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NOBLE NOBLE CORPORATIONCORPORATION

Project WindmillProject WindmillThe Central Role of Health, Safety

and Operational Excellence in International Expansion

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What are the risks inherent What are the risks inherent to drilling oil?to drilling oil?

Financial Risks: Boom and Bust Cycles in the Oil Industry Unpredictable Oil Supply & Steadily Increasing

Demand for Oil Over-Supply of Drilling Assets

Physical Risks: Health and Safety of Rig Workers

…especially in harsh deepwater locations

200

250

300

350

400

450

500

85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05

Source: ODS Petrodata

Jackup Supply

Jackup DemandRecent Peak Demand

Historical Attrition – 6 rigs per year

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Noble’s Strategy: Risk ReductionNoble’s Strategy: Risk Reduction

US Gulf of Mexico 300’ ILC jackup average dayrates

Replacement dayrates - $125 million jackup; $350 million floater – ROCE of 11% over 25 years

Worldwide 6,000’ and greater semisubmersible and drillship average dayrates

$90K per day

Day Rates necessary to earn 11% ROCE on $125 M cost to build a new rig

$201K per day:

Day Rates necessary to earn 11% ROCE on $350M cost to build a new rig

10

2 0

3 0

4 0

5 0

6 0

7 0

19 9 6 19 9 7 19 9 8 19 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5

8 0

10 0

12 0

14 0

16 0

18 0

2 0 0

Achieve Industry-Leading ROCE by Achieve Industry-Leading ROCE by Acquiring and Refurbishing Used AssetsAcquiring and Refurbishing Used Assets

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Noble’s Strategy: Risk ReductionNoble’s Strategy: Risk Reduction

Achieve Operational Excellence by:

Reducing Financial Risks Acquiring and buying during downturns to avoid

overpaying and to boost ROCE Growing into high-margin drilling markets (first

offshore, now deepwater) Minimizing debt

Reducing Physical Risks Investing in HSE (Health, Safety and Environment)

Systems, processes, and top-of-the-line assets

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Proved Oil Reserves – 2004Proved Oil Reserves – 2004(Top Twenty Countries)(Top Twenty Countries)

Saudi Arabia 262.7Iran 130.7Iraq 115.0UAE 97.8Kuwait 96.5Venezuela 78.0Russian Federation 69.1Libya 36.0Nigeria 34.3USA 30.7

Source – BP 2004 Statistical Revue of World EnergyThousand million barrels

China 23.7Canada 16.9Mexico 16.0Qatar 15.2Algeria 11.3Brazil 10.6Norway 10.0Angola 8.9India 5.6UK 4.5

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The Tactics Behind Noble’s The Tactics Behind Noble’s StrategyStrategy

Noble is profitable and can therefore afford to be safeNoble is safe and therefore profitableNoble is safe and therefore profitable

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The Tactics Behind Noble’s The Tactics Behind Noble’s StrategyStrategy

Noble aligns its 7Ss well, around HSENoble aligns its 7Ss well, around HSE(Strategy, Style, Skills, Staffing, Structure, Shared Values, Systems)(Strategy, Style, Skills, Staffing, Structure, Shared Values, Systems)

REPUTATIONREPUTATION(fastest, deepest, safest)(fastest, deepest, safest)

Best employeesBest employeesBest contractsBest contracts

Low-rate financingLow-rate financing

HSE HSE InvestmentInvestment

Financial Performance

Financial Performance

OperationalExcellenceOperationalExcellence

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Noble’s Noble’s SShared Valueshared Values

Core Values that Serve as Guiding Principles: People = most important asset

Code of Business Conduct

Operational Excellence

Social Responsibility

Drilling Innovation

Build Long Term Value

From the Will of Lloyd Noble…

“My hope is that when into other hands are placed the responsibility for the management of our mutually built enterprise, those in command will not lose sight of the fact that no individual builds anything worthwhile by his effort aloneno individual builds anything worthwhile by his effort alone; that, though none of us can be totally fair, as we are human, our companies will continue down through the years to attempt to give to people associated with them an give to people associated with them an equitable portion of the fruits of their laborequitable portion of the fruits of their labor which, of course, bears with it the like responsibility on the part of the management to weed out those who do not want to make a sincere contribution, in order that room may be made for those who do. It has been my further belief that it was the duty of management, and to that end my mind has been constantly surcharged, to so build the organization that when men evidenced capabilities to give them a part of my work and find other tasks to do which might result in increased benefits to the organization, or step aside; and, on the other hand, should death intervene, to have matters so arranged that I would be missed personally, while the machinery continued to function smoothly.”

Enabled Enabled by by HSEHSE

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Noble’s Management Noble’s Management SStyle tyle

Senior Management Style provides strong Senior Management Style provides strong visual leadership founded on:visual leadership founded on: Integrity and Honesty

“Code of Business Conduct”

Commitment to HSE and Operational Excellence Increased HSE spending as % of NI (8.5% in 2003) Quarterly safety meetings & weekly world-wide

conference calls Environmental Steering Committee Shared operational learning and best practice

Commitment to their Employees

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Noble’s Management Noble’s Management SStyle tyle

“People are our most important assets – Their safety our greatest responsibility.”

– James C. DayChairman of the Board

and Chief Executive OfficerNoble Corporation

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Noble’s Skilled Noble’s Skilled SStafftaff

Highly Skilled Staff maintains operational Highly Skilled Staff maintains operational excellenceexcellence Selective recruiting Personality and behavioral assessments ->

right people, right jobs Testing process incorporates mental alertness Constant monitoring -> continuous

improvement Hiring and promotion based on competence

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Noble Develops Staff Noble Develops Staff SSkillskills

Continuous Training Focused on SafetyContinuous Training Focused on Safety

Entry-level training Competency assurance

program Safety-leadership

training Communication &

management skills Group safety exercises

and case studies HSE policy awareness Leadership skills Personal development

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Noble’s HSE-centric Noble’s HSE-centric SStructuretructure

HSEQ Dept is a critical to organizational structure: Determining and

implementing policy Setting performance goals Measuring key

performance indicators Providing feedback to

continually improve performance

STS (Safety Training Supervisor) position

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SSystems: Noble’s formalized ystems: Noble’s formalized processesprocesses

Senior Management Commitment to HSEQ Quarterly safety meetings &

weekly world-wide conference calls Environmental Steering Committee Investment in HSE Systems –

integrated in the capital budget process: ISO 9001 & 14001 Certification International Safety Management

Code Lean Six Sigma Rig Standardization Team

Senior Management Commitment to HSEQ Quarterly safety meetings &

weekly world-wide conference calls Environmental Steering Committee Investment in HSE Systems –

integrated in the capital budget process: ISO 9001 & 14001 Certification International Safety Management

Code Lean Six Sigma Rig Standardization Team

Organizational HSE-Focus Short Term Incentive Plan “Right to Refuse Work”

Policy JSAs (Job Safety Analyses) –

hazard identification and mitigation

Competency Assurance Program

Organizational HSE-Focus Short Term Incentive Plan “Right to Refuse Work”

Policy JSAs (Job Safety Analyses) –

hazard identification and mitigation

Competency Assurance Program

Noble’s HSEQ Management Systems – achieving operational excellence by driving:

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SSystems: Noble’s formalized ystems: Noble’s formalized processesprocesses

Noble’s HSEQ Management Noble’s HSEQ Management SystemsSystems – – achieving operational excellence by achieving operational excellence by driving:driving: On-going HSE and Performance Monitoring

HSE Committee Robust audit plan where auditors are welcomed NDOR (Noble Daily Operations Report) and

I.D.E.A.S (Improved Drilling Efficiency Accountability System)

Dashboard ReportsDashboard Reports

Noble’s HSEQ Management Noble’s HSEQ Management SystemsSystems – – achieving operational excellence by achieving operational excellence by driving:driving: On-going HSE and Performance Monitoring

HSE Committee Robust audit plan where auditors are welcomed NDOR (Noble Daily Operations Report) and

I.D.E.A.S (Improved Drilling Efficiency Accountability System)

Dashboard ReportsDashboard Reports

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SSystems: Noble’s formalized ystems: Noble’s formalized processesprocesses

Dashboard Reports: Dashboard Reports: Leading and lagging HSE metrics are reported to CEO and Board of Directors

Leading IndicatorMetric that is generated proactively with the goal of preventing an undesired event

audits, job safety analysis, STOP observations, etc

Lagging IndicatorMetric that provides a historical baseline for tracking performance and identifying trends in incidents, emissions & turnover

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Noble HSE Management SystemNoble HSE Management System

All Noble Divisions & Engineering are now participating in the Noble HSE Intranet / CD

Standardization:1. HSE Polices2. Engineering

Standards3. Safety Supplies4. Medical Supplies5. Rigging and Lifting

Best Practices6. Alerts7. Publications

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In 2000 Noble’s European Division became the first drilling contractor in the world to become ISO 14001 certified

In 2000 Noble’s European Division became the first drilling contractor in the world to become ISO 14001 certified

ISO 14001 CertificationISO 14001 Certification

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HSE Improvement as well as HSE Improvement as well as GrowthGrowth

Conversions/Upgrades AcquisitionsDispositions Gross Book Value Rig Count

Note: Replacement value of fleet was $6.3 billion per Jefferies’ November/December 2003 report

$ Millions

Neddrill/Other Int’lNeddrill/Other Int’l

WesternWesternChiles Chiles

Joint VenturesJoint Ventures

GE/BawdenGE/BawdenTransworldTransworld

Land/Barge Rigs Sale Land/Barge Rigs Sale Mat Rigs Sale Mat Rigs Sale

EVAsEVAs

Mid East jackups,2 Semi’s & 2 Bingo hullsMid East jackups,2 Semi’s & 2 Bingo hulls

Semi upgradesSemi upgradesMid East jackupsMid East jackups

(600)

0

600

1,200

1,800

2,400

3,000

3,600

'85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03(0.5)

0.0

0.5

1.0

1.5

2.0

2.5

3.0

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Alignment of 7S Alignment of 7S Shareholder ValueShareholder Value

Claim Count

21

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

Post-Acquisition Results: HSEPost-Acquisition Results: HSE

Neddrill Rigs, Neddrill Rigs, 1994-20041994-2004

LTI Rate Recordable Rate

Noble acquires rigs from Neddrill

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Post-Acquisition Results: HSEPost-Acquisition Results: HSE

Lost Time Incident (LTI) Rate Noble vs. IADC(per 200,000 man-hours)

0

1

2

3

4

5

6

1985

1986

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

Noble IADC

Acquired Neddrill

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Post-Acquisition Results: Post-Acquisition Results: FinancialFinancial

Leader in ROCELeader in ROCE(compared to direct competitors)(compared to direct competitors)

0.9%

3.8%

6.7%

3.9%

(0.1%)

6.3%

9.6%

5.0%

2.5%

2.0%

0.1%

2.7%

7.9%

4.6%

(0.9%)(0.1%)

2.7%

0.3%

GlobalSantaFe

ENSCO

Transocean

Diamond

Rowan

Source: Noble Corporation, SEC Filings(1) Year-to-date September 30, 2004 annualized, except Noble, which is actual full year 2004.

2002

2003

2004 (1)

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Post-Acquisition Results: Post-Acquisition Results: FinancialFinancial

Leading Margins and EPSLeading Margins and EPS(compared to direct competitors)(compared to direct competitors)

Contract Drilling Margin

15%

20%

25%

30%

35%

40%

45%

ESV NE GSF RDC RIG DO

Source: 2004 Form 10-Ks

Operating Margin

-10%

-5%

0%

5%

10%

15%

20%

25%

ESV NE RIG RDC GSF DO

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Post-Acquisition Results: Post-Acquisition Results: FinancialFinancial

2 0 0 2 2 0 0 3 2 0 0 4 T o t a l 2 0 0 5 ( e ) 1

N o b l e 1 . 5 7$ 1 . 2 5$ 1 . 0 9$ 3 . 9 1$ 2 . 2 2$

D i a m o n d . 4 7 ( . 3 7 ) ( . 0 6 ) . 0 4 1 . 4 8

E n s c o . 7 5 . 7 2 . 6 9 2 . 1 6 1 . 4 8

G l o b a l S a n t a F e 1 . 1 8 . 4 6 . 2 4 1 . 8 8 1 . 3 5

R o w a n ( . 1 7 ) ( . 0 8 ) . 2 5 - 1 . 2 5

T r a n s o c e a n 1 . 1 4 . 2 2 . 3 2 1 . 6 8 1 . 4 5

Source: Noble Corporation, SEC FilingsNote: Excludes nonrecurring items reported by competitors1 - Based on First Call estimates as of February 28, 2005

$ per Share Remained Steady through Industry Cycles

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Post-Acquisition Results: Post-Acquisition Results: FinancialFinancial

1 7 21 5 1

1 6 21 5 6

1 1 81 3 3

1 4 02 7 3N o b le 4 9 . 7 4 3 9 % 4 6 %

D ia m o n d 4 0 . 0 5 9 5 % 3 2 %

E n s c o 3 1 . 7 4 1 7 % 2 8 %

R o w a n 2 5 . 9 0 1 2 % 3 4 %

T r a n s o c e a n 4 2 . 3 9 7 7 % 2 5 %

G lo b a lS a n t a F e 3 3 . 1 1 3 3 % 1 6 %

S & P 5 0 0 In d e x 1 2 1 1 . 9 2 9 % 6 %O S X In d e x 1 2 3 . 9 4 3 2 % 4 2 %

Cumulative Return(1)

(based on $100 invested)2004

Return

(1) Since February 20, 1997 – beginning of OSX Index

Dec. 31,2004Stock Price

3-Year Return

Noble: Real Long-Term Value Creators

THE ROBERT W. CAMPBELL AWARDInternational Award for Business Excellence through Safety, Health and Environmental Management

- DRAFT -

- 27 -

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Safety ResultsSafety Results

Winner of the inaugural National Safety Council

Robert W. Campbell Award

International Award for Business Excellence through Safety, Health

& Environmental Management