EX-99.1

Forward-looking statements

This

presentation

may

contain

“forward-looking

statements”

within

the

meaning

the

Private

Securities

Litigation Reform Act of 1995. Forward-looking statements include statements about our future

business, operations, capital requirements and funding sources therefor, fleet composition, capabilities

and results; modeling information, including the impact of the UK SAR award on expected, revenues,

earnings, EPS growth, expected EBITDAR, BVA, asset FMV, cash flow, operating margins, debt ratios,

interest and rent coverage and other financial projections; plans, strategies and objectives of our

management, including our plans and strategies to grow earnings and our business, our general

strategy going forward and our business model; expected actions by us and by third parties, including

our customers, competitors and regulators; the valuation of our company and its valuation relative to

relevant financial indices; assumptions underlying or relating to any of the foregoing, including

assumptions regarding factors impacting our business, financial results and industry; and other matters.

Our

forward-looking

statements

reflect

our

views

and

assumptions

the

date

this

presentation

regarding future events and operating performance. They involve known and unknown risks,

uncertainties

and

other

factors,

many

which

may

beyond

our

control,

that

may

cause

actual

results to differ materially from any future results, performance or achievements expressed or implied by

the

forward-looking

statements.

These

risks,

uncertainties

and

other

factors

include

risk

contract

terminations, higher than anticipated costs, adverse capital market conditions and those discussed

under the captions “Risk Factors”

and “Management’s Discussion and Analysis of Financial Condition

and

Results

Operations”

our

Annual

Report

Form

10-K

for

the

fiscal

year-ended

March

31,

2012 and our Quarterly Report on Form 10-Q for the quarter ended December 31, 2012. We do not

undertake any obligation, other than as required by law, to update or revise any forward-looking

statements, whether as a result of new information, future events or otherwise.

Agenda

•

Introduction

(Linda McNeill, Director Investor Relations)

•

Bristow’s Vision and Mission

(Bill Chiles, President and CEO)

•

UK Search and Rescue Contract

(Jeremy Akel, SVP Global Operations;

Mike Imlach, Managing Director Bristow Helicopters Limited)

•

UK SAR Finance Discussion

(Jonathan Baliff, SVP and CFO;

George Bruce, Global Operations Finance Director)

•

Future market opportunities

(Mark Duncan, SVP Commercial)

•

Lunch

(Hank Williams, General Manager Cougar Helicopters)

Bristow is the leading provider of helicopter

transportation services to the global offshore industry

•

~20 countries

•

556 aircraft

•

~3,400 employees

•

Ticker: BRS

•

Stock price*: $63.08

•

Market cap*: ~$2.3 billion

•

Secured: BBB-/Ba1 (stable outlook)

•

Corporate: BB/Ba2 (stable outlook)

•

FY13 TSR: 40.5%

$67

* Based on 36.6 million fully diluted weighted average shares outstanding for the nine months ended 12/31/2012 and stock price as of 04/05/2013

Bristow flies crews and light cargo to production platforms, vessels and rigs

Our Vision, Mission and Core Values

Our mission is to provide the safest and

most efficient helicopter services and

aviation

support

worldwide.

will

achieve

this by focusing on and committing to:

•

Working in innovative partnerships with

customers

•

Further developing highly professional

workforce

•

Expanding business and extending horizons

Bristow’s values represent core beliefs about

how to conduct business:

•

Safety

–

unwavering

focus

safety

and

maintaining

“Target

Zero”

goal

accidents

•

Quality and Excellence

–

set and achieve high

standards in all operations

•

Integrity

–

“do the right thing”

•

Fulfillment

–

develop talents and enjoy work

•

Teamwork

–

communicate openly and respect

each other

•

Profitability

–

make wise decisions and grow

the business

Our Mission

Our Values

Our vision represents our destination and what we want to accomplish:

“One global team setting the standard for excellence, growing and succeeding

together…soaring above the competition.”

Our Vision

Through these commitments, we will provide

industry-leading value to our customers,

employees and shareholders while

remaining true to our core values

Bristow services are utilized in every phase of

offshore oil and gas activity

•

Largest share of revenues (>60%) relates to

oil and gas production, ensuring stability

and growth

•

There are ~8,000 offshore production

installations worldwide -

compared with

>600 exploratory drilling rigs

•

~1,700 helicopters servicing oil and gas

industry of which Bristow’s and affiliates

fleet is approximately one-third

•

Bristow revenues primarily driven by

operating expenditures

ABANDONMENT

EXPLORATION

SEISMIC

H e l i c o p t e r t r a n s p o r t a t i o n s e r v i c e s

Typical revenues by segment

DEVELOPMENT

PRODUCTION

Exploration

20%

Development

10%

Production

60%

Other 10%

Bristow’s contract and operations structure results in a more

predictable income with significant operating leverage

Revenue sources

•

Our ongoing capex is low as we expense almost all of our maintenance costs

•

Bristow earns 65% of contract revenue through the monthly standing charge (MSC)

in most markets

•

Two tiered contract structure includes both:

•

Fixed or monthly standing charge to reserve helicopter capacity

•

Variable fees based on hours flown

Operating income

Fixed

monthly

65%

Variable

hourly

35%

Fixed

monthly

70%

Variable

hourly

30%

Importance of this contract for the UK

government

•

Releases UK military from the obligation of providing

SAR resulting in a better value for money solution

(eliminates military overhead)

•

SAR is not a front line activity, so the UK government

is able to release people back to the military

•

Cohesive

operational

emergency

service

system

one

control unit that coordinates all rescues through this

system

•

Replaces existing aged equipment

•

Local content job creation

SAR service continuity

•

Ten bases equipped with 22 technologically-advanced helicopters

•

Two aircraft at each base plus one additional of each aircraft type for training

purposes

•

State-of-the-art SAR and safety technology:

•

Night vision

•

Mission management

•

Increased on-board medical capabilities

•

Infrared cameras

•

SAR data linking

•

10-year contract with a two-year extension with flying operations commencing

in April 2015

•

Implementation of training and infrastructure developments will begin in

January 2014

•

Resilience of the service –

managed transition plan provides continuity

•

De-risk through two aircraft types

Bristow bases overall radius of action coverage

•

Availability 24/7/365

•

Cover all UK SAR incidents expected

10,000 flying hours per year (6,000

training and 4,000 missions)

•

Ability to surge up to seven aircraft

simultaneously to a single SAR incident

•

Average annual number of missions

between 250 -

300 per base

•

Aeronautical, inland and maritime

missions

•

Ability to launch within 15 minutes

between

the

hours

08:00

22:00

and

45 minutes between 22:00 -

08:00

Bristow’s SAR people

Simon Tye B.Sc.

SAR Business Development Manager and

UK SAR Project Lead

•

Based in UK and Den Helder, the Netherlands

•

With Bristow for 15 years as a SAR helicopter pilot

•

Flown over 350 SAR missions

Dian Jonathan Lacy QGM –

“Cags”

Crewman, Winch Operator, Trainer

•

Logged over 300 SAR missions with the Royal Navy

and Bristow

•

Cags was awarded the Queen’s Gallantry Medal 2010,

the Edward and Maisey Lewis Award and an individual

commendation from the Shipwrecked Mariners Society

•

On assignment in Trinidad

EXECUTIVE

SUMMARY

Bristow’s SAR people

Tony Laws

Aircrew Training Instructor (SAR)

•

On assignment in Australia and Southeast Asia

•

With Bristow for nine years

•

Logged over 300 SAR missions

•

Received a Commendation for Bravery as Royal

Navy SAR crewman

Chris Bond

SAR Global Standards Manager and

UK SAR Technical Lead

•

Based in the UK but travels to Bristow’s various bases

around the globe

•

With Bristow for 35 years

•

Logged over 10,000 SAR hours and over 1,100 rescues

Aircraft solution for UK SAR

Old technology

New technology

Air speed

145 knots

Radius of action

in excess of 250

nautical miles

Operational range

in excess of 600

nautical miles

Normal flight crew

Capacity

3 stretchers, 10

seated, additional

persons

Air speed

145 knots

Radius of action

in excess of 200

nautical miles

Operational range

in excess of 500

nautical miles

Normal flight crew

Capacity

2 stretchers, 6 seated,

additional persons

AW189

S-92

Air speed

100 knots

Radius of action

in excess of 200

nautical miles

Operational range

in excess of 500

nautical miles

Normal flight crew

Capacity

3 stretchers, 10

seated, additional

persons

SeaKing/S-61

Base transition dates

Service Date

Cumulative aircraft count

Sumburgh (existing facility)*

Stornoway (existing facility)*

Shared (training)

Humberside (new facility)

Inverness (new facility)

Caernarfon (new facility)

Manston (new facility)

Cardiff (new facility)

Prestwick (new facility)

Newquay (new facility)

FY15

FY16

FY17

FY18

Lee-on-Solent (existing facility)

AW189 (1)

S-92 (1)

S-92 (2)

AW189 (2)

S-92 (2)

AW189 (2)

S-92 (2)

*Note that existing GAP SAR aircraft will continue to work from Sumburgh and Stornoway facilities

UK SAR summary

•

The UK SAR total anticipated capital requirement is ~$965M

and is expected to be funded using operating leases, cash flow

from operations and existing revolver

•

Assuming today’s base business growth profile, we do not

expect that we will need to issue equity to fund the UK SAR

capital requirements

•

GAP SAR operations to begin early FY14 and transition to the

UK SAR contract in FY18

•

Contract structure includes a MSC and a monthly variable

charge that covers flying, fuel and ancillary items

•

EPS accretion expected to begin in FY16 and ramp up with full

contract operations in FY18

GAP SAR highlights

•

GAP SAR is already included in our 10-15% base business annual

growth rate projection provided on our last earnings call in February

2013

•

Average LACE rate for GAP SAR is expected to be similar to EBU’s

average LACE rate in FY13

•

Contract starts late Q1 FY14 in Sumburgh and early Q2 FY14 in

Stornoway; both are existing facilities

•

~$140M has been spent to date on four SAR configured S-92s with

minimal spend needed on facilities and equipment

•

All four S-92s transition from GAP SAR to UK SAR contract in FY18

Service date

FY18

FY14

FY15

FY16

FY17

UK SAR

S-92

(2)

S-92

(2)

(existing facility)

Sumburgh

Stornoway

UK SAR sources and uses of finance

•

The table below shows the approximate expected sources and uses of finance, split

between aircraft, ground infrastructure and equipment, and pre-operating costs

* Liquidity includes cash on hand and unused revolver capacity

Year ending

USD millions

Uses

Owned aircraft

240

215

Leased aircraft

405

175

140

Ground infrastructure and

equipment

125

Pre-op cost to be financed

195

Total

965

325

440

150

Sources

BRS liquidity*

540

150

350

UK SAR cash flow

Aircraft leases

405

175

140

Total

965

325

440

150

Dec 16

Dec 17

Dec 18

TOTALS

Dec 11

Dec 12

Dec 13

Dec 14

Dec 15

Service Date

Cumulative aircraft count

Sumburgh (existing facility)*

Stornoway (existing facility)*

Shared (training)

Humberside (new facility)

Inverness (new facility)

Caernarfon (new facility)

Manston (new facility)

Cardiff (new facility)

Prestwick (new facility)

Newquay (new facility)

FY15

FY16

FY17

FY18

Lee-on-Solent (existing facility)

AW189 (1)

S-92 (1)

S-92 (2)

AW189 (2)

S-92 (2)

AW189 (2)

S-92 (2)

S-92

(2)

S-92 (2)

UK SAR aircraft transition dates

*Note that existing GAP SAR aircraft will continue to work from Sumburgh and Stornoway facilities

Bristow’s current perspective on the capital

expenditure profile for UK SAR

•

Four S-92s for GAP SAR have already been

purchased for ~$140M

•

Total UK SAR capital expenditures are

estimated at ~$965M

•

Capital expenditures include ~$560M and are

shown in the table to the right:

•

~$195M of pre-operating costs will be

deferred and amortized over the length

of the contract

•

Owned aircraft (including S-92s and

AW189s) are ~$240M

•

Ground infrastructure and equipment is

~$125M

•

Leased aircraft including S-92s and AW189s

are ~$405M which includes the ~$140M

related to GAP SAR

$25

$270

$210

$20

$10

$50

$100

$150

$200

$250

$300

FY13

FY14

FY15

FY16

FY17

FY18

Capital Expenditure Profile

Bristow’s overall financial strategy for UK SAR

involves a corporate guaranteed solution

•

Several prospective lessors provided support letters in October 2012

and another ~15 prospective lessors submitted financing proposals

•

~60% of the aircraft will be leased and letters of intent are close to

being executed with several lessors

•

Bristow’s capital strength was a competitive advantage in securing this

tender with competitively priced leases

Cash

Flow and

Support

•

$431M of liquidity as of December 31, 2012 comprised of $232M in

cash and equivalents and $199M in revolver borrowing capacity

•

Bristow officer’s certificates approved the use of cash for UK SAR

•

Parent company guarantee provided by Bristow in support of UK SAR

tender

Operating

Leases

UK SAR can be financed and with prudent

balance sheet management maintained

•

Backstop facility put in place during

the tender process and permanent

financing is being arranged

•

Anticipated 10-15% long-term annual

growth in the base business yields

significant operating cash flow

•

UK SAR capital requirements to be

funded with operating leases, cash

flow and expanded revolver capacity

•

Prudent balance sheet management

is maintained as adjusted debt-to-

equity is not expected to exceed 80%

and interest and rent coverage is not

expected to fall below 2.75x

$100

$200

$400

$500

$600

$700

$800

$900

FY13

FY14

FY15

FY16

FY17

FY18

Funding Requirement vs.

Bristow's Liquidity

Cash balance before UK SAR expenditures

Undrawn borrowing capacity

Bristow's financing requirement

$300

UK SAR stand alone financial performance

during contract period is highly stable

•

SAR-configured aircraft have a higher capital requirement (S-92s

cost ~30% more and AW189s cost ~15% more than oil and gas

aircraft)

•

~85%/15% mix of MSC/Variable in UK SAR vs. ~70%/30% mix in

EBU

•

LACE rates at full run-rate is ~$12M; better than those in the

European Business Unit (EBU) and have a larger portion of fixed

MSC revenue

•

Anticipated UK SAR EBITDAR margins in the mid 40% range are

higher than historical EBU margins

•

Potential contract risks include, but are not limited to, unsatisfactory

performance and termination for convenience which the Department

for Transport (DfT) could exercise with six months notice

Bristow UK SAR financial parameters

Total

Contract

Financial

Metric

Anticipated

Contract

Totals*

Operating Revenue

~$2,500M

EBITDAR

~$1,100M

BVA

~$300M

•

UK SAR contract is ~10 years in term with an option for a two year

extension by the UK government

•

Two training aircraft are delivered in FY15 with the revenue anticipated

to build between FY16 to FY18 as operational aircraft come on station

•

At full run rate, UK SAR is BVA, earnings and cash flow accretive

* Includes costs associated with contract start up and excludes two year extension

Base business adj. EPS growth rate can be maintained as

UK SAR contract builds to forecast ~$1/share contribution

* Base business projections are for illustrative purposes only and are not intended to be viewed as specific annual guidance

$2.58

$2.69

$3.08

$3.12

$3.73

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

UK SAR expected to contribute

~$1.00

to adj. EPS

by FY18

FY13 guidance mid-point

Base adj. EPS

UK SAR is transformative by shifting contract

mix to even more stable cash flow

•

Bristow’s largest share of revenue remains related to oil and gas

production, providing stability and growth opportunities

•

UK SAR brings more stable cash flow (production, SAR and

other) to ~75% given higher and more certain margin revenue

streams

Before UK SAR

After UK SAR

* Based on historical averages

Other

10%

Production

60%

Exploration

20%

Development

10%

Typical revenues by segment

Other

Production

53%

Exploration

17%

Development

UKSAR

12%

Estimated revenues by segment*

Bristow asset FMV including UK SAR aircraft are expected to

remain resilient and higher than current asset FMV per share

The UK SAR aircraft are expected to add

significant asset FMV in FY18, even after

netting the imputed leases

$44.06

$53.62

$52.89

~ $71

$35

$40

$45

$50

$55

$60

$65

$70

$75

12/2010

3/2011

6/2011

9/2011

12/2011

3/2012

6/2012

9/2012

12/2012

Book value of equity per share

FMV of assets per share

Avg Closing Price

FMV of assets per share including SAR

Concluding perspectives

•

The UK SAR total capital requirement is ~$965M and Bristow

intends to maintain prudent balance sheet management throughout

contract start up and full operations

•

Assuming today’s base business growth profile, we do not expect to

issue equity to fund the UK SAR capital requirements

•

GAP SAR operations and UK SAR spend is to begin in FY14 with

our expected 10-15% EPS long-term growth rate maintained

•

EPS accretion is expected to begin in FY16 and ramps up to

~$1/share with full FY18 operations

•

UK SAR is anticipated to be transformative by shifting contract mix to

more stable cash flow while increasing our FMV per share

The evolving SAR market

•

Further outsourcing of SAR to civilian sector will continue

as it is successfully deployed

•

Civilian SAR (non-oil and gas) today

•

UK Gap SAR (seven aircraft)

•

Ireland SAR (five aircraft)

•

Dutch Antilles (two aircraft)

•

UK SAR (22 aircraft)

•

Civilian SAR (non-oil and gas) next to be awarded

•

Falklands (three aircraft)

•

Svalbard (two aircraft)

•

Netherlands (three aircraft)

•

Norway (18 aircraft –

operation may not be outsourced)

•

Nigeria (two aircraft)

EC225 update

•

~80 EC225 continue to be suspended from operations globally

(16 from BRS)

•

BRS mainly affected in Aberdeen; however, we have

recovered well by redeploying or increasing utilization of

existing aircraft

•

In addition to aircraft, crewing is the critical bottleneck in

Aberdeen

•

October 2012 = 81 pilots

•

April 2013 = 127 pilots (+ 20 in training)

•

EC claims to have found the root cause, which is being

reviewed by authorities and independent parties

Aircraft capacity in Aberdeen

–

October

22,

2012

–

to date

Date

No of Operational

Aircraft

Comments

October 22, 2012

12 EC225s, 2 S-92s

October 23, 2012

2 S-92s

October 24, 2012

1 S-76C++ from Southern North Sea (SNS)

October 26, 2012

1 AS332L from SNS

October 28, 2012

1 S-92 from Norway

October 29, 2012

1 S-92 (Cougar) – lease extended

November 5, 2012

1 AW139 from SNS

November 15, 2012

1 S-92 (Cougar) - lease ended

November 16, 2012

1 S-76C++ from SNS

November 18, 2012

1 S-92 from Norway ends

December 6, 2012

1 AS332L (refurbished)

December 12, 2012

1 S-92 on Line (new)

December 13, 2012

1 S-92 on Line (new)

December 22, 2012

1 S-76 C++ ends

January 7, 2013

1 S-92 on Line (new)

January 15, 2013

1 AS 332L (refurbished)

February 15, 2013

1 AS 332L (refurbished)

February 18, 2013

1 AW139 (new)

April 22, 2013

1 AS332 (refurbished)

EC225 update (continued)

•

Solutions for return to operations are under

consideration

•

FINAL/PERMANENT = re-design shaft ~18 months

•

INTERIM = new operating procedures for enhanced

monitoring and early detection ~6 months (subject to

regulators approval)

•

Criticality of helicopter transportation to offshore oil and

gas operations has been highlighted

•

New contracting strategies being enacted by customers

•

Bristow Client Promise fits well

•

New value paradigm

•

Security of supply versus price/cost

•

Increased LACE rates

Supply/demand balances for large aircraft

segment

•

Supply curves do NOT take

account of operational

limitations of older generation

large aircraft

•

Supply curves include EC225

•

Large aircraft production

capacity ~36 per year per

type (S-92 and EC225)

•

Historically half to two-thirds

of supply goes to oil and gas

market

* Source: PFC Energy

100

150

200

250

300

350

400

# of

helicopters

Sensitivities on Retirement

Large Worldwide*

Base Case Demand

High Case Demand

Supply -

30YRS

Supply -

20YRS

Supply -

10YRS

Supply -

25YRS

Opportunity tracker 2013-2014 award dates

•

Bristow moved in November

2012 to secure additional S-92

aircraft capacity available for

delivery in 2013 and 2014

•

Supply/demand tightness exists

in large helicopter sector,

exacerbated by EC225

suspension

•

New large types (AW189,

EC175 and Bell 525) are not in

the market in significant

numbers until 2014-2016

•

UK SAR aircraft are separate,

but reduces overall supply

capacity

2013

2014

BRS new supply

Contracted BRS

Demand (excluding EC225 backfill)

Bios

William

Chiles

–

President

and

Chief

Executive

Officer

William E. Chiles (Bill) is Chief Executive Officer and President of Bristow Group Inc. Prior to joining Bristow in

July 2004, Mr. Chiles served as Executive Vice President and Chief Operating Officer for Grey Wolf, Inc. Prior

to his tenure at Grey Wolf, he served as President and Chief Executive Officer of Chiles Offshore, Inc. until its

acquisition in 2002 by ENSCO International Incorporated, at which time he was appointed Vice President of

Business Development. Until 1997, he was Senior Vice President of Drilling Operations for Cliffs Drilling

Company, following its acquisition of Southwestern Offshore Corporation in 1996, a company which Mr. Chiles

founded in 1992 and served as its President and Chief Executive Officer. In 1977, Mr. Chiles co-founded Chiles

Drilling

Company,

which

then

became

Chiles

Offshore

Corporation,

and

was

subsequently

acquired

Noble

Drilling

1994.

Prior

1977,

Mr.

Chiles

served

number

roles

with

Western

Oceanic,

Inc.,

including

Vice

President for Domestic Operations in the Gulf of Mexico. Mr. Chiles is a graduate of the University of Texas at

Austin with a BBA in Petroleum Land Management and earned a MBA at Southern Methodist University in

Dallas.

Jeremy Akel –

Senior Vice President, Global Operations

Jeremy Akel is Senior Vice President, Operations. Prior to assuming his current position, Mr. Akel served for two

years as the Director of the Other International Business Unit (OIBU) at Bristow Group. Before January 2010, Mr.

Akel held various positions at Bristow Group, including Director of the Latin America Business Unit and Manager

of International Strategy and Special Projects. He joined Bristow Group in 2004 after serving for two years as

Vice President, Aviation Business Consulting for Morten Beyer & Agnew, an international aviation consulting firm.

Prior

this,

served

Senior

Manager,

Business

Consulting,

Aviation

Industry

Practice

for

Anderson,

LLP,

international

business

consulting

firm.

From

February

1997

December

2000,

served

several

management

positions

Tidewater

Marine

International,

Inc.,

international

provider

marine

support

services to the offshore energy industry. Mr. Akel began his career in 1991 as an aerospace engineer at the

National Transportation Safety Board.

Bios

Jonathan E. Baliff –

Senior Vice President and Chief Financial Officer

Jonathan Baliff joined the company as Senior Vice President and Chief Financial Officer in October 2010. Prior to

joining Bristow, Mr. Baliff was Executive Vice President, Strategy, at NRG Energy since May 2008, where he led

the development and implementation of NRG’s corporate strategy as well as acquisitions and business alliances.

Prior to joining NRG, he was Managing Director in Credit Suisse’s Global Energy Group, where, since 1996, he

advised energy companies on merger and acquisition assignments and project and corporate financings. Mr.

Baliff started his business career at Standard & Poor’s Corp. and then J.P. Morgan’s Natural Resources Group.

served

active

duty

the

U.S.

Air

Force

for

eight

years

from

1985

1993

numerous

assignments

flying

the

F-4G

Phantom,

including

the

first

combat

missions

during

the

first

Gulf

War.

retired

with

the

rank

Captain.

Mark B. Duncan –

Senior Vice President, Commercial

Mark

Duncan

joined

the

company

January

2005

Vice

President

Global

Business

Development,

and

was

promoted to Senior Vice President of Global Business Development, in January 2006. In January 2008, Mr.

Duncan became Senior Vice President, Western Hemisphere, and moved to his current position as Senior Vice

President, Commercial, in December 2009. Prior to joining Bristow, he was Commercial Director in the deep

water floating production systems division of ABB based in Houston, Texas. Prior to this, he spent 18 years with

the Halliburton/Brown & Root Group, mostly in the subsea sector where he filled various positions working in the

North Sea, Brazil and several other international areas, ultimately holding the position of Senior Global Vice

President, Commercial, for the Subsea 7 entity.

Bios

George

Bruce

–

Global

Operations

Finance

Director

George Bruce is Global Operations Finance Director of Bristow Group, and joined Bristow in February 2008 after

spending over 25 years in the oilfield services industry. Mr. Bruce graduated with distinction from university in

Dundee with a BA in Accounting and is a qualified member of the Chartered Institute of Management

Accountants. Mr. Bruce has extensive working experience in the Far East/Australasia, the Middle East,

Russia/Caspian, Africa, Europe, Scandinavia and North America. In a career spanning 25 years Mr. Bruce has

had extensive periods of service in various regions around the world with Halliburton, Schlumberger and most

latterly Baker Hughes where he spent 12 years in various roles and prior to joining Bristow was Corporate

Controller and Executive Director of Finance for Nigeria. Mr. Bruce has extensive experience in business re-

engineering and change management, acquisitions, divestitures, company formation, multi GAAP statutory

reporting, tax, treasury and planning/forecasting.

Mike Imlach –

Managing Director, Bristow Helicopters Limited and European Business Unit

Director

Mike Imlach has served as Director of Bristow Group’s European Business Unit since 2010 and oversees all

commercial and operational aspects of the company’s activities in the UK, Norway and Holland.

Mr. Imlach has more than 30 years experience of working within the oil and gas and helicopter industries. He

began his career as an offshore drilling contractor holding various offshore supervisory positions in the North

Sea. He then went on to serve 18 years with Baker Hughes, firstly in offshore and onshore coordination in the

directional drilling division in Aberdeen, before moving on to the role of drilling systems manager in Italy. He then

took on the role of Country Manager and Director in Egypt, Algeria and Nigeria, before joining Bristow in 2008 as

West Africa Strategic Business Unit Director. He is a graduate of the University of Aberdeen where he gained a

HND in Agriculture and a Post Graduate Diploma in Management Studies.

Mr. Imlach is also the current Chairman of the European Helicopter Operators Committee (EHOC).

Bios

Hank Williams–

General Manager, Cougar Helicopters

Hank Williams has 20 years of experience in the transportation industry with the last 16 years in the aviation

sector. Mr. Williams joined Cougar Helicopters in 1997 as Passenger Movements Coordinator, quickly moving to

Base

Operations

Manager

(St.

John's)

before

being

appointed

General

Manager

East

Coast

Operations.

2010 Mr. Williams was appointed General Manager, Cougar Helicopters, with overall responsibility for all of

Cougar's

operations

globally

which

comprises

all

VIH

Aviation

Group's

IFR

operations.