Exhibit 99.2 Capital Senior Living A Leading Owner-Operator of Senior Living Communities and ServicesExhibit 99.2 Capital Senior Living A Leading Owner-Operator of Senior Living Communities and Services

Forward-Looking Statements & Non-GAAP Financial Measures Forward Looking Statements: The forward-looking statements in this presentation The forward-looking statements in this release are subject to certain risks and uncertainties that could cause the Company’s actual results and financial condition to differ materially, including, but not limited to, the continued spread of COVID-19, including the speed, depth, geographic reach and duration of such spread, new information that may emerge concerning the severity of COVID-19, the actions taken to prevent or contain the spread of COVID-19 or treat its impact, the legal, regulatory and administrative developments that occur at the federal, state and local levels in response to the COVID-19 pandemic, and the frequency and magnitude of legal actions and liability claims that may arise due to COVID-19 or the Company’s response efforts; the impact of COVID-19 on the Company’s ability to continue as a going concern, the Company’s ability to generate sufficient cash flows from operations, additional proceeds from debt refinancings, and proceeds from the sale of assets to satisfy its short and long-term debt and lease obligations and to fund the Company’s capital improvement projects to expand, redevelop, and/or reposition its senior living communities; the Company’s ability to obtain additional capital on terms acceptable to it; the Company’s ability to extend or refinance its existing debt as such debt matures; the Company’s compliance with its debt and lease agreements, including certain financial covenants, and the risk of cross-default in the event such non-compliance occurs; the Company’s ability to complete acquisitions and dispositions upon favorable terms or at all; the risk of oversupply and increased competition in the markets which the Company operates; the risk of increased competition for skilled workers due to wage pressure and changes in regulatory requirements; the departure of the Company’s key officers and personnel; the cost and difficulty of complying with applicable licensure, legislative oversight, or regulatory changes; the risks associated with a decline in economic conditions generally; the adequacy and continued availability of the Company’s insurance policies and the Company’s ability to recover any losses it sustains under such policies; changes in accounting principles and interpretations; and the other risks and factors identified from time to time in the Company’s reports filed with the Securities and Exchange Commission. For information about Capital Senior Living, visit www.capitalsenior.com. The Company assumes no obligation to update or supplement forward-looking statements in this presentation that become untrue because of new information, subsequent events or otherwise. Non-GAAP Financial Measures: Adjusted EBITDAR is a financial valuation measure and Adjusted Net Income/(Loss) and Adjusted CFFO are financial performance measures that are not calculated in accordance with U.S. generally accepted accounting principles (“GAAP”). Non-GAAP financial measures may have material limitations in that they do not reflect all of the costs associated with our results of operations as determined in accordance with GAAP. As a result, these non-GAAP financial measures should not be considered a substitute for, nor superior to, financial results and measures determined or calculated in accordance with GAAP. Adjusted EBITDAR is a valuation measure commonly used by Company management, research analysts and investors to value companies in the senior living industry. Since Adjusted EBITDAR excludes interest expense and rent expense, it allows Company management, research analysts and investors to compare the enterprise values of different companies without regard to differences in capital structures and leasing arrangements. The Company believes that Adjusted Net Income/(Loss) and Adjusted CFFO are useful as performance measures in identifying trends in day-to-day operations because they exclude the costs associated with acquisitions and conversions and other items that do not ordinarily reflect the ongoing operating results of our primary business. Adjusted Net Income/(Loss) and Adjusted CFFO provide indicators to management of progress in achieving both consolidated and individual business unit operating performance and are used by research analysts and investors to evaluate the performance of companies in the senior living industry. The Company strongly urges you to review the reconciliation of net loss to Adjusted EBITDAR and the reconciliation of net income/(loss) to Adjusted Net Income/(Loss) and Adjusted CFFO, along with the Company’s consolidated balance sheets, statements of operations, and statements of cash flows in the Company’s most recent earnings release which can be found on the Company’s website at www.capitalsenior.com/investor-relations/press-releases/. 2Forward-Looking Statements & Non-GAAP Financial Measures Forward Looking Statements: The forward-looking statements in this presentation The forward-looking statements in this release are subject to certain risks and uncertainties that could cause the Company’s actual results and financial condition to differ materially, including, but not limited to, the continued spread of COVID-19, including the speed, depth, geographic reach and duration of such spread, new information that may emerge concerning the severity of COVID-19, the actions taken to prevent or contain the spread of COVID-19 or treat its impact, the legal, regulatory and administrative developments that occur at the federal, state and local levels in response to the COVID-19 pandemic, and the frequency and magnitude of legal actions and liability claims that may arise due to COVID-19 or the Company’s response efforts; the impact of COVID-19 on the Company’s ability to continue as a going concern, the Company’s ability to generate sufficient cash flows from operations, additional proceeds from debt refinancings, and proceeds from the sale of assets to satisfy its short and long-term debt and lease obligations and to fund the Company’s capital improvement projects to expand, redevelop, and/or reposition its senior living communities; the Company’s ability to obtain additional capital on terms acceptable to it; the Company’s ability to extend or refinance its existing debt as such debt matures; the Company’s compliance with its debt and lease agreements, including certain financial covenants, and the risk of cross-default in the event such non-compliance occurs; the Company’s ability to complete acquisitions and dispositions upon favorable terms or at all; the risk of oversupply and increased competition in the markets which the Company operates; the risk of increased competition for skilled workers due to wage pressure and changes in regulatory requirements; the departure of the Company’s key officers and personnel; the cost and difficulty of complying with applicable licensure, legislative oversight, or regulatory changes; the risks associated with a decline in economic conditions generally; the adequacy and continued availability of the Company’s insurance policies and the Company’s ability to recover any losses it sustains under such policies; changes in accounting principles and interpretations; and the other risks and factors identified from time to time in the Company’s reports filed with the Securities and Exchange Commission. For information about Capital Senior Living, visit www.capitalsenior.com. The Company assumes no obligation to update or supplement forward-looking statements in this presentation that become untrue because of new information, subsequent events or otherwise. Non-GAAP Financial Measures: Adjusted EBITDAR is a financial valuation measure and Adjusted Net Income/(Loss) and Adjusted CFFO are financial performance measures that are not calculated in accordance with U.S. generally accepted accounting principles (“GAAP”). Non-GAAP financial measures may have material limitations in that they do not reflect all of the costs associated with our results of operations as determined in accordance with GAAP. As a result, these non-GAAP financial measures should not be considered a substitute for, nor superior to, financial results and measures determined or calculated in accordance with GAAP. Adjusted EBITDAR is a valuation measure commonly used by Company management, research analysts and investors to value companies in the senior living industry. Since Adjusted EBITDAR excludes interest expense and rent expense, it allows Company management, research analysts and investors to compare the enterprise values of different companies without regard to differences in capital structures and leasing arrangements. The Company believes that Adjusted Net Income/(Loss) and Adjusted CFFO are useful as performance measures in identifying trends in day-to-day operations because they exclude the costs associated with acquisitions and conversions and other items that do not ordinarily reflect the ongoing operating results of our primary business. Adjusted Net Income/(Loss) and Adjusted CFFO provide indicators to management of progress in achieving both consolidated and individual business unit operating performance and are used by research analysts and investors to evaluate the performance of companies in the senior living industry. The Company strongly urges you to review the reconciliation of net loss to Adjusted EBITDAR and the reconciliation of net income/(loss) to Adjusted Net Income/(Loss) and Adjusted CFFO, along with the Company’s consolidated balance sheets, statements of operations, and statements of cash flows in the Company’s most recent earnings release which can be found on the Company’s website at www.capitalsenior.com/investor-relations/press-releases/. 2

Table of Contents Sections Pages I. Company Overview 4 II. 3Q 2020 Highlights 5 III. COVID-19 Update 10 IV. Strategy Update 14 V. 3Q Financials 25 3Table of Contents Sections Pages I. Company Overview 4 II. 3Q 2020 Highlights 5 III. COVID-19 Update 10 IV. Strategy Update 14 V. 3Q Financials 25 3

Capital Senior Living at a Glance 119 30+ 9,000+ $442MM 5,600+ Communities Year Residents 2019 Revenue Employees History 66% Owned Served 15+ Communities 22 • Dallas-based Capital Senior Living is one of the nation’s largest 5 - 14 Communities States < 5 Communities operators of independent living, assisted living and memory care communities for senior adults. • Capital Senior Living provides seniors the freedom and opportunity to successfully, comfortably and happily age in place. (1) (2) Attractive Private Pay Focus Balanced Unit Mix % of Revenue Memory Care Private Pay 11% Assisted 93% Living Independent 52% 37% Living Medica 6id As of September 30th, 2020 7% (1) Payer Mix as of September 30, 2020 (2) Unit mix as of September 30, 2020 4Capital Senior Living at a Glance 119 30+ 9,000+ $442MM 5,600+ Communities Year Residents 2019 Revenue Employees History 66% Owned Served 15+ Communities 22 • Dallas-based Capital Senior Living is one of the nation’s largest 5 - 14 Communities States < 5 Communities operators of independent living, assisted living and memory care communities for senior adults. • Capital Senior Living provides seniors the freedom and opportunity to successfully, comfortably and happily age in place. (1) (2) Attractive Private Pay Focus Balanced Unit Mix % of Revenue Memory Care Private Pay 11% Assisted 93% Living Independent 52% 37% Living Medica 6id As of September 30th, 2020 7% (1) Payer Mix as of September 30, 2020 (2) Unit mix as of September 30, 2020 4

3Q 2020 Highlights 53Q 2020 Highlights 5

Summary of 3Q 2020 Same Store* Operating Results • YTD Revenue at 97% of last year. • YTD 2020 rates increased 1.3% vs. 2019. 3Q20 rates increased 0.6% over 3Q19. • YTD NOI margin remains strong at 32%. • Occupancy declined 190 bps in 3Q20 compared to 2Q20 due to the impacts of COVID-19. • Move-in volume for same store communities at 87% of 3Q2019; communities are recovering. Occupancy • Move-outs in Aug & Sept were elevated following several months of lower-than-normal volume. • Total expenses remain flat 3Q20 vs. 3Q19. Operating • Use of agency staffing remained flat QoQ and decreased $1.2M on a YTD basis or 38%. • Invested $2.0M in front line staff hero pay. Expenses • Non-labor operating expenses were down $1.0M 3Q20 vs. 3Q19 and down $2.3M on a YTD basis. • YoY NOI rebounds to 89% of prior year. NOI • YTD NOI margin remains strong at 32%. *Same Store 95 Communities 6Summary of 3Q 2020 Same Store* Operating Results • YTD Revenue at 97% of last year. • YTD 2020 rates increased 1.3% vs. 2019. 3Q20 rates increased 0.6% over 3Q19. • YTD NOI margin remains strong at 32%. • Occupancy declined 190 bps in 3Q20 compared to 2Q20 due to the impacts of COVID-19. • Move-in volume for same store communities at 87% of 3Q2019; communities are recovering. Occupancy • Move-outs in Aug & Sept were elevated following several months of lower-than-normal volume. • Total expenses remain flat 3Q20 vs. 3Q19. Operating • Use of agency staffing remained flat QoQ and decreased $1.2M on a YTD basis or 38%. • Invested $2.0M in front line staff hero pay. Expenses • Non-labor operating expenses were down $1.0M 3Q20 vs. 3Q19 and down $2.3M on a YTD basis. • YoY NOI rebounds to 89% of prior year. NOI • YTD NOI margin remains strong at 32%. *Same Store 95 Communities 6

2020 Same Store* Volume Statistics • 3Q20 move-ins significantly improved to 87% of prior year; communities are recovering • Highest COVID impact in April • In person tours have been limited due to COVID and state regulations • August & September move-outs elevated after several months below normal levels Pre- Initial COVID Recovery COVID Impact Indexed to same periods prior year YTD 1 Statistic Feb March April May June 2Q20 July Aug Sept 3Q20 Oct ~93% ~63% ~58% ~70% ~77% ~68% ~65% ~66% ~70% ~67% ~71% Leads ~101% ~75% ~54% ~56% ~67% ~59% ~63% ~66% ~78% ~69% ~77% Tours 2 ~107% ~90% ~44% ~70% ~120% ~75% ~81% ~96% ~85% ~87% ~68% Move-Ins Move-Outs ~95% ~95% ~91% ~87% ~88% ~89% ~98% ~106% ~113% ~105% 103% *Same Store 95 Communities (1) Oct 2020 statistics are preliminary and subject to change (2) Oct 2020 preliminary move-in comparison reflects unusually high move in activity in Oct 2019 base period 72020 Same Store* Volume Statistics • 3Q20 move-ins significantly improved to 87% of prior year; communities are recovering • Highest COVID impact in April • In person tours have been limited due to COVID and state regulations • August & September move-outs elevated after several months below normal levels Pre- Initial COVID Recovery COVID Impact Indexed to same periods prior year YTD 1 Statistic Feb March April May June 2Q20 July Aug Sept 3Q20 Oct ~93% ~63% ~58% ~70% ~77% ~68% ~65% ~66% ~70% ~67% ~71% Leads ~101% ~75% ~54% ~56% ~67% ~59% ~63% ~66% ~78% ~69% ~77% Tours 2 ~107% ~90% ~44% ~70% ~120% ~75% ~81% ~96% ~85% ~87% ~68% Move-Ins Move-Outs ~95% ~95% ~91% ~87% ~88% ~89% ~98% ~106% ~113% ~105% 103% *Same Store 95 Communities (1) Oct 2020 statistics are preliminary and subject to change (2) Oct 2020 preliminary move-in comparison reflects unusually high move in activity in Oct 2019 base period 7

Decelerating Declines in Same Store* Month-End Occupancy 2 bps 83.0% (40) bps 82.6% 82.6% 82.0% 82.2% (151) bps 81.0% 24 bps 80.7% (93) bps 80.0% (89) bps 80.0% 79.8% 79.0% (83) bps 79.1% (72) bps 78.0% 78.3% 77.6% 77.0% 76.0% 75.0% JAN 20 FEB 20 MAR 20 APR 20 MAY 20 JUN 20 JUL 20 AUG 20 SEP 20 *Same Store 95 Communities 8Decelerating Declines in Same Store* Month-End Occupancy 2 bps 83.0% (40) bps 82.6% 82.6% 82.0% 82.2% (151) bps 81.0% 24 bps 80.7% (93) bps 80.0% (89) bps 80.0% 79.8% 79.0% (83) bps 79.1% (72) bps 78.0% 78.3% 77.6% 77.0% 76.0% 75.0% JAN 20 FEB 20 MAR 20 APR 20 MAY 20 JUN 20 JUL 20 AUG 20 SEP 20 *Same Store 95 Communities 8

Improving Labor Statistics Workforce stability, consistency and confidence have been key to successful management during the COVID-19 pandemic. 9.6 Total Employee Turnover ppts September YTD YoY 5.3 Community Leadership Turnover ppts September YTD YoY 20 Average time from job posting to hire days September YTD YoY *Same Store 95 Communities 9Improving Labor Statistics Workforce stability, consistency and confidence have been key to successful management during the COVID-19 pandemic. 9.6 Total Employee Turnover ppts September YTD YoY 5.3 Community Leadership Turnover ppts September YTD YoY 20 Average time from job posting to hire days September YTD YoY *Same Store 95 Communities 9

COVID-19 Update 10COVID-19 Update 10

COVID Update • 100% of Capital Senior Living Communities are currently accepting new residents • Active cases remain low due to implementation of consistent and robust safety protocols. • All communities remain in high alert with COVID precautions and CDC guidelines in place New COVID Cases Trailing Two Weeks 1,000,000 100 800,000 80 60 600,000 400,000 40 200,000 20 - - 3/2/20 - 3/16/20 - 3/30/20 - 4/13/2020 4/27/20 - 5/11/20 - 5/25/20 - 6/8/20 - 6/22/20 - 7/6/20 - 7/20/20 - 8/3/20 - 8/17/20 - 8/31/20 - 9/14/20 - 9/28/20 - 10/12/20 - 3/15/20 3/29/20 4/12/20 - 4/26/20 5/10/20 5/24/20 6/7/20 6/21/20 7/5/20 7/19/20 8/2/20 8/16/20 8/30/20 9/13/20 9/27/20 10/11/20 10/25/20 CSL Resident Cases US National Cases Source: CDC COVID Data Tracker; US and State Trends 11COVID Update • 100% of Capital Senior Living Communities are currently accepting new residents • Active cases remain low due to implementation of consistent and robust safety protocols. • All communities remain in high alert with COVID precautions and CDC guidelines in place New COVID Cases Trailing Two Weeks 1,000,000 100 800,000 80 60 600,000 400,000 40 200,000 20 - - 3/2/20 - 3/16/20 - 3/30/20 - 4/13/2020 4/27/20 - 5/11/20 - 5/25/20 - 6/8/20 - 6/22/20 - 7/6/20 - 7/20/20 - 8/3/20 - 8/17/20 - 8/31/20 - 9/14/20 - 9/28/20 - 10/12/20 - 3/15/20 3/29/20 4/12/20 - 4/26/20 5/10/20 5/24/20 6/7/20 6/21/20 7/5/20 7/19/20 8/2/20 8/16/20 8/30/20 9/13/20 9/27/20 10/11/20 10/25/20 CSL Resident Cases US National Cases Source: CDC COVID Data Tracker; US and State Trends 11

COVID Response: Acting to Keep Residents Safe Foundation of CSL COVID-19 Response Enhanced compensation to reward front line Regional staffing support for deployment in Multi-disciplinary COVID-19 task force workers high-risk situations Multiple procurement partners ensures Advanced disinfecting supplies designed Therapy and wellness offerings to ensure stable PPE supply chain for eight regional specifically for COVID-19 resident well-being supply hubs Real Time Operational Progression ü Expanded our supply network and fortified community supply stock of masks, gowns, gloves, face shields, ü Interior tours and family visits relaunched with sanitizer and other critical items through eight regional strict safety and disinfecting guidelines. supply hubs. ü Floating nursing and caregiving roles increased ü Diligent screening of all visitors, employees and clinical and staffing support for communities returning residents continues without exception. impacted by COVID. Q1 2020 Q2 2020 Q3 2020 Q4 2020 ü Reinvented the dining experience and activities to accommodate the current environment and provide wellness focus environment.ü Consistent testing of residents moving in or re-admitting. ü Added regional nursing support staff with multi-site clinical ü Staff testing consistent with state and CDC guidance. management experience to supplement clinical and quality assurance function. ü Ongoing focus on resident health and wellness by supplementing activity programing. 12COVID Response: Acting to Keep Residents Safe Foundation of CSL COVID-19 Response Enhanced compensation to reward front line Regional staffing support for deployment in Multi-disciplinary COVID-19 task force workers high-risk situations Multiple procurement partners ensures Advanced disinfecting supplies designed Therapy and wellness offerings to ensure stable PPE supply chain for eight regional specifically for COVID-19 resident well-being supply hubs Real Time Operational Progression ü Expanded our supply network and fortified community supply stock of masks, gowns, gloves, face shields, ü Interior tours and family visits relaunched with sanitizer and other critical items through eight regional strict safety and disinfecting guidelines. supply hubs. ü Floating nursing and caregiving roles increased ü Diligent screening of all visitors, employees and clinical and staffing support for communities returning residents continues without exception. impacted by COVID. Q1 2020 Q2 2020 Q3 2020 Q4 2020 ü Reinvented the dining experience and activities to accommodate the current environment and provide wellness focus environment.ü Consistent testing of residents moving in or re-admitting. ü Added regional nursing support staff with multi-site clinical ü Staff testing consistent with state and CDC guidance. management experience to supplement clinical and quality assurance function. ü Ongoing focus on resident health and wellness by supplementing activity programing. 12

COVID-19 Transition Plan This outlines our policies as we begin easing some of the heightened safety measures and restrictions put in place to limit the spread of COVID-19. Each community will also have its own individualized Transition Plan depending on state and local mandates, trends in COVID-19 cases in the market, resident population, community size and layout and whether the community has been previously impacted by COVID-19. 13COVID-19 Transition Plan This outlines our policies as we begin easing some of the heightened safety measures and restrictions put in place to limit the spread of COVID-19. Each community will also have its own individualized Transition Plan depending on state and local mandates, trends in COVID-19 cases in the market, resident population, community size and layout and whether the community has been previously impacted by COVID-19. 13

Strategy Update 14Strategy Update 14

2019-2021 Strategy Financial and Operational Strategy designed to focus the organization on specific actions to improve the Company’s performance and position the Company’s owned portfolio for near- and long-term growth Reduce Leverage and Improve Liquidity EXIT LEASES RESET DEBT RIGHTSIZE PORTFOLIO • Improve debt service capacity • Divest underperforming assets • Eliminate NNN terms • Preserve operating scale • Stabilize portfolio • Manage assets where attractive • Focus on core markets • Maintain lender relationships • Extract value from assets in core markets STABILIZE INVEST GROW NURTURE Execution Excellence Resident-Centric Experience Commercial Excellence Market Opportunities • Same store organic growth • Local brand preference • Quality • Community upgrades and • Accretive acquisitions in • Lead generation and sales • Systems & Analytics conversions to AL & MC attractive geographically • Digital Transformation and • Operational Leadership • Innovative and Differentiated concentrated markets customer engagement • Talent and Retention Resident Programming • Performance-based media • Scale • Population Health and Wellness strategies • Operating Standards • Technology 2020 2019 2021 9 Strictly confidential 15 OPERATIONAL FINANCIAL PERFORMANCE IMPROVEMENT 2019-2021 Strategy Financial and Operational Strategy designed to focus the organization on specific actions to improve the Company’s performance and position the Company’s owned portfolio for near- and long-term growth Reduce Leverage and Improve Liquidity EXIT LEASES RESET DEBT RIGHTSIZE PORTFOLIO • Improve debt service capacity • Divest underperforming assets • Eliminate NNN terms • Preserve operating scale • Stabilize portfolio • Manage assets where attractive • Focus on core markets • Maintain lender relationships • Extract value from assets in core markets STABILIZE INVEST GROW NURTURE Execution Excellence Resident-Centric Experience Commercial Excellence Market Opportunities • Same store organic growth • Local brand preference • Quality • Community upgrades and • Accretive acquisitions in • Lead generation and sales • Systems & Analytics conversions to AL & MC attractive geographically • Digital Transformation and • Operational Leadership • Innovative and Differentiated concentrated markets customer engagement • Talent and Retention Resident Programming • Performance-based media • Scale • Population Health and Wellness strategies • Operating Standards • Technology 2020 2019 2021 9 Strictly confidential 15 OPERATIONAL FINANCIAL PERFORMANCE IMPROVEMENT

Significant Actions since 2019 to Improve the Company’s Operational Performance and Financial Foundation March 2020 • Reached agreements with all 3 landlords resulting in 25% rent reduction for 2020 effective Feb 1 and the early termination of all master leases by 12/31/20 January & February 2019 • Board appoints new CEO • Six leased communities converted to management agreements • Hired Chief Revenue Officer • When completed, will reduce LT lease liabilities by • Announced 3-year strategic plan ~$253M and improve annual cash flow by ~$22M • Restructured sales organization Improved • Closed sale of one non-performing asset, generating net & implemented new incentive plans cash proceeds of $6.9M Annualized Cash Flow $32M 1H 2019 2H 2019 1H 2020 2H2020 Reduced Long- September & October 2019 August - October 2020 Term Liabilities • Hired Chief Operating Officer • Announced turnback of 18 assets with non-recourse mortgage $470M debt immediately improving annual cash flow by ~$10M • Closed sale of two assets, generating $14.8M in net cash proceeds • When completed, will reduce LT debt by ~$216M and eliminating ~$44M of mortgage debt • Continuing to manage these communities on lender’s behalf for • Reached agreement 5% of revenue with HealthPeak for early termination of 9-communiy master lease. • Implemented G&A reductions which, when completed, will save ~$7M annually • Realigned operating structure and streamlined support functions 16Significant Actions since 2019 to Improve the Company’s Operational Performance and Financial Foundation March 2020 • Reached agreements with all 3 landlords resulting in 25% rent reduction for 2020 effective Feb 1 and the early termination of all master leases by 12/31/20 January & February 2019 • Board appoints new CEO • Six leased communities converted to management agreements • Hired Chief Revenue Officer • When completed, will reduce LT lease liabilities by • Announced 3-year strategic plan ~$253M and improve annual cash flow by ~$22M • Restructured sales organization Improved • Closed sale of one non-performing asset, generating net & implemented new incentive plans cash proceeds of $6.9M Annualized Cash Flow $32M 1H 2019 2H 2019 1H 2020 2H2020 Reduced Long- September & October 2019 August - October 2020 Term Liabilities • Hired Chief Operating Officer • Announced turnback of 18 assets with non-recourse mortgage $470M debt immediately improving annual cash flow by ~$10M • Closed sale of two assets, generating $14.8M in net cash proceeds • When completed, will reduce LT debt by ~$216M and eliminating ~$44M of mortgage debt • Continuing to manage these communities on lender’s behalf for • Reached agreement 5% of revenue with HealthPeak for early termination of 9-communiy master lease. • Implemented G&A reductions which, when completed, will save ~$7M annually • Realigned operating structure and streamlined support functions 16

Exiting Underperforming NNN Leases to Focus on Core Owned Portfolio • Master leases terminate on 12/31/20 • Master lease with 10/31/20 maturity • Master lease terminates on 12/31/20 date terminates on or before such date (one community transitioned on • Rent reduced to 75% of contractual • Rent reduced to 75% of contractual rate, net of reimbursed expenses, 1/15/20, others being marketed for rate effective 2/1/20 effective 2/1/20 sale by HP) • Ventas to reimburse Company for up • Welltower to reimburse Company for • Master lease with 4/30/26 maturity to $1000/unit of capex until terminated and communities communities transition up to $1000/unit of capex until communities transition converted to interim management agreements effective 2/1/20 • Communities will convert to • Communities will convert to (communities being marketed for sale management agreements if not management agreements if not by HP) transitioned by 12/31/20 transitioned by 12/31/20 • Company paid transition fee of $250k • Company releases security deposits • Company releases security deposits and releases security deposits held by held by Ventas held by Welltower Healthpeak When all transitions are complete, the Company’s cash flow will improve ~ $22.0M annually, and all related lease liabilities, which were ~ $253M at 12/31/19, will be eliminated. 17Exiting Underperforming NNN Leases to Focus on Core Owned Portfolio • Master leases terminate on 12/31/20 • Master lease with 10/31/20 maturity • Master lease terminates on 12/31/20 date terminates on or before such date (one community transitioned on • Rent reduced to 75% of contractual • Rent reduced to 75% of contractual rate, net of reimbursed expenses, 1/15/20, others being marketed for rate effective 2/1/20 effective 2/1/20 sale by HP) • Ventas to reimburse Company for up • Welltower to reimburse Company for • Master lease with 4/30/26 maturity to $1000/unit of capex until terminated and communities communities transition up to $1000/unit of capex until communities transition converted to interim management agreements effective 2/1/20 • Communities will convert to • Communities will convert to (communities being marketed for sale management agreements if not management agreements if not by HP) transitioned by 12/31/20 transitioned by 12/31/20 • Company paid transition fee of $250k • Company releases security deposits • Company releases security deposits and releases security deposits held by held by Ventas held by Welltower Healthpeak When all transitions are complete, the Company’s cash flow will improve ~ $22.0M annually, and all related lease liabilities, which were ~ $253M at 12/31/19, will be eliminated. 17

Reduced Financial Obligations, Stabilized Balance Sheet In 2Q20, the Company entered into short-term debt forbearance agreements with several of its lenders to help mitigate the impact of the COVID-19 pandemic. • Fannie Mae: • The Company made reduced “net cash flow” payments April through July 2020 on 23 communities • Turned 18 communities back to Fannie Mae effective August 1, 2020 • The Company has 43 loans with Fannie Mae that are current and in good standing • Protective Life: • The Company will receive six months of full P&I relief (April 2020 through June 2020, and October 2020 - December 2020) on all 10 communities • The Company will make interest-only payments on these 10 communities for 12 months (July 2020 through September 2020, and January 2021 through September 2021) • BBVA: The Company made reduced “net cash flow” payments in April through June on its three communities with BBVA • HUD: The Company made reduced “net cash flow” payments in April through June on its one HUD community 18Reduced Financial Obligations, Stabilized Balance Sheet In 2Q20, the Company entered into short-term debt forbearance agreements with several of its lenders to help mitigate the impact of the COVID-19 pandemic. • Fannie Mae: • The Company made reduced “net cash flow” payments April through July 2020 on 23 communities • Turned 18 communities back to Fannie Mae effective August 1, 2020 • The Company has 43 loans with Fannie Mae that are current and in good standing • Protective Life: • The Company will receive six months of full P&I relief (April 2020 through June 2020, and October 2020 - December 2020) on all 10 communities • The Company will make interest-only payments on these 10 communities for 12 months (July 2020 through September 2020, and January 2021 through September 2021) • BBVA: The Company made reduced “net cash flow” payments in April through June on its three communities with BBVA • HUD: The Company made reduced “net cash flow” payments in April through June on its one HUD community 18

Transitioning to a More Focused Platform Resident Revenue by State Post Transitions 1 2 Today Post Transitions Texas, 23% Remaining, Communities 95 68 29% 61 Owned 60 Owned 34 Leased 0 Leased 0 Managed 8 Managed States 20 16 Ohio, 22% Units 8,920 5,634 Indiana, 16% 3Q 20Occupancy 77.6% 79.3% Wisconsin, 10% 3Q20 Avg Rent $3,731 ~$3,582 Unit Mix 3 3Q20 NOI Margin 29% ~27% 12% 12% Debt $915.9M $688.7M 38% 38% Memory Care CapEx / Unit $1,200 $1,200 Independent Living Employees ~4,470 ~2,880 Assisted Living 50% 50% (1) Based on 3Q20 actuals for 95 same store communities. (2) Based on 3Q20 actuals and pre-COVID historical trends for 60 owned communities. (3) NOI defined as revenue less operating expenses including property taxes, insurance, professional fees but excluding bad debt and mgmt. fees. Excludes both COVID Relief Revenue and COVID Expenses. Post transition NOI margin is owned communities only. Today Post Transitions 19 Transition ~6 MonthsTransitioning to a More Focused Platform Resident Revenue by State Post Transitions 1 2 Today Post Transitions Texas, 23% Remaining, Communities 95 68 29% 61 Owned 60 Owned 34 Leased 0 Leased 0 Managed 8 Managed States 20 16 Ohio, 22% Units 8,920 5,634 Indiana, 16% 3Q 20Occupancy 77.6% 79.3% Wisconsin, 10% 3Q20 Avg Rent $3,731 ~$3,582 Unit Mix 3 3Q20 NOI Margin 29% ~27% 12% 12% Debt $915.9M $688.7M 38% 38% Memory Care CapEx / Unit $1,200 $1,200 Independent Living Employees ~4,470 ~2,880 Assisted Living 50% 50% (1) Based on 3Q20 actuals for 95 same store communities. (2) Based on 3Q20 actuals and pre-COVID historical trends for 60 owned communities. (3) NOI defined as revenue less operating expenses including property taxes, insurance, professional fees but excluding bad debt and mgmt. fees. Excludes both COVID Relief Revenue and COVID Expenses. Post transition NOI margin is owned communities only. Today Post Transitions 19 Transition ~6 Months

Continuing Owned Communities Occupancy has Consistently Outperformed the Remainder of the Portfolio Continuing Owned (60) Continuing Managed (8) Transitioning Owned (18) Transitioning Leased (38) 95.0% 89.3% 90.0% 87.7% 85.0% 85.0% 83.0% 79.3% 80.0% 74.3% 75.0% 73.5% 70.9% 70.0% 65.0% Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 Q2 20 Q3 20 Continuing Owned (60) 87.7% 88.0% 88.5% 87.7% 86.7% 85.6% 85.3% 85.7% 85.0% 84.2% 84.4% 83.7% 81.5% 79.3% Continuing Managed (8) 85.0% 84.4% 83.7% 84.0% 85.6% 85.8% 84.0% 82.5% 82.9% 80.9% 79.4% 78.3% 75.7% 74.3% Transitioning Owned (18) 89.3% 89.7% 89.6% 87.6% 86.4% 81.5% 80.1% 79.5% 79.3% 77.8% 75.4% 72.9% 70.8% 70.9% Transitioning Leased (38) 83.0% 83.1% 83.4% 80.8% 80.0% 80.3% 78.7% 78.8% 78.0% 76.8% 76.8% 77.4% 75.1% 73.5% Note: Q3 20 Lease Portfolio removing the five (5) communities that transitioned 9/10/20 20Continuing Owned Communities Occupancy has Consistently Outperformed the Remainder of the Portfolio Continuing Owned (60) Continuing Managed (8) Transitioning Owned (18) Transitioning Leased (38) 95.0% 89.3% 90.0% 87.7% 85.0% 85.0% 83.0% 79.3% 80.0% 74.3% 75.0% 73.5% 70.9% 70.0% 65.0% Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 Q2 20 Q3 20 Continuing Owned (60) 87.7% 88.0% 88.5% 87.7% 86.7% 85.6% 85.3% 85.7% 85.0% 84.2% 84.4% 83.7% 81.5% 79.3% Continuing Managed (8) 85.0% 84.4% 83.7% 84.0% 85.6% 85.8% 84.0% 82.5% 82.9% 80.9% 79.4% 78.3% 75.7% 74.3% Transitioning Owned (18) 89.3% 89.7% 89.6% 87.6% 86.4% 81.5% 80.1% 79.5% 79.3% 77.8% 75.4% 72.9% 70.8% 70.9% Transitioning Leased (38) 83.0% 83.1% 83.4% 80.8% 80.0% 80.3% 78.7% 78.8% 78.0% 76.8% 76.8% 77.4% 75.1% 73.5% Note: Q3 20 Lease Portfolio removing the five (5) communities that transitioned 9/10/20 20

Continuing Owned and Managed REVPOR Upward Trend Despite Market Volatility Continuing Owned (60) Continuing Managed (8) Transitioning Owned (18) Transitioning Leased (38) $4,400 $4,255 $4,185 $4,200 $4,000 $3,800 $3,582 $3,541 $3,600 $3,548 $3,501 $3,400 $3,440 $3,268 $3,200 Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 Q2 20 * Q3 20 Continuing Owned (60) $3,501 $3,513 $3,522 $3,506 $3,533 $3,535 $3,545 $3,515 $3,546 $3,559 $3,564 $3,577 $3,601 $3,582 Continuing Managed (8) $3,268 $3,299 $3,345 $3,340 $3,393 $3,399 $3,437 $3,443 $3,442 $3,438 $3,454 $3,435 $3,418 $3,440 Transitioning Owned (18) $3,541 $3,579 $3,660 $3,625 $3,642 $3,629 $3,651 $3,633 $3,620 $3,581 $3,598 $3,592 $3,570 $3,548 Transitioning Leased (38) $4,185 $4,215 $4,215 $4,184 $4,219 $4,263 $4,296 $4,237 $4,245 $4,241 $4,245 $4,255 $4,258 $4,255 * Excludes COVID State Relief Revenue Note: Q3 20 Lease Portfolio removing the five (5) communities that transitioned 9/10/20 21Continuing Owned and Managed REVPOR Upward Trend Despite Market Volatility Continuing Owned (60) Continuing Managed (8) Transitioning Owned (18) Transitioning Leased (38) $4,400 $4,255 $4,185 $4,200 $4,000 $3,800 $3,582 $3,541 $3,600 $3,548 $3,501 $3,400 $3,440 $3,268 $3,200 Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 Q2 20 * Q3 20 Continuing Owned (60) $3,501 $3,513 $3,522 $3,506 $3,533 $3,535 $3,545 $3,515 $3,546 $3,559 $3,564 $3,577 $3,601 $3,582 Continuing Managed (8) $3,268 $3,299 $3,345 $3,340 $3,393 $3,399 $3,437 $3,443 $3,442 $3,438 $3,454 $3,435 $3,418 $3,440 Transitioning Owned (18) $3,541 $3,579 $3,660 $3,625 $3,642 $3,629 $3,651 $3,633 $3,620 $3,581 $3,598 $3,592 $3,570 $3,548 Transitioning Leased (38) $4,185 $4,215 $4,215 $4,184 $4,219 $4,263 $4,296 $4,237 $4,245 $4,241 $4,245 $4,255 $4,258 $4,255 * Excludes COVID State Relief Revenue Note: Q3 20 Lease Portfolio removing the five (5) communities that transitioned 9/10/20 21

(1) NOI Margin % Disruption Due to COVID Pandemic Continuing Owned (60) Continuing Managed (8) Transitioning Owned (18) Transitioning Leased (38) 45.0% 42.1% 41.3% 40.0% 37.6% 35.0% 32.7% 34.4% 29.4% 30.0% 25.0% 26.6% 20.0% 13.5% 15.0% 10.0% Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 * Q2 20 * Q3 20 Continuing Owned (60) 37.6% 35.8% 35.8% 35.6% 35.0% 33.2% 33.6% 33.1% 32.8% 30.3% 28.9% 30.9% 31.5% 26.6% Continuing Managed (8) 41.3% 38.4% 39.1% 39.9% 41.6% 39.1% 38.7% 38.3% 40.1% 35.0% 31.6% 34.3% 33.3% 32.7% Transitioning Owned (18) 34.4% 32.9% 31.9% 31.5% 29.7% 25.9% 27.2% 26.3% 24.2% 20.2% 17.5% 19.5% 18.3% 13.5% Transitioning Leased (38) 42.1% 41.7% 42.8% 41.3% 39.3% 38.4% 38.8% 38.9% 38.8% 34.1% 32.1% 34.2% 33.3% 29.4% (1) NOI defined as revenue less operating expenses including property Notes: Q3 20 Lease Portfolio removing the five (5) taxes, insurance, professional fees but excluding bad debt and mgmt. communities that transitioned 9/10/20; fees. Excludes both COVID Relief Revenue and COVID Expenses 22(1) NOI Margin % Disruption Due to COVID Pandemic Continuing Owned (60) Continuing Managed (8) Transitioning Owned (18) Transitioning Leased (38) 45.0% 42.1% 41.3% 40.0% 37.6% 35.0% 32.7% 34.4% 29.4% 30.0% 25.0% 26.6% 20.0% 13.5% 15.0% 10.0% Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 * Q2 20 * Q3 20 Continuing Owned (60) 37.6% 35.8% 35.8% 35.6% 35.0% 33.2% 33.6% 33.1% 32.8% 30.3% 28.9% 30.9% 31.5% 26.6% Continuing Managed (8) 41.3% 38.4% 39.1% 39.9% 41.6% 39.1% 38.7% 38.3% 40.1% 35.0% 31.6% 34.3% 33.3% 32.7% Transitioning Owned (18) 34.4% 32.9% 31.9% 31.5% 29.7% 25.9% 27.2% 26.3% 24.2% 20.2% 17.5% 19.5% 18.3% 13.5% Transitioning Leased (38) 42.1% 41.7% 42.8% 41.3% 39.3% 38.4% 38.8% 38.9% 38.8% 34.1% 32.1% 34.2% 33.3% 29.4% (1) NOI defined as revenue less operating expenses including property Notes: Q3 20 Lease Portfolio removing the five (5) taxes, insurance, professional fees but excluding bad debt and mgmt. communities that transitioned 9/10/20; fees. Excludes both COVID Relief Revenue and COVID Expenses 22

Continuing Owned & Managed Communities Year Built / Year Built / City Expanded IL AL MC Total Community State City Expanded IL AL MC Total Community State West Shores Hot Springs AR 1987 43 90 0 133 Dayton Dayton OH 2008 101 31 18 150 Cottonwood Village Cottonwood AZ 1986 88 51 21 160 Levis Commons Perrysburg OH 2008 44 102 0 146 Villa Santa Barbara Santa Barbara CA 1979 0 121 0 121 Whispering Pines Village Columbiana OH 2001 12 57 0 69 Carpenter's Creek Pensacola FL 1987 0 93 0 93 North Bend Crossing Cincinnati OH 2008 45 62 15 122 Creekside Fairfield Pensacola FL 1997/2005* 0 0 84 84 Fairfield OH 2000 120 0 0 120 Keystone Woods Anderson IN 1997 0 58 0 58 Mansfield Mansfield OH 1999 0 117 0 117 Wynnfield Crossing North Pointe Rochester IN 1998 0 50 0 50 Anderson SC 1991 & 2008 0 28 12 40 Riverbend Jeffersonville IN 2000 0 63 34 97 Summit Place Anderson SC 2000 & 2008 15 36 24 75 Batesville Batesville IN 2003 0 41 0 41 Courtyards at Lake Granbury Granbury TX 2005 0 72 10 82 Southport Indianapolis IN 1999 0 50 14 64 Cooper Arlington TX 1994 0 72 18 90 Country Charm Greenwood IN 1993/2007 0 89 0 89 College Station College Station TX 1996 0 36 17 53 Autumn Glen Conroe Greencastle IN 1999 0 47 0 47 Conroe TX AL-1997 / IL 2001 23 20 0 43 Georgetowne Place Fort Wayne IN 1987 63 75 14 152 Corpus Christi Corpus Christi TX 1996 0 51 0 51 Harrison Good Tree Indianapolis IN 1985 0 103 14 117 Stephenville TX 1998 20 31 8 59 Greenbriar Village Indianapolis IN 1999 0 82 22 104 Remington at Valley Ranch Irving TX 2000 126 0 0 126 Springfield Springfield MA 2005 97 71 18 186 Baytown Baytown TX 1997/2008 9 88 30 127 Aspen Grove Lambertville MI 2003 0 53 25 78 Rosemont Humble TX 1999 0 72 24 96 IV East Lansing East Lansing MI 1989 146 0 0 146 Whitley Place Keller TX 1998 0 27 20 47 Rose Arbor & Wildflower Lodge Fort Worth Maple Grove MN 2001 25 66 39 130 Ft. Worth TX 2000 154 0 0 154 Vintage Oaks Saint Joseph MO 2004 22 67 10 99 Huebner San Antonio TX 1999 119 0 0 119 Ironbridge Mesquite Springfield MO 2001 120 0 0 120 Mesquite TX 1999 152 0 0 152 Highland Colony Ridgeland MS 2000 116 0 0 116 Thousand Oaks San Antonio TX 1999 119 0 0 119 LaurelHurst Columbus NC 2002 40 24 16 80 Plano Plano TX 2000 91 45 0 136 IV Raleigh Raleigh NC 1991 167 0 0 167 Arapaho Richardson TX 2002 95 45 0 140 Marquis Place Elkhorn NE 2002/2005 0 43 20 63 North Richland Hills North Richland Hills TX 2001 118 0 0 118 Crown Pointe Virginia Beach Omaha NE 1984 63 53 20 136 Virginia Beach VA 1999 0 85 25 110 Heritage at The Plains Oneota NY 2009 64 28 16 108 Fitchburg Fitchburg WI 2004 36 46 0 82 Amberleigh Williamsville NY 1989 201 49 17 267 Plymouth Plymouth WI 2007/2008/2010 0 69 0 69 Canton Regency Canton OH 1987-1999 92 102 36 230 Brookview Meadows Green Bay WI 2005 41 37 0 78 Summit Point Macedonia OH 2007 70 68 12 150 Hartford Hartford WI 2004 0 28 11 39 Woodlands of Columbus West Bend Columbus OH 2002/2011 0 94 17 111 West Bend WI 1992 0 20 20 40 Chardon Chardon OH 2000 0 42 0 42 Colby Colby WI 2008 0 44 0 44 Hamilton Park Falls Hamilton OH 1999/2012 0 52 24 76 Park Falls WI 2013 0 24 12 36 Shaker Heights Shaker Heights OH 1992 0 37 22 59 Wisconsin Rapids Wisconsin Rapids WI 2007* 0 40 18 58 23Continuing Owned & Managed Communities Year Built / Year Built / City Expanded IL AL MC Total Community State City Expanded IL AL MC Total Community State West Shores Hot Springs AR 1987 43 90 0 133 Dayton Dayton OH 2008 101 31 18 150 Cottonwood Village Cottonwood AZ 1986 88 51 21 160 Levis Commons Perrysburg OH 2008 44 102 0 146 Villa Santa Barbara Santa Barbara CA 1979 0 121 0 121 Whispering Pines Village Columbiana OH 2001 12 57 0 69 Carpenter's Creek Pensacola FL 1987 0 93 0 93 North Bend Crossing Cincinnati OH 2008 45 62 15 122 Creekside Fairfield Pensacola FL 1997/2005* 0 0 84 84 Fairfield OH 2000 120 0 0 120 Keystone Woods Anderson IN 1997 0 58 0 58 Mansfield Mansfield OH 1999 0 117 0 117 Wynnfield Crossing North Pointe Rochester IN 1998 0 50 0 50 Anderson SC 1991 & 2008 0 28 12 40 Riverbend Jeffersonville IN 2000 0 63 34 97 Summit Place Anderson SC 2000 & 2008 15 36 24 75 Batesville Batesville IN 2003 0 41 0 41 Courtyards at Lake Granbury Granbury TX 2005 0 72 10 82 Southport Indianapolis IN 1999 0 50 14 64 Cooper Arlington TX 1994 0 72 18 90 Country Charm Greenwood IN 1993/2007 0 89 0 89 College Station College Station TX 1996 0 36 17 53 Autumn Glen Conroe Greencastle IN 1999 0 47 0 47 Conroe TX AL-1997 / IL 2001 23 20 0 43 Georgetowne Place Fort Wayne IN 1987 63 75 14 152 Corpus Christi Corpus Christi TX 1996 0 51 0 51 Harrison Good Tree Indianapolis IN 1985 0 103 14 117 Stephenville TX 1998 20 31 8 59 Greenbriar Village Indianapolis IN 1999 0 82 22 104 Remington at Valley Ranch Irving TX 2000 126 0 0 126 Springfield Springfield MA 2005 97 71 18 186 Baytown Baytown TX 1997/2008 9 88 30 127 Aspen Grove Lambertville MI 2003 0 53 25 78 Rosemont Humble TX 1999 0 72 24 96 IV East Lansing East Lansing MI 1989 146 0 0 146 Whitley Place Keller TX 1998 0 27 20 47 Rose Arbor & Wildflower Lodge Fort Worth Maple Grove MN 2001 25 66 39 130 Ft. Worth TX 2000 154 0 0 154 Vintage Oaks Saint Joseph MO 2004 22 67 10 99 Huebner San Antonio TX 1999 119 0 0 119 Ironbridge Mesquite Springfield MO 2001 120 0 0 120 Mesquite TX 1999 152 0 0 152 Highland Colony Ridgeland MS 2000 116 0 0 116 Thousand Oaks San Antonio TX 1999 119 0 0 119 LaurelHurst Columbus NC 2002 40 24 16 80 Plano Plano TX 2000 91 45 0 136 IV Raleigh Raleigh NC 1991 167 0 0 167 Arapaho Richardson TX 2002 95 45 0 140 Marquis Place Elkhorn NE 2002/2005 0 43 20 63 North Richland Hills North Richland Hills TX 2001 118 0 0 118 Crown Pointe Virginia Beach Omaha NE 1984 63 53 20 136 Virginia Beach VA 1999 0 85 25 110 Heritage at The Plains Oneota NY 2009 64 28 16 108 Fitchburg Fitchburg WI 2004 36 46 0 82 Amberleigh Williamsville NY 1989 201 49 17 267 Plymouth Plymouth WI 2007/2008/2010 0 69 0 69 Canton Regency Canton OH 1987-1999 92 102 36 230 Brookview Meadows Green Bay WI 2005 41 37 0 78 Summit Point Macedonia OH 2007 70 68 12 150 Hartford Hartford WI 2004 0 28 11 39 Woodlands of Columbus West Bend Columbus OH 2002/2011 0 94 17 111 West Bend WI 1992 0 20 20 40 Chardon Chardon OH 2000 0 42 0 42 Colby Colby WI 2008 0 44 0 44 Hamilton Park Falls Hamilton OH 1999/2012 0 52 24 76 Park Falls WI 2013 0 24 12 36 Shaker Heights Shaker Heights OH 1992 0 37 22 59 Wisconsin Rapids Wisconsin Rapids WI 2007* 0 40 18 58 23

Resizing Overhead to Fit Slimmer Organization • Capital Senior Living will condense its community portfolio from 119 in 3Q20 to 65-70 communities in 2021 and realign Annual G&A Costs operations to fit more concentrated footprint and improve operating efficiencies. Year G&A YoY • The Company has taken several actions to restructure the Costs Change business 2019 A $ 27M • Operations alignments & field support changes 2020 E $ 25M - 7.5 % • Many Dallas Support Center (DSC) functions have been reduced and will continue to rationalize as the 2021 E $ 17.4M - 30 % community portfolio becomes smaller. • DSC office space has been reduced, resulting in annual $7.6M expected G&A savings from 2020 -2021 rent savings of $450k. 24Resizing Overhead to Fit Slimmer Organization • Capital Senior Living will condense its community portfolio from 119 in 3Q20 to 65-70 communities in 2021 and realign Annual G&A Costs operations to fit more concentrated footprint and improve operating efficiencies. Year G&A YoY • The Company has taken several actions to restructure the Costs Change business 2019 A $ 27M • Operations alignments & field support changes 2020 E $ 25M - 7.5 % • Many Dallas Support Center (DSC) functions have been reduced and will continue to rationalize as the 2021 E $ 17.4M - 30 % community portfolio becomes smaller. • DSC office space has been reduced, resulting in annual $7.6M expected G&A savings from 2020 -2021 rent savings of $450k. 24

3Q 2020 Financials 253Q 2020 Financials 25

Same Store* Financial Results 3Q 2020 3Q20 2Q20 3Q19 YTD 20 YTD 19 Average Occupancy 78.0% 79.9% 82.6% 80.0% 83.5% (1) Ending Occupancy 77.6% 80.0% 83.1% 77.6% 83.1% (2) RevPOR $3,731 $3,747 $3,708 $3,738 $3,697 Margin 28.7% 33.2% 32.3% 32.4% 34.5% (3) NOI (95 Properties) $22.3 $26.7 $26.3 $74.9 $85.4 (3) Adjusted CFFO $(3.8) $2.9 $(1.2) $(0.1) $9.5 $ in Millions except RevPOR *Same Store 95 Communities (1) Ending Month Occupancy percentage for each time period (2) Adjusted to remove State Relief Revenue (3) Excludes COVID-19 Relief and Costs 26Same Store* Financial Results 3Q 2020 3Q20 2Q20 3Q19 YTD 20 YTD 19 Average Occupancy 78.0% 79.9% 82.6% 80.0% 83.5% (1) Ending Occupancy 77.6% 80.0% 83.1% 77.6% 83.1% (2) RevPOR $3,731 $3,747 $3,708 $3,738 $3,697 Margin 28.7% 33.2% 32.3% 32.4% 34.5% (3) NOI (95 Properties) $22.3 $26.7 $26.3 $74.9 $85.4 (3) Adjusted CFFO $(3.8) $2.9 $(1.2) $(0.1) $9.5 $ in Millions except RevPOR *Same Store 95 Communities (1) Ending Month Occupancy percentage for each time period (2) Adjusted to remove State Relief Revenue (3) Excludes COVID-19 Relief and Costs 26

Balance Sheet as of September 30, 2020 Assets ($ in millions) Liabilities & Equity ($ in millions) Cash and Securities $ 18.3 Current Liabilities $ 344.5 * Other Current Assets 22.8 Long-Term Debt 654.4 Total Current Assets 41.1 Other Liabilities 0.6 Fixed Assets 692.7 Total Liabilities 999.5 Other Assets 6.7 Stockholders’ Equity (259.0) Total Assets $ 740.5 Total Liabilities & Equity $ 740.5 * Includes $211.1 million of debt, net of deferred loan costs, associated with 18 communities to be transferred to the lender which will eliminate such debt. Also includes $31.5 million of debt associated with a bridge loan due to non-compliance with a financial covenant at 9/30/20, which the Company intends to cure, due to the impact of COVID-19 on one of the communities included in such bridge loan. 27Balance Sheet as of September 30, 2020 Assets ($ in millions) Liabilities & Equity ($ in millions) Cash and Securities $ 18.3 Current Liabilities $ 344.5 * Other Current Assets 22.8 Long-Term Debt 654.4 Total Current Assets 41.1 Other Liabilities 0.6 Fixed Assets 692.7 Total Liabilities 999.5 Other Assets 6.7 Stockholders’ Equity (259.0) Total Assets $ 740.5 Total Liabilities & Equity $ 740.5 * Includes $211.1 million of debt, net of deferred loan costs, associated with 18 communities to be transferred to the lender which will eliminate such debt. Also includes $31.5 million of debt associated with a bridge loan due to non-compliance with a financial covenant at 9/30/20, which the Company intends to cure, due to the impact of COVID-19 on one of the communities included in such bridge loan. 27

1 Capital Structure, Debt Maturities and Liquidity (as of Sept 30, 2020) • As of September 30, 2020, the Company had approximately $18.3 million of cash or cash equivalents • The Company has received approximately $0.7M in state COVID-19 relief grants through September 30, 2020 • The Company expects to receive approximately $11 million in additional federal and state COVID-19 relief grants 2 in the fourth quarter of 2020. Debt Maturity Schedule • 86% of the Company’s debt is fixed rate non-recourse $297,579 mortgage debt at a weighted average rate of 4.5% • 14% of the Company’s debt is at variable rates with a $155,772 weighted average rate of 3.6% $118,877 • The Company expects to $81,546 extend, refinance or retire all $37,665 or part of the 2021 and 2022 $10,637 $- maturities. 2020 Dec 2021 Apr 2022 2023 2024 2025 2026 & After (1) Excludes $217.7 million of debt associated with 18 communities in process of transfer to Fannie Mae. (2) There can be no assurance that we will qualify for, or receive, grants in the amount we expect. 281 Capital Structure, Debt Maturities and Liquidity (as of Sept 30, 2020) • As of September 30, 2020, the Company had approximately $18.3 million of cash or cash equivalents • The Company has received approximately $0.7M in state COVID-19 relief grants through September 30, 2020 • The Company expects to receive approximately $11 million in additional federal and state COVID-19 relief grants 2 in the fourth quarter of 2020. Debt Maturity Schedule • 86% of the Company’s debt is fixed rate non-recourse $297,579 mortgage debt at a weighted average rate of 4.5% • 14% of the Company’s debt is at variable rates with a $155,772 weighted average rate of 3.6% $118,877 • The Company expects to $81,546 extend, refinance or retire all $37,665 or part of the 2021 and 2022 $10,637 $- maturities. 2020 Dec 2021 Apr 2022 2023 2024 2025 2026 & After (1) Excludes $217.7 million of debt associated with 18 communities in process of transfer to Fannie Mae. (2) There can be no assurance that we will qualify for, or receive, grants in the amount we expect. 28