rotor tales chc-01_2008_rt_chc

04 EC225s LiftOff for CHC

06 TransformationUnderway

08 What is CORE?

09 World’s LargestHS Contract

10Rescues in a Tropical Paradise

13 Heli-One Supportsthe Canadian Military

RotorTalesE ISSUE 01.2008CHC HELICOPTER CORPORATION EMPLOYEE MAGAZINE

EC225sLift Off for CHC

CHC EUROPE

CHIEF EXECUTIVE OFFICER

Sylvain Allard

2007 was a very importantyear for CHC. It was a yearof great accomplishments,new milestones and newchallenges. Looking back

over the last year, it is evident that our efforts are paying off as we continue to elevate our company to new heights.

Last March, CHC hosted a very successfulSafety Summit in Vancouver; the event attracted more than 300 participants bothfrom CHC and externally. Safety is a toppriority at CHC, and the Safety Summitprovides a powerful medium to exchangeknowledge and focus on preventing accidents for operators throughout the industry. CHC’s Safety Summit is now regarded as the premier safety conferencein the industry by both CHC employeesand customers alike. The 2008 SafetySummit is set to take place March 30th-April 2nd 2008 and is expected to drawmore than 500 participants. I look forwardto another successful event.

In May, at the end of Fiscal 2007, we announced that our annual revenue had exceeded one billion dollars. Fiscal 2007was the eighth consecutive year that ourrevenues have increased, and $1.15 billionin revenue was a new record for the company.

In the spring, we took delivery of our firstfull Search and Rescue Sikorsky S-92. Thisdelivery and subsequent S-92 deliveriesled to the commencement of the new UKSAR contract in July. This contract markeda new era for CHC and has set the tonefor CHC’s new presence in the world’sSAR market.

In June, CHC was awarded the world’slargest helicopter service contract (by Statoil). The contract, totaling more than

$1.1 billion over the fixed and option periods, requires new technology aircraftlike the EC225 and S-92, which illustratesthe importance of our current fleet renewal plan.

In December, Heli-One began moving into their newmassive facility at BoundaryBay, with the rest of the moveexpected to be completed inthe coming months. The new234,000 square-foot facilitywill provide Heli-One withmuch needed capacity, andallow the entire team in Vancouver to work togetherunder one roof.

It is an exciting time for Heli-One as theymove into a new world-class facility andwork on further expanding to better serveCHC and add more third party customers.

2007 was also a monumental year forCHC because we introduced the largestnumber of new helicopters in the com-pany’s history. We added 40 state-of-the-art new generation aircraft, including the Sikorsky S-92, Sikorsky S-76C++,AgustaWestland AW139 and the Euro-copter EC225 to our fleet. These new aircraft incorporate the very best technol-ogy and will ensure CHC has the meansto continue providing world class heli-copter services in the coming years. Fleetrenewal is an investment that will pay offfor decades to come.

2007 also marked my 25th year with thecompany. I’m fortunate to have been in-volved in the industry in a period of suchevolution and growth, which have made

New Milestones and New Challenges

the last 25 years exciting, challenging andrewarding. I would not have gotten herewithout your support and dedication.Some of you have been alongside me forthe entire journey, and have experiencedfirsthand the changes and challenges ofthe last quarter century – I thank you allfor your contributions. Regardless ofwhether you’ve been part of the CHCteam for 25 years or 25 days, you are allmaking a difference; I thank you for yourefforts. I look forward to many more great years.

It has been a big year at CHC, and I acknowledge that our successes havecome with many challenges. Without the hard work and dedication shownby all of you, many of our successes wouldnot have been possible. I appreciate yourcommitment and efforts which have helpedour company continue to be the world’slargest helicopter services company.

I wish you all a safe and happy New Year!.

02 CHC HELICOPTER CORPORATION EMPLOYEE MAGAZINE

Mark Visser Captain

More common in the fixed-wing industrybut rarely seen in rotary wing, are two female pilots on the flight deck. On Au-gust 28, 2007 that is exactly what hap-pened at CHC’s base in Den Helder. Lastsummer marked the first day two femalepilots manned the cockpit of a Sikorsky S-76 for CHC Helicopters Netherlands.

LadiesLIFT OFF

CHIEF FINANCIAL OFFICER

Rick Davis

As most of you are wellaware, CHC is continuingto expand, adding new aircraft and new MRO capabilities to our service

portfolio. These additions affect everyone,and we are very pleased with the flexibilityand dedication shown by employees inour divisions around the world, as we riseto the challenges created by expansion.

In fiscal 2007 we added 40 new helicop-ters to our fleet – these additions are partof our fleet transformation, as we strive to provide new technology aircraft for ourcustomers. At the end of Q1 2008, we had70 new aircraft on order and recentlysigned purchase agreements to acquire anadditional 12 Sikorsky S92 and 13 AW139helicopters (plus options).

In conjunction with our fleet expansion,our Heli-One group is also experiencingexpansion in the MRO capabilities it offers. Recent agreements with Sikorsky

and Agusta mean new completion andcomponent capabilities, with furtheragreements expected to be solidified inthe future. Heli-One also began relocatingto its brand new facility at Boundary Bayat the beginning of the year – this providesmuch needed space for Heli-One to further expand its service offerings.

We have also been able to increase the size and flexibility of our senior credit facility and have announced an agreementwith our RBS and EDC financing partnersto expand an existing lease facility by US$225 million. However, the growth we’reexperiencing has put pressure on our cash flow. Your efforts to help reduce theamounts outstanding from customers and to continue to control day to day expenditures are encouraged and appreciated.

In conjunction with managing our growth,we’ve been working hard to improve finance functions at CHC. As with anyprocess, there is room for improvementand we’re committed to transforming our

finance department to embrace best practices. In order to achieve this objective, we’ve launched project CORE.CORE is explained in a supplementaryarticle in this issue of Rotortales - I encourage you to read this importantupdate. Over the next number of monthswe will implement various CORE initia-tives in our quest to provide world classfinancial support to our great company.

We made great progress on SOX andcompliance issues in fiscal 07, our SOXand Internal Audit departments are nowworking to achieve 2008 objectives. These objectives go beyond basic SOX requirements and are aimed at furtherimproving and embedding financial andoperational controls throughout our operations.

I’d like to thank everyone for their pastand continued support in making ourcompany a great success..

03EMPLOYEE MAGAZINE CHC HELICOPTER CORPORATION

Monique de Ruiter (recently upgraded to commander), together with first officerJildou Dikkers piloted the Sikorsky S-76.Monique joined Schreiner in November2000, where she started flying on aDauphin for the 24/7 Rotterdam sea-pilotharbour service. She moved to the DenHelder offshore operation when the contract in Rotterdam terminated. Jildoustarted at Den Helder on the S-76 in mid2005 and is now flying as a senior first officer.

At present, these women together withBertha Frijs are the only three female pilotsworking for CHC Helicopters Netherlands.Although the helicopter industry is domi-nated by men, we see a positive trend inthe number of females with aspirations to become helicopter pilots. Great jobladies!.

Monique de Ruiter (left) and Jildou Dikkers (right)

Managing Growth and Improving Finance Functions

The delivery heralds a new era for CHC as the fleet renewal program charges on.With the addition of EC225s, CHC is nowflying the top new generation aircraft –Sikorsky S-92s, AgustaWestland AW139sand Eurocopter EC225s.

Captain Hugh Martin and Captain PeterBoston took to the controls on December13, 2007 to relocate the aircraft from theEurocopter factory in France, to its newhome in Aberdeen. The aircraft will support TOTAL E&P UK Ltd. as part of a three-way partnership between CHC,TOTAL and Eurocopter.

The EC225 possesses numerous improve-ments over its predecessors in the SuperPuma family. It is powered by two brandnew Makila 2A engines, which will

provide the EC225 with 14% more power than its AS332L2 predecessor. This is a welcome relief for pilots flying in challenging offshore conditions.

Another significant improvement overprevious models is the reinforced maingearbox. All previous members of thePuma family require immediate landing if the gearbox loses lubrication; theEC225 is able to run without lubricationfor up to 30 minutes – this gives pilots a much larger window of time to find a safe landing site.

A new main rotor system features 5 blades(one more blade then previous versions)and a new blade structure. The blades arestructured in such a way as to providebetter resistance to impact and lighteningstrikes.

EC225s Lift Off for CHC

The new main rotor systemprovides better maneuverabil-ity, higher efficiency, greaterinertia and less vibration.This, in conjunction with thenew Anti-Vibration ControlSystem (AVCS), provides asignificantly smoother ridefor passengers and crew.

The new technology means the EC225cruises at approximately 150kts and has a maximum take-off weight of 11,000 kg.Comparatively, the AS332L2 cruises at 140kts and has a maximum take-off


CHC EUROPE

December 11, 2007 was a historic day for CHC. After years of anticipation,CHC accepted delivery of its very first Eurocopter EC225 helicopter.

weight of 9,300kgs. The added speed andincreased take-off weight mean quickerflights to oil platforms and additional fuelcan be carried.

Other new and exciting features include a Liquid Crystal Display (LCD) or “GlassCockpit”, a new autopilot system, flaw/damage tolerance, bird strike tolerance,cabin protection against intrusion ofheavy masses, improved Turbine Burstprotection and a 3rd generation healthand usage monitoring system (HUMS).All of these features work together to provide the latest in safety technology.

From a passenger standpoint, the EC225carries 19 passengers (like previous SuperPumas) but the seating configuration isstaggered. This provides more shoulder

room, and coupled with the reducednoise interior trim, it makes for a morecomfortable ride for passengers.

The technical and safety improvementsand enhanced operating performance of the EC225 make it a very welcome addition to CHC flight operations. Feedback from the first group of CHC pilots flying the EC225 has been very positive, and in-house training will continue in order to train more pilots to fly the new aircraft.

CHC’s first commercial flight with anEC225 (worldwide) took place January14, 2008, for TOTAL. The flight originatedin Aberdeen and transported passengersto the Safe Caledonia platform – 230 nmNorthwest of Aberdeen. CHC’s second

EC225 (G-CHCM) was delivered on December 21, 2007, and the third deliveryis expected to take place in late February.All three of these aircraft will be based inAberdeen, with the 4th and 5th deliveriesdestined for Nigeria. All of these aircraftare set to support TOTAL.

With the introduction of EC225s into the CHC fleet, Eurocopter, TOTAL andCHC have effectively partnered to bringthe latest technology from the manufac-turer to one of the world’s largest offshoreoil companies (TOTAL). This three-waypartnership will continue to provide benefits to all involved. To date, CHC hasplaced orders for 22 EC225s – deliveriesare expected to continue through 2011.


1 CHC’s first Eurocopter EC225 at official delivery ceremony.2 Keith Mullett/Managing Director European Operations (left)

and Christopher Grainger/Vice President Oil & Gas Operations,Eurocopter (right) at official delivery of CHC’s first EC225.

3 Employees from CHC Europe, TOTAL and Eurocopter at the official delivery of G-CHCL (Marignane, France).

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an S92 PDM recently and achieved a 40% reduction in span time and a 30%reduction in man-hours expended.

Our production continuous improvementteam is introducing “Lean Production”methodologies on the shop floor and inlogistics. We are underway with workplaceorganization techniques to reduce wasteand improve safety and quality. On theshop floor, the team is implementing “6S”and “Kanban” systems to better organizethe workplace. The “6S” system stands for

Our back office team has been focusingon value stream mapping to determinethe current “as is” state. Value streammapping enables us to identify complexityand variation within our businessprocesses. Once complexity reduction solutions have been identified, the teamwill implement and create a new valuestream map depicting the new businessprocesses. This will then be translated to formalized policies and procedures to ensure consistency in our execution.While this sounds like a simple exercise,the amount of activities that a businessconducts each day is overwhelming.Therefore, this process will take severalmonths to complete and it must be re-validated to ensure we have achievedthe goals.

Another back office area activity that is underway is within our Project Management organization. Over the pastseveral months, the Project Managers andother functional leaders at Heli-One USAhave been adopting techniques and toolsto assist them in planning and executingour projects. The team is deploying “Critical Chain” and traditional projectmanagement techniques to effectivelymeet the customer delivery expectations.The team deployed these techniques on

Greg EmersonGeneral Manager, Heli-One USA

Greetings from Texas!

After marking our first full year in theHeli-One family, the Heli-One USA teamcontinues to make significant progress towards transitioning from Heli-DyneSystems Inc., to Heli-One USA Inc. We officially changed the company namein May 2007 to Heli-One USA Inc., although many continue to slip up andcall it “Heli-Dyne” from time to time.Changing our name marked the begin-ning of our integration into the Heli-Onefamily, as we were still wrapping up pre-acquisition projects and assignmentsbefore.

While we continue to provide products in the EMS and special operations environment, our primary focus is thepost delivery modifications of SikorskyS76 and S92 units purchased for our CHC customers. Since our experience in accomplishing this mission is fairlylimited, the team has spent a great deal of time developing and improving ouroperational processes to meet these newdemands as well as customer expectations.

Heli-One USA is achieving these improvements by implementing severaldifferent methodologies. First, we have introduced continuous improvementteams within our workforce. Our vision is to create an environment where everyemployee materially contributes to thesuccess of the organization. This is beingaccomplished by forming employee teamsto identify improvement opportunitiesand potential solutions. We have success-fully launched two different teams overthe past six months. One team is focusedon business processes related to back officesupport and the other team is focused onproduction activities.


HELI-ONE

6S Technique

1. Sort (Organization)2. Set in Order (Orderliness)3. Shine (Cleanliness)4. Standardize (Standardized clean up).5. Sustain – Maintain discipline of 6S.6. Safety – Integrate safety practices

into 6S strategy.

7 Storage Technique

1. Separate Location for Each Part2. Group Similar Parts Together3. Storage According to Volume Used4. Storage Within Easy Reach5. Store Parts Vertically6. Store Heavy Parts Down Low7. Visually Grasp Parts with

Irregular Movement (Overstock conditions)

Transformation

UNDERWAY!

1 Heli-One USA focuses on Sikorsky S-92 post delivery modifications.

2 Bob Coleman and Martin Luna organize Heli-One USA shop stock and introduce Kanban cards. Kanban cards signal the parts room to restock a certain bin at a certain amount. This reduces the time our production team spends looking for consumable items.

3 As part of the “6S” implementation, Dwaine Curtis and Jessie McDay ensure correct spacing for the emergency exit lane in the South Hangar.

4 Dwaine Curtis and Dustin Barrow implement 7 Storage techniques. With the 7 Storage System the highest moving parts are put on the floor or close to the pick-up window; this reduces the time it takes to find, pull, and restockthe part by up to 90%.

Sort, Set, Shine, Standardize, Sustain, and Safety. The premise is to have a workplace where everything has a placeand everything is in its place. The team is improving the shop floor layout so thatteam members can quickly find the toolsand equipment they need to do the job.

The “7 Storage Techniques”, adapted fromthe Toyota Production System, are beingimplemented in our stock room. Fastmoving parts are located closer to the pickup window and ergonomics are a consid-eration for all parts to reduce work relatedinjuries and stress. Parts needed are pulledmore quickly saving time for both thestockroom attendant and the technicianneeding the part.

Every member of the Heli-One USA teamis beginning to see the improvements andhow it is positively impacting our businessresults. We still have a great deal of workto do, but the initial changes are re-shapingour culture to more effectively meet ourcommitments and do so with the highestlevel of quality and compliance.


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Neil DorkenDirector, Financial Services – Heli-One

CORE is a new and important CHC Finance initiative to assist in organizingand managing continuous improvementthat will lead to a better finance functionat CHC.

CORE recognizes that CHC Finance is one group of finance professionals,globally dispersed, working together to achieve a common finance vision, mission and goals.

Our vision is to become a trusted and knowledgeablebusiness partner supportingCHC’s profitable growthstrategy.

Our mission is to be a team of financeprofessionals who provide knowledge, expertise and leadership in decision-making for CHC.

Working together as one team we will be able to accomplish our finance goalsand our CORE objectives which in turnwill support the CHC strategy and 7 goals initiatives. CHC Finance operates in a complex and very diverse environmentand only through leveraging our combinedknowledge and differing perspectives willwe get to the right solutions. The COREproject has helped us harvest a lot of greatideas from a lot of great finance employeesworld-wide. These ideas have been transformed into a number of CORE initiatives. Some of these initiatives have already been completed, some are currently underway and some are plannedfor the future.

The Finance team has accomplished a lot over the last few years and we wantto encourage continued passion, ingenuityand drive within our Finance team. Wewant to promote, support and celebrategreat initiatives to ensure that they get theattention and recognition they deserve.

What is CORE?

CORE is an attempt to provide support,structure and guidance for these types of projects. One of the major CORE initiatives is communication, and as weproceed we will endeavor to ensure we are actively and regularly communicating to all stakeholders within CHC.

CHC Finance has a number of customers;we will ensure as we progress throughCORE that we address their needs andconcerns. We will also (through some ofthe initiatives) need to involve operationalpersonnel to help us streamline certain finance processes that depend upon theirinputs. We hope through this process toprovide better service to our customers,which include not only the operating segments but the CHC Board, AuditCommittee and our shareholders.

CORE is not a temporary program orproject; it is a cultural shift for CHC Finance. We are excited about the potentialof this project and we would like to thankyou for your continued support in thisimportant initiative.


CHC FINANCE

The primary objectives of CORE are to transform the finance function by:

• improving productivity and effectiveness,• creating more standard, automated and sustainable controls• having consistent, reliable and accurate information• recognizing employee achievements and promoting work life balance, and • developing efficient and streamlined finance processes.

The CORE acronym stands for the following:

• Controls that are embedded in what we do• One Organization and One way of doing things• Reporting that is timely and accurate• Efficient and Effective processes

CORE Steering Committee:

Annette CusworthBlake FizzardHuub LangeveldJeff ScotlandJeffrey Ho

Nancy MontgomeryNeil DonaldRick DavisRick GreenScott Penney

CHC EUROPE


Gro Helland,Commercial Director Oil and Gas

In June 2007, Statoil ASA of Norwayawarded CHC HS two new contracts with a combined value of approximately$1.1 billion CDN (including options).The new contracts involve 9 new technology heavy helicopters, and are believed to be the largest bundle of contracts in both CHC and Norwegianoffshore history.

As per the first contract, CHC will performall flights from Bergen, Norway to Statoil’soffshore platforms in the North Sea. The flights will begin in January 2010 and continue through to May 2015. The contract also calls for CHC to conductflights from Florø, Norway to other Statoiloffshore platforms in the North Sea; theseflights are expected to commence in June2009 and continue through to May 2015.In total, this contract will employ 5 Sikorsky S-92 helicopters and 2 EurocopterEC225 helicopters.

The second contract calls for CHC to supply and operate one Eurocopter EC225All-Weather Search and Rescue helicopter,and provide a second similar helicopter asback-up. The first aircraft will be stationedoffshore at Statfjord B, with the back-uphelicopter stationed in Bergen. The contract begins in March 2009 and willcontinue until May 2016.

In addition to the contracts discussedabove, Statoil also extended their contractwith CHC earlier this year for the provisionof two Sikorsky S-92 helicopters and oneEurocopter EC225 in support of Statoil’soffshore operations based out of Kristian-sund. The contract is for five years, startingJuly 1st 2009. The current operation outof Kristiansund is with one Sikorsky S-92,one Eurocopter AS332L2 and one Eurocopter AS332L1. This contract is anticipated to generate approximately$175 million CDN over the term of the contract.

In November, yet another contract wassigned with Hydro (now called StatoilHydro following a recent merger betweenStatoil and Hydro). The new contractcalls for CHC to supply another EC225 all weather search and rescue helicopter.The aircraft will replace an AS332L1which CHC is currently operating out of StatoilHydro’s Oseberg field. This contract renewal and upgrade is valued at approximately $115 million CDN overthe 7.5 year term.

These contracts highlightthe position of CHC HS as the leading Norwegian helicopter company, and emphasize CHC’s strong relationship with StatoilHydro.

These contracts will ensure CHC’s activities in Bergen, Florø, Statfjord, Kristiansund and Oseberg continue for a long time.

The contracts will also lead to consider-able growth for CHC HS with regards to personnel. As a result of the contractssigned in June, CHC HS will need to hireat least 35 new personnel (mainly pilotsand technicians). The contracts will alsomean additional MRO work for Heli-One.

Eight new helicopters will be ordered as a result of the June contract awards (fourEurocopter EC 225s and four Sikorsky S-92s); one existing Sikorsky S-92 andone Super Puma Mark2 will also be used.

The new aircraft being utilized possess the latest generation of safety technology,and reaffirm both StatoilHydro and CHC’scommitment to safety management.

World’s Largest Helicopter Services Contract

Because of the sheer size of the servicesthat will be supplied to Statoil, these contracts will be a challenge for the organisation. A project group is alreadybeing established to take on this huge task and recruitment in Norway has already begun. Everyone in Norway is looking forward to meeting this exciting challenge.

Keith Mullett/Managing Director of CHC European Operations and Rune Norseng/VP of E&P Operations Support Procurement at Statoil signed the world’s largesthelicopter services contract.

Leonie Hansen Business Development ManagerRACQ - CQ RESCUE

Located on the tropical north Queenslandcoast of Australia, Mackay has the GreatBarrier Reef at its front door and the red-earthed outback mining towns at itsback door. Mackay is home to CQ Rescue- a non-profit community helicopterservice.

CQ Rescue services a 200 mile radiusaround Mackay and among other missionscompletes inter-hospital transfers, attendsmotor-vehicle accidents, conducts searchand rescue missions and performs primarymissions. Missions often reach areas suchas the Whitsunday Islands or outback cattle stations.

CHC Australia has been providing CQRescue with helicopters, engineering staff,

pilots and crew since September 1996.Currently the primary aircraft being usedis a Bell 412 with a Eurocopter Dauphin365C1 as a reserve machine.

The helicopter crew at CQ Rescue consistsof three pilots, three air crewmen and arescue crewman. A crew of five is generallyon board the helicopter for each mission– a pilot, air crewman, rescue crewman,doctor and paramedic. The service operates 24 hours a day, 7 days a week,with the crew averaging one mission perday; however it is not uncommon to attend up to four missions in one day.

One such day occurred on the first Sundayin August last year, when the crew receivedtheir first phone call at 3am. A womanwho had been holidaying on a catamarannear White Haven Beach (on the GreatBarrier Reef) was suffering from what appeared to be migraines.

Rescue Missions in a Tropical ParadiseThe crew lifted off from Mackay Airportat 3:08am and landed on Chalkies Beachwhere the holiday-makers from the catamaran were waiting with the patient. The site was lit with marine flares indicating a suitable area for the helicopterto land on the beach, however, due to soft sand the helicopter remained at fullpower while the patient was transferred to the helicopter.

It was some time later in the day when the crew learned that the female patienthad actually suffered a sub-dural hemor-rhage, and her headaches were not the result of migraines (as previously thought).Her hasty transfer by CQ Rescue to thehospital in Mackay no doubt made a hugedifference in her chances of recovery.

At 7:18am the crew was in the air again.This time the mission was a search andrescue task southeast of Round Top Island(one of the smaller uninhabited islands


CHC GLOBAL

CQ Rescue completes a medical evacuation from Whitehaven Beach

on the Great Barrier Reef). A 25 footmast-less yacht had run out of fuel andthe crew were bailing water. The boat wasspotted by the CQ Rescue crew, however,initial attempts to carry out a winch operation were aborted due to severeswells and high winds.

The crew lowered a VHF 2-way radio to the crew on the stricken boat and communicated their exact co-ordinates to a Volunteer Marine Rescue vessel who managed to reach the boat within 30 minutes.

The crew returned to base and just priorto lunch (11:55am) they commenced a 30minute flight to a motor vehicle accidentat Mt Britton (in the mining hinterland),where a 39 year old female in the vehiclehad sustained serious head injuries. Thecrew was at the site of the motor vehicleaccident for 50 minutes while the doctorand paramedic stabilized the woman fortransfer. There were three other people in the four wheel drive vehicle – an adultmale received bruising and lacerationswhile the two teenage boys were lucky toescape reasonably unscathed. Both of theadults in the motor vehicle accident weretransported to Mackay Base Hospital bythe CQ Rescue helicopter.

The crew had been involved in three verydifferent types of tasks on this day, but theday was not over for them…

At 4:45pm that afternoon, the crew wastasked to Moranbah in the mining hinterland (approximately a one hourflight west of Mackay). A patient at theMoranbah Hospital was suffering from a critical cardiac condition and requiredfurther treatment in Mackay. By 7:50pmthat evening, the patient had been safelydelivered to Mackay Base Hospital andthe crew was back on the tarmac atMackay Airport.

All pilots and crew agree that the Mackaybase is an ideal working environmentwhere in one day their missions can takethem to beautiful settings of palm treesand white sandy beaches in the Whitsun-day Islands, to the Great Barrier Reef,

or to dusty red-earth coal mining townsin outback Australia.

Four to five missions in one day make fora very busy day for the crew - luckily mostdays are not quite so hectic. Because ofthe large expanse of land and sea coveredby the CQ Rescue team, the duration of missions can be quite lengthy. A 30minute flight (one way) is one of theshortest mission times while some taskscan take the crew away from the base forup to six hours (carrying out a single mission). While the working location isdefinitely a bonus for the crew, all wouldagree that nothing beats the sense of gratification when making a positive difference in someone’s life.


CQ Rescue attends a motor vehicle accident in the Australian outback.

CQ Rescue searches for a missing boat and fisherman, Gloucester Island (Australia).


HELI-ONE

Bell holds ultimate responsibility formaintenance of the DND’s fleet, butchooses approved facilities to carry outthe work. Heli-One went through an extensive process to become approved by Bell.

The DND currently operates a fleet of approximately 86 CH-146 (Griffon) helicopters. These aircraft are the Cana-dian military variant of the commercialBell 412. The fleet is operated out of bases across Canada, and in addition to normal duties has participated in numerous high profile disaster relief operations, including: the Manitobafloods, wild fires, the Quebec ice stormsand various other humanitarian missions.

Heli-One Supports theCanadian Military

In 2007, Heli-One was recognized by Bell Textron Canada(“Bell”) as a Prime Vendor for the Canadian Department of National Defense (“DND”). This recognition means thatHeli-One is one of only three vendors approved to performairframe inspections for the DND’s fleet.

It is expected that for the next year or more, there will be two DND aircraft in Heli-One shops at any given time. The new Boundary Bay facility will likelyinclude a DND dedicated line and twoDND aircraft will be in the shop at anygiven time.

Overall, the Prime Vendor designation(by Bell) for the Department of NationalDefense represents a very strong entryinto the Canadian military market. Heli-One has already begun providingservices to the DND and looks forward to bidding on future support work for the Canadian military.

The aircraft were procured between 1995and 1997, and after flying an average of 280-320 hours per year are beginning to require various airframe inspections.

As a Prime Vendor, Heli-One is approvedto perform airframe inspections on theDND fleet, rectify deficiencies identifiedduring the inspections, and perform various component work. Heli-Onesigned the agreement with Bell on May8th, 2007 and the first DND aircraft arrived at Heli-One’s Richmond facility10 days later (May 18th). The aircraft underwent a 3,000 hr inspection and titanium engine deck replacement. Heli-One has also begun doing compo-nent repair and overhaul work.

By the end of 2007, Heli-One completedmajor inspections on four DND aircraft,and additional services of varying workscopes on each of the aircraft.

Mark Myers Program Manager

Vancouver's first third-party base maintenance project was completed July 19th, 2007. The aircraft was a Department of National Defense DND),CH-146 (Griffon) helicopter, which arrived in Vancouver on May 18th, 2007.

Despite short notice from the Departmentof National Defense, Heli-One quicklyramped up for the arrival of the first military Bell 412 (known as a CH146Griffon, when operated by the DND).The DND Griffon, serial number 46468came across the country from Montrealand arrived at the Heli-One Vancouver facility on May 18th, 2007. It traveled on the back of a transportation vehicle,wrapped up like a Christmas present.

Bell Helicopter Textron (BHT) who is responsible for overseeing the heavymaintenance carried out on the DNDGriffons supplied Heli-One with the'Statement of Work' on the 24th of May.

The first day of the project was MondayMay 28th, with a target date of 25 working

days to completion. Eight days were setaside for opening up the aircraft and forcomponent removal and inspection todetermine what additional work would berequired. All this information, along withthe costing for the project was sent toBHT where approval was given to start on the defects found.

One of the largest jobs involved pullingout the engines and main gearbox to facilitate changing the stainless steel engine deck for a titanium deck (which is lighter in weight and more resistant to heat and cracking).

A major incoming defect was that thecentre fuel cell was leaking. This is a common issue of the Bell 412, due to the vibration from the blades. It can givemaintenance people big headaches whentrying to rectify! This was rectified in the changing of 2 fuel cells. The aircraft components were overhauled, defects rectified and the aircraft went back together as planned.

The Griffon was completed on July 5thafter an extension to 28 working days, dueto the late arrival of one of the fuel cells.

The DND delivery team of 3 personnelarrived July 9th to carry out acceptanceinspection and paperwork review.

All inspections went well and a pilot was called in to carry out the ground runs on Monday July 16th. After successfulground running and no system leaks,Wednesday (July 18th) saw the arrival of 2 more pilots (one being the Commander of the squadron).

The aircraft underwent test flights onWednesday and Thursday (July 18th and 19th) with no issues. DND Pilots and ground crew commented on how impressed they were with the final productthat was delivered by Heli-One. They tookoff from Vancouver with the aircraft, back across Canada to Montreal on Friday July 20th, 2007.

The Heli-One base maintenanceteam with the first Griffon completed for the Canadian Department of National Defense.

YVR BASE MAINTENANCE TEAMCompletes First Griffon

The first DND Griffon arrives at Heli-One wrapped up like a Christmas present.

HELI-ONE


Aiden Thompson Winch operator, Sligo Search and Rescue

On the 8th of March 2007 at approxi-mately 2300 hrs, the Sligo Search and Rescue base received an emergency callfrom its tasking authority (Malin HeadCoast Guard radio station). A British submarine (approximately 150 miles west of the Sligo coastline) had reported a medical emergency. A sailor on the sub-marine had a potentially life-threateningcardiac condition, and an immediatetransfer was requested.

The duty crew that night in Sligo wereMartin Wood (Capt) Leif Holmgarde (Co pilot), Davitt Ward (Winch man) and myself, Aiden Thompson (WinchOperator). Because of the severe weatherconditions on scene and the fact that thiswas the first ever submarine transfer inIrish waters (by an Irish rescue helicopter),we were instructed to arrive overhead of the vessel at daybreak (at a pre-desig-nated point).

Back in the Sligo base there was a very detailed pre-flight brief and all aspects of a submarine transfer were discussed.

SubmarineRESCUE

We discussed where we would winchfrom, how we would transfer the casualtyonto the helicopter (considering his condition) and other details.

At 0600hrs, Rescue 118 lifted off fromSligo and routed 110 miles west into theAtlantic Ocean. We travelled with a senseof anticipation and an eagerness to doour best for the casualty (in what weresure to be very tricky conditions). Rescue51 a British RAF Nimrod was to providetop cover and rebroadcast our marinecommunications back to the mainland.


CHC EUROPE

having difficulty holding its course andvisual references were hard to keep, but we managed to attach the hi line first and safely place the winch man intothe conning tower in 50kt winds.

The winch man remained on board thevessel for approximately 20 mins while he prepared the injured crewman for thetransfer. Shortly afterwards, the crewmanand winch man returned to the top of the conning tower and a tricky but safe transfer was completed. The hi line wasdiscarded, and when all were safely onboard the helicopter, we transited awayfrom the vessel and returned to the mainland. Our aircraft R118 was stillchaperoned by R51 until approx 30 mileswest of the mainland when we releasedthem and thanked them for their assistance.

This was a very difficult and unusual scenario for helicopter crew to conduct,and one that we (as Irish crew) have never trained for before. It was only withcareful planning and an experienced crew onboard that this rescue was possible.

The rescued crewman was taken to SligoGeneral Hospital where he was diagnosedwith pneumonia, treated and releasedseveral days later.

Unfortunately because of the nature andposition of the vessel we cannot be morespecific with details, but we certainlygained valuable experience and knowledgefrom this unusual and difficult tasking.

At 0700hrs (just as day was breaking) R118arrived at the predesignated rendezvouspoint and we opened up communicationswith the submarine. The submarine surfaced about one mile in front of us,and we slowly approached to the briefingpoint. Surface wind was from 270˚ at 50ktsand the sea state was very rough (approxi-mately 8-9 meter waves). The conningtower of the submarine was being washedover, and we were not sure if a transferwas going to be possible. Soon after, boththe communication and radar antennawere removed from our target area, and 3

submariners appeared in the conningtower and gave us hand signals that it was clear to commence winching.

Because of the obvious lack of space inthe conning tower, we opted to use a bosunchair hi-line lift to remove the patient.After several practice approaches we decided to go live. The submarine was


CHC’s SAR Sikorsky S-61N in Ireland flies with the call sign EI-CXS during training missions, and as Rescue 118 during rescue missions.

Photo

by Sl

igo Ba

se M

anag

er, Sa

ndy S

aund

ers

Dick Morissette, Chief Pilot, Songkhla with assistance from Paul Hick

Hmmm, what to say about a man whohas flown the equivalent of 240 tripsaround the globe (by helicopter), or, even better, traveled to the moon 4 times (by helicopter) and returned home safeand sound? It’s not possible to describehim in one word. He is a man who makesthe most of his life by giving the best ofhimself, and expecting nothing in return.This man is K. Aree, flight attendant for Thai Aviation Services (TAS) on the Sikorsky S-61N in Thailand.

For the past 16 years K. Areehas come to work every daywith a smile on his face as hetakes care of passengers andcrew transiting to and fromthe Chevron gas field in theGulf of Thailand.

As a flight attendant, K. Aree assures passengers’ safety during aircraft boarding,flight, unloading and in the unfortunateevent of an emergency evacuation. He also takes care of baggage and cargoand ensures that the aircraft carries thecorrect number of passengers; this can be challenging when the aircraft lands onup to five different platforms in the sameflight (with passengers embarking anddisembarking on each platform). As anadded safety measure, K. Aree and otherflight attendants are asked to walk aroundthe aircraft during hot turnarounds(when the aircraft lands on an oil rigwithout shutting down); they look for any obvious issues with the aircraft (like oil leaks or open panels). K. Aree isknown for his attentiveness and ability

to identify potential safety issues whencompleting his walk-around inspections.

K. Aree goes above and beyond what isexpected of him, by always doing a littleextra to make his peers’ life easier. He canmake ordinary rig food look like a mealserved in a 5 star restaurant. Before leavingwork for the day, K. Aree is known to distribute candy and fruit to the staff. He is a real gentleman and everybody inSongkhla enjoys working with him.

K. Aree’s passion for traveling and adventure has allowed him to fly morethan 15,000 hours as a flight attendant on an S61N. K. Aree, we wish you all thebest and hope you have a few more tripsaround the world ahead of you!.


CHC GLOBAL

15,000 Hours on the Sikorsky S61N

(from left to right) Tony Hand/Chief Engineer, K. Aree/Flight Attendant,John Turner/Training pilot S61-S76, and Dick Morissette/Chief pilot TAS.

K.Aree

CHC GLOBAL

17

operations are not the only impact wemake on the environment. We use paper,we use hazardous chemicals, we use elec-tricity and we use natural gas; all of theseitems have an impact on the environment,as well as on those who come after us.

CHC’s aim is to ensure that the companycontributes to sustainable development of our planet. Sustainability can best beunderstood by thinking of the large bankaccount that we all would like to have.The idea is to live off the interest insteadof using up all the capital. Of course, that doesn’t usually happen (at least notwith my bank account!). But that is theidea, not to use everything we have left.

The Safety and Quality Department hasset objectives to help improve CHC’s environmental performance. We havestrived to reduce the amount of paper,chemicals, electricity, natural gas, andwater used at the head office. Our

performance so far has been great, especially the reduction of paper use, and removal of hazardous waste in theHeli-One workshops. These initiativesover the last year have resulted in a 43%reduction in both paper use and removalof hazardous waste. Those numbers arevery remarkable.

Everyone at CHC has a responsibility to protect the environment, and to contribute to reducing the impact on the environment.

A few things we can easily do to reduceour impact on the environment are: turnoff lights, air conditioners and heaters,unplug cell chargers when not in use, andreduce paper and ink consumption byprinting double sided and in black andwhite whenever possible.

Good environmental management mustalso include planning for environmentalaspects of procurement, maintenance/useand eventual disposal/recycling of all operations, shop and office items.

The goal of CHC’s environmental management system is to be good corporate neighbors to the public as well as other organizations around us.

Through education and sensible controls,we will ensure that we continue to contribute to the sustainable developmentof our planet.

Our eventual plans are to expand thescope of ISO 14001 to all the bases one by one, as resources allow. Australia, andthe UK have already achieved this, and weare sharing what has worked for them aswell as what has worked for us here inVancouver.

For details on our Environmental Management System, please go to theSafety and Quality link on the intranet,and then click on manuals. The HESSManual has all the details of our 6Environmental Management System.

Committed to the Environment

“ For absolutely every decision we make, safety must always be the first consideration”Sylvain Allard

CHC HELICOPTER CORPORATION

Michael Campbell, HESS Representative

A commitment to Environmental Conservation can be summed up in a fewwords, “We are committed to protectingthe Environment”. However, just statingthose words will not accomplish much –we have to actually take steps to protect it.CHC is certified under ISO 14001, whichmeans that we have built an Environmen-tal Management system to guarantee thatwe are doing everything in our power to protect and sustain the environment.

The rewards of an efficient environmentalmanagement system include conservation,good health for everyone, as well as thesatisfaction of knowing we’re leaving ourplanet sustainable for our children.

Although the environmental impact of a helicopter operating company on theworld is not very large, our flight

sail, or are towed around the South Africancoast, on their way from builders yards or transferring to new fields. CHC hascompleted missions to some of the world’slargest FPSOs as they transit the coast, including missions to the ‘Kizomba A and B’ and the unique LPG FPSO ‘Erha’(headed for Angola), the ‘Serpentina’(destined for Equatorial Guinea), the‘Kome Kribi’ (headed for Cameroon), the ‘Falcon’ and ‘Mystras,’ and the hotelrig ‘Safe Caledonia’ (both destined forNigeria).

Most people in the South African maritime community are well aware thatCHC provides a unique ‘Heli-ship’ serviceto passing oil tankers plying well travelledroutes between the Persian Gulf, Europeand America (and newer routes betweenWest Africa and the Far East). Many ofthe world’s foremost tanker operatorstake advantage of the ‘Heli-ship’ service to take on fresh stores, perishables, sparesand to effect crew changes while passingthe Cape. Companies serviced include BP,Vela, Maersk, Frontline, Teekay, MOL,Chevron and Stena. Some of the tankersserviced include the world’s largest double-hulled ULCCs (Ultra Large Crude Carriers) which weigh in at a gargantuan442,000 tons, and when fully loaded have a draft of more than 25 metres.

The ‘Heli-ship’ service is not confinedmerely to the tanker trade, but includeshuge bulk ore carriers such as the LouisDreyfuss and ‘K’ Line fleets, carrying precious iron ore from Brazil to the insatiable markets of China. Urgent shipspares can be carried out to any type ofvessel and underslung or winched downto the exact part of the deck that they are required. One example involves theAmerican flagged general cargo ship‘Noble Star’ which required an electricmotor to effect essential onboard repairs,as it passed Cape Town. The vessel is onpermanent charter to the charity USAid,and was carrying a full cargo of donated

Jay Gates, former CHC employee

CHC is world renowned for providing a full range of helicopter support servicesto the offshore oil and gas industry aroundthe globe. In South Africa, CHC providesthese services along with many otherswhich may surprise you; it’s not only theSouth African oil and gas industry whichmakes use of CHC Helicopters in the waters off the Cape. The dedicated teamsof people at the CHC bases of ‘Cape TownInternational’ and ‘George’, as well as at‘the Docks’, often go much, much furtherthan merely providing a daily ‘bus run’ for the local oil and gas industry.

From its inception in Cape Town morethan thirty years ago, the ‘raison d’etre’ forthe ‘Docks Base’ of CHC Helicopters hasbeen to provide professional, quality helicopter services; these services were intended for the benefit of all sections of the shipping world who use the busyshipping lanes and ports of South Africa.Its operations have achieved almost legendary status and become a focus formariners worldwide whose vessels are required to round the famous Cape ofGood Hope.

The unrest and uncertainties of the Middle East have resulted in an acceleratedexpansion in the development of new oilfields around the world. New oil rigs, drill ships and FPSO (Floating, Produc-tion, Storage, Off-take) facilities regularly

CHC – SERVING ALL OF THE SOUTH AFRICAN MARITIME COMMUNITY

tinned vegetable oils, bagged meal, flourand dried beans destined for the manyneedy and desperate people in the horn of Africa – the Heli-ship service helpedminimize delays in the humanitarian voyage.

Difficult marine pilotage operations areoften carried out by helicopter in bothCape Town and Saldanha Bay, especiallyto oil rigs and ore carriers with high freeboards. In recent winter storms, Table Bay marine pilots were winched off outbound vessels and transferred to inbound vessels because the marinepilot launches could not leave port dueto adverse sea conditions.

The immigration authorities also makeuse of CHC helicopters on ‘high profile’operations. Examples include placing immigration officers aboard Cunard’s‘Queen Elizabeth 2’ and P&O’s ‘Oriana’ to pre-clear all the passengers before the gracious ocean liners docked under the majestic shadow of Table Mountain.Highlighting the conflicts and economicwoes in other parts of Africa, this sameauthority is regularly called upon to takeoff stowaways from passing vessels priorto them being repatriated back to theirhome countries. Three times in the pastfew months, CHC have taken immigrationofficers out to vessels to escort this sadcargo back to shore and a short period of unexpected detention. Most of thestowaways come from West Africa, seeking a better life in the West.

There can be nothing worse for a seafarerthan to fall seriously ill when out at sea;especially when the vessel is off a hostilecoast around the shores of sub-SaharanAfrica. There is a distinct lack of searchand rescue facilities in that region. However, South Africa boasts the mostadvanced medical facilities in Africa andthe hospitals of this country regularly payhost to mariners who have been airliftedoff passing ships by CHC Helicopters


CHC GLOBAL

(usually for medical reasons). From fishing boats (such as Japanese tunacatchers, Uruguayan toothfish longlinersor local fishermen), to British anchorhandling tugs, French cable ships, Chinesecargo ships, Iranian tankers and Dutchreefers, all have had crewman airlifted offand brought ashore to medical facilities.In some instances, the helicopter has beenthe difference between life and death forevacuees. One mission to save a crewmantaken off a Turkish bulk carrier took twodays to complete, covered a distance ofover one thousand miles, involved flyingacross two countries, and required thehelicopter to be airborne for almost tenhours in order to get the crewman to hospital and the urgent treatment he required. Like many seafarers, because of CHC, he survived.

The South African coast is known universally as the ‘Cape of Storms’ - andfor good reason. Hardly a year goes bywithout the elements catching at least one big ship unawares. CHC Helicoptersis used almost exclusively to help supportthe international salvors as they try tosave those vessels unfortunate enough to become acquainted with South Africa’slethal winter mixture of coast, current,swell and weather. Specialist salvage peopleand a wide variety of their salvage equipment have been airlifted on to suchmaritime casualties as the ‘Cape Africa’,‘Sealand Express’ and ‘Ikan Tanda’ off the west coast, the ‘Kiperousa’, ‘Nino’ and‘Sagittarius’ off the south coast and the‘BBC China’ and ‘Safmarine Agulhas’ offthe east coast. CHC’s fixed wing fleet wasalso used to take desperately needed, but oversized heavy salvage and pumpingequipment from Cape Town to RichardsBay during the operation to try and savethe ‘Jolly Rubino.’ The ship’s grounding


had threatened the internationallyrenowned and protected world heritagesite of Cape St. Lucia on the east coast.

Winter is also the time when the CapeTown MRCC is often called into action to direct Search and Rescue operations to assist maritime casualties who get intotrouble off the South African coast. CHC’sability to provide the large Sikorsky S61(the SAR helicopter of choice for manycountries) means CHC is frequently calledupon to undertake these missions. Rescueoperations have included the airlifting of 28 crewmembers off the groundedChinese fishing boat ‘Chia Ying 6’, the evacuation of 18 crewmembers off the holed bulk carrier ‘Cape Africa’ andthe assistance given to the hapless Japan-ese yachtsman, Masayaki Kikuchi, in hisyacht ‘Beam VII’.

CHC also brings assistance to other lesswell-known elements of the maritimecommunity. One unusual mission was to provide assistance to marine archaeolo-gists of the South African Museum. After a particularly stormy winter gale, a magnificent and almost complete rudderof an unknown shipwreck washed ashoreon a lonely beach up the coast from CapeTown. It came from an unfortunate clippership (of China tea fame) which also nevermade it around the Cape, but that shipwreck occurred more than 150 years ago.The rudder was a rare example, in pristinecondition (considering where it had lainfor all those years), however, the museumstaff were unable to get if off the beachand to a place where specialist conserva-tors could save it. CHC intervened andsent a Sikorsky S61 to retrieve it for themat no cost. This was just another exampleof CHC’s involvement in all aspects of the marine community in South Africa.

CHC takes a leading role in providinghelicopter support to all areas of the maritime industry in South Africa. For more than a quarter-century CHChas provided professional, accident-free,seamless service to the maritime commu-nity in all facets of their operations. For the sake of mariners everywhere, I hope CHC continues to provide theseservices for many years to come.

Health Week 2007


CHC EUROPE / HELI-ONE

Rotortales is the employee e-magazine for CHC Helicopter Corporation. All material is gathered andwritten by CHC employees for CHC employees and interested parties. No material contained within Rotortales e-magazine may be reproduced withoutpermission of CHC Helicopter Corporation. For questions or comments, or to submit an article or photos for publication, please contact Marketing Analyst, Natalie Haywood, by telephone at 604-952-7773 or by e-mail at [email protected], or for-ward correspondence to CHC Helicopter Corporation,4740 Agar Drive, Richmond, BC, CANADA V7B 1A3.For more information on the company, please visit the website at www.chc.ca.

RotorTales

CHC HeadquartersVancouverNatalie HaywoodMarketing [email protected]

CHC European OperationsAberdeenKaren MacConnellExecutive [email protected]

StavangerSidsel MyreExecutive [email protected]

CHC Global OperationsCape TownCheryl PedersenCommercial [email protected]

AdelaideMaria NikasExecutive [email protected]

Heli-OneStavangerBirgit [email protected]

ROTORTALESCONTACT LIST

Health Week 2007 finishes up with a hike to Dalsnuten.

Gisella Gomez Risa, HR Adviser

Health Week is an event held every year at CHC/Heli-One Norway. The event encourages employees to set personalhealth as a top priority. Health Week 2007was organized by Randi Thomassen (Employees’ Health Service Nurse), Rut Kverneland Salte (Human Resources Adviser), Tone M. Mæland (HMS/HESS -Health, Environment, Safety and Security)and André Ronesen HVO (Internal SafetyDeputy).

In 2007, Health Week kicked-off on Monday, September 24th. During theweek, employees, their families, healthprofessionals, organizations and othergroups worked together to bring attentionto and create an understanding of healthissues. The event was also intended to encourage employees to get regularcheck-ups, educate employees about stepsthey could take to improve their physicaland mental health, and teach employeeshow to use sensible precautions to preventinjuries in the workplace.

When employees take even the simpleststeps to improve their health, the resultscan be significant. Health Week was a time to inform employees about how to embrace healthy lifestyles, as well as reinforce the importance of taking appropriate health actions based on individual background and risk factors.

Throughout the week the cafeteria offeredan especially nutritious menu as well asfree fruit and vegetables. “Life’s Appetite,”a short lecture by Nutriologist HeidiReiersen from Trimloftet, was offered during lunchtime. In addition, informativebrochures and posters were displayedaround the facility.

Employee Health Service Nurse, RandiThomassen, visited all departments to provide employees with ideas and resources so that they can try to incorpo-rate ergonomics into their work andlifestyle. Employees realized that simplechanges to their work design could resultin a much safer and productive work environment.During the week employeeswere encouraged to take simple tests inorder to measure cholesterol, sugar levelsand blood pressure. Among other issues,Health Services workers responded toconcerns and questions regarding how to quit smoking and suggested productsfor this purpose.

The week finished with family, friendsand colleagues joining together for a hiketo Dalsnuten (in Sandnes). Jørund Mjølhus(from the Base Maintenance Hangar), PärAndersson, (from the engine workshop)and Trond Herfindal (from the componentworkshop), not only participated in thehike but were also the lucky winners ofgift certificates provided for participants.The engine workshop department was rewarded with a fruit basket because itwas the department with the most hikeparticipants. Great job embracing healthand well-being in Norway!.

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