Investor Day 2016 Presentation

The world's leading premium schools organization
Nord Anglia Education
1

Nord Anglia Education presenters
Andrew Fitzmaurice
Chief Executive Officer
Graeme Halder
Chief Finance Officer
Philippe Lagger
Corporate Development Director
Alison Copus
Chief Admissions and Marketing Officer
George Ghantous
Chief Operating Officer,
Regional Managing Director, Europe
VanessaCardonnel
Corporate Finance and IR Director
The world's leading premium schools organization 2

Company Overview Andrew Fitzmaurice
Creating a GlobalBrand Alison Copus
Growth Strategy Philippe Lagger
Managing our family George Ghantous
FinancialProfile and Outlook Graeme Halder
Juilliard – Nord Anglia Performing
Arts CollaborationPresentation
Betsie Becker,Managing Directorof Global
K-12 Programs,The Juilliard School
Q&A and Lunch

Neither Nord Anglia Education, Inc. (NYSE: NORD) nor any of its subsidiaries or affiliates
is making any representation or warranty, expressed or implied, as to the accuracy or
completeness of the attached materials.
Please note that the attached materials and our oral explanations of the attached materials
may constitute forward-looking statements within the meaning of applicable U.S. securities
laws and such forward-looking statements are made based on our current
expectations. Forward-looking statements relate to events involving certain risks and
uncertainties, and actual results may differ materially from the views expressed.
A number of potential risks and uncertainties are outlined in our public filings with the
Securities and Exchange Commission. Nord Anglia Education, Inc. does not undertake
any obligation to update any forward-looking statement, except as required under
applicable law. You are cautioned not to place undue reliance on any forward-looking
statements.
Disclaimer

Company
6

Acknowledged
as the
ONE GOAL
schools
organization

Our Story
Organization
founded
Focus on
premium
schools
Accelerated
growth
through
acquisitions
Listed on the
NYSE
Building a
global brand
Clear market
leader –
scale matters

market with high barriers to entry
Large and fragmented market
Single school
operators
Operators with 2 or
more campuses
$58bn globalmarketopportunity1
1. Source: The Parthenon Group (2013), Global English-speaking private schoolscharging at
least $10,000 per year in tuition fees
Globalplatform
Barriers to replicate our model
Premium brand
Real estate scarcity
Governmentlicenses
Required trackrecord
Studentpersistence
11%
89%

Snapshot
March 2014
(IPO)
11
May 2016
15
4227
17,100
21,700
35,350
49,400
100% private pay
Tuition increases of 1.5–2x
inflation (4-5% p.a.)
Premium price point
avg $25.3k for FY15
~ 63% expatriate students

Our network
7 schools
FTEs 5,918
Capacity 9,242
Rev/FTE 35.0k
96% expat /4% local
10 schools
FTEs 6,878
Capacity 8,617
Rev/FTE 28.8k
69% expat /31% local
6 schools
FTEs 5,317
Capacity 5,851
Rev/FTE 16.0k
8 schools
FTEs 7,660
Capacity 12,185
Rev/FTE 17.9k
11 schools
FTEs 9,570
Capacity 13,507
Rev/FTE 29.3k
FTEand Capacityas of April 24 2016, Rev/FTE FY2015 and expat/local split as of September 2015 The world's leading premium schools organization 11

students goes on to attend the world’s universities

capital allocation:
• Same school expansion
• New builds
• Acquisitions
outstanding
returns on
capital available
to invest
enrollment
growth

organic FTE growth
6%
8%
7%
10%
0%
2%
4%
6%
8%
10%
12%
Organic Organic including New Builds
FY12-FY16E FY16E
In addition to organic full time equivalent student growth we
increase tuition at 1.5-2x inflation every year

35,343
4,010 4,282 6,166 7,054 8,180 10,279
17,313
22,286
Aug 31, 2008 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Apr 24, 2016
No. of
schools:
6 6 9 12 13 25 31 35 42
274 324
475
577
850
FY12 FY13 FY14 FY15 FY16E
70 80
127 134
208
EBITDA
margin 26% 25% 27% 23% 24%
1 Midpoint of FY16E guidance. Please refer to our Q2 FY16 Results Presentation and earnings release, both available on the investor relations section of our website.
2 For reconciliations of non-GAAPfinancialmeasure presented, please refer to our reports on Form 6-k and Form 20-F furnished to the SEC on April 26, 2016 and
December 31, 2015.
StudentEnrollment
track record of growth
Revenue Adjusted EBITDA2

management team
Andrew Fitzmaurice
Chief Executive Officer
13 years
Graeme Halder
Chief Financial Officer
6 years
Philippe Lagger
Corporate Development
Director
7 years
Nicky Duggan
Redfern
Group HR Director
4 years
Alison Copus
Chief Admissions and
Marketing Officer
2 years
George Ghantous
COO Europe, Middle East,
SEA and Regional MD
Europe
3 years
Jian Tang
Regional MD China
14 years
Shaun Williams
Regional MD South East
Asia
8 years
Mike Embley
Regional MD Middle East
8 years
Ann McPhee
Acting Regional MD
North America
7 years
Central Team Regional Team
Peter Hill
Group Education
Director
1 year

Building a
17

a global
schools brand
AUTO
HOTELS
MEDIA
TECH
UNIVERSITIES
SCHOOLS
Mercedes
BMW
Four Seasons
Mandarin Oriental
Financial Times
The Economist
Google
Apple
Harvard
MIT

Leveraging our to set us apart
Students Faculty Schools

Global Campus

Global Campus: Unique global experiences
We believe learning should not be
confined to the classroom
ExpeditionPrograms
 Tanzania
 Les Martinets
SummerPrograms
 SummerPerforming Arts with
Juilliard
 Nord Anglia Summer Leadership
Academyat Balliol College,Oxford
Global Experiences
 Cambridge Science Festival
 Global Orchestra
 Global Games
21

Citizenship expedition film -
22

Collaborations with educators
Enhancing our educational
offer through curricula,
professional development and
unique experiences

25The world's leading premium schools organization
High quality teachers are the
most important factor when
choosing a school
, and highest quality faculty

Making our schools
FIRSTchoice for families

27
+29% enquiries3
+9% organic student growth3
+4% overall market growth4
+1% gain in market share4
online search
The power of our digital network speaks for itself…
1,704,180 organic search impressions permonth1
488,783 paid search impressions permonth2
+14% website traffic3
+11% organic search traffic3
1. Average of 2 month period from Mar 01 – Apr 30 2016
2. Average of 8 month period from Sep 01 – Apr 30 2016
3. Year-to-date, year-on-year, like for like schools(Sep 01 2015 – Mar 31 2016)
4. Source: Company analysis and proprietarythird partyresearch 2016
Driving enrolments

The benefits of the Nord Anglia Education brand
Parents choose our schools
we are growing at 4% ahead of market
Employer of choice
38 applications for every teaching position
Partner of choice
organizations proactively approach us:
 Schools owners seeking to sell
 Educational institutions
 Developers

Our precedes us
CompetitorSchools:
Market Growth :
Our Growth :
CompetitorSchools:
Market Growth :
Our Growth :
1. FTE growth from FY15– FY16. Source: Company analysis and proprietarythird partyresearch 2016
1
1 1
1
Acquired: Opened:

Strategy
30

Capital efficient
1. ROI calculated as Adjusted EBITDA / total capital investment, including capital expenditure to opening and operating losses prior to breakeven, at maturity. Maturitymeans 80% utilization.
Same school expansion New builds Acquisitions
1. ROI calculated as Adjusted EBITDA / total capital investment, including capital expenditure to opening and operating losses prior to breakeven, at maturity. Maturitymeans 80% utilization.
Opportunity rich
environment
+
Rigorous process to identify, analyze and deliver
high return investments

expansion
 Building capacity onto existing schools
 Improve facilities
 Predictable enrollment and margin
improvement
 Typically developer/landlord funded
 Lowest risk
Target ROI 50%+
5,055 seats added since 2008

0
500
1000
1500
2000
2500
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
approach to same school expansion
Weekly review tracking enrollment and
utilization looking out 18 months
Traffic light system to highlight capacity
constraints and potential opportunities to
expand schools
Opportunities assessed based on:
 cost;
 ROI at 80% utilization
Detailed plan approved 6-12 months in
advance Seatadditions
5,055 seats added since 2008:

Recent same school expansion
China
240 places added Aug 2014
USD’M
Middle East
300 places added Aug 2015
ROI at maturity1: 80%ROI at maturity1: 149%
USD’M
1. Assumes current year revenue/FTE, 80% utilization &60% flow through to Adjusted EBITDA
1 1
0
1
2
3
4
Total Capex Incremental Adjusted EBITDA
Maturity
0
1
2
3
4
Total Capex Incremental Adjusted EBITDA
Maturity

same school expansion for September 2016
~1,700 seats to be added:
 Europe– 1,150 seats
 South EastAsia – 150 seats
 North America – 400 seats
Projects under review in all
regions

Same school expansion film -
36

builds
37
 Typically developer funded
 Nord Anglia Education reputation for
quality
 Adjacent property value enhanced
6 new schools openedsince 2008:
Abu Dhabi, Beijing, Dubai, Aubonne,Hong
Kong, Chicago
2 new schools openingSept2016:
Shanghai, Houston
2 new schools openingSept2017:
Abu Dhabi, Bangkok
Target ROI 70%+

matrix
Lower Higher
HigherLower
Market growth - supply/demand dynamics
1. Breakeven means Adjusted EBITDA positive.
3-4 years to breakeven1
6-8 years to maturity
e.g. Chicago (opened
Sept2015)
e.g. Shanghai(opened
Sept2003)
Not a strategicfit
e.g. Dubai(opened
Sept2014)
Growth
Margin
Average.breakeven utilization
~30-35%
Avg. margin of NORD schools
at maturity ~33%

Recent new build examples -
Nord Anglia International School Dubai
1
 1,500 seat schoolopened in September2014
 Initial investment of ~$7.7m
 Fast growth market with expectedadjusted EBITDAmargin around company average at
maturity
 Breakeven year 2/maturity year 3
 ROI 55% at maturity
AdjustedEBITDAUSD’M
AverageFTE’s
39
-4.0
-3.0
-2.0
-1.0
0.0
1.0
2.0
3.0
4.0
5.0
6.0
0
200
400
600
800
1000
1200
1400
1600
Year 1 FY15 Year 2 FY16E Year 3 FY17F
Enrolment Adjusted EBITDA

AverageFTE’s
Recent new build examples –
British International School Chicago:
 1,100 seat schoolexpansion campus opened in September
2015,increasing total schoolcapacity to 2,000 seats
 Investment~$5.9
 High margin market with robust local growth fundamentals
40
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
0
200
400
600
800
1000
1200
1400
1600
1800
Year -1 FY15 Year 1 FY16E Year 4 FY19F Year 6 FY21F

AverageFTE’s
Current new build expectations -
British International school of Houston
 2,000 seat schoolopening in September2016
 Investment~$8.8
 High margin market with robust growth fundamentals
41
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Year -1 FY16E Year 1 FY17F Year 4 FY20F Year 6 FY22F

AverageFTE’s
Current new build expectations -
Nord Anglia Chinese International School Shanghai
 2,250 seat school,with 240 boarding capacity opening in September2016
 Investment~$31m
 Fast growth market with high expected adjustedEBITDAmargins at
maturity
42
-
5.0
10.0
15.0
20.0
25.0
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
Year 1 FY17 Year 3 FY19F

Combine with 47
 Target quality profitable schools
 Buyer of choice in highly fragmented market
 Systematic pre-acquisition plan
 Low risk market entry strategy
Target to double adjusted EBITDA within
3-4 years
31 Schools acquired since 2009
 China - 3  Qatar - 4
 Switzerland – 5  Singapore – 1
 Thailand – 2  Cambodia – 1
 USA – 9  Vietnam – 4
 Spain – 1  Mexico – 1
44

Execute
acquisition
process
Provide
education
Apply
business
model
capacity
profitability
acquisition model

How do we acquisition opportunities?
 Market demand,supply & growth
 Regulatory environment
 Geo-politicalstability
 Educational outcomes
 Reputation / market positioning
 School leadership competency
 Proximity to existing operations
 Marketing and Admissions
 Price point
 Real estate investment required
 Profitability
 Capacity utilization
 Growth potential

Adjusted EBITDA acquired since 2008
has increased on average at a
21% CAGR
Singles Groups
Purchase year 7.3x 9.1x
Purchase year +1 5.7x 7.5x
1. Including synergies and sale and leaseback
47
Average multiple paid for acquistions1
Capacity
Growth
Student
Recruitment
Pricing
Cost
Management

4,300 places > 22 schools1 > 65 schools1
6,640 places > 26 schools1 > 150 schools1
Same school expansion New builds Acquisitions
1. Targets for which Nord Anglia Education is in contact with the sellersor developers

Corporate Development team
Corporate Development Director
Origination
Acquisitions
Same school
expansions and
new builds
Integration

our family
50

school, regional
and central
51

China
Europe
Middle East
Southeast Asia
North America
REGIONS
STUDENTS
&PARENTS
Finance
Education
Admissions
&Marketing
H.R.
Corporate
Development
CENTRAL
FUNCTIONAL TEAMS
SCHOOLS
Strong
52

Regional management structure –
Balazs Szegedi
Regional Finance
Director
Europe
Nadia Gardon
Regional HR Director
Europe
Rob Breare
Regional Director of
Marketing and
Admissions,Europe
Bartłomiej Cezak
Regional IT Director
Europe
George Ghantous
Regional MD Europe
Philippe de Korodi
Principal,Collège
Champittet
Tomas Schadler
Principal, Collège du
Léman
Victoria Del Federio
Principal,Collège Beau
Soleil
Wendy Ellis
Principal,La Côte
International School
Aubonne
Jerry Singer
Principal,International
College Spain
Matthew Farthing
Principal,The British
Bratislava
Dr. John Kennard
Principal,The British
School Warsaw
Richard Dyer
Principal, The British
Budapest
Stephen Rogers
Principal,The English
Prague

approach to school management
Continuous improvement driven by
KPI’s measuring every aspect of our
schools’ performance on a weekly,
monthly and annual basis
Admissions
Health and
safety
Financials
HR
Academic
Performance
University
Destinations
Parent
voice

Effective process for acquisitions and new builds
Pre-Acquisition
Regional & Corporate
Development teams
create tailored
integration plan in line
with acquisition plan
School
Acquired
Financial control
on closing
KPIs introduced
immediately
Ongoing
operations
Regional
implementation to
achieve plan

the best faculty
applications
for every vacancy
at our annual global recruitment
event in January 2016
Outstanding People
for
Outstanding Schools
56

through leading edge professional learning
Investment in professional
development to ensure the
highest quality faculty in every
school
57

leaders from within our organization
 Talent Framework
 Talent Review Boards
 Promote from within

leads to the highest educational quality
Reporton
school
progress
59
Schools
Academic
Performance
Board
3 x p.a.
School
Feedback
Central
Education Team
& Regional
TeamSupport
SchoolQuality
Review using
baselineand
SAPB actions

academic outcomes for our students
International Baccalaureate Results 2015
Students’ Average Diploma Score (max. 45 points)
IGCSE Results 2015 Students achieving 5A*- C
(inc English and Math)

profile and targets
61

financial profile
62
 High growth
 Strong visibility
 High margins and operating leverage
 Significant free cashflow
 Outstanding returns on investment

Key
growth
cash & maintain net leverage at 3.5 - 4.0x
people, processes and systems fit for growth
Adjusted EBITDA margin – goal 30%

1. Midpoint of FY16E guidance
Strong track record of financial and
8,180 10,279
17,313
22,286
34,750
Full time enrollment
(Avg. FTEs)
Revenue
(US$m)
Adjusted EBITDA
(US$m)
Adjusted EBITDAmargin

Adjusted
EBITDA
margin
goal
65

High margins and
Other
SG&A
COGS1
Adjusted
EBITDA
Rent Premium
Schools
1. COGS% excluding Depreciation Premium Schoolsand Rent Premium Schools
Adjusted EBITDAand costs as % of Revenue
Operating
leverage

impact on margin of operating at 80% utlization
1. Revenue/FTE$24.3k and capacity49,402 constant, 80% flow through on revenue from additional FTEs added to existing capacity
850
965
Revenue
208
300
Adjusted EBITDA
24%
31%
Adjusted EBITDA margin
Revenue
Adjusted EBITDA
Adjusted EBITDAMargin
FY16E Mid point At 80% utilization

$m FY15
Revenue
FY16E1
Revenue
FY15 Adj.
EBITDA
Margin
FY16E1 Adj.
EBITDA
Margin
Same School 481 515 26.7% 26.8%
New Build 33 34 (7.3)% (5.2)%
Acquisitions 49 296 13.9% 24.1%
Total
Premium
Schools
563 845 23.6% 24.6%
Other 14 5 5.1% 8.0%
Total 577 850 23.2% 24.4%
FY15 and FY16 Adjusted EBITDA margin
68
1. Midpoint of FY16 guidance

Premium Schools Revenue and Adjusted EBITDA
30.9%
19.2%
7.6%
14.0%
29.1%
Adjusted EBITDA
44.4%
15.3%
7.7%
15.2%
14.7%
China
Europe
Middle East
South East Asia
North America
1HFY16
Revenue
33.7%
25.1%
12.9%
17.7%
13.8%
22.5%
25.2%
10.5%
14.4%
27.4%
1HFY15

5,183
5,768
20.1
18.9
China and
 Organic growth - local
market growing faster
than expat market
H1FY15 H1FY16
47% 43%
H1FY15 H1FY16
Average 67% 65%
Utilization
H1FY15 H1FY16
Revenue/FTE ($,000) Adjusted EBITDA marginAverage FTEs
 Short term negative impact
from opening of new
Shanghai bilingual school
 Utilization and pricing
increases
 New bilingual school price
point lower than current
China average
 Pricing increases

16.8
18.7
4,602
6,549
Europe and
H1FY15 H1FY16
20% 24%
H1FY15 H1FY16
Average 76% 76%
Utilization
Revenue/FTE ($,000) Adjusted EBITDA marginAverage FTEs
H1FY15 H1FY16
 Continued ramp up of La
Cote new build
increases
 Pricing increases Organic growth into
capacity expansions

9.4
9.6
Middle East and
20% 23%
H1FY15 H1FY16
4,270
5,299
H1FY15 H1FY16
Average 81% 91%
Utilization
Adjusted EBITDA marginAverage FTEs Revenue/FTE ($,000)
 Ramp up of Dubai new
build
 Moderate pricing
increases
 Organic growth within
capacity constraints
H1FY15 H1FY16

35%
30%
Southeast Asia and
H1FY15 H1FY16
Average 68% 61%
Utilization
4,335
7,404
H1FY15 H1FY16
10.2
9.4
H1FY15 H1FY16
increases
 Vietnam schools
acquired in FY15 with
lower revenue/FTE
 Strong organic growth

35% 32%
15.3
14.0
2,795
9,476
North America and
H1FY15 H1FY16H1FY15 H1FY16
H1FY15 H1FY16
 Sale and leaseback
 New Houston campus
opening September 2016
(~$8m property expenses)
 Ramp up of Chicago new
build opened September 2015
increases
 Mix impact of Meritas
acquisition in FY15
 Organic growth
Average 74% 70%
Utilization

Maximize
and maintain
75

Negative workingcapitaldue to:
>50% payment before fiscalyear starts on:
 Organic FTE growth (average
organic growth last 5 years 6%)
 1.5-2x inflation pricing increases on
all FTEs
working capital dynamics
51%
76%
51%
25%
17%
76%
93%
In advance of
school year
Prior to January Prior to April
76
FY15 schools Revenue receivedin advance
Cumulative receipts

cash flow generation
$74.4
$83.6
$132.9
$167.0
FY12 FY13 FY14 FY15
Cash flow
conversion1
1. Cash flow conversion percentage is calculated bydividing cash generated from operations (which excludesinterest and tax pai d) byadjusted EBITDA
Cash generated from operations
106% 105% 104% 125%

Strong cash generation
Capital available for
IFRS cash generated from operations
= 110%1 AdjustedEBITDAon average
FY16
example
less Cash taxes2
Net cash interest3
Low maintenance capex ~$800/FTE p.a.
Available capital
Same schoolexpansion capex
New Builds capex
One off projects capex
Allocated to high return
growth methods
~$(14)m
~$(41)m
~$(28)m
~$(57)m
~$(20)m
$228m
~$123m
~$(13)m
~$55m
1. Average percentage FY12-FY15
2. Fiscal 2016 expected effective tax rate 27%
3. Fiscal 2016 expected interest expense net of expected non-cash interest expense
4. Fiscal 2016 expected total capital expenditure ~$97m, of which ~$28m is maintenance
Includes ~$31m
Shanghai New
Build
Available for acquisitions
+ sale and leaseback proceeds ~$210m

Net leverage target
2.9 x
4.7 x
3.8 x
FY14 FY15PF FY16E
38%
62%
Net Leverage profile Debt by currency1
USD
CHF, RMB
EUR
Debt capacity up to 4.0x provides additional available capital for growth
1. After giving effect to $120m USD CNH cross currencyswap and $90m USD EUR cross currencyswap entered into Q3 FY16.

Reinforcing
for
growth
80
 Recruiting additional resources –
Finance, Internal Audit, Compliance,
Sarbanes-Oxley
 Improved systems – accounting,
reporting, consolidation
 Revised procedures – increased
quarterly auditor review

capital allocation targets
~5-10% of capacity 2 -3 per year
Remaining capital
50%+ ROI 70%+ ROI 21% CAGR

Favorable
demographics
Constantly exceptional new opportunities
Unique
Opportunities
Strength of
Nord Anglia
Education
Brand
=+

Building a global brand that everyone
84

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