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Corporate Name Change and Rebranding 
Initiative Announcement 
July 11, 2017 
Supplemental Information
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The information contained in this presentation includes certain estimates, projections and other forward-looking information that reflect 
HealthSouth’s current outlook, views and plans with respect to future events, including strategy, expenditures, demographic trends, financial 
performance, financial assumptions and business outlook. These estimates, projections and other forward-looking information are based on 
assumptions HealthSouth 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. HealthSouth 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 presentation as 
they are based on current expectations and general assumptions and are subject to various risks, uncertainties and other factors that may 
cause actual events or results to differ materially from the views, beliefs and estimates expressed herein. Such factors include, but are not 
limited to, any adverse outcome of various lawsuits, claims, and legal or regulatory proceedings that may be brought by or against the 
Company; the impact of the rebranding initiative on patient admissions, referral source relationships and the Company’s stock price; the 
ability to successfully integrate acquisitions; changes in the regulation of the healthcare industry broadly or the inpatient rehabilitation, 
home health and hospice areas specifically at either or both of the federal and state levels; competitive pressures in the healthcare industry 
broadly or the inpatient rehabilitation, home health and hospice areas specifically and the Company’s response thereto; the ability to 
maintain proper local, state and federal licensing where the Company does business; potential disruptions, breaches, or other incidents 
affecting the proper operation, availability, or security of the Company’s information systems, including the unauthorized access to or theft of 
patient or other sensitive information; changes, delays in (including in connection with resolution of Medicare payment reviews or appeals), 
or suspension of reimbursement for the Company’s services by governmental or private payors; general conditions in the economy and 
capital markets; and other factors which may be identified from time to time in the Company’s SEC filings and other public announcements, 
including its Form 10-K for the year ended December 31, 2016 and Form 10-Q for the quarter ended March 31, 2017. 
 
Forward-Looking Statements
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is becoming 
• HealthSouth Corporation will change its name to Encompass Health Corporation 
• Corporate name change and ticker symbol change (from “HLS” to “EHC”) effective January 2, 2018 
• Both business segments (inpatient rehabilitation and home health and hospice) to transition to 
Encompass Health branding (expected to be complete by year end 2019) 
• Rebranding initiative reinforces strategic position as an integrated provider of inpatient and home-
 based care 
• Estimated rebranding investment of $25 million to $30 million to be incurred between 2017 and 2019 
− Approximately $7 million to $10 million expected to be incurred in 2017 ($6 million to $8 million in 
operating expenses; $1 million to $2 million in CAPEX) 
− Only $1 million included in previously issued guidance 
The name change and rebranding initiative reflect the Company’s expanding national 
footprint and reinforce the strategy it is pursuing to deliver integrated high-quality, 
cost-effective care across the post-acute continuum. 
The decision to rebrand as Encompass Health Corporation resulted from a  
yearlong, research-intensive project and is intended to raise awareness of the 
Company’s strategy and value proposition.
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New Brand Logo and Visual Identity Will Begin Rolling 
Out in 2018 
Sample applications
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Both Business 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 
55 million beneficiaries today. 
 
 
Source: www.census.gov/population/projections/files/summary/NP2014-T9.xls; Center for Medicare &  
             Medicaid Services, Medicare Trustees Report - June 2016 - pages 186, 191 
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%
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CMS Continues to Drive Change Towards Integrated Delivery 
Payment Models, Value-Based Purchasing, and Site Neutrality 
Future Post-Acute Providers (Timing?) 
 Inpatient Rehabilitation Facilities 
 
• Full range: low acuity  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 
 
>> 50% of Medicare fee-for-service 
payments via integrated delivery 
payment models  
>> 90% of Medicare fee-for-service 
payments tied to quality/value 
 
 
 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 
 
>> 30% of Medicare fee-for-service 
payments via integrated delivery 
payment models (e.g., bundled 
payments; accountable care 
organizations (ACOs)) 
>> 85% of Medicare fee-for-service 
payments tied to quality/value (i.e., 
value-based purchasing, 
readmissions reduction programs) 
 
 
2017 2016 
Source: Health and Human Services Fact Sheet announcing new reimbursement goals –  
January 26, 2015 
CMS 
Goals 
2018 2019 
 
CMS 
Goals 
 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).
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      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 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 
P
 re
 se
 nt
  
Fu
 tu
 re
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Clinical collaboration rate between 
HealthSouth IRFs and Encompass 
Home Health increased by 630 basis 
points over Q1 2016 
The Company Continues to Make Progress on Improving the 
Patient Experience Through Integrated Care Delivery  
22.6% 
Collaboration Rate 
 
28.9% 
Collaboration Rate 
 
HealthSouth IRF Discharges to Non-
 Encompass Home Health 
HealthSouth IRF Discharges to 
Encompass Home Health 
 Overlap markets are defined as a 
HealthSouth IRF located within a 30-mile 
radius of an Encompass home health 
location. 
 As of March 31, 2017, 61% of 
HealthSouth’s IRFs were located within 
overlap markets. 
 The Company’s clinical  
collaboration rate goal for overlap markets 
is 35% to 40% within the next three years. 
 In February 2017, the Company launched a 
clinical collaboration TeamWorks initiative. 
IRF-Home Health Clinical Collaboration (All Payors) 
Overlap Markets