INVESTOR PRESENTATION May 2021 FORWARD LOOKING STATEMENTS

This document contains statements that constitute forward-looking statements within the meaning of applicable securities legislation. These forward-looking statements include, among others, the Company’s prospects, expected revenues, expenses, profits, expected developments and strategies for its operations, and other expectations, beliefs, plans, goals, objectives, assumptions, information and statements about possible future events, conditions, results of operations or performance. These forward-looking statements are identified by their use of terms and phrases such as “anticipate,” “achieve”, “achievable,” “believe,” “estimate,” “expect,” “intend”, “plan”, “planned”, and other similar terms and phrases. Forward-looking statements are based on current expectations, estimates, projections and assumptions that involve a number of risks and uncertainties, which could cause actual results to differ materially from those anticipated. These risks and uncertainties include: fluctuating prices for crude oil and natural gas; changes in drilling activity; general global economic, political and business conditions; weather conditions; regulatory changes; and availability of products, qualified personnel, manufacturing capacity and raw materials. If any of these uncertainties materialize, or if assumptions are incorrect, actual results may vary materially from those expected.

2 WHO WE ARE

. Trican is a leading Canadian energy services company, servicing wells in Drilling western Canada for more than 24 Cycle Completion Cycle years • Cementing Services • Fracturing . Our goal is to generate industry • Coil Tubing leading returns in an environmentally and socially responsible manner CUSTOMER . Provide specialized products and Full Cycle Technical services using equipment required for Production Expertise Cycle the exploration and development of oil and gas reserves • Engineering Support • Coil Tubing • Reservoir Expertise •Acidizing • Laboratory • Chemical Services Services . Trican service lines cover 60% to • Remedial 70% of a typical new well capital cost Cementing

3 OUR STRATEGIC PRIORITIES

Strengthen - Maintain market leading position in Fracturing and Cementing service lines Existing - Expand coil tubing Business Activate parked equipment (if return hurdles can be met)

- Adapt our business approach, integrating ESG to improve value ESG Differentiate with new technologies to reduce our environmental impact Achieve top Build strong community relationships in the areas we operate quartile ROIC

in our sector Share- - Return value to shareholders through share buyback program holder - Sell excess and permanently stranded capital equipment, return funds Return to the balance sheet

Cost Control & - Reduce costs for ourselves and our clients through efficiency improvements Efficiency and scale Gains

4 WESTERN CANADIAN SEDIMENTARY BASIN FOCUS

Market Leading Positions . Canadian market leader in fracturing

services (crewed HHP) Horn River British Columbia Alberta Saskatchewan Manitoba Shale FORT ST. JOHN . Canadian market leader in cementing Montney Shale services (based on rig count) GRANDE PRAIRIE Duvernay WHITECOURT Shale . Supporting service lines: coil tubing, HINTON NISKU RED DEER Viking nitrogen, acid Tight Deep ESTEVAN Oil Basin CALGARY BROOKS . Trican service line offerings cover MEDICINE HAT approximately 60% to 70% of Cardium Lower Bakken Spearfish resource well AFE costs Tight Oil Shaunavon Shale Tight Oil

5 DIVERSIFIED SERVICE LINES

2020 Revenues: Business Unit Breakdown

Market Leading Positions Other Coil Services 1% . Canadian market leader in fracturing 9% services (based on horsepower) Cementing 18% . Canadian market leader in cementing services (based on drilling rigs serviced)

. Supporting service lines: coiled tubing, nitrogen and acid

Hydraulic Fracturing 72%

6 FINANCIAL STRENGTH & RESILIENCY

Strong Financial Position . Strong free cash flow generation capability: • Q1 2021: $21 million (2020: $13 million)

• Can fund capital program as well as share buybacks Debt / Tangible Capital 0.60 $800 . Low financial leverage: $700 0.50 • March 31, 2021: $22.6 million of cash, no bank debt $600 0.40 • Clean balance sheet puts us in a strong position to $500 take advantage of attractive opportunities 0.30 $400 $300 0.20 $200 . Monetizing stranded capital by selling permanently (millions) Total Debt Debt / Tangible Capital Tangible / Debt 0.10 idled assets $100 • Since 2017, sold $80 million of excess property and - $

equipment at values approximating net book value Q1/15 Q2/15 Q3/15 Q4/15 Q1/16 Q2/16 Q3/16 Q4/16 Q1/17 Q2/17 Q3/17 Q4/17 Q1/18 Q2/18 Q3/18 Q4/18 Q1/19 Q2/19 Q3/19 Q4/19 Q1/20 Q2/20 Q3/20 Q4/20 Q1/21 • Sold software business in Q1 2021 for cash proceeds Total Debt (RHS) Debt / Tangible Capital of $6.5 million

. Positive non-cash working capital of ~ $70 million at March 31, 2021

7 RETURNING MONEY TO SHAREHOLDERS

Dividends and Share Repurchases: 2006-2021 ($000's)

. Since 2006, Trican has $120,000 $450,000 Cumulative Dividend (RHS) returned over $422 million to $400,000 shareholders $100,000 Cumulative NCIB (RHS) $350,000 Total Annual (LHS) . Invested over $195 million $80,000 Total Cumulative (RHS) $300,000 $250,000 repurchasing more than 27% $60,000

of the Company’s shares Annual $200,000 Cumulative since October 2017 $40,000 $150,000

$100,000 . NCIB has been renewed for $20,000 $50,000 2021 $- $- 2006 2008 2010 2012 2014 2016 2018 2020

8 RESPONSIBLY IMPROVING EFFICIENCY IN CANADA

Reducing our Environmental Impact and Improving Efficiency . Trican is committed to becoming an ESG leader in the WCSB and will issue its first sustainability report in Q3 2021 . Recently announced 30,000 HHP Tier 4 fleet displaces up to 85% of diesel fuel with cleaner burning natural gas, reducing on site emissions as well as tanker truck traffic on local roads

. Large natural gas dual fuel fleet (~ 170,000 HHP) helps reduce well costs and emissions . Introducing new technology to reduce tractors on location, reduce on site idling, and implementing equipment monitoring technology that will reduce repairs and extend equipment life

9 RESPONSIBLY IMPROVING EFFICIENCY IN CANADA

Reducing our Environmental Impact and Improving Efficiency . Fracturing: • High volume products delivered through bulk logistics, reducing transportation and handling by 50% • Development of friction reducers that maintain performance in 100% produced water • Reduced water consumption through use of high viscosity friction reducers to allow for higher sand concentrations • Introduction of nano surfactants to improve water flowback

. Cementing products: • Reduced use of carbon intensive cementitious materials through recycling and alternatives • Provide solutions to mitigate surface casing vent flows

. These developments reduce our environmental footprint and reduce costs for our customers

10 CANADIAN INDUSTRY & TRICAN COMPETITIVE POSITIONING AVAILABLE CAPACITY

. Existing idle equipment provides opportunity Service Line Total Active, Idled for incremental returns upon a market recovery Equipment Manned

• Substantial leverage on existing infrastructure 280,000 289,900 Fracturing (HHP) 569,900 and fixed cost structure upon recovery (6 fleets) (8 fleets)

• Assets are well-maintained and not scavenged Cementing (trucks) 49 21 28 • Can be activated by adding staff with little capital Coil Tubing (units) 25 6 19 • Approximately 8 fracturing fleets parked

12 CANADIAN INDUSTRY - INCREASED WELL SERVICE INTENSITY

WCSB – Tonnes / Well WCSB - Wells Drilled 1,896 2,000 12,000 10,853 10,924 1,800 1,696 1,570 1,600 10,000 1,400 1,298 8,000 6,959 1,200 1,080 6,648 878 5,376 1,000 6,000 4,810 4,114 800 594 3,963 3,604 600 510 4,000 2,963 400 2,000 200 - - 2013 2014 2015 2016 2017 2018 2019 2020 2013 2014 2015 2016 2017 2018 2019 2020E 2021E 2022E

Source: GeoLogic. ~ 1,200 wells currently captured for 2020 Source: Industry reports and internal estimates

. Estimate current fleet supply would be fully utilized with less than 6,000 wells . Continue to see an increase in well service intensity as pumping hours per day and proppant volumes per day continue to increase . Proppant placed has increased from 0.6 tonnes / meter in 2014 to 1.9 tonnes / meter in 2020 . Increases in service intensity result in more equipment required per well • Significant ESG benefit resulting from increased well intensity and corresponding reduced well counts

13 FRACTURING COMPETITIVE LANDSCAPE

CANADIAN CAPACITY Q1 2021

Hydraulic Capacity Active Fleets . Canadian competitive landscape Horsepower Crewed (HHP) more consolidated than the U.S. Trican 569,900 280,000 6 market Competitor A 275,000 202,000 4 . Expect an increase in active Competitor B 282,500 200,000 4 crewed fleets through the first half Competitor C 170,000 50,000 1 of 2021 Competitor D 250,000 160,000 3

Competitor E 175,000 150,000 3 . Larger crew sizes from increased concentration of Montney / Deep Competitor F* 100,000 100,000 3 Basin / Duvernay completions Competitor G* 75,000 75,000 4 1,897,400 1,217,000 28

* Smaller crews may not be suitable for higher intensity plays Source: Company reports and internal estimates

14 WELL SERVICES

Cement:

. Cement operations track very closely with Average Canadian Rig Count drilling rig activity 700

600 . Longer laterals have increased cement requirements 500 400

. Historically generated positive return on 300 capital despite recent market challenges 200

100 Coil: - . Adjusting business to current market 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 12 Month Avg. 60 Day Avg.

. 20 more units to add back into the market Source: Rig Locator, JuneWarren-Nickle’s Energy Group with little to no capital investment required

15 ALIGNING COST STRUCTURE TO NEW CANADIAN MARKET

. Lean, efficient organization: • Reduced fixed personnel costs by over 55% since Q1/20 • Parked half of our active equipment • Lowered capital spending to essential maintenance capital: estimated to be 3% to 5% of revenue in 2021 • Closely monitoring market conditions in 2021 and will adjust the size of operations and our cost structure to ensure positive operating cash flow

16 ENVIRONMENT, SOCIAL AND GOVERNANCE

Our primary focus areas are:

Safety People Development Environment

. Our frontline workers face dangers . Since 2017 we have invested over . Trican and its customers adhere to that are not typical in most office 200,000 hours of training time into strict environmental policies and workplace environments; therefore, it our people. regulations. is imperative we remain committed to safety. . Providing a safe and productive work . Trican has product offerings to environment that results in quality reduce freshwater consumption . A common measure for our safety service means training our people. while not impacting well productivity. performance is Lost Time Injury Rate (LTIR). . Majority of our operational people . Trican has the largest fleet of dual are trained as Class 1 driver trainers. fuel fracturing pumps and is . Trican has not accrued a Lost continuing to invest in more Time Injury since December of . Trican’s driver trainer program has technology such as tractorless 2019. allowed us to maintain our driver operations, idle reduction and trainer status despite significantly equipment monitoring technology . Robust COVID safety protocols and increased regulations. that will reduce repairs and extend response plan in place. equipment life.

17 INVESTMENT SUMMARY

• ROIC and capital • Largest Canadian • Equipment capacity discipline, focused on pressure pumping for incremental shareholder returns company with broad returns upon a market service offering recovery • Operating efficiencies will drive free cash • Strong customer • Financial position flow and profitability service, resulting in for opportunistic loyal customer base differentiation to • Adapting our improve returns business, integrating • Low debt positions ESG to improve allow Trican to • Minimal customer withstand near-term stakeholder value growth required to weakness RETURNS balance market STRENGTH • Strong asset coverage OPPORTUNITY

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