Coh Holdco Inc.

“Ronald Sargent and Suzanne Vautrinot - Business relationship”

“CITY OF HOPE (FEIN: 95-3435919) IS THE SOLE CORPORATE MEMBER OF COH HoldCo Inc.”

“CITY OF HOPE, AS THE SOLE CORPORATE MEMBER OF COH HoldCo Inc., HAS THE POWER TO ELECT COH HoldCo Inc.'s BOARD OF DIRECTORS.”

“The following actions may not be undertaken without the prior consent or approval of the sole corporate member, city of hope, as specified in the governing documents of coh holdco inc.: amendments or alterations to coh holdco inc.'s bylaws; amendment or restatement of coh holdco inc.'s certificate of incorporation; election and removal of members of coh holdco inc.'s governing body.”

“There are no Committees with the authority to act on behalf of the governing body.”

“A copy of the organization's form 990 is reviewed by the risk, audit and compliance committee of the board of directors of city of hope, which assists the board in fulfilling its responsibilities regarding financial, accounting, and corporate compliance matters of the coh holdco inc. The form 990 information is compiled by the tax team and provided to ey, an external accounting firm, for the preparation of form 990, which is reviewed thoroughly with internal leadership and external participants, including ey, and retained outside tax counsel. Prior to filing, the form 990 is made available to voting members of the city of hope board of directors for their review.”

“All employees of city of hope and affiliates, board of directors members, board committee members and research team members are covered by city of hope's applicable conflict of interest policies. Determinations as to whether a conflict of interest exists and review of conflict disclosures are made by city of hope's general counsel and chief ethics and compliance officer and, as applicable, the chair of the board or the conflict of interest and commitment committee, based upon the classification of person making the disclosure. Restrictions imposed on persons with a conflict vary, based upon the facts, and may include: prohibition from participating in a governing body's deliberations and voting on a given transaction or set of transactions; recusal from the decision-making process relating to business transactions (e.g., purchasing decisions); prohibition from participating as a principal investigator in research; and disclosure of financial interest in research study informed consent forms and publications. As part of a conflict management plan, monitoring transactions for conflicts of interest is done through required disclosures and updates by persons covered by the organization's conflict of interest policies and a concurrent review of such disclosures against transactions. City of hope's policy provides for disciplinary action against persons covered by the conflict of interest policies who do not comply with policy requirements.”

“The executive compensation and governance committee of the city of hope board of directors ("committee") pursuant to a delegation of authority from the city of hope board of directors and the coh holdco board of directors, is responsible for setting the compensation of the president and ceo. The directors on this committee are independent and adhere to a strict conflict of interest policy. Deliberation and decision making are substantiated in the minutes of the committee's meetings. The minutes are reviewed and approved at the next meeting of the committee. As part of the deliberation process, the committee receives advice from an independent, third-party compensation consultant with respect to executive compensation, including review of comparable and benchmark data, current compensation philosophy, structure, and administration of the executive compensation programs at city of hope and affiliates. The committee carries out the board of directors' overall responsibilities relating to executive compensation. The executive compensation philosophy is designed to assist in attracting and retaining the caliber of executive leadership required to enable city of hope to achieve the highest levels of community benefit, impact to clinical care, quality research and efficient philanthropic development. Under the aip and lti described in schedule j, a substantial portion of executive compensation is linked directly to performance goals approved in advance. As a result, performance compensation may vary from year to year. Goal setting under the aip is tied to annual performance, including the attainment of specific business objectives for strategic and financial performance as well as non-financial measures such as patient satisfaction and quality of patient care. The lti is designed to drive long-term organizational performance and transformation by aligning executives with the multi year strategic plan and incentivizing them to achieve key organizational and strategic objectives and goals. With three-year vesting periods, the lti also provides a means for retaining key executive talent. The committee conducts annual compensation reviews for the president and ceo in december.”

“The executive compensation and governance committee of the city of hope board of directors ("committee") pursuant to a delegation of authority from the city of hope board of directors and the coh holdco board of directors, is responsible for setting the compensation of, or establishing compensation levels for total compensation consistent with city of hope's compensation philosophy, for senior leaders at the senior vice president or equivalent level. The directors on this committee are independent and adhere to a strict conflict of interest policy. Deliberation and decision making are substantiated in the minutes of the committee's meetings. The minutes are reviewed and approved at the next meeting of the committee. As part of the deliberation process, the committee receives advice from an independent, third-party compensation consultant with respect to executive compensation, including review of comparable and benchmark data, current compensation philosophy, structure, and administration of the executive compensation programs at city of hope and affiliates. The committee carries out the board of directors' overall responsibilities relating to executive compensation. The executive compensation philosophy is designed to assist in attracting and retaining the caliber of executive leadership required to enable city of hope to achieve the highest levels of community benefit, impact to clinical care, quality research and efficient philanthropic development. Under the aip and lti described in schedule j, a substantial portion of executive compensation is linked directly to performance goals approved in advance. As a result, performance compensation may vary from year to year. Goal setting under the aip is tied to annual performance, including the attainment of specific business objectives for strategic and financial performance as well as non-financial measures such as patient satisfaction and quality of patient care. The lti is designed to drive long-term organizational performance and transformation by aligning executives with the multi year strategic plan and incentivizing them to achieve key organizational and strategic objectives and goals. With three-year vesting periods, the lti also provides a means for retaining key executive talent. The committee conducts annual compensation reviews in december to set compensation levels, or where the proposed compensation exceeds compensation levels established by the committee, for senior leaders at the senior vice president or equivalent level.”

“COH HoldCo's ARTICLES OF INCORPORATION and bylaws ARE not made AVAILABLE TO THE PUBLIC. COH HoldCo is included in City of Hope's CONSOLIDATED AUDITED FINANCIAL STATEMENTS, which ARE AVAILABLE ON THE CITY OF HOPE WEBSITE, AND ITS CONFLICT OF INTEREST POLICIES ARE AVAILABLE BY WRITTEN REQUEST MADE TO THE CONFLICT OF INTEREST MANAGER.”

“FULL TIME EXEMPT EMPLOYEES GENERALLY WORK IN EXCESS OF 40 HOURS PER WEEK, WHICH HAS BEEN REFLECTED IN PART VII BY AN ESTIMATE OF 60 HOURS HER WEEK. THE MEMBERS OF THE BOARD OF DIRECTORS ARE NOT COMPENSATED FOR SERVING ON THE BOARD. THE AVERAGE HOURS REPORTED FOR EACH DIRECTOR IS AN ESTIMATE OF THE TIME SPENT PREPARING FOR AND ATTENDING MEETINGS OF THE BOARD OF DIRECTORS. THE BOARD OF DIRECTORS HELD FOUR REGULARLY SCHEDULED MEETINGS DURING FISCAL YEAR 2023. THE RISK, AUDIT AND COMPLIANCE COMMITTEE HELD Five REGULARLY SCHEDULED MEETINGS IN FISCAL YEAR 2023.”

“The organization was formed as a Delaware nonprofit nonstock corporation to complete the acquisition of Cancer Treatment Centers of America (CTCA) limited liability company operating companies from independent former owners. The organization operated as a taxable corporation until September 30, 2022 and payments to employees and independent contractors paid or payable before September 30, 2022 relate to services they provided to the taxable organization and were disclosed and deducted on the taxable organization's Form 1120. Accordingly, that compensation including bonuses has not been reported on this Form 990. Because of the organization's conversion from taxable to tax-exempt status effective September 30, 2022, the organization believes it is appropriately treated as two separate legal entities and compensation paid or payable prior to the tax-exempt conversion are properly not disclosed on Part VII and Schedule J of this Form 990. Auveek Basu, the former CTCA CEO, was employed by CTCA prior to acquisition of CTCA by City of Hope. As is typical of organizations undergoing a sale, Dr. Basu was paid to remain through the sale and post-closing to facilitate the transition and maintain stability during that period.”

“Other Income - Total Revenue: 253309, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 253309;”

“TO OPERATE EXCLUSIVELY FOR THE BENEFIT OF AND TO CARRY OUT THE PURPOSES OF MIDWESTERN REGIONAL MEDICAL CENTER, INC., SOUTHEASTERN REGIONAL MEDICAL CENTER, INC., AND WESTERN REGIONAL MEDICAL CENTER, INC. COH HoldCo, Inc. IS PART OF AN INTEGRATED SYSTEM KNOWN AS CITY OF HOPE THAT COLLECTIVELY REFERS TO CITY OF HOPE, CITY OF HOPE AUXILIARIES, CITY OF HOPE NATIONAL MEDICAL CENTER, CITY OF HOPE MEDICAL FOUNDATION, THE TRANSLATIONAL GENOMICS RESEARCH INSTITUTE AND ITS AFFILIATES, THE TRANSLATIONAL GENOMICS RESEARCH INSTITUTE FOUNDATION, SOUTHERN CALIFORNIA RADIATION ONCOLOGY, LLC, ACCESSHOPE, LLC, THE BECKMAN RESEARCH INSTITUTE OF THE CITY OF HOPE, Western Regional Medical Center, Inc. (City of Hope Phoenix) Southeastern Regional Medical Center, Inc. (City of Hope Atlanta) and Midwestern Regional Medical Center, Inc. (City of Hope Chicago).”

“Staffing Fees - Total Expense: 14453500, Program Service Expense: 10237183, Management and General Expenses: 4216317, Fundraising Expenses: ; Purchased Services - Total Expense: 32488562, Program Service Expense: 23011129, Management and General Expenses: 9477433, Fundraising Expenses: ; Consulting & Management Fees - Total Expense: 9509732, Program Service Expense: 6735591, Management and General Expenses: 2774141, Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ; - Total Expense: , Program Service Expense: , Management and General Expenses: , Fundraising Expenses: ;”

“Impairment Loss - -6281153; Transfer of Net Assets to Southeastern Regional Medical Center, Inc. - -45214504; Transfer of Net Assets to Western Regional Medical Center, Inc. - -31126080; Transfer of Net Assets to Midwestern Regional Medical Center, Inc. - -36659416; Other Transfers - -XXX-XX-XXXX;”