 2017
 13.9% 13.1% 12.8%
 10.7% 10.1% 9.3%
 2015 2016 YTD 2017
 75.2% 75.7% 75.9%
 78.0% 78.7%
 79.4%
 Home Health QualityIRF Quality
 Discharge to Community 
Discharge to Skilled Nursing 
Discharge to Acute Hospital 
Percent of cases
 discharged to
 the community,
 including home
 or home with
 home health. 
Higher is better.
 Percent of
 patients
 discharged to a
 skilled nursing
 facility. 
Lower is better.
 Percent of
 patients
 discharged to an
 acute care
 hospital. 
Lower is better.
 Refer to pages 116-120 for end notes.
 3.7
 3.3
 Quality of Care
 Star Ratings(11)
 97% of our home health agencies
 are 3 Stars or higher;
 49% are 4 Stars or higher
 3.5
 3.4
 Patient Satisfaction 
Star Ratings(11)
 99% of our home health agencies
 are 3 Stars or higher;
 48% are 4 Stars or higher
 National Average
 16.4%
 16.9%
 30-Day 
Readmission Rate
  Percent of patients readmitted
 to an acute care hospital. 
Lower is better.
  50 bps bette
 r
       UDSMR(10)                 HealthSouth
 Leading Positions in Quality of Care
 Encompass Home
 Health & Hospice
 27
 Independent Research Concludes IRFs are a Better
 Rehabilitation Option for Stroke Patients than SNFs
 “If the hospital suggests sending your loved one to
 a skilled nursing facility after a stroke, advocate
 for the patient to go to an inpatient
 rehabilitation facility instead...”*
 “Whenever possible, the American Stroke
 Association strongly recommends that stroke
 patients be treated at an inpatient rehabilitation
 facility rather than a skilled nursing facility. While in 
an inpatient rehabilitation facility, a patient participates in at least
 three hours of rehabilitation a day from physical therapists,
 occupational therapists, and speech therapists. Nurses are
 continuously available and doctors typically visit daily.”*
 *
 **
 AHA/ASA press release, "Inpatient rehab recommended over nursing homes for stroke rehab," 
issued May 4, 2016 (newsroom.heart.org)
 "Guidelines for Adult Stroke Rehabilitation and Recovery," issued May 2016 (stroke.ahajournals.org)
 “The studies that have compared outcomes in hospitalized stroke
 patients first discharged to an IRF, a SNF, or a nursing home have
 generally shown that IRF patients have higher rates of return
 to community living and greater functional recovery,
 whereas patients discharged to a SNF or a nursing home have higher
 rehospitalization rates and substantially poorer survival.”**
 101 of the Company's IRFs hold The Joint
 Commission's Disease-Specific Care
 Certification in Stroke Rehabilitation.
 28
 Leading Position in Cost Effectiveness(12) - IRFs
 Medicare pays us
 less per discharge,
 on average, and 
we treat a higher 
acuity patient.
 Avg.
 Beds
 per IRF
 Avg.
 Medicare
 Discharges
 per IRF(14)
 Case
 Mix
 Index(15)
 Avg. Est.
 Total Cost
 per
 Discharge
 for FY 2018
 Avg. Est.
 Total
 Payment
 per
 Discharge
 for FY 2018
 HLS(13) = 123 67 955 1.26 $12,903 $19,776
 Free-
 Standing
 (Non-HLS) =
 153 57 577 1.26 $17,363 $20,749
 Hospital
 Units = 864 24 229 1.20 $20,798 $21,153
 Total 1,140 33 354 1.23 $17,753 $20,665
 The average estimated total payment per discharge, as stated, does not reflect a 2% reduction for sequestration.(16)
 Refer to pages 116-120 for end notes. 
 
The Company differentiates
 itself by:
  “Best Practices” clinical
 protocols
  Supply chain
 efficiencies
  Sophisticated
 management information
 systems
  Economies of scale
 29
 2016 AverageRevenue
 Average
 Visits
 Average
 Revenue Cost
 Episodes per Episode per Episode per Visit per Visit
 Encompass
 Home Health
 & Hospice
 185,737 $3,031 18.8 $154 $74
 Public Peer
 Average 270,223 $2,825 17.5* $149 $86*
 Comparison
 to Peer
 Average
 7.3% 7.4% 3.4% (14.0)%
 Leading Position in Cost Effectiveness - Home Health
 Public peer average represents 2016 data from publicly traded home health providers.
 * One publicly traded company (Kindred) does not report visit counts. 
Average revenue per
 episode is 7.3%
 higher than the peer
 average due to higher
 acuity patient mix.
 Cost per visit is 14.0%
 lower due to market
 density & operational
 efficiency:
  Caregiver
     optimization
  Full utilization of
     HCHB
  Employee culture of
 excellence
  ~75% of visits 
    conducted
     by full-time staff
  Daily monitoring of 
    productivity
 30
 IRF New-Store/Same-Store Growth
 * Includes consolidated inpatient rehabilitation hospitals classified as same store during each period
 Refer to pages 116-120 for end notes.
 25.0
 20.0
 15.0
 10.0
 5.0
 0.0
 Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017
 Fairlawn(17) 1.9% 2.0% 1.1%
 New Store 0.6% 1.8% 4.4% 5.7% 15.6% 14.2% 11.7% 10.7% 1.3% 1.2% 1.9% 2.4%
 Same Store* 2.2% 2.9% 2.8% 3.9% 3.0% 2.8% 1.9% 1.9% 0.1% 1.6% 1.6% 1.4%
 Total by Qtr. 4.7% 6.7% 8.3% 9.6% 18.6% 17.0% 13.6% 12.6% 1.4% 2.8% 3.5% 3.8%
 Total by Year 3.5% 10.9% 10.8%
 Same-Store
 Year* 1.3% 3.2% 1.7%
 Same-Store
 Year UDS(18) (0.2)% 1.3% (0.6)%
 Altamonte Springs, FL (50 beds)
 Johnson City, TN (26 beds)
 Newnan, GA (50 beds)
 Middletown, DE (34 beds) 
Reliant (857 beds)
 Franklin, TN (40 beds)
 Lexington, KY (158 beds)
 Savannah, GA (50 beds)
 Bryan, TX (49 beds)
 Broken Arrow, OK (22 beds)
 Modesto, CA
 (50 beds)
 Hot Springs, AR (27 beds)
 Gulfport, MS (33 beds)
 Westerville, OH (60 beds)
 Jackson, TN
 (48 beds)
 31
 70.0
 60.0
 50.0
 40.0
 30.0
 20.0
 10.0
 0.0
 Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017
 Home Health New-Store/Same-Store Growth
 Admissions Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017
 New Store 11.9% 13.6% 15.7% 37.4% 43.5% 41.6% 35.4% 8.1% 5.7% 6.4% 6.7%
 Same Store* N/A N/A N/A N/A 12.6% 11.1% 15.3% 14.0% 13.9% 13.3% 8.8%
 Encompass Home Health &
 Hospice owned locations** 10.9% 8.7% 10.3% 15.0% N/A N/A N/A N/A N/A N/A N/A
 Total by Qtr. 22.8% 22.3% 26.0% 52.4% 56.1% 52.7% 50.7% 22.1% 19.6% 19.7% 15.5%
 Total by Year 31.4% 43.6%
 Same-Store Year* N/A 13.7%
 Encompass Home Health &
 Hospice owned locations Year** 11.2% N/A
 * Includes consolidated home health agencies classified as same store during each period
 ** Includes admissions for locations Encompass Home Health & Hospice owned prior to 
its acquisition by HealthSouth on December 31, 2014 and HealthSouth's legacy agencies
 Acquired CareSouth 
(44 home health agencies in 7 states)
 Note: In addition to completing the CareSouth acquisition, in 2015, the Company opened four home health locations and acquired ten
 home health locations.  In 2016, the Company opened three home health locations and acquired seven home health locations. In the first
 nine months of 2017, the Company opened one home health location and acquired twelve home health locations.
 32
 Adjusted EPS(2)
 Track Record
 2012 2013 2014 2015 2016 Trailing
 4 Qtrs
 $2,162 $2,273
 $2,406
 $3,163
 $3,707
 $3,902
 ($ millions)
 2012 2013 2014 2015 2016 Trailing
 4 Qtrs
 $506
 $552
 $578
 $683
 $794
 $814
 ’12-’16 CAGR = 
11.9
 %
 ($ millions)
 ’12-’16 CAGR = 14.4
 %
 Adjusted EBITDA(1)
 2012 2013 2014 2015 2016 Trailing
 4 Qtrs
 $1.61
 $1.94
 $2.06
 $2.24
 $2.67
 $2.79
 ’12-’16 CAGR =  13.5
 %
 2012 2013 2014 2015 2016 Trailing
 4 Qtrs
 $280
 $337
 $321
 $406
 $475
 $456
 Adjusted Free Cash Flow(4)
 ($ millions)
 ’12-’16 CAGR = 14.1
 %
 Revenue
  Reconciliations to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 CAGR = Compound annual growth rate; the average growth rate over a period of years.
 33
 • Largest provider of inpatient rehabilitation services
 • 4th largest provider of Medicare-certified skilled home health services
 • Consistent delivery of high-quality, cost-effective, integrated facility-
 based and home-based care
 • Enhanced utilization of technology (e.g., clinical, data management,
 and technology-enabled business processes)
 Strong and Sustainable Business Fundamentals
 • Effective labor management
 • Continued improvements in supply chain
 • Economies related to scale and market density
 Cost-Effectiveness
 • Strong balance sheet and liquidity, no significant near-term maturities
 (credit agreement matures in 2022; bonds mature in 2023 and beyond)
 • Substantial free cash flow generation
 • Attractive organic growth opportunities in both segments 
• Flexible inpatient rehabilitation de novo and acquisition strategy
 • Home health and hospice platform with track record of growth through
 acquisitions in highly fragmented industry segments
 • Portfolio of 126* IRFs as of September 30, 2017
 P 87 owned and 39 leased
 Real Estate Portfolio
 Attractive Healthcare Sectors
 Growth Opportunities
 Cost-Effectiveness
 • Favorable demographic trends
 • Nondiscretionary nature of many conditions treated 
• Highly fragmented post-acute sectors present significant acquisition
 and joint venture opportunities
 Industry Leading Positions
 Financial Strength
 * Includes one nonconsolidated entity.
 34
 Strategy
 35
 Medicare Enrollment
 90
 80
 70
 60
 50
 40
 30
 B
 en
 ef
 ic
 ar
 ie
 s
 2000 2005 2010 2015 2020 2025 2030
 Both Segments Benefit from a Demographic Tailwind:
 Expanding Medicare Beneficiary Population
      Key Observations:
 • The growth rate of Medicare beneficiaries
 increased in 2011 to an approx. 3% CAGR
 as “baby boomers” started turning 65. 
• In 2030, the Medicare population is projected
 to increase to 81 million beneficiaries from
 56 million beneficiaries today.
 Source: www.census.gov/data/tables/2014/demo/popproj/2014-summary-tables.html/NP2014-T9.xls;
 Center for Medicare & Medicaid Services, Medicare Trustees Report - July 2017 - pages 183, 188
 Average Age of the Company's Patients
 IRF Home Health
 < 65 years 30% 15%
 65 to 69 years 13% 11%
 70 to 74 years 13% 13%
 75 to 79 years 14% 14%
 80 to 84 years 13% 16%
 85 to 89 years 11% 16%
 > 90 years 6% 15%
 millions
 3% CAGR
 post 2011
 2% CAGR
 prior to 2011
 36
 Future Post-Acute Providers
  Inpatient Rehabilitation Facilities
 • Full range: low acuity g high acuity
 • 24/7 nursing coverage
 • Eliminates payment silos
 Home-Based Post-Acute Services
 • More care in the home 
(lowest cost setting)
 • Differentiator: Ability to care for high-acuity,
 poly-chronic patients
  Integrated Delivery 
   Payment Models
  Value-Based
    Payments
 • Site Neutrality
 Current Post-Acute Providers
 • Medicare payments/regulations will be
 outcome focused.
 • Many existing regulations will become
 obsolete.
 Facility-Based Post Acute Services
  Skilled Nursing Facilities
  Home Health
  Long-Term Acute Care Hospitals
 • Medicare payments/regulations are site
 specific (e.g., 60% Rule, 3-Hour Rule,
 "preponderance" of one-to-one therapy).
 ▪ The Company believes the healthcare industry is moving toward integrated
 delivery payment models, value-based purchasing, and site neutrality. 
▪ Providers who can adapt to changes in the regulatory and operating environments,
 build strategic relationships across the healthcare continuum, and provide high-
 quality care at a cost-effective price will be the ones who succeed.
 The Healthcare Landscape is Changing.
 37
  
      Always Available
        Sometimes Available
        Seldom Available
 Therapy
 Gym &
 Training
 Systems for
 All PAC
 Patients
 Staff Trained
 for All Acuity
 Therapy
 Gym &
 Training
 Systems for
 All PAC
 Patients
 Staff Trained
 for All Acuity
 Therapy
 Gym &
 Training
 Systems for
 All PAC
 Patients
 Staff Trained
 for All Acuity
 LTACs IRFs SNFs
 Home Health
 The Company’s rehabilitation hospitals have the physical construct, clinical
 staffing, and operating expertise to “pivot from the center” to address the full
 spectrum of inpatient post-acute needs in a site neutral environment. 
The Company is Well-Positioned for the Progression Towards Site Neutrality as It
 Will be Able to Treat All Types of Post-Acute Patients by Leveraging Its Operational
 Expertise Across Its Network of Facility-Based and Home-Based Assets.
 Higher acuity patients will
 transition from post-acute
 inpatient facilities to home
 health. Lower acuity
 patients will go directly to
 home health.
 Post-Acute Inpatient Spectrum
 Higher Acuity Lower Acuity
 Progression to Site Neutrality
  Post-Acute Inpatient Facilities
 Presen
 t
 Futur
 e
 38
 The Company Continues to Make Progress on Improving the
 Patient Experience Through Integrated Care Delivery
 IRF-Home Health Clinical Collaboration (All Payors)
 Overlap Markets*
 * Overlap markets are defined as a Company IRF located within a 30-mile radius of a Company home health location.
 Q3 2016 Q3 2017
 9,959 10,917
 3,639
 4,395
 26.8%
 Collaboration Rate
 28.7%
 Collaboration Rate
 HealthSouth IRF Discharges to Non-Encompass Home Health
 HealthSouth IRF Discharges to Encompass Home Health
 u As of September 30, 2017, 60% of
 HealthSouth’s IRFs were located within
 overlap markets.*
 u The clinical collaboration rate with
 HealthSouth’s IRFs increased by 190 basis
 points in Q3 2017 compared to Q3 2016.
 u The Company’s clinical collaboration rate
 goal for overlap markets is 35% to 40%
 within the next three years.
 u TeamWorks clinical collaboration initiative
 is a process to identify and standardize
 best practices for integrated patient care.
  Initiative launched in February 2017
  Began piloting redesigned clinical
 collaboration process in July 2017
  Full implementation targeted by end of
 2017
 39
 Solution:
 Utilize extensive proprietary
 database of IRF patients to
 engage in predictive modelling to
 identify patients at risk 
for acute care transfer and
 implement intervention strategies
 as part of the plan of care.
 Solution:
 Standardize and improve
 infection control practices across
 the company in order to reduce
 the risk of infection to patients
 and apply evidenced-based
 decision making in the
 Company's hospitals.
 Solution:
 Develop clinical protocols and
 coordinated discharge planning between
 IRFs and home health agencies;
 structure and implement TeamWorks
 initiative to extrapolate best practices and
 standardize across all overlap markets;
 and use CTCs to implement patient-
 centered transition plans that promote
 quality, safety and patient choice. 
Problem:
 Acute care transfers can
 negatively influence patient
 outcomes and result in
 unnecessary health care
 expenditures and penalties.
 Problem:
 Healthcare-associated infections
 ("HAI") are a threat to patient
 safety and add to growing
 healthcare costs.
 Problem:
 Poor coordination of the discharge
 process between healthcare
 providers can result in challenges
 with the transition of care,
 unnecessary duplication of services,
 and avoidable medical errors.
 Clinical Initiatives to Further Improve Quality
 Reduce Acute Care Transfers
 (tracked in the IRF QRP*) Infection Control Clinical Collaboration
 * IRF Quality Reporting Program
 40
 Growth
 41
 1,600
 1,400
 1,200
 1,000
 800
 600
 400
 200
 0
 130
 125
 120
 115
 110
 105
 100
 95
 90
 85
 80
 75
 70
 2012 2013 2014 2015 2016 Projected
 2017
 % Increase in licensed beds 3% 4% 18% 1% 4%
 Total number of licensed beds 6,656 6,825 7,095 8,404 8,504* 8,852
 Total number of IRFs 100 103 107 121 123* 127
 Multi-faceted IRF Growth Strategy
 De Novos
    Acquisitions
 Bed Expansions
 Total IRFsNew Beds
 2016 bed count
 increase
  Modesto, CA (50 beds)
  Hot Springs, AR (40 beds)
  Bryan, TX (49 beds)
  Broken Arrow, OK (22 beds)
  Bed expansions (83 beds)
 2017 projected bed
 count increase
  Gulfport, MS (33 beds)
  Westerville, OH (60 beds)
  Jackson, TN (48 beds)
  Pearland, TX (40 beds)
  Bed expansions (167 beds)
 * 2016 total number of licensed beds and total number of IRFs includes the disposal of 61 beds at 
  Beaumont, TX (sold June 2016) and 83 beds at Austin, TX (closed August 2016).
 Wholly Owned and Joint 
Venture
 s
 42
 Disciplined Approach to New Store Growth
  
–   $7.4 Billion Medicare IRF Market   – 
Considerations:
 – Demographics
 – Forecasted growth in the number of patients requiring rehab-
 level of care
 – Presence of other IRFs; SNFs
 – Geographic proximity to other Company IRFs and home
 health locations
 – Ability to enter the home health market
 – Potential joint venture partners
 – Confidence in ability to close the transaction
 Source: MedPAC December 2016 Public Meeting presentation
 CA = confidentiality agreement
 IRF Growth Pipeline
 Typical Development Pipeline
 Factors:
 • Certificate of Need ("CON") process/timeline
 • Fair market valuation of contributed assets (joint
 ventures only)
 • Partnership complexities
 The Company's Value Proposition
 CAPEX to build free-standing IRF, freeing up space for
 medical/surgical beds in an acute care facility for a JV
 partner
 Enhance the position of the acute care hospital to meet
 quality requirements and effectively participate in
 alternative payment models
 Increased acute care hospital flow-through by taking
 appropriate higher acuity patients faster than other post-
 acute settings
 Proprietary rehabilitation-specific clinical information
 system ("ACE-IT") integrated with acute care hospitals'
 clinical information systems to facilitate patient transfers,
 reduce readmissions, and enhance outcomes
 Proprietary real-time performance management systems
 (care management, labor productivity, quality reporting,
 therapy analysis and expense management) to ensure
 appropriate clinical oversight and improve profitability
 Proven track record of efficient management of regulatory
 process (CON, licensure, occupancy, etc.)
 Experienced transaction/integration team
 National leader in post-acute policy activities
 Clinical collaboration between the Company's IRFs and
 home health locations
 No. of Projects
 Exploratory /
 CA Executed
 30 - 40
 Actively
 Working
 10 - 12
 Near-term
 Actionable
 4 - 6
 43
 •
 • The Company's IRF joint ventures began in 1991 with Vanderbilt University Medical Center.
 • The Company's joint venture hospital partners own equity that ranges from 2.5% to 50%.
 • 41 of 42 hospitals are consolidated joint ventures, with one accounted for under the equity
 method.
 IRF Acute Care Joint Venture Partnerships
 42* joint venture hospitals in place with major healthcare systems such as:
    Joint ventures with acute care hospitals establish a solid foundation for clinical collaboration 
   and alternative payment models.
 • Barnes-Jewish • Monmouth Medical Center (Barnabas Health)
 • University of Virginia Medical Center • Yuma Regional Medical Center
 • Vanderbilt University Medical Center • Mercy Health System
 • Geisinger Health System • Maine Medical Center
 • Martin Health System • Methodist Healthcare-Memphis Hospitals,
 a subsidiary of Methodist Le Bonheur Healthcare
      * Excludes joint venture hospitals that have been announced but were not operational as of September 30, 2017:
 Winston-Salem, NC; Murrells Inlet, SC; and Lubbock, TX.
 44
 New IRFs: Illustrative De Novo Timeline 
Day 1
 With CON Permitting
 & Design
 Planning
 & Zoning Groundbreaking
 Permitting
 & Design
 Planning
 & Zoning Groundbreaking
 Day 1
 Without CON
 6 months to 3 years 20 months
 CON Process Construction
 Construction
 Opening
 Month 20
 Opening
 In California, the design and permitting process can take more than 12 months.
 45
 Investment Considerations
 • IRR objective of 13% (after tax) 
• Includes CON costs (where applicable)
 • Includes cost of CIS installation
 • May be structured through a joint venture
 • Prototype includes all private rooms
 • Minimum of 30 patients treated for zero revenue
 (Medicare certification)
 • Core infrastructure of building anticipates future
 expansion; potential to enhance returns with future
 bed expansion
 Capital Cost  (millions)                                   Low           High Operational Date Location Beds
 Construction, design, permitting, etc. $17 $21
 2018 Murrieta, CA 50
 2017 Bryan, TX 30
 2017 Jackson, TN(34) 48
 Land 2 3 Q1 2017 Westerville, OH 60Q4 2016 Broken Arrow, OK(34) 40
 Equipment (including CIS) 3 4
 Q2 2016 Hot Springs, AR(34) 40
 Q2 2016 Savannah, GA(34) 50
 Q2 2016 Modesto, CA 50
 Range of a typical 40-50 bed hospital $22 $28
 Q4 2015 Franklin, TN 40
 Q4 2014
 Q4 2014
 Q4 2014
 Middletown, DE
 Newnan, GA
 Altamonte Springs, FL
 34
 50
 50
 Pre-Opening Expenses(19) (millions) Low High Q2 2013 
Q2 2013
 Littleton, CO
 Stuart, FL
 40
 34
 Operating $0.5 $1.0 Q4 2012 Ocala, FL 40
 Salaries, wages, benefits   0.4   1.0 Q4 2011 Cypress, TX 40
 $0.9  $2.0
 New IRFs: Assumptions and Timing of De Novo Hospitals
 Operational Date Location Beds
 2019 Lubbock, TX 40
 2019 Murrieta, CA 50
 Q4 2018 Winston-Salem, NC 68
 Q2 2018 Hilton Head, SC 38
 Q1 2018 Shelby County, AL 34
 Q4 2017 Pearland, TX 40
 Q3 2017 Jackson, TN 48
 Q3 2017 Broken Arrow, OK* 40
 Q2 2017 Westerville, OH 60
 Q4 2016 Modesto, CA 50
 Q3 2016 Bryan, TX* 49
 Q3 2016 Hot Springs, AR* 40
 Q2 2016 Savannah, GA* 50
 Q4 2015 Franklin, TN 40
 Q4 2014
 Q4 2014
 Q4 2014
 Middletown, DE
 Newnan, GA
 Altamonte Springs, FL
 34
 50
 50
 * An acquisition (see page 47) that began operations in an existing hospital or unit 
  while a new hospital was/is constructed
 Refer to pages 116-120 for end notes.
 46
 Littleton (05/2013) Stuart (06/2013) Altamonte
 Springs (10/2014)
 Newnan (12/2014)
 Middletown (12/2014) Franklin (12/2015) Modesto (10/2016) Westerville (04/2017)
 The Company's average
 100%
 90%
 80%
 70%
 60%
 50%
 40%
 30%
 20%
 10%
 0%
 1 2 3 4 5 6 7 8 9 10 11 12
 Months
 IRF De Novo Occupancy and EBITDA* Trends
 Occupancy
          Sustained Positive EBITDA
 * Hospital EBITDA = earnings before interest, taxes, depreciation, and amortization
 directly attributable to the related hospital.
 2016 occupancy
 47
 New IRFs: Assumptions for Individual Hospital Acquisitions
 Unit/Equity Acquisitions
 Location Beds DateAcquired
 Worcester, MA(17) 110 Q2 2014
 San Antonio, TX 34 Q3 2012
 Ft. Smith, AR 30 Q3 2010
 Little Rock, AR 23 Q1 2010
 Altoona, PA 18 Q4 2009
 Arlington, TX 30 Q3 2008
 IRF Acquisitions
 Location Date Acquired AcquiredBeds
 Acquired
 Census
 One Year
 Later Census
 Gulfport, MS Q2 2017 33 11 TBD
 Broken Arrow, OK* Q3 2016 22 15 30
 Bryan, TX* Q3 2016 19 18 45
 Hot Springs, AR* Q1 2016 20 5 20
 Lexington, KY Q2 2015 232 140 125
 Savannah, GA* Q2 2015 50 31 33
 Johnson City, TN Q4 2014 26 6 21
 Investment Considerations Value Added
 • IRR objective of 13% (after tax)
 • May be structured through a joint venture
 • Includes cost of CIS installation
 • TeamWorks approach to sales/marketing
 • Labor management tools and best practices
 • Clinical expertise and protocols
 • Clinical technology and programming (CIS installation)
 • Supply chain efficiencies
 • Medical leadership and clinical advisory boards
 • Clinical collaboration with the Company's home health
 segment in overlap markets 
* An acquisition that began operations in an existing hospital or unit while a 
  new hospital was/is constructed (see page 45)
 Refer to pages 116-120 for end notes.
 48
 • Complementary business to core home health services
 • Prioritization of existing home health markets    
• Ability to leverage components of existing infrastructure
 • Strong demand due to cost effectiveness of home-based care and
 implementation of bundled payments
 • Strong organic growth from existing agencies
 • Located in markets with attractive demographics
 * Currently located in states that represent approx. 67% of total Medicare
 home health and hospice spend
 Organic Growth
 • Attractive partner due to quality of outcomes, data management, scale and
 market density, and willingness/ability to treat high acuity and/or chronic
 patients
 • Plan of care coordination with the Company's IRFs
 • CTCs serve as representatives in transitional care activities and strategic
 relationships with other healthcare providers
 • Highly fragmented market
 • Prioritization of new IRF overlap markets
 • Proven ability to consummate and integrate acquisitions
 • Sustainable and replicable culture
 • Implementation of best practices and technology
 Home Health
 Acquisitions
 Hospice
 Acquisitions
 Clinical
 Collaboration 
Multi-faceted Home Health and Hospice Growth Strategy
 49
 13,000
 12,000
 11,000
 10,000
 9,000
 8,000
 7,000
 6,000
 5,000
 4,000
 #
 of
 Ag
 en
 ci
 es
 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014
 Home Health Growth Pipeline 
 $18.1 billion Medicare home
 health market is highly
 fragmented with over 12,300
 home health agencies.
  Approx. 93% of these have
 annual revenue of less than
 $5 million.
  Top 5 public companies
 represent approx. 19% of the
 Medicare market.
  The Company represents
 2.6% of the Medicare home
 health market.
 Prioritize acquisitions in 
Company IRF markets to
 enhance clinical collaboration
 Number of Home Health Agencies Over Time
 Cost-
 Based
 Interim
 Payment
 Systems
 (IPS)
 Prospective Payment System (PPS)
 The number of home health agencies
 is near an all-time high and presents
 significant consolidation opportunities.
 Source: MedPAC, Medicare Payment Policy - March 2017, page 231; March 2016, page 214; March 2015, page 218;
 March 2014, page 221; March 2013, page 194; and March 2003, page 112; MedPAC - Healthcare spending and the
 Medicare program, June 2006, page 131; Health Market Science
 50
 Freestanding
 Hospital/SNF
 based
 Home Health
 based
 4,000
 3,000
 2,000
 1,000
 0
 2000 2007 2013 2014 2015
 1,069
 2,103
 2,844 3,024 3,138807
 704
 578 558
 547
 378
 443
 503 510
 514
 Hospice Growth Pipeline
  In 2015, Medicare hospice spending totaled approx.
 $16 billion.
  1.4 million Medicare beneficiaries received hospice
 services from approx. 4,200 providers in 2015.
  Between 2000 and 2012, Medicare spending for hospice
 increased more than 400%, driven by greater numbers of
 beneficiaries electing hospice.
  Between 2012 and 2014, Medicare spending has been flat
 despite the growth in the number of beneficiaries receiving
 hospice care. Flat spending is mostly explained by the 2%
 payment reduction from the sequester.
  Occurring simultaneously since 2000 has been a
 substantial increase in the number of for-profit providers.
 Acquisition Strategy for
 Hospice
  Build out markets with
 existing home health
 presence
  Medicare focus
  Home-based service
 offering
  Strong clinical practice
 and clean compliance
 record
  Highly regarded market
 reputation
  Attractive geography
 and demographics
  Ability to leverage
 existing infrastructure
 Hospice Providers over Time
 Source: MedPAC, Medicare Payment Policy, March 2017, pages 317, 319, and 324.
 51
 Medicare Enrollment
 90
 80
 70
 60
 50
 40
 30
 B
 en
 ef
 ic
 ar
 ie
 s
 2000 2005 2010 2015 2020 2025 2030
 Summary: Multiple Avenues Available for Sustained Growth
  in Both Segments
 • The Company continues to have excellent
 organic growth opportunities in inpatient
 rehabilitation, home health, and hospice.
     —  Track record of consistent market share gains
 —  IRF organic growth supplemented by bed
 additions
 —  Maturation of acquired home health locations
 • Target four to six new IRFs per year to
 complement organic growth
     —  De novos and IRF acquisitions will allow entry
 into, and growth in, new markets.
     —  Proven track record of success
 • Target $50 to $100 million per year toward home
 health and hospice acquisitions to complement
 organic growth
 —  Home health acquisitions and new-store growth
 prioritized in non-overlap IRF markets
 —  Hospice acquisitions and new-store growth
 prioritized in existing home health markets 
Source: Center for Medicare & Medicaid Services, Medicare Trustees Report - July 2017 - pages 183, 188
 The IRF, home health, and
 hospice patient populations are
 experiencing favorable long-term
 demographic trends.
 millions
 The growth rate of Medicare beneficiaries increased in 2011 to an
 approx. 3% CAGR as “baby boomers” started turning 65. 
3% CAGR
 post 2011
 2% CAGR
 prior to 2011
 52
 Alternative Payment Models
 53
 Accountable Care Organizations ("ACOs")
 Pioneer ACOs
 (2016 – 8 ACOs / ~275,000 Medicare beneficiaries)
 • 32 Pioneer ACOs launched since program’s inception; 8 remained in the program prior to the model concluding on 
December 31, 2016 (some had voluntarily transferred to the Next Generation ACO program - see below).
 • Only half of the participants or less earned shared savings in 2012, 2013, 2014, and 2015. 6 of 8 earned savings in 2016.
 • Shared savings CMS paid to Pioneer ACOs totaled $77 million in 2012, $68 million in 2013, $82 million in 2014, $38 million in
 2015, and $37 million in 2016.
 • Estimates suggest ACO start-up and annual administrative costs significantly reduce or exceed the shared savings generated
 from ACOs.
 Medicare Shared Savings Program (MSSP)   
(480 ACOs / 9.0 million Medicare beneficiaries)
 • Year 3 performance for 392 MSSP ACOs:
 ◦ 119 ACOs (30%) held spending below their benchmark.
 ◦ 83 ACOs (21%) reduced health costs compared to their benchmark, but did not meet the minimum savings threshold for
 shared savings.
 ◦ 190 ACOs (49%) did not reduce costs compared to their benchmark.
 ◦ Shared Savings Program ACOs generated total program savings of $429 million. 
Source: CMS/HHS press releases; Government Accountability Office (GAO) Report to the House Ways and Means – 
              April 2015; AHA/McManis report - April 2011
 The Company serves as Premier ACO's (~22,000 covered lives in north Texas and 
southern Oklahoma) exclusive preferred home health provider.
  Receives increased referrals for Medicare home health patients from the ACO
  Eligible to receive a portion of the ACO's shared savings
  Total shared savings achieved by ACO in 2016 was $12.5 million.
 - Ranked 2nd out of all MSSP ACOs with >20,000 assigned beneficiaries
 - Met the minimum savings rate to qualify for shared savings
 As of 
January 2017,
 there were 
562
 Medicare ACOs
 serving 
12.3 million
 Medicare 
and/or Medicaid
 beneficiaries.
 Performance
 results so far
 have been
 mixed. Medicare ACO Track 1+ Model – will start in 2018
 • Will test a payment design that incorporates more limited downside risk than Tracks 2 or 3 of the Shared Savings Program
 Next Generation ACOs
 • Initiative for ACOs that are experienced in coordinating care for populations of patients; 44 ACO participants
 • Allows providers to assume higher levels of financial risk and reward than are available under Pioneer ACOs and MSSP
 • 11 out of 18 ACOs generated savings and received shared savings of $58M in 2016.
 54
 Bundled Payments
 How the Retrospective Models Work
  The BPCI “convener” is responsible for bringing
 providers together to provide a continuum of services
 throughout an episode of care. The BPCI "awardee" is
 the entity that bears the financial risk and receives the
 shared savings from CMS.
  Each participating provider in the care sequence
 continues to receive its traditional reimbursement from
 Medicare.
  The sum of all payments made to each provider for
 selected DRGs is then retroactively reconciled to a
 target payment determined by CMS. Payment
 reconciliations are performed quarterly, typically with a
 9- to 12-month lag.
  Payment reconciliations: If actual spending exceeds
 the target, the awardee is responsible for paying a
 portion of the difference to CMS. If actual spending is
 less than the target, the awardee keeps a portion of
 the savings.
  The convener can choose to partner with other
 providers in shared savings agreements and allocate
 the savings across the providers who participated in
 providing the continuum of care.
  Shared savings agreements must be reviewed and
 approved by the Center for Medicare and Medicaid
 Innovation.
 Model  1
 All acute patients (all DRGs)
 – Concluded December 31, 2016 –
 The Bundled Payments for Care Improvement
 (BPCI) initiative currently tests
 four types of bundles
 (i.e. "Models"):
 Models 2 & 3 have the most impact on post-acute providers.
 Model  2
 Hospital plus post-acute period (selected DRGs)
 Model  3
 Post acute only (selected DRGs)
 Model  4
 Hospital plus readmissions
 (selected DRGs)
 Notes: Models 1, 2, and 3 are retrospective models; model 4 is a prospective model.
             The convener and awardee can be, but may not be, the same entity.
 55
 BPCI Model 2, CJR, and EPM Opportunities
 Referral Source Bundle Type % of the Company's Medicare Discharges
 % of the Company's 
Total Discharges
 115 acute care hospitals
 participating in Model 2 / Phase 2
 in 80 HLS IRF markets(20)
 Bundles selected for Model 2
 participation are chosen from a
 list of 48 BPCI-eligible bundles. 2.8% 2.0%
 Approx. 850 acute care hospitals
  in 67 geographic areas included in
 the Comprehensive Care for Joint
 Replacement Model ("CJR") and
 Episode Payment Model ("EPM")
 Lower extremity joint
 replacement ("LEJR") and
 surgical hip and femur fracture
 treatment ("SHFFT")
 3.3% 2.3%
 Approx. 1,100 acute care 
hospitals in 98 geographic areas
 included in Cardiac EPM
 Acute myocardial infarction
 ("AMI") and coronary artery
 bypass graft ("CABG") model
 0.7% 0.5%
 Bundling Participation and Opportunities - Inpatient Rehabilitation 
The Company's IRF Participation in BPCI Model 3
 BPCI Bundle /
 Number of IRFs Bundle Length
 % of the Company's 
Medicare Discharges
 % of the Company's 
Total Discharges
 Stroke (3 IRFs) 60 days 0.22% 0.16%
 Simple Pneumonia (1 IRF) 60 days 0.01% 0.01%
 Sepsis (1 IRF) 60 days 0.03% 0.02%
 Double-lower extremity joint
 replacement (2 IRFs) 60 days 0.03% 0.02%
 Upper extremity joint replacement
 (1 IRF) 60 days 0.0% 0.0%
 Data on this page is based on 2015 discharges.
 Refer to pages 116-120 for end notes.
 30 to 40% of these patients have complicating comorbidities
 ~35% of these discharges are LEJR episodes and ~40% of these
 LEJR patients have complicating comorbidities
 The Company has 36 IRFs located in CJR markets; 20 in overlap markets
 40 to 50% of these patients have complicating comorbidities The Company has 40 IRFs located in cardiac markets; 26 in overlap markets
 Note - CMS has issued a proposed rule which would cancel the EPM Models and make the CJR Model voluntary in 33 of the 67 MSAs in which it is now
 mandatory.  The information presented in this slide may change if CMS adopts some or all of the provisions of the proposed rule.
 56
 Bundling Participation - Home Health and Hospice
 The Company made the strategic decision to participate in BPCI Model 3 in
 select markets and episodes (below). In addition, the Company is participating
 in other alternative payment models such as BPCI Model 2, CJR, and ACOs.
 101 of the Company's locations have selected
 the following bundle types for participation in
 Model 3.
 Number of BPCI
 Bundles Selected
 Home Health
 Bundled Episodes 
in 2016
 % of Total
 Episodes 
in 2016
 Major joint replacement of the lower extremity 13 1,678 0.80%
 Sepsis 4 117 0.06%
 Revision of the hip or knee 6 113 0.05%
 Simple pneumonia and respiratory infections 6 93 0.04%
 Major joint replacement of the upper extremity 3 92 0.04%
 Other respiratory 7 83 0.04%
 Urinary tract infection 3 77 0.04%
 Congestive heart failure 14 50 0.02%
 Chronic obstructive pulmonary disease 7 24 0.01%
 Spinal fusion (non-cervical) 1 3 < 0.01%
 All Other Episode Types 34 377 0.18%
 Total 98 2,707 1.29%
 Note: Data on this page is based on the Company's 2016 episodes.
 57
 Alternative Payment Models: Comprehensive Care for Joint Replacement Model
 and Episode Payment Model – Surgical Hip/Femur Fracture Treatment
 * These comorbidities are specific to acute care hospitals and are defined differently than IRFs' comorbidities.
 Source:  https://innovation.cms.gov/initiatives/cjr
 The Comprehensive Care for Joint Replacement Model (“CJR”) and Episode Payment Model - Surgical Hip/Femur
 Fracture Treatment (“SHFFT”) are payment models for episodes of care related to knee and hip replacements and
 fractures under Medicare.  The CJR model is a five-year model that began April 1, 2016 in 67 geographic areas.
 The SHFFT model is a five year model currently scheduled to begin January 1, 2018 in the same geographic areas.
 Acute care hospital patients are categorized by Medicare Severity Diagnosis Related Groups (“MS-DRGs”);
 the CJR model covers two MS-DRGs (469, 470) and the SHFFT model covers three MS-DRGs (480, 481, 482):
 MS-DRG 469 Major joint replacement or reattachment of lower extremity with major complications or comorbidities*
 MS-DRG 470 Major joint replacement or reattachment of lower extremity without major complications or comorbidities*
 MS-DRG 480 Hip and femur procedures except major joint with major complications or comorbidities*
 MS-DRG 481 Hip and femur procedures except major joint with complications or comorbidities*
 MS-DRG 482 Hip and femur procedures except major joint without complications or comorbidities*
 IRF patients are categorized by Rehabilitation Impairment Categories (“RICs”);
 CJR model patients are a subset of two RICs:
 RIC 07 Lower extremity fractures (~77% are MS-DRGs 469, 470, 480, 481 and 482)
 RIC 08 Lower extremity joint replacements (~76% are MS-DRGs 469, 470, 480, 481 and 482)
 Since the implementation of the 60% Rule in 2007, the relative number of 
RIC 07 and RIC 08 patients treated in the Company's IRFs has declined significantly.
 RIC
 % of the Company's Medicare Discharges
 2005 2007 2009 2011 2013 2015 2016
 Total RIC 07 (Fractures) 13.1% 14.8% 13.6% 11.6% 10.2% 9.8% 6.5%
 Total RIC 08 (Replacements) 17.9% 11.8% 9.0% 7.6% 6.7% 5.5% 3.2%
 Note - CMS has issued a proposed rule which would cancel the EPM Models and make the CJR Model voluntary in 33 of the 67 MSAs in which it is now
 mandatory.  The information presented in this slide may change if CMS adopts some or all of the provisions of the proposed rule.
 58
                   
If episode spending <
 target price, acute care
 hospital receives
 additional payment
 from Medicare.
 If episode spending >
 target price, acute care
 hospital returns a
 portion of the Medicare
 episode payment.
 CJR and SHFFT Models - How Do They Work?
       
              POST-ACUTE CARE    
                        PROVIDERS
 Acute care hospitals are accountable for 
expenditures and quality of care for entire "episode."
 Episode = hospitalization + 90 days post discharge
 Begins with an
 admission to an
 acute care
 hospital for a
 patient who is
 ultimately
 discharged
 under MS-DRG
 469, 470, 480,
 481, and 482.
 Acute care hospitals receive separate episode target prices each year reflecting the differences in spending for each MS-DRG.
 Target prices:
 ü are based on three years of historical data;
 ü include mandatory percentage discounts of up to 3% vs. benchmark episode spending; and
 ü incorporate a blend of historical, hospital-specific spending and regional spending for episodes, with the regional component
 of the blend increasing over time.
 Years 1 and 2 =
 2/3 hospital-specific; 1/3 regional
 Year 3 =
 1/3 hospital-specific; 2/3 regional 
Years 4 and 5 =
 100% regional
 RETROSPECTIVE
 RECONCILIATION
 PERFORMED BY CMS
 At the end of each
 performance year,
 actual spending for
 each episode is
 compared to each
 acute care hospital's
 target price.
 There is no downside risk in year one. Repayment
 responsibility will be phased in during year two.
 All providers are paid under the usual Medicare payment system rules and procedures. 
Patients are
 discharged to a
 post-acute care
 provider or to
 home self-care. 
Source:  CMS
 Note - CMS has issued a proposed rule which would cancel the EPM Models and make the CJR Model voluntary in 33 of the 67 MSAs in which it is now
 mandatory.  The information presented in this slide may change if CMS adopts some or all of the provisions of the proposed rule.
 59
 CJR Model - How Does It Work? - Collaborators*
 Reconciliation Payment Limit Repayment Limit
 Payment Limits for CJR Acute Care Hospitals
 20
 10
 0
 -10
 -20%
 of
 Q
 ua
 lit
 y-
 Ad
 ju
 st
 ed
 Ta
 rg
 et
 Pr
 ic
 e
 2016 2017 2018 2019 2020
 Year of Implementation
 5% 5%
 10%
 20% 20%
 (5)%
 (10)%
 (20)% (20)%
 Risk Sharing is Allowed in CJR with “Collaborators”
 Acute care hospitals participating in CJR may choose to engage in risk-sharing financial arrangements
 with other care providers for CJR episodes. A provider participating in these risk-sharing arrangements
 with a CJR acute care hospital is deemed a "collaborator."
 There are fourteen types of providers (plus
 ACOs) eligible to be CJR Collaborators,
 including IRFs and home health agencies.
 CJR acute care hospitals must establish
 eligibility criteria for Collaborators to meet,
 including quality of care criteria.
 Gain sharing payments must be determined in
 accordance with a methodology that is
 substantially based on quality of care and the
 provision of CJR activities.
 Non-ACO collaborators may not individually
 make alignment payments greater than 25% of
 the CJR acute care hospital’s repayment
 amount.  Each CJR acute care hospital must
 remain responsible for at least 50% of its
 repayment amount and may not collect
 alignment payments from collaborators in excess
 of 50% of the hospital’s repayment amount.
 There is no ceiling on the portion of the
 reconciliation payments received by a hospital
 from Medicare that the hospital may distribute to
 non-physician Collaborators.
 Source:  DHG Healthcare and CMS
 * The SHFFT model also provides for similar risk-sharing arrangements.
 The corridors for payment limits phase-in over time.
 Note - CMS has issued a proposed rule which would cancel the EPM Models and make the CJR Model voluntary in 33 of the 67 MSAs in which it is now
 mandatory.  The information presented in this slide may change if CMS adopts some or all of the provisions of the proposed rule.
 60
 CJR and SHFFT Models - What's the Potential Impact to
 the Company?
 Participation by acute care hospitals subject to limitation, notably if the hospital is 
participating in certain other alternative payment programs, such as certain models of the BPCI initiative 
* Complicating comorbidities include conditions such as diabetes, morbid obesity, and congestive heart failure.
 ~30% of the Company's fractures
 and ~40% of the Company's
 replacements have complicating
 comorbidities* that require the
 intensity of care delivered in an IRF.
 Company CJR and
 SHFFT MS-DRG
 Discharges in
 Applicable Markets
 Fractures
 ~1,980 discharges
 Replacements
 ~1,080 discharges
 Σ = ~3,060
 Discharges,
 or ~3.3% of Total
 HLS Medicare
 Discharges
 (~2.3% of Total HLS
 Discharges)
 90-Day Episode Spend
 Fractures
 HLS cost ≤ SNF cost HLS cost > SNF cost
 ~1,370 discharges ~610 discharges
 Replacements
 HLS cost ≤ SNF cost HLS cost > SNF cost
 ~130 discharges ~950 discharges
 Fractures
 (average revenue
 per discharge of
 ~$19,300)
 Replacements
 (average revenue
 per discharge of
 ~$14,400)
 Total CJR and SHFFT
 MS-DRG discharges
 in applicable markets
 ~1,980 ~1,080
 CJR and SHFFT MS-
 DRG discharges with
 HLS cost ≤ SNF cost
 (~1,370) (~130)
 Discharges with
 complicating
 comorbidities
 (~180) (~380)
 Residual CJR and
 SHFFT MS-DRG
 discharges
 ~430 ~570
 Source: 2015 Medicare claims data
 Note - CMS has issued a proposed rule which would cancel the EPM Models and make the CJR Model voluntary in 33 of the 67 MSAs in which it is now
 mandatory.  The information presented in this slide may change if CMS adopts some or all of the provisions of the proposed rule.
 61
 CJR and SHFFT Models - The Company's Strategies
 Opportunities Outweigh the Risks
 Increase the
 number of CJR and
 SHFFT discharges
 in all markets
 where the
 Company has a
 cost advantage
 ü
 Present the
 empirical data to
 referral sources
 ü
 Further improve
 advantage by
 reducing acute
 care transfers and
 discharges to
 SNFs through
 tools such as
 predictive
 modeling
 Increase the number of
 stroke discharges in all
 markets
 ü
 New guidelines for
 adult stroke
 rehabilitation and
 recovery favoring
 IRFs over SNFs
 released by the
 American Heart
 Association and the
 American Stroke
 Association (pg 27) a
 ü
 101 of the Company's
 IRFs hold The Joint
 Commission's
 Disease-Specific
 Care Certification in
 Stroke Rehabilitation.
 Average revenue per
 discharge of ~$23,000
 Improve value
 proposition for CJR/
 SHFFT discharges in
 markets in which the
 Company does not
 currently have a cost
 advantage
 ü
 Import best practices
 from other Company
 IRFs
 ü
 Reduce acute-care
 transfers and
 discharges to SNFs
 through tools such as
 predictive modeling
 ü
 Increase clinical
 collaboration between
 the Company's IRFs
 and home health
 locations
 Serve as a
 collaborator
 ü
 Enhance value
 proposition to
 CJR/SHFFT
 acute care
 hospitals by
 engaging in risk-
 sharing financial
 arrangements
  Individually
 negotiated with
 each acute
 care hospital
 based on
 circumstances
 in each market
  Risk capped at
 25% of acute
 care hospital's
 repayment
 amount
 Incremental, 
Non-CJR/SHFFT
 Growth Opportunities
 Increase the
 number of
  home health
 CJR/SHFFT
 episodes
 ü
 Lower length
 of stay or
 bypass SNFs
 and go directly
 to home health
 ü
 Increase
 clinical
 collaboration
 efforts
 between IRFs
 and home
 health
 locations
 Average revenue
 per episode of
 ~$3,100
 Note - CMS has issued a proposed rule which would cancel the EPM Models and make the CJR Model voluntary in 33 of the 67 MSAs in which it is now
 mandatory.  The information presented in this slide may change if CMS adopts some or all of the provisions of the proposed rule.
 62
 Medicare-certified home health agencies
 that provide services in the following states
 will be required to participate in the model:
 1. Arizona 5
 2. Florida 17
 3. Iowa —
 4. Maryland 3
 5. Massachusetts 3
 6. Nebraska —
 7. North Carolina 6
 8. Tennessee 5
 9. Washington —
 Company Locations 39
 In the calendar year 2016 HH-PPS final rule,
 CMS finalized a Home Health Value-Based
 Purchasing ("HHVBP") Model that covers five
 performance years beginning January 1, 2016
 and concluding on December 31, 2022.
 Home Health Value-Based Purchasing Model
 Over the long term, the Company believes it is well-positioned to benefit from a delivery
 system that rewards providers who are committed to providing high-quality care.
 • Two process measures from existing Outcome and
 Assessment Information Set ("OASIS") data collection
 and three process measures submitted through the
 HHVBP portal
 • Seven outcome measures from existing OASIS data
 collection and two outcome measures from claims data
 • Five HHCAHPS** consumer satisfaction measures
 Total Performance Scores (a numeric score ranging
 from 0 to 100 based on each agency's performance) will
 be calculated from the following set of measures* for
 Performance Year 2018:
 Performance Years Calendar Year forPayment Adjustment
 Maximum Payment
 Adjustment (-/+)
 2016  2018† 3%
 2017 2019 5%
 2018 2020 6%
 2019 2021 7%
 2020 2022 8%
 Source:  https://innovation.cms.gov/initiatives/home-health-value-based-purchasing-model
 * Per the CY 2018 HH Final Rule at: https://s3.amazonaws.com/public-inspection.federalregister.gov/2017-23935.pdf
 ** Home Health Care Consumer Assessment of Healthcare Providers and Systems
      
~21% of the Company's home health Medicare revenue
 1st Adjustment
 † Majority of Company's locations in the nine VBP states were acquired in late
 2015 or 2016; Company expects impact of ($0.3) million, or a (0.27%) payment
 adjustment to Medicare revenue in the nine VBP states, in 2018.
 63
 Capital Structure
 64
 Debt Maturity Profile - Face Value
 2017 2021 2022 2022 2023 2024 2025
 $350 Senior
 Notes 5.75%
 $1,200
 Senior
 Notes
 5.75%
 $300 Senior
 Notes
 5.125%
 $138 Drawn
 + $35
 reserved for
 LC’s 
As of September 30, 2017*
 ($ in millions)
 $527
 Available
 Callable beginning
 November 2017
 HealthSouth is positioned with a cost-efficient, flexible capital structure.
 Revolver
 Revolver
 Capacity
 $298
 Term Loans
 Callable beginning
 September 2020
 * This chart does not include ~$272 million of capital lease obligations or ~$80 million of other notes payable.
 See the debt schedule on page 66.
 No significant debt
 maturities prior to 2022
 Callable beginning
 March 2018
 65
 S&P Moody's
 Corporate Rating BB- Ba3
 Outlook Stable Stable
 Revolver Rating BB+ Baa3
 Senior Notes Rating B+ B1
    Financial Leverage and Liquidity
 (1)  
Liquidity
 Credit Ratings 
2012 2013 2014 2015 2016 Trailing
 4 Quarters
 1.25
 1.52
 2.11
 3.17 3.02
 2.62
 (billions)
 Leverage Ratio(21)
 Total Debt
 3.2x
 September 30,
 2017
 December 31,
 2016
 Cash Available $ 67.6 $ 40.5
 Revolver $ 700.0 $ 600.0
 Less:
 - Draws (138.0) (152.0)
 - Letters of Credit (35.4) (33.3)
 Available $ 526.6 $ 414.7
 Total Liquidity $ 594.2 $ 455.2
 Reconciliations to GAAP provided on pages 98-114.
 Refer to pages 116-120 for end notes. See also the debt schedule on page 66.
 2.5x
 66
 Debt Schedule
 Reconciliations to GAAP provided on pages 98-114.
 Change in
 September 30, Dec. 31,  Debt vs.
 ($millions) 2017 2016 YE 2016
 Advances under $700 million revolving credit facility,
     September 2022 - LIBOR +150bps $ 138.0 $ 152.0 $ (14.0)
 Term loan facility, September 2022 - LIBOR +150bps 298.3 421.2 (122.9)
 Bonds Payable:
 5.125% Senior Notes due 2023 295.7 295.3 0.4
 5.75% Senior Notes due 2024 1,193.7 1,193.2 0.5
 5.75% Senior Notes due 2025 344.3 343.9 0.4
 2.0% Convertible Senior Subordinated Notes due 2043 — 275.7 (275.7)
 Other notes payable 80.1 55.8 24.3
 Capital lease obligations 272.3 279.3 (7.0)
 Long-term debt $ 2,622.4 $ 3,016.4 $ (394.0)
 Debt to Adjusted EBITDA 3.2x 3.8x
 67
 39 Lease Building and Land
 A CON is a regulatory requirement in some states and federal
 jurisdictions that require state authorization prior to proposed
 acquisitions, expansions, or construction of new hospitals. 
59 Own Building and Land
 28 Own Building Only
 IRF Real Estate Portfolio
 126 Inpatient Rehabilitation Hospitals: 8,748 Licensed Beds
 4,486 Licensed Beds
 in CON States
 4,262 Licensed Beds
 in Non-CON States
 1 of the 126 hospitals is nonconsolidated. For that hospital, the
 Company owns the building only. The Company's licensed bed
 count does not include the 51 beds associated with the
 nonconsolidated hospital.
 As of September 30, 2017
 68
    
    In connection with the 2014 acquisition of Encompass Home Health and Hospice:
 • Certain members of that management team rolled a portion of their pre-
 acquisition equity into the post-acquisition entity (“Home Health Holdings”)
 resulting in a 16.7% ownership interest (the “Rollover Shares”).
 • Home Health Holdings was capitalized with a promissory note to the parent
 company totaling ~$385 million (equal to 5.5x the segment’s 2014 EBITDA).
 This was done to provide the opportunity for leveraged returns on the equity,
 thereby mimicking a private equity transaction structure.
 • To the extent Home Health Holdings needs cash (e.g. acquisitions, capex,
 etc.), such amounts may be added to the principal amount of the note or via 
the creation of new notes. Cash generated from the operations of Home Health
 Holdings may be used to pay interest and principal on the note(s).
 Overview of Rollover Shares Held by Members of the
 Home Health and Hospice Management Team
 Background
 Home Health
 Holdings
 Rollover Shares
 16.7%
 Options
 Holder – The right (but not the obligation) to sell for cash up to 1/3 of the Rollover Shares to the parent after 1/1/18; 
2/3 after 1/1/19; and all outstanding Rollover Shares after 1/1/20
 Company – The right (but not the obligation) to purchase for cash all or any portion of the Rollover Shares after 1/1/20 
upon 20 days prior written notice
 Valuation
 Fair value of the Rollover Shares is determined using the product of Home Health Holdings’ EBITDA for the trailing 
12-month period and a median market price multiple based on a basket of public home health companies and recent
 transactions, less the current balance of the intracompany note(s) to the parent.
 As of September 30, 2017, the value of the Rollover Shares was ~$194 million.
 69
 Information Technology
 70
 IRF Clinical Information System (“CIS”): Improved
 Patient Safety and Streamlined Operational Efficiencies 
Pre-Admission Assessment 
& Approval
 Discharge Planning 
and Patient Education
 •Patient History
 •Problems and Diagnoses 
•Orders and Results
 •Plan of Care
 •Workflow Alerts and Reminders
 •Treatment and Interventions 
Document
 Imaging
 Charge and 
Registration Services
 •Registration
 •Census
 •Coding 
•Billing
 Quality Reporting
 •Uniform Data Systems
 •Clinical Data Warehouse
 •Clinical Intelligence 
Referral Hospitals
 Ancillary Services
 Clinical Notes
 • Physician
 • Nursing
 • Therapy
 • Care Mgmt.
 Integrated and 
Bar-coded Point of Care
 Medication Administration
 Treatment Plan
 • Computerized 
Physician Order 
Entry ("CPOE")
 • Clinical Decision 
Support ("CDS")
 Coordinate Care 
and Engage Patients
 71
 IRF Proprietary Management System: Beacon
 72
 Home Health and Hospice Information System: Homecare Homebase
 Clinical
  HCHB manages the entire patient
 workflow and provides field clinicians
 with access to patient records,
 diagnostic information, and notes from
 prior visits via a mobile application.
  Real-time, customized feedback and
 instructions provided on-site
  Enhances patient data capture and
 database management which aids in
 the development of algorithms that 
can improve the plan of care
 Sales
  Provides real-time market
 intelligence to sales area managers,
 allowing them to quickly identify the
 most valuable referral sources
  Specialty programs integrate
 individual physician protocols into
 HCHB.
 – Creates loyalty and incentives for
 physicians and facilities,
 generating additional future
 referrals
  Web-based portal allows referring
 physicians to easily monitor the care
 and progress of patients and to sign
 orders electronically.
 Compliance
  Field clinicians are required to adhere
 to clinical protocols and physician
 orders, ensuring that proper regulatory
 and compliance procedures are
 followed.
  Internal branch-level audits completed
 three times a year
 – HCHB-generated outputs reviewed
 by management to identify any
 branches requiring additional
 oversight
  Compliance program also involves
 extensive internal training
 Management and Operations
  Best-in-class data management and
 reporting ensures managers have
 access to relevant data needed to make
 correct decisions.
  Rules-based algorithms ensure
 accountability by escalating tasks and
 notifying management when processes
 are delayed.
  Seamless billing with processes in
 place to ensure claim completeness
 Homecare Homebase
 (“HCHB”) was born
 out of the Company's
 operating model;
 HCHB is a leading IT
 platform provider in
 the home health and
 hospice industry.
 Full utilization of
 capabilities in leading-
 edge technology
 embedded in culture,
 driving superior
 clinical, operational
 and financial
 outcomes.
 73
 Operational Metrics
 74
 Salaries and Benefits Hospital-Related Expenses Provision for Doubtful Accounts
 48.6
 20.8
 1.2
 47.9
 20.7
 1.1
 48.3
 20.7
 1.3
 49.4
 20.9
 1.7
 49.4
 20.6
 1.9
 50.3
 20.6
 1.6
 • Salaries and Benefits includes group medical costs and is impacted by
 staffing levels based on patient volumes.
 ◦ Salaries and Benefits in the first nine months of 2017 were impacted by planned
 increases in full-time equivalents (staffing increases at former Reliant hospitals; the
 ramping up of new hospitals) and salary and benefit cost increases.
 • Hospital-related Expenses includes other operating expenses (excluding
 loss on disposal or impairment of assets), supplies, and occupancy costs.
 • Provision for Doubtful Accounts is impacted by reserve activity related to
 the level of pre-payment denials by Medicare Administrative Contractors.
 (see page 75)
 • Employees per Occupied Bed (“EPOB”) is calculated by dividing the
 number of full-time equivalents, including an estimate of full-time equivalents
 from the utilization of contract labor, by the number of occupied beds during
 each period. The number of occupied beds is determined by multiplying the
 number of licensed beds by the Company’s occupancy percentage.
    2012      2013      2014      2015     2016        201    2012      2013      2014      2015     2016         201    2012      2013     2014      2015     2016      
 
IRF Operational Metrics: Expense Efficiencies 
3.43 3.44 3.40 3.41 3.44 3.46
 EPOB
 (Percent of Net Operating Revenues) 
YTD
 2017
 YTD
 2017
 YTD
 2017
 75
 Pre-Payment Claims Denials - Inpatient Rehabilitation Segment
 Impact to Income Statement
 Period New Denials
 Collections of
 Previously
 Denied Claims
 Bad Debt
 Expense for
 New Denials
 Update of
 Reserve for
 Prior
 Denials
 (In Millions)
 Q3 2017 $7.4 $(6.2) $2.2 $—
 Q2 2017 16.5 (7.7) 4.9 —
 Q1 2017 19.0 (5.9) 5.7 —
 Q4 2016 17.8 (4.4) 5.4 0.5
 Q3 2016 15.7 (8.5) 4.6 —
 Q2 2016 18.7 (4.9) 4.6 —
 Q1 2016 22.7 (8.4) 6.0 —
 Q4 2015 22.5 (4.1) 5.6 (1.3)
 Q3 2015 22.0 (4.1) 5.9 (1.1)
 Q2 2015 18.2 (3.8) 4.9 —
 Q1 2015 16.3 (3.0) 4.2 —
 Impact to Balance Sheet
 Sept. 30,
 2017
 Dec. 31,
 2016
 Dec. 31,
 2015
 (In Millions)
 Pre-payment claims denials $ 173.0 $ 159.7 $ 114.8
 Recorded reserves (51.9) (47.9) (31.2)
 Net accounts receivable from
 pre-payment claims denials $ 121.1 $ 111.8 $ 83.6
 Background
  For several years, under programs designated as “widespread probes,”
 certain Medicare Administrative Contractors (“MACs”) have conducted pre-
 payment claim reviews and denied payment for certain diagnosis codes.
  HealthSouth appeals most denials. On claims it takes to an administrative
 law judge (“ALJ”), HealthSouth historically has experienced an approximate
 70% success rate.
 – MACs identify medical documentation issues as a leading basis for
 denials.
 – HealthSouth's investment in clinical information systems and its medical
 services department has further improved its documentation and reduced
 technical denials.
 – However, MACs and other HHS contractors continue to issue denials
 without regulatory basis.
  By statute, ALJ decisions are due within 90 days of a request for hearing, but
 appeals are taking years. HHS has implemented rule changes to address the
 backlog of appeals, but their effect is uncertain.
  Last year, a federal court ordered HHS to eliminate the backlog by the end of
 CY 2020. HHS continues to object that it cannot clear the backlog in the
 timeframe established by the court. Although HHS remains bound by the
 order, the courts are considering how HHS will comply.
  All Medicare providers continue to experience delays. The backlog is growing
 because the ALJs receive one year's worth of appeals every four to six
 weeks, according to HHS.
 – Currently, ALJs are hearing HealthSouth appeals from claims denied up to
 seven years ago.
  In summer 2017, CMS announced the Targeted Probe and Educate (“TPE”)
 initiative, which is expected to be rolled out nationwide by year end. For more
 information regarding TPE, see https://www.cms.gov/Research-Statistics-
 Data-and-Systems/Monitoring-Programs/Medicare-FFS-Compliance-
 Programs/Medical-Review/Targeted-Probe-and-EducateTPE.html
  Effective February 2018, Palmetto GBA will assume responsibilities for
 Cahaba’s MAC jurisdiction. See announcement from CMS at https://
 www.cms.gov/Medicare/Medicare-Contracting/Medicare-Administrative-
 Contractors/Downloads/JurisdictionJAwardFactSheet-09082017.pdf
 HealthSouth reserves pre-payment claim denials via the provision for
 doubtful accounts upon notice from a MAC a claim is under review.
 The Company currently has 75 hospitals under Cahaba's MAC
 jurisdiction.
 76
 Inpatient Rehabilitation Operational and Labor Metrics
 * The decrease in licensed beds from Q1 2016 to Q2 2016 was due to the sale of the hospital in Beaumont, TX (61 beds).
 Refer to pages 116-120 for end notes.
 Q3 Q2 Q1 Q4 Q3 Q2 Q1 Full Year
 2017 2017 2017 2016 2016 2016 2016 2016
 (In Millions)
 Net patient revenue-inpatient $ 768.6 $ 762.9 $ 766.2 $ 740.9 $ 724.1 $ 721.2 $ 719.4 $ 2,905.5
 Net patient revenue-outpatient and other revenues 26.2 27.1 26.3 26.7 27.6 31.4 29.8 115.6
 Net operating revenues $ 794.8 $ 790.0 $ 792.5 $ 767.6 $ 751.7 $ 752.6 $ 749.2 $ 3,021.1
 (Actual Amounts)
 Discharges(22) 42,948 42,805 42,259 41,474 41,368 41,365 41,098 165,305
 Net patient revenue per discharge $ 17,896 $ 17,823 $ 18,131 $ 17,864 $ 17,504 $ 17,435 $ 17,505 $ 17,577
 Outpatient visits 138,689 153,415 152,454 154,311 158,981 164,761 162,649 640,702
 Average length of stay 12.8 12.7 12.9 12.8 12.7 12.6 12.9 12.8
 Occupancy % 68.2% 69.3% 71.0% 67.8% 67.8% 68.2% 68.9% 67.8%
 # of licensed beds* 8,748 8,641 8,528 8,504 8,441 8,430 8,481 8,504
 Occupied beds 5,966 5,988 6,055 5,766 5,723 5,749 5,843 5,766
 Full-time equivalents (FTEs)(23) 20,740 20,474 20,254 19,930 19,663 19,503 19,352 19,612
 Contract labor 235 251 260 245 241 205 194 221
 Total FTE and contract labor 20,975 20,725 20,514 20,175 19,904 19,708 19,546 19,833
 EPOB(24) 3.52 3.46 3.39 3.50 3.48 3.43 3.35 3.44
 77
 Home Health and Hospice Operational Metrics
 Refer to pages 116-120 for end notes.
 Q3 Q2 Q1 Q4 Q3 Q2 Q1 Full Year
 2017 2017 2017 2016 2016 2016 2016 2016
 (In Millions)
 Net home health revenue $ 181.2 $ 172.9 $ 165.3 $ 165.2 $ 162.0 $ 157.1 $ 150.9 $ 635.2
 Net hospice and other revenue 19.6 18.4 17.0 17.1 13.1 11.0 9.7 50.9
 Net operating revenues $ 200.8 $ 191.3 $ 182.3 $ 182.3 $ 175.1 $ 168.1 $ 160.6 $ 686.1
 Home Health: (Actual Amounts)
 Admissions(25) 31,471 30,823 30,810 27,957 27,239 25,753 25,763 106,712
 Recertifications 24,396 22,568 20,546 21,422 20,888 20,432 19,453 82,195
 Episodes 53,757 52,101 49,260 49,253 46,866 45,774 43,844 185,737
 Average revenue per episode $ 3,022 $ 2,989 $ 2,991 $ 3,023 $ 3,032 $ 3,033 $ 3,035 $ 3,031
 Episodic visits per episode 17.7 18.1 18.7 18.4 19.0 18.9 19.1 18.8
 Total visits 1,101,109 1,095,225 1,070,356 1,033,502 1,001,021 967,968 937,804 3,940,295
 Cost per visit $ 76 $ 73 $ 75 $ 76 $ 75 $ 73 $ 73 $ 74
 Hospice:
 Admissions(26) 1,273 1,114 1,128 996 832 785 724 3,337
 Patient days 123,491 113,028 108,717 104,183 83,628 71,277 63,431 322,519
 Revenue per day $ 159 $ 162 $ 157 $ 164 $ 157 $ 154 $ 153 $ 158
 78
 Payment Sources (Percent of Revenues)
 Inpatient
 Rehabilitation
 Segment
 Home Health
 and Hospice
 Segment
 Consolidated
 Q3 Q3 Q3 9 Months Full Year
 2017 2016 2017 2016 2017 2016 2017 2016 2016
 Medicare 73.3% 73.3% 85.2% 81.8% 75.7% 74.8% 75.3% 75.0% 75.2%
 Medicare Advantage 8.1% 7.6% 9.6% 8.8% 8.4% 7.9% 8.7% 7.9% 7.9%
 Managed care 10.7% 11.4% 3.9% 4.5% 9.4% 10.1% 9.6% 9.9% 9.8%
 Medicaid* 3.4% 3.0% 1.1% 4.7% 2.9% 3.3% 2.8% 3.3% 3.2%
 Other third-party payors 1.6% 1.8% —% —% 1.3% 1.5% 1.3% 1.4% 1.4%
 Workers’ compensation 0.9% 1.0% —% —% 0.7% 0.8% 0.7% 0.8% 0.8%
 Patients 0.6% 0.6% 0.1% 0.1% 0.5% 0.5% 0.5% 0.5% 0.5%
 Other income 1.4% 1.3% 0.1% 0.1% 1.1% 1.1% 1.1% 1.2% 1.2%
 Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
 * In Q4 2016, the home health and hospice segment sold its pediatric home health assets. As a result, the
 segment’s percentage of Medicaid has declined.
 79
 Industry Structure
 80
 Overall Healthcare Spending
 Hospital Care 
Includes Inpatient Rehabilitation, Long-Term Care Hospitals
 $840.2
 $163.3
 $88.8
 $432.0
 Nursing Care Facilities and Continuing Care Retirement Communities
 Professional Services
 Other Health, Residential and Personal Care
 Home Health Care
 Retail of Medical Products
 $154.7
 (billions)
 Personal Healthcare: $2,717.
 2
 Investment
 Net Cost of Health InsuranceGovernment Public Health
 Government Administration
 $1,036.1
 $156.8
 Source: Centers for Medicare & Medicaid Services, National Health Expenditure Data (Historical), Table 2 - 2015
 * Excludes Net Cost of Health Insurance
 National Healthcare Spending: $3,205.6 billion in 2015
 $42.6
 $80.9
 Health Consumption Spending*: $2,840.
 7
 81 Source: Centers for Medicare & Medicaid Services, Medicare Trustee’s Report July 2016 – page 10; and 
MedPAC, Medicare Payment Policy, March 2017 - pages 197, 231, 257, 289, and 317
 Medicare 2015 Spending = $647.6 Billion
 $  29.8B Skilled Nursing
 $141.7B Inpatient Hospital
 $70.3B Physician Payments
 $46.5B Outpatient Hospital
 $18.1B Home Health
 $15.9B Hospice
 $63.5B Other Services
 $172.3B Medicare Managed
                 Care
 $89.5B Outpatient Rx
 $7.4B (1%)  
Inpatient Rehabilitation Hospitals
 (Included in Inpatient Hospitals)
 14%
 3%
 7%
 10%
 11% 26%
 22%
 Medicare Part A
 Medicare Part B
 Medicare Parts A&B
 Medicare Part C
 Medicare Part D
 5%
 Inpatient hospital includes spending for acute care hospitals along with inpatient rehabilitation and long-term acute care hospital services.
 In 2015, Medicare spent $7.4 billion and $5.3 billion, respectively for inpatient rehabilitation and long-term acute care hospital services.
  
2%
 82
 Preventive 
Routine health care
 (screenings, check-
 ups, patient
 counseling) to
 prevent illnesses,
 disease, or other
 health problems.
 Home health and
 care management
 services to prevent
 or reduce acute
 admissions.
 Continuum of Healthcare Services
 Acute
 Medical
 treatment of
 diseases for
 which a patient
 is treated for a
 brief but severe
 episode of
 illness
 Ambulatory
 Medical care
 delivered on an
 outpatient basis
 (blood tests, X-
 rays, endoscopy,
 certain biopsies,
 certain surgical
 procedures)
 Post-Acute
 Medical care
 provided after a
 period of acute
 care (long-term
 acute care,
 inpatient
 rehabilitation, 
skilled nursing,
 home health)
 Palliative
 Medical care 
 that is focused
 on providing
 relief from the
 symptoms and
 stress of a
 serious illness
 (hospice)
 83
 Post-Acute Care Services
 Acute Care
 Hospital
 Home 
Health
 Long-Term
 Acute Care
 Hospital
 Inpatient
 Rehabilitation
 Facility
 Skilled
 Nursing
 Facility
 Discharge
 Medicare Spending (billions) $5.3 $7.4 $29.8 $18.1*
 # of Discharges ~131,000 ~381,000 ~2,400,000 ~3,500,000
 Length of Stay 26.6 days 12.7 days 38.5 days N/A
 # of Providers ~430 ~1,200 ~15,000 ~12,300
 Facility Ownership Mix**
 For-Profit (79%)
 Non-Profit (17%)
 Gov't (4%)
 For-Profit (30%)
 Non-Profit (58%)
 Gov't (12%)
 For-Profit (70%)
 Non-Profit (24%)
 Gov't (6%)
 For-Profit (78%)
 Non-Profit (22%)
 Hospital vs. Free-standing N/A Free-Standing (22%)Hospital Based (78%)
 Free-Standing (95%)
 Hospital Based (5%)
 Free-Standing (85%)
 Hospital Based (15%)
 Rural vs. Urban** Urban (95%)Rural (5%)
 Urban (86%)
 Rural (14%)
 Urban (72%)
 Rural (28%)
 Urban (83%)
 Rural (17%)
 (Lowest Acuity)(Highest Acuity)
 Source: MedPAC, Medicare Payment Policy, March 2017 - pages 197, 201, 216, 217, 231, 247, 257, 270, 271, 289,
 298, and 300; MedPAC, Health Care Spending and the Medicare Program, June 2017 - pages 121
 * Not all home health spending occurs as a post-acute service.
 ** Facility Ownership Mix / Rural vs. Urban - home health data represents freestanding agencies only.
 84
 $35
 $30
 $25
 $20
 $15
 $10
 $5
 $0
 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
 Medicare Spending on Post-Acute Services
 Post-Acute
 Settings
 2015
 Medicare
 Margin**
 Projected
 2017
 Medicare
 Margin**
 12.6%           10.6%
 15.6%           13.7%
 13.9%           14.3%
  4.6%             5.4%
  
Skilled nursing facilities
 Home health agencies*
 Inpatient rehabilitation 
facilities
 Long-term acute care
 hospitals
 Inpatient rehabilitation
 spending (% of total
 Medicare spending)
 6
 3
 0
 (P
 er
 ce
 nt
 )
 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
 1.8 2.1 2.2 2.1 1.9 1.5 1.4 1.3 1.2 1.2 1.2 1.2 1.2 1.2 1.1
 3.2
 3.6 3.6 3.5 3.7
 3.2 3.6 3.6 3.8 3.7 3.4 3.3 3.1 2.9 2.8
 Home health spending*
 (% of total Medicare
 spending)
 Total Medicare Spending on Post-Acute Services ~$61 billion in 2015
 Source: MedPAC, Medicare Payment Policy, March 2017 – pages 197, 198, 231, 232, 257, 258, 289, 290, and 291;
 MedPAC, Health Care Spending and the Medicare Program, June 2017 – page 112 
* Not all home health spending occurs as a post-acute service.
 ** 2015 Medicare Margin / Projected 2017 Medicare Margin - home health data represents freestanding agencies only.
 85 Source: MedPAC, Medicare Payment Policy, March 2017 - pages 208, 216, 217, 271, and 275
 Different Levels of Services
 Rehab Hospital Nursing Home
 Average length of stay                             = 12.7 days Average length of stay                                         = 38.5 days
 Discharge to community                          = 76.0% Discharge to community                       = 38.8%
 Requirements: Requirements:
 Rehab hospitals must also satisfy regulatory/policy requirements for
 hospitals, including Medicare hospital conditions of participation.
 No similar requirement; Nursing homes are regulated as nursing
 homes only
 All patients must be admitted by a rehab physician. No similar requirement
 Rehab physicians must re-confirm each admission w/n 24 hours. No similar requirement
 All patients, regardless of diagnoses/condition, must demonstrate need
 and receive at least three hours of daily intensive therapy.
 No similar requirement
 All patients must see a rehabilitation physician “in person” at least three
 times weekly.
 No similar requirement; some SNF patients may go a week or
 longer without seeing a physician, and often a non-rehabilitation
 physician.
 Rehab hospitals required to provide 24 hour, 7 days per week nursing
 care; many nurses are RNs and rehab nurses. No similar requirement
 Rehab hospitals are required to use a coordinated interdisciplinary team
 approach led by a rehab physician; includes a rehab nurse, a case
 manager, and a licensed therapist from each therapy discipline who must
 meet weekly to evaluate/discuss each patient’s case.
 No similar requirement; Nursing homes are not required to
 provide care on a interdisciplinary basis and are not required to
 hold regular meetings for each patient.
 Rehab hospitals are required to follow stringent admission/coverage
 policies and must carefully document justification for each admission;
 further restricted in number/type of patients (60% Rule). 
Nursing homes have comparatively few policies governing the
 number or types of patients they treat.
 86
 Supply of IRFs is Relatively Stable
  
Average Annual Change
 Share of
 Medicare
 DischargesType of IRF 2004 2006 2008 2010 2013 2014 2015 2006-2013 2013-2015
 All IRFs 100% 1,221 1,225 1,202 1,179 1,161 1,177 1,182 -0.8% 0.9%
 Urban 92 1,024 1,018 1,001 981 977 1,013 1,020 -0.6 2.2
 Rural 8 197 207 201 198 184 164 162 -1.7 -6.2
 Freestanding 48 217 217 221 233 243 251 262 1.6 3.8
 Hospital based 52 1,004 1,008 981 946 918 926 920 -1.3 0.1
 Nonprofit 42 768 758 738 729 677 681 681 -1.6 0.3
 For profit 50 292 299 291 294 322 338 352 1.1 4.6
 Government 7 161 168 173 156 155 149 138 -1.1 -5.6
 Source: MedPAC, Medicare Payment Policy, March 2017 - page 270
 87
 Inpatient Rehabilitation Sector Margins
 Share of
 Medicare
 discharges Margins
 Type of IRF 2015 2004 2006 2008 2010 2012 2013 2014 2015
 All IRFs 100% 16.7% 12.5% 9.3% 8.6% 11.2% 11.5% 12.5% 13.9%
 Urban 92 17.0 12.8 9.6 9.0 11.6 11.9 12.9 14.2
 Rural 8 13.2 10.0 6.9 4.7 6.5 6.0 6.4 8.6
 Freestanding 48 24.7 17.5 18.2 21.4 23.9 24.6 25.3 26.7
 Hospital based 52 12.2 9.9 3.9 -0.6 0.6 -0.1 1.1 2.0
 Nonprofit 42 12.8 10.9 5.3 2.1 2.4 1.2 2.3 3.6
 For profit 50 24.4 16.3 16.9 19.6 22.9 23.6 24.0 25.0
 Government 7 N/A N/A N/A N/A N/A N/A N/A N/A
 Number of beds
 1 to 10 2 3.7 -3.6 -4.9 -10.3 -6.8 -11.3 -10.4 -7.8
 11 to 24 22 10.5 7.3 1.2 -3.3 -1.3 -0.8 -0.2 -0.5
 25 to 64 47 18.3 13.7 10.1 10.6 12.2 13.2 14.4 16.1
 65 or more 28 21.5 17.8 17.3 17.5 21.0 20.0 20.7 22.7
 Source: MedPAC, Medicare Payment Policy, March 2017 - page 280
 88
 Inpatient Rehabilitation Standardized Comparison of Costs
 Type of IRF
 Median Standardized
 Cost Per Discharge
 All IRFs $14,960
 Hospital based 15,847
 Freestanding 11,436
 Nonprofit 15,574
 For profit 12,960
 Government 16,601
 Urban 14,608
 Rural 17,724
 Number of beds
    1 to 10 18,085
    11 to 24 16,169
    25 to 64 13,619
    65 or more 11,621
 Quartile
 Characteristic Low Cost High Cost
 Percent:
   Hospital based 36% 94%
   Freestanding 64 6
   Nonprofit 29 59
   For profit 67 23
   Government 4 18
   Urban 93 71
   Rural 7 29
 Median Medicare Margin:
   All 28.5% -22.0%
   Hospital based 22.1 -22.0
   Freestanding 32.0 -25.0
 Median:
   Number of beds 50 17
   Occupancy rate 74% 49%
   Case-mix index 1.30 1.23
 Median costs per discharge:
   All $11,124 $19,443
   Hospital based 11,756 19,434
   Freestanding 10,610 19,881
 Median standardized
 costs per discharge are
 lower for freestanding
 IRFs and larger facilities.
 High margin IRFs 
(both hospital-based
 and freestanding) are
 concentrated in the
 low-cost quartile of
 standardized costs.
 Source: MedPAC, Medicare Payment Policy, March 2017 - page 278 and 279
 89
 “60% Rule”: Medicare Regulation for Rehabilitation Hospitals
 1983
 1983: 75% Rule
 established –
 Requires 75% of IRF
 patients to have a
 qualifying condition if
 the IRF is to maintain
 reimbursement on a
 “cost plus” basis vs.
 “prospective”
 ( i.e., fixed) basis.
 2002                    2004                          2007
 2002: IRF
 reimbursement
 transitions to
 prospective
 payment system
 (“PPS”)
 2002: CMS suspends
 75% Rule
 implementation
 2004: “New” 75%
 Rule initiated with a
 “new” list of
 “qualifying
 conditions”
 2007: 75% Rule
 permanently changed to
 “60% Rule” with passage
 of “Medicare, Medicaid &
 SCHIP Extension Act of
 2007”
 Paid for through a
 Medicare price rollback &
 18-month freeze from
 4/1/2008 to 9/30/2009
 The 60% Rule requires at least 60% of all patients admitted must have at least
 one medical diagnosis or functional impairment from a list of 13 compliant
 conditions (a.k.a. "compliant conditions" or "CMS-13").
 90
 1. Stroke
 2. Brain injury
 3. Amputation
 4. Spinal cord
 5. Fracture of the femur
 6. Neurological disorder
 7. Multiple trauma
 8. Congenital deformity
 9. Burns
 IRF Qualifying Conditions
 1. Stroke
 2. Brain injury
 3. Amputation
 4. Spinal cord
 5. Fracture of the femur
 6. Neurological disorder
 7. Multiple trauma
 8. Congenital deformity
 9. Burns
 10. Osteoarthritis (after less intensive setting)
 11. Rheumatoid arthritis (after less intensive setting) 
12. Joint replacement
 13. Systemic vasculidities (after less-intensive
 setting)
 Original Qualifying Conditions Current Qualifying Conditions
 § Bilateral
 § Age ≥ 85
 § Body Mass Index >50
 10. Polyarthritis (includes "joint
 replacement")
 Became
 91
 Inpatient Rehabilitation Outlier Payments(12)
            # of Hospitals Total Outlier Payments  Avg Outlier Payment per Discharge
 Hospital
 Deciles HLS
 Non-
 HLS Total HLS Non-HLS Total  % HLS Non-HLS Total
 90-100 — 114 114 $ — $ 126,369,880 $ 126,369,880 50.5%  N/A $ 2,733 $ 2,733
 80-90 1 113 114 $ 358,714 $ 47,373,108 $ 47,731,822 19.1% $ 435 $ 1,475 $ 1,449
 70-80 1 113 114 $ 218,625 $ 28,361,135 $ 28,579,760 11.4% $ 305 $ 921 $ 907
 60-70 3 111 114 $ 454,703 $ 18,001,296 $ 18,455,999 7.4% $ 192 $ 512 $ 491
 50-60 9 105 114 $ 941,985 $ 11,092,159 $ 12,034,144 4.8% $ 105 $ 367 $ 307
 40-50 9 105 114 $ 574,291 $ 7,217,299 $ 7,791,590 3.1% $ 63 $ 279 $ 223
 30-40 16 98 114 $ 773,886 $ 4,404,167 $ 5,178,053 2.1% $ 48 $ 178 $ 126
 20-30 24 90 114 $ 631,125 $ 2,437,454 $ 3,068,579 1.2% $ 26 $ 114 $ 67
 10-20 34 80 114 $ 359,168 $ 821,588 $ 1,180,756 0.5% $ 11 $ 44 $ 23
 0-10 26 88 114 $ 12,917 $ 50,396 $ 63,313 —% $ 1 $ 2 $ 1
 Totals 123 1,017 1,140 $ 4,325,414 $ 246,128,482 $ 250,453,896 100.0%
 Refer to pages 116-120 for end notes. 
  More      Efficient     Less
  
Outlier Observations:
 • 10% of IRFs receive 50% of the outlier payments; none of the 10% are the Company's IRFs. 
• The Company receives 1.7% of the IRF outlier payments despite treating approx. 29% of the
 Medicare patients/discharges.
 • As a result of outlier payments, CMS pays the Company approx. $822 less per discharge than other
 providers.
 • Capping the IRF industry outlier payments at 10% of each hospital's total Medicare payments could
 save Medicare approx. $632 million over 10 years.
 92
 Segment Operating Results
 93
 Inpatient Rehabilitation Segment Adjusted EBITDA
 Q3 Q2 Q1 Q4 Q3 Q2 Q1 Full Year
 2017 2017 2017 2016 2016 2016 2016 2016
 Net operating revenues: (In Millions)
 Inpatient $ 768.6 $ 762.9 $ 766.2 $ 740.9 $ 724.1 $ 721.2 $ 719.4 $ 2,905.5
 Outpatient and other 26.2 27.1 26.3 26.7 27.6 31.4 29.8 115.6
 Total segment revenue 794.8 790.0 792.5 767.6 751.7 752.6 749.2 3,021.1
 Less: Provision for doubtful accounts (11.3) (12.4) (14.7) (13.2) (13.7) (14.5) (15.6) (57.0)
 Net operating revenues less provision for
 doubtful accounts 783.5 777.6 777.8 754.4 738.0 738.1 733.6 2,964.1
 Operating expenses:
 Salaries and benefits (403.2) (394.3) (398.2) (386.2) (371.2) (366.1) (369.9) (1,493.4)
 % of revenue 50.7% 49.9% 50.2% 50.3% 49.4% 48.6% 49.4% 49.4%
 Other operating expenses(a) (117.4) (112.9) (111.8) (109.8) (110.1) (106.8) (104.8) (431.5)
 Supplies (33.1) (33.8) (33.7) (32.7) (31.9) (31.8) (32.4) (128.8)
 Occupancy costs (15.7) (15.5) (15.1) (15.2) (15.0) (15.4) (15.6) (61.2)
 (166.2) (162.2) (160.6) (157.7) (157.0) (154.0) (152.8) (621.5)
 % of revenue 20.9% 20.5% 20.3% 20.5% 20.9% 20.5% 20.4% 20.6%
 Equity in nonconsolidated affiliates 1.9 1.8 1.9 2.4 2.3 2.2 2.2 9.1
 Other income 1.0 0.9 1.0 0.8 0.8 0.7 0.6 2.9
 Noncontrolling interests (16.7) (15.4) (16.5) (16.1) (14.3) (16.8) (16.8) (64.0)
 Segment Adjusted EBITDA $ 200.3 $ 208.4 $ 205.4 $ 197.6 $ 198.6 $ 204.1 $ 196.9 $ 797.2
 In arriving at Adjusted EBITDA, the following
 was excluded:
 (a) Loss (gain) on disposal of assets $ 3.1 $ 0.8 $ (0.4) $ 2.0 $ 1.6 $ 0.2 $ 0.5 $ 4.3
 Reconciliations to GAAP provided on pages 98-114.
 94
 Home Health and Hospice Segment Adjusted EBITDA
 Q3 Q2 Q1 Q4 Q3 Q2 Q1 Full Year
 2017 2017 2017 2016 2016 2016 2016 2016
 Net operating revenues: (In Millions)
 Home health revenue $ 181.2 $ 172.9 $ 165.3 $ 165.2 $ 162.0 $ 157.1 $ 150.9 $ 635.2
 Hospice revenue 19.6 18.4 17.0 17.1 13.1 11.0 9.7 50.9
 Total segment revenue 200.8 191.3 182.3 182.3 175.1 168.1 160.6 686.1
 Less: Provision for doubtful accounts (1.3) (1.3) (1.7) (1.3) (1.1) (0.9) (0.9) (4.2)
 Net operating revenues less provision for
 doubtful accounts 199.5 190.0 180.6 181.0 174.0 167.2 159.7 681.9
 Operating expenses(a)
 Cost of services (93.5) (88.7) (89.0) (89.7) (86.8) (81.6) (78.4) (336.5)
 % of revenue 46.6% 46.4% 48.8% 49.2% 49.6% 48.5% 48.8% 49.0%
 Support and overhead costs (68.9) (67.7) (66.8) (62.7) (59.5) (58.0) (57.0) (237.2)
 % of revenue 34.3% 35.4% 36.6% 34.4% 34.0% 34.5% 35.5% 34.6%
 (162.4) (156.4) (155.8) (152.4) (146.3) (139.6) (135.4) (573.7)
 % of revenue 80.9% 81.8% 85.5% 83.6% 83.6% 83.0% 84.3% 83.6%
 Equity in net income of nonconsolidated
 affiliates 0.2 0.2 0.2 0.1 0.2 0.2 0.2 0.7
 Noncontrolling interests (2.5) (1.0) (1.1) (0.7) (2.1) (1.8) (1.9) (6.5)
 Segment Adjusted EBITDA $ 34.8 $ 32.8 $ 23.9 $ 28.0 $ 25.8 $ 26.0 $ 22.6 $ 102.4
 In arriving at Adjusted EBITDA, the following
 was excluded:
 (a) Gain on disposal of assets $ (0.1) $ — $ (0.1) $ (3.3) $ — $ — $ (0.3) $ (3.6)
 Reconciliations to GAAP provided on pages 98-114.
 95
 Segment Operating Results
 Reconciliations to GAAP provided on pages 98-114.
 Q3 2017 Q3 2016
 IRF
 Home
 Health and
 Hospice Reclasses
 HealthSouth
 Consolidated IRF
 Home
 Health and
 Hospice Reclasses
 HealthSouth
 Consolidated
 Net operating revenues $ 794.8 $ 200.8 $ — $ 995.6 $ 751.7 $ 175.1 $ — $ 926.8
 Less: Provision for doubtful accounts (11.3) (1.3) — (12.6) (13.7) (1.1) — (14.8)
 783.5 199.5 — 983.0 738.0 174.0 — 912.0
 Operating Expenses:
 Inpatient Rehabilitation:
 Salaries and benefits (403.2) — (138.9) (542.1) (371.2) — (126.2) (497.4)
 Other operating expenses(a) (117.4) — (17.2) (134.6) (110.1) — (14.6) (124.7)
 Supplies (33.1) — (3.4) (36.5) (31.9) — (2.9) (34.8)
 Occupancy (15.7) — (2.9) (18.6) (15.0) — (2.6) (17.6)
 Home Health and Hospice:
 Cost of services sold (excluding
 depreciation and amortization) — (93.5) 93.5 — — (86.8) 86.8 —
 Support and overhead costs — (68.9) 68.9 — — (59.5) 59.5 —
 (569.4) (162.4) — (731.8) (528.2) (146.3) — (674.5)
 Other income 1.0 — — 1.0 0.8 — — 0.8
 Equity in net income of nonconsolidated
 affiliates 1.9 0.2 — 2.1 2.3 0.2 — 2.5
 Noncontrolling interest (16.7) (2.5) — (19.2) (14.3) (2.1) — (16.4)
 Segment Adjusted EBITDA $ 200.3 $ 34.8 $ — 235.1 $ 198.6 $ 25.8 $ — 224.4
 General and administrative expenses(b) (30.5) (26.0)
 Adjusted EBITDA $ 204.6 $ 198.4
 In arriving at Adjusted EBITDA, the following were excluded:
 (a) Loss (gain) on disposal of assets $ 3.1 $ (0.1) $ — $ 3.0 $ 1.6 $ — $ — $ 1.6
 (b) Stock-based compensation — — — 9.2 — — — 4.3
 96
 Segment Operating Results
 Nine Months Ended September 30, 2017 Nine Months Ended September 30, 2016
 IRF
 Home
 Health and
 Hospice Reclasses
 HealthSouth
 Consolidated IRF
 Home
 Health and
 Hospice Reclasses
 HealthSouth
 Consolidated
 Net operating revenues $ 2,377.3 $ 574.4 $ — $ 2,951.7 $ 2,253.5 $ 503.8 $ — $ 2,757.3
 Less: Provision for doubtful accounts (38.4) (4.3) — (42.7) (43.8) (2.9) — (46.7)
 2,338.9 570.1 — 2,909.0 2,209.7 500.9 — 2,710.6
 Operating Expenses:
 Inpatient Rehabilitation:
 Salaries and benefits (1,195.7) — (404.3) (1,600.0) (1,107.2) — (362.4) (1,469.6)
 Other operating expenses(a) (342.1) — (51.8) (393.9) (321.7) — (43.3) (365.0)
 Supplies (100.6) — (10.0) (110.6) (96.1) — (8.1) (104.2)
 Occupancy (46.3) — (8.5) (54.8) (46.0) — (7.5) (53.5)
 Home Health and Hospice:
 Cost of services sold (excluding
 depreciation and amortization) — (271.2) 271.2 — — (246.8) 246.8 —
 Support and overhead costs — (203.4) 203.4 — — (174.5) 174.5 —
 (1,684.7) (474.6) — (2,159.3) (1,571.0) (421.3) — (1,992.3)
 Other income 2.9 — — 2.9 2.1 — — 2.1
 Equity in net income of nonconsolidated
 affiliates 5.6 0.6 — 6.2 6.7 0.6 — 7.3
 Noncontrolling interest (48.6) (4.6) — (53.2) (47.9) (5.8) — (53.7)
 Segment Adjusted EBITDA $ 614.1 $ 91.5 $ — 705.6 $ 599.6 $ 74.4 $ — 674.0
 General and administrative expenses(b) (90.7) (79.2)
 Adjusted EBITDA $ 614.9 $ 594.8
 In arriving at Adjusted EBITDA, the following were excluded:
 (a) Loss (gain) on disposal of assets $ 3.5 $ (0.2) $ — $ 3.3 $ 2.3 $ (0.3) $ — $ 2.0
 (b) Stock-based compensation — — — 37.9 — — — 17.4
 Reconciliations to GAAP provided on pages 98-114.
 97
 Segment Operating Results
 Year Ended December 31, 2016
 IRF
 Home Health
 and Hospice Reclasses
 HealthSouth
 Consolidated
 Net operating revenues $ 3,021.1 $ 686.1 $ — $ 3,707.2
 Less: Provision for doubtful accounts (57.0) (4.2) — (61.2)
 2,964.1 681.9 — 3,646.0
 Operating Expenses:
 Inpatient Rehabilitation:
 Salaries and benefits (1,493.4) — (492.5) (1,985.9)
 Other operating expenses(a) (431.5) — (59.9) (491.4)
 Supplies (128.8) — (11.2) (140.0)
 Occupancy (61.2) — (10.1) (71.3)
 Home Health and Hospice:
 Cost of services sold (excluding depreciation and amortization) — (336.5) 336.5 —
 Support and overhead costs — (237.2) 237.2 —
 (2,114.9) (573.7) — (2,688.6)
 Other income 2.9 — — 2.9
 Equity in net income of nonconsolidated affiliates 9.1 0.7 — 9.8
 Noncontrolling interest (64.0) (6.5) — (70.5)
 Segment Adjusted EBITDA $ 797.2 $ 102.4 $ — 899.6
 General and administrative expenses(b) (106.0)
 Adjusted EBITDA $ 793.6
 In arriving at Adjusted EBITDA, the following were excluded:
 (a) Loss (gain) on disposal of assets $ 4.3 $ (3.6) $ — $ 0.7
 (b) Stock-based compensation expense — — — 27.4
 Reconciliations to GAAP provided on pages 98-114.
 98
 Reconciliations to GAAP
 and Share Information
 99
 2017
 Q1 Q2 Q3 9 Months
 (in millions, except per share data) Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share
 Net Income $ 84.4 $ 79.4 $ 85.1 $ 248.9
 Loss (income) from disc ops, net of tax, attributable to HealthSouth 0.3 (0.2) 0.1 0.2
 Net income attributable to noncontrolling interests (17.6) (16.4) (19.2) (53.2)
 Income from continuing operations attributable to
 HealthSouth* 67.1 $ 0.70 62.8 $ 0.66 66.0 $ 0.67 195.9 $ 2.08
 Provision for income tax expense 39.7 28.6 43.1 111.4
 Interest expense and amortization of debt discounts and fees 41.3 40.4 36.8 118.5
 Depreciation and amortization 45.2 45.8 46.2 137.2
 Loss on early extinguishment of debt — 10.4 0.3 10.7
 Net noncash (gain) loss on disposal of assets (0.5) 0.8 3.0 3.3
 Stock-based compensation expense 8.0 20.7 9.2 37.9
 Adjusted EBITDA $ 200.8 $ 209.5 $ 204.6 $ 614.9
 Weighted average common shares outstanding:
 Basic 88.8 90.3 97.8 92.3
 Diluted 99.0 98.9 99.0 99.1
 Reconciliation of Net Income to Adjusted EBITDA(1)
 * Per share amounts for each period presented are based on diluted weighted-average shares outstanding.
 Refer to pages 116-120 for end notes.
 100
 2016
 Q1 Q2 Q3 Q4 Full Year
 (in millions, except per share data) Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share
 Net Income $ 76.7 $ 81.2 $ 78.1 $ 82.1 $ 318.1
 Loss (income) from disc ops, net of tax, attributable
 to HealthSouth 0.1 0.1 0.1 (0.3) —
 Net income attributable to noncontrolling interests (18.7) (18.6) (16.4) (16.8) (70.5)
 Income from continuing operations attributable
 to HealthSouth* 58.1 $ 0.61 62.7 $ 0.65 61.8 $ 0.64 65.0 $ 0.68 247.6 $ 2.59
 Professional fees — accounting, tax, and legal 0.2 1.7 — — 1.9
 Provision for income tax expense 39.7 42.4 42.1 39.7 163.9
 Interest expense and amortization of debt discounts
 and fees 44.6 43.4 42.5 41.6 172.1
 Depreciation and amortization 42.4 42.9 43.5 43.8 172.6
 Loss on early extinguishment of debt 2.4 2.4 2.6 — 7.4
 Net noncash loss (gain) on disposal of assets 0.2 0.2 1.6 (1.3) 0.7
 Stock-based compensation expense 4.5 8.6 4.3 10.0 27.4
 Adjusted EBITDA $ 192.1 $ 204.3 $ 198.4 $ 198.8 $ 793.6
 Weighted average common shares outstanding:
 Basic 89.5 89.3 89.1 88.6 89.1
 Diluted 99.4 99.4 99.4 99.2 99.5
 * Per share amounts for each period presented are based on diluted weighted-average shares outstanding.
 Refer to pages 116-120 for end notes.
 Reconciliation of Net Income to Adjusted EBITDA(1)
 101
 2015
 Q1 Q2 Q3 Q4 Full Year
 (in millions, except per share data) Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share Total
 Per
 Share
 Net Income $ 59.0 $ 60.2 $ 67.8 $ 65.8 $ 252.8
 Loss (income) from disc ops, net of tax, attributable
 to HealthSouth 0.3 1.6 (0.3) (0.7) 0.9
 Net income attributable to noncontrolling interests (16.5) (17.3) (17.1) (18.8) (69.7)
 Income from continuing operations attributable
 to HealthSouth* 42.8 $ 0.44 44.5 $ 0.47 50.4 $ 0.52 46.3 $ 0.48 184.0 $ 1.92
 Gov't, class action, and related settlements 8.0 — — (0.5) 7.5
 Professional fees — accounting, tax, and legal 2.2 0.1 0.4 0.3 3.0
 Provision for income tax expense 30.3 32.2 35.9 43.5 141.9
 Interest expense and amortization of debt discounts
 and fees 31.8 30.9 35.6 44.6 142.9
 Depreciation and amortization 31.9 32.7 33.7 41.4 139.7
 Loss on early extinguishment of debt 1.2 18.8 — 2.4 22.4
 Net noncash (gain) loss on disposal of assets (1.5) 0.8 0.9 2.4 2.6
 Stock-based compensation expense 9.4 6.2 6.2 4.4 26.2
 Transaction costs — 3.3 2.3 6.7 12.3
 Adjusted EBITDA $ 156.1 $ 169.5 $ 165.4 $ 191.5 $ 682.5
 Weighted average common shares outstanding:
 Basic 87.1 89.8 90.6 90.1 89.4
 Diluted 101.1 101.5 101.5 100.6 101.0
 * Per share amounts for each period presented are based on diluted weighted-average shares outstanding.
 Refer to pages 116-120 for end notes.
 Reconciliation of Net Income to Adjusted EBITDA(1)
 102
 2012 2013 2014
 (in millions, except per share data) Total Per Share Total Per Share Total Per Share
 Net income $ 235.9 $ 381.4 $ 281.7
 (Income) loss from disc ops, net of tax, attributable to HealthSouth (4.5) 1.1 (5.5)
 Net income attributable to noncontrolling interests (50.9) (57.8) (59.7)
 Income from continuing operations attributable to HealthSouth* 180.5 $ 1.62 324.7 $ 2.59 216.5 $ 2.24
 Gov't, class action, and related settlements (3.5) (23.5) (1.7)
 Professional fees — accounting, tax, and legal 16.1 9.5 9.3
 Provision for income tax expense 108.6 12.7 110.7
 Interest expense and amortization of debt discounts and fees 94.1 100.4 109.2
 Depreciation and amortization 82.5 94.7 107.7
 Other, including net noncash loss on disposal of assets 4.4 5.9 6.7
 Loss on early extinguishment of debt 4.0 2.4 13.2
 Gain on consolidation of Fairlawn Rehabilitation Hospital — — (27.2)
 Gain on consolidation of St. Vincent Rehabilitation Hospital (4.9) — —
 Stock-based compensation expense 24.1 24.8 23.9
 Transaction costs — — 9.3
 Adjusted EBITDA $ 505.9 $ 551.6 $ 577.6
 Weighted average common shares outstanding:
 Basic 94.6 88.1 86.8
 Diluted 108.1 102.1 100.7
 * Per share amounts for each period presented are based on diluted weighted-average shares outstanding.
 Refer to pages 116-120 for end notes.
 Reconciliation of Net Income to Adjusted EBITDA(1)
 103
 Reconciliation of Segment Adjusted EBITDA to Income
 from Continuing Operations Before Income Tax Expense
 Q3 2017 Q2 2017 Q1 2017 Q4 2016 Q3 2016 Q2 2016 Q1 2016
 Full Year
 2016
 (In Millions)
 Total segment Adjusted EBITDA $ 235.1 $ 241.2 $ 229.3 $ 225.6 $ 224.4 $ 230.1 $ 219.5 $ 899.6
 General and administrative expenses (39.7) (52.4) (36.5) (36.8) (30.3) (34.4) (31.9) (133.4)
 Depreciation and amortization (46.2) (45.8) (45.2) (43.8) (43.5) (42.9) (42.4) (172.6)
 (Loss) gain on disposal of assets (3.0) (0.8) 0.5 1.3 (1.6) (0.2) (0.2) (0.7)
 Professional fees — accounting, tax, and legal — — — — — (1.7) (0.2) (1.9)
 Loss on early extinguishment of debt (0.3) (10.4) — — (2.6) (2.4) (2.4) (7.4)
 Interest expense and amortization of debt discounts
 and fees (36.8) (40.4) (41.3) (41.6) (42.5) (43.4) (44.6) (172.1)
 Net income attributable to noncontrolling interests 19.2 16.4 17.6 16.8 16.4 18.6 18.7 70.5
 Income from continuing operations before income
 tax expense $ 128.3 $ 107.8 $ 124.4 $ 121.5 $ 120.3 $ 123.7 $ 116.5 $ 482.0
 104
 Adjusted EPS(2) - Q3 2017
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 For the Three Months Ended September 30, 2017
 Adjustments
 As
 Reported
 Mark-to-
 Market
 Adjustment
 for Stock
 Appreciation
 Rights
 Income Tax
 Adjustments(28)
 Loss on Early
 Extinguishment
 of Debt
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 204.6 $ — $ — $ — $ 204.6
 Depreciation and amortization (46.2) — — — (46.2)
 Loss on early extinguishment of debt(27) (0.3) — — 0.3 —
 Interest expense and amortization of debt discounts and
 fees (36.8) — — — (36.8)
 Stock-based compensation (9.2) (1.0) — — (10.2)
 Loss on disposal of assets (3.0) — — — (3.0)
 Income from continuing operations before
 income tax expense 109.1 (1.0) — 0.3 108.4
 Provision for income tax expense (43.1) 0.4 (0.4) (0.1) (43.2)
 Income from continuing operations attributable to
 HealthSouth $ 66.0 $ (0.6) $ (0.4) $ 0.2 $ 65.2
 Add: Interest, amortization, and loss on
 extinguishment of convertible debt, net of tax — —
 Numerator for diluted earnings per share $ 66.0 $ 65.2
 Diluted earnings per share from continuing
 operations, as reported* $ 0.67 $ (0.01) $ — $ — $ 0.66
 Diluted shares used in calculation 99.0
 105
 Adjusted EPS(2) - Q3 2016
 For the Three Months Ended September 30, 2016
 Adjustments
 As
 Reported
 Mark-to-
 Market
 Adjustment
 for Stock
 Appreciation
 Rights
 Loss on Early
 Extinguishment
 of Debt
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 198.4 $ — $ — $ 198.4
 Depreciation and amortization (43.5) — — (43.5)
 Loss on early extinguishment of debt (2.6) — 2.6 —
 Interest expense and amortization of debt discounts and fees (42.5) — — (42.5)
 Stock-based compensation (4.3) (1.8) — (6.1)
 Loss on disposal of assets (1.6) — — (1.6)
 Income from continuing operations before income tax
 expense 103.9 (1.8) 2.6 104.7
 Provision for income tax expense (42.1) 0.7 (1.0) (42.4)
 Income from continuing operations attributable to
 HealthSouth $ 61.8 $ (1.1) $ 1.6 $ 62.3
 Add: Interest on convertible debt, net of tax 2.4 2.4
 Numerator for diluted earnings per share $ 64.2 $ 64.7
 Diluted earnings per share from continuing operations* $ 0.64 $ (0.01) $ 0.02 $ 0.65
 Diluted shares used in calculation 99.4
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 106
 Adjusted EPS(2) - YTD 2017
 For the Nine Months Ended September 30, 2017
 Adjustments
 As
 Reported
 Mark-to-
 Market
 Adjustment
 for Stock
 Appreciation
 Rights
 Loss on Early
 Extinguishment
 of Debt
 Income Tax
 Adjustments(28)
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 614.9 $ — $ — $ — $ 614.9
 Depreciation and amortization (137.2) — — — (137.2)
 Loss on early extinguishment of debt(27) (10.7) — 0.3 — (10.4)
 Interest expense and amortization of debt discounts and
 fees (118.5) — — — (118.5)
 Stock-based compensation (37.9) 13.9 — — (24.0)
 Loss on disposal of assets (3.3) — — — (3.3)
 Income from continuing operations before income
 tax expense 307.3 13.9 0.3 — 321.5
 Provision for income tax expense (111.4) (5.6) (0.1) (10.4) (127.5)
 Income from continuing operations attributable to
 HealthSouth $ 195.9 $ 8.3 $ 0.2 $ (10.4) $ 194.0
 Add: Interest, amortization, and loss on extinguishment
 of convertible debt, net of tax 10.8 10.8
 Numerator for diluted earnings per share $ 206.7 $ 204.8
 Diluted earnings per share from continuing
 operations, as reported* $ 2.08 $ 0.08 $ — $ (0.10) $ 2.07
 Diluted shares used in calculation 99.1
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 107
 Adjusted EPS(2) - YTD 2016
 For the Nine Months Ended September 30, 2016
 Adjustments
 As
 Reported
 Professional
 Fees —
 Accounting,
 Tax, & Legal
 Mark-to-
 Market
 Adjustment
 for Stock
 Appreciation
 Rights
 Loss on Early
 Extinguishment
 of Debt
 Sale of
 Hospital
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 594.8 $ — $ — $ — $ — $ 594.8
 Depreciation and amortization (128.8) — — — — (128.8)
 Professional fees — accounting, tax, and legal (1.9) 1.9 — — — —
 Loss on early extinguishment of debt (7.4) — — 7.4 — —
 Interest expense and amortization of debt discounts
 and fees (130.5) — — — — (130.5)
 Stock-based compensation (17.4) — (1.4) — — (18.8)
 Loss on disposal of assets (2.0) — — — (0.9) (2.9)
 Income from continuing operations before
 income tax expense 306.8 1.9 (1.4) 7.4 (0.9) 313.8
 Provision for income tax expense (124.2) (0.8) 0.5 (3.0) 0.4 (127.1)
 Income from continuing operations attributable
 to HealthSouth $ 182.6 $ 1.1 $ (0.9) $ 4.4 $ (0.5) $ 186.7
 Add: Interest on convertible debt, net of tax 7.2 7.2
 Numerator for diluted earnings per share $ 189.8 $ 193.9
 Diluted earnings per share from continuing
 operations* $ 1.90 $ 0.01 $ (0.01) $ 0.04 $ (0.01) $ 1.95
 Diluted shares used in calculation 99.5
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 108
 Adjusted EPS(2) - 2016
 For the Year Ended December 31, 2016
 Adjustments
 As
 Reported
 Pro.
 Fees -
 Acct.,
 Tax, &
 Legal
 Mark-to-
 Market
 Adjustment
 for Stock
 Appreciation
 Rights
 Loss
 on
 Early
 Exting.
 of Debt
 Sale of
 Pediatric
 Home Health
 Assets and
 Hospital
 Income Tax
 Valuation
 and Other
 Adjustments
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 793.6 $ — $ — $ — $ — $ — $ 793.6
 Depreciation and amortization (172.6) — — — — — (172.6)
 Professional fees — accounting, tax, and legal (1.9) 1.9 — — — — —
 Loss on early extinguishment of debt (7.4) — — 7.4 — — —
 Interest expense and amortization of debt
 discounts and fees (172.1) — — — — — (172.1)
 Stock-based compensation (27.4) — 1.6 — — — (25.8)
 Loss on disposal of assets (0.7) — — — (4.2) — (4.9)
 Income from continuing operations
 before income tax expense 411.5 1.9 1.6 7.4 (4.2) — 418.2
 Provision for income tax expense (163.9) (0.8) (0.6) (3.0) 6.5 (0.6) (162.4)
 Income from continuing operations
 attributable to HealthSouth $ 247.6 $ 1.1 $ 1.0 $ 4.4 $ 2.3 $ (0.6) $ 255.8
 Add: Interest on convertible debt, net of tax 9.7 9.7
 Numerator for diluted earnings per share $ 257.3 $ 265.5
 Diluted earnings per share from continuing
 operations* $ 2.59 $ 0.01 $ 0.01 $ 0.04 $ 0.02 $ (0.01) $ 2.67
 Diluted shares used in calculation 99.5
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 109
 Adjusted EPS(2) - 2015
 For the Year Ended December 31, 2015
 Adjustments
 As
 Reported
 Gov’t,
 Class
 Action, &
 Related
 Settlements
 Pro.
 Fees -
 Acct.,
 Tax, &
 Legal
 Income
 Tax
 Valuation
 & Other
 Adj.
 Mark-to-
 Market
 Adjustment
 for Stock
 Appreciation
 Rights
 Transaction
 Costs
 Loss
 on
 Early
 Exting.
 of Debt
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 682.5 $ — $ — $ — $ — $ — $ — $ 682.5
 Depreciation and amortization (139.7) — — — — — — (139.7)
 Government, class action, and related
 settlements (7.5) 7.5 — — — — — —
 Professional fees — accounting, tax, and
 legal (3.0) — 3.0 — — — — —
 Loss on early extinguishment of debt (22.4) — — — — — 22.4 —
 Interest expense and amortization of debt
 discounts and fees (142.9) — — — — — — (142.9)
 Stock-based compensation (26.2) — — — 1.2 — — (25.0)
 Loss on disposal of assets (2.6) — — — — — — (2.6)
 Transaction costs (12.3) — — — — 12.3 — —
 Income from continuing operations
 before income tax expense 325.9 7.5 3.0 — 1.2 12.3 22.4 372.3
 Provision for income tax expense (141.9) (3.0) (1.2) 4.7 (0.5) (4.1) (9.0) (155.0)
 Income from continuing operations
 attributable to HealthSouth $ 184.0 $ 4.5 $ 1.8 $ 4.7 $ 0.7 $ 8.2 $ 13.4 $ 217.3
 Add: Interest on convertible debt, net
 of tax 9.4 9.4
 Numerator for diluted earnings per
 share $ 193.4 $ 226.7
 Diluted earnings per share from
 continuing operations* $ 1.92 $ 0.04 $ 0.02 $ 0.05 $ 0.01 $ 0.08 $ 0.13 $ 2.24
 Diluted shares used in calculation 101.0
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 110
 For the Year Ended December 31, 2014
 Adjustments
 As
 Reported
 Gov't, Class
 Action, and
 Related
 Settlements
 Pro. Fees -
 Acct, Tax,
 and Legal
 Transaction
 Costs
 Gain on
 Consolidation
 of Fairlawn
 Rehabilitation
 Hospital
 Loss on
 Early
 Exting. of
 Debt
 Income Tax
 Valuation
 Adjustment
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 577.6 $ — $ — $ — $ — $ — $ — $ 577.6
 Depreciation and amortization (107.7) — — — — — — (107.7)
 Government, class action, and related
 settlements 1.7 (1.7) — — — — — —
 Professional fees — accounting, tax, and legal (9.3) — 9.3 — — — — —
 Loss on early extinguishment of debt (13.2) — — — — 13.2 — —
 Interest expense and amortization of debt
 discounts and fees (109.2) — — — — — — (109.2)
 Stock-based compensation (23.9) — — — — — — (23.9)
 Loss on disposal or impairment of assets (6.7) — — — — — — (6.7)
 Gain on consolidation of Fairlawn Rehabilitation
 Hospital 27.2 — — — (27.2) — — —
 Transaction costs (9.3) — — 9.3 — — — —
 Income from continuing operations
 before income tax expense 327.2 (1.7) 9.3 9.3 (27.2) 13.2 — 330.1
 Provision for income tax expense (110.7) 0.7 (3.7) (2.5) (3.0) (5.3) (7.4) (131.9)
 Income from continuing operations
 attributable to HealthSouth $ 216.5 $ (1.0) $ 5.6 $ 6.8 $ (30.2) $ 7.9 $ (7.4) $ 198.2
 Add: Interest on convertible debt, net of tax 9.0 9.0
 Numerator for diluted earnings per share $ 225.5 $ 207.2
 Diluted earnings per share from continuing
 operations* $ 2.24 $ (0.01) $ 0.06 $ 0.07 $ (0.30) $ 0.08 $ (0.07) $ 2.06
 Diluted shares used in calculation 100.7
 Adjusted EPS(2) - 2014
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 111
 For the Year Ended December 31, 2013
 Adjustments
 As
 Reported
 Gov't, Class
 Action, and
 Related
 Settlements
 Pro. Fees -
 Acct., Tax,
 and Legal
 Loss on
 Early
 Exting. of
 Debt
 Income Tax
 Valuation
 Allowance
 Adjustment
 Settlement
 of Income
 Tax Claims
 Repurchase
 of Preferred
 Stock
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 551.6 $ — $ — $ — $ — $ — $ — $ 551.6
 Depreciation and amortization (94.7) — — — — — — (94.7)
 Government, class action, and related settlements 23.5 (23.5) — — — — — —
 Professional fees — accounting, tax, and legal (9.5) — 9.5 — — — — —
 Loss on early extinguishment of debt (2.4) — — 2.4 — — — —
 Interest expense and amortization of debt discounts
 and fees (100.4) — — — — — — (100.4)
 Stock-based compensation (24.8) — — — — — — (24.8)
 Loss on disposal or impairment of assets (5.9) — — — — — — (5.9)
 Income from continuing operations before
 income tax expense 337.4 (23.5) 9.5 2.4 — — — 325.8
 Provision for income tax expense (12.7) 9.4 (3.8) (1.0) (9.1) (113.4) — (130.6)
 Income from continuing operations
 attributable to HealthSouth $ 324.7 $ (14.1) $ 5.7 $ 1.4 $ (9.1) $ (113.4) $ — $ 195.2
 Less: Income allocated to participating securities (3.4) (3.4)
 Less: Convertible perpetual preferred dividends (21.0) (21.0)
 Less: Repurchase of perpetual preferred stock (71.6) 71.6 —
 Numerator for basic earnings per share $ 228.7 $ 170.8
 Basic earnings per share from continuing
 operations* $ 2.59 $ (0.16) $ 0.06 $ 0.02 $ (0.10) $ (1.29) $ 0.81 $ 1.94
 Basic shares used in calculation 88.1
 Adjusted EPS(2) - 2013
 Basic and diluted earnings per share are the same due to antidilution.
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 112
 For the Year Ended December 31, 2012
 Adjustments
 As
 Reported
 Gov't, Class
 Action, and
 Related
 Settlements
 Pro. Fees -
 Acct, Tax,
 and Legal
 Gain on
 Consolidation
 of St. Vincent
 Rehabilitation
 Hospital
 Loss on
 Early
 Exting. of
 Debt
 Income Tax
 Valuation
 Allowance
 Adjustment
 Settlement
 of Income
 Tax Claims
 As
 Adjusted
 (In Millions, Except Per Share Amounts)
 Adjusted EBITDA $ 505.9 $ — $ — $ — $ — $ — $ — $ 505.9
 Depreciation and amortization (82.5) — — — — — — (82.5)
 Government, class action, and related settlements 3.5 (3.5) — — — — — —
 Professional fees — accounting, tax, and legal (16.1) — 16.1 — — — — —
 Loss on early extinguishment of debt (4.0) — — — 4.0 — — —
 Interest expense and amortization of debt discounts
 and fees (94.1) — — — — — — (94.1)
 Stock-based compensation (24.1) — — — — — — (24.1)
 Loss on disposal or impairment of assets (4.4) — — — — — — (4.4)
 Gain on consolidation of St. Vincent Rehabilitation
 Hospital 4.9 — — (4.9) — — — —
 Income from continuing operations before
 income tax expense 289.1 (3.5) 16.1 (4.9) 4.0 — — 300.8
 Provision for income tax expense (108.6) 1.4 (6.4) 2.0 (1.6) (9.5) 1.0 (121.7)
 Income from continuing operations
 attributable to HealthSouth $ 180.5 $ (2.1) $ 9.7 $ (2.9) $ 2.4 $ (9.5) $ 1.0 $ 179.1
 Less: Income allocated to participating securities (2.2) (2.2)
 Less: Convertible perpetual preferred dividends (23.9) (23.9)
 Less: Repurchase of preferred stock (0.8) (0.8)
 Numerator for basic earnings per share $ 153.6 $ 152.2
 Basic earnings per share from continuing
 operations* $ 1.62 $ (0.02) $ 0.10 $ (0.03) $ 0.03 $ (0.10) $ 0.01 $ 1.61
 Basic shares used in calculation 94.6
 Adjusted EPS(2) - 2012
 Basic and diluted earnings per share are the same due to antidilution.
   Reconciliation to GAAP provided on pages 98-114. Refer to pages 116-120 for end notes.
 * Adjusted EPS may not sum across due to rounding.
 113
 Adjusted Free Cash Flow History(4)
 Q3 9 Months Full Year
 (Millions) 2017 2016 2017 2016 2016 2015 2014 2013 2012
 Net cash provided by operating activities $ 173.8 $ 177.6 $ 505.8 $ 499.4 $ 634.4 $ 502.0 $ 454.6 $ 476.1 $ 423.4
 Impact of discontinued operations 0.1 0.1 0.7 0.6 0.7 0.7 1.2 1.9 (2.0)
 Net cash provided by operating
 activities of continuing operations 173.9 177.7 506.5 500.0 635.1 502.7 455.8 478.0 421.4
 Capital expenditures for maintenance (37.6) (23.9) (92.1) (64.5) (104.2) (83.1) (92.0) (74.8) (83.0)
 Dividends paid on convertible perpetual
 preferred stock — — — — — (3.1) (6.3) (23.0) (24.6)
 Distributions paid to noncontrolling interests
 of consolidated affiliates (14.2) (15.9) (38.3) (49.5) (64.9) (54.4) (54.1) (46.3) (49.3)
 Items non-indicative of ongoing operating 
   performance:
 Transaction costs and related assumed liabilities — — — 0.8 0.8 28.3 2.0 — —
 Net premium on bond issuance/repayment — 1.9 — 5.8 5.8 4.0 4.3 1.7 1.9
 Cash paid for professional fees — accounting, tax,
 and legal — — — 1.9 1.9 4.1 8.6 7.0 16.1
 Cash paid (received) for government, class action,
 and related settlements — — — — — 7.7 2.7 (5.9) (2.6)
 Adjusted free cash flow $ 122.1 $ 139.8 $ 376.1 $ 394.5 $ 474.5 $ 406.2 $ 321.0 $ 336.7 $ 279.9
 Cash dividends on common stock(5) $ 23.5 $ 20.5 $ 67.0 $ 62.4 $ 83.8 $ 77.2 $ 65.8 $ 15.7 $ —
 Refer to pages 116-120 for end notes.
 Information regarding investing and financing categories of the statement of cash flows for the periods presented can be found on HealthSouth's
 website in the Earnings Releases for those periods.
 114
 Net Cash Provided by Operating Activities Reconciled 
to Adjusted EBITDA
 Q3 9 Months Full Year
 (Millions) 2017 2016 2017 2016 2016 2015 2014 2013 2012
 Net cash provided by operating activities $ 173.8 $ 177.6 $ 505.8 $ 499.4 $ 634.4 $ 502.0 $ 454.6 $ 476.1 $ 423.4
 Provision for doubtful accounts (12.6) (14.8) (42.7) (46.7) (61.2) (47.2) (31.6) (26.0) (27.0)
 Professional fees — accounting, tax, and legal — — — 1.9 1.9 3.0 9.3 9.5 16.1
 Interest expense and amortization of debt discounts
 and fees 36.8 42.5 118.5 130.5 172.1 142.9 109.2 100.4 94.1
 Equity in net income of nonconsolidated affiliates 2.1 2.5 6.2 7.3 9.8 8.7 10.7 11.2 12.7
 Net income attributable to noncontrolling interests in
 continuing operations (19.2) (16.4) (53.2) (53.7) (70.5) (69.7) (59.7) (57.8) (50.9)
 Amortization of debt-related items (1.0) (3.5) (7.7) (10.3) (13.8) (14.3) (12.7) (5.0) (3.7)
 Distributions from nonconsolidated affiliates (2.2) (2.9) (6.6) (5.9) (8.5) (7.7) (12.6) (11.4) (11.0)
 Current portion of income tax expense 36.0 4.6 60.1 13.6 31.0 14.8 13.3 6.3 5.9
 Change in assets and liabilities (9.8) 6.4 32.6 51.7 91.3 129.9 80.4 43.1 46.2
 Net premium paid on bond transactions — 1.9 — 5.8 5.8 3.9 4.3 1.7 1.9
 Cash used in (provided by) operating activities of
 discontinued operations 0.1 0.1 0.7 0.6 0.7 0.7 1.2 1.9 (2.0)
 Transaction costs — — — — — 12.3 9.3 — —
 Other 0.6 0.4 1.2 0.6 0.6 3.2 1.9 1.6 0.2
 Adjusted EBITDA $ 204.6 $ 198.4 $ 614.9 $ 594.8 $ 793.6 $ 682.5 $ 577.6 $ 551.6 $ 505.9
 Information regarding investing and financing categories of the statement of cash flows for the periods presented can be found on HealthSouth's
 website in the Earnings Releases for those periods.
 115
 Share Information
 Refer to pages 116-120 for end notes.
 Weighted Average for the Period
 Q3 9 Months Full Year
 2017 2016 2017 2016 2016 2015 2014
 Basic shares outstanding(29)(30) 97.8 89.1 92.3 89.3 89.1 89.4 86.8
 Convertible perpetual preferred stock(29) — — — — — 1.0 3.2
 Convertible senior subordinated notes(30) — 8.5 5.4 8.5 8.5 8.3 8.2
 Restricted stock awards, dilutive stock options,
 restricted stock units, and common stock
 warrants(31) 1.2 1.8 1.4 1.7 1.9 2.3 2.5
 Diluted shares outstanding 99.0 99.4 99.1 99.5 99.5 101.0 100.7
 End of Period
 Q3 9 Months Full Year
 (Millions) 2017 2016 2017 2016 2016 2015 2014
 Basic shares outstanding(29)(30) 97.6 89.1 97.6 89.1 88.3 89.3 86.6
 116
 End Notes
 117
 End Notes
 (1) Adjusted EBITDA is a non-GAAP financial measure. The Company’s leverage ratio (total consolidated debt to Adjusted EBITDA for the trailing four quarters) is,
 likewise, a non-GAAP measure. Management and some members of the investment community utilize Adjusted EBITDA as a financial measure and the 
leverage ratio as a liquidity measure on an ongoing basis. These measures are not recognized in accordance with GAAP and should not be viewed as an
 alternative to GAAP measures of performance or liquidity. In evaluating Adjusted EBITDA, the reader should be aware that in the future the Company may incur
 expenses similar to the adjustments set forth. Further explanation and disclosure relating to Adjusted EBITDA are included in the Company's Form 8-K, dated
 November 13, 2017, to which this Investor Reference Book is attached as Exhibit 99.1. 
(2) The Company is providing adjusted earnings per share from continuing operations attributable to HealthSouth (“adjusted earnings per share”), which is a non-
 GAAP measure. The Company believes the presentation of adjusted earnings per share provides useful additional information to investors because it provides
 better comparability of ongoing operating performance to prior periods given that it excludes the impact of government, class action, and related settlements,
 professional fees - accounting, tax, and legal, mark-to-market adjustments for stock appreciation rights, gains or losses related to hedging instruments, loss on
 early extinguishment of debt, adjustments to its income tax provision (such as valuation allowance adjustments and settlements of income tax claims), items
 related to corporate and facility restructurings, and certain other items deemed to be non-indicative of ongoing operating performance. It is reasonable to expect
 that one or more of these excluded items will occur in future periods, but the amounts recognized can vary significantly from period to period and may not directly
 relate to the Company's ongoing operating performance. Accordingly, they can complicate comparisons of the Company's results of operations across periods and
 comparisons of the Company's results to those of other healthcare companies. Adjusted earnings per share should not be considered as a measure of financial
 performance under generally accepted accounting principles in the United States as the items excluded from it are significant components in understanding and
 assessing financial performance. Because adjusted earnings per share is not a measurement determined in accordance with GAAP and is thus susceptible to
 varying calculations, it may not be comparable as presented to other similarly titled measures of other companies. Further explanation and disclosure relating to
 adjusted EPS are included in the Company's Form 8-K, dated November 13, 2017, to which this Investor Reference Book is attached as Exhibit 99.1.
 (3) Medicare provides that hospitals with residents in an approved graduate medical education program receive an additional payment for a Medicare discharge to
 reflect higher patient care costs of teaching hospitals relative to non-teaching hospitals. This additional payment is known as an Indirect Medical Education (“IME”)
 adjustment. The Company’s revenues for the third quarter of 2016 were positively impacted by ~$4 million due to a retroactive IME adjustment for 2014 and 2015,
 as well as the year-to-date period through July 2016, for a former Reliant hospital in Woburn, MA.
 (4) Definition of adjusted free cash flow, which is a non-GAAP measure, is net cash provided by operating activities of continuing operations minus capital
 expenditures for maintenance, dividends paid on preferred stock, distributions to noncontrolling interests, and certain other items deemed to be non-indicative of
 ongoing operating performance. Common stock dividends are not included in the calculation of adjusted free cash flow. Because this measure is not determined in
 accordance with GAAP and is susceptible to varying calculations, it may not be comparable to other similarly titled measures presented by other companies.
 Further explanation and disclosure relating to adjusted free cash flow are included in the Company's Form 8-K, dated November 13, 2017, to which this Investor
 Reference Book is attached as Exhibit 99.1.
 Note:  Adjusted free cash flow for prior periods has been recast to conform to the new guidance in ASU 2016-09, “Improvements to Employee Share-Based
 Payment Accounting.” The Company’s stock-based compensation plans permit shares to be withheld to pay the employee’s tax withholding obligations incurred in
 connection with the vesting of a stock award. The Company then remits the value of those withheld shares in cash to the applicable tax authority on the
 employee’s behalf. Under the new guidance, all cash payments made to taxing authorities on employees’ behalf for shares withheld should be presented as a
 financing activity in the statement of cash flows. Historically, the Company presented such payments as an operating activity. 
Adjusted Free Cash Flow
 As Previously 
Reported
 Payroll Taxes Paid
 Reclassified to
 Financing Activities
 As Currently 
Reported
 Q1 2016 $ 129.5 $ 9.9 $ 139.4
 Q2 2016 115.3 — 115.3
 Q3 2016 139.8 — 139.8
 Q4 2016 78.3 1.7 80.0
 FY 2016 $ 462.9 $ 11.6 $ 474.5
 Adjusted Free Cash Flow
 As Previously 
Reported
 Payroll Taxes Paid
 Reclassified to
 Financing Activities
 As Currently 
Reported
 FY 2015 $ 389.0 $ 17.2 $ 406.2
 FY 2014 $ 311.3 $ 9.7 $ 321.0
 FY 2013 $ 330.9 $ 5.8 $ 336.7
 FY 2012 $ 268.0 $ 11.9 $ 279.9
 118
 (5) On July 21, 2016, the board of directors approved a $0.01 per share, or 4.3%, increase to the quarterly cash dividend on the Company’s common stock, bringing
 the quarterly cash dividend to $0.24 per common share. On July 20, 2017, the board of directors approved a $0.01 per share, or 4.2%, increase to the quarterly
 cash dividend on the Company’s common stock, bringing the quarterly cash dividend to $0.25 per common share.
 (6) The Medicare Access and CHIP Reauthorization Act of 2015 mandated a market basket update of +1.0% in 2018 for post-acute providers including rehabilitation
 hospitals as well as home health and hospice agencies.
 (7) The Company estimates the expected impact of each rule utilizing, among other things, the acuity of its patients over the 8-month (home health segment) to 12-
 month (inpatient rehabilitation segment) period prior to each rule’s release and incorporates other adjustments included in each rule. These estimates are prior to
 the impact of sequestration.
 (8) Quality reporting requirements and potential penalties were enabled for IRFs as part of the Healthcare Reform Bill (PPACA). The IMPACT Act of 2014 requires
 additional quality and clinical data reporting for IRFs to be subject to the original 2% penalty.
 (9) Under this program, Joint Commission accredited organizations, like the Company's hospitals, may seek certification for chronic diseases or conditions such as
 brain injury or stroke rehabilitation by complying with Joint Commission standards, effectively using evidence-based clinical practice guidelines to manage and
 optimize patient care, and using an organized approach to performance measurement and evaluation of clinical outcomes. Obtaining such certifications
 demonstrates the Company's commitment to excellence in providing disease-specific care.
 (10) Data compares HealthSouth hospitals to hospitals comprising the Uniform Data System for Medical Rehabilitation (“UDSMR”), a division of UB Foundation
 Activities, Inc., a data gathering and analysis organization for the rehabilitation industry which represents approximately 70% of the industry, including HealthSouth
 sites. Data is adjusted by applying HealthSouth hospital case-mix to non-HealthSouth UDS hospitals.
 (11) Source: https://data.medicare.gov/data/home-health-compare. Data on this page was published in October 2017 and reflects OASIS and HHCAHPS Survey data
 collected from April 2016 through March 2017 and claims-based data collected from January 2016 through December 2016.
 (12) Source: FY 2018 CMS Final Rule Rate Setting File and the last publicly available Medicare cost reports (FYE 2015/2016) or in the case of new IRFs, the June
 2017 CMS Provider of Service File.
 a.All data provided was filtered and compiled from the Centers for Medicare and Medicaid Services (CMS) Fiscal Year 2018 IRF Final Rule Rate Setting File
 found at https://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/InpatientRehabFacPPS/Downloads/FY2018_datafiles_final.zip. The data
 presented was developed entirely by CMS and is based on its definitions which are different in form and substance from the criteria HealthSouth uses for
 external reporting purposes. Because CMS does not provide its detailed methodology, HealthSouth is not able to reconstruct the CMS projections or the
 calculation.
 b.The CMS file contains data for each of the 1,140 inpatient rehabilitation facilities used to estimate the policy updates for the FY 2018 IRF-PPS Final Rule. Most
 of the data represents historical information from the CMS fiscal year 2016 period and may or may not reflect the same HealthSouth hospitals in operation
 today. The data presented was separated into three categories: Freestanding, Units, and HealthSouth. HealthSouth is a subset of Freestanding and the Total.
 (13) The 123 for HLS excludes the inpatient rehabilitation hospitals at HealthSouth Rehabilitation Hospital of Modesto (opened October 2016); HealthSouth
 Rehabilitation Hospital of Gulfport (opened April 2017); Mount Carmel Rehabilitation Hospital, in partnership with HealthSouth (opened April 2017); Spire
 Rehabilitation Hospital, in partnership with HealthSouth (opened July 2017); and HealthSouth Rehabilitation Hospital of Beaumont (sold June 2016).  The 123 does
 include HealthSouth Rehabilitation Hospital of Austin, which was closed August 2016.
 (14) In 2016, the Company averaged 1,386 total Medicare and non-Medicare discharges per hospital in its then 118 consolidated hospitals that were open the full year.
 (15) Case Mix Index (CMI) from the rate-setting file is adjusted for short-stay transfer cases. The Company’s unadjusted CMI for 2016 was 1.36 versus 1.33 for the
 industry as measured by UDSMR.
 (16) The Budget Control Act of 2011 included a reduction of up to 2% to Medicare payments for all providers that began on April 1, 2013 (as modified by H.R. 8). The
 reduction was made from whatever level of payment would otherwise have been provided under Medicare law and regulation.
 End Notes, con't.
 119
 (17) The Company acquired an additional 30% equity interest in Fairlawn Rehabilitation Hospital in Worcester, MA from its joint venture partner. This transaction
 increased the Company's ownership interest from 50% to 80% and resulted in a change in accounting for the hospital from the equity method to a consolidated
 entity effective June 1, 2014.
 (18) Data provided by UDSMR.
 (19) Pre-opening expenses include expenses for training new employees on the clinical information system, which vary based on the timing of the first admission.
 (20) CMS published an updated Bundled Payments for Care Episode analytic file in January 2017. Among other data, this file provided the most recent listing of Model
 2 awardees and the clinical episodes each participant selected for a bundled payment arrangement.
 (21) The leverage ratio is based on trailing four quarters of Adjusted EBITDA of $813.7 million from Q4 2016 to Q3 2017.
 (22) Represents discharges from 125 consolidated hospitals in Q3 2017; 124 consolidated hospitals in Q2 2017; 122 consolidated hospitals in Q1 2017 and Q4 2016;
 121 consolidated hospitals in Q3 2016; 120 consolidated hospitals in Q2 2016; and 121 consolidated hospitals in Q1 2016
 (23) Excludes approximately 440 full-time equivalents in the 2017 periods and approximately 420 full-time equivalents in the 2016 periods presented who are
 considered part of corporate overhead with their salaries and benefits included in general and administrative expenses in the Company’s consolidated statements
 of operations. Full-time equivalents included in the table represent HealthSouth employees who participate in or support the operations of the Company’s
 hospitals.
 (24) Employees per occupied bed, or “EPOB,” is calculated by dividing the number of full-time equivalents, including an estimate of full-time equivalents from the
 utilization of contract labor, by the number of occupied beds during each period. The number of occupied beds is determined by multiplying the number of licensed
 beds by the Company’s occupancy percentage.
 (25) Represents home health admissions from 196 consolidated locations in Q3 2017; 191 consolidated locations in Q2 2017 and Q1 2017; 186 consolidated locations
 in Q4 2016; 188 consolidated locations in Q3 2016; 187 consolidated locations in Q2 2016; and 184 consolidated locations in Q1 2016
 (26) Represents hospice admissions from 37 locations in Q3 2017 and Q2 2017; 35 locations in Q1 2017 and Q4 2016; 33 locations in Q3 2016; 29 locations in Q2
 2016; and 27 locations in Q1 2016 
(27) The income allocated to participating securities need to be subtracted from income from continuing operations to calculate basic earnings per share.The interest
 and amortization and the loss on early extinguishment of debt related to the convertible senior subordinated notes must be added to income from continuing
 operations when calculating diluted earnings per share because the debt was assumed to have been converted at the beginning of the period, and the applicable
 shares were included in the diluted share count.
 (28) New guidance in ASU 2016-09, “Improvements to Employee Share-Based Payment Accounting,” requires entities to record all of the tax effects related to share-
 based payments at settlement (or expiration) through the income statement. Historically, the Company recorded such tax effects to equity.
 (29) In March 2006, the Company completed the sale of 400,000 shares of its 6.5% Series A Convertible Perpetual Preferred Stock. In Q4 2013, the Company
 exchanged $320 million of newly issued 2.0% Convertible Senior Subordinated Notes due 2043 for 257,110 shares of its outstanding preferred stock. In April 2015,
 the Company exercised its rights to force conversion of all outstanding shares of preferred stock. On the conversion date, each outstanding share of preferred
 stock was converted into 33.9905 shares of common stock, resulting in the issuance of 3,271,415 shares of common stock.
 (30) In November 2013, the Company closed separate, privately negotiated exchanges in which it issued $320 million of 2.0% Convertible Senior Subordinated Notes
 due 2043 in exchange for 257,110 shares of its 6.5% Series A Convertible Perpetual Preferred Stock. The Company recorded ~$249 million as debt and ~$71
 million as equity. In May 2017, the Company provided notice of its intent to redeem all $320 million of outstanding convertible notes. In lieu of receiving the
 redemption price, the holders had the right to convert their notes into shares of the Company’s common stock at a conversion rate of 27.2221 shares per $1,000
 principal amount of Notes, which rate was increased by a make-whole premium. In the aggregate, holders of $319.4 million in principal elected to convert, which
 resulted in the Company issuing 8,895,483 shares of common stock (approximately 8.6 million shares were previously included in the diluted share count). The
 remaining $0.6 million of principal was redeemed by cash payment.
 End Notes, con't.
 120
 (31) The agreement to settle the Company’s class action securities litigation received final court approval in January 2007. The 5.0 million shares of common stock and
 warrants to purchase ~8.2 million shares of common stock at a strike price of $41.40 (expired January 17, 2017) related to this settlement were issued on
 September 30, 2009. The 5.0 million common shares are included in the basic outstanding shares. The warrants were not included in the diluted share count prior
 to 2015 because the strike price had historically been above the market price. In full-year 2016 and full-year 2014, zero shares related to the warrants were
 included in the diluted share count due to antidilution based on the stock price. In full-year 2015, 80,814 shares related to the warrants were included in the diluted
 share count using the treasury stock method.
 End Notes, con't.