Seacor Holdings Incorporated

1. Prepared for: Aviation Human Factors and SMS Conference: Real-World Flight Operations and Research Progress March 31-April 1, 2009 Seacor Holdings Incorporated

2. Overview Brief overview Era Helicopter's History Safety Management System Safety Case (Risk Management) Fundamental necessities for a successful SMS Questions

3. Era’s History 1948: Founded in Alaska for federal land surveying 1970s: First civil operator approved for instrument flight in Alaska 1972: First Era flight in Gulf of Mexico 1978: Lake Charles division and Alaska airline open 1992: First American helicopter operator to work in Russia 2005: SEACOR buys Era 2006: Seacor/Era Leads the Industry in Fleet Modernization 2007: 1st Commercial Helicopter Operator with FAA approved FOQA Program (Flight Operations Quality Assurance). 2008: Era introduces EC-225 to Gulf of Mexico Operations.

4. Safety is a core business and personal value Safety is a source of our competitive advantage We will strengthen our business by making safety excellence an integral part of all flight and ground activities We believe that all accidents and incidents are preventable All levels of management are accountable for our safety performance, starting with the President Fundamental beliefs at Era are:

5. Safety Management SystemOverview

6. SMS Model(typical Quality Management System Model)

7. Purpose To systematically defines & manages: • Policies • Responsibilities • Standards • Resources • Procedures • Processes • Controls • Ensures Continual Improvement Insures risks inherent to operations are managed to As low as economically and operationally reasonable

8. Era’s Safety Management System • Adapted to be compliant with OHSAS 18001 & ANSI-Z10 • The Era Helicopters SMS is founded upon established quality principles that are generic to the aviation industry and to complex industries outside of aviation. • These principles are contained in the following “Safety Management System Elements”:

9. SMS Elements • Management Leadership & Commitment • Policy & Objectives • Organization & Responsibilities • Hazards & Effects Management, includes Management of Change (Risk) • Planning & Procedures • Implementation & Monitoring • Audits • Reviews

10. Goals • To safely operate fully airworthy aircraft • To create a positive safety culture and working relations within Era and its clients • Increase customer confidence with Era Helicopters to provide safe and efficient air transportation • To set the organization, it’s teams, and individuals up for success and minimize failures • To prove that safety is being managed as a critical business function and that the organization is showing “due care” countering the potential for loss of life or damage to property or reputation

11. Communication • Employee Safety Meetings • Monthly Safety Review Meetings Minutes • Quarterly Audit Review Committee Meetings Minutes • Safety Council Minutes • Safety Newsletter (The Standard Approach) • Era e-Reports a Web based Safety Information System (AQD) • Informal gatherings (staff meetings, etc)

12. Audits • Comprehensive Internal Evaluation Program • Findings tracked to completion • Monitored by the Audit Review Committee • Two Tiers of Internal Audits • Company Auditors • Base & Area Managers • Customer Audits • Government Audits • Third Party Audits (upon request) • Findings tracked via robust database allowing for in-depth trending (AQD)

13. Era Helicopters, LLC Safety Cases “Risk Management”

14. Safety Case • Risk Management is documented • Covers specific operational activities to include documenting hazards and effects and demonstrating ALARP. • Safety Cases are done for specific locations and / or activities to minimize associated risks.

15. Structure of Era Helicopters’ Safety Case • Management Summary and Introduction • SMS Elements Pertaining to the Safety Case • Safety-Critical Activities covered in the Case • Description of the operations covered by the Case • Hazard Analysis and Hazard Register • Remedial Action Plans to improve shortcomings • Conclusions and Statement of Fitness • Local specific information and actions

16. Bow Tie

17. Fundamental necessities for a successful SMS“Executive commitment” • Committed to provide the necessary funds to implement goals and strategic objectives • Informed involved in the management of the processes. • Holds Senior Management accountable for their responsibilities within the Management System • Insists on maintaining a Just & Learning culture throughout the organization

18. Fundamental necessities for a successful SMS“Management involvement” • Mentors direct reports to insure transparent reporting and investigation processes are maintained • Insures processes within their sphere of responsibility are completed • Holds direct deports accountable for their responsibilities within the Management System processes • Always uses the concept of the Just & Learning Culture when dealing with employees

19. Fundamental necessities for a successful SMS“Supervisor and Employee ownership” • Must be made to feel that the programs & processes are theirs • Feels comfortable reporting concerns or hazards to supervision or management • Kept informed of their concerns • Kept informed regarding system processes

20. YourSafety Management System • Keep it simple • Sophistication of your SMS will depend upon the size and complexity of your organization • Must include all elements of the SMS • Everything must be documented (simple is better) • Tough in the beginning but worth the effort in the long run

22. Safety Management System • First and foremost an SMS is a system • If one part is broken, the system is broken

23. QUESTIONS?