SOLAKONFERANSEN 17. – 18. SEPTEMBER 2013

1. SOLAKONFERANSEN 17. – 18. SEPTEMBER 2013 MORE FOR MORE ?

2. Bristow Norway a part of the Bristow Group Strategically positioned in 21 countries with about 500 helicopters and 3,500 employees

3. Global Leadership Team Bill Chiles President & CEO Houston Hilary Ware Senior Vice President Administration Houston Mark Duncan Senior Vice President Commercial Houston Jeremy Akel Senior Vice President Operations Houston Jonathan Baliff Senior Vice President Chief Financial Officer Houston Chip Earle Senior Vice President General Counsel & Corporate Secretary Houston Timothy Rolfe Director Global Quality, Safety & Standards Aberdeen George Bruce Director Finance Houston Duncan Moore Director International Business Unit Houston Akin Oni Director West Africa Business Unit Lagos Akin Oni Director West Africa Business Unit Lagos Michel Couturier Director Operations HR Houston Rob Phillips Director North America Business Unit New Iberia Mike Imlach Director Europe Business Unit Aberdeen John Cloggie Director Central Operations Business Unit Aberdeen John Cloggie Director Central Operations Business Unit Aberdeen Allan Blake Director Australia Business Unit Perth Allan Blake Director Australia Business Unit Perth

4. Organizational Chart - as of March 31, 2012 COBU Operated Aircraft Bristow owns and/or operates 361 aircraft as of March 31, 2012 Affiliated Aircraft Bristow affiliates and joint ventures operate 195 aircraft as of March 31, 2012 Key Corporate Business Unit (* % of FY12 Operating Revenue) Region( # of Aircraft / # of Locations) Joint Venture (No. of aircraft)

5. European Business Unit UK SAR

6. Kvalitetsbegrepet - Sikkerhetsnivå under press • “Kvalitet i Luftfarten – More for Less ?” • Mange “Stakeholders” • Offshore Helikopteroperatører: OGP og OLF • More for More ? Let’s Talk

7. Target Zero - 2006 18

8. Target Zero – Safety Culture – what we believe • Zero Accidents • Zero Harm to People • Zero Harm to Environment • •All accidents and incidents are preventable • •All injuries to people are avoidable • •Harm to the environment is irresponsible and intolerable • •Safety includes all these: flight safety, ground safety, personal health, and good stewardship of the environment • •Safety enhances both business and personal activities

9. How we approach it ….. • Establish Baseline – Culture Survey • Identified Strengths and Weaknesses • Targeted Training, Intensive Workshops • Observed Results – Changes in Attitude and Behaviour • Followed on with Continuous Updates and Improvement • Establish Target Zero as a «State of Mind» – integrated in everyone's Daily Routines at Home and Work • Employee Driven Innovations – Self Generated • Continuous Cycle of Review and Targeted Actions • Technology • HFDM - HUMS

10. External Assessment - 2010Safety, Reliability & Service create Value Safety, equipment availability andreliability, and client service arethe top three deciding factors whenchoosing helicopter transportationservices. Price is least important.

11. Target Zero - 2011 and onwards Completed Internal assessment and client research completed New brand promise was launched at Heli-Expo March 2011 Client value:Lowering risk and operating cost and improving productivity through the safest and most reliable service. Bristow value: Improving our ability to generate long-term cash flows from returns on capital employed and revenue growth. Future Global KPIs to be captured and published Push sales efforts up the chain in Client Increasing market share & higher pricing

12. Demonstrating ValueThree Initiatives designed to add Client Value Safety …in the Air and on the Ground is our Number OneCore Value Reliability Lost time costs money so we aim to get you to work, and home again, on time, every time Satisfaction We aim for no complaints – but if you need to tell us about something, our team will listen and act on your concern

13. Creating DifferentiationFocus on the Client – Focus on Value

14. Global Operations Simplify │ Standardize │ Perform

15. Operational Excellence launched in 2013 • Articulates behavior expectations • Creates a compass for all special projects • Sets clear and simple strategic objectives for the clients, employees, and shareholders

16. Clients: deliver on our client promise • Consistently achieve Target Zero goals for safety, reliability and service • Improve speed, consistency and responsiveness in our delivery of services • Increase time with clients to strengthen relationships • Continually strive to improve performance in every area • Bring quantifiable, tangible value to our clients • “Our goal is to build and maintain value-added relationships with our clients to increase their productivity and reduce their operational risks and costs.” • – Mark Duncan, Senior Vice President, Commercial

17. Execution: streamline and improve operations • Improve performance within functions and across global operations to achieve higher efficiency and align with the client’s business objectives • Implement initiatives to open bottlenecks and improve processes • Develop systems to consistently deliver Target Zero goals for safety, availability, reliability and service • Simplify and standardize processes through global deployment of new and better systems and technologies • “We will relentlessly pursue excellence in execution, safety and service while streamlining and standardizing processes to increase efficiency.” • — Jeremy Akel, Senior Vice President, Operations

18. People: foster the right culture • Promote a total commitment to safety, customer service and execution • Facilitate the alignment of people and resources to support operational excellence and Target Zero • Clarify roles and accountability to ensure delivery excellence • Create a work environment that fosters superior performance, accountability, innovation and collaboration • “Our goal is to foster a culture that promotes safety, integrity, exceptional performance, collaboration and innovation.”— Hilary Ware, Senior Vice President, Administration

19. Growth: expand business and improve BVA • Expand into new markets • Lift operational and financial KPIs across Business Units • Achieve year-on-year increases in Bristow Value-Add • Create a unique and balanced return for shareholders through dividends and capital appreciation • Follow prudent balance sheet management • “Achieving our growth, principles and improvement in BVA will deliver outstanding total shareholder return.” • — Jonathan Baliff, Senior Vice President, Chief Financial Officer

20. Focus Areas - Operational Excellence CULTURE SYSTEMS ASSETS

21. Culture: Performance • Continued Emphasis on Target Zero • “Stop Work” Initiative • Operational Excellence cascade • Employee solutions groups • More comprehensive performance management process • BU Director leadership development • Focus on collaboration • Succession planning • Service Management

22. TORSDAG 12. SEPTEMBER 2013 RUOK (Are You OK?) dagen markeres på utvalgte Bristow-baser globalt. I Norge er Sola-basen plukket ut i år. Tema for dagen er Mental Helse. Nedenfor finner du litt informasjon om programmet som vil foregå i kantinen på Sola. Kl. 10:00: Åpning av RUOK-dagen v/Renee de Jong Kl. 10:10: Fordrag v/Anita Unhjem og Merete Hustoft fra Stamina Helse (Bedriftshelsetjenesten). Følgende temaer blir tatt opp: • Åpenhet på arbeidsplassen: vær en god kollega • Livsstil • Balanse jobb/fritid • Utfordringer i ulike livsfaser • Hvem kan jeg kontakte? Kl. 11:00: Utdeling av informasjonsmateriell og det blir anledning til å prate med fagpersonell fra Stamina Helse. I tillegg blir det anledning til å ta lodd, og pengene går til et veldedig formål.

23. THURSDAY 12 SEPT 2013 This Year’s R U OK? Day focus is on Health & Wellbeing and Taking Care of Your Mental Health. We have some great activities planned for Dyce Avenue and Forties Road so please come along and catch-up with your colleagues!

24. Assets: Standardize and Simplify • Fleet management • Reduce 24+ fleet types and associated complexity • Minimize in-house modifications • Maintain order book of new technology aircraft • Standard spec (OGP) on all fleets • Globally manage heavy maintenance • Upgrade facilities (OGP) world wide

25. Systems: Leverage Technology to Simplify • Operational standardization – North Sea baseline • “inside the manuals” • Business processes • Information Systems • New global crew and aircraft scheduling (e-flight)/ ERP upgrade (SAP) • Introduce standard mobility solutions • Global supply chain, heavy maintenance, Fleet Support, and Planning • Advancing flight following • Real time, mission specific risk assessment (under review)

26. Conclusion – we will deliver MORE • We are committed to differentiate ourselves in safety and service performance world wide • We will leverage our balance sheet and cash flow to make investments in systems, assets, and our culture to bring real value to our key clients • We will enhance the quality of management and employee decision making and behavior to achieve higher client satisfaction

27. Safety — Our highest priority • ZERO accidents • ZERO downtime • ZERO complaints

28. Where we’ve been …. Where we are…. Where we are going

29. Client Value Added Scorecard - June 2013

30. Global Market Outlook – More !!!

31. Oil demand expected to steadily increase, driven by international growth, with oil prices expected to remain above $100 per barrel through 2013 2014 client capital expenditures are forecast to increase by ~10%, with a major focus on development of deep-water fields in Brazil, Gulf of Mexico and West Africa Investment in the North Sea oil and gas industry is at its highest level in over 30 years driven by efforts to replace decreasing production Clients are recognizing the critical importance of safe, efficient and reliable helicopter services for their offshore operations Five year forward demand for our services include ~250 opportunities totaling an estimated $16.3 billion in potential revenue Market Environment Outlook Source: Industry reports and sell-side research

32. Market Outlook Offshore Platforms: Good Indicator of Growth Source: PFC April 2013

33. Opportunity tracker FY14-FY18 472 growth a/c opportunities identified Russia / Caspian Europe North America 30 56 Mid East, East Africa, India, Bangladesh Malaysia, Thailand Indonesia Gulf of Guinea Australia 7 Brazil, Peru, Trinidad Various International Total Opportunities * Large Light Medium

34. Bristow Group – Corporate Update

35. Bristow is the leading provider of Helicopter Services to the worldwide Offshore Energy Industry  • Approx. 490 aircraft operational • Emphasis on larger aircraft with greater range • Financially secure with access to capital to support expansion program • FY 2013: $1.5bn ($130m) Sept. 2013: $2.4bn market cap.

36. Corporate Development • Oct 2012 • Execution of purchase of 40% shares ($250m) of Cougar Helicopters; St. John’s, Canada • Full ownership and control of aircrafts & ground handling assets • Sept 2013 • Closing announcement of Bristow Alaska • All contracts expired/terminated by mid 2014 • On-going • Re-shaping of Bristow GOM • Stronger focus on medium & heavy aircrafts • Increased deep-water activities • Commitment to meet OGP compliance

37. Bristow’s 3 year Total Shareholder ReturnOver 100% Source: Factset

38. Marketing

39. Branding & Marketing • Enhanced brand messages building on Bristow’s core values • Targeted campaign using special interest publications

40. Mar 2013 – UK Search & Rescue • Breakthrough in civilian search & rescue privatization • Gradual conversion starting 2015 from RAF & Coastguard • GAP-SAR started in Stornoway & Sumburgh already in 2013 • Newest helicopter technology, equipment and bases • Sikorsky S-92 and AgustaWestland AW189 SAR aircrafts • 22 helicopters & 10 bases contracted for a 10 year period

41. Thank you!