Capital Drilling Limited Corporate Presentation November 2015

Disclaimer

IMPORTANT NOTICE

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Certain statements, beliefs and opinions in this document are forward-looking, which reflect the Company’s or, as appropriate, the Company’s directors’ current expectations and projectionsabout future events. By their nature, forward-looking statements involve a number of risks, uncertainties and assumptions that could cause actual results or events to differ materially from thoseexpressed or implied by the forward-looking statements. These risks, uncertainties and assumptions could adversely affect the outcome and financial effects of the plans and events describedherein. Forward-looking statements contained in this document regarding past trends or activities should not be taken as a representation that such trends or activities will continue in thefuture. The Company does not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. You should notplace undue reliance on forward-looking statements, which speak only as of the date of this document.

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Trading Update

Challenging trading conditions …

4

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 20150

2,000

4,000

6,000

8,000

10,000

12,000

Gol

d -U

S$/o

z

Copper -US$/tonne

Copper Spot Gold Spot

GOLD AND COPPER SPOT RATES1

REVENUE vs UTILISATION

MACRO PRESSURES REMAIN

Industrial metals continue to test mutli-year lows

Golds relative resilience under threat from rising US interest rates

Sector access to capital remains challenging, albeit 2015 showing

improvement on prior years

Clients remain focused on stringent cost management and

constrained CAPEX

Industry utilisation rates remain at historic lows of 30 to 35%

» Drilling rates continue to be under pressure

SIGNS OF STABILISATION, DESPITE THE HEADWINDS

Utilisation rates at historical lows, with exploration & delineation

drilling the weakest segments

Capital Drilling’s strategic focus on production drilling provides a

solid base to Group revenue, representing c70% of total revenue

Production contracts range between 2 and 5 years in duration

Quarterly revenue increases in 2015 driven by recent exploration

contract wins

1. Source: Bloomberg (as at 11 November 2015)

40.9238.91 38.34

34.35

21.73 21.85

26.1227.68

23.6321.41

19.12 19.83 20.85

80%76%

66%62%

46% 46% 44% 45% 44%38%

33% 34% 34%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

0

5

10

15

20

25

30

35

40

45

Q3 12 Q4 12 Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15

Utilisation

Reve

nue

-US$

mill

ion

… but Capital Drilling performing well

5

US$m

GROSS PROFIT AND MARGINS

41.1%

32.6%

32.6%38.6% 36.3%

33.3%35.2%

31.4%

28.1%

23.3%

34.5%32.0%

34.5%

0%

10%

20%

30%

40%

50%

0.0

5.0

10.0

15.0

20.0

25.0

30.0

H1 09 H2 09 H1 10 H2 10 H1 11 H2 11 H1 12 H2 12 H1 13 H2 13 H1 14 H2 14 H1 15GP (USDm) GP (%) Avg Margin

OPERATING CASH FLOW / FREE CASH FLOW

(20)

(15)

(10)

(5)

0

5

10

15

20

Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Dec-13 Jun-14 Dec-14 Jun-15Cash Generated from Operations Free Cash Flow

-6%

-4%

-2%

0%

2%

4%

6%

-$6

-$4

-$2

$0

$2

$4

$6

Dec 14 Jan 15 Feb 15 Mar 15 Apr 15 May 15 Jun 15 Jul 15 Aug 15 Sep 15

Mill

ions

Net Cash (Net Debt) Net Cash (Net Debt) %

NET CASH (NET DEBT)

Early decisive actions taken in 2012/2013 to manage the cost base

Operating margins back to 7 year trend levels despite the fall inrevenue

Further savings being achieved in 2015 through head office, supplychain and travel

Enhanced operational “ownership” through training, accountabilityand monitoring at the project level

Entered the downturn with a well capitalized business, including over90 rigs and $23 million in inventory

Stringent discipline around cost management and capital spendingreflected in positive Group cash flow

Record cash generation for the Group, despite the poor demandenvironment

Margins and CAPEX discipline driving significant improvement in thebalance sheet

Net cash of $3.6 million at September 30, 2015» Repaid $8 million of the Company’s debt facility in the September

quarter» Paid a maiden dividend in May 2015 of US1.9cps (US$2.5 million)» Paid a H1 2015 dividend in October 2015 of US1.1cps (US$1.5

million)

Our goal for 2015 … Rebuild Utilisation

IMPROVE THE BUSINESS

Managing Costs- Continued cost control,

margins maintained

Improve Operating Performance- Increased ARPOR

STRENGTHEN THE BALANCE SHEET

Capex Discipline- Substantial reduction in

H1

Release Working Capital- Receivables & inventory

management

DELIVER GROWTH

New Management Team- Transition to new CEO &

CFO

Continuous Improvement- Ongoing focus

REBUILDUTILISATION

Solid balance sheet with cash reserves

Maintenance of existing fleet, ready for deployment

Inventory available for work

Competitive pricing

6

7

Rebuilding utilisation: Lean Operating Model

Lean Mobile Operating Units» Streamlined site personnel to operations only, with support

functions engineered out» High standard “fit for purpose” equipment» Mobilise sufficient capability to sustain campaign» Enhanced capability at site – Financial, Safety and Inventory

Process & Planning» Key stakeholders engaged in the tendering process» Detailed planning prior to mobilisation

Execution» Project managed approach across mobilisation, start up &

on going operations» Specialists deployed at start up where required & extracted

when operating at “steady state”

Continuous Improvement» Client agreed KPI’s & Senior Management Performance

reviews» “Lessons Learnt” at completion of campaign

8

Case Study: Khoemacau Copper, Botswana

Lean Mobile Operating Units» High performance rigs, support equipment and full contingency

of inventory mobilised from neighbouring Zambia» Capital Drilling trained Zambian crews accompanied rig

Process & Planning» New country start up & registration» Detailed start up planning» Project Managed execution of mobilisation and drilling

Execution» Support Specialist in country for first 4 weeks of start up» 5 weeks duration from contract sign up to commencement of

drilling» Exceeded incumbent drillers performance in first month» Replaced Zambians crews with local crews when steady state

achieved

Continuous Improvement» Ongoing Management Performance reviews held quarterly

represented by Senior Management» Ongoing continued improvement of drilling performance

Outcome» Displaced 3 incumbent drilling contractors» Initial 3 month contract turned into 2 years

SUBSEQUENT CONTRACT WINS:

» IMX Resources

» Magnis Resources

» BHP Billiton Peru

» Liontown Resources

9

Focused on a performance driven culture

Participants include senior representatives of the client and CapitalDrilling, along with Capital’s senior management team

Tracking performance against mutually agreed KPI’s, such as:» Rig availabilities» Mechanical availabilities» Drilling performance» HSE performance» Down time

Continuous improvement process for HSE & Operationalperformance

Enhanced Contract Management at all levels

Quarterly Performance Reviews on major projects Mechanical Availability

Toolbox/Safety meeting 21%

Weather2%

Waiting for equipment/consumables

5%

Waiting for fuel/refueling

1%

Waiting for water/refilling

13%

Decision/Drill Pads/Areas/Mark

Up/Access 5%

Travel / Waiting for people 38%

Down Hole Issues 15%

Utilisation Standby Hours

100% 99% 99% 98%96% 97%

100% 99% 99% 99% 98% 98%

60%

80%

100%

Rig 96 Rig 97 Total Rig 96 Rig 97 Total Rig 96 Rig 97 Total Rig 96 Rig 97 Total

Apr-15 May-15 Jun-15 Q2

KPI

83%87%

85%

96% 95% 95%

90% 92% 91% 91%92% 91%

60%

80%

100%

Rig 96 Rig 97 Total Rig 96 Rig 97 Total Rig 96 Rig 97 Total Rig 96 Rig 97 Total

Apr-15 May-15 Jun-15 Q2

KPI

Multi-year contracts underpin the revenue …

TANZANIA

» Commenced operations in 2006

» Blast hole, grade control, exploration,

delineation and underground drilling

» Contract renewed in 2015 and runs to

2020

MAURITANIA

» Commenced operations in 2010

» Exploration & delineation drilling

» Contract renewed in 2015 and

runs to December 2016

BOTSWANA

» Commenced operations in 2015

» Exploration & delineation drilling

» Contract renewed in 2015 and runs

to December 2016

EGYPT

» Commenced operations in 2005

» Blast hole, grade control & delineation

drilling

» Contract renewed in 2015 and runs to

2020

11

Geographic focus on:» Africa» Strategic clients in other emerging economies

Core long term contracts to underpin the revenue base» Focus on multi-year blast hole and grade contracts and

projects with expansion opportunities

Utilise base operations to target smaller exploration &delineation opportunities, through the lean model approach

“Drilling Solutions” provider, not just a drilling company

Industry leaders on equipment, safety standards, training &development

Maintain a conservative approach to gearing & focus oncash generation

Provide shareholder returns through long term growth anddividends

… Providing the platform of the Group strategy

First Half 2015 Financial Performance

13

Financial Overview

Revenue KPIs H1 2015Reported

H1 2015Underlying H1 2014 Change % FY 2014

Average Fleet Size 97 97 95 2.1 96

Fleet Utilisation (%) 34 34 45 (24.4) 43

ARPOR ($) 189,000 189,000 193,000 (2.1) 188,000

Reported Earning H1 2015Reported

H1 2015Underlying H1 2014 Change % FY 2014

Revenue ($m) 39.0 39.0 53.8 (27.5) 98.8

EBITDA ($m) 7.9 8.8 12.5 (36.8) 20.4

EBIT ($m) 0.6 1.5 4.0 (85.0) 3.9

NPAT ($m) (3.2) (0.6) 1.8 (277.8) (0.6)

Basic EPS (cents) (2.4) (0.4) 1.3 284.6 (0.4)

Diluted EPS (cents) (2.4) (0.4) 1.3 284.6 (0.4)

Gross Profit (%) 34.5 34.5 34.5 0.0 33.4

EBITDA (%) 20.3 22.5 23.3 (12.9) 20.7

EBIT (%) 1.5 3.8 7.5 (80.0) 4.0

NPAT (%) (8.2) (1.5) 3.3 (384.5) (0.6)

Revenue down 27.5% to $39.0m (H1 2014: $53.8m)

» Soft utilisation driven by continued weak sector demand

» Robust ARPOR reflecting continued operational improvements

Reported EBITDA down 36.8% to $7.9m (H1 2014: $12.5m)

» Underlying EBITDA down 29.6% to $8.8m

EBIT down 85% to $0.6m (H1 2014: $4.0m)

» Underlying EBIT down 62.5% to $1.5m

Diluted EPS down to (2.4 cps) (H1 2014: 1.3 cps)

» Underlying diluted EPS down to (0.4 cps)

Reported earnings impacted by tax provisions in Mauritania

($1.3m) and Zambia ($1.2m): totalling $2.5m

14

Utilisation rates continue to trend at the lowest levels in CapitalDrilling’s history

Utilisation rates fell after exiting the Pacific Islands & contractconclusion in Zambia; have since remained flat over 2015

Utilisation (%)

ARPOR remains at solid levels, improving into Q2 after the Q1seasonal impact

Operational improvements continuing to drive the solidperformance

ARPOR (US$’000 per month)

‘000

Current fleet of 97 rigs

Acquired 1 new blast hole rig for deployment at the Geita Mine(AngloGold Ashanti, Tanzania)

Fleet Growth

Revenue (US$m)

H1 2015 revenues reduced by 13.5% compared to H2 2014

Revenue weakness driven by low utilisation in exploration &delineation drilling

Revenue Metrics

1119

25

49

60

74

8593 95 96

0102030405060708090

100

Jan'06 Jan'07 Jan'08 Jan'09 Jan'10 Jan'11 Jan'12 Jan'13 Jan'14 Jan'15

29.7 29.4 28.7

46.3

59.5

71.079.1 79.8

72.7

43.6

53.845.0

39.0

0

10

20

30

40

50

60

70

80

1H 09 2H 09 1H 10 2H 10 1H 11 2H 11 1H 12 2H 12 1H 13 2H 13 1H 14 2H 14 1H 15

186

209

188184

198

186

165 163

187

198

179

189 191 189 192

150

160

170

180

190

200

210

220

Q1 12 Q2 12 Q3 12 Q4 12 Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15

74% 80% 76%

66%62%

46% 45%38%

33%34%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Q1 12 Q2 12 Q3 12 Q4 12 Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15

US$m

US$m

GROSS PROFIT AND MARGINS

EBITDA AND MARGINS

Early movers on costs, margins maintained

Continued to maintain operating margins at 5 year trend levels despitelower revenue» Reflects continued focus on cost management

H1 2015 GP margin of 34.5% (H1 2014: 34.5%)

H1 2015 EBITDA margin of 20.3% (H1 2014: 23.3%)» H1 2015 underlying EBITDA margin of 22.5%

Lean cost structure positions the Group well to benefit from a recovery indemand

15

41.1%

32.6%

32.6%

38.6%36.3%

33.3%

35.2%31.4%

28.1%

23.3%

34.5%32.0%

34.5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

0.0

5.0

10.0

15.0

20.0

25.0

30.0

H1 09 H2 09 H1 10 H2 10 H1 11 H2 11 H1 12 H2 12 H1 13 H2 13 H1 14 H2 14 H1 15GP (USDm) GP (%) Avg Margin

28.2%

18.8%

25.0%

27.3% 27.5%

24.9%

26.5%

20.2%18.5%

8.1%

23.3%

17.2%

20.3%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

0.0

5.0

10.0

15.0

20.0

25.0

H1 09 H2 09 H1 10 H2 10 H1 11 H2 11 H1 12 H2 12 H1 13 H2 13 H1 14 H2 14 H1 15EBITDA (USDm) EBITDA (%) Avg Margin

Reduction in Management and Administrative costs to $5.5m in H1 ($6.5m H2 2014)

Savings from Singapore corporate office move to Mauritius, full impact in H2 2015

Strategic supply agreement; locked in pricing & supply agreements around key stock items

Stringent ordering & approval process maintained

Travel consolidated under one global provider

COST MANAGEMENT

Cash Flow 1H 2015$m

1H 2014$m

EBITDA 7.9 12.5

Non-cash expenses 0.2 0.2

Operating profit before working capital changes 8.1 12.6

Working capital changes 2.2 (0.6)

Cash generated from operations 10.3 12.0

Finance charges and tax payments (0.7) (1.2)

Net cash generated from operating activities 9.6 10.8

Investing Activities

Net cash used in investing activities (4.3) (10.7)

Financing Activities

Decrease in Loans (2.0) (1.1)

Dividend paid (2.6) -

Net Cash generated from financing activities (4.6) (1.1)

Net increase (decrease) in cash 0.7 (0.9)

Closing cash balance 15.2 11.4

Outstanding cash generation

Strong cash generation from operations, despite weaker revenue

Operating cash flow margin of 26.5%, compared to 22.4% for thecomparable period, an improvement of 18%

Working capital inflow driven by receivables management &inventory reduction

Cash generation allowed for maiden dividend, continued debtreduction & interim dividend

Higher closing cash balance in line with improved operationalcash generation & working capital release

16

OPERATING CASH FLOW / FREE CASH FLOW

(20)

(15)

(10)

(5)

0

5

10

15

20

Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Dec-13 Jun-14 Dec-14 Jun-15Cash Generated from Operations Free Cash Flow

H1 2015 NET DEBT MOVEMENTS

(0.36)

2.18

(2.0)

-

2.0

4.0

6.0

8.0

10.0

12.0

Opening netdebt

EBITDA Working capital Capex Dividends paid Others Closing net cash

Capital Expenditure: Focus on sustaining

CAPITAL EXPENDITURE

US$m

Reduced capital spend, purchasing one additional blast holerig for the Geita Mine in Tanznaia (AngloGold Ashanti)

Shift in focus to rig refurbishments, with 4 rigs completedover H1 2015

Total of 9 planned refurbishments in 2015

Indicative sustaining CAPEX of $5 to $7m

17

1.0 6.2

12.4 15.9

2.6

10.7

3.4

7.4

12.7

14.3

14.1

1.7

2.9

-

5.0

10.0

15.0

20.0

25.0

30.0

FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 H1 2015H1 Capex H2 Capex

Rig 70

RIG REBUILDS

Rig 67

Before After

Before After

Balance Sheet1H 2015 1H 2014 Change

$m $m % Cash and cash equivalents 15.2 11.4 33.3

Investment 0.9 0 -

Receivables 14.5 27.4 (47.1)

Inventory 21.8 23.2 (6.0)

Property, plant and equipment 52.7 62.1 (15.1)

Taxation 1.4 2.0 (30.0)

Total Assets 106.5 126.1 (15.5)

Payables 6.3 12.2 (48.4)

Borrowings 13.1 20.3 (35.5)

Taxation 2.0 0.3 566.7

Total Liabilities 21.4 32.8 (34.8)

Shareholder Equity 85.1 93.3 (8.8)

Net Asset Value per share (cents) 63.2 69.3 (8.8)

Net Cash (Debt) ($m) 2.2 (8.9) (124.7)

Gearing (Net Debt to Equity in %) 0.0 9.5 (100.0)

Return on Total Assets (%) 0.4 (0.7) (157.1)

Return on Invested Capital (%) (1.1) (0.9) 22.2

Our balance sheet is strong

GROSS DEBT vs NET DEBT/CASH TO EQUITY (%)

Continued deleveraging strategy:» Net Debt to Equity decreased from 9.5% in June 2014 to net

cash to equity of 2.6%» Net cash at June 30 2015 of $2.1mn

Returns continue to be impacted by record low levels of rig utilisation» H1 2015 rig utilisation 34% (H1 2014: 45%)

Refinanced banking facility in February 2015, reducing the facility size($47m to $30m) & extending the tenure to January 2018

The company will continue to maintain a conservative approach togearing with continued debt repayments in H2

18

-10%

0%

10%

20%

30%

40%

50%

-10

0

10

20

30

40

50

H1 09 H2 09 H1 10 H2 10 H1 11 H2 11 H1 12 H2 12 H1 13 H2 13 H1 14 H2 14 H1 15

Total Debt Net debt/cash to Equity (%)

Interim dividend declared

Strongbalance sheet

Investment

Return excess toShareholders

through dividends

19

Declared a maiden interim dividend of US 1.1cps

Board Approved Policy» When determining the amount to be paid the Board will take into

consideration the underlying profitability of the Company … and aim toapprove an annual dividend within the range of 25-50% of the Company’sfree cash flow (being operating cash flow less capital expenditure)”

Strong balance sheet and continued solid cash generation driving thedividend.

We will continue our disciplined approach to capital management – weremain committed to a strong balance sheet

DIVIDEND TIMETABLE

August 25, 2015 H1 2015 Results release & dividend declaration

September 3, 2015 Ex-dividend date

September 4, 2015 Record date

October 9, 2015 Payment date

» Company Overview» Market» Corporate» Glossary

Appendices

21

Safety Performance

Strong Speak Up Culture

» Improved Environment reporting» Improved Hazard ID reporting

Leadership Lead Initiatives:

» Introduced Safety Risk Leadership Walks supportingemployees to identify job hazards that can lead tosignificant injury or illness

» Revised Golden Rules ,TAKE 5, HAZARD ID and VehiclePre-start programs rolled out

» Introduction of safety Icon to improve engagement onsafety and make it fun – Mr and Mrs Competent Drill.

Committed to ZERO Harm

Significant safety achievements including:

» Tanzania (Geita Project) achieved 8 years LTI free» Mauritania (Tasiast Project) achieved 4 years LTI free

Renewed focus driving reduced incidents from H1 2014

» Property damage: Down from 50 to 28

» MTI reduced from 3 to 1

KPI Milestone Improvements

Quality Partners & Projects

QUALITY CLIENTS

DEVELOPMENT & PRODUCTION FOCUS

QUALITY ASSETS

» Exposure to major and mid tier mining houses with strong balance sheets, qualityassets and positive cash flows

» Majors contributed 50% of H1 2015 revenue

» Targeting low cost producers , long life assets and expansion opportunities

» Working on top tier gold and copper assets including Tasiast (Kinross), Sukari(Centamin), Geita (AngloGold Ashanti), North Mara (Acacia)

» History of increasing service offering as mines develop (development, gradecontrol, blast hole, underground)

» Continued high exposure to development (brownfield) and production drilling,contributing 95% of H1 2015 revenue

» Provides higher relative stability and visibility to revenues as drilling activitiessupported by producing asset cash flows

22

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2008 2009 2010 2011 2012 2013 2014 H1 2015

52% 53%

33%

63%73%

58% 57%50%

35% 41%

53%

30%23%

39% 41%40%

13%6%

14%7% 4% 3% 2%

10%

Majors Mid-Tiers Juniors

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2008 2009 2010 2011 2012 2013 2014 H1 2015

6%

33% 33%22% 23%

39%

57%

76%70%

54% 51%66% 64%

56%

38%

19%24%13% 14% 7% 7%

3% 5% 5%2% 5% 6% 2%

Production Brownfields Greenfields Energy

SERBIA» Dundee

MOZAMBIQUE» Boabab» Riversdale» Rio

ERITREA» Andiamo» Chalice Gold» Sunridge

DRC» Anvil» Tiger

ETHIOPIA» BHP» Ethiopia Potash

PAKISTAN» Antofagasta» Barrick Gold

ARMENIA» Lydian

MAURITANIA

» Redblack» Knight Piesold

EGYPT

» Gippsland» Thani Dubai

(AngloGold Ashanti)

Current Operations H1 2015

Regional Offices

Previous Registered Offices & Operations

Capital Drilling’s Clients

BOTSWANA

PERU

GHANA» Kinross

PNG & SOLOMONS» Allied Gold» Barrick Gold» Oil Search» St Barbara

ZAMBIA» Albidon» Barrick Gold» Equinox» First Quantum» MMG» Omega

CHILE» Antofasgasta» BHP» CMP» Glencore» MMG» Polar Star

TANZANIA

» Barrick Gold» Cradle» Glencore» Mantra» MMG» Rift Valley

Macro drivers remain highly challenging

*Source – Dealogic

1. Source: Bloomberg (as at 11 November 2015)

GOLD1 COPPER1

US$bn

Key Demand Drivers

24

1.34.2

8.2 9.513.9 15.3

28.7

47.944.0

52.8

47.242.1

20.416.9 17.9

15.1

0.0

10.0

20.0

30.0

40.0

50.0

60.0

FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 H1 15

0

400

800

1,200

1,600

2,000

2002

2003

2004

2005

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Gold Spot 12-Month Trailing

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Copper Spot 12-Month Trailing

GLOBAL MINING EQUITY CAPITAL MARKETS

Extensive industry experience, solid complement of skills

» 25 years experience in the mining industry in Africa and Australia

» Co-founder of Capital Drilling

» Previous experience includes 6 years as operations/general manager for Stanley Mining Services Tanzania (Layne Christensen)

Brian RuddBusiness Development

» Over 40 years experience in the natural resources sector

» Ex President/CEO of Adastra

» Ex Merrill Lynch Global Co-head of Mining Investment Banking

» NED for several AIM/ASX/TSX mineral companies

Tim ReadSenior NEDAudit Chair

» 30 years experience in mining

» 16 years at Barrick Gold; Executive VP of Exploration and Corporate Development

» Ex NED for Highland Gold, now Namakwa Diamonds & NED of Yamana Gold

Alex Davidson NEDHSE Chair

» 15 years experience co-founding numerous development companies, with a focus on the resources, oil and gas, mining services and agribusiness sectors

» Previously Executive Chairman and co-founder of Mirabela Nickel Ltd (ASX 200)

Craig BurtonNEDREMCO Chair

EXECUTIVE DIRECTOR

NON-EXECUTIVE DIRECTORS

CHIEF EXECUTIVE OFFICER

» Over 35 years experience in Mining and the oil & gas industry

» Previous executive positions in BHPB, ImdexLimited and Halliburton Energy Services.

» Extensive international experience

Mark ParsonsCEO

Management & Board

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» Over 15 years experience in finance industry

» Co-founder of Capital Drilling

» Previously Executive Director and Head of Asian Equity Syndication and Corporate Broking at Macquarie Bank (HK) and prior to which he was a director at ABN AMRO (HK)

Jamie BoytonChairman

CHAIRMAN

Corporate Snapshot

CAPITAL STRUCTUREFully paid ordinary shares 134,603,681

Share price (as at 30 June 2015) USD0.45

Market capitalisation (undiluted) ^ USD 60.31m

Cash (as at 30 June 2015) USD 15.20m

Debt (as at 30 June 2015) *includes bank borrowings & O/D USD 13.07m

Enterprise Value USD 58.18m

Founding Shareholders

70%

Free float30%

^ Share options and unvested share grants issued 5.47m

SHAREHOLDING BLOCKS

DIRECTORS AND SENIOR MANAGEMENT

Jamie Boyton Chairman

Mark Parsons Chief Executive Officer

Brian Rudd Executive Director

Alex Davidson Non-Executive Director

Craig Burton Non-Executive Director

Tim Read Non-Executive Director

David Payne Chief Operating Officer

Jaco Brümmer Chief Financial Officer

Tony Woolfe Group Asset Manager

Graham Almond Group Manager, HR & Risk

Jodie North Group Manager, Production Drilling

NET ASSET VALUE PER SHARE vs SHARE PRICE

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0.55 0.52 0.520.59

0.66 0.69 0.71 0.68 0.69 0.67 0.63

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

H1 10 H2 10 H1 11 H2 11 H1 12 H2 12 H1 13 H2 13 H1 14 H2 14 H1 15

NAV per share Share Price in USD

ARPOR Average Revenue Per Operating Rig

Capital Expenditure

Cash used on acquisition of property plant and equipment less proceeds on disposals of property plant and equipment

EBIT Earnings Before Interest and Taxes/Profit from operations

EBITDA Earnings Before Interest, Taxes, Depreciation/Profit from operations plus depreciation

EPS Earnings Per Share

Enterprise value Market capitalisation + Debt - Cash

Free Cash Flow Operating cash flow (as defined above) less capital expenditure

Group, Company Capital drilling and its subsidiaries

KPI Key Performance Indicator

HSE Health, Safety & Environmental

LTI Loss Time Injury

LTM Last Twelve Months

Operating Cash flow Profit or loss after tax adjusted for non-cash items +/- the net change in working capital

Operating Cash flow Margin Cash generated from operations / Sales

MTI Medical Treatment Injury

Net Debt Short Term and Long Term Debt including Bank Overdraft less Cash and Cash Equivalents

NPAT Net Profit After Tax/Profit for the period

(Headline) Revenue Average fleet size x Utilisation x ARPOR

Return on capital employed (ROCE)

LTM EBIT / (Average total assets – Average current liabilities)

Return on Invested Capital (ROIC) LTM NOPAT / Average invested capital

Return on Total Assets (ROTA) LTM EBIT / Average total assets

Total assets Current assets plus non-current assets

The following words used in the presentation have the following meaning:

Glossary

27

CAPITAL DRILLING LIMITED

Jamie BoytonChairmanjamie.boyton@capdrill.com

Mark ParsonsChief Executive Officermark.parsons@capdrill.com

Mauritius9th Floor, The COREÉbène CyberCityMauritiusTelephone: +230-464 3250www.capdrill.com

UK BROKER DETAILS

GMP Securities Europe LLPStratton House5 Stratton Street, London W1J 8LATelephone: +44 (0) 207 647 2800 Richard Greenfieldrichard.greenfield@gmpeurope.com

UK PUBLIC RELATIONSBuchanan107 Cheapside, London EC2V 6DNTelephone: + 44 (0) 20 7466 5000 Bobby Morse bobbym@buchanan.uk.com

Company Contact Details

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