Exhibit 99.1



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| |  | Precision
Drilling
Corporation |  |                         |  | 
| |  | For the fiscal year ended      |  |                         |  | 
| |  | December 31, 2015              |  |                         |  | 
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| |  | Precision 
Annual
Information
Form |  |                                     |  |  |    | Contents
| |  |                                    |  |                                     |  |  | 1  |          | Important Information About
This Document         
| |  |                                    |  |                                     |  |  | 3  |          | About Precision                                   
| |  |                                    |  |                                     |  |  |    |          | 3                                                  |                                          | Our Organizational Structure
| |  |                                    |  |                                     |  |  |    |          | 4                                                  |                                          | Three-Year History          
| |  |                                    |  |                                     |  |  | 7  |          | About Our Businesses                              
| |  |                                    |  |                                     |  |  |    |          | 8                                                  |                                          | Contract Drilling Services  
| |  |                                    |  |                                     |  |  |    |          |                                                    | 11                                       |                              | Completion and Production Services    
| |  |                                    |  |                                     |  |  |    |          |                                                    | 13                                       |                              | Health, Safety and the Environment    
| |  |                                    |  |                                     |  |  |    |          |                                                    | 14                                       |                              | Our People                            
| |  |                                    |  |                                     |  |  |    | 15       |                                                    | Our Capital Structure                   
| |  |                                    |  |                                     |  |  |    |          |                                                    | 15                                       |                              | Common Shares                         
| |  |                                    |  |                                     |  |  |    |          |                                                    | 16                                       |                              | Preferred Shares                      
| |  |                                    |  |                                     |  |  |    |          |                                                    | 17                                       |                              | Material Debt                         
| |  |                                    |  | Precision Drilling
Corporation 2015 |  |  |    | 21       |                                                    | Risks in Our Business                   
| |  |                                    |  |                                     |  |  | 31 |          | Material Interests, Experts and
Material Contracts
| |  |                                    |  |                                     |  |  |    | 32       |                                                    | Legal Proceedings and
Regulatory Actions
| |  |                                    |  |                                     |  |  |    | 32       |                                                    | Governance                              
| |  |                                    |  |                                     |  |  |    |          |                                                    | 32                                       |                              | Board of Directors                    
| |  |                                    |  |                                     |  |  |    |          |                                                    | 34                                       |                              | Audit Committee                       
| |  |                                    |  |                                     |  |  |    |          |                                                    | 36                                       |                              | Executive Officers                    
| |  |                                    |  |                                     |  |  |    | 36       |                                                    | Other Information                       
| |  |                                    |  |                                     |  |  |    |          |                                                    | 36                                       |                              | Controls and Procedures               
| |  |                                    |  |                                     |  |  |    |          |                                                    | 37                                       |                              | Managements Discussion and Analysis  
| |  |                                    |  |                                     |  |  |    |          |                                                    | 37                                       |                              | Transfer Agent and Registrar          
| |  |                                    |  |                                     |  |  |    |          |                                                    | 37                                       |                              | Additional Information About Precision
| |  |                                    |  |                                     |  |  |    | 38       |                                                    | Appendix                                
| |  |                                    |  |                                     |  |  |    |          |                                                    | 38                                       |                              | Audit Committee Charter               



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IMPORTANT INFORMATION ABOUT THIS DOCUMENT

Throughout this annual information form (AIF), the terms, we, us, our, Precisionand Precision Drillingmean
Precision Drilling Corporation and, where indicated, all of our consolidated subsidiaries and any partnerships that we and/or our subsidiaries are part of.

Unless specified otherwise, information in this AIF is as of December 31, 2015. All amounts are in Canadian dollars unless we note
otherwise.

CAUTIONARY STATEMENT ABOUT FORWARD-LOOKING INFORMATION AND STATEMENTS

We disclose forward-looking information to help current and prospective investors understand our future prospects.

Certain statements contained in this AIF, including statements that contain words such as could, should,
can, anticipate, estimate, intend, plan, expect, believe, will, may, continue, project, potential and
similar expressions and statements relating to matters that are not historical facts constitute forward-looking information within the meaning of applicable Canadian securities legislation and forward-looking statements
within the meaning of the safe harbor provisions of the United States Private Securities Litigation Reform Act of 1995 (collectively, forward-looking information and statements).

In particular, our forward-looking information and statements in this AIF include, but are not limited to, the following:

| | ¡ |  | our expectations regarding drilling activity and demand for our services in 2016 | 
| | - |  | -------------------------------------------------------------------------------- | 

| | ¡ |  | the timing of the delivery of two new-build drilling rigs to Kuwait | 
| | - |  | ------------------------------------------------------------------- | 

| | ¡ |  | the expected use of net proceeds from our 2014 senior unsecured note offering. | 
| | - |  | ------------------------------------------------------------------------------ | 

These forward-looking information and statements are based on certain assumptions and analysis
made by Precision in light of our experience and our perception of historical trends, current conditions and expected future developments as well as other factors we believe are appropriate in the circumstances. These include, among other things:

| | ¡ |  | the status of current negotiations with our customers and vendors | 
| | - |  | ----------------------------------------------------------------- | 

| | ¡ |  | continued market demand for our Tier 1 rigs | 
| | - |  | ------------------------------------------- | 

| | ¡ |  | our ability to deliver rigs to customers on a timely basis | 
| | - |  | ---------------------------------------------------------- | 

| | ¡ |  | the general stability of the economic and political environment in the jurisdictions where we operate. | 
| | - |  | ------------------------------------------------------------------------------------------------------ | 

Readers are cautioned not to place undue reliance on forward-looking information and statements.
Actual results, performance or achievements could differ materially from those currently anticipated due to a number of risks and uncertainties. Such risks and uncertainties include, but are not limited to, the following:

| | ¡ |  | volatility in the price and demand for oil and natural gas | 
| | - |  | ---------------------------------------------------------- | 

| | ¡ |  | fluctuations in customer spending and its impact on the demand for contract drilling, well servicing and ancillary oilfield services | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------ | 

| | ¡ |  | the risks associated with our investments in capital assets and changing technology | 
| | - |  | ----------------------------------------------------------------------------------- | 

| | ¡ |  | shortages, delays and interruptions in the delivery of equipment, supplies and other key inputs | 
| | - |  | ----------------------------------------------------------------------------------------------- | 

| | ¡ |  | the effects of seasonal and weather conditions on operations and facilities | 
| | - |  | --------------------------------------------------------------------------- | 

| | ¡ |  | the availability of qualified personnel and management | 
| | - |  | ------------------------------------------------------ | 

| | ¡ |  | the existence of competitive operating risks inherent in our businesses | 
| | - |  | ----------------------------------------------------------------------- | 

| | ¡ |  | changes in environmental and safety rules or regulations including increased regulatory scrutiny on horizontal drilling and hydraulic fracturing | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------ | 

| | ¡ |  | terrorism, social, civil and political unrest in the foreign jurisdictions where we operate | 
| | - |  | ------------------------------------------------------------------------------------------- | 

| | ¡ |  | fluctuations in foreign exchange, interest rates and tax rates | 
| | - |  | -------------------------------------------------------------- | 

| | ¡ |  | other unforeseen conditions which could impact the use of services supplied by Precision and Precisions ability to respond to such conditions. | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------- | 

You are cautioned that the foregoing list of risk factors is not exhaustive. Other risks and
uncertainties are outlined in this AIF under the heading Risks in Our Business, starting on page 21.



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| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 1 |  | 
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The forward-looking information and statements made in this AIF are made as of the date
hereof and Precision undertakes no obligation to update or revise these forward-looking statements as a result of new information, future events or otherwise, unless we are required to do so by applicable securities laws.

About Registered Trademarks

We own registered trademarks, service marks and trade names that we use in our business including Precision Drilling Corporation,
Precision Drilling, PD logo and design, Grey Wolf, Super Series,Precision Super Singleand Super Triple.

Although the trademarks, service marks and trade names referred to in this AIF or the documents incorporated by reference may be listed
without the ®, SM and TM symbols for convenience, we will assert our rights to them to the fullest extent under the law.



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| |  | 2 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
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ABOUT PRECISION

Precision Drilling Corporation is an independent provider of oil and natural gas drilling and related services and products. We
specialize in providing onshore drilling services in most major conventional and unconventional oil and natural gas basins in Canada and the United States (U.S.). We have international drilling operations in Mexico, Saudi Arabia, the
Kurdistan region of Iraq, Kuwait, and the country of Georgia. We also provide well servicing and ancillary wellsite products and services in Canada and the U.S.

Precision was formed by amalgamation under the Business Corporations Act(Alberta). We previously operated as an income trust,
known as Precision Drilling Trust, and converted to a corporate entity on June 1, 2010, under a statutory plan of arrangement.

On March 8, 2013, we repealed our old by-laws and adopted new by-laws to, among other things, provide for an advance notice framework
for the nomination by Precision shareholders of directors for election to the Board of Directors (Board) and to increase the quorum requirement for our shareholder meetings to 25% from 5%. The amendments were confirmed by our shareholders on
May 8, 2013.

Our common shares trade on the Toronto Stock Exchange (TSX), under the symbol PD, and on the New York Stock
Exchange (NYSE), under the symbol PDS.

Our principal corporate and registered office is at:

Suite 800, 525  8th Avenue SW, Calgary, Alberta, Canada T2P 1G1

Phone: 403.716.4500    Fax: 403.264.0251

Email: info@precisiondrilling.com    Website: www.precisiondrilling.com

Our Organizational Structure

The chart below shows our organizational structure and material subsidiaries or partnerships, including the jurisdiction where each was
incorporated, formed or continued and whether we hold the voting securities directly or indirectly. For simplification, non-material wholly owned subsidiaries are not included.





LOGO



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| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 3 |  | 
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|Three-Year History |  |                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             
|                   |  | Recent Developments                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          |  | 
|                   |  | Industry Conditions
 In 2016, we expect lower drilling activity levels and pricing pressure on spot market drilling rigs
in North America as lower oil prices have caused energy producers to significantly reduce drilling budgets. We expect Tier 1 rigs to remain the preferred drilling rigs of customers globally and that we will benefit from our completed fleet
enhancements.                                                                                                                                                                                                                                                                                       |  | 
|                   |  | Suspension of Dividend
 On February 11, 2016, Precision announced the suspension of its dividend.
 See Our Capital Structure  Common Shares  Dividends, on page 15.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        |  | 
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|                   |  | 2015                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         |  | 
|                   |  | Industry Conditions
 The oilfield services business is inherently cyclical in nature. In 2015, a substantial decline in
global oil prices led to a significant decline in North American drilling activity levels. We undertook a number of measures to manage our variable costs during the industry downturn, including reducing our capital and operating expenditures. In
addition, we reduced our fixed cost structure by consolidating several of our North American operating facilities, streamlining management reporting structures, and reducing staff. Despite demand uncertainties in most markets, we continued to expand
our successful operations in Kuwait. |  | 
|                   |  | Rig Fleet Upgrades
 We placed 17 newly constructed (or new-build) Super Seriesrigs into service under
previously negotiated term contracts: three rigs in Canada, 13 rigs in the U.S., and one rig to Kuwait. 
We also delivered 10 upgraded drilling rigs: six in Canada, two in the U.S., and two in Mexico. 
These new and upgraded rigs were part of our 2015 capital expenditure program. 
We signed multi-year contracts for two new-build drilling rigs for Kuwait, which are expected to be deployed in 2017.
 See About Our Business  Contract Drilling Services  Drilling Fleet, on page
10.                                                                     |  | 
|                   |  | Capital Expenditures
 In 2015, our capital program totalled $459 million ($361 million for expansion capital, $49 million
for upgrade capital, and $49 million for the maintenance of existing assets and infrastructure).                                                                                                                                                                                                                                                                                                                                                                                                                                                   |  | 
|                   |  | Board of Directors
 On May 13, 2015, Mr. Patrick Murray retired from our Board of Directors, and Mr. Steven
Krablin was subsequently elected to the Board.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   |  | 
|                   |  | Senior Note Exchange Offer
 In April 2015, we completed an exchange offer of 5.25% senior unsecured notes due 2024 for an
equal amount of senior unsecured notes that we issued by way of private placement in June 2014. The exchange notes were offered to satisfy certain obligations under the registration rights agreement entered into in connection with the
June 2014 private placement. The terms of the exchange notes were materially identical to the notes issued in June 2014 except that the exchange notes are freely tradeable in the United States. No proceeds were received from the exchange
offer.                                                    |  | 
|                   |  | Amendments to Senior Credit
Facility  Due to the precipitous decline in global oil prices and uncertain industry
outlook, on March 27, 2015, we amended certain financial covenants under our syndicated senior secured credit facility (as amended, the Senior Credit Facility), to provide for temporary covenant relief.
 On October 27, 2015, we further amended the financial covenants under our Senior Credit
Facility to provide for additional temporary relief and reduced the size of the Senior Credit Facility to US$550 million from US$650 million. 
See Our Capital Structure  Material Debt  Senior Credit Facility, on page 17.                          |  | 
|                   |  | Tax Reassessment
 In March 2015, the Supreme Court of Canada denied the Ontario Minister of Revenues
application for leave to appeal the Ontario Court of Appeal decision dated August 7, 2014, in favour of Precisions wholly-owned subsidiary Inter-Leasing, Inc. The decision concerned reassessments for Ontario income tax for Inter-Leasing,
Inc.s 2001 through 2004 taxation years. In April 2015, we received payment of $69 million from the Ontario tax authorities, representing $55 million for the refund of assessed taxes and $14 million in interest.
 See Legal Proceedings and Regulatory Actionson page 32.                                            |  | 
|                   |  | Asset Write Downs
 We decommissioned 79 drilling rigs along with certain spare equipment and recognized asset
decommissioning charges of $166 million.  We also recorded impairment charges to property, plant
and equipment of $282 million and a goodwill impairment charge of $17 million.                                                                                                                                                                                                                                                                                                                                                                                |  | 



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| |  | 2014                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      |  | 
| |  | Industry Conditions
 The oilfield services business is inherently cyclical in nature. Industry momentum at the end of
2013 continued into 2014 as customers in North America focused on unconventional oil and natural gas liquids targets. In late 2014, however, global oversupply drove oil prices down sharply, and the energy industry rapidly adjusted activity levels to
a lower price environment. Despite the downturn, our expansion continued, on the strength of demand for our Tier 1 assets.                                                                                |  | 
| |  | Rig Fleet
 We added 15 new-build Super Seriesrigs to our fleet under previously negotiated term
contracts: five rigs in Canada, seven rigs in the U.S., and three rigs internationally.  We
upgraded 12 drilling rigs (six of which were upgraded to Tier 1 status) under term contracts: five for Canada, six for the U.S., and one for the country of Georgia. 
These new and upgraded rigs were part of our 2014 capital expenditure program. 
See About Our Business  Contract Drilling Services  Drilling Fleet, on page 10.                                                       |  | 
| |  | Capital Expenditures
 In 2014, our capital program totalled $857 million ($571 million for expansion capital, $137
million for upgrade capital, and $149 million for the maintenance of existing assets and infrastructure).                                                                                                                                                                                                                                                                                                                                                              |  | 
| |  | International Expansion
 In the Middle East, we signed a multi-year contract for a new-build drilling rig in Saudi Arabia,
which began operating late in 2014, and signed another contract in Kuwait for a new-build rig for deployment in 2015. 
In March 2014, we announced the signing of multi-year contracts in Mexico for six drilling rigs, including re-contracting three existing rigs. As at the end of
2014, four of the rigs remained under contract.  In October 2014, we signed a term contract
for a single drilling rig in the country of Georgia for deployment in 2015. |  | 
| |  | Strategic Alliance With
Schlumberger  In July 2014, we entered into a technology and service agreement and
marketing alliance with Schlumberger that enables us to market a full range of downhole technology, significantly enhancing our technology and service offering to customers.                                                                                                                                                                                                                                                                                                  |  | 
| |  | Divestitures
 In July 2014, we sold certain trucks and other related assets used to support drilling rig
moving operations in Texas and New Mexico to a third party for proceeds of $26 million.  In
November 2014, we divested our U.S. coil tubing assets for total cash consideration of $44 million.                                                                                                                                                                                                                                                                                  |  | 
| |  | Dividend Increase
 For the first three quarters of 2014, we paid a quarterly dividend of $0.06 per common share. In
the fourth quarter, we increased the dividend by 17% to $0.07 per common share.  See Our
Capital Structure  Common Shares  Dividends, on page 15.                                                                                                                                                                                                                                                                                                                   |  | 
| |  | U.S. Senior Note Offering
 In June 2014, we completed a US$400 million offering of 5.25% senior unsecured notes due 2024
(the 2024 Notes) in a private placement. Net proceeds will be used for general corporate purposes. 
See Our Capital Structure  Material Debt, on page 17.                                                                                                                                                                                                                                                                                                       |  | 
| |  | Amendments to Senior Credit
Facility  In June 2014, we amended our Senior Credit Facility, voluntarily reducing the
size of the Senior Credit Facility to US$650 million and extending the maturity date to June 3, 2019. 
See Our Capital Structure  Material Debt  Senior Credit Facility, on page 17.                                                                                                                                                                                                                                                                                |  | 
| |  | Tax Reassessment
 In August 2014, the Ontario Court of Appeal ruled in favour of Precisions wholly owned
subsidiary, Inter-Leasing, Inc., reversing a prior decision by the Ontario Superior Court of Justice regarding the reassessment of Ontario income tax for Inter-Leasing, Inc.s 2001 through 2004 taxation years. The Ontario Minister of Revenue
subsequently made an application to the Supreme Court of Canada seeking leave to appeal the Ontario Court of Appeal decision. 
See Legal Proceedings and Regulatory Actionson page 32.                                        |  | 
| |  | Asset Write Downs
 We decommissioned 29 drilling rigs, 35 well servicing rigs, and two snubbing units and recognized a
$127 million non-cash pre-tax decommissioning charge. Certain components of the decommissioned equipment were used in our ongoing operations. We also recorded a $95 million impairment charge to goodwill.                                                                                                                                                                                                                                                        |  | 



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| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 5 |  | 
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| |  | 2013                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  |  | 
| |  | Industry Conditions
 The oilfield services business is inherently cyclical in nature. North American industry activity
was down from the prior year as a result of volatile oil and natural gas prices, oil transportation bottlenecks resulting in regional oil price discounts, record inventory levels resulting in depressed natural gas prices, and general global economic
uncertainty persisting for much of the year. Industry-wide, drilling utilization declined year over year in North America; however demand strengthened in the latter half of the year, particularly for higher specification Tier 1 drilling assets. |  | 
| |  | Rig Fleet Upgrades
 We placed seven new-build Super Seriesrigs into service under previously negotiated term
contracts: two rigs in Canada and five rigs in the U.S.  We also delivered 19 upgraded drilling
rigs under term contracts: six in Canada, seven in the U.S., and six internationally (two in the Kurdistan region of Iraq and four in Mexico). 
These new and upgraded rigs were part of our 2013 capital expenditure program. 
See About Our Business  Contract Drilling Services  Drilling Fleet, on page 10.                                                                                                        |  | 
| |  | Capital Expenditures
 In 2013, our capital program totalled $536 million ($282 million for expansion capital, $141
million for upgrade capital, and $113 million for the maintenance of existing assets and infrastructure).                                                                                                                                                                                                                                                                                                                                                                                                          |  | 
| |  | Board of Directors
 On May 8, 2013, Mr. Robert Gibson retired from our Board of Directors, and Ms. Catherine Hughes was
subsequently elected to the Board.                                                                                                                                                                                                                                                                                                                                                                                                                                                                            |  | 
| |  | Dividend Increase
 For the first three quarters of 2013, we paid a quarterly dividend of $0.05 per common share. In
the fourth quarter, we increased the dividend by 20% to $0.06 per common share.  See Our
Capital Structure  Common Shares  Dividends, on page 15.                                                                                                                                                                                                                                                                                                                                                               |  | 
| |  | Amendments to Senior Credit
Facility  We amended our Senior Credit Facility, extending the maturity date by one year to
November 17, 2018.  See Our Capital Structure  Material Debt  Senior Credit
Facility, on page 17.                                                                                                                                                                                                                                                                                                                                                                                                           |  | 
| |  | Shareholder Divestiture
 On December 5, 2013, the Alberta Investment Management Corporation (AIMCo) sold its entire
equity stake of approximately 56 million common shares in the capital of Precision in an overnight marketed transaction. This included the exercise of 15 million warrants of Precision, each exercisable for one common share, at an exercise price of
$3.22 per common share for aggregate proceeds to Precision of $48 million.                                                                                                                                                                                |  | 
| |  | Tax Reassessment
 In June 2013, a wholly owned subsidiary of Precision, Inter-Leasing, Inc., lost a tax appeal
in the Ontario Superior Court of Justice related to a reassessment of Ontario income tax for the 2001 through 2004 taxation years. Precision appealed the decision to the Ontario Court of Appeal.
 See Legal Proceedings and Regulatory Actionson page 32.                                                                                                                                                                                                                                                            |  | 



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ABOUT OUR BUSINESSES

We have two business segments  Contract Drilling Services and Completion and Production Services, which share business support
systems and corporate and administrative services.



LOGO

The tables below summarize our two business segments and the scope of our services in Canada, the
U.S. and internationally:



| |  |                                                                                                                                                                                                                                                                                                                       |  |               |  |                                                                                                                                                                                                                         |  | 
| |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | ------------- |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | 
| |  | Contract Drilling Services                                                                                                                                                                                                                                                                                            |  |               |  |                                                                                                                                                                                                                         |  | 
| |  | Operates our rigs in Canada, the U.S. and elsewhere
internationally and provides onshore well drilling services to exploration and production companies in the oil and natural gas industry 
At December 31, 2015, the segment consisted of: 
¡  251 land drilling
rigs, including:  134 in Canada
 102 in the U.S. |  | Canada        |  | ¡  land drilling services 
¡  directional drilling services

¡  procurement and distribution of
oilfield supplies 
¡  manufacture and refurbishment of
drilling and service rig equipment                               |  | 
| |  |  5 in Mexico
 4 in Saudi Arabia
 3 in Kuwait
 2 in the Kurdistan region of Iraq
 1 in the country of Georgia 
¡  capacity for
approximately 80 concurrent directional drilling jobs in Canada and the U.S.
 ¡  engineering, manufacturing and repair services, primarily for                                     |  | U.S.          |  | ¡  land drilling services 
¡  directional drilling services

¡  turnkey drilling services

¡  procurement and distribution of
oilfield supplies 
¡  manufacture and refurbishment of
drilling and service rig equipment |  | 
| |  | Precisions operations                                                                                                                                                                                                                                                                                                |  | International |  | ¡  land drilling services                                                                                                                                                                                               |  | 
| |  | ¡  centralized procurement, inventory, and distribution of consumable
supplies for our global operations.                                                                                                                                                                                                             |  |               |  |                                                                                                                                                                                                                         |  | 



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| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 7 |  | 
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| |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | ------ |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | 
| |  | Completion and Production Services                                                                                                                                                                                                                                                                                                                                   |  |       
| |  | Comprises a number of businesses providing completion and
workover services and ancillary services to oil and natural gas
exploration and production companies in Canada and the U.S. 
At December 31, 2015, the segment consisted of: 
¡  148 well
completion and workover service rigs, including:  140 in Canada
 8 in the U.S. 
¡  11 snubbing units
in Canada |  | Canada |  | ¡  well completion and workover service rigs 
¡  snubbing units

¡  coil tubing units

¡  camp and catering services

¡  oilfield surface equipment rental

¡  wellsite accommodations

¡  water system services |  | 
| |  | ¡  4 coil tubing units in
Canada                                                                                                                                                                                                                                                                                                                                     |  | U.S.   |  | ¡  well completion and workover service rigs                                                                                                                                                                     |  | 
| |  | ¡  approximately
2,400 oilfield rental items, including surface storage, small-flow wastewater treatment, power generation, and
solids                                                                                                                                                                                                                               |  |        |  | ¡  oilfield surface equipment rental                                                                                                                                                                             |  | 
| |  | control equipment, primarily in Canada                                                                                                                                                                                                                                                                                                                               |  |        |  |                                                                                                                                                                                                                  |  | 
| |  | ¡  180 wellsite accommodation units in Canada                                                                                                                                                                                                                                                                                                                        |  |        |  |                                                                                                                                                                                                                  |  | 
| |  | ¡  46 drilling camps and four base camps in Canada                                                                                                                                                                                                                                                                                                                   |  |        |  |                                                                                                                                                                                                                  |  | 
| |  | ¡  10 large-flow wastewater treatment units, 24 pump houses, and                                                                                                                                                                                                                                                                                                     |  |        |  |                                                                                                                                                                                                                  |  | 
| |  | eight potable water production units in Canada.                                                                                                                                                                                                                                                                                                                      |  |        |  |                                                                                                                                                                                                                  |  | 

Revenue

|                                                        |  |      |           |   |  |  |      |   |           |   |  |      |  |   |           |   |  | 
|------------------------------------------------------- |  | ---- | --------- | - |  |  | ---- | - | --------- | - |  | ---- |  | - | --------- | - |  | 
|Years ended December 31
(thousands of Canadian dollars) |  | 2015 |           |   |  |  | 2014 |   |           |   |  | 2013 |  |   |          
|Contract Drilling Services                              |  | $    | 1,378,336 |   |  |  |      | $ | 2,017,110 |   |  |      |  | $ | 1,719,910 |   |  | 
|Completion and Production
Services                      |  |      | 186,317   |   |  |  |      |   | 343,556   |   |  |      |  |   | 323,353   |   |  | 
|Inter-segment eliminations                              |  |      | (9,029    | ) |  |  |      |   | (10,128   | ) |  |      |  |   | (13,286   | ) |  | 
|Total revenue                                           |  | $    | 1,555,624 |   |  |  |      | $ | 2,350,538 |   |  |      |  | $ | 2,029,977 |   |  | 

Contract Drilling Services

Precision Drilling

At the end of 2015, we had a fleet of 251 land rigs deployed in Canada, the U.S. and internationally.

| | ¡ |  | Canada  we operated the largest fleet of land drilling rigs. We actively marketed 134 drilling rigs located throughout western Canada, accounting for approximately 19% of the industrys estimated fleet
of 721 drilling rigs. | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | United States  we marketed 102 land drilling rigs, the fourth largest fleet, representing approximately 5% of the countrys estimated 2,260 total marketed land drilling rigs. | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | Internationally  we had five land drilling rigs in Mexico, four in Saudi Arabia, three in Kuwait, two in the Kurdistan region of Iraq, and one in the country of Georgia. | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

Drilling Contracts

Our contract terms are generally based on the complexity and risk of operations, on-site drilling conditions, the type of equipment used,
and the anticipated duration of the work to be performed.

Drilling contracts can be for single or multiple wells and can vary in
length from a few days on shallow single-well applications to multiple-year, multiple-well drilling programs. Term drilling contracts typically have fixed utilization rates for a minimum of six months and include penalties for early termination,
cost escalation provisions, and options for renewing the contract. Short-term contracts that provide drilling rigs on a well-to-well basis are typically subject to termination by the customer on short notice or with little or no penalty. Our
new-build drilling rigs generally have two-to-five year term contracts in place before the rig is completed; in most cases contracts are in place before rig construction begins.

In 2015, we had term contracts for an average of 105 drilling rigs (46 in Canada, 47 in the U.S., and 12 internationally).

We market our drilling rigs mainly on a regional basis through sales and marketing personnel. We secure contracts to drill wells either
through competitive bidding or as a result of relationships and negotiations with customers.



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| |  | 8 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
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Our contracts have been carried out almost exclusively on a daywork basis. Under a
daywork contract:

| | ¡ |  | We provide a drilling rig with required personnel, and the customer supervises the drilling of the well. | 
| | - |  | -------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | We charge the customer a fixed rate per day regardless of the number of days needed to drill the well. | 
| | - |  | ------------------------------------------------------------------------------------------------------ | 

| | ¡ |  | Contracts usually provide for a reduced day rate (or a lump sum amount) to mobilize the rig to the well location, to rig-up and rig-down on location, and to demobilize the rig. | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | Generally we do not bear any of the costs arising from downhole risks. | 
| | - |  | ---------------------------------------------------------------------- | 

We also drilled a very small number of wells in Alabama, Texas and Louisiana near the U.S. Gulf
Coast (approximately 2% of our U.S. rig utilization in 2015) on a turnkey basis. Under a turnkey contract, we agree to drill a well to a certain depth for a fixed price. We assume higher risk under a turnkey contract and therefore generally have the
potential for greater profit or loss.

Seasonality

Drilling and well servicing activity is affected by seasonal weather patterns and ground conditions. In Canada and the northern U.S., wet
weather and the spring thaw make the ground unstable resulting in road restrictions that limit the movement of heavy oilfield equipment and reduce the level of drilling and well servicing activity during the second quarter of the year.

In northern Canada, some drilling sites can only be accessed in the winter once the terrain is frozen, which is usually late in the
fourth quarter. Our business activity depends, at least in part, upon the severity and duration of the winter drilling season.

Competition

The land drilling industry is highly competitive and fragmented with the top 10 providers owning approximately 63% of the marketed rig
fleet in the U.S. and approximately 75% of the industry fleet in Canada as of December 31, 2015.

Technology is increasingly
differentiating the market, as the industry trends away from vertical wells to more demanding directional and horizontal drilling programs that require higher capacity rigs. Consequently, the rig market has been slowly shedding older, low technology
rigs in favour of more powerful and efficient, high specification rigs better suited for horizontal wells.

Providing High
Performance, High Valueservices to our customers is the core of our competitive strategy. We focus on providing efficient, cost-reducing drilling technology. Design innovations and technology improvements, such as multi-well pad capability and
mobility between wells, capture incremental time savings during all phases of the well drilling process. The following factors, among others, minimize downtime and benefit our customers by lowering their well costs:

| | ¡ |  | using innovative and advanced drilling technology that is efficient | 
| | - |  | ------------------------------------------------------------------- | 

| | ¡ |  | managing preventive maintenance programs to minimize unplanned mechanical downtime | 
| | - |  | ---------------------------------------------------------------------------------- | 

| | ¡ |  | establishing detailed inspection processes | 
| | - |  | ------------------------------------------ | 

| | ¡ |  | maintaining strategically located spare equipment | 
| | - |  | ------------------------------------------------- | 

| | ¡ |  | having in-house supply chain management | 
| | - |  | --------------------------------------- | 

| | ¡ |  | minimizing non-productive time. | 
| | - |  | ------------------------------- | 

At the end of 2015, we operated the largest fleet of land drilling rigs in Canada, and the
fourth largest fleet in the U.S. We had a footprint in virtually all of the large North American resource plays, including the Bakken, Cardium, Duvernay, Lower Shaunavon, Montney, Horn River and Viking formations in Canada and the Bakken, Barnett,
Eagle Ford, Granite Wash, Haynesville, Marcellus, Niobrara, Permian, Utica, and Uinta resource plays in the U.S.



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| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 9 |  | 
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Drilling Fleet

Our drilling fleet is comprised almost entirely of Tier 1 rigs. Tier 1 rigs are highly mobile and automated, which make them safer and
more efficient in drilling directional and horizontal wells than older generation drilling rigs. Our Tier 1 rigs, or Super Seriesrigs, have a broad range of features to meet a diverse range of customer needs, from drilling shallow- to
medium-depth wells to exploiting the deep, unconventional shale plays that have driven the North American energy production boom over the past decade. Available features include alternating current (AC) power, digitized control systems,
integrated top drive, bi-directional pad walking or skidding systems for multi-pad well drilling, highly mechanized pipe handling, and high capacity mud pumps. Our Super Seriesfleet also includes a number of smaller, fast-moving,
hydraulically-powered mechanized rigs that are optimized for shallow- to medium-depth resource plays found across North America. Of the 251 rigs in our fleet as of December 31, 2015, 235 rigs were Tier 1 rigs.

Directional Drilling

Directional drilling involves using specialized tubulars and drill string components to establish and maintain the necessary trajectory
of the drill bit to achieve a desired wellbore and bottom hole location in relation to the surface location. Directional equipment such as mud motors and measurement while drilling (MWD) systems (which monitor wellbore trajectory and
formation characteristics in real time while drilling is in progress) are used in this process.

At the end of 2015, we had capacity
for approximately 80 concurrent directional drilling jobs in Canada and the U.S. with operational, technical and maintenance facilities in both countries. Centres in Calgary, Alberta and Houston, Texas manage directional drilling operations in the
field in real-time.

Grey Wolf International

Grey Wolf International (Grey Wolf) is our platform for the international oil and natural gas drilling market. Grey Wolf is
actively exploring opportunities in various international markets. International oilfield service operations involve relatively long sales cycles with bidding periods, contract award periods and rig mobilization periods measured in months. Grey Wolf
has a regional office in Dubai, United Arab Emirates.

At the end of 2015, Grey Wolf had five land drilling rigs in Mexico, four in
Saudi Arabia, three in Kuwait, two in the Kurdistan region of Iraq, and one in the country of Georgia.

Rostel Industries

Based in Canada, Rostel Industries manufactures custom drilling rigs and manufactures and refurbishes drilling rig
and service rig components. Rostel Industries supports our vertical integration, and approximately 92% of its revenue in 2015 was related to Precision business. Having the in-house ability to repair or provide new components for either drilling or
service rigs also improves the efficiency and reliability of our fleets.

Columbia Oilfield Supply and PD Supply

Columbia Oilfield Supply in Canada and PD Supply in the U.S. are general supply warehouses that procure, package and
distribute large volumes of consumable oilfield supplies. The two supply warehouses achieve economies of scale through bulk purchasing and standardized product selection and then coordinate distribution to Precision rig sites. Columbia Oilfield
Supply and PD Supply play a key role in our supply chain management. In 2015, 100% of their oilfield supply activities supported Precision operations. This reduces the administrative workload for field personnel and enhances our competitiveness.



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| |  | -- |  | ----------------------------------------------------------- |  |  |  |  |  | 
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| |  | 10 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
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Completion and Production Services

Precision Well Servicing

Precision Well Servicing offers a versatile fleet of service rigs for well completion, workover, abandonment, maintenance and re-entry
preparation services as well as snubbing units and coil tubing units for pressure control services. The fleet is strategically positioned throughout western Canada and in the northern U.S. In late 2014, we divested our U.S. coil tubing assets.

Well Service Activities

Well servicing and pressure control jobs are generally of short duration, preferably conducted during daylight hours, so it is important
for a service rig to be close to customer demand and able to move quickly from one site to another. Well servicing requires a unique skill set; crews must deal with the potential dangers and safety concerns of working with pressurized wellbores.
Completion, workover, or pressure control services can take a few days to several weeks to complete depending on the depth of the well and the complexity of the completion or workover.

At the end of 2015, Precision Well Servicing had a Canadian industry market share, based on operating hours, of approximately 11% with a
fleet of 140 service rigs, the largest in western Canada, compared to a Canadian industry fleet average of approximately 1,000 service rigs. We also operated eight service rigs in the U.S.

Service Rig Fleet

The table below shows the configuration of the Precision Well Servicing fleet as at December 31, 2015. The fleets operating
features are detailed on our website.



|                                                                           |  |      |        |  |       |  |     | 
|-------------------------------------------------------------------------- |  | ---- | ------ |  | ----- |  | --- | 
|Type of Service Rig                                                        |  | Size |        |  | Total | 
|Mobile Rigs                                                                |  |      |        |  |       |  |     | 
|Highly mobile, efficient rig up and rig down, minimal surface disturbance, |  |      | Single |  |       |  | 68  | 
|freestanding design eliminates anchoring                                   |  |      | Double |  |       |  | 48  | 
|Freestanding rigs comprise 78% of the fleet                                |  |      | Slant  |  |       |  | 20  | 
|Skid Mounted Rigs                                                          |  |      |        |  |       |  |     | 
|Designed for deeper wells with multi-zone completions or re-completions,   |  |      | Double |  |       |  | 12  | 
|service jobs are generally of longer duration so rigs move less often      |  |      |        |  |       |  |     | 
|Total                                                                      |  |      |        |  |       |  | 148 | 

Service Rig Activities

Well servicing operations have two distinct functions  completions and workovers. The demand for completion services is generally
more volatile than for workover services.

Of our total oil and natural gas well service rig activity in Canada in 2015:

| | ¡ |  | workovers and abandonments accounted for approximately 87% | 
| | - |  | ---------------------------------------------------------- | 

| | ¡ |  | completions accounted for approximately 13%. | 
| | - |  | -------------------------------------------- | 

Completions  Customers often contract a smaller, specialized service rig to take
over from a larger, more expensive drilling rig to prepare a newly drilled well for initial production. The service rig and crew work jointly with other services to open and stimulate the producing zones for initial production.

The demand for well completion services is related to the level of drilling activity in a region.



| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | ----------------------------------------------------------- |  | -- |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 11 |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
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Workovers  Workover services are generally provided according to customer
preventive maintenance schedules or on a call-out basis when a well needs major repairs or modifications. Workover services generally involve remedial work such as repairing or replacing equipment in the well, enhancing production, re-completing a
new producing zone, recovering lost equipment, or abandoning the well.

Producing oil and natural gas wells generally require some
type of workover or maintenance during their life cycle. The demand for production or workover services is based on the total number of existing active wells and their age and producing characteristics.

Pressure Control Services

Snubbing Services  Snubbing units can be employed to provide a wide range of services. While traditional well servicing
operations require pressure in a well to be neutralized, or killed, using fluids (potentially impairing production) in order to safely perform the services, snubbing units perform certain workover and completion activities under pressure
(without killing the well). Snubbing units are equipped with specialized snubbing devices, which allow tubing to be installed in or removed from a well, or snubbed, while the well is under pressure and production has been suspended.

At the end of 2015, we marketed five portable hydraulic rig-assist snubbing units and six self-contained snubbing units in western
Canada.

Rig-assist units work with a service rig to complete the snubbing activity for a well. Self-contained units do not require
a service rig on site and are capable of snubbing and many other services traditionally performed by a service rig.

Coil Tubing
Services  Coil tubing units use a continuous (non-jointed) reel of tubing to perform completion, workover and stimulation services. Coil tubing provides certain advantages over conventional service rigs, including working on a well without
having to kill it and servicing highly deviated and horizontal wells.

Coil tubing units are highly mobile, rig-up and rig-down in a
short time, increase operating efficiency, and have a relatively small environmental footprint. These units also operate more efficiently because continuous tubing eliminates jointed tubing connections.

At the end of 2015, we operated four coil tubing units in western Canada.

Precision Rentals

Precision Rentals provides approximately 2,400 pieces of oilfield rental equipment from five operating centres and 11 stocking points
throughout western Canada, supported by a technical service centre in central Alberta. Precision also has approximately 170 pieces of rental equipment in the northern U.S. Most exploration and production companies do not own the specialty equipment
used in oil and natural gas operations and rely on suppliers like Precision Rentals for access to large inventories of drilling, completion and production equipment.

Precision Rentals has five distinct product categories:

| | ¡ |  | surface equipment (including environmental invert drilling mud storage, hydraulic fracturing fluid storage, production tanks and other fluid handling equipment) | 
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | wellsite accommodations (fully equipped units that provide on-site office and lodging for field personnel) | 
| | - |  | ---------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | small-flow wastewater treatment facilities | 
| | - |  | ------------------------------------------ | 

| | ¡ |  | power generation equipment | 
| | - |  | -------------------------- | 

| | ¡ |  | solids control equipment. | 
| | - |  | ------------------------- | 



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| |  | 12 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
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Precision Camp Services

Precision Camp Services provides food and accommodation to personnel working at the wellsite, typically in remote locations in western
Canada. At the end of 2015, Precision Camp Services had 46 drill camps and four base camps in western Canada. Each mobile camp includes five or six building units that typically accommodate 20 to 25 members of a rig crew and other personnel and, if
required, individual dormitory units that accommodate up to 45 additional personnel.

Precision Camp Services has also configured
several camps and dormitories to provide housing and meals for base camps with up to 500 personnel on separate major projects in western Canada. As the oil and natural gas industry searches for new reserves in more remote locations, crews need to
stay near the worksite, often in camps, throughout the duration of a drilling program. Precision Camp Services serves Precision and other companies in the upstream oil and natural gas sector and, from time to time, other industries operating in
remote locations.

Terra Water Systems

Terra Water Systems provides customers with portable wastewater handling, treatment and disposal facilities, potable water production
plants, and potable water delivery systems for remote sites in western Canada.

Terra Water Systems has 10 large-flow wastewater
treatment plants, eight potable water production plants and 24 pump houses that are used in base camp and other large remote work site markets. These treatment facilities provide an environmentally sound solution to treating wastewater, eliminating
the traditional tank-and-haul process and concerns about the timing, hauling and disposal of effluent. Technical staff visit each treatment facility regularly to conduct sampling and independent laboratory effluent testing as part of their system
management. The wastewater treatment plants are designed to be easy to operate. They provide quality treatment of effluent, eliminate odors, and align with existing environmental, health and safety regulations for surface release of treated
wastewater.

Health, Safety and the Environment

We have a long-standing commitment to health, safety and the environment in all aspects of our operations. Our Target Zerovision
promotes continuous safety improvement through awareness and risk reduction and fosters a culture that is never complacent about an injury. We recognize the potential risks at job sites and work to reduce them so we achieve our goal of zero
injuries.

In 2015, we achieved our best ever safety record as measured by the industry standard of total recordable injury
frequency. Our total recordable injury frequency decreased by 64% and our lost-time accident frequency decreased by 58% compared to 2014.

We continuously review our rig designs and components and use advanced technologies to improve the life cycle, maintain safety and
operational efficiency, reduce energy use, and manage our energy and resources. A number of our rigs have some or all of the following features:



|                        |  |   |  |                                                                                                                                                                               
|----------------------- |  | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Power                   |  | ¡ |  | use AC electric power generation,
distribution and control systems that incorporate variable frequency drive technologies that increase efficiency and reduce fuel consumption
|                        |  | ¡ |  | generate heat efficiently by directing air flow from radiators on power
generation engines to heat surrounding rig buildings                                                  
|                        |  | ¡ |  | use alternative power sources to generate heat in cold operating conditions and
alternative fuels for generating power                                                        
|Engines                 |  | ¡ |  | have high-efficiency diesel engines that
meet regulatory emission specifications                                                                                              
|                        |  | ¡ |  | have advanced muffler systems to reduce
noise pollution                                                                                                                       
|Engine radiator
systems |  | ¡ |  | have variable pitch fans to reduce
horsepower requirements for cooling and ventilation                                                                                        
|Rig
drawworks           |  | ¡ |  | use regenerative braking to eliminate
brake noise from conventional band brake systems and return power back into the power supply of the rigs                                



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We recognize the importance of climate change and our impact on the environment. Our
rigs are designed for high efficiency moving, which reduces the number of trucks needed to relocate a rig to a new customer site. They are also designed and constructed with a reduced footprint, requiring less surface land area to
operate. The design of our rig pad is beneficial for high well density drilling programs because it needs less surface area to operate and eliminates the need for trucks to move between well centres. We also use spill containment devices under our
equipment to minimize potential spills around the drill site and limit environmental exposure.

We have introduced the use of low
carbon emission natural gas engines and bi-fuel systems, and we continue to assess alternative fuel types, other methods of power, heat generation, noise abatement, lowering carbon emissions, and systems for recovering waste energy.

Technical Centres

We operate two drilling technical centres, one in Nisku, Alberta and the other in Houston, Texas. We also operate one completion and
production services technical centre in Red Deer, Alberta. These centres accommodate our technical service and field training groups and enable us to consolidate support and training for our operations. The Houston facility includes a fully
functioning training rig with the latest drilling technologies. In 2015, we trained approximately 1,700 people at our training facilities.

Our People

We had 4,337 employees at the end of 2015. The majority of our employees work on our drilling and service rigs and are compensated on an
hourly basis. Seasonality and economic conditions affect our drilling activity and have a more dramatic impact on hourly than salaried employees.

The market for experienced personnel in the oilfield services industry can be competitive because of the cyclical nature of the work,
uncertainty of continuing employment, and generally higher rates of employment during periods of high oil and gas prices.

We rely
on experienced, well trained personnel. We invest in systems and processes to support employee training, development, leadership and retention. Our talent management system helps us actively develop and retain people in key positions as well as top
performers and potential future leaders. Programs include skill development around leadership, communication and corporate values, and our compensation program focuses on retaining experienced field personnel during all market cycles, targeted
recruitment initiatives, and a performance management system that links compensation to the achievement of specific corporate and individual goals.

Performance excellence is measured through our safety record and reputation, as these help us attract and retain employees when manpower
shortages are experienced in the industry during peak operating periods. Our priority is retaining experienced employees, particularly in driller, rig manager and field superintendent positions.



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OUR CAPITAL STRUCTURE

Common Shares

We can issue an unlimited number of common shares. There were 292,912,090 common shares issued and outstanding as at December 31,
2015.

The Board holds an annual meeting of common shareholders to elect the directors and appoint the auditors, among other things.
It can convene a special meeting of shareholders at any time and for any reason.

Only shareholders of record can attend and vote at
shareholder meetings. They can vote in person or by proxy, and their proxyholder does not need to be a shareholder. Each common share entitles the holder to one vote.

Common shareholders have the right to receive dividends as and when declared by the Board. They also have the right to receive our
remaining property and assets if Precision is wound up, subject to the prior rights and privileges attached to our other classes of shares.

Market for Securities

The table below summarizes the trading activity for our common shares in
2015. Our common shares trade on the TSX, under the symbol PD, and on the NYSE, under the symbol PDS.



|          |  |          |      |  |            |  |      |        |  |  |            |  |  |           |      |  |        |  |      |  |  |  |            | 
|--------- |  | -------- | ---- |  | ---------- |  | ---- | ------ |  |  | ---------- |  |  | --------- | ---- |  | ------ |  | ---- |  |  |  | ---------- | 
|          |  | TSX (PD) |      |  | NYSE (PDS) | 
|          |  | High ($) |      |  | Low ($)    |  |      | Volume |  |  | High (US$) |  |  | Low (US$) |      |  | Volume | 
|January   |  |          | 7.22 |  |            |  | 5.70 |        |  |  | 46,573,501 |  |  |           | 6.15 |  |        |  | 4.53 |  |  |  | 78,632,728 | 
|February  |  |          | 8.11 |  |            |  | 6.24 |        |  |  | 41,339,993 |  |  |           | 6.48 |  |        |  | 4.95 |  |  |  | 91,467,893 | 
|March     |  |          | 8.24 |  |            |  | 6.80 |        |  |  | 37,478,458 |  |  |           | 6.61 |  |        |  | 5.31 |  |  |  | 75,072,974 | 
|April     |  |          | 9.43 |  |            |  | 8.03 |        |  |  | 39,772,377 |  |  |           | 7.62 |  |        |  | 6.34 |  |  |  | 81,752,858 | 
|May       |  |          | 9.40 |  |            |  | 8.09 |        |  |  | 35,363,353 |  |  |           | 7.80 |  |        |  | 6.48 |  |  |  | 68,104,508 | 
|June      |  |          | 8.97 |  |            |  | 8.06 |        |  |  | 20,301,480 |  |  |           | 7.28 |  |        |  | 6.42 |  |  |  | 50,544,914 | 
|July      |  |          | 8.26 |  |            |  | 6.08 |        |  |  | 28,946,658 |  |  |           | 6.68 |  |        |  | 4.67 |  |  |  | 72,752,208 | 
|August    |  |          | 7.19 |  |            |  | 5.09 |        |  |  | 35,963,787 |  |  |           | 5.47 |  |        |  | 3.83 |  |  |  | 83,248,122 | 
|September |  |          | 6.40 |  |            |  | 4.66 |        |  |  | 37,466,675 |  |  |           | 4.85 |  |        |  | 3.48 |  |  |  | 71,314,328 | 
|October   |  |          | 6.91 |  |            |  | 4.65 |        |  |  | 53,854,882 |  |  |           | 5.31 |  |        |  | 3.51 |  |  |  | 86,229,306 | 
|November  |  |          | 6.00 |  |            |  | 4.94 |        |  |  | 27,974,692 |  |  |           | 4.52 |  |        |  | 3.71 |  |  |  | 43,224,160 | 
|December  |  |          | 5.90 |  |            |  | 4.47 |        |  |  | 35,640,406 |  |  |           | 4.40 |  |        |  | 3.28 |  |  |  | 46,195,388 | 

Dividends

In December 2012, the Board approved an annualized dividend of $0.20 per common share, payable quarterly ($0.05 per quarter). In
November 2013, the Board increased the quarterly rate by 20% to $0.06 per common share ($0.24 per common share annualized), and in November 2014, the Board increased the quarterly rate by 17% to $0.07 per common share ($0.28 per common
share annualized).

Our Senior Credit Facility allows the payment of dividends so long as no default or event of default has
occurred.

Each note indenture governing our outstanding senior unsecured notes restricts our ability to make certain payments,
including the payment of dividends, if Precision is in default or if it is not able to incur additional indebtedness under certain circumstances or if the accumulated amount of restricted payments (restricted payments basket) would breach
certain covenants set forth in the indentures. The restricted payments basket grows by, among other things, 50% of the consolidated net earnings and decreases by 100% of consolidated net losses (each as defined in the note indentures) and payments
made to shareholders.

On February 11, 2016, we suspended the quarterly dividend. Based on our consolidated financial results
for the period ended December 31, 2015, the restricted payments basket was negative $152 million, therefore prohibiting us from making any further dividend payments until the restricted payments basket once again becomes positive.



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| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 15 |  | 
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The following table shows the dividends declared on our common shares for the
three-year period ending December 31, 2015:



|                  |  |                   |  |                            
|----------------- |  | ----------------- |  | ---------------------------
|Record Date       |  | Payment Date      |  | Amount per common share ($)
|November 6, 2015  |  | November 18, 2015 |  | 0.07                       
|August 10, 2015   |  | August 21, 2015   |  | 0.07                       
|May 15, 2015      |  | May 29, 2015      |  | 0.07                       
|February 27, 2015 |  | March 12, 2015    |  | 0.07                       
|November 14, 2014 |  | November 24, 2014 |  | 0.07                       
|August 8, 2014    |  | August 20, 2014   |  | 0.06                       
|May 14, 2014      |  | May 26, 2014      |  | 0.06                       
|February 27, 2014 |  | March 14, 2014    |  | 0.06                       
|November 4, 2013  |  | November 15, 2013 |  | 0.06                       
|August 6, 2013    |  | August 15, 2013   |  | 0.05                       
|May 6, 2013       |  | May 15, 2013      |  | 0.05                       
|February 28, 2013 |  | March 15, 2013    |  | 0.05                       

Shareholder Rights Plan

On June 1, 2010, we converted from an income trust (Precision Drilling Trust) to a corporation. When unitholders of Precision
Drilling Trust approved the plan of arrangement for us to convert to a corporate structure, they also approved the adoption of a shareholder rights plan. The plan is designed to protect the rights of all shareholders and maximize value if there is
ever a take-over bid for Precision. Under our shareholder rights plan agreement (Shareholder Rights Plan Agreement) with Computershare Trust Company of Canada (Computershare), we issued one right for each common share outstanding at
the close of business on June 1, 2010, and one right for each additional common share issued after that date, subject to the terms and conditions of the plan.

Shareholders confirmed the continuation and revisions to the plan at the 2013 annual and special meeting of shareholders.

Preferred Shares

The number of preferred shares that may be authorized for issue at any time cannot exceed more than half of the number of issued and
outstanding common shares. There are currently no preferred shares issued and outstanding.

We can issue preferred shares in one or
more series. The Board must pass a resolution determining the number of shares in each series, and the designation, rights, privileges, restrictions, and conditions for each series, before the shares can be issued. This includes the rate or amount
of dividends, when and where dividends are paid, the dates dividends accrue from any rights or obligations for us to buy or redeem the shares, and the price, terms and conditions, and any conversion rights.



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Material Debt

As at December 31, 2015, we had:

| | ¡ |  | US$550 million (excluding outstanding letters of credit of US$46 million) available under the Senior Credit Facility | 
| | - |  | -------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | US$650 million outstanding under the 2010 offering of 6.625% senior unsecured notes due 2020 (the 2020 Notes) | 
| | - |  | ------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | $200 million outstanding under the 2011 offering of 6.50% senior unsecured notes due 2019 (the 2019 Notes) | 
| | - |  | ---------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | US$400 million outstanding under the 2011 offering of 6.50% senior unsecured notes due 2021 (the 2021 Notes) | 
| | - |  | ------------------------------------------------------------------------------------------------------------ | 

| | ¡ |  | US$400 million outstanding under the 2014 offering of 5.25% senior unsecured notes due 2024 (the 2024 Notes). | 
| | - |  | ------------------------------------------------------------------------------------------------------------- | 

The following is a summary of the material terms of the Senior Credit Facility, the 2020 Notes,
the 2019 Notes, the 2021 Notes, and the 2024 Notes. Copies of the note indenture governing the 2020 Notes (the 2020 Note Indenture), the note indenture governing the 2019 Notes (the 2019 Note Indenture), the note indenture governing
the 2021 Notes (the 2021 Note Indenture), and the note indenture governing the 2024 Notes (the 2024 Note Indenture) are available on SEDAR and EDGAR.

Senior Credit Facility

We entered into the Senior Credit Facility with a syndicate of lenders and the Royal Bank of Canada as administrative agent in 2010.

The Senior Credit Facility is an extendible revolving term credit facility that is used for general corporate purposes and is secured by
liens on substantially all of our present and future assets and the present and future assets of our material U.S. and Canadian subsidiaries (including subsidiaries we have designated material, collectively the Material Subsidiaries,
as set out in the Senior Credit Facility). The Senior Credit Facility includes representations and warranties, covenants and events of default that are customary for transactions of this nature, including financial ratio covenants that are tested
quarterly.

On March 27, 2015, we amended certain financial covenants under the credit agreement governing our Senior Credit
Facility to, among other things, temporarily increase the maximum consolidated total debt to Adjusted EBITDA ratio (as defined in the debt agreement) to 6:1 from 4:1 and temporarily reduce the minimum interest coverage ratio to 2.5:1 from 2.75:1, in
each case until December 31, 2016.

On October 27, 2015, we further amended the credit agreement, whereby we reduced the
size of the Senior Credit Facility to US$550 million from US$650 million and eliminated the consolidated total debt to adjusted EBITDA financial covenant ratio in its entirety. We further decreased the minimum interest coverage ratio to 2:1 from
2.5:1 for a temporary period up to and including December 31, 2017, which will revert to 2.5:1 thereafter until the maturity date of the facility. We also reduced the maximum consolidated senior debt to adjusted EBITDA financial covenant ratio
to 2.5:1 from 3:1 and added a new debt covenant whereby we agreed to not incur or assume more than US$250 million in new unsecured debt other than where the new unsecured debt is used to refinance existing unsecured debt or the new debt is assumed
through an acquisition.

We were in compliance with all debt and financial ratio covenants at December 31, 2015.



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| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 17 |  | 
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The table below sets out the key features of the Senior Credit Facility:



|                                        |  |   |  |                                                                                                                                                                                                                                                                                                                                                                                                                                     
|--------------------------------------- |  | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Key Features of Senior Credit Facility 
|Amount                                  |  | ¡ |  | provides senior secured financing of up to US$550 million                                                                                                                                                                                                                                                                                                                                                                           
|                                        |  | ¡ |  | includes a provision to increase the credit facility limit by up to an additional US$250 million (subject to certain conditions, including obtaining additional lender commitments)                                                                                                                                                                                                                                                 
|Term and repayment                      |  | ¡ |  | matures and to be repaid in full on June 3, 2019                                                                                                                                                                                                                                                                                                                                                                                    
|                                        |  | ¡ |  | provides us the option to request the
lenders to extend the facility at their discretion for up to five years from the date of request                                                                                                                                                                                                                                                                                              
|Letters of
credit                       |  | ¡ |  | provides for letters of credit (including
letters of guarantee) in U.S. or Canadian dollars up to a total of US$200 million (as a sublimit of the overall commitments)                                                                                                                                                                                                                                                              
|Interest rates and fees                 |  | ¡ |  | provides us the option to choose the interest rate on loans denominated in U.S.
or Canadian dollars:                                                                                                                                                                                                                                                                                                                                
|                                        |  |   |  |  either a margin over a U.S. base rate or a margin over LIBOR for U.S. dollar loans                                                                                                                                                                                                                                                                                                                                                
|                                        |  |   |  |  either a margin over the Canadian prime rate or a margin over the Bankers Acceptance rate for Canadian dollar loans                                                                                                                                                                                                                                                                                                              
|                                        |  |   |  | The margins are based on the then applicable ratio of consolidated total debt to adjusted EBITDA (as defined in the Senior Credit
Facility agreement) (margin ratio)                                                                                                                                                                                                                                                                
|                                        |  | ¡ |  | also provides for:                                                                                                                                                                                                                                                                                                                                                                                                                  
|                                        |  |   |  |  a standby fee for each lender calculated on the unused amount of its commitment at a percentage based on the applicable margin
ratio                                                                                                                                                                                                                                                                                              
|                                        |  |   |  |  an issue fee on the outstanding amount of the letters of credit equal to the margin applicable to LIBOR loans and Bankers
Acceptances (subject to reduction in fees for non-financial letters of credit)                                                                                                                                                                                                                         
|                                        |  |   |  |  a fronting fee to be paid to each fronting lender                                                                                                                                                                                                                                                                                                                                                                                 
|Guarantees and security                 |  | ¡ |  | we and our Material Subsidiaries have pledged substantially all of our respective
present and future assets, secured by a perfected first priority lien, subject to certain permitted encumbrances, as security for our obligations (including obligations to cash management providers, operating lenders and swap providers). All
Material Subsidiaries have also guaranteed these obligations.                                   
|                                        |  | ¡ |  | we currently have a corporate credit
rating of BB+from Standard & Poors Ratings Services (S&P) and a rating of B2from Moodys Investors Service, Inc. (Moodys). If we receive a corporate credit rating of at least BBB-from
S&P and Baa3from Moodys, we have the option to require the security to be released (with a corresponding obligation to re-grant security if the rating drops below this threshold after the release)
|Certain covenants and events of default |  | ¡ |  | subject to certain exceptions, several covenants restrict our ability and the
ability of our Material Subsidiaries to, among other things, do any of the following:                                                                                                                                                                                                                                                                 
|                                        |  |   |  |  incur or assume additional debt                                                                                                                                                                                                                                                                                                                                                                                                   
|                                        |  |   |  |  dispose of assets                                                                                                                                                                                                                                                                                                                                                                                                                 
|                                        |  |   |  |  make or pay dividends, share redemptions, or other distributions if an event of default has occurred                                                                                                                                                                                                                                                                                                                              
|                                        |  |   |  |  change our primary business                                                                                                                                                                                                                                                                                                                                                                                                       
|                                        |  |   |  |  incur or assume liens on assets                                                                                                                                                                                                                                                                                                                                                                                                   
|                                        |  |   |  |  enter into mergers, consolidations, or amalgamations                                                                                                                                                                                                                                                                                                                                                                              
|                                        |  |   |  |  enter into speculative swap agreements                                                                                                                                                                                                                                                                                                                                                                                            
|                                        |  | ¡ |  | also includes customary affirmative covenants and events of default                                                                                                                                                                                                                                                                                                                                                                 
|                                        |  | ¡ |  | we must also comply with the following financial covenant ratios, each calculated
for the most recent four consecutive fiscal quarters:                                                                                                                                                                                                                                                                                             
|                                        |  |   |  |  a maximum consolidated senior debt to adjusted EBITDA ratio of 2.5:1 (the consolidated senior debt to adjusted EBITDA ratio may increase
to 3:1 for the first three fiscal quarters following a material acquisition that involves total consideration of more than 5% of our consolidated net tangible assets)                                                                                                                   
|                                        |  |   |  |  a minimum interest coverage ratio of 2:1 for a temporary period up to and including December 31, 2017, reverting to 2.5:1 thereafter
until the maturity date of the facility                                                                                                                                                                                                                                                      
|                                        |  | ¡ |  | no more than US$250 million in new
unsecured debt can be incurred or assumed except where the new unsecured debt is used to refinance existing unsecured debt or the new unsecured debt is assumed through an acquisition                                                                                                                                                                                                           



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Operating Facilities

We have a $40 million secured operating facility, a US$15 million secured operating facility, and a US$40 million secured facility for
letters of credit. Availability of the $40 million operating facility was reduced by outstanding letters of credit of $25 million. Availability of the US$40 million secured facility for letters of credit was reduced by outstanding letters of credit
of US$25 million. No amount was drawn on the US$15 million secured operating facility with the full US$15 million remaining available for drawdown. The facilities are primarily secured by charges on substantially all of our present and future
property and of our Material Subsidiaries. Advances under the $40 million operating facility are available at a margin over the banks prime Canadian lending rate, United States base rate, LIBOR, or Bankers Acceptance rate, or in
combination, and under the US$15 million facility at the banks prime lending rate. Issuance fees at agreed rates are payable on the amounts of any letters of credit outstanding under the $40 million operating facility and the US$40 million
letter of credit facility.

Senior Unsecured Notes

Since 2010, we have completed four offerings of senior unsecured notes in private placements to Canadian and U.S. investors. The notes
are denominated in either Canadian or U.S. dollars, as indicated below, and all payments on the notes are made in that currency.



2020
Notes Completed November 17, 2010 Issued under and governed by the 2020 Note Indenture

2019
Notes Completed March 15, 2011 Issued under and governed bythe 2019 Note Indenture

2021 Notes
Completed July 29, 2011 Issued under and governed by the 2021 Note Indenture

2024 Notes
Completed June 3, 2014 Issued under and governed by the 2024 Note IndentureTrustee

¡    Bank of New York Mellon (U.S. Trustee)

¡    Computershare (1)

¡    Bank of New York Mellon (U.S. Trustee)

¡    Bank of New York Mellon (U.S. Trustee)¡    Computershare (1) (Canadian Trustee)



¡    Computershare (1) (Canadian Trustee)

¡    Computershare (1) (Canadian Trustee)Principal

US$650 million

$200 million

US$400 million

US$400 millionInterest

¡    6.625%

¡    6.50%

¡    6.50%

¡    5.25%¡    paid in cash semi-annually  on May 15 and  November 15 to holders of  record on May 1 and  November 1
 ¡    calculated on a 360-day year  of 12 30-day months

¡    paid in cash semi-annually on  March 15 and September 15  to holders of record on  March 1 and September 1
 ¡    calculated on a 360-day year  of 12 30-day months

¡    paid in cash semi-annually on  June 15 and December 15 to  holders of record on June 1  and December 1
 ¡    calculated on a 360-day year  of 12 30-day months

¡    paid in cash semi-annually on  May 15 and November 15 to  holders of record on May 1  and November 1
 ¡    calculated on a 360-day year  of 12 30-day monthsMaturity
date

¡    November 15, 2020

¡    March 15, 2019

¡    December 15, 2021

¡    November 15, 2024Net proceeds


¡    used to repay all of our  outstanding debt under our  then existing senior secured  credit
facility and for general  corporate purposes

¡    used in effect to repay the  10% senior unsecured note

¡    used to fund our capital  expenditure program and for  general corporate purposes

¡    used to fund our capital  expenditure program and for  general corporate purposesInterest
payments

¡    began on May 15, 2011 
¡ 
   interest accrues from the  most recent date to which  interest was paid

¡    began on September 15, 2011 
¡ 
   interest accrues from the most  recent date to which interest  was paid

¡    began on December 15, 2011 
¡ 
   interest accrues from the most  recent date to which interest  was paid

¡    began on November 15, 2014 
¡ 
   interest accrues from the most  recent date to which interest  was paid




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2020
Notes

2019 Notes

2021 Notes

2024 NotesRedemption
features

Beginning November 15, 2015
¡ 
   in whole or in part at any  time before November 15,  2018, at redemption prices  ranging between 103.313%  and 101.104% of their  principal amount plus  accrued interest
 Beginning November 15, 2018
¡ 
   for their principal amount  plus accrued interest

Beginning March 15, 2015
¡ 
   in whole or in part at any time  before March 15, 2017, at  redemption prices ranging  between 103.250% and  101.625% of their principal  amount plus accrued interest
 Beginning March 15, 2017
¡ 
   for their principal amount plus  accrued interest

Prior to December 15, 2016
¡ 
   in whole or in part at 100.0%  of their principal amount, plus  accrued interest and the  greater of 1.0% of the  principal amount of each note  to be redeemed and any  excess of the present value of
 the December 15, 2016  redemption price plus  required interest payments  through December 15, 2016  (calculated using a discount  rate equal to the U.S.  Treasury rate plus 50 basis  points) over
the principal  amount of the note  Beginning
December 15, 2016
¡ 
   in whole or in part at any time  before December 15, 2019, at  redemption prices ranging  between 103.250% and  101.083% of their principal  amount plus accrued interest
 Beginning December 15, 2019
¡ 
   for their principal amount plus  accrued interest

Prior to May 15, 2017
¡ 
   up to 35% of the notes with  the net proceeds of certain  equity offerings at a  redemption price equal to  105.25% of their principal  amount plus accrued interest
 Prior to May 15, 2019
¡ 
   in whole or in part at 100.0%  of their principal amount, plus  accrued interest and the  greater of 1.0% of the  principal amount of each note  to be redeemed and any  excess of the present value of
 the May 15, 2019 redemption  price plus required interest  payments through May 15,  2019 (calculated using a  discount rate equal to the  U.S. Treasury rate plus 50  basis points) over the
 principal amount of the note  Beginning
May 15, 2019
¡ 
   in whole or in part at any time  before May 15, 2022, at  redemption prices ranging  between 102.625% and  100.875% of their principal  amount plus accrued interest
 Beginning May 15, 2022
¡ 
   for their principal amount plus  accrued interestChange of
control

¡    each holder of the notes has  the right to sell all or a  portion of its notes to us for  cash
equal to 101% of the  principal amount, plus  accrued interest to the date  of purchase

¡    each holder of the notes has  the right to sell all or a portion  of its notes to us for cash
 equal to 101% of the principal  amount, plus accrued interest  to the date of purchase

¡    each holder of the notes has  the right to sell all or a portion  of its notes to us for cash
 equal to 101% of the principal  amount, plus accrued interest  to the date of purchase

¡    each holder of the notes has  the right to sell all or a portion  of its notes to us for cash
 equal to 101% of the principal  amount, plus accrued interest  to the date of purchase


Note:

(1) Formerly Valiant Trust Company, which was acquired by Computershare on
May 1, 2015.

Subject to certain exceptions, the four note indentures limit our ability and the ability of some of our
subsidiaries to, among other things, do any of the following:

| | ¡ |  | incur additional indebtedness and issue preferred shares | 
| | - |  | -------------------------------------------------------- | 

| | ¡ |  | create liens | 
| | - |  | ------------ | 

| | ¡ |  | make restricted payments, including the payment of dividends | 
| | - |  | ------------------------------------------------------------ | 

| | ¡ |  | create or permit to exist restrictions on our ability (or the ability of certain subsidiaries) to make certain payments and distributions | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | engage in amalgamations, mergers or consolidations | 
| | - |  | -------------------------------------------------- | 

| | ¡ |  | make certain dispositions and transfers of assets | 
| | - |  | ------------------------------------------------- | 

| | ¡ |  | engage in transactions with affiliates. | 
| | - |  | --------------------------------------- | 

Each of the 2020 Notes, the 2019 Notes, the 2021 Notes, and the 2024 Notes are general unsecured
obligations and rank senior in right of payment to all of our future obligations that are subordinate in right of payment to these notes and equal in right of payment with all of our other existing and future obligations.



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Credit Ratings

The table below shows our credit ratings by Moodys and S&P, as of March 7, 2016:



Moodys



S&PCorporate credit rating

B2



BB+Senior Credit Facility rating

Not rated



Not ratedSenior unsecured credit rating

B3



BB(2020 Notes, 2019 Notes, 2021 Notes, and 2024 Notes)


Understanding Credit Ratings



Moodys

¡

rating scale from Aaa(highest) to
C(lowest quality of securities rated)Moodys credit rating is their opinion of our ability to honour senior unsecured financial obligations and contracts

¡

Moodys rating of Bis the sixth highest of nine categories and
denotes obligations considered speculative and are subject to high credit risk¡

a 1, 2 or 3 modifier after a rating
indicates the relative standing within a particular rating category. The modifier 1 indicates that the issue ranks in the higher end of its generic rating category, 2 indicates a mid-range ranking and 3 indicates a ranking in the lower end of the
generic rating categoryS&P

¡

rating scale from AAAto D, which represents the range
from highest to lowest qualityS&Ps credit rating is a forward-looking opinion about our overall financial capacity (or
creditworthiness) to pay our financial obligations¡

a credit rating of BBby S&P is the fifth highest of 10
categories¡

under the S&P rating system, an obligor with debt securities rated BBis less vulnerable in the near-term than other lower-rated obligors, but faces major ongoing uncertainties and exposure to adverse business, financial or economic conditions that could lead to the obligors inadequate capacity to meet its
financial commitments¡

the addition of a plus (+) or minus (-)
designation after the rating indicates the relative standing within a particular rating category


Credit ratings assigned by the rating agencies are not recommendations to buy, hold or sell the
debt, and the ratings are not a comment on market price or suitability for a particular investor. There is no assurance that a rating will remain in effect for a given period or that any rating will not be revised or withdrawn entirely by a rating
agency in the future if it believes circumstances warrant it. Credit ratings by different agencies are independent of one another and should be evaluated separately.

RISKS IN OUR BUSINESS

Investing in Precision shares has risk. Take some time to read about the risks described below and other important information in this
AIF or our other disclosure documents before making an investment decision. You may also want to seek advice from an expert.

Our operations depend on the price of oil and natural gas

We sell our services to oil and natural gas
exploration and production companies. Macroeconomic and geopolitical factors associated with oil and natural gas supply and demand are the primary factors driving pricing and profitability in the oilfield services industry. Generally, we experience
high demand for our services when commodity prices are relatively high and the opposite is true when commodity prices are low. The volatility of crude oil and natural gas prices accounts for much of the cyclical nature of the oilfield services
business.

The markets for oil and natural gas are separate and distinct. Oil is a global commodity with a vast distribution
network, although the differential between benchmarks such as West Texas Intermediate, Western Canadian Select, and European Brent crude oil can fluctuate. As in all markets, when supply, demand, inability to access domestic or export markets and
other factors change, so can the spreads between benchmarks. The most economical way to transport natural gas is in its gaseous state by pipeline, and the natural gas market depends on pipeline infrastructure and regional supply and demand. However,
developments in the transportation of liquefied natural gas in ocean going tanker ships have introduced an element of globalization to the natural gas market.



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Worldwide military, political and economic events, such as conflict in the Middle East,
expectations for global economic growth, or initiatives by the Organization of the Petroleum Exporting Countries and other major petroleum exporting countries, can affect supply and demand for oil and natural gas. Weather conditions, governmental
regulation (in Canada and elsewhere), levels of consumer demand, the availability of pipeline capacity, U.S. and Canadian natural gas storage levels, and other factors beyond our control can also affect the supply of and demand for oil and natural
gas and lead to future price volatility. A prolonged reduction in oil and natural gas prices would likely depress the level of exploration and production activity. This would likely result in a corresponding decline in the demand for our services
and could have a material adverse effect on our revenue, cash flow and profitability.

Lower oil and natural gas prices could also
cause our customers to terminate, renegotiate, or fail to honour their drilling contracts with us, which could affect the anticipated revenues that support our capital expenditure program and deliveries of new-build rigs. In addition, lower oil and
natural gas prices, lower demand for oilfield services, or lower rig utilization could affect the fair market value of our rig fleet, which in turn could trigger a write down for accounting purposes. There is no assurance that demands for our
services or conditions in the oil and natural gas and oilfield services sector will not decline in the future, and a significant decline in demand could have a material adverse effect on our financial condition.

We have accounts receivable with customers in the oil and natural gas industry and their revenues may be affected by fluctuations in
commodity prices. Our ability to collect receivables may be adversely affected by any prolonged weakness in oil and natural gas prices.

Intense price competition and the cyclical nature of the contract drilling industry could have an adverse
effect on revenue and profitability

The contract drilling business is highly competitive with numerous industry
participants. We compete for drilling contracts that are usually awarded based on competitive bids. We believe pricing and rig availability are the primary factors potential customers consider when selecting a drilling contractor. We believe other
factors are also important, such as the drilling capabilities and condition of drilling rigs, the quality of service and experience of rig crews, the safety record of the contractor and the particular drilling rig, the offering of ancillary
services, the ability to provide drilling equipment that is adaptable to and having personnel familiar with new technologies and drilling techniques, and rig mobility and efficiency.

Historically, contract drilling has been cyclical with periods of low demand, excess rig supply and low dayrates, followed by periods of
high demand, short rig supply and increasing dayrates. Periods of excess drilling rig supply intensify the competition and often result in rigs being idle. There are numerous contract drilling companies in each of the markets where we operate, and
an oversupply of drilling rigs can cause greater price competition. Contract drilling companies compete primarily on a regional basis, and the intensity of competition can vary significantly from region to region at any particular time. If demand
for drilling services is better in a region where we operate, our competitors might respond by moving in suitable drilling rigs from other regions, reactivating previously stacked rigs or purchasing new drilling rigs. An influx of drilling rigs into
a market from any source could rapidly intensify competition and make any improvement in the demand for our drilling rigs short-lived, which could in turn have a material adverse effect on our revenue, cash flow and earnings.

Our business results and the strength of our financial position are affected by our ability to strategically manage our capital
expenditure program in a manner consistent with industry cycles and fluctuations in the demand for contract drilling services. If we do not effectively manage our capital expenditures or respond to market signals relating to the supply or demand for
contract drilling and oilfield services, it could have a material adverse effect on our revenue, operations and financial condition.



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New capital expenditures in the contract drilling industry
expose us to the risk of oversupply of equipment

Periods of high demand often lead to higher capital expenditures on
drilling rigs and other oilfield services equipment. The number of drilling rigs competing for work in markets where we operate has increased as the industry adds new and upgraded rigs. The industry supply of drilling rigs may exceed actual demand
because of the relatively long life span of oilfield services equipment as well as the typically long time from when a decision is made to upgrade or build new equipment to when the equipment is built and placed into service. Excess supply resulting
from industry-wide capital expenditures could lead to lower demand for term drilling contracts and for our equipment and services. The additional supply of drilling rigs has served to intensify price competition in the past and could continue to do
so. This could lead to lower rates in the oilfield services industry generally and lower utilization of existing rigs. If any of these factors materialize, it would have an adverse effect on our revenue, cash flow, earnings and asset valuation.

We require sufficient cash flows to service and repay our debt

We will need sufficient cash flows in the future to service and repay our debt. Our ability to generate cash in the future is affected to
some extent by general economic, financial, competitive and other factors that may be beyond our control. If we need to borrow funds in the future to service our debt, our ability will depend on covenants in the Senior Credit Facility, the 2020 Note
Indenture, the 2019 Note Indenture, the 2021 Note Indenture, the 2024 Note Indenture and other debt agreements we may have in the future, and on our credit ratings. We may not be able to access sufficient amounts under the Senior Credit Facility or
from the capital markets in the future to pay our obligations as they mature or to fund other liquidity requirements. If we are not able to borrow a sufficient amount, or generate enough cash flow from operations to service and repay our debt, we
will need to refinance our debt or we will be in default, and we could be forced to reduce or delay investments and capital expenditures or dispose of material assets. We may not be able to refinance or arrange alternative measures on favourable
terms or at all. If we are unable to service, repay, or refinance our debt, it could have a negative impact on our financial condition and results of operations.

Repaying the debt depends on our guarantor subsidiaries generating cash flow and making it available to us by dividend, debt repayment
or otherwise. Our guarantor subsidiaries may not be able to, or may not be permitted to, make distributions to allow us to make payments on our debt. Each guarantor subsidiary is a distinct legal entity and, under certain circumstances, legal and
contractual restrictions may limit our ability to obtain cash from the subsidiaries. While the agreements governing certain existing debt limit the ability of our subsidiaries to incur consensual restrictions on their ability to pay dividends or
make other intercompany payments to us, these limitations are subject to qualifications and exceptions.

A substantial portion of
our operations is carried out through subsidiaries, and some of them are not guarantors of our debt. The assets and operations of the non-guarantor subsidiaries are not material, and these subsidiaries do not have any obligation to pay amounts due
on the debt or to make funds available for that purpose.

If we do not receive dividends from our guarantor subsidiaries, we may be
unable to make the required principal and interest payments, which could have a material adverse effect on our financial position and results of operations.

Customers inability to obtain credit/financing could lead to lower demand for our services

Many of our customers require reasonable access to credit facilities and debt capital markets to finance their oil and
gas drilling activity. If the availability of credit to our customers is reduced, they may reduce their drilling and production expenditures, thereby decreasing demand for our products and services. Any such reduction in spending by our customers
could adversely affect our operating results and financial condition.



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Our debt facilities contain restrictive covenants

The Senior Credit Facility, the 2020 Note Indenture, the 2019 Note Indenture, the 2021 Note Indenture, and the 2024 Note
Indenture contain a number of covenants which, among other things, restrict us and some of our subsidiaries from conducting certain activities. In addition, we must satisfy and maintain certain financial ratio tests under the Senior Credit Facility
(see Our Capital Structure  Material Debt, on page 17). Events beyond our control could affect our ability to meet these tests. If we breach any of the covenants, it could result in a default under the Senior Credit Facility or any of
the note indentures. If there is a default, the applicable lenders or note holders could decide to declare all amounts outstanding under the Senior Credit Facility or any of the note indentures to be due and payable immediately, and terminate any
commitments to extend further credit.

Risks and uncertainties associated with our international
operations can negatively affect our business

We conduct some of our business in Mexico and the Middle East. Our growth
plans contemplate establishing operations in other international regions, including countries where the political and economic systems may be less stable than in Canada or the U.S.

Our international operations are subject to risks normally associated with conducting business in foreign countries, including among
others:

| | ¡ |  | an uncertain political and economic environment | 
| | - |  | ----------------------------------------------- | 

| | ¡ |  | the loss of revenue, property and equipment as a result of expropriation, confiscation, nationalization, contract deprivation and force majeure | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | war, terrorist acts or threats, civil insurrection, and geopolitical and other political risks | 
| | - |  | ---------------------------------------------------------------------------------------------- | 

| | ¡ |  | fluctuations in foreign currency and exchange controls | 
| | - |  | ------------------------------------------------------ | 

| | ¡ |  | restrictions on the repatriation of income or capital | 
| | - |  | ----------------------------------------------------- | 

| | ¡ |  | increases in duties, taxes and governmental royalties | 
| | - |  | ----------------------------------------------------- | 

| | ¡ |  | renegotiation of contracts with governmental entities | 
| | - |  | ----------------------------------------------------- | 

| | ¡ |  | changes in laws and policies governing operations of foreign-based companies | 
| | - |  | ---------------------------------------------------------------------------- | 

| | ¡ |  | compliance with anti-corruption and anti-bribery legislation in Canada, the U.S. and other countries | 
| | - |  | ---------------------------------------------------------------------------------------------------- | 

| | ¡ |  | trade restrictions or embargoes imposed by the U.S. or other countries. | 
| | - |  | ----------------------------------------------------------------------- | 

If there is a dispute relating to our international operations, we may be subject to the
exclusive jurisdiction of foreign courts or may not be able to subject foreign persons to the jurisdiction of a court in Canada or the U.S.

Government-owned petroleum companies located in some of the countries where we operate now or in the future may have policies, or may be
subject to governmental policies, that give preference to the purchase of goods and services from companies that are majority-owned by local nationals. As such, we may rely on joint ventures, license arrangements and other business combinations with
local nationals in these countries, which may expose us to certain counterparty risks, including the failure of local nationals to meet contractual obligations or comply with local or international laws that apply to us.

In the international markets where we operate, we are subject to various laws and regulations that govern the operation and taxation of
our businesses and the import and export of our equipment from country to country. There may be uncertainty about how these laws and regulations are imposed, applied or interpreted, and they could be subject to change. Since we derive a portion of
our revenues from subsidiaries outside of Canada and the U.S., the subsidiaries paying dividends or making other cash payments or advances may be restricted from transferring funds in or out of the respective countries, or face exchange controls or
taxes on any payments or advances. We have organized our foreign operations partly based on certain assumptions about various tax laws (including capital gains and withholding taxes), foreign currency exchange, and capital repatriation laws and
other relevant laws of a variety of foreign jurisdictions. We believe these assumptions are reasonable; however, there is no assurance that foreign taxing or other authorities will reach the same conclusion. If these foreign jurisdictions change or
modify the laws, we could suffer adverse tax and financial consequences.



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While we have developed policies and procedures designed to achieve compliance with
applicable international laws, we could be exposed to potential claims, economic sanctions, or other restrictions for alleged or actual violations of international laws related to our international operations, including anti-corruption and
anti-bribery legislation, trade laws and trade sanctions. The Canadian government, the U.S. Department of Justice, the Securities and Exchange Commission (SEC), the U.S. Office of Foreign Assets Control, and similar agencies and authorities
in other jurisdictions have a broad range of civil and criminal penalties they may seek to impose against corporations and individuals for such violations, including injunctive relief, disgorgement, fines, penalties and modifications to business
practices and compliance programs, among other things. While we cannot accurately predict the impact of any of these factors, if any of those risks materialize, it could have a material adverse effect on our reputation, business, financial
condition, results of operations and cash flow.

Our operations are subject to numerous environmental
laws, regulations and guidelines

Our operations are affected by numerous laws, regulations and guidelines relating to the
protection of the environment, including those governing the management, transportation and disposal of hazardous substances and other waste materials. These include those relating to spills, releases, and discharges of hazardous substances or other
waste materials into the environment, requiring removal or remediation of pollutants or contaminants, and imposing civil and criminal penalties for violations. Some of these apply to our operations and authorize the recovery of natural resource
damages by the government, injunctive relief, and the imposition of stop, control, remediation and abandonment orders. In addition, our land drilling operations may be conducted in or near ecologically sensitive areas, such as wetlands that are
subject to special protective measures, which may expose us to additional operating costs and liabilities for noncompliance with certain laws. Some environmental laws and regulations may impose strict and, in certain cases joint and several,
liability. This means that in some situations we could be exposed to liability as a result of conduct that was lawful at the time it occurred, or conditions caused by prior operators or other third parties, including any liability related to offsite
treatment or disposal facilities. The costs arising from compliance with these laws, regulations and guidelines may be material.

We
maintain liability insurance, including insurance for certain environmental claims, but coverage is limited and some of our policies exclude coverage for damages resulting from environmental contamination. We cannot assure that insurance will
continue to be available to us on commercially reasonable terms, that the possible types of liabilities that we may incur will be covered by insurance, or that the dollar amount of the liabilities will not exceed our policy limits. Even a partially
uninsured claim, if successful and of sufficient magnitude, could have a material adverse effect on our business, results of operations and prospects.

The subject of energy and the environment has created intense public debate around the world in recent years. Debate is likely to
continue for the foreseeable future and could potentially have a significant impact on all aspects of the economy. The trend in environmental regulation has been to impose more restrictions and limitations on activities that may impact the
environment. Any regulatory changes that impose additional environmental restrictions or requirements on us, or our customers, could increase our operating costs and potentially lead to lower demand for our services and have an adverse effect on us.
For example, there is growing concern about the apparent connection between the burning of fossil fuels and climate change. Laws, regulations, or treaties concerning climate change or greenhouse gas emissions can have an adverse impact on the demand
for oil and natural gas, which could have a material adverse effect on us.

Governments in Canada and the U.S. are also considering
more stringent regulation or restriction of hydraulic fracturing, a technology used by most of our customers that involves the injection of water, sand and chemicals under pressure into rock formations to stimulate oil and natural gas production.



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Increasing regulatory restrictions could have a negative impact on the exploration of
unconventional energy resources, which are only commercially viable with the use of hydraulic fracturing. Laws relating to hydraulic fracturing are in various stages of development at levels of governments in markets where we operate and the outcome
of these developments and their effect on the regulatory landscape and the contract drilling industry is uncertain; however, hydraulic fracturing laws or regulations that cause a decrease in the completion of new oil and natural gas wells and an
associated decrease in demand for our services could have a material adverse effect on our operations and financial results.

Poor safety performance could lead to lower demand for our services

Standards for accident prevention
in the oil and natural gas industry are governed by service company safety policies and procedures, accepted industry safety practices, customer-specific safety requirements, and health and safety legislation. Safety is a key factor that customers
consider when selecting an oilfield service company. A decline in our safety performance could result in lower demand for services, and this could have a material adverse effect on our revenue, cash flow and earnings.

We are subject to various health and safety laws, rules, legislation and guidelines which can impose material liability, increase our
costs or lead to lower demand for our services.

Relying on third-party suppliers has risks

We source certain key rig components, raw materials, equipment and component parts from a variety of suppliers in Canada,
the U.S. and overseas. We also outsource some or all construction services for drilling and service rigs, including new-build rigs, as part of our capital expenditure programs. We maintain relationships with several key suppliers and contractors and
an inventory of key components, materials, equipment and parts. We also place advance orders for components that have long lead times. We may, however, experience cost increases, delays in delivery due to strong activity or financial hardship of
suppliers or contractors, or other unforeseen circumstances relating to third parties. If our current or alternate suppliers are unable to deliver the necessary components, materials, equipment, parts and services we require for our businesses,
including the construction of new-build drilling rigs, it can delay service to our customers and have a material adverse effect on our revenue, cash flow and earnings.

Acquisitions entail numerous risks and may disrupt our business or distract management

We consider and evaluate acquisitions of, or significant investments in, complementary businesses and assets as part of our business
strategy. Any acquisition could have a material adverse effect on our operating results, financial condition, or the price of our securities. Acquisitions involve numerous risks, including unanticipated costs and liabilities, difficulty in
integrating the operations and assets of the acquired business, the ability to properly access and maintain an effective internal control environment over an acquired company to comply with public reporting requirements, potential loss of key
employees and customers of the acquired companies, and an increase in our expenses and working capital requirements.

We may incur
substantial debt to finance future acquisitions and also may issue equity securities or convertible securities for acquisitions. Debt service requirements could be a burden on our results of operations and financial condition. We would also be
required to meet certain conditions to borrow money to fund future acquisitions. Acquisitions could also divert the attention of management and other employees from our day-to-day operations and the development of new business opportunities. Even if
we are successful in integrating future acquisitions into our operations, we may not derive the benefits, such as operational or administrative synergies, we expect from acquisitions, which may result in us committing capital resources and not
receiving the expected returns. In addition, we may not be able to continue to identify attractive acquisition opportunities or successfully acquire identified targets.



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New technology could reduce demand for certain rigs or put
us at a competitive disadvantage

Complex drilling programs for the exploration and development of conventional and
unconventional oil and natural gas reserves demand high performance drilling rigs. The ability of drilling rig service providers to meet this demand depends on continuous improvement of existing rig technology, such as drive systems, control
systems, automation, mud systems and top drives, to improve drilling efficiency. Our ability to deliver equipment and services that meet customer demand is essential to our continued success. We cannot guarantee that our rig technology will continue
to meet the needs of our customers, especially as rigs age and technology advances, or that our competitors will not develop technological improvements that are more advantageous, timely, or cost effective.

Our operations face risks of interruption and casualty losses

Our operations face many hazards inherent in the drilling and well servicing industries, including blowouts, cratering, explosions,
fires, loss of well control, loss of hole, reservoir damage, loss of directional control, damaged or lost equipment, and damage or loss from inclement weather or natural disasters. Any of these hazards could result in personal injury or death,
damage to or destruction of equipment and facilities, suspension of operations, environmental damage, damage to the property of others, and damage to producing or potentially productive oil and natural gas formations that we drill through.

Generally, drilling and service rig contracts separate the responsibilities of a drilling or service rig company and the customer, and
we try to obtain indemnification from our customers by contract for some of these risks even though we also have insurance coverage to protect us. We cannot assure, however, that any insurance or indemnification agreements will adequately protect us
against liability from all of the consequences described above. If there is an event that is not fully insured or indemnified against, or a customer or insurer does not meet its indemnification or insurance obligations, it could result in
substantial losses. In addition, we may not be able to get insurance to cover any or all of these risks, or the coverage may not be adequate. Insurance premiums or other costs may rise significantly in the future, making the insurance prohibitively
expensive or uneconomic. Significant events, including terrorist attacks in the U.S., severe hurricane damage, and well blowout damage in the U.S. Gulf Coast region, have resulted in significantly higher insurance costs, deductibles and coverage
restrictions. When we renew our insurance, we may decide to self-insure at higher levels and assume increased risk in order to reduce costs associated with higher insurance premiums.

Business in our industry is seasonal and highly variable

Seasonal weather patterns in Canada and the northern U.S. affect activity in the oilfield services industry. During the spring months,
wet weather and the spring thaw make the ground unstable so municipalities and counties and provincial and state transportation departments enforce road bans that restrict the movement of rigs and other heavy equipment. This reduces activity and
highlights the importance of the location of our equipment prior to the imposition of the road bans. The timing and length of road bans depend on weather conditions leading to the spring thaw and during the thawing period.

Additionally, certain oil and natural gas producing areas are located in parts of western Canada that are only accessible during the
winter months because the ground surrounding or containing the drilling sites in these areas consists of terrain known as muskeg. Rigs and other necessary equipment cannot cross this terrain to reach the drilling site until the muskeg freezes.
Moreover, once the rigs and other equipment have been moved to a drilling site, they may become stranded or be unable to move to another site if the muskeg thaws unexpectedly. Our business activity depends, at least in part, upon the severity and
duration of the winter season.

Our operations are subject to foreign exchange risk

Our U.S. and international operations have revenues, expenses, assets and liabilities denominated in currencies other than the Canadian
dollar (mostly in U.S. dollars and currencies that are pegged to the U.S. dollar). This means that changes in currency exchange rates can affect our income statement, balance sheet and statement of cash flow.



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Translation into Canadian Dollars

When preparing our consolidated financial statements, we translate the financial statements for foreign operations that do not have a
Canadian dollar functional currency into Canadian dollars. We translate assets and liabilities at exchange rates in effect at the balance sheet date. We translate revenues and expenses using average exchange rates for the month of the transaction.
We initially recognize gains or losses from these translation adjustments in other comprehensive income, and reclassify them from equity to net earnings on disposal or partial disposal of the foreign operation. Changes in currency exchange rates
could materially increase or decrease our foreign currency-denominated net assets, which would increase or decrease shareholders equity. Changes in currency exchange rates will affect the amount of revenues and expenses we record for our U.S.
and international operations, which will increase or decrease our net earnings. If the Canadian dollar strengthens against the U.S. dollar, the net earnings we record in Canadian dollars from our U.S. and international operations will be lower.

Transaction Exposure

We have long-term debt denominated in U.S. dollars. We have designated the 2020 Notes, the 2021 Notes, and the 2024 Notes as a hedge
against the net asset position of our U.S. and foreign operations. This debt is converted at the exchange rate in effect at the balance sheet dates with the resulting gains or losses included in the statement of comprehensive income. If the Canadian
dollar strengthens against the U.S. dollar, we will incur a foreign exchange gain from the translation of this debt. Similarly, if the Canadian dollar weakens against the U.S. dollar, we will incur a foreign exchange loss from the translation of
this debt. The vast majority of our international operations are transacted in U.S. dollars or U.S. dollar-pegged currencies. Transactions for our Canadian operations are primarily transacted in Canadian dollars. However, we occasionally purchase
goods and supplies in U.S. dollars for our Canadian operations, and we maintain U.S. dollar cash in our Canadian operations.

We may be unable to access additional financing

We may need to obtain additional debt or equity
financing in the future to support ongoing operations, undertake capital expenditures, repay existing or future debt (including the Senior Credit Facility, the 2020 Notes, the 2019 Notes, the 2021 Notes, and the 2024 Notes), or pursue acquisitions
or other business combination transactions. Volatility or uncertainty in the credit markets may increase costs associated with issuing debt or equity, and there is no assurance that we will be able to access additional financing when we need it, or
on terms we find acceptable or favourable. If we are unable to obtain financing to support ongoing operations or to fund capital expenditures, acquisitions, debt repayments, or other business combination transactions, it could limit growth and may
have a material adverse effect on our revenue, cash flow and profitability.

Risks associated with
turnkey drilling operations could adversely affect our business

We earn some of our revenue from turnkey drilling
contracts. We expect that turnkey drilling will continue to be part of our service offering; however, turnkey contracts pose substantially more risk than wells drilled on a daywork basis. Under a typical turnkey drilling contract, we agree to drill
a well for a customer to a specified depth and under specified conditions for a fixed price. We typically provide technical expertise and engineering services, as well as most of the equipment required for the drilling of turnkey wells, and use
subcontractors for related services. We typically do not receive progress payments and are entitled to payment by the customer only after we have met the full terms of the drilling contract. We sometimes encounter difficulties on wells and incur
unanticipated costs, and not all of the costs are covered by insurance. As a result, under turnkey contracts we assume most of the risks associated with drilling operations that are generally assumed by customers under a daywork contract. Operating
cost overruns or operational difficulties on turnkey jobs could have a material adverse effect on our financial position and results of operations.



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There are risks associated with increased capital
expenditures

The timing and amount of capital expenditures we incur will directly affect the amount of cash available to
us. The cost of equipment generally escalates as a result of high input costs during periods of high demand for our drilling rigs and oilfield services equipment and other factors. There is no assurance that we will be able to recover higher capital
costs through rate increases to our customers.

A successful challenge by the tax authorities of expense
deductions could negatively affect the value of our common shares

Taxation authorities may not agree with the
classification of expenses we or our subsidiaries have claimed or may challenge the amount of interest expense deducted. If the taxation authorities successfully challenge our classifications or deductions, it could have an adverse effect on our
return to shareholders.

Losing key management could reduce our competitiveness and prospects for future
success

Our future success and growth depends partly on the expertise and experience of our key management. There is no
assurance that we will be able to retain key management. Losing these individuals could have a material adverse effect on our operations and financial condition.

Our assessment of goodwill or capital assets for impairment may result in a non-cash charge against our
consolidated net income

We are required to assess our goodwill balance for impairment at least annually, and our capital
assets balance for impairment when certain internal and external factors indicate the need for further analysis. We calculate impairment based on managements estimates and assumptions. We may consider several factors, including any declines in
our share price and market capitalization, lower future cash flow and earnings estimates, significantly reduced or depressed markets in the our industry, and general economic conditions, among other things. Any impairment write down to goodwill or
capital assets would result in a non-cash charge against net earnings, and it could be material.

Our
credit ratings may change

Credit ratings affect our financing costs, liquidity and operations over the long term and are
intended as an independent measure of the credit quality of long-term debt. Credit ratings affect our ability to obtain short and long-term financing and the cost of this financing, and our ability to engage in certain business activities
cost-effectively.

If a rating agency reduces its current rating on our debt, or downgrades us, or we experience a negative change
in our ratings outlook, it could have an adverse effect on our financing costs and access to liquidity and capital.

The price of our common shares can fluctuate

The price of our common shares can fluctuate. Several
factors can cause volatility, including increases or decreases in revenue or earnings, changes in revenue or earnings estimates by the investment community, failure to meet analysts expectations, changes in credit ratings, and speculation in
media or investment community about our financial condition or results of operations. General market conditions and Canadian, U.S., or international economic factors and political events unrelated to our performance may also affect the price of our
common shares. Investors should therefore not rely on past performance of our common shares to predict the future performance of our common shares or financial results.

Selling additional common shares could affect share value

We may issue additional common shares in the future to fund our needs or those of other entities owned directly or indirectly by us, as
authorized by the Board. We do not need shareholder approval to issue additional common shares, and shareholders do not have any pre-emptive rights related to share issues (see Our Capital Structure, on page 15).



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Any difficulty in retaining, replacing, or adding personnel
could adversely affect our business

Our ability to provide reliable services depends on the availability of well-trained,
experienced crews to operate our field equipment. We must also balance our need to maintain a skilled workforce with cost structures that fluctuate with activity levels. We retain the most experienced employees during periods of low utilization by
having them fill lower level positions on field crews. Many of our businesses experience manpower shortages in peak operating periods, and we may experience more severe shortages if the industry adds more rigs, oilfield service companies expand, and
new companies enter the business.

We may not be able to find enough skilled labour to meet our needs, and this could limit growth.
We may also have difficulty finding enough skilled and unskilled labour in the future if demand for our services increases. Shortages of qualified personnel have occurred in the past during periods of high demand. The demand for qualified rig
personnel generally increases with stronger demand for land drilling services and as new and refurbished rigs are brought into service. Increased demand typically leads to higher wages that may or may not be reflected in any increases in service
rates.

Other factors can also affect our ability to find enough workers to meet our needs. Our business requires skilled workers
who can perform physically demanding work. Volatility in oil and natural gas activity and the demanding nature of the work, however, may prompt workers to pursue other kinds of jobs that offer a more desirable work environment and wages competitive
to ours. Our success depends on our ability to continue to employ and retain skilled technical personnel and qualified rig personnel; if we are unable to, it could have a material adverse effect on our operations.

As a foreign private issuer in the U.S., we may file less information with the SEC than a company
incorporated in the U.S.

As a foreign private issuer, we are exempt from certain rules under the United States
Exchange Act of 1934 (the Exchange Act) that impose disclosure requirements, as well as procedural requirements, for proxy solicitations under Section 14 of the Exchange Act. Our directors, officers and principal shareholders are also exempt
from the reporting and short-swing profit recovery provisions of Section 16 of the Exchange Act. We are not required to file periodic reports and financial statements with the SEC as frequently or as promptly as U.S. companies whose securities are
registered under the Exchange Act, nor are we generally required to comply with Regulation FD, which restricts the selective disclosure of material non-public information. As a result, there may be less publicly available information about us than
U.S. public companies and this information may not be provided as promptly. In addition, we are permitted, under a multi-jurisdictional disclosure system adopted by the U.S. and Canada, to prepare our disclosure documents in accordance with Canadian
disclosure requirements, including preparing our financial statements in accordance with International Financial Reporting Standards (IFRS), which differs in some respects from U.S. GAAP.

We have retained liabilities from prior reorganizations

We have retained all liabilities of our predecessor companies, including liabilities relating to corporate and income tax matters.

We may become a passive foreign investment company, which could result in adverse U.S. tax consequences to
U.S. investors

Management does not believe that we are or will be treated as a passive foreign investment company
(PFIC) for U.S. tax purposes. However, because PFIC status is determined annually and will depend on the composition of our income and assets from time to time, it is possible that we could be considered a PFIC in the future. This could
result in adverse U.S. tax consequences to a U.S. investor. In particular, a U.S. investor would be subject to U.S. federal income tax at ordinary income rates, plus a possible interest charge, for any gain derived from a disposition of common
shares, as well as certain distributions by us. In addition, a step-up in the tax basis of our common shares would not be available if an individual holder dies.



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An investor who acquires 10% or more of our common shares may be subject to taxation
under the controlled foreign corporation (CFC) rules.

Under certain circumstances, a U.S. person who directly or indirectly
owns 10% or more of the voting power of a foreign corporation that is a CFC (generally, a foreign corporation where 10% of the U.S. shareholders own more than 50% of the voting power or value of the stock of the foreign corporation) for 30 straight
days or more during a taxable year and who holds any shares of the foreign corporation on the last day of the corporations tax year must include in gross income for U.S. federal income tax purposes its pro rata share of certain income of the
CFC even if the share is not distributed to the person. We are not currently a CFC, but this could change in the future.

MATERIAL INTERESTS, EXPERTS AND MATERIAL CONTRACTS

Material Interests

None of our directors, executive officers, or any shareholder who beneficially owns, or controls or directs, directly or
indirectly, more than 10% of our outstanding common shares, or any of their known associates or affiliates, have had a direct or indirect material interest in any transaction affecting us in the three most recently completed financial years or
during 2016 to the date of this AIF, or in any proposed transaction that has had or is reasonably expected to have a material effect on Precision.

Interests of Experts

KPMG LLP (KPMG) are the auditors of Precision and have confirmed that they are independent with respect to Precision within the
meaning of the relevant rules and related interpretations prescribed by the relevant professional bodies in Canada and any applicable legislation or regulations and also that they are independent accountants with respect to Precision under all
relevant U.S. professional and regulatory standards.

Material Contracts

Other than contracts we entered into in the ordinary course of business, we had six material contracts in effect at the end of 2015.

| | ¡ |  | Senior Credit Facility agreement | 
| | - |  | -------------------------------- | 

| | ¡ |  | 2020 Note Indenture | 
| | - |  | ------------------- | 

| | ¡ |  | 2019 Note Indenture | 
| | - |  | ------------------- | 

| | ¡ |  | 2021 Note Indenture | 
| | - |  | ------------------- | 

| | ¡ |  | 2024 Note Indenture | 
| | - |  | ------------------- | 

| | ¡ |  | Shareholder Rights Plan Agreement | 
| | - |  | --------------------------------- | 

For details of our Senior Credit Facility agreement and each of the Note Indentures, see Our
Capital Structure  Material Debt, on page 17. For details of our Shareholder Rights Plan Agreement, see Our Capital Structure  Common Shares  Shareholder Rights Plan, on page 16. We filed copies of these contracts, other
than the Senior Credit Facility agreement, on SEDAR and on EDGAR.



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LEGAL PROCEEDINGS AND REGULATORY ACTIONS

Except as noted below, we are not a party to, and our properties are not the subject of, any material legal proceedings. We are also not
aware of any potential material legal proceedings. We have not entered into any settlement agreements or been subject to any penalties or sanctions imposed by a court relating to securities legislation or by a securities regulatory authority or by a
court or regulatory body that would likely be considered important to a reasonable investor in making an investment decision.

In
August 2014, the Ontario Court of Appeal ruled in favour of Precisions wholly owned subsidiary, Inter-Leasing, Inc., reversing a prior decision by the Ontario Superior Court of Justice regarding the reassessment of Ontario income tax for
Inter-Leasing, Inc.s 2001 through 2004 taxation years. The Ontario Minister of Revenue subsequently made an application to the Supreme Court of Canada seeking leave to appeal the Ontario Court of Appeal decision. In March 2015, the
Supreme Court of Canada denied the Ontario Minister of Revenues application for leave to appeal. The decision by the Supreme Court of Canada brought the appeal process to an end. In April 2015, we received payment of $69 million from the
Ontario tax authorities, representing $55 million for the refund of assessed taxes and $14 million in interest.

GOVERNANCE

Board of Directors

Our by-laws provide that the Board has full, absolute and exclusive power, control, authority and discretion to manage Precisions
business and affairs, subject to the rights of our shareholders.

Directors are elected at each annual meeting of shareholders for a
one-year term.

The table below provides information about each director, including his or her name, place of residence, current
position with Precision and principal occupation during the last five years.



Name and Place of  Residence

Position Held with Precision

Principal Occupation
During the Last Five Years

Director
SinceWilliam T. DonovanNorth Palm Beach, Florida United States

Director 
Member, Audit Committee 
Member, Corporate Governance, Nominating and Risk Committee (chair     since May 2012)

Currently a private equity investor and a director of several private companies in the U.S., the United
Kingdom and Russia.  Previously Chairman of the Board of Rockland Industrial Holdings, LLC from
April 2006 until December 2013.

December
2008Brian J. Gibson, ICD.DMississauga, Ontario,
Canada

Director 
Member, Audit Committee 
Member, Corporate Governance, Nominating and Risk Committee

Currently Chief Executive Officer and Chief Investment Officer of TAVANI Relationship Investors Inc., an
investment management firm, since August 2015.  Previously Senior Vice President, Public
Equities and Hedge Funds of AIMCo from December 2008 until his retirement in May 2012.

May 2011Allen R. Hagerman, FCA,        
ICD.D Millarville, Alberta,
Canada

Director 
Member, Audit Committee (chair since May 2012) 
Member, Human Resources and Compensation Committee

Currently a private investor and corporate director.
 Previously Executive Vice President of Canadian Oil Sands Limited from May 2008 until his
retirement in December 2014.

December
2006Catherine J. Hughes
Calgary, Alberta, Canada

Director 
Member, Corporate Governance, Nominating and Risk Committee 
Member, Human Resources and Compensation Committee

Currently a corporate director. 
Previously with Nexen Inc., where she served as Vice President, Operational Services, Technology and Human Resources from December 2009 until November 2011,
and as Executive Vice President, International from December 2011 until her retirement in April 2013.

May 2013




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Name and Place of  Residence

Position Held with Precision

Principal Occupation
During the Last Five Years

Director          SinceSteven W. Krablin
Spring, Texas, United States

Director 
Member, Audit Committee 
Member, Human Resources and Compensation Committee

Currently a private investor and corporate director.
 Previously served as President, Chief Executive Officer and Chairman of the Board of T-3 Energy
Services Inc., an oilfield services company, from March 2009 until the sale of the company in January 2011.

May 2015Stephen J.J. Letwin
Toronto, Ontario, Canada

Director 
Member, Corporate Governance, Nominating and Risk Committee 
Member, Human Resources and Compensation Committee

Currently President and Chief Executive Officer and a director of IAMGOLD Corporation since
November 2010.  Previously a senior executive with Enbridge Inc. from 1999 until 2010,
including Executive Vice President of Gas Transportation & International.

December
2006Kevin O. Meyers, Ph.D.Anchorage, Alaska,
United States

Director 
Member, Corporate Governance, Nominating and Risk Committee 
Member, Human Resources and Compensation Committee (chair since May 2012) 
Also attends management committee known as the Safety Council

Currently an independent energy consultant and corporate director.
 Previously a senior executive of ConocoPhillips for the 10 years prior to his retirement in 2010,
most recently as Senior Vice President Exploration and Production, Americas.

September 2011Kevin A. Neveu
Houston, Texas, United States

President and Chief Executive Officer and Director

Currently President and Chief Executive Officer of Precision since January 2009.
 Appointed Chief Executive Officer and a director of Precision in August 2007.

August 2007Robert L. Phillips, Q.C.
West Vancouver, British Columbia, Canada

Director (Chairman of the Board since August 2007)
 Member, Audit Committee 
Member, Corporate Governance, Nominating and Risk Committee 
Member, Human Resources and Compensation Committee

Currently a private investor and corporate director.
 Retired in 2004 as President and Chief Executive Officer of BCR Group of Companies.

May 2004


Other Important Information About the Directors

No director or executive officer is or has been a director, chief executive officer, or chief financial officer of any company in the
last 10 years that during their term or after leaving the role if the triggering event occurred during their term was:

| | ¡ |  | the subject of a cease trade order (or similar order) or | 
| | - |  | -------------------------------------------------------- | 

| | ¡ |  | denied access to any exemption under securities legislation (for more than 30 consecutive days). | 
| | - |  | ------------------------------------------------------------------------------------------------ | 

In addition, no director or executive officer, nor any shareholder holding a sufficient number
of Precision shares to materially affect control of Precision, is or has been:



| | ¡ |  | personally, or a director or executive officer of a company in the last 10 years that, during their term or within a year of leaving the role: | 
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------- | 

| |  |  | became bankrupt | 
| | - |  | --------------- | 

| |  |  | made a proposal under any bankruptcy or insolvency laws | 
| | - |  | ------------------------------------------------------- | 

| |  |  | was subject to or instituted any proceedings, arrangement or compromise with creditors, or | 
| | - |  | ------------------------------------------------------------------------------------------ | 

| |  |  | had a receiver, receiver manager or trustee appointed to hold its assets | 
| | - |  | ------------------------------------------------------------------------ | 

| | ¡ |  | personally: | 
| | - |  | ----------- | 

| |  |  | subject to penalties or sanctions imposed by a court related to Canadian securities legislation or a Canadian securities regulatory authority | 
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------- | 

| |  |  | party to a settlement with a Canadian securities regulatory authority, or | 
| | - |  | ------------------------------------------------------------------------- | 

| |  |  | subject to any other penalties or sanctions imposed by a court or regulatory body that a reasonable investor would consider important. | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------- | 



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Audit Committee

The Audit Committee currently has five members, all of whom are independent directors:

| | ¡ |  | Allen R. Hagerman (chair), William T. Donovan, Brian J. Gibson, Steven W. Krablin, and Robert L. Phillips | 
| | - |  | --------------------------------------------------------------------------------------------------------- | 

The Audit Committee is a standing committee appointed by the Board to assist it in fulfilling
its oversight responsibilities with respect to financial reporting.

Each member of the Audit Committee must be independent and
financially literate to meet regulatory requirements in Canada and the U.S. The Board looks at the directors ability to read and understand the financial statements of an operating business with similar complexity as Precision in determining
whether a director is financially literate, and has determined that each member is independent and financially literate within the meaning of National Instrument 52-110 and the corporate governance standards of the NYSE.

Mr. Donovan, Mr. Gibson, Mr. Hagerman, and Mr. Krablin are all considered audit committee financial experts under SEC rules. They meet
the requirements because of their training and experience.

Relevant Education and Experience

Each Audit Committee member has general business experience and education relevant to performing his responsibilities as a member of the
committee:

| | ¡ |  | Allen R. Hagerman (chair) was the Executive Vice President, Canadian Oil Sands Limited from May 2008 until December 2014 and was Chief Financial Officer of Canadian Oil Sands Limited from 2003 until 2007. He
currently serves on the audit committee of another public company and has prior audit committee experience. Mr. Hagerman received a B.Comm. from the University of Alberta in 1973. He has a Chartered Accountant designation and an FCA designation from
the Institute of Chartered Accountants of Alberta and a Corporate Finance Qualification (CF) from the Canadian Institute of Chartered Accountants. Mr. Hagerman also received an MBA from the Harvard Business School in 1977 and the ICD.D designation
from the Institute of Corporate Directors. Mr. Hagerman was appointed to the Audit Committee in May 2007. | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | William T. Donovan is a private equity investor and a director of several private companies. He was Chairman of the Board of Rockland Industrial Holdings, LLC of Milwaukee, Wisconsin from April 2006 until
December 2013. He was a director of Grey Wolf, Inc. from 1997 until it was acquired by Precision Drilling Trust in December 2008. He was the Chief Executive Officer of Total Logistics, Inc. prior to February 2005, and President and
Chief Financial Officer of Christina Companies, Inc. prior to February 1999. Mr. Donovan has a B.Sc. degree (1974) and an MBA (1976) from the University of Notre Dame. Mr. Donovan was appointed to the Audit Committee in December 2008. | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | Brian J. Gibson is currently the Chief Executive Officer and Chief Investment Officer of TAVANI Relationship Investors Inc. and a director of Duff & Phelps, a global valuation and corporate finance advisory firm. He
was the Senior Vice President, Public Equities and Hedge Funds of AIMCo from December 2008 until his retirement in May 2012. He served as President of Panoply Capital Asset Management Inc., a private investment firm, from January until
December 2008, and was the Senior Vice President, Public Equities of the Ontario Teachers Pension Plan from August 1992 until January 2008. He has extensive experience in the analysis of public company financial statements and
control standards. Mr. Gibson received a B.Comm. from Laurentian University and an MBA from the University of Toronto and is a Chartered Financial Analyst. He also received the ICD.D designation from the Institute of Corporate Directors. Since 2012,
he has been a member of the Corporate Disclosure Policy Committee of the CFA Institute, which provides regulators with input and suggestions on potential changes in accounting standards and disclosures. Mr. Gibson was appointed to the Audit
Committee in July 2012. | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



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| | ¡ |  | Steven W. Krablin is a private investor and corporate director and currently serves on the audit committees of other public companies. He was President, Chief Executive Officer and Chairman of the Board of T-3 Energy
Services, Inc. from March 2009 until the sale of the company in January 2011. Mr. Krablin received a BSBA (Accounting major) degree from the University of Arkansas and is a retired certified public accountant (CPA). Mr. Krablin was
appointed to the Audit Committee in May 2015. | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | Robert L. Phillips experience includes executive level positions at several corporations and as a director of several public corporations including membership on a number of audit committees. Mr. Phillips received
a B.Sc. in chemical engineering in 1971 and an LLB in 1976 from the University of Alberta. Mr. Phillips was appointed to the Audit Committee in December 2008. | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

Pre-Approval Policies and Procedures

Under the committee charter, the Audit Committee recommends, for approval by the Board, the external auditors terms of engagement
and their remuneration. It must also review and pre-approve all permitted non-audit services that will be provided by the auditors, or any of its affiliated entities, to us or any of our affiliates, subject to minimum approval level exceptions under
applicable law.

In 2003, the committee implemented specific procedures for pre-approving services to be performed by the external
auditors and also specified certain services that the auditors are prohibited from performing. Management, together with the external auditors, must prepare a list of the proposed services for the coming year and submit it to the committee for its
review and approval. If the list includes services that have not been pre-approved by the committee, the chair of the Audit Committee or other designated member has the authority to pre-approve the services, as long as they are presented to the full
committee for ratification at the next scheduled meeting. The Audit Committee receives an update on the status of any pre-approved services at each regularly scheduled meeting.

Since these procedures were implemented, 100% of each of the services provided by the external auditors relating to the fees reported as
audit, audit-related, tax and all other fees have been pre-approved by the Audit Committee or a delegated member.

See
Appendix, on page 38, for the full text of our Audit Committee Charter.

Audit Fees

The table below shows the fees billed to us and our affiliates for professional services provided by KPMG LLP, our external auditors, in
fiscal 2015 and 2014:



|                                                                                                                                                          |  |      |           |  |      |   |           | 
|--------------------------------------------------------------------------------------------------------------------------------------------------------- |  | ---- | --------- |  | ---- | - | --------- | 
|Years ended December 31                                                                                                                                   |  | 2015 |           |  | 2014 |  
|Audit fees                                                                                                                                                |  |      |           |  |      |   |           | 
|for professional audit services                                                                                                                           |  | $    | 1,387,000 |  |      | $ | 1,733,000 | 
|Audit-related fees                                                                                                                                        |  |      |           |  |      |   |           | 
|for assurance and other services that relate to the performance of the audit or review of our financial
statements and are not reported as audit fees     |  |      | 37,000    |  |      |   |          | 
|Tax fees                                                                                                                                                  |  |      |           |  |      |   |           | 
|for tax advisory services, including assistance with preparing Canadian federal and provincial income tax
returns and international tax advisory services |  |      | 574,000   |  |      |   | 797,000   | 
|All other fees                                                                                                                                            |  |      |          |  |      |   |          | 
|Total                                                                                                                                                     |  | $    | 1,998,000 |  |      | $ | 2,530,000 | 



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Executive Officers

The table below provides information about each executive officer, including his or her name, place of residence, current positions and
offices with Precision, and principal occupation during the last five years:



|                                                 |                                                                                                                                                   |                                                                               
|------------------------------------------------ | ------------------------------------------------------------------------------------------------------------------------------------------------- | ------------------------------------------------------------------------------
|Name and Place of Residence                      |                                                                                                                                                   | Current Position with Precision and Positions Held During the Last Five
Years 
|Kevin
A. Neveu Houston, Texas, United States     |                                                                                                                                                   | President and Chief Executive Officer since January 2009                      
|                                                 | Chief Executive Officer since
August 2007                                                                                                        
|Niels
Espeland Dubai, United Arab Emirates       |                                                                                                                                                   | President, International since 2011                                           
|                                                 | Group Vice President, Drilling for
Weatherford International from 2007 until 2011                                                                
|Douglas B. Evasiuk
Houston, Texas, United States |                                                                                                                                                   | Senior Vice President, Sales and Marketing  North America since
February 2012
|                                                 | Vice President, Sales and Marketing
 North America from February 2011 until February 2012  Vice President, Sales and
Marketing from 1999 to 2011
|Veronica Foley
Houston, Texas, United States     |                                                                                                                                                   | Vice President, Legal and Corporate Secretary since
January 2015              
|                                                 | Associate General Counsel, Americas, from
April 2012 until January 2015  Senior Legal Counsel, from March 2010 to
April 2012                     
|Robert
J. McNally Houston, Texas, United States  |                                                                                                                                                   | Executive Vice President and Chief Financial Officer since 2010               
|                                                 |                                                                                                                                                  
|Darren
J. Ruhr Calgary, Alberta, Canada          |                                                                                                                                                   | Senior Vice President of Corporate Services since January 2012                
|                                                 | Vice President of Corporate Services from
2009 until January 2012                                                                                
|Gene
C. Stahl Houston, Texas, United States      |                                                                                                                                                   | President, Drilling Operations since 2008                                     
|                                                 |                                                                                                                                                  

As at December 31, 2015, our directors and executive officers as a group beneficially owned, or
controlled or directed, directly or indirectly, 1,146,433 common shares (approximately 0.4% of our issued and outstanding common shares).

OTHER INFORMATION

Controls and Procedures

Evaluation of Disclosure Controls and Procedures

Management, including our principal executive officer and our principal financial and accounting officer, evaluated the effectiveness of
our disclosure controls and procedures(defined in Rules 13a-15(e) and 15d-15(e) of the Exchange Act) as of December 31, 2015.

Based on that evaluation, our principal executive officer and principal financial and accounting officer have concluded that our
disclosure controls and procedures as of December 31, 2015 are effective in ensuring that information we are required to disclose in reports that we file or submit under the Exchange Act is:

| | ¡ |  | recorded, processed, summarized and reported within the time periods specified in the SEC rules and forms, and | 
| | - |  | -------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | accumulated and communicated to management, including the principal executive officer and principal financial and accounting officer, so they make timely decisions about the required disclosure. | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

While our principal executive officer and principal financial and accounting officer believe
that our disclosure controls and procedures are effective and provide a reasonable level of assurance, they do not expect that our disclosure controls and procedures or internal control over financial reporting will prevent all errors and fraud. A
control system can provide only reasonable, not absolute, assurance that the objectives of the system are met regardless of how well it was designed or functioning.



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Internal Control Over Financial Reporting

Management is responsible for establishing and maintaining adequate internal control over financial reporting, which is designed to
provide reasonable assurance about the reliability of financial reporting and preparation of financial statements for external purposes in accordance with IFRS.

Management, including our principal executive officer and principal financial and accounting officer, supervised and participated in an
evaluation of the design and effectiveness of our internal control over financial reporting as of the end of 2015. The evaluation was based on Internal Control  Integrated Framework, issued by the Committee of Sponsoring Organizations
of the Treadway Commission (COSO 2013). Based on this evaluation, management concluded that we maintained effective control over our financial reporting as of December 31, 2015.

There were no changes in our internal control over financial reporting in 2015 that have materially affected or are reasonably likely to
materially affect our internal control over financial reporting.

Managements Discussion and
Analysis

Managements discussion and analysis of our financial condition and results of operation (MD&A)
relating to our consolidated financial statements for the fiscal year ended December 31, 2015, forms part of our 2015 annual report and is incorporated by reference in this AIF. The MD&A appears on pages 2 to 51 of our 2015 annual report.

Transfer Agent and Registrar

Computershare, located in Calgary, Alberta, is the transfer agent and registrar of our common shares. In the U.S., our co-transfer agent
is Computershare Trust Company NA located in Canton, Massachusetts.

Additional Information About
Precision

Additional information about Precision is available on our website (www.precisiondrilling.com) and on
SEDAR (www.sedar.com). Copies are also available from us free of charge by contacting our Corporate Secretary:



|                                 |  |        |  |                                         
|-------------------------------- |  | ------ |  | ----------------------------------------
|Precision Drilling Corporation   |  | Email: |  | corporatesecretary@precisiondrilling.com
|800, 525  8th Avenue SW         |  | Phone: |  | 403.716.4500                            
|Calgary, Alberta, Canada T2P 1G1 |  | Fax:   |  | 403.264.0251                            

Additional information is available in the following documents:

| | ¡ |  | Management information circular (including information about director and officer remuneration and indebtedness and shares authorized for issuance under Precisions equity compensation plans) for the most recent
annual meeting of shareholders, which was held on May 13, 2015. | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

| | ¡ |  | Our 2015 annual report containing our annual consolidated financial statements and MD&A for the year ended December 31, 2015. | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------- | 

Copies are available on SEDAR.



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| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 37 |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
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APPENDIX

Audit Committee Charter

Purpose

The purpose of this document is to establish the terms of reference of the Audit Committee (the Committee) of Precision
Drilling Corporation (the Corporation). The Committee is a permanent committee of the Board of Directors of the Corporation (the Board or the Board of Directors) appointed to assist the Board of Directors in
fulfilling its oversight responsibilities with respect to financial reporting by the Corporation. Responsibility for accounting for transactions and internal control over financial reporting lies with senior management (Management) of
the Corporation.

The requirement to have an audit committee is established in Section 171 of the Business Corporations Act
(Alberta) and, in addition, is required pursuant to National Instrument 52-110  Audit Committees, as adopted by the Canadian Securities Administrators and the United States Securities Exchange Act of 1934, as amended (the Exchange
Act) for issuers listed on the New York Stock Exchange (the NYSE).

The Committee shall assist the Board of
Directors in fulfilling its oversight responsibilities with respect to:



| | ¡ |  | the integrity of financial reporting to the shareholders of the Corporation (Shareholders) and to the Corporations other stakeholders including investors, customers, suppliers and employees; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | the integrity of the accounting and financial reporting process and system of controls, including the internal and external audit process; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | the Corporations compliance with legal and regulatory requirements as they relate to financial reporting matters; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | the external auditors qualifications and independence; | 
| | - |  | ------------------------------------------------------- | 



| | ¡ |  | reporting protocol and independence of the internal auditor of the Corporation (Audit Services); | 
| | - |  | -------------------------------------------------------------------------------------------------- | 



| | ¡ |  | the work and performance of the Corporations financial management, Audit Services function and its external auditor; and | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | any other matter specifically delegated to the Committee by the Board of Directors or mandated under applicable laws, rules and regulations as well as the listing standards of the Toronto Stock Exchange (the
TSX) and NYSE. | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

Committee Responsibilities

The Committee shall:

Annual and Quarterly Financial Statements

| | ¡ |  | review and discuss with Management and the external auditor the annual and interim financial statements of the Corporation and related notes and managements discussion and analysis and make recommendations to the
Board of Directors for their approval; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | be satisfied that adequate procedures are in place for the review of the Corporations public disclosure of financial information extracted or derived from the Corporations financial statements and
periodically assess the adequacy of those procedures; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | review and oversee the work of the external auditor for the purpose of preparing or issuing an auditors report or performing other audit, review or attest services for the Corporation, including the resolution of
disagreements between Management and the external auditor regarding financial reporting; | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review and discuss with Management and the external auditor, as applicable: | 
| | - |  | --------------------------------------------------------------------------- | 



| |  |  | all critical accounting policies and practices to be used in the annual audit, | 
| | - |  | ------------------------------------------------------------------------------ | 



| |  |  | major issues regarding accounting principles and financial statement presentations, including any significant changes in the Corporations selection or application of accounting principles, and major issues as to
the adequacy of the Corporations internal controls and any special audit steps adopted in light of material control deficiencies, | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



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| |  |    |  |                                                             |  |  |  |  |  | 
| |  | 38 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
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| |  |  | analyses prepared by Management or the external auditor setting forth significant financial reporting issues and judgments made in connection with the preparation of the financial statements, including analyses of the
effects of alternative International Financial Reporting Standards (IFRS) methods on the financial statements of the Corporation and any other opinions sought by Management from an independent or other audit firm or advisor with respect
to the accounting treatment of a particular item, | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| |  |  | any problems, difficulties or differences encountered in the course of the audit work or restrictions on the scope of the external auditors activities or on access to requested information and Managements
response thereto, | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| |  |  | the effect of regulatory and accounting initiatives on the financial statements of the Corporation and other financial disclosures, | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------- | 



| |  |  | any reserves, accruals, provisions or estimates that may have a significant effect upon the financial statements of the Corporation, | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------ | 



| |  |  | the use of any pro forma or adjusted information not in accordance with IFRS; | 
| | - |  | --------------------------------------------------------------------------------- | 



| | ¡ |  | discuss with Management and the external auditor any accounting adjustments that were noted or proposed by the external auditor or Audit Services but were not adopted (as immaterial or otherwise), and Management or
internal control letters issued, or proposed to be issued by the Corporations external auditor and Managements response to such letters; | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review other financial information included in the Corporations Annual Report to ensure that it is consistent with the Board of Directors knowledge of the affairs of the Corporation and is unbiased and
non-selective; | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | upon the Committees request, receive from the Chief Executive Officer and Chief Financial Officer of the Corporation a certificate certifying in respect of each annual and interim report of the Corporation the
matters such officers are required to certify in connection with the filing of such reports under applicable securities laws and receive and review disclosures made by such officers regarding any significant deficiencies in the design or operation
of internal controls or material weaknesses therein and any fraud involving Management or persons who have a significant role in the Corporations internal controls; and | 
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | cause to be prepared any report required by law, regulations or stock exchange requirement to be included in the Corporations annual and quarterly reports. | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------ | 

Other Financial Filings and Public Documents

| | ¡ |  | review and recommend to the Board financial information of the Corporation, including any pro forma, adjusted or non-IFRS financial information and earnings guidance, contained in any filings
with the securities regulators or news releases related thereto (or provided to analysts or rating agencies). Consideration should be given as to whether the information is consistent with the information contained in the financial statements of the
Corporation or any subsidiary with publicly-listed securities. Such review and discussion should occur before public disclosure and may be done generally (consisting of discussing the types of information to be disclosed and the types of
presentations to be made). | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

Duties Related to Capital Expenditures

| | ¡ |  | review and recommend to the Board of Directors requests from Management for (a) any additional unbudgeted capital and (b) any replenishment of the Chief Executive Officers and/or Chairman of the Boards
capital approval authority under the Corporations Corporate Policy No. 2  Authority Levels; and | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | receive and review Authorizations for Expenditures from Management for material capital expenditures on a Notice of Allocation basis. | 
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------- | 



| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | ----------------------------------------------------------- |  | -- |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 39 |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  |                                                             |  |    |  | 



---

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Internal Control Environment

| | ¡ |  | ensure that Management, in conjunction with the external auditor and Audit Services, provide to the Committee an annual assessment on the Corporations control environment as it pertains to the Corporations
financial reporting process and controls; | 
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | in coordination with the Corporate Governance, Nominating and Risk Committees oversight of risk, review and discuss significant financial risks or exposures and assess the steps Management has taken to monitor,
control, report and mitigate such risk to the Corporation, including the Corporations risk assessment and risk management policies such as use of financial derivatives and hedging activities; | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review significant findings prepared by the external auditor and Audit Services together with Managements responses; | 
| | - |  | --------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review, in consultation with Audit Services and the external auditor, the audit plans of Audit Services and the external auditor and enquire as to the extent the planned scope can be relied upon to detect weaknesses in
internal controls, fraud, or other illegal acts. The Committee will assess the coordination of audit efforts to assure completeness of coverage and the effective use of audit resources. Any significant recommendations made by the auditor for the
strengthening of internal controls shall be reviewed and discussed with Management; | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review annually the administrative reporting protocol for the head of Audit Services; | 
| | - |  | ------------------------------------------------------------------------------------- | 



| | ¡ |  | review annually the performance and compensation of Audit Services; | 
| | - |  | ------------------------------------------------------------------- | 



| | ¡ |  | review and approve the annual Audit Services internal audit plan and all major changes to the plan, the internal auditing budget and staffing; | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review the following issues with Management and the head of Audit Services: | 
| | - |  | --------------------------------------------------------------------------- | 



| |  |  | significant findings of the Audit Services group as well as Managements response to them; | 
| | - |  | ------------------------------------------------------------------------------------------ | 



| |  |  | any difficulties encountered in the course of their internal audits, including any restrictions on the scope of their work or access to required information; and | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| |  |  | compliance with The Institute of Internal Auditors Standards for the Professional Practice of Internal Auditing; | 
| | - |  | ----------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review and annually approve the Audit Services Charter; | 
| | - |  | ------------------------------------------------------- | 



| | ¡ |  | approve the appointment, replacement or dismissal of the head of the Audit Services; | 
| | - |  | ------------------------------------------------------------------------------------ | 



| | ¡ |  | direct the head of Audit Services to review any specific areas the Committee deems necessary; and | 
| | - |  | ------------------------------------------------------------------------------------------------- | 



| | ¡ |  | confirm and assure, annually, the independence of Audit Services and the external auditor. | 
| | - |  | ------------------------------------------------------------------------------------------ | 

External Auditor

| | ¡ |  | recommend to the Board of Directors the appointment/reappointment of the external auditor; | 
| | - |  | ------------------------------------------------------------------------------------------ | 



| | ¡ |  | review with the external auditor and Management the general audit approach and scope of proposed audits of the financial statements of the Corporation, the objectives, staffing, locations, co-ordination and reliance
upon Management in the audit, the overall audit plans, the audit procedures to be used and the timing and estimated budgets of the audits; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | review the terms of the external auditors engagement letter and recommend to the Board of Directors the compensation to be paid by the Corporation to the external auditor; | 
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review the reasons for any proposed change in the external auditor and any other significant issues related to the change, including the response of the incumbent external auditor, and enquire as to the qualifications
of the proposed external auditor before making its recommendations to the Board of Directors; | 
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | be directly responsible for the retention of (including termination) and oversight of the work of any auditor engaged for the purpose of preparing or issuing an auditors report or performing other audit, review or
attest services for the Corporation, including the resolution of disagreements between Management or Audit Services and the auditor regarding financial reporting or the application of any accounting principles or practices; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| |  |    |  |                                                             |  |  |  |  |  | 
| |  | -- |  | ----------------------------------------------------------- |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
| |  | 40 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 



---

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| | ¡ |  | require the external auditor and Audit Services to report directly to the Committee; | 
| | - |  | ------------------------------------------------------------------------------------ | 



| | ¡ |  | provide the external auditor with notice of every meeting of the Committee and, at the expense of the Corporation, the opportunity to attend and be heard thereat, and if so requested by a member of the Committee,
require the external auditor to attend every meeting of the Committee held during the term of the office of the external auditor; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | approve all auditing services to be provided by the external auditor and non-audit services to be performed for the Corporation or any affiliated entities by the external auditor or any of their affiliates subject to
any de minimusexception allowed by applicable law. The Committee may delegate to one or more designated independent members of the Committee the authority to pre-approve non-audit services, provided that any audit or non-audit services that
have been pre-approved by any such delegate of the Committee must be presented to the Committee for ratification at its first scheduled meeting following such pre-approval; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | review and approve the disclosure with respect to audit and non-audit services provided by the external auditor; | 
| | - |  | ---------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review with the external auditor and Management the general audit approach and scope of proposed audits of the financial statements of the Corporation, the objectives, staffing, locations, co-ordination and reliance
upon Management in the audit, the overall audit plans, the audit procedures to be used and the timing and estimated budgets of the audits; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | discuss with the external auditor, without Management being present, (a) the external auditors judgment about the quality, integrity and appropriateness of the Corporations accounting principles and
financial disclosure practices as applied in its financial reporting and (b) the completeness and accuracy of the Corporations financial statements; | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | annually request and review a report from the external auditor regarding (a) the external auditors internal quality control procedures, (b) any material issues raised by the most recent internal quality control
review, Canadian Public Accountability Board or Public Company Accounting Oversight Board or other available peer review of the external auditor, or by any inquiry or investigation by governmental or professional authorities within the preceding
five years respecting one or more independent audits carried out by the firm, and any steps taken to deal with any such issues; | 
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review and confirm the independence of the external auditor, including all relationships between the external auditor and the Corporation; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | evaluate the qualifications and performance of the external auditor; | 
| | - |  | -------------------------------------------------------------------- | 



| | ¡ |  | review and approve hiring policies regarding partners, employees and former partners and employees of the present and former external auditor; | 
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | ensure that the lead audit partner of the external auditor and the audit partner responsible for reviewing the audit are rotated at least every five years as required by the Sarbanes-Oxley Act of 2002 and Regulation
S-X, and further consider rotation of the external auditor firm itself; and | 
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review the results of the annual external audit, including the auditors report to the Shareholders and any other reports prepared by the external auditor and the informal reporting from the external auditor on
accounting systems and internal controls, including Managements response. | 
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 

Other Review Items

| | ¡ |  | review any legal regulatory or compliance matter, claim or contingency that could have a significant impact on the financial statements of the Corporation, the Corporations compliance policies and any material
reports, inquiries or other correspondence received from regulators or governmental agencies and the manner in which any such legal matter, claim or contingency has been disclosed in the Corporations financial statements; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review the treatment for financial reporting purposes of any significant transactions which are not a normal part of the Corporations operations; | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------- | 



| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | ----------------------------------------------------------- |  | -- |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 41 |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  |                                                             |  |    |  | 



---

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| | ¡ |  | establish and periodically review procedures for (a) the receipt, retention and treatment of complaints received by the Corporation regarding accounting, internal accounting controls or auditing matters, and (b) the
confidential, anonymous submission by employees of the Corporation of concerns regarding questionable accounting or auditing matters or other matters that could negatively affect the Corporation, such as violations of the Corporations Code of
Business Conduct and Ethics; | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review with Management, Audit Services and the external auditor any significant complaints received related to disclosure, financial controls, fraud or other matters; and | 
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | oversee Managements process to ensure its disclosure regarding forward looking information is appropriate and thorough. | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------ | 

Insurance

| | ¡ |  | review annually the Corporations risk insurance programs, not including the directors and officers insurance program. | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------ | 

Committee Governance

| | ¡ |  | annually establish a set of objectives for the Committee for the respective calendar year, with the status of such objectives to be reviewed and evaluated by the Committee on a quarterly basis; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | meet in an in-camera session regularly with the external auditor, the head of Audit Services, members of Management and as a Committee alone; | 
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | meet in separate non-Management, closed sessions with any other internal personnel or outside advisors, as necessary or appropriate; and | 
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------- | 



| | ¡ |  | review annually its own performance. | 
| | - |  | ------------------------------------ | 

In addition to the foregoing items, the Committee shall have such other powers and duties as may
from time to time by resolution be assigned to it by the Board of Directors.

Limitation of Committees Role

While the Committee has the responsibilities and powers set forth in its Charter, it is not the duty of the Committee to prepare
financial statements, plan or conduct audits or to determine that the Corporations financial statements and disclosures are complete and accurate and are in accordance with IFRS and applicable rules and regulations. These are the
responsibilities of Management and the external auditor.

The Committee, the Chair of the Committee and any Committee members
identified as having accounting or related financial expertise are members of the Board of Directors, appointed to the Committee to provide broad oversight of the financial, risk and control-related activities of the Corporation, and are
specifically not accountable or responsible for the day-to-day operation or performance of such activities.

Although the designation
of a Committee member as having accounting or related financial expertise for disclosure purposes is based on that individuals education and experience, which that individual will bring to bear in carrying out his or her duties on the
Committee, such designation does not impose on such person any duties, obligations or liabilities that are greater than the duties, obligations and liabilities imposed on such person as a member of the Committee and Board of Directors in the absence
of such designation. Rather, the role of a Committee member who is identified as having accounting or related financial expertise, like the role of all Committee members, is to oversee the process, not to certify or guarantee the internal or
external audit of the Corporations financial information or public disclosure.



| |  |    |  |                                                             |  |  |  |  |  | 
| |  | -- |  | ----------------------------------------------------------- |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
| |  | 42 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 



---

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| |  |  |  |  |  |  |  |  |  | 



Committee Structure and Authority

(a) Composition

The Committee shall consist of not less than three directors as determined by the Board of Directors, at least 25 percent of whom must be
resident Canadians and all of whom shall qualify as independent directors pursuant to (i) National Instrument 52-110 Audit Committees(as implemented by the Canadian Securities Administrators and as amended from time to time) (NI
52-110); (ii) Section 303A.02 of the NYSE Listed Company Manual; (iii) Rule 10A-3 under the Exchange Act; and (iv) any additional requirements or guidelines for audit committee service under applicable securities laws and the rules of any
stock exchange on which the shares of the Corporation are listed for trading.

All members of the Committee shall be financially
literate, as defined in NI 52-110, and at least one member shall have accounting or related financial management expertise. In particular, at least one member shall have: (i) education and experience as a principal financial officer,
principal accounting officer, controller, public accountant or auditor or experience in one or more positions that involve the performance of similar functions; (ii) experience actively supervising a principal financial officer, principal accounting
officer, controller, public accountant, auditor or person performing similar functions; (iii) experience overseeing or assessing the performance of companies or public accountants with respect to the preparation, auditing or evaluation of financial
statements; or (iv) other relevant experience:



| | ¡ |  | an understanding of generally accepted accounting principles and financial statements; | 
| | - |  | -------------------------------------------------------------------------------------- | 



| | ¡ |  | the ability to assess the general application of such principles in connection with the accounting for estimates, accruals and provisions; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | expertise preparing, auditing, analyzing or evaluating financial statements that present a breadth and level of complexity of accounting issues that are generally comparable to the breadth and complexity of issues that
can reasonably be expected to be raised by the Corporations financial statements, or experience actively supervising one or more persons engaged in such activities; | 
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | 



| | ¡ |  | an understanding of internal controls and procedures for financial reporting; and | 
| | - |  | --------------------------------------------------------------------------------- | 

¡ an
understanding of audit committee functions.

Committee members may not, other than in their respective capacities as members of the
Committee, the Board of Directors or any other committee of the Board of Directors, accept directly or indirectly any consulting, advisory or other compensatory fee from the Corporation or any subsidiary of the Corporation, or be an affiliated
person (as such term is defined in the Exchange Act and the rules adopted by the U.S. Securities and Exchange Commission thereunder) of the Corporation or any subsidiary of the Corporation. For greater certainty, directors fees and fixed
amounts of compensation under a retirement plan (including deferred compensation) for prior service with the Corporation that are not contingent on continued service should be the only compensation an audit committee member may receive from the
Corporation.

No Committee member shall serve on the audit committees of more than three other issuers without prior determination
by the Board of Directors that such simultaneous service would not impair the ability of such member to serve effectively on the Committee.



| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | ----------------------------------------------------------- |  | -- |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 43 |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  |                                                             |  |    |  | 



---

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| |  |  |  |  |  |  |  |  |  | 



(b)  Appointment and Replacement of Committee Members

Each member of the Committee shall serve at the pleasure of the Board of Directors. Any member of the Committee may be removed or
replaced at any time by the Board of Directors, and shall automatically cease to be a member of the Committee upon ceasing to be a Director of the Corporation.

The Board of Directors may fill vacancies on the Committee by appointment from among its number. The Board of Directors shall fill any
vacancy if the membership of the Committee is less than three directors or Canadian residency requirements are not met. If and whenever a vacancy shall exist on the Committee, the remaining members may exercise all their power so long as a quorum
remains in office and minimum Canadian residency requirements are met.

Subject to the foregoing, the members of the Committee shall
be appointed by the Board of Directors annually and each member of the Committee shall hold office until the next annual meeting of the shareholders of the Corporation after his or her election or until his or her successor shall be duly qualified
and appointed.

(c)  Quorum

A majority of the Committee with at least 25 percent resident Canadians present in person or by telephone or other telecommunication
device that permits all persons participating in the meeting to speak to each other shall constitute a quorum.

(d)  Review
of Charter and Position of the Committee Chair

The Committee shall review and reassess the adequacy of this Charter and the
description of the Committee Chair at least annually and otherwise as it deems appropriate, and recommend changes to the Corporate Governance, Nominating and Risk Committee of the Board of Directors. The Committee shall reference this Charter in
establishing its annual goals and meeting objectives.

(e)  Delegation

The Committee may delegate from time to time to any person or committee of persons any of the Committees responsibilities that
lawfully may be delegated.

(f)  Reporting to the Board of Directors

The Committee will report through the Chair of the Committee to the Board of Directors on matters considered by the Committee, its
recommendations and performance relative to annual objectives and its Charter.

(g)  Committee Chair Responsibilities

The Board of Directors shall appoint a Chair of the Committee, who is expected to provide leadership to the Committee to enhance
its effectiveness. In such capacity, the Chair of the Committee will perform the duties and responsibilities set forth in the Position Description - Audit Committee Chair.

(h)  Calling of Meetings

Any member of the Committee, the Chairman of the Board of Directors, the Corporate Secretary of the Corporation or the external auditor
of the Corporation may call a meeting. The Committee shall meet at least four times per year and as many additional times as needed to carry out its duties effectively.



| |  |    |  |                                                             |  |  |  |  |  | 
| |  | -- |  | ----------------------------------------------------------- |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
| |  | 44 |  | Precision Drilling Corporation 2015 Annual Information Form |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 
| |  |    |  |                                                             |  |  |  |  |  | 



---

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| |  |  |  |  |  |  |  |  |  | 



(i) Notice of Meetings

Notice of the time and place of every meeting shall be given in writing or electronic communication to each member of the Committee at
least 48 hours prior to the time fixed for such meeting; provided, however, that a member may in any manner waive notice of a meeting. Attendance of a member at a meeting is a waiver of notice of the meeting except where a member attends a meeting
for the express purpose of objecting to the transaction of any business on the grounds that the meeting was not lawfully called.

(j) Procedure, Records and Reporting

Subject to any statute or articles or by-laws of the Corporation, the Committee shall fix its own procedures at meetings, keep records of
its proceedings and report to the Board of Directors, generally not later than the next scheduled meeting of the Board of Directors that follows the Committee meeting. In discharging its responsibilities, the Committee shall have full access to any
relevant records of the Corporation.

(k) Attendance of Others at Meetings

The Committee may request any officer or employee of the Corporation, members of Audit Services, the Corporations legal counsel, or
any external auditor, to attend a meeting of the Committee or to meet with any members of, or consultants to the Committee. The Committee shall also have the authority to communicate directly with Audit Services and the external auditor.

(l) Outside Experts and Advisors

The Committee may retain, and set and pay the compensation to, any outside expert or advisor, including but not limited to, legal,
accounting, financial or other consultants, at the Corporations expense, as it determines necessary to carry out its duties. The Committee will assure itself as to the independence of any outside expert or advisor.

Approved effective July 31, 2015



| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | ----------------------------------------------------------- |  | -- |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  | Precision Drilling Corporation 2015 Annual Information Form |  | 45 |  | 
| |  |  |  |  |  |                                                             |  |    |  | 
| |  |  |  |  |  |                                                             |  |    |  | 



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| |  | Precision Drilling Corporation    |  |     
| |  |                                   | 
| |  |                                   |  |      |  | 
| |  | Suite 800, 525  8th Avenue SW    |  |      |  | 
| |  | Calgary, Alberta, Canada T2P 1G1  |  |      |  | 
| |  | Telephone: 403.716.4500           |  |      |  | 
| |  | Email: info@precisiondrilling.com |  |      |  | 
| |  | www.precisiondrilling.com         |  |      |  | 
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