SOLAKONFERANSEN 17 18 SEPTEMBER 2013 MORE FOR

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

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

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 Rob Phillips Director North America Business Unit New Iberia Duncan Moore Director International Business Unit Houston Mike Imlach Director Europe Business Unit Aberdeen Akin Oni Director West Africa Business Unit Lagos John Cloggie Director Central Operations Business Unit Aberdeen Chip Earle Senior Vice President General Counsel & Corporate Secretary Houston Allan Blake Director Australia Business Unit Perth Timothy Rolfe Director Global Quality, Safety & Standards Aberdeen Michel Couturier Director Operations HR Houston George Bruce Director Finance Houston 3

Organizational Chart - as of March 31, 2012 COBU Operated Aircraft Bristow owns and/or operates 361 aircraft as of March 31, 2012 Affiliated Aircraft Key Corporate Business Unit (* % of FY 12 Operating Revenue) Region ( # of Aircraft / # of Locations) Joint Venture (No. of aircraft) Bristow affiliates and joint ventures operate 195 aircraft as of March 31, 2012 4

European Business Unit UK & Netherlands SNS - Norwich & Humberside CNS - Aberdeen NNS - Scatsta Netherlands - Den Helder Norway UK SAR (Stavanger/Bergen/ Brønnøysund/Hammerfest) 5

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

Target Zero - 2006 18 7

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 8

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 9

External Assessment - 2010 Safety, Reliability & Service create Value Safety, equipment availability and reliability, and client service are the top three deciding factors when choosing helicopter transportation services. Price is least important. 10 10

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 11 11

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

Creating Differentiation Focus on the Client – Focus on Value 13 13

Global Operations Simplify │ Standardize │ Perform

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 15

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 16 16

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 17 17

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 18 18

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 19 19

Focus Areas - Operational Excellence CULTURE SYSTEMS ASSETS 20

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 21

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: 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.

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!

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 24

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) 25

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 26

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

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

Client Value Added Scorecard - June 2013 29

Global Market Outlook – More !!! 30

Market Environment Outlook • 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 Source: Industry reports and sell-side research 31

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

Opportunity tracker FY 14 -FY 18 472 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 * Light Medium Large 33

Bristow Group – Corporate Update 34

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. 5 bn ($130 m) Sept. 2013: $2. 4 bn market cap. 35

Corporate Development • Oct 2012 • • • Execution of purchase of 40% shares ($250 m) 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 36

Bristow’s 3 year Total Shareholder Return Over 100% Source: Factset 37

Marketing 38

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

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 Agusta. Westland AW 189 SAR aircrafts • 22 helicopters & 10 bases contracted for a 10 year period 40

Thank you! 41