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THE EVOLUTION OF MOBILITY:

CSERIES Update

PHILIPPE POUTISSOUVICE-PRESIDENT MARKETING

BOMBARDIER COMMERCIAL AIRCRAFT

FEBRUARY 9TH, 2014

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FORWARD-LOOKING STATEMENTS

This presentation includes forward-looking statements. Forward-looking statements generally can be identified by the use of forward-looking terminology such as “may”, “will”, “expect”, “intend”, “anticipate”, “plan”, “foresee”, “believe” or “continue”, the negative of these terms, variations of them or similar terminology. By their nature, forward-looking statements require Bombardier Inc. (the “Corporation”) to make assumptions and are subject to important known and unknown risks and uncertainties, which may cause the Corporation’s actual results in future periods to differ materially from forecasted results. While the Corporation considers its assumptions to be reasonable and appropriate based on information currently available, there is a risk that they may not be accurate. For additional information with respect to the assumptions underlying the forward-looking statements made in this presentation, please refer to the respective sections of the Corporation’s aerospace segment (“Aerospace”) and the Corporation’s transportation segment (“Transportation”) in the fiscal year 2012 MD&A.

Certain factors that could cause actual results to differ materially from those anticipated in the forward-looking statements, include risks associated with general economic conditions, risks associated with the Corporation’s business environment (such as risks associated with the financial condition of the airline industry), operational risks (such as risks related to developing new products and services; doing business with partners; product performance warranty and casualty claim losses; regulatory and legal proceedings; to the environment; dependence on certain customers and suppliers; human resources; fixed-price commitments and production and project execution), financing risks (such as risks related to liquidity and access to capital markets, certain restrictive debt covenants, financing support provided for the benefit of certain customers and reliance on government support) and market risks (such as risks related to foreign currency fluctuations, changing interest rates, decreases in residual value and increases in commodity prices.) For more details, see the Risks and Uncertainties section in the fiscal year 2012 MD&A. Readers are cautioned that the foregoing list of factors that may affect future growth, results and performance is not exhaustive and undue reliance should not be placed on forward-looking statements. The forward-looking statements set forth herein reflect the Corporation’s expectations as at the date of this presentation and are subject to change after such date. Unless otherwise required by applicable securities laws, the Corporation expressly disclaims any intention, and assumes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

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BOMBARDIER – EVOLUTION OF MOBILITY

3Fiscal year ended December 31, 2012

The World’s OnlyManufacturer ofTrains and Planes

Bombardier Transportation

Revenues: $8.1 billion Order backlog : $33.7 billion Employees : 36,000

Revenues: $8.6 billion Order backlog : $32.9 billion Employees : 35,500

Bombardier Aerospace

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BOMBARDIER – OVER 6,800 AIRCRAFT FLYING

4

CHALLENGER GLOBAL LEARJET

Q-SERIES CRJ SERIES CSERIES

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TREND #1: EVOLUTION OF COMMERCIAL AIR TRAVEL

Forecast

Commercial Air Travel Demand Grows with GDP

1970-2032

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TREND #2: GLOBALIZATION OF DEMAND

~80%

1993-2012 DELIVERIES - ALL MARKET SEGMENTSIN WHICH BOMBARDIER COMPETES

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TREND #2: GLOBALIZATION OF DEMAND

~34%

2013-2032 FORECAST - ALL MARKET SEGMENTSIN WHICH BOMBARDIER COMPETES

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TREND#3: GROWTH MARKETS NEED SMALLER AIRCRAFT

8

MATURE MARKET GROWTH MARKET

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TREND #4 – NO GAP IN THE MARKET DEMAND

9 Mature market example based on USA data. Bombardier analysis.

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KEY OPPORTUNITIES IN INDIA

10* PDEW = Passengers Daily Each Way | Source : PaxIS data from DIIO MI

MANY UNSERVEDSECTORS WITH MORE

THAN 75 PDEW*

Airline Daily Frequency

Market Share

X 2 12.7%Y 4 87.3%

FREQUENCY IS KEY TO GAIN OR MAINTAIN

MARKET SHARE

Q400 NEXTGEN IS A KEY TOOL TO OPEN NEW

ROUTES IN INDIA

BOMBARDIER OFFERS SOLUTIONS TO INDIA

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KEY OPPORTUNITIES IN CHINA

11 Source: CAAC

55 NEW AIRPORTSBETWEEN 2011 & 2015

126 X TIER 3 AIRPORTS

57 X TIER 1 & 2 AIRPORTS

NEXT INVESTMENT SPOTLIGHT : REGIONAL AVIATION

CKG

KWE

CHINA EXPRESS

CRJ900 fleet now up to 8 aircraft,

serving 30 routes.

Flown over 600,000

passengers.

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OPEN SKIES AGREEMENTS CREATE HUGE OPPORTUNITIES IN SMALLER MARKETSKEY OPPORTUNITIES IN KOREA

12 * Open Skies Korea – China : arrangement only covers Hainan and Shandong provinces

CSERIES: RIGHT CAPACITY TO EXPAND NETWORK +

PREMIUM CABIN

SHIFT TOWARDS DIRECT FLIGHTS AND INCREASED

FREQUENCY

EVOLVING KOREAN OPEN SKIES AGREEMENTS :

2009 TO PRESENT

New City Pairs Created by Increased Liberalisation

*

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FLY ANYWHERE, ANYTIME WITH THE MOST PROFITABLE AIRCRAFTBOMBARDIER SOLUTIONS : FREQUENCIES BUILDER

13Assumptions: Type Spec Aircraft Configuration. For more details please visit: http://cseries.com/ - http://crjnextgen.com/ - http://q400nextgen.com

Optimized regional network solution

Optimized short-haul solution

Optimized 100- to 149-seat market segment solution

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PROVIDING REAL BENEFITSCLEAN-SHEET DESIGN OPTIMIZED FOR 100-TO 149-SEATS

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SMART SELECTION OF TECHNOLOGYCSERIES • 100% NEW AIRCRAFT

15

Fly-By-Wire

Improving efficiency with validated advanced technology…

Electric Brakes

Composite Wing

Advanced Al-Li Fuselage

Advanced Cockpit

Geared Turbofan

NiCad Battery

Air Management

System

… and also relying on current best in class

Hydraulic Systems

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50 200

A320A321

Airbus

737-900

Boeing

100 150

737-700

A319

737-800

E195

E170

E175E190Embraer

New Entrantabove 150 Seats

Bombardier

New entrants

CS100

CS300CRJ1000

CRJ900CRJ700

Q400

CSERIES: OPTIMIZED FOR THE 100- TO 149- SEAT SEGMENT

New Entrantsbelow 100 Seats

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50 200

A320A321

Airbus

737-900

Boeing

100 150

737-700

A319

737-800

E175E190Embraer

New Entrantabove 150 Seats

Bombardier

New entrants

CS100

CS300

neoneo

neo

-7 MAX

-8 MAX-9 MAX

E2E2

E195E2

CRJ1000

CRJ900CRJ700

Q400

New Entrantsbelow 100 Seats

CSERIES: OPTIMIZED FOR THE 100- TO 149- SEAT SEGMENT

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CSERIES AIRCRAFT : BEST OF BOTH WORLDS

Note: Based on a 500-NM trip in a North American environment (Fuel price: $3.20/US gallon). neo : new engine option. Source: Companies’ website, Bombardier analysis.

CS100

CS300

E190

A320neo

A319neo

Better trip cost than smaller regional jets

Same seat cost as next larger single-aisle aircraft

E195

737-700

A319

A320

A318

737-600

Cos

t per

Sea

t

Cost per Trip

Cash-operating-cost comparison

CSERIES : 15% CASH-OPERATING-COST ADVANTAGE

Bombardier products

Products in service

Products in development

Products in lower-seat segment

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INCREASING OUR PRESENCE ALL AROUND THE WORLD CSERIES MARKET PENETRATION

19* Letter of intent (LOI) | ** Conditional orders | 15 Bombardier customers + 2 lessees via IFC = 17*** As of January 16th 2014, following Al Qahtani Aviation Company (SaudiGulf) press release.

LUFTHANSA / SWISS

MALMÖ AVIATION

UP TO 445 COMMITMENTS ***

REPUBLIC AIRWAYS

CDB LEASING CO.LTD.**

LEASE CORPORATION (LCI)

ATLASJET *

ILYUSHIN FINANCE CORPORATION (IFC)

PRIVATAIR

AIR BALTIC

PORTER AIRLINES**

GULF AIR

ODYSSEYAIRLINES

UTAIR -UKRAINE

VIMAIRLINES

17

IRAQI AIRWAYS

KOREAN AIR

CUSTOMERS AND LESSEES WORLDWIDE

AL QAHTANI AVIATION(SAUDIGULF)

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3955

198

25

A319neo 737 MAX 7 CS100/300 E195 E2

BY FAR THE LARGEST NUMBER OF ORDERS AND CUSTOMERSCSERIES DOMINATES THE 100-TO 149-SEAT CATEGORY

20As of February 06th, 2014Data Source: pdxlight and Bombardier

100-149 Seat Firm Orders 100-149 Seat Customers

2 2

17

1

A319neo 737 MAX 7 CS100/300 E195 E2

of the firm orders62% of the of the

customers81%

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21PRIVATE AND CONFIDENTIAL© Bombardier Inc. or its subsidiaries. All rights reserved.

CSERIES NOW FLYING

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CSERIES : 7 AIRCRAFT IN VARIOUS STAGES

PRIVATE AND CONFIDENTIAL© Bombardier Inc. or its subsidiaries. All rights reserved.

12

3 4

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23© Bombardier Inc. or its subsidiaries. All rights reserved.

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