Sustainability Report 2025: Delivering Responsibly

Sustainability Report 2025 DELIVERING RESPONSIBLY

Table of contents About this report 6 6 Leadership message 8 Introduction from ADNOC’s Executive Leadership Team 8 Introduction from ADNOC’s Chief Sustainability & ESG Officer 9 Our 2025 performance at a glance 10 About ADNOC 12 Sustainability at ADNOC 20 ADNOC’s 2030 Sustainability Strategy 22 Our material sustainability topics 26 How we support the United Nations Sustainable Development Goals 28 Stakeholder engagement and partnerships 29 2025 Awards and recognitions 32 Keeping our people safe 36 HSE governance 37 Occupational health 37 Personal safety and work management system 38 Contractor HSE and welfare 39 Safety training and workforce engagement 39 Asset integrity and process safety management 42 Transportation safety 43 Emergency preparedness and crisis management 44 Business continuity management 45 Incident management 45 Advancing net zero 50 Decarbonizing our operations 51 Advancing low-carbon energy solutions 55 Protecting nature and biodiversity 60 Air quality 61 Water management 63 Spill prevention 67 Waste management 69 Nature and biodiversity 71 Empowering lives 78 In-Country Value program 79 Make it in the Emirates 81 Helping our people achieve their full potential 83 Corporate social responsibility 91 Social performance 101 Community engagement 102 How we operate 106 Our leadership 107 Enterprise risk management 112 Operating with integrity 116 Human rights and labor practices 120 Responsible sourcing 123 Cybersecurity and data privacy 124 Audit and assurance 127 Appendix 128 ESG data index 128 GRI index 136 List of abbreviations 146

About this report ADNOC’s 2025 Sustainability Report outlines our approach to embedding sustainability within our corporate strategy and operations, focusing on our most material sustainability topics. It highlights many of our ambitions, key initiatives and performance, with a particular emphasis on our 2025 achievements. Through this report, we showcase how our commitment to sustainability principles drives long-term value creation for our stakeholders. Reporting guidelines This report has been prepared in line with established environmental, social and governance (ESG) frameworks, standards and guidelines. It has been developed with reference to the Global Reporting Initiative (GRI) Standards 2021 and also draws guidance from the IPIECA guidelines. Moreover, we support the Ten Principles of the United Nations Global Compact (UNGC) on human rights, labor, the environment and anti-corruption. GRI reporting principles Accuracy Balance Clarity Comparability Completeness Sustainability Context Timeliness Verifiability Reporting boundaries This report covers calendar year 2025 (January 1 to December 31) and draws from the review of our 2025 double materiality assessment (DMA). The reporting boundary for sustainability performance data encompasses all ADNOC subsidiaries, where we hold responsibility for setting and enforcing standards. It covers all aspects of our operations where we maintain 100% operational control. The scope of this report includes ADNOC’s listed companies whose equity stakes were transferred to XRG P.J.S.C as part of an internal administrative restructuring, where ADNOC retains ultimate ownership and control through its 100% shareholding in XRG P.J.S.C (ADNOC Distribution, ADNOC Drilling, ADNOC Gas and ADNOC Logistics & Services). The reporting boundary does not currently extend to other XRG investments or portfolio companies. It excludes Borouge Pte joint venture activities outside the UAE and all Fertiglobe operations, both within and outside the UAE 1 . Where a KPI follows a different boundary, the boundary is noted in detail in the ESG data index. Financial figures are reported in US dollars ($) and UAE dirhams (AED). Internal validation and external assurance All figures in this report reflect 2025 performance as of December 31, 2025, unless noted otherwise. Some data may reflect rounded subtotals. The information presented is sourced from our internal reporting systems, where it is captured, recorded and subject to validation by reporting businesses and subject matter experts. The report has been approved by ADNOC’s Managing Director and Group CEO. EY has provided limited assurance on selected sustainability indicators in this report in accordance with international standards (see page 142). Any significant restatements of previously reported data are disclosed in the ESG data index section, with an explanation of the reason for the restatement and its impact, where applicable. Cautionary statement This report contains certain forward-looking statements (statements related to the future and not to past events with respect to businesses of ADNOC, including plans and objectives with respect to these items). These statements can be identified by the use of forward-looking terminology such as ‘targets’, ‘aims’, ‘plans’, ‘beliefs’, or similar wording or variations of it that refer to future actions, events, results or outcomes. Forward-looking statements and data presented herein are not guarantees of future performance and ADNOC’s actual performance may differ from those made in or suggested by these forward-looking statements and data. These forward-looking statements are to be read as qualified statements as they refer to or involve risks and uncertainties related to future expectations or future impacts beyond ADNOC’s control. Actual events, results or outcomes may differ materially from how they are stated or implied in these forward-looking statements. Historical, current and forward- looking sustainability-related statements included in this report are based on evolving standards and methodologies for measuring and reporting ESG matters. Their inclusion reflects the Company’s commitment to transparency and stakeholder engagement but does not imply that such information is considered material to the Company. Where we mention industry collaboration or partnerships, we may not agree with the positions taken by these organizations, but we believe our participation is nonetheless important to have an informed exchange of views. Contact point We encourage engagement and collaboration with stakeholders as we continue to advance our sustainability journey. For further information or questions, please contact: sustainability.hq@adnoc.ae To view our ESG data based on our sustainability topics and the GRI index, please refer to the ESG data index. 1 Borouge and Fertiglobe issue separate annual sustainability reports. 7 ADNOC Sustainability Report 2025 6 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Introduction from ADNOC’s Executive Leadership Team Delivering responsibly ADNOC delivers the energy the world needs, reliably, affordably and responsibly. Geopolitical events have reinforced the importance of energy security, stable supply and the role of institutions trusted to deliver through uncertainty. That is the standard we are measured by, and the standard we hold ourselves to. Resilience proves its worth precisely when it is needed. It is built over years, through long-term investment, disciplined operations, partnerships that hold under stress, and a workforce trained to perform when the stakes are high. That is the foundation we have built at ADNOC and that foundation carries a responsibility we take seriously. The world is using more of every form of energy, not less. Most of all, the world needs energy that is reliable, affordable and lower-carbon and we are determined to deliver all three. Meeting rising energy demand means putting all energy options on the table, including oil and gas, renewables, nuclear, carbon capture and the technologies still to come. Oil and gas remain essential to the global economy and producing them responsibly is part of how we support the transformation of energy systems. Our upstream carbon intensity of 7.0 kg CO₂e per barrel of oil equivalent is among the lowest in the industry. Masdar, the Abu Dhabi Future Energy Company in which ADNOC is a shareholder, now has 65 GW of renewable capacity in operation or development and is on the path to 100 GW by 2030. Through XRG, our international growth platform, we are channeling capital into the gas, chemicals and energy solutions the world needs. Sustainability is engineered into how we operate – integrity, governance and a culture of care underpin everything we do. The safety and wellbeing of our people remain our highest priority. Despite strengthening our systems and leadership accountability, we are deeply saddened to report two fatalities in 2025. Any loss of life is unacceptable, and each incident reinforces our responsibility to learn and improve. That responsibility is also shaping how we deploy advanced technology across our business. AI is transforming how we improve safety, run our facilities, manage our assets and increase efficiency. As we advance our ambition to become the world’s most AI- and tech-enabled energy company, we are deploying AI and robotics at scale, from the control room to the boardroom, to strengthen decision-making, enhance operational performance and keep our people safe. Our contribution is measured beyond barrels and megawatts. ADNOC’s In-Country Value program serves as a catalyst for the UAE’s growth and diversification by creating new economic and industrial opportunities for the private sector, while strengthening industrial sovereignty and long- term resilience. Since its inception, the ICV program has contributed $83.5 billion (AED 307 billion) to the UAE economy. Alongside our investment in people, communities and education, this is how energy translates into national strength. Energy will define the coming decade. Enabled by reliable and long-term partnerships, ADNOC intends to define what responsible delivery looks like, combining the security the world needs with the discipline the future demands. The world is changing fast. So are we. And we will continue to deliver for our customers, our shareholders, our partners, our communities and the UAE. Introduction from ADNOC’s Chief Sustainability & ESG Officer Strengthening resilience and delivering long-term value Responsible energy leadership is measured not by ambition alone, but by an ability to deliver progress while meeting the evolving energy needs of people, economies and industries everywhere. For ADNOC, this means embedding sustainability into how we plan, invest, operate and make decisions. It is how we manage performance, build resilience and uphold our responsibilities to our employees, our customers, our partners, our communities and the UAE. Our approach is grounded in practical action. We focus on solutions that are technically proven, commercially viable and capable of strengthening both our business and the wider energy system. ADNOC’s 2030 Sustainability Strategy gives this approach a clear framework with measurable targets across decarbonization, nature, people and safety. In 2025, we maintained our upstream greenhouse gas intensity of 7.0 kg CO₂e per barrel of oil equivalent, among the lowest in the world. We reduced Scope 1 emissions by 0.9 million tonnes, bringing cumulative reductions to 5 million tonnes since 2019, and avoided a further 5.1 million tonnes through the import of clean power. Since 2022, emission-reduction initiatives have delivered $242 million (AED 888 million) in realized savings. We also achieved our 2025 methane target, reaching an upstream methane intensity of 0.05 percent. And through Masdar, renewable capacity reached 65 GW. Each of these milestones makes progress toward our Net Zero by 2045 ambition. The same focus on measurable progress guides how we protect nature and manage resources responsibly. Last year, we maintained zero freshwater withdrawal across our operations, diverted more than 17,000 tonnes of waste from landfill and reached the milestone of 5 million mangroves planted, which is halfway toward our 10 million by 2030 goal. But responsible delivery must also create opportunity. In 2025, ADNOC returned $17.7 billion (AED 65 billion) to the UAE economy and signed $2.4 billion (AED 8.8 billion) in awards to support local manufacturing. We helped create 4,500 private-sector jobs for UAE Nationals. Women represented 24.9 percent of new national hires and 26.4 percent of senior leadership. Every ADNOC Group company board now includes women. Our people contributed 76,500 volunteering hours, while our community programs benefited more than 1.6 million people, and our STEM outreach engaged 86,200 students. AI and advanced technologies were key enablers of this progress. We trained 18,000 employees in agentic AI, strengthening our ability to use data to inform faster, smarter decision making. The pages that follow are more than a record of annual performance. They show how our strategy is designed to deliver value for the UAE, build operational resilience and position ADNOC to responsibly meet the energy needs of today. I am grateful to our teams and partners for the progress achieved in 2025, and confident in our ability to keep delivering responsible, at scale and with purpose. Ibrahim Al-Zu’bi Chief Sustainability & ESG Officer ADNOC Group 9 ADNOC Sustainability Report 2025 8 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

PROTECTING NATURE AND BIODIVERSITY Zero freshwater withdrawal of total water withdrawal of waste diverted from landfill >17,000 tonnes 2.5 million mangroves planted At a glance OUR 2025 PERFORMANCE ADVANCING NET ZERO $22 million (AED 81 million) realized cost savings from emission reduction initiatives 65GW combined renewable energy capacity through Masdar 0.9 million tCO₂e reduction in Scope 1 emissions 7kg CO₂e/boe upstream GHG intensity, one of the lowest carbon-intensity oil and gas producers in the world 0.05% upstream methane intensity avoided Scope 2 emissions through clean power imports 5.1 million tCO₂e SAFETY 0.10 total recordable injury rate (per million workhours) 0.06 lost time injury frequency (per million workhours) 2 fatalities EMPOWERING LIVES $17.7 billion (AED 65 billion) returned to the UAE economy >86,200 students reached through STEM education initiatives >18,000 employees trained in agentic Al >76,500 ADNOC employee volunteering hours $2.4 billion (AED 8.8 billion) in awards for local manufacturing 4,500 private sector jobs created for UAE Nationals 26.4% of senior leadership positions are held by women 24.9% of new UAE National hires are women of ADNOC Group company boards have women’s representation 100% people benefited from our CSR programs >1.6 million 11 ADNOC Sustainability Report 2025 10 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

ABOUT ADNOC

Our business Collaborative We work closely with our partners and peers, using collective strengths to deliver mutually beneficial results. We strive to raise teamwork to a higher level, solve issues together and innovate faster. By recognizing efforts and results, we build trust-based relationships, encourage information sharing and deliver constructive feedback. Efficient We are a performance-driven company dedicated to maximizing the value of every barrel of oil for the benefit of our people, our community, our partners and our nation. We also strive for excellence while minimizing wastage of resources. We take an energetic approach toward carrying out our responsibilities, look for continuous improvement, see projects through to completion and inspire others to do the same. Progressive We foster the UAE’s spirit of innovation to ensure that our business remains at the forefront of the global energy industry. Daily, we go beyond business as usual, do things differently and embrace new ways of thinking. Our culture empowers us to be change agents, where we share creative ideas, overcome challenges together and adapt to the evolving energy landscape quickly. Respectful We encourage a culture of inclusivity and mutual respect and always operate to the very highest professional and ethical standards. We look out for each other and promote open communication that supports our development as individuals and as an organization. We support constructive dialogue and active listening while respecting cultural diversity. Responsible We devote our efforts to making a positive difference in our community while maintaining an unwavering commitment to health, safety and the environment. We take the initiative to identify new opportunities, honor our obligations and stay responsible for our contributions. By adopting a ‘can do’ approach, we motivate each other, demonstrate a spirit of excellence and achieve amazing results. For over 50 years, ADNOC has been providing energy to power homes, fuel industries and keep people connected. We enable long-term sustainable growth while future- proofing our business. We create opportunities for people, communities and economies to thrive through the energy we produce and the investments we make in the UAE and beyond. We are decarbonizing today’s energy and helping to build the energy system of the future. And we embrace the power of advanced technologies and artificial intelligence (AI) to drive transformational progress and enable the next era of global innovation and prosperity. Our values Our people are our most valuable asset. Together, we work to enhance the company’s performance, increase profitability and optimize efficiency. As a performance- driven company, we are strongly guided by the ADNOC Group values. Our values inspire the way we do business, inform our behavior and guide our decision-making. They incorporate the UAE’s spirit of dedication, accountability and higher purpose. Living our values helps us unlock possibilities, create opportunities and connect communities. We are proudly collaborative, efficient, progressive, respectful and responsible. Our values are rooted in a deep commitment to 100% health, safety and environment (HSE) – keeping employees, communities, the environment and assets safe from harm. ADNOC is an advanced and progressive international energy company taking transformative steps, in collaboration with our partners, to responsibly provide the energy that people and economies need to thrive. We strive to expand access to energy to meet rising demand, drive greater value and enable the transformation of global energy systems. As a reliable provider of some of the world’s least carbon- intensive hydrocarbons, we plan to grow our production capacity to 5 million barrels per day (bpd) by 2027. We are expanding our gas production, processing and liquefaction capacity in line with domestic and global energy demand. We are also investing in the energies of the future to help us deliver long-term sustainable value and growth. Our growth helps strengthen local supply chains and the UAE economy, creating value for our local and international partners. For example, our In-Country Value (ICV) program creates opportunities in the private sector for UAE Nationals. Building on decades of innovation, digital transformation and technology leadership, we are accelerating our ambition to become the world’s most AI-enabled energy company. We are integrating AI, robotics and advanced technologies across every facet of our operations at scale from the control room to the boardroom. By embedding intelligence across the energy value chain, we are enhancing efficiency, improving safety, reducing emissions and creating long-term value, while equipping our people with the skills, tools and confidence needed to lead in the intelligence era. People are at the heart of ADNOC. We are committed to developing talent, building future leaders and fostering a culture of collaboration. We also seek to strengthen national identity by championing initiatives that empower Emirati talent and reflect the UAE’s values. Through our network of integrated businesses across the energy value chain, we strive to responsibly meet the demands of an ever-changing energy market while driving long-term value and sustainable socioeconomic growth. Our Upstream Directorate is responsible for oil and natural gas exploration, development and production. It drives cost- efficient and safe delivery across our 29 producing fields, with a current production capacity of around 4.85 million bpd and around 11.5 billion standard cubic feet per day (bscfd) of gas, leveraging advanced technologies and AI to help maximize efficiency and reduce emissions. The UAE’s emphasis on the responsible development of its hydrocarbon resources has underpinned ADNOC’s disciplined approach to the management of Abu Dhabi’s oil and gas reservoirs. This responsible asset and environmental management, as well as our targeted focus on decarbonizing our production operations, places ADNOC in the top tier of the lowest carbon-intensity oil and gas producers in the world. Our Downstream Industry, Marketing and Trading Directorate plays a pivotal role in advancing economic growth, energy security and sustainability. Leveraging the scale and integration of our diversified portfolio, we deliver reliable, high-value products that meet the evolving needs of industries and communities worldwide. Our integrated refining and petrochemical operations in Al Ruwais Industrial City produce essential materials – from fuels to chemicals – that power economies and empower everyday life. Our integrated natural gas operations are expanding to supply both local and global markets with this important lower-carbon fuel contributing to the transformation of energy systems. We are also focusing on the production of a diverse energy mix including chemicals, low-carbon ammonia and methanol, while meeting the growing demand for cleaner energy. ADNOC Distribution aims to be the global mobility retailer of choice, enabler of sustainable mobility, and provider of exceptional customer experiences. We operate service stations in all seven emirates in the UAE, plus Saudi Arabia and Egypt, and sell lubricants in 53 countries across the world via distributors. Now in its 52nd year, ADNOC Distribution has 1,032 service stations: 568 in the UAE, 219 in Saudi Arabia, and 245 in Egypt. As a non-fuel retail leader in the UAE, it operates 386 ADNOC Oasis convenience stores and 37 vehicle inspection centers. Other leading services include car wash and lube change, with 400 electric vehicle (EV) charging points installed under the E2GO brand in the UAE. ADNOC Distribution is also a leading marketer and distributor of fuels to commercial, industrial, and government customers throughout the UAE. Through ADNOC Logistics & Services (ADNOC L&S), we provide integrated logistics, shipping and marine services to more than 50 countries worldwide. Our trading businesses have reshaped our global sales strategies, offering broader services and enhanced market reach for our crude and refined products. We launched XRG, a transformative international energy investment company, focused on natural gas, chemicals and scalable energy solutions to help deliver energy security and global growth. Headquartered in Abu Dhabi and wholly owned by ADNOC, XRG has an enterprise value (2025) of over $150 billion. XRG’s portfolio includes operating and non-operating interests in industry-leading companies that are meeting the rapidly increasing global demand for gas, chemicals and advanced materials. AIQ, our joint venture with Presight, is Abu Dhabi’s homegrown AI champion. Using more than 70 years of proprietary ADNOC data, AIQ is creating AI energy tools that allow us to go further and faster on our AI transformation journey. 15 ADNOC Sustainability Report 2025 14 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Energy is vital for human progress. From the conventional fuels that have powered development for generations to renewables and emerging clean energies, our diversified energy portfolio helps communities and economies thrive. Exploration & production Our exploration and production activities span both offshore and onshore fields, where we discover and extract crude oil and natural gas resources. These operations are supported by advanced drilling technologies that enhance efficiency and maximize recovery, ensuring a steady supply to fuel the world’s energy needs. ADNOC Offshore ADNOC Onshore ADNOC Sour Gas Al Yasat Petroleum Al Dhafra Petroleum ADNOC Drilling Refining & processing We transform the UAE’s natural resources into the energy, materials and building blocks that industries and communities around the world depend on. We drive energy transformation and economic progress at home and abroad. ADNOC Refining ADNOC Gas TA’ZIZ Chemicals Borouge PLC Petrochemicals Fertiglobe Ammonia and fertilizer Products & services • Crude oil • Condensate • Natural gas and LNG • Ethane • LPG • Sulfur • Distillates (gasoline, naphtha, jet A-1, gasoil and diesel, fuel oils) • Special products (base oil, carbon black, green coke and calcined coke) • Lubricants (automotive, industrial, marine, specialty) • Petrochemicals (ethylene, propylene, polyethylene, polypropylene, speciality polymers) • Fertilizers (urea, ammonia, nitrogen) • Low-carbon hydrogen Distribution We supply natural gas to homes, businesses and industries across the UAE, and deliver fuel and retail services for journeys in the UAE and beyond. ADNOC Distribution ADNOC City Gas Trading & transportation We ensure the efficient movement of energy products across the supply chain. We also trade crude oil, refined products, and petrochemicals worldwide, optimizing value and expanding our international footprint. ADNOC Logistics & Service ADNOC Trading ADNOC Global Trading Customers Utilities Agriculture Marine Aviation Manufacturing Road transportation Retail Engineering Telecomms Real estate Healthcare AI & technology AIQ, our joint venture with Presight, is Abu Dhabi’s homegrown AI champion. Leveraging more than 70 years of ADNOC’s proprietary data, AIQ is developing specialized solutions for the energy sector. Renewables ADNOC is a shareholder in Masdar, (Abu Dhabi Future Energy Company) one of the world’s leading renewable energy companies. Energy investment XRG is a transformative international energy investment company, focused on natural gas, chemicals and scalable energy solutions to help deliver energy security and global growth. Headquartered in Abu Dhabi and wholly owned by ADNOC, XRG has an enterprise value (2025) of over $150 billion. XRG’s portfolio includes operating and non-operating interests in industry-leading companies that are meeting the rapidly increasing global demand for gas, chemicals and advanced materials. ADNOC's value chain 17 ADNOC Sustainability Report 2025 16 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Downstream XRG • ADNOC Refining A UAE-based refiner with a global reach, supplying more than 40 million tonnes of high-quality refined products to markets around the world. • Borouge PLC A leading petrochemicals company that provides innovative and differentiated polyolefin solutions for the infrastructure, energy, mobility, healthcare, agriculture and advanced packaging industries. • ADNOC Logistics & Services A global energy maritime logistics company, delivering energy products to more than 100 customers in over 50 countries. • ADNOC Gas One of the world’s largest integrated gas processing companies, supplying around 60% of the UAE's natural gas requirements and serving customers in more than 20 countries. • TA’ZIZ A manufacturing, industrial services, logistics and utilities ecosystem that drives, supports and enables the production of chemicals value chains and transition fuels. • ADNOC Global Trading A trading company for our refined products such as diesel, gasoline, jet fuel and naphtha, along with supply feedstocks. • Fertiglobe The world’s largest seaborne exporter of urea and ammonia combined, the Middle East and Africa's largest producer of nitrogen fertilizers, and an early mover in low-carbon ammonia. • Arcius Energy Arcius Energy is a joint venture and natural gas platform, established by bp and XRG. Starting in Egypt, it aims to responsibly develop natural gas assets to meet growing domestic demand, while supporting energy security and regional economic development. • Covestro A world-leading manufacturer of high-quality polymer materials. With innovative products, processes and methods, Covestro improves quality of life and drives its vision to become fully circular. • Borouge International Formed as a joint venture between XRG and OMV by combining three regional leaders: Borouge, Borealis, and NOVA Chemicals. Borouge International brings together global scale, premium technologies, and deep application expertise to create the essential materials that advance modern life, enabling cleaner energy, safer transportation, smarter packaging, and a more circular economy worldwide. • ADNOC Distribution The largest fuel and convenience retailer in the UAE, operating fuel service stations across the seven emirates and selling lubricants across 53 countries worldwide. • ADNOC Trading A global energy trading company optimizing the value of ADNOC’s crude oil and refined products while enhancing market access and energy security. • ADNOC City Gas A local natural gas distribution company in Abu Dhabi, specializing in the supply and distribution of natural gas to residential, commercial and industrial customers. Upstream • ADNOC Onshore The oldest oil production company in the UAE, operating 11 oil and gas fields and two export terminals. • ADNOC Sour Gas A market leader in sour gas field development and a major international sulfur producer. • ADNOC Offshore One of the largest offshore hydrocarbon producers in the world, responsible for the development, production and delivery of oil and gas resources. • Al Yasat Petroleum A joint venture between ADNOC and China National Petroleum Corporation, driving efficient and effective exploration and development of new concession areas, onshore and offshore. • ADNOC Drilling The largest national drilling company in the Middle East by rig fleet size, providing integrated drilling services to enhance operational efficiency. • Al Dhafra Petroleum A key upstream operator dedicated to unlocking the UAE’s hydrocarbon resources through innovative and responsible energy production. ADNOC Group companies 19 ADNOC Sustainability Report 2025 18 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

SUSTAINABILITY AT ADNOC

Our 2030 Sustainability Strategy As a reliable and responsible energy company and key contributor to the UAE economy, ADNOC is committed to creating long-term value for our people, business and society. Guided by the vision of the late Sheikh Zayed bin Sultan Al Nahyan, the UAE’s Founding Father, we seek to balance economic development with environmental and social responsibility. We continue to pursue innovative and efficient ways to maximize the long-term value of Abu Dhabi’s natural resources, delivering on our commitment to support national progress while contributing to global priorities such as the United Nations Sustainable Development Goals (UN SDGs). We operate in a global energy system defined by increasing complexity, accelerating change and rising expectations around performance, transparency and accountability. Sustainability is integral to how we manage risk, strengthen resilience and remain competitive. Our long-standing commitment to sustainability shapes how we operate, allocate capital and drive performance. Our approach to sustainability is focused on responsible energy leadership and grounded in disciplined execution. We embed sustainability into core business processes, governance structures and decision- making frameworks to help ensure that our commitments translate into consistent, measurable outcomes across our operations. This approach supports ADNOC’s business strategy and our ability to reliably deliver the energy that billions of people around the world rely on. Consistent with national priorities and global frameworks, our 2030 Sustainability Strategy guides the translation of ambition into day-to-day delivery through governance, decision- making and performance management. As regulatory and stakeholder expectations of our sector evolve, so does our approach. We are strengthening the delivery mechanisms of our strategy through a systems- based approach focused on ownership, governance, data quality and assurance-ready reporting. This evolution supports deeper integration into core processes including strategic planning, capital investment, operational oversight and performance tracking. Advanced technologies, including AI, increasingly support how we operationalize sustainability by enhancing performance monitoring, strengthening risk management and enabling more informed decision-making across our operations. Our sustainability priorities are informed by regular double materiality assessments and ongoing stakeholder engagement, helping ensure that our approach remains aligned with evolving scientific insights, regulatory developments and stakeholder expectations. ADNOC’s 2030 Sustainability Strategy framework 2 2 Target due dates are set for 2030 unless otherwise specified. • UAE Energy Strategy 2050 • Abu Dhabi Climate Change Strategy • National Climate Change Plan • UAE National Determined Contribution (UNFCCC) • National Hydrogen Strategy • UAE Energy Strategy 2050 • UAE’s Net Zero 2050 Strategy Climate change and GHG emissions Generated $22 million (AED 81 million) in savings through emission reduction initiatives, with cumulative savings reaching $242 million (AED 888 million) since 2022 Achieve a 5% improvement in energy efficiency by 2025 (2018 baseline) Construction of the TA’ZIZ 1 mtpa lower-carbon ammonia facility under development Certified low-carbon ammonia exported to Japan Produce 1 million tonnes of low-carbon ammonia per annum Achieved an upstream GHG intensity of 7.0 kgCO₂e/boe, among the lowest carbon intensity producers in the industry Reduce operational emissions intensity by 25% (2019 baseline) Achieved upstream methane intensity of 0.05% Maintain upstream methane intensity <0.15% by 2025 Achieve near zero methane emissions in our operations Routine flaring performance in 2025 was maintained at 2024 levels Zero routine flaring Reduced Scope 1 emissions by 0.9 million tCO₂e, bringing total reductions to 5 million tCO₂e since 2019 Enabled 5.1 million tCO₂e of avoided emissions through clean power imports Achieve net- zero operational (Scope 1 and 2) emissions by 2045 Achieved 65 GW, through our shareholding in Masdar Deploy 100 GW of renewable generation capacity Achieved In progress CLIMATE, EMISSIONS AND ENERGY KEY PERFORMANCE STATUS MATERIAL TOPICS UAE STRATEGIC OBJECTIVES COMMITMENT Build carbon capture capacity of 10 million tonnes of CO₂ per annum Habshan and Hail and Ghasha CCUS projects progressed according to plan ADNOC Sustainability Report 2025 23 22 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

3 The prior-year freshwater withdrawal % was reported as a proportion of total water withdrawal to third party desalinated water supply. Following a detailed review, the definition of freshwater has been revised. Freshwater is defined as groundwater or surface water with a total dissolved solids (TDS) concentration of 1,000 mg/L or less. Based on the revised definition, there is no freshwater consumption associated with our operations. $17.7 billion (AED 65 billion) returned to the UAE economy $83.5 billion (AED 307 billion) since 2018 Created 4,500 private sector jobs, bringing total jobs created to 23,000 since 2018 Realized $2.4 billion (AED 8.8 billion) in awards for local manufacturing, $21.8 billion (AED 80 billion) since 2022 • Abu Dhabi Industrial Strategy • National In-Country Value (ICV) Program • Abu Dhabi Economic Vision 2030 • UAE Energy Strategy 2050 • National Hydrogen Strategy • Economic impacts • Impact on local communities Return $60 billion (AED 220 billion) to the UAE’s economy between 2025 to 2030 Create 25,000 new private-sector jobs for UAE Nationals by 2028 Locally manufacture $24.5 billion (AED 90 billion) products in the procurement pipeline by 2030 Surpassed ICV score of 50% Maintain an ICV score of more than 50% across our value chain ECONOMIC AND SOCIAL CONTRIBUTION Achieved In progress KEY PERFORMANCE STATUS MATERIAL TOPICS UAE STRATEGIC OBJECTIVES COMMITMENT Achieved In progress KEY PERFORMANCE STATUS MATERIAL TOPICS UAE STRATEGIC OBJECTIVES COMMITMENT WORKFORCE DIVERSITY AND DEVELOPMENT 100% of ADNOC Group company boards included women members Women held 26.4% of these positions • UAE Centennial 2071 • UAE Strategy for Talent Attraction and Retention • Abu Dhabi Economic Vision 2030 • ‘We the UAE 2031’ vision • Ethical employment practices • Non-discrimination and equal opportunity Appoint a minimum of one woman to every company board of directors by 2025 Achieved 62.8% Emiratization Achieve 70% Emiratization by 2030 Increase representation of women in middle- and senior-management appointments to 30% by 2028 4 4 Includes employees holding the following positions: Associate General Counsel, General Counsel, Vice Presidents, Senior Vice Presidents, Chiefs, Executives, Directors and middle management. Two fatalities recorded; investigations completed; strengthened controls and preventive measures implemented KEY PERFORMANCE STATUS MATERIAL TOPICS UAE STRATEGIC OBJECTIVES COMMITMENT Environmental Vision 2030 (Abu Dhabi) • Occupational health and safety • Asset integrity and critical incident management Be the global benchmark for safety and security with 100% HSE HEALTH, SAFETY AND SECURITY Achieved In progress KEY PERFORMANCE STATUS MATERIAL TOPICS UAE STRATEGIC OBJECTIVES COMMITMENT • Environmental Vision 2030 (Abu Dhabi) • UAE Biodiversity Strategy • UAE Water Security Strategy 2036 • National Air Quality Agenda 2031 • Air emissions • Waste management • Biodiversity • Water and water effluent management • Closure and rehabilitation • Resource use and circular economy Formalized the upstream water management strategy covering the full water lifecycle Minimize environmental impact through biodiversity, and water and waste management Achieved zero freshwater withdrawal Zero freshwater withdrawal annually 3 Planted 2.5 million mangroves in 2025, reaching 5 million mangroves since 2023 Plant 10 million mangroves ENVIRONMENT Achieved In progress Achieved In progress Risk management is integrated across operations and business planning, supported by regular risk reporting and the inclusion of strategic risks in business planning • Abu Dhabi Economic Vision 2030 • Environment Vision 2030 (Abu Dhabi) • Public policy • Technological innovation and digitalization • Business ethics Integrate risk management across all operations and business planning BUSINESS SUSTAINABILITY KEY PERFORMANCE STATUS MATERIAL TOPICS UAE STRATEGIC OBJECTIVES COMMITMENT ADNOC Sustainability Report 2025 24 25 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Our material sustainability topics Understanding our most relevant sustainability priorities is an important part of shaping a sustainability strategy that is both impactful and resilient. In 2024, ADNOC conducted its first comprehensive double materiality assessment (DMA) that was informed by existing standards and evolving global best practices. The assessment considered the impact of our activities on the economy, the environment and people (impact materiality), as well as the potential effect of sustainability-related risks and opportunities on our business performance (financial materiality). Reflecting input from a wide range of internal and external stakeholders, the assessment informs decisions we make across operations. We identified 16 material topics that we believe reflect the interests of our stakeholders, are strategically important to our business, and support our ability to create a positive impact across the value chain. During the 2025 reporting period, we reviewed the material topics from 2024 and determined that they remain unchanged. Understanding the context Longlist of topics and IROs 5 Current landscape assessment Topics Stakeholder mapping Impact, risks and opportunities (IROs) STEP 1 STEP 2 Identification of a long list of sustainability topics aligned with global standards (e.g. Sustainability Accounting Standards Board (SASB), GRI) Development of IROs for each topic in alignment with ADNOC’s ERM Horizon scanning and media assessments Oil and gas sector dynamics Peer benchmarking High-level value chain analysis Internal: employees, executive leadership External: suppliers and contractors, industry partners, government, regulators, investors, partners and shareholders Stakeholder engagement Analysis and validation Scoring criteria Analysis Engagement Validation STEP 3 STEP 4 Definition of scoring criteria and approach for assessment of IROs aligned with ADNOC’s enterprise risk management (ERM) Internal stakeholder engagement sessions and circulation of DMA surveys External stakeholder engagement Analysis of DMA results (impact and financial materiality) Prioritization of topics and identification of material topic list Validation of material topics with ADNOC executives Sign off on material topics by ADNOC Group • Economic impacts • Impact on local communities • Public policy • Technological innovation and digitalization • Business ethics • Ethical employment practices • Non-discrimination and equal opportunity • Occupational health and safety • Asset integrity and critical incident management • Air emissions • Waste management • Biodiversity • Water and water effluent management • Closure and rehabilitation • Resource use and circular economy Environment Workforce diversity and development Climate emissions and energy • Climate change and greenhouse gas (GHG) emissions Health, safety and security Economic and social contribution Business sustainability Material topics 5 IROs – Impacts, risks and opportunities. The material topics serve as a foundation for selecting relevant reporting metrics, increasing transparency and enhancing disclosures. We will revisit this assessment periodically to ensure that it reflects changing priorities, evolving stakeholder expectations and disclosure requirements, emerging risks and new opportunities for value creation. ADNOC Sustainability Report 2025 27 26 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

In supporting the UN SDGs, we prioritize those that are most relevant to our activities, our strategic focus and our ability to make a positive impact. Our commitment to supporting the United Nations Sustainable Development Goals Good Health & Wellbeing We protect our people’s safety and wellbeing through rigorous HSE standards, comprehensive risk management and a strong safety culture. We actively support health and wellbeing by encouraging our employees and the communities in which we operate to adopt healthy, active lifestyles. For example, we are the main sponsor of the Abu Dhabi Marathon and are actively working with the Abu Dhabi Sports Council to encourage participation. Quality Education Since 1974, we have invested in education as part of our dedication to building a sustainable, knowledge-based economy. Through strategic partnerships, we continue to support a wide range of science, technology, engineering and mathematics (STEM) programs, inspiring the next generation of scientists, engineers, data scientists and technology experts to drive future innovation and progress. Gender Equality We promote gender equality by embedding inclusive leadership development and advancing women’s representation in leadership and on boards through targeted programs and partnerships, while fostering a workplace culture grounded in equity and opportunity. Affordable and Clean Energy We are making strides to produce lower-carbon energy today while investing in the energy solutions of the future. By decarbonizing our oil and gas operations, expanding our low-carbon ammonia portfolio and investing in renewables through our shareholding in Masdar, we are helping transform energy systems. Decent Work and Economic Growth We are dedicated to fostering economic diversification, socioeconomic development and job creation. Through the In-Country Value (ICV) program, we aim to enable local businesses to benefit from planned large-scale projects while promoting the employment of UAE talent in the private sector, contributing to long-term national growth. Climate Action We rank among the world’s lowest carbon-intensity oil and gas producers, regularly investing in lowering the carbon footprint of the energy we produce. Our decarbonization efforts include expanding renewable energy investments, deploying cutting-edge climate technologies and advancing nature-based solutions; for example, we aim to plant 10 million mangroves by 2030. Life below Water We actively protect the UAE’s marine ecosystem. For example, we have installed artificial fish habitats to repopulate the area and developed a rescue and rehabilitation program for endangered sea turtles in the area surrounding the Hail and Ghasha development located in the Marawah Marine Biosphere Reserve, a United Nations Educational, Scientific and Cultural Organization (UNESCO) designated marine biosphere reserve. Life on Land Our commitment to protecting the natural environment is anchored in our operating framework and practices. We protect, preserve and restore biodiversity, especially in sensitive onshore and offshore areas. To support this commitment, we have established protected exclusion zones for the Arabian oryx and other endangered species. Partnerships for the Goals We believe that collaboration and partnerships are essential to achieve our business and sustainability goals. In addition to participating in the UN Global Compact, we belong to industry collaborations such as the International Association of Oil and Gas Producers (IOGP), Ipieca, the World Business Council for Sustainable Development (WBCSD), the Oil & Gas Methane Partnership (OGMP) 2.0 and the Oil & Gas Decarbonization Charter (OGDC). We seek to engage regularly with a diverse group of stakeholders, including government entities, industry partners, customers and communities, to better understand their expectations and inform our approach. Insights from these engagements help to shape our priorities and guide our strategy. Our approach to stakeholder engagement is tailored to the specific needs and interests of each stakeholder group, driving regular and constructive dialogue across our operations. Stakeholder engagement and partnerships Employees Stakeholder group How we engage • Internal communications: we engage employees through intranet updates, newsletters, emails, Microsoft Teams and Viva Engage, to support easy communication and collaboration. • Townhalls: we host townhalls during which leaders share key updates, address concerns and foster an open dialogue. • Employee engagement surveys: we conduct annual surveys to gather employee feedback, driving improvement in areas most relevant to our people. • Leadership site visits: our leadership and management teams regularly engage with employees to keep them informed of relevant changes and listen to their needs. • Corporate and department events and activities: we connect with employees through corporate and department events, team-building activities and corporate social responsibility (CSR) initiatives to strengthen engagement and teamwork. • Meetings with line managers for performance appraisals: we support employee growth by conducting regular performance appraisals, providing feedback and aligning career development with business goals. • Awards: we recognize employees for their contributions to ADNOC’s values and business objectives. • Talent development: we provide learning opportunities for employees to expand their competencies and skills, through on-the-job experience, work assignments, targeted training and coaching and mentoring. Suppliers and contractors How we engage • Local content: we provide local businesses with commercial opportunities and drive private sector Emiratization through our ICV strategy. • Workshops and forums: we engage in dialogue and feedback to extend ADNOC’s commitment to ethical business practices as defined in our Supplier and Partner Code of Ethics and dedicated contractor HSE and welfare manuals and corporate practices. • Supplier support service: we provide a hotline and email support for suppliers to communicate queries, suggestions and clarifications. • Performance evaluations: we conduct reviews and audits to monitor compliance with performance standards, worker welfare expectations and HSE plans. Customers and partners How we engage • Surveys and events: we assess our customers’ satisfaction and work to understand their evolving needs to improve our supply chain management. • Technical and board meetings: our concession partners are represented on the board of directors and advisory committees of ADNOC companies, which report on financial and operational performance. ADNOC Sustainability Report 2025 28 29 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Local communities How we engage • Social investment: we sponsor programs and initiatives to preserve local heritage, develop the local economy and empower youth in the places we work. • Campaigns: we raise awareness on key health and wellbeing issues. • Employee volunteering: we actively involve employees in local community programs. • Community-wide engagement: we engage with local government bodies, hospitals, schools and other key community members by hosting events and outreach programs, supporting local development projects and addressing specific concerns through open dialogue and partnership. • Community surveys: we gather feedback from our local community on their needs, assessing impacts and identifying areas for collaboration and community development. • Emiratization initiatives: we take action to incorporate Emirati talent in the workforce, offering them upskilling opportunities and career support. We have partnered with the Emirati Talent Competitiveness Council on the government’s Nafis program which promotes the representation of UAE Nationals in the private sector. • Youth initiatives: we engage young talent by providing hands-on experience and supporting education and career development. Our STEM for Life initiative supports young people in learning science-based skills and stimulates their creative thinking. Industry partnerships and collaborations How we engage • We serve on the boards of industry bodies such as the IOGP and Ipieca, the oil and gas industry association for advancing environmental and social performance. Our Group companies are members of industry associations relevant to their operations. • We are a member of the WBCSD, OGMP 2.0 and a founding signatory of the OGDC, a partnership of more than 50 oil and gas companies launched at COP28 to accelerate decarbonization of the global oil and gas sector. • We host the annual Abu Dhabi International Petroleum Exhibition and Conference (ADIPEC), one of the world’s largest and most influential energy conferences which convenes government, industry leaders, innovators and industry professionals to deliver critical insights on issues affecting the future of energy. • ADNOC chairs the regional Chief Sustainability Officers (CSO) Network, a platform uniting CSOs across sectors in the Middle East and Africa to share insights, tackle challenges and drive sustainability. Founded in 2023, the network has over 100 members from leading national and multinational companies. Non-Governmental organizations (NGOs), civil society organizations (CSOs) and international organizations How we engage • We actively engage with NGOs, civil society and international organizations furthering sustainable development such as the UN Development Programme (UNDP) and the World Economic Forum (WEF). • We participate in internationally recognized frameworks such as the UN Global Compact and the UN Women’s Empowerment Principles. Investors How we engage • We engage with our investors and the broader investment community through road shows, forums and meetings with our senior management and investor relations teams. • We discuss evolving ESG expectations, regulatory developments, our sustainability initiatives and other ESG-related requirements through dedicated meetings that foster productive communication and alignment with investors’ priorities. "Our journey towards a Net Zero future demands bold leadership, pioneering innovation, and seamless collaboration with industry, businesses and the community. ADNOC continues to solidify its position as a global sustainability leader. By leveraging cutting-edge research and development, ADNOC is actively advancing our nation’s clean energy targets, spearheading transformative initiatives in clean hydrogen, methane intensity reduction, world-scale carbon capture, and critical nature-based biodiversity projects. The company is successfully scaling climate friendly solutions and driving air quality goals. At the Ministry of Climate Change and Environment, we are proud to partner with ADNOC to secure our nation’s prosperity, energy security, and water security. Achieving our climate and green agenda goals requires a holistic, technology-driven approach to decarbonisation. By uniting advanced innovation with a deeply people-centered approach, we are safeguarding both our national interests and our planet. We applaud ADNOC’s relentless progress in translating ambitious climate commitments into tangible, on-the-ground actions, ensuring the UAE remains at the forefront of the global energy transition." H.E. Dr. Alanoud Alhaj Al Ali Assistant Undersecretary for the Green Development and Climate Change Sector, Minister of Climate Change and Environment (MoCCAE) Government and regulators How we engage • Reports: we disclose information to relevant federal entities and regulators about our compliance with key policies and contributions to national commitments and goals, including environmental impact, climate change and economic development. • Working groups: we participate in multi-disciplinary, multi- stakeholder workshops with subject matter experts to collaborate and share best practices. • Engagement with relevant regulatory and public bodies: we engage in dialogue with relevant regulatory and public authorities on matters pertaining to our operations and sector, including the Ministry of Energy and Infrastructure (MoEI), the Ministry of Industry and Advanced Technology (MoIAT), the Ministry of Climate Change and Environment (MOCCAE), the Abu Dhabi Department of Energy (DOE), and the Ministry of Human Resources and Emiratization (MOHRE), on environmental and workforce matters to ensure compliance with applicable legal and regulatory requirements and to support national policies. "Abu Dhabi’s environmental progress is built on a clear conviction: that long-horizon vision and rigorous, measurable action are inseparable. ADNOC’s approach in 2025, achieving zero freshwater withdrawal across operations, advancing large-scale mangrove restoration and strengthening biodiversity stewardship, demonstrates how environmental responsibility can be embedded across complex industrial operations while supporting continued economic growth. This progress reflects the value of strong partnerships between regulators and industry. Through its ongoing collaboration with EAD, ADNOC continues to align operational innovation with Abu Dhabi’s science-led environmental framework, translating environmental commitments into measurable outcomes. Such efforts contribute to strengthening ecosystem resilience across the emirate and support our shared responsibility to safeguard the UAE’s natural heritage for future generations." H.E. Dr. Shaikha Salem Al Dhaheri Secretary General, Environment Agency - Abu Dhabi (EAD) “Responsible business is grounded in consistent performance, accountability and a commitment to continuous improvement. ADNOC’s sustainability approach reflects the importance of embedding these principles into core operations, supported by transparent reporting and strong governance. Its ongoing efforts to integrate environmental, social and economic considerations into decision-making demonstrate how large organizations can contribute to broader sustainable development priorities. We welcome this continued progress and encourage further alignment with global sustainability principles as part of delivering long-term value.” Waleed Salman Chairman, UN Global Compact (UNGC) Network UAE ADNOC Sustainability Report 2025 30 31 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY “As the Ministry of Industry and Advanced Technology advances the UAE’s Make it in the Emirates initiative, collaboration with strategic partners continues to translate national priorities into tangible economic outcomes. As the largest partner in the In-Country Value program, ADNOC plays an important role in advancing these shared objectives. Through its In-Country Value program and Make it with ADNOC platform, ADNOC has helped create opportunities for local manufacturing, supported thousands of jobs for UAE Nationals, and generated significant reinvestment into the national economy.” H.E. Hasan Jasem Al Nowais Undersecretary of the UAE Ministry of Industry and Advanced Technology (MoIAT)

Sheikh Hamdan bin Zayed Environmental Award ADNOC received multiple recognitions at the 2nd Sheikh Hamdan bin Zayed Environmental Awards. Dr. Sultan Al Jaber, ADNOC’s Managing Director and Group CEO, received the Sheikh Hamdan bin Zayed Environmental Medal of Honor for leadership in advancing economic growth alongside environmental responsibility. Ibrahim Al-Zu’bi, ADNOC’s Chief Sustainability & ESG Officer, received second place in the Environmental Changemake r category for contributions to sustainability and ESG integration in the UAE. ADNOC’s drone-enabled mangrove restoration project won first place in the Environmental Corporate Initiative category, supporting nature-based climate solutions and national mangrove expansion targets. ADNOC Offshore received gold classification in the Environmental Performance Award (Large Entities category), recognizing strong environmental standards and responsible operations. Forbes Middle East Sustainability Leaders 2025 Dr. Sultan Al Jaber, ADNOC’s Managing Director and Group CEO, and Ibrahim Al-Zu’bi, ADNOC’s Chief Sustainability & ESG Officer, were named in the Forbes Middle East Sustainability Leaders List 2025. Khaleej Times Changemakers Shaping the Future Dr. Sultan Al Jaber, ADNOC’s Managing Director and Group CEO, and Ibrahim AlZu’bi, ADNOC’s Chief Sustainability & ESG Officer, were recognized in the Khaleej Times Changemakers Shaping the Future list. Sustainability Magazine Top 250 Leaders 2025 Ibrahim Al-Zu’bi, ADNOC’s Chief Sustainability & ESG Officer, ranked 117 in Sustainability Magazine’s Top 250 Sustainability Leaders list. The Maritime Standard Outstanding Achievement Award Captain Mohamed Al Ali, Senior Vice President, Offshore Logistics at ADNOC Logistics & Services received the Outstanding Achievement Award from The Maritime Standard. World LNG Summit & Awards ADNOC Gas received the Energy Transition Award for advancing lower-carbon LNG and supporting global energy security. Carbon Capture MENA Summit 2025 The ADNOC Habshan CCUS project received the CCUS Project of the Year Award, recognizing its scale and impact in the Middle East and Africa region Abu Dhabi Sustainable Business Leadership Awards 2025 The Abu Dhabi Sustainability Group (ADSG) awarded ADNOC Gas the accolade of Recognition & Exceptional Achievement for delivering impactful projects during the UAE Year of Community. Global Digital HR Transformation & Analytics Awards 2025 ADNOC Distribution received the Best Talent Management and Acquisition Strategy Award and the Best Practices HR Team Award. CARE 2025 ESG Awards The ADNOC Distribution Adopt-a-Mangrove and Ghaf program received the Social Initiative of the Year Award. Pipeline Open Data Standard (PODS) Leadership Award PODS recognized ADNOC Group’s leadership in pipeline data management and safety, including ADNOC Gas as the largest PODS user in the Middle East. Fast Company Most Innovative Companies Middle East 2025 ADNOC Distribution was recognized for advancing AI-enabled, lower-carbon mobility and retail. 18th Arabia CSR & Sustainability Awards ADNOC Distribution was recognized as a leader in responsible business and a winner in the Energy category. 2025 Awards and recognitions Brandon Hall Group Excellence Awards ADNOC Group received a silver medal in the Best Corporate Culture Transformation category at the Talent Management Awards for its culture renovation program, and a gold medal in the Best Unique or Innovative Leadership Program category at the Leadership Development Awards for the ADNOC culture masterclass. Gulf Cooperation Council Government Human Resources & Youth Empowerment Awards ADNOC Group received the Best Leadership Development Award in Public Sector and the Best Diversity & Inclusion, Reward & Recognition Champion Organisation of the Year in Public Sector for the ADNOC Alumni program. Dubai Chamber of Commerce ESG Label ADNOC Distribution received the ESG Label for the second consecutive year, recognizing responsible business practices. CIPD Middle East People Awards ADNOC Group was awarded 'highly commended' in the Change Management category for the culture renovation program to maximize the impact and effectiveness of organizational goals ADNOC Sustainability Report 2025 32 33 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

KEEPING OUR PEOPLE SAFE

Material topics • Occupational health and safety • Asset integrity and critical incident management 2025 performance • 0.10 Total recordable injury rate (per million workhours) • 0.06 Lost time injury frequency (per million workhours) • 1 Tier 1 process safety events • 5 Tier 2 process safety events • 2 Fatalities • 5 Permanent impairments Safety is a core value at ADNOC and a cornerstone of our sustainability strategy. It is integrated across operations, supporting operational excellence and long-term resilience. Building and operating complex facilities to produce and process hydrocarbons and petrochemicals requires the highest health, safety and environment (HSE) standards. We work with our contractors and partners to help ensure everyone involved in our operations returns home safely each day. This reflects our unwavering commitment to safety and our responsibility to our employees, contractors, business partners and the communities in which we operate. ADNOC’s commitment to ‘100% HSE’ shapes how we work, enabling people to speak up, intervene and learn. We set clear targets to achieve zero life-altering injuries and prevent catastrophic events. We aim to reach these targets through a structured HSE control framework (HSECF), which provides a consistent approach to risk management. The HSECF is anchored in our HSE Policy, which commits us to zero harm and protecting people, assets, the environment and communities. It supports a proactive approach to risk management, asset integrity and process safety, and sets expectations to protect natural resources, manage emissions and effluents, and safeguard biodiversity. The HSECF encompasses HSE manuals and corporate practices (CPs), which translate requirements into practical controls for implementation and verification. Aligned with international regulations and standards and the plan- do-check-act cycle, the HSECF helps Group companies and contractors plan effectively, assess risk, monitor and continuously improve. We periodically consult with employees, contractors, business partners and joint ventures to review and update HSE manuals and CPs. This helps ensure alignment with operational experience and evolving best practice. We apply HSE impact assessments (HSEIA) at each step of the project lifecycle to identify risks and define controls. We manage HSE risks through defined risk domains across the value chain. Discipline lead councils provide technical governance, conduct discipline health checks and lead targeted improvement initiatives. They also develop competency frameworks and promote structured learning from incidents and audits, supported by the technical authority network and communities of practice. Our approach Why it matters SDGs ADNOC’s Executive Leadership Team (ELT) is accountable for HSE strategy and policy. The Chief Health, Safety and Environment Officer (CHSEO) provides Group-level oversight, while Group company HSE teams implement the HSECF and supporting strategies. HSE governance operates through a defined structure of forums and committees with CEO-level representation. HSE governance HSE governance hierarchy CEO HSE Forum • Serves as highest level HSE discussion forum • Comprises CHSEO and Group company CEOs • Discusses HSE strategy, trends and risks • Provides input to executive leadership Group HSE Executive Committee • Comprises CHSEO and Group company HSE Vice Presidents • Aligns and consolidates HSE issues prior to CEO level discussion • Serves as a key escalation and coordination layer Group company HSE committees • Established within each ADNOC Group company • Address company specific HSE performance, risks and issues • Escalate unresolved matters to Group HSE Executive Committee Group company site level HSE committees • Operate at operational and asset levels • Address site specific HSE risks, incidents and operational concerns • Escalate issues through corporate and Group company HSE committees as required Discipline lead councils • Provide technical oversight across defined HSE risk domains under the Executive Discipline Lead Council, chaired by CHSEO • Ensure HSECF remains risk informed and fit for purpose • Support continuous improvement through health checks, updates and competency development Occupational health ADNOC protects the wellbeing of the workforce through proactive identification and management of workplace health risks. Informed by audits and risk assessments, we implement targeted awareness campaigns, such as the “Beat the Heat”, “Noise Exposure”, “Food Safety” and “Respiratory Protection” awareness campaigns, to reduce exposure to health hazards. Heat stress is an occupational health risk across ADNOC’s operations and requires a consistent approach. The annual “Beat the Heat” campaign promotes hydration, rest breaks and the provision of shaded work areas. A unified flag system ensures consistent application of protective measures across all sites. In 2025, we strengthened controls by introducing computer-based training covering heat hazards and response measures and piloting wearable sensors to detect early signs of heat strain. Enhancing operational safety through heat stress management DELIVERY IN ACTION 37 ADNOC Sustainability Report 2025 36 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Occupational health risk assessment (OHRA) • Conducted across all project phases to identify and evaluate work-related health hazards and define controls in line with the as low as reasonably practicable (ALARP) principle • Applies a qualitative approach and quantitative exposure monitoring where required to confirm acceptability against occupational exposure limits • Evaluates control effectiveness and implements additional measures where required Control of health risks • Applies the hierarchy of controls: > elimination > substitution > isolation > engineering controls > administrative controls > personal protective controls Information, instruction and training • Provides workers with information, instruction and training on health hazards and affected groups • Includes regular reviews to assess risk levels and control effectiveness Medical examination and health screening • Conducts pre-employment and periodic medical examinations based on age, role and risk • Establishes health screening baseline data and updates throughout employment • Detects early signs of work-related health effects • Repeats screening when job or health changes affect fitness for duty Health surveillance • Confirms fitness for duty based on role-specific risk assessments and industry standards • Includes clinical examinations and biological monitoring where required Compliance / assurance structure • Assesses effectiveness of the occupational health management system through audits and inspections Occupational health risk management Personal safety and work management system ADNOC's personal safety and work management system (WMS) provides the framework through which work activities are planned, authorized and safely executed across our operations. The system integrates International Association of Oil and Gas Producers (IOGP) practices and ADNOC's 10 life-saving rules. It applies equally to employees and contractors, with stop-work authority held by every worker on every site. Following the completion of our digital permit-to-work (PTW) rollout the previous year, in 2025 we extended assurance from system to site through start work checks (SWC), bringing verification of critical controls directly to the worksite. This includes independent confirmation by a second person before activity begins, while integrating human performance principles and review practices that equip supervisors and crews to recognize changing conditions. 10 Life-saving rules Work authorization work with a valid permit when required Confined space obtain authorization before entering a confined space Hot work control flammables and ignition sources Energy isolation verify isolation and zero energy before work begins Working at height protect yourself against a fall when working at height Toxic gas follow the rules for working in toxic gas environments Safe mechanical lifting plan lifting operations and control the area Driving follow safe driving rules Line of fire keep yourself and others out of the line of fire Bypassing safety controls obtain authorization before overriding or disabling safety controls Contractor HSE and welfare ADNOC relies on contractors for more than 80% of total hours worked. We manage contractor health, safety and welfare risks through a dedicated manual and CPs that define minimum requirements, roles and accountabilities. These requirements, which are embedded in contracts, cover contractor selection, onboarding, training and performance monitoring. Contractors must comply with ADNOC’s HSE programs and participate in safety training, occupational health initiatives and awareness campaigns. We engage contractors to identify performance gaps and implement corrective actions. In 2025, Group-wide audits showed improvements in oversight, responsiveness and completed actions, while identifying areas for further improvement. In response, ADNOC will take the following actions: • Implement a structured contractor improvement program • Strengthen accountability at Group company level • Expand audit coverage to include medium-risk contractors • Enhance welfare and medical oversight • Reinforce contractor training and awareness In 2025, ADNOC continued to set expectations and reinforce accountability across its contractor base through the Contractor Safety Partnership, which promotes shared learning and consistent safety standards among our top 25 contractor organizations, suppliers and service providers. We engage strategic partners through targeted taskforces focused on AI-enabled risk insights, welfare obligations and aligned safety requirements. This helps clarify roles, responsibilities and standards. At ADIPEC 2025, we brought together 25 contractor organizations for the second Contractor CEO Roundtable, chaired by ADNOC’s Managing Director and Group Chief Executive Officer. The forum renewed our commitment to safety as a legal and business requirement and emphasized the need for consistent behaviors across all contractor interfaces. We came out of the forum with stronger leadership alignment and clearer accountability across projects. Strengthening contractor governance through partnership DELIVERY IN ACTION Safety training and workforce engagement ADNOC develops workforce capability through structured safety training that aligns with job requirements and is designed to support hazard identification, control implementation and risk response, combining classroom, e-learning, virtual reality (VR) and on-the-job methods. We reinforce engagement through multilingual campaigns, toolbox talks and frontline interactions to promote awareness and safe behaviors. Leadership site visits strengthen accountability and reinforce expectations. DELIVERY IN ACTION In 2025, ADNOC held its eighth Safety Day to reinforce its HSE culture and shared accountability. Building on the theme ‘Safe by choice, not by chance’, we delivered a coordinated program of site engagement, including leadership visits, multilingual toolbox talks, awareness materials and technology demonstrations. Digital platforms, including HSE Cockpit.ai and Real- time AI Safety Event Detection (RASED) showcased AI-enabled risk management. The program engaged more than 8,000 participants across sites. Post-event surveys showed that 98% of participants found the event valuable and 97.6% reported increased awareness of ADNOC’s safety culture. ADNOC Safety Day 2025 – safe by choice, not by chance In 2025, ADNOC trained 32 leaders and more than 5,780 employees in HSE risk management relevant to their roles. Training focused on factors affecting performance, including fatigue, stress, workload and situational awareness, and reinforced leadership accountability for safe behaviors and supervision. In addition, ADNOC leadership highlighted the importance of assessing safety performance, addressing concerns and reinforcing safe practices during more than 2,800 site visits. Employee training and leadership engagement in focus DELIVERY IN ACTION 39 ADNOC Sustainability Report 2025 38 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

ADNOC integrates competency-based training with digital HSE systems to strengthen risk identification, decision- making and operational control. This supports consistent application of safety standards and proactive risk management. Technology-driven safety initiatives HSE Cockpit.ai supports decision-making through AI-enabled, advanced analytics, monitoring and reporting. Key capabilities include the following: • Autonomous assurance • AI-powered insights • Situational awareness dashboards • Integrated reporting and performance tracking ADNOC deployed the platform to integrate safety and operational data across more than 230 sites, providing a real-time view of risk and performance. The platform is now being rolled out across the Group. HSE Cockpit.ai: AI - driven risk visibility ADNOC is deploying real time AI safety event detection (RASED) to identify HSE risks in real time. RASED uses video analytics to detect, monitor and respond to unsafe acts, hazardous conditions and potential incidents, including personal protective equipment (PPE) violations, confined space risks, fires, falls and vehicle hazards. To date, we have deployed more than 500 cameras, capturing validated HSE events daily and enabling earlier intervention. RASED: AI - driven real - time detection of safety risks Autonomous robotic systems with real - time analytics and AI support routine and condition- based inspections in complex areas, including confined spaces and hazardous locations. The technology enables earlier identification of anomalies and timelier maintenance, allows inspections to be performed remotely or with reduced human presence. It also reduces exposure during inspection activities and strengthens decision - making across asset integrity teams. Applying robotics and AI in asset integrity inspections Q: What value does HSE Cockpit.ai bring to safety management across ADNOC? HSE Cockpit.ai provides a single, integrated view of HSE risk and performance across ADNOC, addressing the challenge of fragmented data spread across multiple systems. By consolidating dashboards, KPIs, and AI driven insights into one platform, it enables leaders and HSE teams to understand risk exposure more clearly, consistently, and at scale, supporting faster and more informed decision making. Q: How is AI enhancing visibility and oversight of HSE risks? AI enhances our ability to analyze large volumes of operational data and convert them into actionable insights. It strengthens enterprise-wide visibility of HSE risks, supports the identification of patterns and trends, and enables earlier detection of emerging risk signals across ADNOC’s operations. Q: How does this platform support ADNOC’s broader HSE ambitions? HSE Cockpit.ai directly supports ADNOC’s ambition of 100% HSE by enabling a shift from reactive to predictive and preventive HSE management. It strengthens cross-company alignment through common data structures and shared insights, enhances leadership visibility of risk, and embeds digital innovation into core HSE processes. In doing so, it acts as a strategic enabler for continuous improvement, stronger safety culture, and sustained HSE performance excellence across the Group. Zainab Al Aidaroos Vice President HSE Planning & Assurance ADNOC Group 41 ADNOC Sustainability Report 2025 ADVANCING NET Z ERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY KEEPING OUR PEOPLE SAFE 40

Asset integrity and process safety To maintain safe and reliable operations, ADNOC has created operating procedures and maintenance programs to prevent incidents such as leaks and spills. We also use risk-based inspection, predictive maintenance and monitoring systems to identify and address risks across the asset life cycle. The asset integrity and process safety (AIPS) management manual, which provides a risk-based approach to asset integrity, is ISO 55001 certified. Leadership oversees AIPS risks as part of enterprise risk management. We apply best practices from the IOGP, the American Petroleum Institute (API), the Center for Chemical Process Safety (CCPS), the Energy Institute (EI) and other industry bodies. We also conduct periodic assurance reviews and independent third-party evaluations. ADNOC upholds strict well-management standards to maintain well integrity and safety. This approach includes the following: • Defined management systems and monitoring to enable us to detect and mitigate well integrity risks • Clear leadership accountability • Alignment with international standards and best practices 6 As per API classification of safety events: A Tier 1 PSE is a loss of primary containment (LOPC) with the greatest consequence. 7 A Tier 2 PSE is a LOPC with lesser consequence. Process safety events Tier 1 Tier 2 Number of events 2022 5 4 2023 5 5 2025 1 5 2024 2 2 Transportation safety ADNOC manages transportation safety across road, rail, marine and air operations through a Group-wide transportation safety management manual and corporate practices that define requirements, roles and accountabilities. These are aligned with UAE regulations and international standards and are reviewed regularly. Road transportation ADNOC operates industrial fleets and applies controls including journey planning, driver competency, vehicle inspection and maintenance, and defensive driving training. We monitor data on exposure and driver behavior to identify risks and implement corrective actions. In 2025, ADNOC recorded approximately 625 million kilometers driven and achieved a motor vehicle crash rate of 2.7 per 100 million kilometers. We use AI-enabled technologies to improve safety, including in-vehicle monitoring systems (IVMS) and active fatigue and distraction detection (AFDD), which monitor driving behavior and detect fatigue and distraction in real time. By the end of 2025, more than 1,000 vehicles were equipped with AFDD. During 22 million kilometers of monitored travel, these vehicles recorded zero crashes. Air transportation In 2025, ADNOC transported over 609,100 passengers across offshore and onshore locations. The fleet included 15 helicopters and a flexible fixed - wing fleet (two to four aircraft based on demand). Helicopter operations accumulated 22,500 flight hours, while fixed - wing aircraft recorded over 2,400 flight hours. Operations are governed by National Aviation Authority regulations, ADNOC HSE requirements and original equipment manufacturer (OEM) and operator standards. Risk assessments and controls cover weather, aircraft integrity, landing operations, crew competency and emergency preparedness. Marine transportation ADNOC operates a marine fleet of more than 220 vessels that support offshore and logistics operations. These include mobile offshore units, marine support vessels, offshore supply vessels (both with and without dynamic positioning) and 55 deep - sea vessels. Including onboard crew, more than 4,670 personnel work across marine operations. Approximately 1,250 of those workers support deep-sea operations. Marine activities are managed through CPs covering vessel certification, crew competency, risk assessment and emergency response to manage navigational, operational and environmental risks. In 2025, we deployed an asset integrity and process safety reporting tool to support active performance monitoring. We recorded one Tier 1 6 and five Tier 2 7 process safety events (PSEs) in 2025. In all cases, we promptly activated safety protocols and emergency response procedures, provided medical attention and support where required, and investigated each event to identify root causes and implement corrective actions. 43 ADNOC Sustainability Report 2025 ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY KEEPING OUR PEOPLE SAFE 42

Emergency preparedness and crisis management ADNOC manages emergency preparedness and crisis response through a Group-wide control framework aligned with UAE regulations and international standards. Requirements for notification, preparedness and response across hazard scenarios, including oil spills and fire events, are defined by our manual and CPs. Using a tiered response structure that manages both site-level emergencies and Group-level crises, our emergency preparedness system enables rapid mobilization to protect people and the environment, limit escalation, and maintain operational continuity. The approach is based on five core elements: • Scenario identification and risk assessment • Response planning, including communication protocols • Capabilities and resources, including trained personnel and equipment • Accounting for personnel during and following evacuation • Validation through drills and exercises ADNOC maintains a structured program of exercises to test response capability and strengthen crisis management. The exercises test command and control, decision - making, escalation and coordination. Operational emergency readiness framework 1. Oil spill response: dedicated onshore and offshore resources, supported by five response centers and specialized vessels 2. Marine and coastal protection: implementation of oil spill contingency plans aligned with Ipieca’s marine spill preparedness and response guidelines 3. Fire and rescue: 32 fire stations supported by Civil Defence, trained personnel and advanced equipment, including firefighting robots 4. Training and technology: VR based training and ongoing competency development 5. Exercises and preparedness: annual Group-wide training programs, nine large scale emergency exercises in 2025 and 46 personnel completing crisis team induction training ADNOC works with external partners to strengthen preparedness and coordinate response to major incidents. Partners include the Regional Clean Sea Organization (RECSO), the Large Atmospheric Storage Tank Fire organization (LASTFIRE) project, the Abu Dhabi Civil Defence Authority, the UAE’s National Emergency Crisis and Disasters Management Authority (NCEMA) and local authorities. Engagement focuses on joint scenario planning, emergency exercises, knowledge sharing and aligned response frameworks. In 2025, a large - scale emergency exercise led by ADNOC Refining simulated a cargo leak scenario and tested deployment, shutdown, notification and response procedures. The exercise demonstrated effective multi - entity coordination and readiness, with outcomes used to strengthen response arrangements. Business continuity management ADNOC applies business continuity management (BCM) to maintain critical operations during disruptions. Our BCM manual and CPs, aligned with ISO 22301 and the UAE national standard NCEMA 7000, define Group-wide requirements for planning, business impact assessment, risk identification and preparedness. They support response and recovery to minimize impacts on people, operations, stakeholders and the environment. They are structured around nine elements: 1. Review and analysis of priority processes, coordinated through the Business Continuity Committee 2. Scope of BCM, defining boundaries and applicability 3. Business impact analysis (BIA) of disruptions, including supply impacts 4. Business continuity risk assessment of credible threats 5. Business continuity recovery strategies based on BIA and risk assessment 6. Business continuity plans (BCPs) 7. Training and awareness across the Group 8. Exercises and testing to validate BCPs 9. Review, monitoring and maintenance to help ensure effectiveness and compliance Incident management Incident management remains central to protecting our people, assets and reputation. ADNOC applies a Group - wide approach to incident reporting, investigation, learning and corrective action to prevent recurrence and improve performance across operations. All incidents, including injuries, PSEs, transportation incidents and near misses, are reported and classified. Investigations identify immediate, underlying and systemic causes, with corrective and preventive actions tracked to closure. Serious and potential high - risk events receive executive oversight. We also conduct analysis across incidents to identify trends and systemic issues. The resulting insights inform our updates to CPs, strengthen controls and guide targeted interventions for high risk activities. We apply the IOGP fatalities and permanent impairment (FPI) metric to bring visibility to serious events and reinforce accountability for life - changing injuries. Digital and AI - enabled tools support incident management. HSE Cockpit.ai provides visibility into incidents and trends, while RASED identifies unsafe acts and conditions and potential incidents. Finally, we strive to strengthen frontline controls, improve contractor and transportation safety, and embed learnings across the organization. 45 ADNOC Sustainability Report 2025 44 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Hours worked by workforce type Contractor Employee Total 0 100 200 300 400 500 600 700 800 900 2022 2023 2024 2025 500 554 653 837 2022 2023 2024 2025 Hours worked (million workhours) 2022 2023 2024 2025 In 2025, total hours worked increased to 837 million, driven largely by engineering, procurement and construction (EPC) projects. Contractors accounted for 84% of total hours worked. Total recordable injury rate (TRIR) Contractor Employee Total 0 0.05 0.10 0.15 0.20 0.25 2022 2023 2024 2025 TRIR (per million workhours) ADNOC’s total recordable injury rate (TRIR) has shown steady improvement over the past four years, declining from 0.20 in 2022 to 0.11 in 2024 and 0.10 in 2025. The most significant reduction was recorded between 2022 and 2023. The lost time injury frequency (LTIF) for 2025 remained stable at 0.06. ADNOC’s adoption of the IOGP’s FPI metric has become a central performance measure within its HSE framework. Over the past two years, the metric has been applied across ADNOC’s operations, enabling more accurate monitoring of serious incidents, reinforcing accountability and bolstering workforce protection. In 2025, ADNOC recorded seven FPIs including two fatalities. As part of our ongoing focus on frontline risk control, SWCs are embedded across operations, requiring supervisors and workers to jointly verify hazards, controls and readiness before any high-risk task begins. This is complemented by human performance programs to further strengthen our barriers against major accident hazards. Metric / year 2024 2025 FPI 4 7 FPIR 0.6 0.8 Hours worked 837 million vs 2024 TRIR 0.10 vs 2024 cases per million workhours Fatalities 2 total – vs 2024 Fatalities and fatal accident rate (FAR) 0.24 vs 2024 per 100 million workhours PSE Tier 1 1 event vs 2024 PSE Tier 2 5 events vs 2024 2025 at a glance Key safety performance indicators Performance ADNOC uses leading and lagging indicators to track safety performance. In 2025, we were deeply saddened by the loss of two lives in separate incidents: a drowning at an onshore drilling location and a traffic-related incident within an operational facility. We investigated both incidents and implemented corrective and preventive actions to address immediate, underlying and systemic causes. Following the first incident, we strengthened our control of work and hazard management. For example, we reinforced PTW requirements, enhanced supervision and reviewed our risk assessment and task planning processes. We also improved engineering controls and site design, strengthened start - work authority using the SWC and enhanced monitoring to prevent unauthorized access to high - risk areas. In response to the traffic-related fatality, we strengthened transportation safety controls. Actions included reinforcing traffic management rules, improving pedestrian segregation and strengthening blind-spot awareness for drivers and pedestrians. We expanded awareness campaigns, conducted leadership-led safety stand - downs and reviewed vehicle suitability, site layout and traffic flow. In addition, we enhanced monitoring technologies and site controls to reduce exposure to line - of - fire risks and prevent unsafe behaviors. Fatalities and fatal accident rate (FAR) FAR (per 100 million workhours) Contractor Employee FAR 0 0.5 1.0 1.5 2.0 0 2 4 6 8 2022 5 2 2025 2 2024 1 2023 0 1 Number of fatalities 47 ADNOC Sustainability Report 2025 46 KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

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Why it matters Material topics • Climate Change and GHG Emissions 2025 performance • 7.0kg CO 2 e/boe upstream GHG intensity, amongst the lowest carbon-intensity oil and gas producers • 0.05% upstream methane intensity • 0.9 million tCO 2 e reduction of total Scope 1 • 5.1 million tCO 2 e of avoided emissions enabled through clean power imports • $22 million (AED 81 million) in savings realized from emission reduction initiatives • 65GW of combined renewable energy capacity through our shareholding in Masdar Managing and reducing the emissions associated with our operations is both a responsibility and a business imperative, and these goals are embedded in ADNOC's long-term strategy, capital planning and performance accountability frameworks. In addition, climate action remains central to long-term value creation. The global context on climate action has shifted. Geopolitical pressures, economic headwinds and diverging policy priorities have contributed to a slowdown in climate momentum across parts of the industry. ADNOC has continued to invest in decarbonization and delivered tangible emissions reductions. This reflects a deliberate focus on what is within our control: operational decarbonization, near-term emissions performance and the long-term transformation of our energy portfolio. ADNOC's climate commitments are aligned with the UAE Net Zero by 2050 Strategic Initiative. Our decarbonization pathway is designed to support national priorities across emissions reduction, energy diversification and long-term economic sustainability. Operational decarbonization underpins ADNOC’s ability to deliver energy with a lower-carbon intensity and is one part of a broader approach to advancing a diversified lower-carbon energy portfolio that is central to ADNOC’s long-term strategy. Through strategic investments in low- carbon hydrogen and ammonia, lower-carbon intensity liquefied natural gas (LNG) through the Ruwais project and renewable energy through our shareholding in Masdar, which has reached 65 GW of capacity globally with a target of 100 GW by 2030, ADNOC is building the lower-carbon energy capabilities that underpin long-term competitiveness. Decarbonization is a core pillar of ADNOC’s 2030 Sustainability Strategy, backed by a $23 billion (AED 84 billion) capital investment in operational emissions reduction as well as strategic investments in Carbon Capture, Utilization and Storage (CCUS), low-carbon hydrogen and ammonia and renewable energy. Our approach to operational decarbonization emphasizes delivery over aspiration, with milestones and governance mechanisms to manage performance and track progress. ADNOC’s carbon management framework, which embeds decarbonization accountability across the ADNOC Group, governs these efforts. Our decarbonization initiatives include energy efficiency, elimination of routine flaring, and the electrification of onshore and offshore facilities with lower-carbon power sources, including solar and nuclear. These interventions address the most material sources of emissions across our operating assets while maintaining energy reliability and affordability. Digital technologies and predictive analytics that support energy optimization and predictive maintenance across our operating assets are increasingly integral to our emissions reduction efforts. We are also developing a centralized digital platform to support the management of our decarbonization program and the verification of our progress. Our approach SDGs Decarbonizing our operations ADNOC's approach to decarbonizing its operations follows a phased pathway, balancing near-term emissions reductions with the disciplined delivery of large-scale infrastructure investments. This pathway reflects a pragmatic approach to decarbonization: sequencing actions by cost, readiness and scale to deliver measurable progress across each phase. Our near-term target is a 25% reduction in operational GHG intensity by 2030, underpinning our longer-term Net Zero by 2045 ambition. Clean power Energy efficiency Electrification Flare, vent or fugitive reduction CCUS Fuel switch and renewables 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 53 % 22 % 12 % 8 % 4 % 2 % 30 % 45 % 25 % Phase 3: Embedding decarbonization into growth Phase 2: Delivering key projects Phase 1: Monetizing quick wins Phase 1 (2020–2025) Monetizing quick wins Phase 2 (2025–2028) Delivering key projects Phase 3 (2029–2030) Embedding decarbonization into growth From 2020 to 2025, ADNOC focused on capturing near-term, low-cost abatement opportunities across its operating assets, led by energy efficiency improvements, operational optimization and targeted reductions in flaring, venting and fugitive emissions. These actions delivered over 5 million tCO 2 e of cumulative emissions reductions, establishing the operational discipline required for the capital-intensive phases that follow. In this phase, the focus shifts to large-scale electrification and carbon capture. Electrification reduces reliance on onsite fuel combustion, driving durable reductions in Scope 1 emissions. CCUS projects enable material reductions from harder-to-abate sources. Together, these projects form the backbone of ADNOC’s medium-term decarbonization trajectory. Beyond 2028, we plan to increasingly integrate decarbonization into asset design, power sourcing and portfolio planning. A growing share of lower- carbon power in ADNOC’s energy mix is expected to support both emissions reduction and long-term carbon competitiveness as the Group expands production capacity. 8 * For illustrative purposes only ADNOC’s phased decarbonization pathway to meet our 2030 GHG intensity reduction target 8 51 ADNOC Sustainability Report 2025 50 ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Achieving net zero by 2045 requires a phased and adaptive pathway that accounts for material uncertainties in long-term growth, technology readiness, cost evolution and infrastructure availability. The viability of many decarbonization levers at this scale also depends on a supportive policy ecosystem that enables the commercial deployment of advanced technologies at pace. ADNOC has developed a range of decarbonization scenarios extending beyond 2030, exploring alternative sequencing of abatement levers and the potential adoption of emerging technologies over time. We will prioritize actions that are economically viable, technically proven and robust across a wide range of future scenarios, preserving flexibility to adapt the pathway as technologies mature and the policy environment evolves. Enabling delivery through disciplined carbon management ADNOC's carbon management framework, which provides a single, coherent approach to managing emissions and abatement across the Group, governs delivery across all phases. The framework embeds carbon considerations into business planning, investment decisions and operational management, ensuring consistency, accountability and integrity across all carbon-related activities from data generation to external reporting. ADNOC’s Climate team drives Group-level strategy, target- setting and performance monitoring. Group companies are accountable for implementing carbon management standards and managing emissions performance within their operations. Decarbonization considerations are integrated into the CAPEX decision-making process, and the Investment Committee provides executive oversight, reviews priorities and supports the alignment of capital allocation with our decarbonization objectives and broader business strategy. ADNOC set an upstream methane intensity target of below 0.15% by 2025, exceeding the industry near-zero methane benchmark of 0.2%. In 2025, we achieved an upstream methane intensity of 0.05%, well below our own target and among the lowest upstream methane intensity performance in the industry. This reflects the strength of ADNOC’s methane management approach and underpins our near-zero methane ambition by 2030. Total upstream methane emissions in 2025 increased by 10% compared to 2024, reflecting higher operational throughput and the addition of new LNG shipping combustion sources reported in line with guidance from the United Nations Environment Programme’s Oil & Gas Methane Partnership (OGMP). Despite this increase in absolute terms, methane intensity remained strong and well below ADNOC’s 0.15% upstream target, reflecting the effectiveness of ADNOC’s measurement and mitigation approach in maintaining performance as the portfolio grows. ADNOC reports methane emissions in accordance with the OGMP 2.0 framework, achieving Gold Reporting Status for the second consecutive year in 2025 and progressing toward site-level reporting across material assets. The measurement approach covers source-level measurements across most methane-emitting sources spanning flaring, fugitives, venting and combustion, supported by advanced detection technologies including optical gas imaging, high-flow sampling, drone surveys and satellite monitoring. Data quality is continuously improved through reconciliation of bottom- up inventories with independent measurement campaigns, ensuring mitigation efforts are targeted and verifiable. ADNOC’s methane reduction strategy focuses on eliminating emissions at source through design, operational practice and infrastructure investment. Key measures include zero routine venting across upstream operations with extensive deployment of flare gas recovery systems and vapor recovery units to reduce methane emissions from venting and flaring, leak detection and repair programs with rapid repair protocols and recurring monitoring cycles, electrification of process equipment, improvement in flare combustion efficiency and replacement of high-emitting components with low-emission valves, seals and pneumatic systems. ADNOC continues to build on its direct measurement and monitoring capabilities, advancing material assets toward OGMP Level 5 reporting and embedding methane considerations into asset design and planning. Scope 1 emissions In 2025, we achieved an incremental abatement of 0.9 million tCO 2 e in Scope 1 emissions across our value chain, through upgrades in power generation efficiency, heat recovery enhancements and process optimization across major operating assets. Additionally, ADNOC L&S continued to decarbonize the maritime fleet through investments in dual-fuel vessels capable of operating on lower-carbon fuel. We also reached our 2025 goal of improving energy efficiency by 5% from a 2018 baseline. Energy efficiency is a strategic lever in ADNOC’s decarbonization approach, driving emissions reductions, cost optimization and operational resilience across the value chain. These measures generated $22 million (AED 81 million) in cost savings in 2025, bringing cumulative savings to $242 million (AED 888 million) since 2022 and reinforcing the business case for efficiency-led decarbonization. By 2025, ADNOC had realized over 5 million tCO₂e of operational reductions against a 2019 baseline, with 76% from energy efficiency, 12% from flaring reduction, 11% from electrification, and less than 1% from renewables and fuel switch. The year 2025 marked a transition from the first phase of our decarbonization program to the second phase and represented a significant milestone in our progress towards our 2030 intensity reduction target as we realized our near- term abatement opportunities. In 2025, despite a 3% increase in upstream emissions compared to our 2024 performance, we achieved an upstream GHG intensity of 7.0 kg CO 2 e/boe, sustaining our position among the lowest carbon intensity producers in the industry. Performance Methane 2022 2023 2024 2025 Upstream emissions (million tCO 2 e) 9 24.1 24.0 24.6 25.3 Upstream GHG intensity (kg CO 2 e/boe) 10 7.2 7.2 7.0 7.0 2022 2023 2024 2025 Upstream methane emissions (ktonnes) 35.7 28.6 22.3 24.6 Scope 2 emissions We realized 5.1 million tCO₂e of abatement in 2025 through elimination of Scope 2 emissions. Since 2022, ADNOC’s clean power agreement with Emirates Water and Electricity Company has enabled a progressive shift from onsite self-generation to lower-carbon grid electricity. By 2025, nearly all of ADNOC’s grid electricity was supplied by nuclear and solar sources. Project Lightning is one of the most significant contributors to ADNOC’s decarbonization roadmap and 2030 intensity target. The largest electrification investment in ADNOC’s medium-term decarbonization program, the project is enabling ADNOC’s offshore facilities to transition from onsite gas-turbine generation to clean power from the grid, via a first-of-its-kind utility-scale subsea high-voltage direct current (HVDC) transmission system. In 2024, the project focused on large-scale construction and offshore interface preparation. In 2025, approximately 950 km of subsea cabling was completed, alongside critical island interface works and electrical infrastructure readiness. In 2026, we plan to advance into pre-commissioning readiness activities including metering compliance, grid-code alignment, system calibration and HVDC maintenance planning. Once operational, Project Lightning is expected to eliminate at least 5 million tCO₂e of emissions annually representing an important step toward our 2030 intensity target. Project Lightning DELIVERY IN ACTION 4.2 4.8 5.0 5.1 2022 2023 1.1 0.1 0.1 0.7 0.2 0.4 1.4 0.1 0.1 0.8 4.1 0.5 0.7 2024 Total annual 2022-2025 2025 1.3 1.4 1.7 5.2 0.9 Renewables and fuel switch Electrification Flare, vent or fugitive reduction Energy efficiency Clean energy impact 2022-2025 Annual realized abatement million tCO 2 e Pillars of ADNOC’s carbon management framework • Data management: ensures consistent measurement, collection and validation of carbon data across the Group • Decision making: embeds carbon considerations into strategic and operational decisions to identify and prioritize the most cost-optimal decarbonization pathway at Group level • P erformance management: governs target-setting, progress tracking and validation of emissions reduction initiatives • Communication and reporting: helps ensure transparency and integrity of carbon disclosures to internal and external stakeholders Decision Making Data Management Comms and Reporting Performance Management C O N S I S T E N C Y E F F I C I E N C Y A C C O U N T A B I L I T Y I N T E G R I T Y C a r b o n M a n a g e m e n t S t a n d a r d 9 Upstream GHG emissions reporting in line with the IOGP, which includes oil and gas production and processing. 10 Upstream GHG intensity excludes gas processing activities. 53 ADNOC Sustainability R eport 2025 52 ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

ADNOC was an early adopter of a zero routine flaring policy and is a signatory to the World Bank’s Zero Routine Flaring by 2030 initiative. We invested early in gas infrastructure and have continued to deploy technologies and operational solutions targeting flaring reduction. According to the World Bank Global Gas Flaring Tracker, the UAE has one of the lowest flare volumes and flaring intensities among oil and gas producing nations. By 2025, ADNOC deployed a total of 50 flare gas recovery systems across its asset base, enabling the avoidance of approximately 36 billion cubic feet (bcf) of routine flaring across ADNOC’s operations. Routine flaring performance in 2025 was maintained at 2024 levels. Total flaring increased compared to 2024, driven by non-routine flaring events and higher production throughput. Corrective actions have been implemented to address the operational factors contributing to the non- routine flaring and to support improved operational reliability across the affected assets. Recognizing the role of flaring as a necessary safety process in oil and gas operations, ADNOC’s flare reduction program focuses on solutions that maintain asset safety and integrity while progressively reducing flaring volumes. Key measures include: • Operational optimization through the installation of vapor recovery units and flare gas recovery systems • Engineering solutions to reduce flaring during maintenance, start-up and shut-down events • Deployment of real-time flare monitoring digital solutions designed to optimize response times, detect inefficiencies and continually track flaring performance Flaring CCUS is central to ADNOC’s decarbonization strategy, both for reducing the carbon intensity of our own operations and for enabling the decarbonization of hard-to-abate industrial sectors across Abu Dhabi. Building on Al Reyadah, the first commercial-scale CCUS facility in the Middle East, ADNOC continues to advance a pipeline of infrastructure projects, storage validation programs and industrial partnerships that collectively contribute to Abu Dhabi’s development as a hub for CCUS at scale. Advancing major CCUS infrastructure In 2023, ADNOC took final investment decisions on two landmark carbon capture and decarbonization projects, Habshan CCUS and Hail and Ghasha, which together will increase ADNOC's carbon capture capacity to 4 mtpa. Both projects are progressing through the engineering, procurement and construction phase, with Habshan CCUS expected to commence operations in 2026 and Hail and Ghasha by 2028. Validating storage capacity and geological readiness ADNOC’s approach to CO₂ storage is grounded in rigorous subsurface characterization, applying extensive 3D seismic surveys and advanced geological modelling to identify sites with the structural integrity and capacity required for permanent, secure sequestration. This capability underpins confidence in Abu Dhabi’s geological suitability for long- term CO₂ storage at scale, evidenced by the successful permanent sequestration of CO₂ from Fertiglobe’s UAE operations in Abu Dhabi’s onshore carbonate saline aquifers, supporting the production of certified low-carbon ammonia exported to Japan. In 2025, the certification body DNV endorsed the CO₂ storage potential of ADNOC’s West Aquifer hub and validated site feasibility. A key milestone in ADNOC's broader carbon storage strategy, this endorsement represents an important step toward enabling permanent geological sequestration at the Al Ruwais industrial complex. ADNOC also advanced the Falaha sequestration hub through feasibility stage, establishing a second major storage hub east of Abu Dhabi to serve the growing CO₂ capture needs of ADNOC’s operations and third-party industrial emitters in the region. Policy framework enabling the next phase The Abu Dhabi Carbon Capture Policy was launched in January 2026 and covers permitting, storage standards, long-term liability and investment facilitation across sectors. It provides the first comprehensive regulatory framework governing CCUS activities across the emirate, creates the regulatory certainty needed to attract private-sector participation and formalizes the conditions for industry-wide collaboration on CCUS development. For ADNOC, it directly supports the commercial and regulatory foundations of our CCUS infrastructure program. Scaling CCUS as a decarbonization pillar ADNOC is part of one of the world's largest renewable energy platforms through our shareholding in Masdar, the Abu Dhabi Future Energy Company, which targets a portfolio capacity of 100 GW by 2030. In 2025, Masdar expanded its global renewable energy portfolio from 51 GW to approximately 65 GW, adding about 14 GW of capacity across operational, construction and advanced pipeline assets. Operating assets generated 40,200 gigawatt-hours (GWh) of clean electricity during the year. This growth reflects Masdar’s position as a scale player in the global clean-energy sector, driven by disciplined organic development and value-accretive acquisitions across Europe and Asia. Masdar's global presence In 2025, Masdar began construction on an Abu Dhabi project that combines 5.2 GW of solar photovoltaic (PV) with 19 GWh of battery energy storage. Designed to deliver 1 GW of dispatchable renewable power around the clock, the project establishes a new benchmark for utility-scale clean energy storage. Masdar also reached financial close on the 2 GW Al-Sadawi solar PV project in Saudi Arabia, one of the largest solar developments in the world, with operations expected to begin in 2027. Regional expansion continued with the launch of Oman's first utility-scale solar and battery storage project, the Ibri III IPP, which combines 500 MW of solar PV with 100 MWh of battery storage. The Nur Bukhara solar-plus-storage project in Uzbekistan reached commercial operations in December 2025, supplying clean power to more than 55,000 homes and avoiding approximately 367,000 tonnes of CO₂ annually. Masdar also supports capital mobilization and policy dialogue through a portfolio of global knowledge and convening platforms, including Abu Dhabi Sustainability Week (ADSW), Women in Sustainability, Environment and Renewable Energy (WiSER), and Youth 4 Sustainability. ADSW 2025 convened more than 50,000 participants from over 170 countries. Investing in renewables Advancing lower-carbon energy solutions Global energy demand continues to grow, driven by population growth, industrialization and expanding access to energy across emerging economies. Meeting this demand while reducing emissions requires a broader energy mix and ADNOC is building a portfolio of lower-carbon products and solutions spanning renewables, CCUS, low-carbon hydrogen and ammonia, and lower-carbon aviation fuels to serve customers across this transition. Progress across these areas differs by pathway; some are scaling with strong market pull, while others face challenges around policy consistency, demand maturity and project economics. Q: Why is reducing flaring a priority today? There are two sides to it. The first is emissions. Flaring mainly produces CO₂ and where combustion is incomplete it also releases methane. Reducing flaring lowers both and is an important part of managing our overall footprint. The second is value. The gas being flared is a usable product, so capturing it means putting it to productive use rather than losing it. Every unit we capture rather than flare is emissions avoided and value retained, which is why addressing flaring makes both environmental and commercial sense. Q: How does flaring reduction link to operational excellence and energy optimization? The more reliably we operate, and the more we recover and reinject or route gas back into the system, the less we need to flare. So a falling flaring rate is a direct reflection of how integrated our operations are. Q: What is ADNOC doing to reduce flaring and methane emissions? We are taking a practical, measurement-led approach by investing in equipment to capture and reuse gas, strengthening how we measure and monitor emissions, and applying digital tools to detect and act on issues faster. The emphasis is on progressive, verifiable improvement and embedding flaring reduction in how we operate day to day. Adnan Alshebli Senior Vice President Technical Services ADNOC Offshore 2022 2023 2024 2025 Total flaring (bcf) 24.0 26.0 27.0 32.1 In 2025, ADNOC implemented targeted flare gas recovery initiatives across key assets to reduce routine flaring and enhance operational efficiency, including the integration of Habshan 3 flaring into the existing recovery system at the Habshan Complex, recovering approximately 547.5 mmscf and avoiding associated emissions while strengthening asset performance. ADNOC also deployed a gas compression solution at Umm Al Dalkh, enabling early avoidance of up to more than 1,240 mmscf of routine flaring and supporting future integrated gas utilization. DELIVERY IN ACTION 55 ADNOC Sustainability R eport 2025 54 ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

In 2024, ADNOC Distribution partnered with Abu Dhabi Mobility to launch the second phase of H2GO, the region’s first high speed green hydrogen refueling station. Located in Masdar City, the station produced green hydrogen on site using an electrolyzer powered by clean power imported from the grid. The pilot supported a fleet of hydrogen fueled buses operating on selected public transport routes to assess hydrogen deployment within an urban mobility context. In 2025, the pilot completed its full operational cycle, generating real world performance data across seasons, including periods of peak summer temperatures. This enabled detailed analysis of hydrogen production, refueling cycles, storage management and day to day operational requirements under local climatic and usage conditions. The pilot confirmed the technical viability of hydrogen refueling for public transport fleets, while surfacing important operational considerations about production-to- demand coordination, refueling logistics, buffer management and system energy intensity under varying environmental conditions. The H2GO pilot deepened ADNOC’s understanding of the practical requirements and constraints of hydrogen mobility at the system level, generating insights that will inform future decisions and infrastructure development. H2GO: from pilot to insight DELIVERY IN ACTION 11 IEA, Global Hydrogen Review 2025 Low-carbon hydrogen and ammonia remain strategically relevant pathways for decarbonizing hard-to-abate industrial and transportation sectors. The UAE’s gas reserves, existing CCUS infrastructure and established trade relationships provide a credible foundation for competitive supply chain development. Market conditions for low-carbon hydrogen have deteriorated materially across the industry. According to the IEA's Global Hydrogen Review 2025, projected low-carbon hydrogen production by 2030 has fallen from 49 million tonnes per year to 37 million, driven by project delays and cancellations, high costs, and persistent challenges in securing offtake agreements. Low-carbon hydrogen still accounts for less than 1% of global production 11 , reflecting sector-wide headwinds rather than conditions unique to any single producer or region. Against this backdrop, ADNOC will review its ambition to capture 5% of the global hydrogen market and advance projects with sound commercial and strategic cases. In partnership with TA’ZIZ, Fertiglobe, G.S. Energy Corporation and Mitsui, ADNOC is developing a 1 mtpa lower-carbon ammonia facility at the TA'ZIZ Industrial Chemicals Zone. Construction contracts were awarded in 2024, and operations are expected to start in 2027. Ammonia as a hydrogen carrier for export markets remains one of the more commercially proximate near-term pathways, supported by growing import demand across Japan, South Korea and Europe. Low-carbon hydrogen and ammonia Aviation presents one of the most complex decarbonization challenges. Unlike power generation or road transport, it has no near-term alternative to liquid hydrocarbon fuels and the supply of lower-carbon aviation fuels continues to lag behind industry ambition. These factors are not reasons for inaction, but they demand a realistic assessment of what decarbonization in this sector requires. As an energy company with deep capabilities across the liquid fuels value chain, ADNOC is committed to supporting aviation’s decarbonization through solutions that are technically credible, commercially viable and scalable. Sustainable aviation fuel (SAF) offers a meaningful lifecycle emissions reduction and represents the sector’s long-term direction, while lower-carbon aviation fuel (LCAF) provides an immediate pathway to reduce carbon intensity across existing supply chains. Both of these complementary solutions have a role to play. In 2024, a feasibility study confirmed ADNOC Refining’s readiness to produce LCAF in alignment with the International Civil Aviation Organization’s (ICAO) Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) certification framework. The milestone established the technical and commercial foundation for near-term production through existing refining and distribution infrastructure. ADNOC Trading and ADNOC Refining recently announced a memorandum of understanding (MoU) to leverage flexible bio-feedstocks alongside ADNOC Refining’s integrated refining and global trading capabilities to advance SAF supply development. Both steps build on ADNOC Refining’s standing as the first entity in the Middle East to receive International Sustainability and Carbon Certification (ISCC) certification for SAF produced from used cooking oil, an established market access credential for regulated aviation fuel markets. Our approach is guided by pragmatism and a recognition that progress in aviation decarbonization will require sustained collaboration across the value chain, from feedstock sourcing and fuel production to certification and offtake. Enabling aviation decarbonization Driving collective action on industry decarbonization Decarbonizing the oil and gas sector requires coordinated action beyond any one company’s operations. We engage actively with industry peers, multilateral bodies and technology partners to shape shared solutions, raise sector-wide ambition and accelerate the transition to lower-carbon production across the value chain. Oil and Gas Decarbonization Charter As a founding signatory of the Oil and Gas Decarbonization Charter (OGDC), ADNOC operates within a collective industry framework of 55 companies that together represent approximately 40% of global oil production. The charter sets shared ambitions to achieve net zero operations by 2050 and, zero routine flaring and near-zero methane emissions by 2030. As the charter moves from ambition to implementation, the focus shifts to translating these collective aims to verifiable operational progress. Global Flaring and Methane Reduction Partnership Through the UAE’s founding membership in the World Bank’s Global Flaring and Methane Reduction Partnership (GFMR), ADNOC provides technical and strategic input to one of the more substantive multilateral mechanisms for addressing flaring and methane at scale. The fund’s expanding program includes regulatory capacity building and mobilization of private sector investment across multiple geographies. Advancing methane action At ADIPEC 2025, we convened the third Advancing Towards Zero Methane Forum in partnership with the OGDC, IOGP, OGMP 2.0 and GFMR. The event brought together national oil companies (NOCs), financial institutions and technology providers to advance dialogue on progress of methane action, abatement pathways, verification standards and financing mechanisms. United Arab Emirates United Kingdom United States Uzbekistan Angloa Azerbaijan Bulgaria Côte d'Ivoire Egypt Germany Greece Kazakhstan Indonesia Jordan Malaysia Montengro Oman Portugal Poland Saudi Arabia Senegal Serbia South Africa Spain Wind Solar Energy storage Geothermal Global Projects Masdar’s global presence 57 ADNOC Sustainability R eport 2025 56 ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

PROTECTING NATURE AND BIODIVERSITY

12 For more details on the ADNOC Group Sustainability Policy Statement, please refer to chapter ‘How we operate’. 13 For more details on the ADNOC Group HSE Policy, please refer to chapter ‘Keeping our people safe’. 14 For more details on our HSE Framework, please refer to chapter ‘Keeping our people safe’. Why it matters Material topics • Air emissions • Water and water effluents management • Waste management • Resource use and circular economy • Biodiversity • Closure and rehabilitation 2025 performance • Zero freshwater of total water withdrawal • >17,000 tonnes of waste diverted from landfill • 2.5 million mangroves planted towards our 10 million mangroves by 2030 target Protecting nature and biodiversity is vital for life on earth and crucial to improving lives in our communities. It is important to protect our natural ecosystems to meet global climate and biodiversity targets. As ADNOC operates across diverse environments, our activities interact directly and indirectly with natural systems. These interactions shape our operating context, influencing how we manage resources, maintain environmental balance and sustain long-term operations. We aim to have a positive impact on the environment through responsible management of our air, water and resources, while protecting, maintaining, enhancing and restoring ecosystems in areas where we work, particularly in sensitive onshore and offshore sites. As our facilities approach closure, we implement site rehabilitation plans in line with international best practices to minimize residual environmental and health risks while enabling land to return to safe and beneficial use in accordance with legal and regulatory requirements. Where relevant, we also engage regulators, technical specialists, environmental institutions and local communities in enhancing our practices, strengthening assessments and better integrating ecological sensitivities and local priorities into our approach. We strive to assess, mitigate and manage the environmental risks associated with our activities across all stages of our operations, from project conception to decommissioning. This approach is anchored in our Group Sustainability Policy Statement 12 and Health, Safety and Environment (HSE) Policy 13 , which reflect our commitment to reduce environmental impact, protect nature and biodiversity, advance water stewardship and promote circularity across our operations. These are reinforced by our HSE Control Framework 14 , which sets well-defined standards for environmental protection, pollution prevention and performance monitoring across our assets. All our material operating assets are covered under ISO 14001 certification. We systematically identify, assess and manage environmental impacts across each phase of activity. We conduct environmental impact assessments (EIAs) for all greenfield and brownfield developments in accordance with company requirements and national and international regulations and standards. These assessments establish baseline conditions, include comprehensive biodiversity surveys in sensitive areas and consider alternatives to avoid impacts where possible. The outcomes inform mitigation measures and guide environmental management plans (EMPs) to minimize potential impacts and ensure regulatory compliance across project stages. For projects requiring international funding, we ensure that EIAs align with global standards such as the Equator Principles and the International Finance Corporation (IFC) Performance Standards. We also maintain robust monitoring and reporting processes to support informed decision-making and continuous oversight. Our approach SDGs Air quality Air quality management is central to ADNOC’s environmental programs and reflects our commitment to minimizing operational impacts. Air emissions, such as nitrogen oxides (NOx), sulfur oxides (SOx), non-methane volatile organic compounds (NMVOCs), carbon monoxide (CO) and particulate matter (PM), can affect air quality, public health and the environment. Air quality has been recognized as a national priority, and we align our efforts with the UAE National Air Quality Agenda 2031 through effective emission monitoring, operational controls and continuous improvement across our operations. We apply a systematic approach, focused on identifying key emission sources, monitoring performance and implementing mitigation measures where needed. This includes strengthening operational practices, improving efficiency and supporting compliance with applicable environmental requirements, while helping reduce the impact of air emissions on surrounding communities and ecosystems. Managing our air quality impact is an important consideration across our operations, given that emissions are associated with combustion processes, flaring, industrial equipment and transportation activities. To better understand and manage these potential impacts, we assess air quality considerations through EIAs, which incorporate air dispersion modelling to evaluate dispersion and concentration in ambient air against baseline environmental conditions. ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 61 ADNOC Sustainability Report 2025 60

Performance ADNOC’s SOx emissions were 12% lower in 2025 than in 2024, primarily because of a reduction in sour gas flaring activities and improvements in operational efficiency. NOx and PM emissions remained broadly in line with 2024 levels. NMVOCs increased by 7%, mainly due to higher tanker loading operations, while CO emissions rose by 5%, driven by higher power demand and increased fuel demand from the deployment of additional drilling rigs. Water management Water is an essential resource, vital for all forms of life. It supports ecosystems, protects human health and enables business activities. We seek to help safeguard it for future generations. Water is an integral part of our operations, and we believe that our activities have the potential to impact water quantity and quality. Across our operations, water is required for activities such as cooling, drilling and completions, enhanced oil recovery and emergency response, making responsible management of water use and water quality a key operational consideration. With its arid environment, the UAE faces significant water scarcity challenges 15 . In response, the UAE Water Security Strategy 2036 aims to reduce water demand, improve efficiency and increase the reuse of treated water. In alignment with this strategy, ADNOC is committed to sustainable water stewardship to support both its operational needs and national water security goals. Our operations interact with water resources through withdrawals and wastewater discharges, requiring disciplined management. While seawater accounts for the majority of use, its scale calls for efficient use and controlled discharge. 15 ADNOCs operations in Abu Dhabi are located in a water stressed area as identified by the World Resource Institute (WRI) Aqueduct Water Risk Atlas tool. Air emissions Kilotonnes SOx NMVOC CO PM NOx 2022 84.7 264.2 108.8 34.9 2023 86.4 373.1 111.0 37.0 1.9 2024 92.8 291.5 136.7 39.9 2.1 2025 93.8 255.6 145.6 42.0 2.1 Mitigation and management We have established design and operational emission thresholds for key air pollutants in an effort to comply with applicable regulatory requirements. These thresholds are supported by targeted pollution control plans and measures intended to meet these thresholds and reduce impact. Such actions may include the following: • Deploying best available engineering controls and technologies, such as dry low NOx combustion systems • Electrifying and enhancing the efficiency of power turbines • Conducting regular leak detection and repair (LDAR) programs to mitigate fugitive emissions • Switching from sour to sweet gas fuel to reduce sulfur dioxide (SO ₂ ) emissions • Recovering waste heat through dedicated energy efficiency projects • Installing vapor recovery compressors and ejectors to reduce flaring in design and upgrading projects • Installing oil treatment units (pre-heaters) to reduce emissions during loading operations • Deploying high efficiency combustors and incinerators during well testing operations to reduce smoke and methane emissions • Installation of VOC vapor recovery systems at fuel retailing stations We have well-defined processes in place to report, investigate and address emissions-related incidents, including conducting root cause analyses and implementing corrective actions to prevent recurrence. ADNOC maintains a comprehensive monitoring ecosystem designed to track, analyze and manage air emissions across its operations, integrating both point source emissions monitoring and ambient air quality monitoring. ADNOC also works closely with the Environment Agency - Abu Dhabi (EAD) to monitor ambient air quality and support broader environmental oversight. Systems are integrated with EAD’s air quality database and ADNOC has contributed to expanding monitoring coverage by providing fixed air quality monitoring stations across Abu Dhabi. To monitor air quality around its facilities, ADNOC operates a network of air quality monitoring stations that continuously track ambient conditions, generating real-time data that feeds into centralized systems. In 2025, ADNOC launched the air quality management system (AQMS), enabling real-time compliance tracking and notification of potential issues. Ambient air quality monitoring ADNOC monitors emissions from stationary combustion sources and operations, through the air emissions monitoring system (AEMS). This centralized framework uses continuous emissions monitoring systems (CEMS) to measure emissions in real time. It also uses predictive emissions monitoring systems (PEMS) to estimate emissions based on operational data and process conditions. As of 2025, 50% of ADNOC’s point emission sources were covered under AEMS, reflecting steady progress in expanding monitoring coverage and strengthening emissions management. Point source emissions monitoring We take a structured approach to water management, using seawater as our primary source of water, with no reliance on freshwater sources. Desalinated water supplied by municipal and public water supply sources accounts for less than 0.5% of total use. Groundwater use remains limited to brackish and saline sources, but its scarcity elevates the need for more stringent oversight. In addition, we rely on ‘reduce, reuse and recycle’ principles, including the use of alternative sources such as produced water, and we also apply robust controls to ensure safe and responsible water discharges across our operations. We manage these impacts through a risk-informed approach anchored in EIAs and supported by baseline studies and ongoing monitoring of water quality, sediments and marine ecosystems. This enables early identification of risks and informs the design and implementation of targeted mitigation measures, environmental management plans and operational controls across the full life cycle of our activities. ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 63 ADNOC Sustainability Report 2025 62

Mitigation and management Our commitment to sustainable water stewardship is guided by a comprehensive water conservation strategy, which drives the efficient and responsible use of water resources across our operations through: • Actively seeking opportunities to avoid unnecessary water use and applying reduce, reuse and recycle principles • Using non-freshwater alternatives, including treated wastewater, wherever feasible for irrigation, dust control and fracking liquids • Deploying innovative technologies and water management solutions • Supporting safe wastewater discharge through deep disposal wells and reinjecting produced water into reservoirs • Avoiding all surface discharge of process effluents to the desert environment We actively monitor water use across our operations, tracking withdrawals, use and reuse, and groundwater recharge rates to inform current and future demand. In 2025, we began digitizing centralized water data . This project will provide clearer visibility into water flows, and unlock opportunities to increase water reuse, reduce water intensity and strengthen conservation. Cooling Domestic use • Drilling & completions • Process use • Enhanced oil recovery • Emergency services • Irrigation • Other uses Water in Water out Activity ADNOC water use Seawater 5,036 Groundwater (brackish) 258 Produced water 63.2 Third-party water 16.2 Sea 4,568 Total 5,093 Total 5,373 Deep well 67.3 Land for irrigation 7.5 Municipal sewage network 4 Reinjected water for reservoir management 446 million m 3 Water withdrawal by source Seawater (brackish) 93.72% Groundwater (brackish) 4.80% Produced water 1.18% Third-party water 0.30% ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 65 ADNOC Sustainability Report 2025 64

16 The prior-year freshwater withdrawal % was reported as a proportion of total water withdrawal to third party desalinated water supply. Following a detailed review, the definition of freshwater has been revised. Freshwater is defined as groundwater or surface water with a total dissolved solids (TDS) concentration of 1,000 mg/L or less. Based on the revised definition, there is no freshwater consumption associated with our operations. Performance In 2025, we maintained freshwater usage within our target threshold, and actual use at zero 16 . Overall, water consumption decreased by 2.4%, contributing to a corresponding decrease in water disposal. Water withdrawal 2022 2023 2024 2025 Groundwater (brackish) 176.4 207 232.2 258.0 Seawater 4,910 4,778 5,191 5,036 Produced water 34.8 36.6 68.5 63.2 Third-party water 15.1 15.7 15.9 16.2 Water withdrawal volume by source Million m 3 5,137 5,038 5,507 5,373 Water discharge 2022 2023 2024 2025 Seawater 4,621 4,483 4,734 4,568 Reinjected for reservoir management 361 386 422 446 Deep wells 38.2 40.4 72.4 67.3 Land for irrigation 12.6 12.0 9.0 7.5 Municipal sewage network 4.3 4.1 3.3 4.0 Water discharge by destination Million m 3 5,038 4,926 5,241 5,093 Spill prevention Oil spill management is central to ADNOC’s commitment to environmental stewardship, operational excellence and the protection of the ecosystems linked to its activities. Preventing hydrocarbon leaks and spills remains an uncompromising priority, supported by a preventive approach that includes training, spill response drills and sustained operational vigilance. The consequences of oil spills can be far-reaching, with serious implications for the environment and human health. Because oil spills can damage habitats and disrupt ecological resilience, aquatic and marine ecosystems are particularly vulnerable. In addition to the immediate environmental harm, restoration and recovery efforts are often complex, resource- intensive and prolonged, requiring sustained intervention to rehabilitate affected areas. Water is integral to ADNOC upstream's operations, including reservoir pressure maintenance, enhanced oil recovery and produced water handling. As fields mature and water volumes increase, effective water management is increasingly essential. In 2025, ADNOC formalized a comprehensive upstream water management strategy covering the full water lifecycle, including water sourcing, injection, treatment, produced water reinjection (PWRI) and disposal. The strategy is structured around six pillars: 1. Increasing water handling and injection capacity in line with production requirements 2. Reducing inefficient water injection and production through improved reservoir conformance 3. Lowering water-related operating costs and GHG emissions 4. Maximizing PWRI and cross-asset synergies and water reuse 5. Strengthening capabilities through a centralized upstream water team 6. Deploying advanced technologies for monitoring, treatment, water control and digitalization ADNOC has achieved 100% PWRI at the Bu Hasa and Asab onshore sites, demonstrating the feasibility of full reuse at scale. Building on this experience, we have developed a tiered PWRI roadmap to increase reinjection across mature fields, reduce reliance on aquifer water and seawater and minimize disposal volumes. Water management performance is governed through defined accountabilities across upstream operating companies and monitored using key indicators supported by digital surveillance and optimization tools. ADNOC also assesses cross-asset synergies to optimize infrastructure use, improve energy efficiency and reduce costs. For example, our sustainable water supply project in partnership with TAQA features a centralized, world-class seawater treatment plant, water transportation system and pumping stations, that will replace deep aquifer water with treated seawater for injection. Once operational, the facility is expected to reduce energy consumption associated with water injections by up to 30%. Upstream water management DELIVERY IN ACTION ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 67 ADNOC Sustainability Report 2025 66

2022 2023 2024 2025 Hydrocarbon spill incidents (>1 bbl) Number of incidents 2 2 6 3 Volume of spill (bbl) 1,188 73 36 192.6 Volume recovered (bbl) 1,103 6 4 45 Non-hydrocarbon spill incidents (> 1 bbl) Number of incidents 0 0 1 3 Volume of spill (bbl) - - 4 30 Volume recovered (bbl) - - 0 0 Performance Closure and rehabilitation In 2025, the number of hydrocarbon spill incidents decreased compared to 2024 while total spill volume increased primarily attributable to a single higher volume incident. No spills occurred in or near environmentally sensitive areas. Reported non-hydrocarbon spills occurred in onshore operations only. Established in the 1970s, the Abu Dhabi Refinery was ADNOC’s first refinery. It ceased operations in 2021, and all decommissioning and demolition activities were successfully completed by 2025. The Abu Dhabi Refinery soil and groundwater remediation works have been fully completed in accordance with the approved Abu Dhabi Refinery closure plan and clean-up requirements agreed with the EAD. Following decommissioning, we engaged in remediation using appropriate, risk based technologies, including bioremediation, soil washing and groundwater treatment. Activities were tailored to site specific contamination levels and supported by continuous regulatory engagement. Post remediation validation, risk assessment and formal closure discussions with EAD have been concluded, enabling site handover. For more information on our emergency response and crisis management approach, refer to the ‘Emergency response and crisis management’ section and the ‘Process safety and asset integrity’ section in the ‘Keeping our people safe’ chapter. Mitigation and management ADNOC has a comprehensive set of policies, procedures and operational protocols in place to minimize spill risk, strengthen containment capability and enable a rapid, coordinated response in the event of an incident. These are supported by ADNOC’s waste management, emergency response and oil spill response standards supported by rigorous HSE requirements. Our framework is designed to embed resilience, uphold operational integrity and maintain a state of continual readiness across all relevant activities. 17 A MAGMA (formerly known as BeAAT) hazardous waste treatment facility is dedicated to the treatment, storage and safe disposal of hazardous waste generated by ADNOC and other industries in Abu Dhabi. This facility handles various types of waste, including liquid, sludge and solid waste, using advanced technologies to support environmental protection and compliance with health and safety standards. The MAGMA facility focuses on sustainability by promoting the recovery, recycling and reuse of waste streams whenever feasible. Our approach is based on robust HSE standards and focuses on four critical areas. • Prevention: we focus on preventing spills at the source through systematic identification of risks and routine inspection of equipment, infrastructure and storage facilities. Employee awareness and role- specific training support consistent application of spill prevention controls across operations. • Preparedness: we maintain asset-specific response plans, strategically located equipment and regular drills to help ensure that personnel are trained and equipped to respond effectively in the event of an incident. • Response: in the event of a spill, trained response teams are mobilized promptly to contain and control the incident. We respond in accordance with established procedures, including deployment of booms and absorbents and structured clean-up activities. • Recovery: following an incident, we assess environmental impacts and, where required, implement remediation and restoration measures. We document and review incidents to identify lessons learned and strengthen future prevention and response measures, engaging with relevant stakeholders as appropriate. We apply a risk - based approach to environmental risk management, with enhanced controls in locations where potential impacts are higher. For operations located in or near environmentally sensitive areas or densely populated communities, we implement additional measures to protect ecosystems, water resources and surrounding communities. These measures include strengthened risk assessments, higher inspection frequencies and tailored response planning commensurate with the level of potential impact. Mitigation and management Waste management Effective waste management is essential to our efforts in reducing potential impacts on nature and communities, as well as supporting sustainable operations. Across our exploration, production and refining operations, we generate both hazardous and non-hazardous waste, such as chemicals, sludge and industrial by-products. We are committed to treating and managing all waste safely, from generation to disposal, while adopting circularity principles. Our approach is aligned with the UAE’s National Agenda for Integrated Waste Management, the UAE Circular Economy Policy 2021-2031, and the requirements set by the Tadweer Group, Abu Dhabi’s waste management company. We manage waste in line with a mitigation hierarchy that prioritizes reduction, reuse, recycling and recovery, followed by treatment and responsible disposal. The approach is embedded in the design and operation of our facilities and supported by site-level waste management plans. Waste generated across our operations presents distinct environmental risks across its lifecycle. Hazardous waste streams, including chemical residues and oil-based byproducts, may pose elevated risks of soil contamination, groundwater pollution and marine ecosystem disruption, while non-hazardous waste may contribute to landfill dependency and inefficient resource use if not effectively managed. At the same time, effective waste management presents opportunities to unlock value through material efficiency, optimized treatment pathways, increased recovery and reuse, and reduced reliance on disposal, contributing to both cost optimization and improved environmental performance. We take a structured, risk-based approach anchored in EIAs, supported by monitoring. This supports early identification of risks and informs targeted mitigation measures, while also enabling opportunities to improve material efficiency, increase reuse and recovery, and reduce reliance on disposal. Our duty of care principle across waste-generating activities within our operations supports strict compliance with manifest tracking, transport permits and regulatory approvals for waste handling. Waste transfers are overseen by the Bolisaty system, a smart integrated waste database developed by the Tadweer Group. We engage licensed third-party contractors for the collection, segregation, transportation, treatment and disposal of all waste. Hazardous waste is directed to MAGMA 17 and other approved management facilities that use proven technology to safely treat and dispose of it. Where applicable, a proportion of this waste is sold to approved third parties for ADNOC Distribution is advancing circularity through a strategic MoU with Tadweer Group focused on scaling waste management infrastructure and enabling end- to-end waste value chain solutions. The MoU covers the deployment of recycling stations and reverse vending machines, the expansion of waste collection and processing capabilities, and the treatment of priority waste streams, including food waste. It also enables the adoption of advanced waste management technologies and supports the development of waste-to-value pathways, including alternative fuels, reinforcing alignment with ADNOC Group’s sustainability agenda and national circular economy objectives. As part of this partnership, ADNOC Distribution joined NASEEJ, the UAE’s first textile circularity initiative, as a founding national partner. Through this initiative, used frontline uniforms are being identified for recycling, improving resource efficiency and reducing environmental impact. The next phase will focus on recycling these volumes, quantifying CO₂ savings through carbon certification and exploring the production of new uniforms. Advancing circularity through waste partnerships DELIVERY IN ACTION recycling and/or reuse. All non-hazardous waste is expected to be classified and segregated per the requirements of the EAD and Tadweer Group, and is sent for recycling or composting when feasible. To comply with regulations, ADNOC verifies that contractors hold valid permits, maintain a clear chain of custody, collect destruction or receipt certificates and conduct periodic audits of treatment and disposal facilities. In 2025, we conducted a comprehensive audit of waste management practices across several operations. The audit assessed compliance with ADNOC’s waste management standard and the duty of care principle. Our Waste management reduction 2030 roadmap leverages technology and data-driven solutions to reduce waste, manage resources efficiently and strengthen circularity while delivering cost savings through targeted initiatives such as recycling waste oil and electronic waste, composting organic waste, and converting cooking oil into biofuels. 69 68 ADNOC Sustainability Report 2025 ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Performance We generated 30% more total waste in 2025 than 2024, reflecting expanded operational activity. Over the same period, we diverted more than 17,000 tonnes of waste from disposal. Waste generated Tonnes Non-hazardous waste Hazardous waste 2022 40,186 114,757 45,575 96,607 44,738 80,670 59,347 104,112 2023 2024 2025 Waste diverted from disposal Tonnes Non-hazardous waste Hazardous waste 2022 3,763 5,884 6,880 13,049 7,678 8,090 11,529 5,611 2023 2024 2025 Nature and biodiversity Biodiversity management is integral to ADNOC’s environmental approach and reflects our commitment to protecting the environment and minimizing impacts on ecosystems across our operations. Our operations are located across desert, coastal and marine environments and have the potential to impact biodiversity and ecosystem services through the nature and scale of our operations. At the same time, ADNOC recognizes opportunities to generate positive biodiversity outcomes through restoration, habitat enhancement and nature-based solutions, contributing to ecosystem resilience and supporting national biodiversity priorities. Our biodiversity framework and strategy are aligned with the UAE National Biodiversity Strategy, evolving Abu Dhabi biodiversity policies and long-term environmental goals. We apply a systematic monitoring and risk-based approach to biodiversity assessments across the project lifecycle. With a focus on identifying potential impacts, we implement mitigation measures in line with the mitigation hierarchy which prioritizes avoidance, minimization, restoration and, where necessary, offsetting. This is supported by EIA mitigation measures and ongoing monitoring. The proportion of protected areas overlapping with ADNOC’s concession areas increased from 25% to 36% in 2025, following an Emiri decree that expanded protected areas in Abu Dhabi. These areas include habitats that support species of conservation importance, including those listed on the UAE National Red List, and therefore require enhanced management. ADNOC conducts EIAs when undertaking new projects or significant operational modifications to identify potential biodiversity impacts at an early stage. These include ecological surveys, which help establish a baseline understanding of local species and habitats, identify and assess potential impacts, and prioritize mitigation measures. ADNOC prioritizes biodiversity management at sites located near ecologically sensitive habitats, including coastal zones, offshore islands and desert habitats. 18 All concessions are owned by ADNOC and located in Abu Dhabi, United Arab Emirates. The type of operations in these concessions is extractive and production. All concessions contain portions of protected areas. Environmental protected areas are managed by the EAD. 19 ADNOC implements the Biodiversity Assessment Standard- HSE-EN-ST06 to assess the biodiversity within ADNOC concession areas. 20 Includes the following fields: Bu Hasa, Bida Al Qemzan, Bab, Jumaylah, Al Nouf, Rumaitha, Shanayel, Asab, Mender and Qusahwira. Concession name 18, 19 Protected area Shah Gas Field • Al Delfaowyah Protected Area • Al Ramlah Protected Area Al Dhafra • Arabian Oryx Protected Area Satah Al Razboot (SARB) Umm LuLu • Marawah Marine Biosphere Reserve ADOC • Marawah Marine Biosphere Reserve • Abu Al Abyadh Marine Protected Area Ruwais Unconventional • Al Houbara Protected Area • Al Tawi Protected Area • Barqa Al Soqour Protected Area • Bida' Hazza' Protected Area • Marawah Marine Biosphere Reserve • Sir Bany Yas and Desert Island Marine Protected Area Onshore 20 • Al Houbara Protected Area • Al Ghada Protected Area • Arabian Oryx Protected Area • Al Beda'a Protected Area • Al Delfaowyah Protected Area • Al Ramlah Protected Area • Marawah Marine Biosphere Reserve • Abu Al Abyadh Marine Protected Area Hail and Ghasha • Marawah Marine Biosphere Reserve • Al Houbara Protected Area • Barqa Al Soqour Protected Area • Sir Bani Yas and Desert Island Marine Protected Area Al Yasat • Al Yasat Marine Protected Area • Yaw Al Debsa Protected Area Concessions in or near protected areas Terrestrial Marine 71 70 ADNOC Sustainability Report 2025 ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Mitigation and management ADNOC manages biodiversity-related risks and opportunities through a structured, risk-based approach embedded across the full project life cycle. This includes the application of EIAs at the design stage to identify and mitigate risks early, together with the application of the mitigation hierarchy (avoid, minimize, restore and offset) to systematically manage impacts. These elements are supported by adaptive management in which actions are continuously refined based on performance. Tracking and monitoring are integral to this approach. Environmental monitoring programs assess biodiversity conditions, track changes over time and evaluate the effectiveness of mitigation measures. This includes site-level monitoring, species tracking and periodic biodiversity assessments to enable informed, data-driven decision-making. This integrated approach is aligned with international frameworks and best practices, including the IFC Performance Standard 6 (PS6), the Equator Principles 4 and IPIECA guidance, ensuring consistency with globally recognized biodiversity risk management standards. We increasingly leverage technology to enhance monitoring capabilities, improve impact management and support targeted restoration efforts. In 2025, ADNOC initiated a project to consolidate available biodiversity and nature-related assessments and studies from projects and EIAs. The compiled dataset, which includes terrestrial and marine flora and fauna across ADNOC sites, will be integrated into a single data management platform to enable a holistic view of ADNOC’s biodiversity baseline and support more informed, efficient decision-making. ADNOC works closely with the EAD, which regulates and manages protected areas across the emirate, including those within our concession areas. Activities within these areas are subject to EAD permitting requirements, which mandate comprehensive biodiversity management plans, regular environmental monitoring and compliance reporting. Conserving habitats and preserving species ADNOC aims to protect habitats and species across its operational areas. We work closely with the EAD, government entities, research institutions and local communities to manage biodiversity impacts, restore natural environments and support long-term ecological resilience. Our efforts include expanding native tree cover, rehabilitating coastal and desert habitats and restoring coral and mangrove ecosystems. We also protect priority nesting and breeding areas and support the recovery of vulnerable species. ADNOC’s biodiversity focus areas Conserving habitats and preserving species Protecting the environment Developing and managing programs to conserve habitats, including mangroves, coral reefs, seagrass beds and deserts, where we are present and to preserve species such as green and hawksbill sea turtles, dugongs, ospreys and the Arabian oryx. Safeguarding biodiversity by reducing waste, enhancing water usage and improving air quality 21 . Raising awareness Collaborating to accelerate progress Connecting with educators, researchers and the wider community to inspire collective action to protect our natural ecosystems. Collaborating with organizations, environmental agencies and government bodies to advance biodiversity conservation. 21 For more information, refer to the ‘Our approach’ section in this chapter. Nature-based solutions are part of our approach to managing environmental impacts. Our tree-planting initiatives align with national and global programs, including the UAE Plant the Emirates program and the World Economic Forum’s One Billion Trees Initiative, and focus on mangroves, ghaf trees and date palms. Mangroves In support of the UAE’s goal of planting 100 million mangroves by 2030, ADNOC made a commitment to plant 10 million mangroves by 2030. We have already planted more than 5 million, including 2.5 million mangroves in 2025 alone. This milestone brings us more than halfway to our 2030 target. In 2025, ADNOC enhanced planting efficiency through the use of advanced drone technologies, including hybrid electric drones supported by AI-enabled optimization of flight and planting patterns, enabling more precise, site- specific deployment and monitoring. ADNOC also uses monitoring tools to assess mangrove health and restoration progress. The program is supported by stakeholder engagement, with participation from employees, students and community members. In 2025, over 1,000 volunteers contributed more than 5,000 hours to mangrove restoration activities, bringing the total number of volunteers to more than 6,000 since the program started. Nature-based solutions DELIVERY IN ACTION ADNOC also received recognition from the Ministry of Climate Change and Environment (MoCCAE) for its contribution to mangrove planting efforts. In collaboration with the EAD, we hosted the International Union for Conservation of Nature (IUCN) mangrove specialist group red list assessment workshop, bringing together over 50 global and regional scientists to assess the status of 72 mangrove species and inform conservation priorities. Coral reefs ADNOC collaborated with Fujairah Environment Authority (FEA), MoCCAE and community stakeholders to implement a large - scale coral restoration initiative along the UAE’s east coast in the Dibba coastal area. Launched in 2023 at a site designated by the FEA, the initiative has cultivated 1.5 million coral colonies across approximately 300,000 m², supported by advanced marine biology techniques and a two year post planting monitoring program. Visual assessments indicate positive environmental outcomes, including revitalized reef habitats, enhanced marine biodiversity and healthier fish populations. At ADNOC’s Hail and Ghasha development, we deployed 40 artificial coral reef structures to support marine habitat creation and contribute to local coral and fish populations. These activities are underpinned by baseline ecological surveys, and structured monitoring and adaptive management. We track species across sensitive habitats using remote sensing, geographic information systems (GIS) and aerial monitoring tools. We have wildlife emergency response processes in place. In the event of a biodiversity-related incident, trained site teams activate established response protocols in coordination with the EAD, which include investigation, remediation and follow- up monitoring. ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 73 ADNOC Sustainability Report 2025 72

Species conservation Ospreys ADNOC supports osprey conservation across the Abu Dhabi coastline and surrounding islands through site-based measures developed with the EAD. We maintain more than 200 purpose-built, nesting platforms, including over 150 at the Hail and Ghasha development, located based on technical surveys to align with the species’ natural behavior and habitat requirements. Where needed, active nests have been relocated from project areas to platforms outside construction zones to avoid disturbance during the breeding season. These efforts are reinforced by ongoing monitoring and adaptive management, helping to sustain breeding activity while reducing exposure to ground-based predators. In collaboration with the EAD, a wildlife emergency response program is also in place, enabling trained site teams to rescue, rehabilitate and safely release injured or distressed birds. In 2025, more than 50 stranded, injured or at-risk sea turtles were rescued, rehabilitated and released in collaboration with the EAD, the National Aquarium Abu Dhabi and the Yas SeaWorld Research & Rescue Center. As part of these releases, the Hail and Ghasha development sponsored 11 satellite tags, enabling post-rehabilitation tracking of turtle movement, migration routes and habitat use. Q: How does ADNOC help advance sea turtle conservation efforts? Sea turtle conservation has long been a focus of ADNOC’s environmental programs. Through the Hail and Ghasha development, this work continues in close collaboration with the EAD, supporting the rescue, rehabilitation, satellite tagging and release of sea turtles. In 2025, I led ADNOC’s involvement in a satellite - tagging and turtle release event. In 2026, we plan to enhance the program by introducing recovery stations at strategic locations. Q: What role does satellite tagging play in advancing sea turtle conservation? Satellite tagging provides critical data to support the EAD’s research and conservation programs, helping inform protection measures and improve understanding of turtle survival and adaptation following rehabilitation. ADNOC teams participated directly in the tagging and release process, supporting data collection and strengthening the integration of conservation practices across the development’s operations. Q: How does this collaboration support long-term marine conservation outcomes? This initiative builds on close collaboration with the EAD, combining scientific expertise with operational support. It also strengthens community engagement and awareness by encouraging wider participation, inspiring similar efforts, and supporting long - term marine conservation. Ayesha Al Hashmi Senior Environment Engineer ADNOC Upstream Marine turtles ADNOC supports marine biodiversity conservation through a dedicated sea turtle conservation program focused on rescue, rehabilitation and post-release monitoring of endangered green and hawksbill turtles. ADNOC Offshore supports the protection of marine turtles on Zirku and Arzanah islands, which are among the UAE’s most significant nesting sites through a structured monitoring and management plan, that includes systematic surveys, site protection measures, targeted employee training and beach clean-up activities. We monitor nesting and hatching activity throughout the season and document our findings to inform ongoing conservation efforts. Collaborating to accelerate progress ADNOC engages in national biodiversity initiatives in collaboration with government and sector partners. In 2025, ADNOC hosted the third annual Biodiversity Forum in collaboration with MoCCAE and the Chief Sustainability Officer (CSO) Network. Held at the IUCN World Conservation Congress in Abu Dhabi, the forum provided a platform for industry, government and civil society stakeholders to share perspectives on balancing economic development with ecosystem protection and restoration. Raising awareness ADNOC promotes biodiversity education and awareness through employee initiatives and partnerships that support knowledge-sharing and capacity building on environmental conservation. Biodiversity education and awareness programs e-GREEN The region’s first free, collaborative e-learning platform for the environmental sector, e-Green supports knowledge and awareness with a focus on Abu Dhabi. ADNOC contributes to biodiversity-focused learning pathways developed in collaboration with the EAD, providing access to science- based environmental content in accessible digital formats. Eco-literacy and student engagement ADNOC supports environmental awareness among younger people through targeted educational resources. In collaboration with the EAD, we developed and distributed a species catalog highlighting biodiversity within the Marawah Marine Biosphere Reserve, a UNESCO designated area. The catalog is available through schools and university libraries. 75 74 ADNOC Sustainability Report 2025 ADVANCING NET ZERO KEEPING OUR PEOPLE SAFE EMPOWERING LIVES HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

EMPOWERING LIVES

Why it matters Material topics • Socioeconomic impact • Employment practices, development and wellbeing • Non-discrimination and equal opportunity • Diversity and equal opportunities 2025 performance • The ICV program delivered USD 17.7 billion (AED 65 billion) to the UAE economy • 4,500 jobs created for UAE Nationals in the private sector • Women represented approximately 14% of our total workforce • 100% of ADNOC Group company boards include women members • 62.8% Emiratization rate As the world’s population continues to expand and economies become more interconnected, reliable, affordable and sustainable energy has never been more important. The true measure of leadership in energy lies not only in meeting demand, but in the broader value created for people, communities and nations. For ADNOC, this means taking a long-term view of progress, one that recognizes that enduring success is built through investment in human potential, national capability and the prosperity of the societies in which we operate. By developing human capital, advancing local industry through our In-Country Value (ICV) program and delivering meaningful CSR initiatives, ADNOC cultivates a highly skilled and future-ready workforce, strengthens local supply chains, unlocks economic opportunity and supports more vibrant, resilient communities. In doing so, ADNOC aims to leave a lasting positive legacy for generations to come and support the UAE’s long-term economic and social development ambitions. Our CSR strategy reflects our commitment to creating positive and lasting impact in the communities we serve. Our approach is aligned with the UAE’s national priorities and the UN Sustainable Development Goals (UN SDGs) and is built around four pillars: growth and learning; culture and community; natural heritage and environment; and sports, health and wellbeing. We support community wellbeing, broaden access to opportunity and contribute to more resilient and inclusive societies. Embedded in ADNOC’s long-term strategy, our commitment to empowering lives rests on an integrated approach that connects people development, national value creation and community investment. This approach is supported by clear priorities, partnerships and governance. The ICV and Make it in the Emirates programs are central to our efforts to create long-term national and economic value. By strengthening domestic supply chains, promoting local manufacturing and creating private-sector employment opportunities for UAE Nationals, these initiatives help build a more competitive, resilient and diversified industrial base. Our human capital strategy focuses on attracting, developing and retaining a high-caliber and diverse workforce equipped to lead in a rapidly evolving energy landscape. We are committed to building leadership capability, nurturing future-ready skills and fostering a high-performance culture in which our people can grow, excel and contribute meaningfully to our strategic ambitions. By investing in talent and cultivating an inclusive working environment, we are strengthening the foundations for long-term business resilience and sustainable growth. Our approach SDGs In-Country Value program Launched in 2018, ADNOC’s ICV program serves as a catalyst for the UAE’s growth and diversification by creating new economic and industrial opportunities for the private sector across areas where we operate, while strengthening the resilience of our value chain. Aligned with the UAE’s national ICV program, it channels procurement and investment into the national economy, supporting local industries, enabling private-sector growth and creating sustainable employment opportunities for UAE Nationals. The program is embedded within ADNOC’s procurement processes in accordance with the ADNOC Group ICV implementation guidelines, helping ensure consistent application across contracting and sourcing activities. In 2025, the program delivered $17.7 billion (AED 65 billion) to the UAE economy, increasing its cumulative contribution since inception to $83.5 billion (AED 307 billion). This reflects continued progress in driving economic value and supporting national industrial growth. Building on these achievements, ADNOC’s Board has endorsed a goal of driving $60 billion (AED 220 billion) into the UAE economy between 2025 and 2030 through the ICV program. In 2025, ADNOC also continued to engage local suppliers through targeted awareness and capability-building initiatives. These engagements prepared suppliers to participate in ADNOC’s procurement processes, improved alignment with ICV requirements, and enhanced competitiveness across the supply chain. In parallel, ADNOC continued to expand private-sector employment opportunities for UAE Nationals. The program enabled the creation of 4,500 new private-sector jobs in 2025, bringing the cumulative number of jobs created since 2018 to 23,000. This progress reflects continued demand for local talent across strategic industries and services and supports ADNOC’s target of creating 25,000 private-sector job opportunities for UAE Nationals by 2028. As part of these efforts, ADNOC partners with the Ministry of Industry and Advanced Technology (MoIAT) and the government’s Nafis program 22 to deliver targeted talent engagement initiatives. Through the Industrialists Career Fair in 2025, more than 1,200 private-sector job opportunities were made available to UAE Nationals by over 100 companies, including a wide network of ADNOC partners. This initiative improves pathways for Emirati talent into priority industrial and advanced sectors in the UAE, supporting workforce development, enabling long-term career progression, and strengthening the national talent base. 40 60 100 80 120 0 20 140 160 Value returned to the UAE economy through the ICV program $ billion (AED billion) 2018-2022 2023 2024 2025 2026-2030 39.8 (146) 11.2 (41) 14.9 (55) 17.7 (65) Target: drive $60 billion (AED220 billion) back into the UAE’s economy between 2025 and 2030 Number of jobs created for UAE Nationals in private sector Number of jobs 2018-2022 2023 2024 2025 2026-2028 5,000 6,500 7,000 4,500 Target: create 25,000 new private-sector jobs for UAE Nationals by 2028 10,000 15,000 25,000 20,000 30,000 0 5,000 22 Nafis is the UAE’s federal Emiratization program led by the Emirati Talent Competitiveness Council 79 ADNOC Sustainability Report 2025 78 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

In 2025, ADNOC expanded its ICV approach to include food supplies used across its operations, with a focus on increasing procurement from UAE based farms and producers. Through the Local Harvest program, ADNOC revised catering sourcing requirements, prioritized ICV suppliers in procurement decisions, and formalized engagement with local farms and small and medium-sized enterprises (SMEs). We introduced a structured tracking mechanism to monitor the share of locally sourced food across key categories. As part of this effort, we hosted 13 workshops, five leadership forums and more than 220 product evaluations, bringing together UAE producers, catering suppliers and procurement teams to assess suitability, quality and scale. During Global Food Week 2025, ADNOC facilitated connections among more than 70 UAE farmers and catering suppliers through structured engagement sessions, supporting supplier visibility and participation in ADNOC’s catering supply chain. By September 2025, the share of locally sourced food in the overall food supply had increased from a 25% baseline to 60%, with expanded sourcing across categories including poultry, dates, fresh produce and honey. The program strengthened local supplier participation in ADNOC’s operations and contributed to retaining economic value within the UAE through more localized procurement. Increasing local food sourcing through the Local Harvest program DELIVERY IN ACTION Make it in the Emirates ADNOC remains a key enabler of MoIAT’s Make it in the Emirates initiative and supports the UAE’s ambition to strengthen its industrial base, accelerate economic diversification and contributes to the objectives of Operation 300Bn, the UAE’s industrial strategy. ADNOC plays a central role in unlocking long-term manufacturing opportunities through procurement demand and enabling private-sector growth across priority sectors. As part of this effort, ADNOC aims to localize $24.5 billion (AED 90 billion) of products within its procurement pipeline by 2030 to help develop sustainable national industrial capacity and build resilience in the supply chain. In 2025, ADNOC signed $2.4 billion (AED 8.8 billion) in new procurement agreements with local manufacturers, supporting the localization of 24 priority products through 27 manufacturers. Cumulative awards to local manufacturers exceeded $21.8 billion (AED 80 billion), reflecting strong progress toward the 2030 localization target. These efforts help increase local production, reduce reliance on imports and strengthen the UAE’s position as a global hub for advanced industries. At the same time, they support skills development, broader private-sector participation and the adoption of advanced industrial solutions. 0 2 4 6 8 10 12 14 16 18 20 22 24 26 Value of awards for local manufacturing $ billion (AED billion) 2022 2023 2024 2025 2026-2030 5.7 (20.9) 11.2 (41.1) 2.7 (9.9) 2.4 (8.8) Target: locally manufacture $24.5 billion (AED90 billion) products in the procurement pipeline by 2030 The next phase builds on that foundation, focusing on advanced connection technology and R&D. Through the partnership, we are introducing sentinel prime connection technology in the UAE, a capability previously only accessible through a limited number of global suppliers. The focus is not just on deploying this technology, but also on strengthening in-country expertise to support its development and application. Q: How does this collaboration strengthen the UAE’s industrial resilience? This collaboration reduces reliance on external suppliers for critical oil and gas technologies by bringing advanced manufacturing and engineering capabilities into the UAE. It also supports ADNOC’s broader efforts to localize strategic industrial capabilities and enhance supply chain resilience. Collectively, these efforts contribute to the long-term development of a more competitive and self-sufficient industrial base, aligned with the objectives of the Make it in the Emirates initiative. Q: What opportunities does this create for local talent? A key component of the partnership is the establishment of a new R&D center by TBX Nexxia in Abu Dhabi. This will provide opportunities for engineers and technicians to work on advanced technologies, applied research, and specialized engineering applications. Beyond job creation, it supports the development of local technical expertise and enables Emirati talent to contribute to and lead innovation within the energy sector. ADNOC continues to translate procurement demand into tangible industrial investments and partnerships. In 2025, ADNOC signed a strategic agreement with TBX Nexxia to localize advanced tubular solutions, including establishing a dedicated research and development (R&D) center in Abu Dhabi. This investment supports the transfer of technology and expertise, strengthens domestic manufacturing capabilities and contributes to the development of highly skilled local talent. Q: What is the strategic importance of ADNOC’s partnership with TBX Nexxia? At its core, this partnership is about bringing advanced technology into the UAE and embedding it within our local industrial ecosystem. Our collaboration with TBX Nexxia began in 2022 with an agreement that supported the establishment of a corrosion-resistant alloy oil country tubular goods (CRA OCTG) manufacturing facility in the UAE, laying the foundation for local industrial capability. Salama Alawadhi Senior Vice President Commercial, ICV and Industrial Development ADNOC Group 81 ADNOC Sustainability Report 2025 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 80

In 2025, ADNOC’s supply chain partners committed to investing $817 million (AED 3 billion) in new manufacturing facilities across the UAE, spanning key industrial zones including the Industrial City of Abu Dhabi (ICAD), Khalifa Economic Zones Abu Dhabi (KEZAD), Dubai Industrial Park, Jebel Ali Free Zone (JAFZA), Sharjah Airport International Free Zone (SAIF Zone) and Umm Al Quwain. These facilities are expected to create more than 3,500 private- sector jobs and produce a range of critical industrial products, reinforcing the UAE’s industrial base and supporting long-term economic diversification. Investing in UAE manufacturing facilities DELIVERY IN ACTION During the 2025 edition of the annual Make it in the Emirates event, ADNOC delivered Business Connect, an initiative designed to strengthen collaboration among EPC contractors, strategic suppliers, and UAE - based manufacturers and SMEs. Supported by a digital matchmaking platform, the event hosted targeted, time - bound meetings focused on sourcing requirements and future demand visibility. Business Connect brought together 60 EPC contractors and major suppliers and more than 750 manufacturers and SMEs, facilitating over 3,000 meetings and generating more than 850 qualified business leads. Driving local supplier collaboration DELIVERY IN ACTION Helping our people achieve their full potential We cultivate a high-performance culture that enables our people to grow, lead and contribute to our strategic goals and daily operations. Our approach is guided by ADNOC’s people strategy which supports a capable, engaged and diverse workforce. It encompasses training and development; employee wellbeing and engagement; diversity, equity and inclusion; and compensation, benefits and rewards. It also drives key talent processes across the employee lifecycle, including recruitment, mobility, development, succession planning and retention. The People, National Identity & Business Support Directorate defines ADNOC’s people strategy and establishes the policies that guide its implementation across the organization. It also oversees the consistent application of the frameworks across ADNOC. This is reinforced through ADNOC’s governance structure, in which relevant committees oversee and endorse human capital matters and the Executive Leadership Team supports alignment with corporate and operational priorities 23 . Collaboration beyond ADNOC complements these efforts by enabling knowledge exchange and alignment on shared workforce priorities. Our strategic focus on human capital enables us to nurture talent, elevate performance and strengthen resilience across the organization. It also helps us deliver on our ambitions with a capable and engaged workforce. In 2025, ADNOC hosted the 109th Gulf Oil Companies Human Resources Forum in Abu Dhabi. The forum brought together human resources leaders from across the region, including Aramco, Kuwait Oil Company and QatarEnergy, to exchange best practices on policy evolution, digitalization and workforce transformation. It facilitated the exchange of consolidated policy updates and alignment across participating organizations on shared human resources priorities. Regional collaboration on workforce priorities 23 See the Our Leadership section in the How We Operate chapter for further information ADNOC’s culture renovation program received several awards in 2025 for its impact on leadership, change and organizational development: • Best Leadership Development of the Year, Gulf Cooperation Council Government Human Resources & Youth Awards • Gold Award for Leadership Development and Silver Award for Talent Management, Brandon Hall Group Excellence Awards • Highly Commended for Best Change Management Initiative, Chartered Institute of Personnel and Development (CIPD) UK Awards Recognition of the culture renovation program Embedding a high- performance culture ADNOC promotes a performance-driven culture grounded in accountability, leadership and shared values. This is advanced through the culture renovation strategy, an ongoing program to embed ADNOC values and behaviors into everyday ways of working, decision making and leadership practices, with particular focus on middle management and emerging talent. Culture masterclasses provide interactive learning experiences that translate values and behaviors into practical actions. The program is delivered by ADNOC employees, with more than 150 trained as facilitators supporting rollout across the Group. In 2025, the initiative was extended to high potential youth, with over 20 sessions delivered and more than 1,200 participants reached, achieving a 96% satisfaction rate. Delivery is supported by culture toolkits that enable structured workshops and guided discussions, while a culture dashboard tracks more than 30 culture related metrics across the Group, including participation and program completion KPIs. 83 ADNOC Sustainability Report 2025 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 82

Performance management ADNOC’s approach to performance management is designed to align individual contributions with business objectives and Group values, helping employees understand how their work supports business priorities. Performance expectations are set through annual objectives and discussed through regular performance conversations between employees and line managers. Performance is assessed against both delivery outcomes and behavioral expectations. Employee KPIs are individually defined and linked to business objectives, providing clarity on expectations and the impact of each role. In 2025, 100% of employees participated in the annual talent review. Performance outcomes inform development planning, succession discussions and reward decisions. Integrated digital tools support performance management and career development by linking performance assessment, development planning and internal mobility. ADNOC supports mobility by advertising job opportunities across functions, business units and locations, allowing employees to apply their skills in new roles. Where required, we also advertise positions externally through approved recruitment channels. In addition, the opportunity marketplace platform facilitates project - based, temporary assignments, supporting experiential learning through short - term, cross - functional engagements. National identity ADNOC’s national identity program reflects its alignment with the UAE’s national vision of preserving cultural heritage, strengthening social cohesion and supporting long-term development. By embedding Emirati values and identity across its operations and engagement activities ADNOC embraces cultural continuity. In 2025, ADNOC advanced the program with flagship initiatives such as a national pavilion at ADIPEC and a forum at Make it in the Emirates, alongside cultural activations across ADNOC sites and national events. By showcasing Emirati culture, values and innovation, these initiatives fostered a sense of belonging among employees and engagement with the wider community. ADNOC also strengthened partnerships with government and non government entities in the UAE to support cultural preservation, community wellbeing and social development. Training and development We offer a broad range of training and development opportunities to build capabilities across the organization, strengthen skills, support career growth and reinforce a high- performance culture. In alignment with evolving business needs, our programs cover the full employee lifecycle from youth development to executive leadership. In 2025, Borouge expanded its training offerings to include targeted sustainability related programs. More than 450 employees participated in these programs. Training modules included: • Science of climate change: climate science fundamentals, UN climate bodies, GHG basics and the net zero goal of the Intergovernmental Panel on Climate Change (IPCC) • GHG accounting: GHG categories, standardized approaches and practical emissions calculation exercises • Sustainability and AI: AI applications in sustainability, associated considerations and energy sources supporting AI use • Polymer circularity: principles of circularity in polymer systems and their relevance to Borouge’s value chain • Borouge and a net-zero world: a practical perspective on a net-zero future and Borouge’s role within it Building sustainability capability DELIVERY IN ACTION To support the growing role of AI and digital technologies, we equip employees with a practical understanding of AI applications in the workplace, highlighting tools and use cases that enhance productivity, decision-making and employee wellbeing. Learning initiatives focus on foundational AI awareness and core digital capabilities, and mandatory cybersecurity training, reflecting ADNOC’s emphasis on responsible technology adoption and digital resilience as AI and other advanced technologies become increasingly embedded in our operations. In 2025, key programs included Introduction to agentic Al, which engaged over 18,000 participants resulting in over 10,000 Al agents created across our operations. More than 68,000 participants completed mandatory CyberAware modules, reinforcing cybersecurity readiness across the organization. Beyond formal training, engagement with emerging talent supports ADNOC’s AI transformation. ADNOC youth ambassadors participate in AI pilots, transformation initiatives and strategic outreach across sites. AI and digital capabilities DELIVERY IN ACTION Preserving critical technical knowledge is as important as developing new skills. Workforce transitions driven by retirements, market dynamics and generational shifts can create knowledge gaps that may affect operational continuity and performance. To address this, ADNOC’s Knowledge Nexus provides a platform for experience-based learning led by internal subject matter experts. Knowledge Nexus is delivered through three focused streams. Geoscience builds depth in subsurface and geotechnical disciplines; Al Ma’aref enables practical knowledge-sharing across technical, operational and enabling topics; and Knowledge Circle supports mentoring and peer exchange through structured dialogue. The program combines in-person and virtual delivery to reach employees across the Group. In 2025, Knowledge Nexus delivered 135 sessions, surpassing its target of 110 and engaging over 5,200 participants. Increased knowledge-sharing reduced our reliance on external providers, generating cost savings of $1.3 million (AED 4.8 million), while supporting the transfer of institutional expertise to the next generation of professionals. Knowledge Nexus: unlocking the value of internal expertise DELIVERY IN ACTION Retirement planning and alumni engagement We support employees in planning for life beyond their careers through a pre retirement program led by ADNOC’s alumni department. The program supports a smooth transition to post employment life by strengthening financial literacy and long term planning, promoting physical, emotional and social wellbeing, and helping retirees maintain a sense of connection to ADNOC’s culture and community. The program includes guidance on end of service benefits and retirement processes, alongside counselling to support emotional readiness and life transitions. Participants also learn about opportunities for continued engagement after retirement through ADNOC’s alumni and knowledge sharing platforms. In 2025, approximately 200 employees participated in the program. The alumni strategy keeps retirees connected to ADNOC’s extended community and enables them to continue contributing their experience through mentoring, advisory and community initiatives. We focus on upskilling on emerging skills, developing future leaders and digitalizing the learning experience for greater efficiency and impact through an AI-enabled platform. We take a data-driven approach, using our master skill library and insights from an organization-wide capability drive to guide skill benchmarking. This helps us align development programs with our strategic goals, address critical skill gaps and meet performance expectations. Training and development needs are identified as part of the annual performance review process based on employees’ skill development requirements. This process is supported by an integrated, AI enabled talent management platform that provides data driven insights to inform learning priorities. Identified needs are translated into individual learning programs and annual Group wide learning demand plans and training programs are designed to address key priorities. In 2025, employees completed over 1.7 million hours of training, with an average of 34.3 hours per employee. This was a 70% increase in average training hours from 2024, driven primarily by a stronger focus on AI and digital capability development. EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 85 ADNOC Sustainability Report 2025 84

ADNOC advances wellbeing through initiatives that strengthen community and celebrate cultural connections. The Bahja wellbeing festival is a flagship initiative, bringing together employees, families and contractors for a celebration of wellbeing, engagement and community spirit. To date, ADNOC has hosted eight festivals, engaging more than 5,000 participants and creating a supportive environment grounded in belonging and shared identity. The initiative plays a strategic role in elevating morale, enhancing collaboration and deepening engagement, while reinforcing ADNOC’s cultural values across the workforce. The Bahja wellbeing festival integrates AI-powered tools, including health check-up stations, personalized wellbeing recommendations and interactive digital workshops. Bahja wellbeing festival: a celebration of wellbeing and belonging DELIVERY IN ACTION Employee engagement ADNOC supports employee engagement through communication, feedback mechanisms and regular measurement of outcomes. We conduct an annual employee engagement survey with third-party support, offering a confidential platform for employees to share feedback. The survey is available in multiple languages (Arabic, English, Malayalam and Mandarin) and results inform action plans that are monitored by appointed champions across ADNOC Group companies. Annual pulse surveys are used to assess progress and the effectiveness of follow-up actions. The survey includes questions on culture and wellbeing, including whether employees feel safe in speaking up about workplace safety, unethical behavior and the overall working environment. In 2025, ADNOC recorded an engagement score of 77%, exceeding both the Middle East Oil & Gas benchmark and the Global General Industry benchmark, and an employee experience score of 85%. Strong results were also recorded across key dimensions, including a purpose and mandate score of 91%, reflecting employees’ understanding of the organization’s goals and priorities, and a values and leadership score of 88%, reflecting perceptions of leadership behavior and alignment with organizational values. Employees can also provide anonymous feedback through our Takallam platform, enabling them to raise and address concerns without fear of retaliation. Employee wellbeing Employee wellbeing is a strategic priority. Beyond traditional workplace support, we create an environment where employees feel valued, supported and able to thrive. Through targeted initiatives across the Group, we promote physical, mental and social wellbeing. Our Energy for Wellbeing program fosters a vibrant and engaged workplace. Taking a holistic approach, the program strengthens social cohesion and promotes a supportive environment for employees, their families and the wider community. It aims to empower employees to achieve their personal and professional goals, build resilience and maintain a healthy work-life balance. Our dedicated Energy for Wellbeing microsite and wellbeing toolkit support leaders in promoting employee wellbeing. In 2025, we delivered over 2,000 programs and engaged more than 175,000 participants, including employees, their families and service providers. ADNOC’s employee assistance program (EAP), provides employees with 24/7 access to confidential support services in multiple languages. The program supports individuals across life stages and covers a broad range of services, including psychological counselling, financial and legal advising, wellbeing coaching, and family support. In 2025, we expanded the program to include contractors and alumni, as well as family members. Our benefits framework also includes comprehensive health insurance. Digital wellbeing services delivered through providers such as Daman and TrueDoc, offer 24/7 access to multilingual medical and wellbeing support, contributing to a supportive and inclusive working environment. Mental health ADNOC supports employee mental health by delivering comprehensive programs across its sites, with a focus on emotional intelligence, stress management and resilience. Through the Working Well initiative, ADNOC provides support including mental health first aid, anxiety management, psychosocial assessments and fatigue prevention for shift employees. In 2025, we delivered an integrated wellbeing initiative combining a psychologist-led mental health session with a two-day wellness program that offered health screenings, expert consultations, and practical wellbeing tools. We also offered dedicated mental health workshops for leaders to help them understand employee mental health needs, recognize early indicators of concern, and respond appropriately through existing support mechanisms. Compensation, benefits and rewards Based on the principles of fairness, equity and competitiveness, ADNOC’s total rewards framework supports a pay for performance philosophy. It features both fixed and variable pay components, with variable pay linked to the achievement of performance objectives, including sustainability, operational efficiency and workforce development. Remuneration decisions are based on objective performance-related factors and aligned with ADNOC’s values and governing standards. We maintain a competitive compensation structure that supports talent retention and fosters long-term organizational success. The Group Rewards & Human Capital Policies Division is responsible for designing and governing the compensation programs that align with regional and global best practices and with ADNOC’s strategic objectives. The division manages the implementation of these programs across ADNOC Group companies to maintain fairness, transparency and consistency. Succession Planning ADNOC’s succession planning framework supports continuity in critical roles by building internal capability and strengthening leadership pipelines. The framework identifies potential successors for key positions and supports them through leadership assessments and targeted development plans. To help preserve critical expertise and maintain leadership continuity, the framework is integrated with knowledge-retention arrangements. In 2025, we strengthened the framework by incorporating a more structured, data-driven approach to identifying leadership and critical positions, assessing successor readiness, and supporting targeted development. Parent-friendly workplace program ADNOC supports working parents through a workplace program that offers flexible work arrangements, tailored parental leave and structured return-to-work assistance. Dedicated resources, including a microsite and digital support group, provide guidance and peer engagement. Facilities include nursing rooms for new mothers and an onsite nursery, and childcare vouchers support broader childcare needs. Employees also have access to counseling and psychological services via health apps. ADNOC collaborates with the Department of Community Development, the Supreme Council for Motherhood & Childhood and various health institutions to deliver educational sessions aimed at promoting a parent-friendly workplace culture. Our programs have had a positive impact on 26,000 parents and 70,000 children. In 2025, ADNOC was the official Energy Partner of Abu Dhabi Early Childhood Week, supporting the UAE’s broader focus on family development and early childhood education. ADNOC also earned a Parent - Friendly Label from the Abu Dhabi Early Childhood Authority, reflecting our ongoing commitment to supporting employees and families. ADNOC provides a supportive work environment with family- friendly policies designed to support employees' family and personal needs. Our benefits package for full-time employees includes life insurance, healthcare, parental leave, retirement and pension plans, and an end-of-service policy. Women receive maternity leave and can take extended custody leave for childcare, with flexible working arrangements available for up to 18 months. Male employees are entitled to paternity leave, ensuring that both parents can be actively involved in early childcare. 87 ADNOC Sustainability Report 2025 86 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Diversity, equity and inclusion We are committed to providing a work environment that embraces diversity, equity and inclusion (DEI) regardless of gender, age, nationality or religion. Respect for individuals is embedded in our values and reinforced through our Code of Conduct and Supplier and Partner Code of Ethics. We do not tolerate discrimination, harassment or violence of any kind. Any behaviors that violate the ADNOC Group Code of Conduct are addressed through ADNOC’s Disciplinary Policy and supported by established investigation processes and disciplinary actions. As a participant in the UN Global Compact, ADNOC upholds principles that respect human rights, labor equity and non-discrimination. Oversight is provided by our People, National Identity & Business Support Directorate. DEI considerations are embedded across core people management activities including attraction and retention, leadership development and succession planning, with accountability assigned to the relevant functions. The People Engagement, Culture & Recognition Department oversees the coordination and implementation of Group - wide DEI initiatives, including gender Our Inclusive Circles initiative supports inclusion for PoD across ADNOC. The initiative brings together PoD employees, parents of PoD, and line managers in facilitated, confidential group sessions designed to surface practical insights and identify opportunities to improve workplace accessibility and employee experience. The sessions provide a safe and respectful forum for participants to share lived experiences and provide feedback. This approach helps ensure that PoD employees and their families have a voice in shaping decisions that affect their work and wellbeing. Inclusive Circles participants put forward 122 suggestions. Several of these led to tangible policy actions or reviews, including enhancements to flexible working arrangements, medical duty permissions, workplace accessibility measures and support benefits for parents of children with disabilities. Inclusive Circles – strengthening inclusion for people of determination DELIVERY IN ACTION Our workforce represents 125 nationalities, reflecting ADNOC’s diverse, inclusive culture and its ability to attract and retain talent. This diversity brings a broad range of perspectives, experiences and capabilities into the organization, strengthening collaboration, innovation and decision-making across our operations. ADNOC actively engages with public authorities, regulators and industry stakeholders to share perspectives and inform the development of inclusive workforce practices. We also participate in national and global forums such as ADIPEC, Emirati Women’s Day and the Global Women Forum. We deploy a broad range of DEI initiatives, including training on gender equity, inclusive leadership and cultural awareness. This is complemented by specialized workshops for PoD and dedicated training on inclusive practices, accessibility and bias reduction for their managers. Youth engagement Youth engagement remains a strategic priority. In 2025, 46% of our employees were under 38, and employees in this age group held 27% of leadership roles. Through an active youth committee, young professionals contribute meaningfully to our initiatives and strategic priorities. Emerging voices are embedded in ADNOC’s evolution and we support the development of future leaders who can help shape the company’s long-term direction 24 . Emiratization ADNOC maintains a strong focus on Emiratization in line with the UAE’s national priorities to develop and empower local talent. In 2025, ADNOC hired more than 1,100 UAE Nationals and achieved an Emiratization rate of 62.8%. ADNOC has now set a new objective to achieve 70% Emiratization by 2030. UAE Nationals continue to be represented at senior levels of the organization. In 2025, 358 UAE Nationals held executive and senior management positions, accounting for approximately 64% of total senior leadership. This reflects established pathways for long-term career progression and leadership development. To support early-career talent and succession planning, we deliver targeted development initiatives. For example, the Future Leaders Program equips high-potential UAE Nationals with the leadership skills, operational exposure and cross- business experience required for future leadership roles. In 2025, ADNOC Refining launched the Energy Academy, a phased program focused on energy optimization and sustainability. The program supports the development of specialized technical capabilities for UAE Nationals, strengthening alignment among workforce skills, operational efficiency and sustainability priorities. The cultural engagement activation, delivered in collaboration with the Women’s Union, supports women’s participation and leadership through community - based cultural engagement in Al Dhannah, Abu Dhabi. The initiative provides a platform for women to lead, facilitate and share Emirati cultural knowledge while strengthening community connection and cultural awareness. In 2025, the activation featured cultural demonstrations, creative workshops and traditional showcases, curated jointly with the Women’s Union to ensure authenticity and alignment with local heritage. Activities were designed to enable women to take visible roles as cultural facilitators and educators, while encouraging participation from employees, residents and families. Empowering women through cultural engagement and heritage leadership DELIVERY IN ACTION Empowering women ADNOC is committed to advancing women by strengthening leadership development and career opportunities across the organization. We are a participant in the UN Women’s Empowerment Principles and support the UAE Gender Balance Council’s UAE Private Sector Gender Equality Acceleration Pledge, which focuses on women’s participation and leadership at all levels of decision-making. Under this pledge, ADNOC aims to increase women’s representation in middle- and senior-management roles to 30% by 2028. In 2025, women held 26% of middle- and senior-leadership positions and we achieved our target of including at least one woman on each Group company board. Efforts to advance women are embedded across leadership development, policy and workplace culture, and multiple functions deliver initiatives to support women’s progress across technical, managerial and leadership roles. Inclusive leadership programs provide development opportunities for women leaders through institutions such as Harvard and INSEAD, supported by culture masterclasses and coaching focused on inclusive behaviors and unbiased decision- making. We collaborate with external parties to strengthen leadership pipelines. As a founding partner of Aurora50’s Pathway20, ADNOC supports the development of qualified women board candidates and their access to leadership opportunities. In addition, targeted courses support women’s progression into leadership roles, focusing on key skills such as executive presence and strategic leadership. 24 See the “ADNOC Learning Journey” in the CSR section of this report for further details. balance, people of determination (PoD) and youth - related programs. The Gender Balance Committee, chaired by the Senior Vice President for Group National Identity, Wellbeing & CSR, provides oversight of gender - related objectives across the Group, sets measurable gender balance targets and monitors progress. We track key diversity and workforce metrics, such as gender representation, Emiratization and age distribution, giving leadership visibility on progress. 89 ADNOC Sustainability Report 2025 88 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Our diversity performance in 2025 14 % of employees were less than 30 years old Women represented approximately 14 % of our total workforce 25 % of our new UAE National hires were women Over 85 employees were classified as PoD 74 % of employees between 30 and 50 years old Women represented 54 % of the student talent pool Employees represented 125 nationalities 100 % of ADNOC Group company boards included women members 12 % of employees were over 50 years old 26 % of middle and senior- management positions were held by women 870 women worked across our operational sites ADNOC plays an active role in the Challenger Program, an industry-wide initiative launched in 2023 under the patronage of the Ministry of Human Resources and Emiratization and delivered in collaboration with the NAMA Women Advancement Establishment. The program brings together leading organizations from the UAE’s heavy industries to advance gender inclusion in sectors where women remain underrepresented. A founding member of the program, ADNOC is part of the steering committee, which provides strategic direction, commissions research and guides the development of sector - wide solutions. The program is organized around three workstreams, each addressing a key barrier to women’s participation and progression in heavy industry: 1. Mentorship: a structured cross - company mentoring approach to support women’s career development, expand access to role models and leadership pathways, and strengthen progression within male - dominated roles 2. Cultural toolkit: a shared set of practical behaviors and manager led actions to strengthen inclusive culture and psychological safety and to help translate policies into more consistent day to day practices across organizations 3. Gender assessment: a shared framework to establish a sector wide baseline of gender practices, enabling participating organizations to identify shared gaps and prioritize collective solutions and capability building efforts A 2025 research study examined barriers to and enablers of women’s participation in heavy industry, drawing on interviews, focus groups and surveys with industry participants and prospective talent. The findings will inform priorities and initiatives under the Challenger Program. Throughout the year, multiple engagements and site visits were conducted across member companies to deepen understanding, strengthen alignment and support program implementation. The Challenger Program: advancing gender inclusion in heavy industry DELIVERY IN ACTION Corporate social responsibility Since ADNOC’s establishment, we have focused on creating positive social outcomes in the communities where we operate. Guided by ADNOC’s core values, our CSR principles help us translate these values into focused initiatives that meet priority social and community needs identified through strategic planning and stakeholder engagement. Our CSR initiatives support the UAE Vision 2031, contribute to relevant UN SDGs and support our corporate strategy. In 2025, these initiatives reached more than 1.6 million people. ADNOC’s CSR strategy provides a structured, centrally governed framework for community investment, guided by four focused pillars: growth and learning; sports, health and wellbeing; natural heritage and environment; and culture and community. These pillars define priority areas and direct the allocation of resources toward initiatives designed to create shared value. Our CSR principles Relevant to national contexts CSR programs must be strongly integrated with the UAE’s national priorities and contextually relevant on a local and national level to contribute to the UN SDGs. Smart partnerships All CSR programs are implemented in collaboration with national community organizations, academic institutions, Non-Governmental Organizations (NGOs) and government agencies. Employee engagement CSR programs are designed in a way that provides employees with opportunities to maximize their charitable impacts and contribute their time and talent to support local communities. Stakeholder dialogue Assuring that our programs meet stakeholder expectations is the foundation of our CSR approach. Sustainable and result driven All CSR programs are long-term, strategic programs that strengthen our “One Community” approach to creating positive impact and lasting value for all. EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 91 ADNOC Sustainability Report 2025 90

25 Economic value is calculated using the hourly volunteer rate applied by the Emirates of Abu Dhabi for reporting economic value of volunteering (EV). ADNOC maintains a CSR governance framework designed to support transparent decision-making, measurable investment and alignment with our standards of integrity and impact. A dedicated CSR Division leads the CSR strategy, supported by a cross-functional CSR and sponsorship committee comprising senior and executive leadership across ADNOC. The committee provides strategic direction and oversight of program implementation. We engage with external stakeholders, including government entities, NGOs and educational institutions, to help identify initiatives that address priority social needs within the communities where we operate. Engagement is informed by ongoing dialogue and needs assessments. Through partnerships with Majra, the UAE’s national CSR fund and the Authority of Social Contribution Ma’an, ADNOC channels its CSR investments toward initiatives that deliver measurable, long - term societal value at both the federal and Abu Dhabi levels. This approach ensures alignment with national and emirate - level social development priorities, with a focus on social inclusion, entrepreneurship, environmental protection and capacity building, while also enabling transparent tracking and measurement of outcomes against nationally defined priorities. ADNOC is an active member of the Abu Dhabi CSR Committee, working alongside peer organizations to help shape the emirate’s CSR agenda. By participating in the committee, we support knowledge exchange, share leading practices and align on priorities linked to Abu Dhabi’s broader social and economic development objectives. We deliver our CSR programs through a range of mechanisms, including in kind support, sponsorships, funding programs that target community engagement, and employee volunteering. In 2025, ADNOC employees across the Group participated in more than 250 volunteering initiatives. Approximately 7,700 volunteers contributed over 76,500 hours, representing an estimated economic value of approximately $1.5 million (AED 5.5 million) 25 . A cumulative total of over 172,000 volunteering hours was recorded between 2023 and 2025. ADNOC Gas partnered with Emirates Red Crescent (ERC) to deliver an IT equipment donation initiative, supporting digital inclusion in remote communities. Through ERC’s “With Knowledge We Empower” campaign, we distributed refurbished laptops and other devices to individuals with limited access to digital resources. The initiative engaged 30 volunteers, who contributed a combined 60 hours and distributed 120 laptops to 120 families. Enabling digital inclusion through employee volunteering DELIVERY IN ACTION In 2025, ADNOC received the Platinum Impact Seal, the highest level of recognition awarded by the national CSR fund Majra. The award recognizes organizations that demonstrate governance maturity, strategic alignment and measurable impact in CSR. The recognition reflects ADNOC’s structured CSR framework and its contribution to UAE national development priorities through programs focused on social development, education, community wellbeing and partnerships. It highlights the role of governance, transparency and performance monitoring in the design and delivery of our CSR activities across our operations and partnerships. Platinum Impact Seal Award recognition These efforts supported community wellbeing through initiatives such as blood donation campaigns and Breast Cancer Awareness Month activities. Environmental initiatives included annual beach clean-ups and mangrove restoration activities. Social inclusion efforts included facilitating educational workshops for students of determination, organizing food donation drives, and distributing iftar boxes and LPG cylinders during Ramadan in partnership with humanitarian organizations. Preserve cultural heritage and support cohesive communities where we operate. • From elite competitions to grassroots initiatives, ADNOC supported more than 40 activities, benefiting over 490,000 participants • As title partner of the ADNOC Abu Dhabi Marathon, ADNOC enabled the participation of over 37,000 runners • In partnership with Special Olympics UAE, ADNOC supported the UAE Games for POD, bringing together over 1,300 athletes • In partnership with the UAE Jiu Jitsu Federation, ADNOC supported over 24,600 participants, half of whom were Emirati • More than 315,000 individuals benefited from healthcare screenings, treatments and emergency care delivered through Al Dhannah Hospital and ADNOC medical facilities Protect and preserve the ecosystem in every environment where we operate. • ADNOC employees volunteered a total of 5,200 hours to support mangrove restoration efforts, alongside over 840 student volunteers • Through ADNOC Distribution’s rewards loyalty program, customers supported the planting of over 1,800 ghaf trees and over 2,000 mangroves • Environmental clean - up campaigns across desert, marine, island and beach locations removed over 168 kg of waste Invest in sports to enhance the quality of life and wellbeing of existing and future generations. • ADNOC supported the Sheikh Zayed Heritage Festival, which welcomed over 2.5 million visitors • ADNOC distributed over 600,000 iftar boxes and donated 22,500 meals to worker villages in collaboration with Ne’ma as part of Ramadan and social giving initiatives • ADNOC supported the Liwa International Festival Tal Moreeb in Al Dhafra, celebrating Emirati heritage through over 3,000 employee volunteering hours • Community activations in Al Dhannah City engaged more than 45,000 residents in activities including cultural festivals, Ramadan activations, community runs and heritage events Enable the UAE’s economic ambitions by supporting STEM education and empowering local business communities. • ADNOC reached more than 86,200 students through STEM focused outreach initiatives • The ADNOC Technical Academy has trained more than 6,700 UAE Nationals since its inception • The Future of AI Schools Challenge engaged 14,500 students across more than 350 schools • The Young ADIPEC initiative engaged over 1,200 students across more than 50 educational Institutions Sports, health and wellbeing Natural heritage and environment Culture and community Growth and learning 2025 Highlights CSR strategy pillars EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 93 ADNOC Sustainability Report 2025 92

Delivering impact through our strategic pillars Education is a cornerstone of ADNOC’s commitment to developing talent and supporting the UAE’s future workforce. Since 1974, we have built a comprehensive ecosystem of initiatives spanning the full talent lifecycle, from early education to workforce readiness. Our programs are structured across several key areas, including foundational education and STEM engagement, higher education and scholarship pathways and early- career development through internships and technical and vocational training. In partnership with academic institutions and strategic partnerships, we deliver academic excellence alongside practical, industry-relevant experience. We reached over 317,000 students by the end of 2025 since launching this approach in 2019, reflecting progress in expanding access to STEM education and building future- ready capabilities across the UAE. Growth and learning ADNOC’s Yas in Schools program brings the excitement of Formula 1® into classrooms across the UAE, using hands-on, project-based learning to make STEM subjects tangible and relevant for students. Delivered at Yas Marina Circuit, the program applies real-world motorsport concepts to develop STEM knowledge, teamwork, creativity and problem-solving skills among ages 6 to 21. Through practical challenges, students design, build and test miniature Formula 1 cars; code agile 4x4 vehicles; and explore scientific principles through creative design and engineering activities. The program combines technical learning with applied skills such as collaboration, planning and innovation. In 2025, Yas in Schools engaged more than 28,500 students, providing early exposure to STEM disciplines and experiential learning that support future education and career pathways. Yas in Schools: STEM education through learning inspired by Formula 1 DELIVERY IN ACTION ADNOC Schools Offers a rigorous academic curriculum for elementary to high school students across four schools in Abu Dhabi and Al Dhafra. Elementary High school ADNOC KUMON Program Strengthens foundational mathematics skills, supporting early learning and long‑term human capital development in the UAE. Elementary school Schools Outreach Program Middle school High school Inspires students grades 7-12 through nationwide STEM initiatives. ADNOC Technical Academy Young adults Trains young UAE Nationals as operators and technicians through a 30-month program. ADNOC Yas in Schools Program Engages students in project-based STEM learning by designing and building model racing cars to compete in national finals. Elementary High school ADNOC Internship Program University Gives university students hands-on experience through learning placements within the ADNOC Group. ADNOC Legal Development Institute University Develops UAE National legal talent with world-class qualifications and work experience. ADNOC Work Integrated Learning Program University Bridges the academic-industry gap by providing hands-on experience in collaboration with Khalifa University. University ADNOC MoU with Japan International Cooperation Center Provides global internship opportunities for students at top Japanese companies operating in the UAE. ADNOC Accelerated Program RO’YA High school Nurtures UAE National talent with a professional development program in partnership with Khalifa University, introducing students to the energy sector and developing their leadership and business skills. ADNOC Work Placement Program for school students High school Offers hands-on experience through placements within the ADNOC Group. ADNOC Young Coders Program for the Nation High school Graduates Engages UAE youth with foundational programming skills and AI through a collaboration with 42 Abu Dhabi, a coding school. ADNOC Accelerator Program Fresh Graduates Graduates Provides a development pathway to permanent employment for high-caliber UAE National graduates through on-the-job training. ADNOC Bloomberg Education Programs University Delivered in partnership with the UAE Ministry of Education and Bloomberg L.P., the initiative provides UAE university students with access to advanced financial market tools, supporting youth employability and future‑ready talent development. ADNOC Accelerator Scholarship Program University Supports outstanding students in disciplines essential for the UAE’s economic development. Participants study at more than 80 global institutions in The Times Top 100 Higher Education World University Rankings. The ADNOC learning journey Marking its 10-year anniversary, the Polymer on the Move (POTM) initiative has become a cornerstone of Borouge’s youth engagement efforts, inspiring the next generation to explore STEM and sustainability. Since its launch, the program has evolved from reaching 8th-grade students in the UAE to engaging a broader audience across grades 7-12, universities and international participants in Singapore, India and China. Through interactive workshops, hands-on experiments and visits to the Borouge Innovation Centre in Abu Dhabi, participants gain practical exposure to polymer science and responsible material use, linking classroom learning with real-world applications. Building on this momentum, the initiative has expanded to include a credited polymer science discipline developed by Borouge PhD experts, further strengthening its role in shaping future engineers and scientists. In 2025, the initiative engaged over 570 students across 10 schools. Since its inception, the initiative has reached more than 80,000 students. Polymer on the Move: a decade of inspiring youth DELIVERY IN ACTION 95 ADNOC Sustainability Report 2025 94 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

In 2025, ADNOC launched Get AI Talent to spotlight AI powered graduation projects developed by top university students. The program aligns with ADNOC’s digital strategy and supports national objectives linked to the UAE’s Year of Community, with a focus on developing future digital talent. Universities submitted student projects across emerging technology areas, including AI, data science and automation. Shortlisted teams presented their solutions to senior ADNOC leadership and subject- matter experts. The shortlisted projects addressed a range of real- world opportunities within the energy sector and beyond. For instance, autonomous crack detection for oil infrastructure, AI-based oil spill identification and solutions to predict equipment failure, as well as an AI tool for early autism detection and an AI enabled platform designed to help students prepare for internships and workforce entry. Participating students benefited from constructive feedback and engagement with ADNOC leaders and technical specialists. For ADNOC, engaging directly with the next generation of digital talent provided valuable strategic insights into student creativity, problem - solving approaches, and applications of AI in practical contexts. Get AI Talent program: connecting emerging AI talent with real-world challenges Q: How has the ATA prepared you for the realities of today’s energy sector? The Academy gave me a strong foundation through both classroom learning and hands-on training. We were exposed early to technologies such as AI, automation, and modern operational systems that are already part of ADNOC’s work environment today. This made the transition into operations much smoother and helped me feel ready to contribute from the start while understanding the realities of the field. Q: How ready do you feel to contribute to a digital and technology-driven environment? I feel well prepared. The training environment at ATA was closely aligned with actual operations, which helped build both confidence and adaptability. Working with modern systems and technologies early on gave me practical exposure and reinforced the importance of continuous learning as the industry continues to evolve. Q: What does being part of ADNOC’s future workforce represent to you? For me, it is a source of pride and responsibility. You feel part of something larger by contributing to the UAE’s progress while building on the achievements of previous generations. At the same time, you are helping shape the future of the energy sector by embracing new technologies, innovation, and new ways of working. Omar AlHosani Operator ADNOC Offshore The ADNOC Technical Academy (ATA) trains young UAE Nationals as operators and technicians through a 30-month program. In 2025, ATA celebrated the graduation of more than 400 UAE National technicians equipped with advanced skills in AI, robotics and energy operations. Through a rigorous, hands-on vocational program, graduates developed expertise across key specializations, enabling them to take on high- skilled roles across the ADNOC Group. Building on its legacy of developing national talent, the Academy continues to evolve its curriculum by integrating emerging technologies and real-world applications. Through its partnership with Gecko Robotics, ADNOC is enhancing training in advanced inspection and automation systems, preparing technicians to operate in a more digital and AI- enabled energy sector. An AI - powered learning initiative, the Future of AI Schools Challenge encourages students in grades 1–12 to explore STEM and AI, develop future - ready skills, and apply technology to real - world challenges. With support from ADNOC’s CSR program, the initiative combines interactive learning with practical problem - solving to build early capability in responsible and innovative use of AI. The program offers multiple learning pathways. Schools can host student clubs supported with ready - to - use resources, enabling teachers to guide students through AI - focused activities and collaborative challenges. Students also participate in virtual learning sessions that introduce AI concepts, spark curiosity and encourage innovation at different learning levels. This learning journey culminates in a structured competition, in which students design and pitch AI - based products or services. Shortlisted teams present their ideas at a live finale in Abu Dhabi. Inclusive learning is embedded across the program. Dual - language assistive technology supports participation by students of determination, while targeted training and employment opportunities contribute to broader inclusion objectives within the education ecosystem. In 2025, the challenge engaged over 350 schools, 890 teachers and 14,500 students. The initiative also trained 100 educators and employed three local PoD. 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Through a diverse range of inclusive initiatives, we promote fitness, wellness and community engagement for people of all ages, genders and abilities. We offer physical activity programs, awareness campaigns and inclusive events. Physical activity is one way to empower individuals to lead healthier lives and build social bonds. We support a wide spectrum of sports programs and events, including football, running, cycling, martial arts and volleyball, through partnerships with key national organizations, including the Fatima Bint Mubarak Ladies Sports Academy, Al Jazira Football Club and the UAE Jiu-Jitsu Federation. We also support major sporting events and community initiatives, including the UAE Team Emirates XRG Academy, the Abu Dhabi Grand Kingfish Championship and the Abu Dhabi Desert Challenge. Our largest sponsorship is the ADNOC Abu Dhabi Marathon for which we serve as title partner in collaboration with the Abu Dhabi Sports Council. In 2025, the event brought together over 37,000 participants. Health and wellbeing initiatives include access to healthcare services through ADNOC site clinics and medical centers, Al Dhannah Hospital and in - home and mobile medical services for vulnerable populations. Sports, health and wellbeing ADNOC continues to expand access to organized running events as part of the ADNOC Abu Dhabi Marathon series. Community runs are designed to promote health, wellbeing and inclusive participation. In Al Dhannah City, ADNOC sponsored the Al Dhannah 10K Flat Out Run to support active lifestyles in a community closely connected to the company’s operations. A diverse city of more than 45,000 residents, Al Dhannah is home to one of the world’s largest integrated refining and petrochemical complexes. The event featured 10 km, 5 km and 2.5 km race categories, enabling participation across age groups and fitness levels while expanding access to community sports. We also partnered with the Emirates Council for Balanced Development to deliver the Emirates Villages Run Series, an initiative that brings organized running events to seven villages across six emirates. In 2025, more than 5,000 people participated in the event. Race formats included a 1.5-km family run, a 5-km community run and a 10-km competitive run, supporting participation across ages and abilities. The series concluded at the ADNOC Abu Dhabi Marathon and received international recognition from UN Tourism for its social impact in sports tourism. Community runs: expanding access to sports through the ADNOC Abu Dhabi Marathon series DELIVERY IN ACTION ADNOC partnered with Key2enable to create a student-led innovation platform focused on inclusion, accessibility and learning. The initiative brought together university students to develop practical solutions for children with diverse learning needs through workshops, mentoring and collaborative problem-solving. It generated more than 20 social impact concepts, and two ideas were selected for further development. The hackathon also strengthened awareness of inclusion and the role of technology in driving meaningful social impact. The partnership also introduced an inclusive literacy model across four mainstream schools in Catalonia, Spain, supporting inclusive learning environments where all students learn together in shared classrooms. The initiative combined adaptive technology, localized training and collaborative teaching to strengthen literacy, participation and confidence. To date, the project has installed 16 adaptive learning stations, trained more than 20 teachers and enrolled 30 students. More than 40 inclusive learning activities are currently in use, demonstrating the potential of scalable, technology-enabled inclusive education. Inclusive innovation through Key2enable DELIVERY IN ACTION In 2025, ADNOC collaborated with Emirates Red Crescent, Zayed Higher Organization and Neubio, to support UAE Hears the World, which aims to restore hearing for children with profound hearing loss and expand access to electronic free cochlear implants for PoD. The initiative supports local capability development while improving access to specialized healthcare for underserved communities. The program includes the establishment of a cochlear implant manufacturing facility at Khalifa University, alongside training programs focused on device manufacturing and rehabilitation support. During 2025, the initiative completed facility setup, staff placement and equipment procurement, and launched training activities. UAE Hears the World successfully completed six cochlear implants at Al Dhannah Hospital, including four in a single day and approved a further 50 patients for future treatment. Building on this progress, the program will continue to support patients in the UAE and internationally. Neubio - UAE Hears the World DELIVERY IN ACTION EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 99 ADNOC Sustainability Report 2025 98

Social performance ADNOC is committed to respecting its neighbors by proactively addressing community concerns and contributing positively to the communities in which it operates. Community wellbeing may be influenced, both positively and negatively, by environmental conditions, land use, employment, safety, health, social dynamics, human rights and climate change. To manage these interactions responsibly, ADNOC actively identifies, assesses, monitors and addresses potential social impacts on the communities where it operates and on stakeholders linked to its activities. In doing so, we follow a defined mitigation hierarchy that prioritizes avoidance, followed by reduction and correction and, where necessary, proportionate compensation for any residual impacts. ADNOC’s social performance corporate practice (SPCP), which provides guidance for managing the social impact of our operations on communities and stakeholders, requires robust stakeholder engagement plans. The SPCP aligns with the IFC Environmental and Social Performance Standard and national requirements. It also provides guidelines for comprehensive social performance management of all our greenfield and brownfield projects, from concept to construction and from operation to decommissioning. In 2025, we updated the SPCP to support consistent implementation across ADNOC. We also involved leadership in a targeted engagement campaign to clarify expectations, reinforce approaches to community engagement, and emphasize the integration of social considerations into operational and strategic decision-making. Social performance at ADNOC is supported by a defined governance structure and dedicated functions across the organization, reinforcing clear responsibilities and accountability for implementation. The Group HSE function oversees social performance through a social risk team, supporting regulatory alignment, consistent SPCP implementation and Group-wide performance monitoring. A community affairs team supports the planning and execution of community engagement activities including with relevant authorities. Group companies are responsible for applying social performance management to their business activities and for identifying and managing relevant social impacts. In 2025, cross-functional teams conducted more than 95 social risk assessments covering both ongoing operations and new projects. None of the assessed sites were determined to have significant social risk per the SPCP. We maintained ongoing engagement in 2025 with identified stakeholders, including over 260 face-to-face meetings and nine social performance-related majlis meetings. Social performance corporate practice 1 Social impact screening Potential areas of concern and the level of social risk associated with the project are identified and assessed. 2 Social risk prioritization A standardized checklist is applied to rank social risks, providing a quantitative basis for prioritization and further assessment. 3 Risk quantification • Magnitude of possible effects on communities and stakeholders assessed. • Geographic and social boundaries defined. • Potentially affected stakeholder identified. 4 Stakeholder engagement Focused interviews and discussions are conducted with key stakeholders at project sites to gather firsthand insights and perspectives on potential social risks. 5 Mitigation strategy development and implementation Based on the risk assessment, detailed mitigation measures are developed with effective implementation and monitoring systems to track their performance. ADNOC supports the protection and preservation of the UAE’s natural environment and cultural heritage through practical, long-term initiatives. We prioritize activities that engage employees, communities and stakeholders in areas where we operate. Environmental initiatives focus on waste reduction, clean up activities, conservation actions in sensitive environments and structured volunteering programs that support environmental awareness and responsible behavior. Natural heritage and environment ADNOC supports the preservation of culture across the communities in which it operates. We aim to create meaningful connections within communities, contributing to inclusive development and engagement and supporting initiatives that reflect shared values and local priorities. We continuously evolve our approach to ensure it remains relevant, inclusive and responsive to the communities we serve. Culture and community ADNOC supports climate - related policy dialogue and research. In collaboration with Mubadala, ADNOC supports the Anwar Gargash Diplomatic Academy’s Centre for Climate Diplomacy, which serves as a regional platform for research, knowledge - sharing and engagement on climate policy and international cooperation. In 2025, the Centre for Climate Diplomacy convened eight events and published ten research outputs. These activities focused on advancing understanding of climate diplomacy, mitigation, adaptation and climate finance, supporting evidence - based insights to inform the UAE’s climate - related foreign policy and international engagement. Climate policy and research engagement DELIVERY IN ACTION ADNOC is a strategic partner of Qalby Etma’an, an Emirati humanitarian initiative that supports underserved communities through community - led development projects and volunteer engagement. The program identifies community needs through direct engagement and delivers practical support with implementing partners. In 2025, 40 ADNOC volunteers supported initiatives focused on essential needs, including education, healthcare, housing and food security. In total, 10 projects were delivered which reached over 14,000 beneficiaries across four countries. Qalby Etma’an DELIVERY IN ACTION ADNOC Distribution links everyday customer engagement with tangible environmental action by allowing customers to convert loyalty rewards points into donations that directly support tree planting across the UAE. More than 4,500 contributors supported this program, enabling the planting of over 1,800 ghaf trees and more than 2,000 mangroves. A commitment to environmental stewardship DELIVERY IN ACTION 101 ADNOC Sustainability Report 2025 100 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Community engagement Community engagement is integral to how ADNOC manages social performance and fosters trust, transparency and collaboration with communities. This includes working in close partnership with regional and local stakeholders to co - design and activate initiatives that respond to community priorities and deliver shared value. We maintain ongoing dialogue with communities across the lifecycle of our projects and operations to share information on planned and ongoing activities, understand local perspectives and address concerns. Engagement activities are planned and delivered in line with the requirements of the SPCP, ensuring that our approach is proportionate to the nature and scale of activities, culturally appropriate, tailored to local contexts and delivered in relevant languages. We use a range of engagement formats and communication channels to inform and involve identified stakeholders. These include formal corporate and government correspondence, town halls and majlis meetings, social media, SMS groups and brochures. We offer guided site visits to engage community members, gather observations, understand community perspectives and inform discussions on local issues and opportunities. Complementing formal engagement, some ADNOC employees who live near our operations support communications about ADNOC’s activities through their everyday presence and interactions. In the Al Dhafra region, ADNOC operates one of the world’s largest integrated refining and petrochemical complexes, including the TA’ZIZ industrial ecosystem. Over four decades, ADNOC has supported the development of Al Dhannah City from a remote desert village to a thriving, diverse community with more than 42,000 residents representing around 70 nationalities. Healthcare, education and community development initiatives in the city support local wellbeing. Al Dhafra is also home to Delma Island, a long-established community of approximately 5,000 residents with a distinct cultural and social identity. ADNOC supports the Delma community by leveraging Al Dhannah City’s infrastructure and services, including its recreational and community facilities. In parallel, ADNOC undertakes targeted initiatives on Delma Island, including supporting activities in local schools and promoting products from the Delma community. We also implement health and wellbeing initiatives such as archery competitions, the Delma Island Cycling Race and health awareness campaigns. Multiple channels are available to enable communities and stakeholders to raise concerns. Designated community liaison officers act as primary points of contact, coordinating responses, supporting resolutions and providing updates to those who raised concerns. We establish these mechanisms during the construction phase of each project and maintain them throughout the project lifecycle. Group companies are responsible for these mechanisms. In the UAE, communities and stakeholders may also raise concerns through the Abu Dhabi government’s official services platform, TAMM. ADNOC works with relevant authorities to support the timely and effective resolution of registered concerns. Advancing community wellbeing and opportunity in Al Dhannah City For decades, ADNOC has played a central role in the development of Al Dhannah City, contributing to the wellbeing, resilience and long-term prosperity of its community. In 2025, we continued to scale this approach. Strengthening community engagement and communication ADNOC placed community engagement at the center of its approach through structured platforms such as “Hayakom fi Majlisna”, enabling direct dialogue with residents to capture feedback on services, infrastructure, and community priorities. In addition, a dedicated digital platform enabled continuous two-way communication, improving accessibility of services and strengthening responsiveness to community needs. Promoting health and active lifestyles ADNOC advanced community wellbeing through flagship initiatives including the Al Dhannah 10K Flat Out Run and the Al Dhannah Fun Run. The Flat Out Run attracted nearly 2,500 participants and over 400 residents participated in the Fun Run. Together, these initiatives strengthen social cohesion and position Al Dhannah as a growing hub for community sports and wellbeing. Expanding access to education and opportunity Education remained a key priority in 2025. We strengthened academic and professional support for UAE Nationals in the Al Dhafra region, while helping create job opportunities. In this context, we introduced the ADNOC Technical Academy in Al Dhannah as a key hub linking education, skills development and employment pathways, supporting a more integrated approach to national talent development. In addition, we have leveraged strategic partnerships to expand access to educational opportunities and create greater flexibility in responding to the needs of the Al Dhannah community. We worked with the Ministry of Education to enable a more flexible admissions process for government schools. In parallel, collaboration with the Zayed Authority for People of Determination delivered inclusivity awareness sessions and sign language training. These combined efforts are reflected in sustained improvements in community sentiment, as measured through surveys conducted by the Abu Dhabi Department of Community Development. Overall resident satisfaction reached 81% in 2025, a 3% increase from the previous year, and we continued to see positive progress across key quality - of - life dimensions, including safety, education and family wellbeing. Over the past three years, ADNOC has demonstrated consistent improvement in these outcomes, achieving one of the highest satisfaction scores in the Al Dhafra region. Q: How has ADNOC’s community support made a meaningful difference at a personal or community level? Living in the area, you feel the impact in everyday life. The community has evolved significantly over the years, with improved facilities, quality education, and access to healthcare. This creates a supportive environment and makes a meaningful difference for families building their lives here. Q: What makes ADNOC’s approach to community initiatives impactful? It is the long-term vision that stands out. Rather than focusing on isolated initiatives, there is a clear commitment to sustained development. Over time, the area has grown into a place where people can settle and plan for the future, supported by consistent and well-considered investments. Q: How do these initiatives contribute to long-term social resilience? They create a strong foundation for stability. Access to reliable infrastructure, essential services, and a connected community gives people confidence in the future. This sense of security enables families to grow, settle, and contribute to the community over the long term. Rashed Eissa AlHammadi Supervisor Plant Operations ADNOC Refining 103 ADNOC Sustainability Report 2025 102 EMPOWERING LIVES KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO HOW WE OPERATE SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

HOW WE OPERATE

Why it matters Material topics • Business ethics • Public policy • Technological innovation and digitalization SDGs The way we conduct our day-to-day operations is central to creating sustainable, long-term value. Operating responsibly supports sound decision making and operational excellence, while ensuring accountability and consistency in how we deliver energy. Our way of working underpins how we support our people, work with partners and contribute positively to the communities where we operate. ADNOC aspires to be a trusted business and a partner of choice that applies and promotes the highest ethical standards, operates with integrity and is transparent about the way we manage environmental, social and governance topics across our business. We have an established governance framework. Supported by clear leadership roles and decision making authority, the framework defines how the company exercises decision making and oversight, and maintains accountability across the organization. Clearly defined policies, standards and oversight mechanisms guide our decision making and operational conduct, and sound corporate governance and transparent, ethical behavior are embedded across the organization. Our approach Ethics, compliance, enterprise risk management and internal audit are central to our approach. These functions identify and manage risks group-wide, support consistent application of controls and provide assurance on their effectiveness. Sustainability considerations are integrated into governance and decision making processes. Our approach is applied across our operations and includes responsible sourcing, human rights, cybersecurity, data privacy and other practices that support responsible operations. Our leadership We believe that good corporate governance depends on clear roles, responsibilities and accountabilities, together with distinct skills and processes. Our corporate governance framework defines ADNOC’s decision-making structure, which guides our long-term strategy and daily operations. It sets out the corporate governance structure and mechanisms that support assurance processes and systems to maintain effective control. ADNOC’s corporate governance structure The ADNOC Board of Directors comprises eleven members including the Managing Director and Group Chief Executive Officer (MD & GCEO). It has overall responsibility for the direction and oversight of the company, including the implementation of strategic objectives, governance framework, corporate culture and senior management. The Board has the power to form any number of committees it deems necessary for effective oversight of the Group and to delegate all or some of its authority to any of the committees or the MD & GCEO as appropriate. The Board delegates day-to-day management and operations of ADNOC to its MD & GCEO, who chairs the Executive Leadership Team (ELT) Committee and Investment Committee. The MD & GCEO has also established the Tender Board and Business Leadership Committees. The ELT is responsible for endorsing or approving strategic, corporate, HSE, human capital and communications matters in line with its mandate. The MD & GCEO and the Board committees provide regular updates to the Board of Directors on operational performance, strategic initiatives and key decisions to ensure alignment with the company’s goals and objectives. HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 107 ADNOC Sustainability Report 2025 106

The Executive Management Team possesses extensive experience, strong skill sets and the qualifications required to support ADNOC’s sustainability strategy, including: • Financial and accounting • Risk oversight and management • Energy and chemicals industry • Legal and governance Our Executive Management Team ADNOC’s corporate governance structure Mr. Marwan Naim Nijmeh Group Chief Legal Officer Ms. Dena Al Mansoori Group Chief Technology & Innovation Officer H.E. Dr. Sultan Ahmed Al Jaber MD & GCEO Mr. Omar Suwaina Al Suwaidi Director, The Executive Office Mr. Musabbeh Al Kaabi Chief Executive Officer, Upstream Mr. Saif Al Falahi Acting Director People, National Identity & Business Support Mr. Khaled Alalkeem Al Zaabi Group Chief Financial Officer Mr. Yaser Saeed Almazrouei Director, Digital Infrastructure, Commercial & Capital Projects Mr. Ahmed Abujarad Group Chief Audit & Assurance Officer Mr. Amir Nabil Gerges Group Chief Health, Safety & Environment Officer Mr. Nasser Al Muhairi Acting Chief Executive Officer, Downstream, Industry, Marketing & Trading • Regulatory and compliance • Engineering, technology, manufacturing and/or other technical knowledge • Executive and/or other significant leadership • Technology and innovation • HSE • Sustainability ADNOC MD & GCEO Investment Committee Responsible for approving and endorsing Group business plans and strategy, significant investments, budgets and Group performance scorecards Executive Leadership Team Committee Responsible for approving and endorsing various corporate organizational and strategic matters, organizational human resource matters, and HSE strategic plans and policies ADNOC Tender Board Responsible for endorsing and approving procurement matters ADNOC Board of Directors Audit Committee Assists the Board in carrying out its oversight responsibilities in relation to evaluating the effectiveness of governance, risk management, ethics and compliance programs and internal controls Executive Committee Oversees various business performance measures and affairs of the company ExCom Nomination and Remuneration Committee Responsible for approving and endorsing human capital matters, including policies related to the general framework for employees’ salaries, bonuses, incentives and remuneration Group Audit & Assurance Executive Function Business Line Directorates Responsible for growing, developing, and sustaining the value of new and existing businesses within the approved portfolio and strategy; together they strategically and actively manage the integrated Group companies in line with the relevant constitutional documents and funding/business partnering philosophy Corporate Functions Our corporate functions support ADNOC by developing policies and procedures, monitoring compliance, and assisting business lines in managing ADNOC companies. These include Group Finance & Investment, People, National Identity & Business Support, Digital Infrastructure, Commercial & Capital Projects, Group Legal, Governance & Compliance, Group Strategic Communications & Brand, Group Health, Safety & Environment, Group Technology & Innovation, The Executive Office Directorate Business Leadership Committees Responsible for corporate organizational matters within the business line directorates, significant investments and non-procurement commercial matters ADNOC Companies Board CEO 109 ADNOC Sustainability Report 2025 108 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Our sustainability governance model Our governance model aligns sustainability with our business strategy and goals. This involves the ELT Committee and the Group Sustainability and ESG Steering Committee, the latter of which is chaired by the Chief Sustainability & ESG Officer (CSO). Overall accountability for sustainability within ADNOC lies with the MD & GCEO. The ELT implements and monitors ADNOC’s sustainability strategy progress. The Group Sustainability and ESG Steering Committee supports sustainability and ESG strategy execution and is responsible for monitoring the implementation of ADNOC’s sustainability efforts. Its responsibilities include advising on sustainability strategy, ESG-related action plans, and emerging ESG-related risks and opportunities. It also supports adequate resource allocation to implement strategic sustainability initiatives. The CSO oversees ADNOC’s sustainability strategy and performance and provides strategic direction for its ESG disclosures and reporting. ADNOC business line directorates and Group companies are accountable for implementing sustainability standards and for effectively managing related risks and performance. Corporate and technical functions across disciplines provide support and advice. These central functions are responsible for delivering against their defined objectives and developing governing policies and processes to support sustainability objectives across business lines. The Group Sustainability & ESG Executive function oversees the execution of our 2030 Sustainability Strategy and reports on ESG performance. It also advises business lines and functions on how well their implementation strategies meet our long-term targets and drive programs meant to enhance our sustainability performance. ADNOC’s Group Sustainability Policy Statement outlines and reinforces our Group-wide sustainability commitments. For example, it upholds our commitment to contributing to the UAE’s sustainability agenda, including UAE Net Zero by 2050 strategic initiative through GHG reduction, climate risk management and nature-based solutions. It also focuses on enhancing the use of water and other resources. The Policy Statement promotes human rights, diversity and inclusion, employee wellbeing and Emiratization. It emphasizes the importance of safety and security, ethical operations, transparent ESG performance tracking, appropriate governance systems, and local socioeconomic development. Relationship with the government ADNOC is an autonomous commercial entity and public joint stock company ultimately owned by the Government of Abu Dhabi and managed by its own Executive Management Team, making it key for us to act responsibly for our society for the long term, while maximizing value for our shareholders. Since the company’s inception, we have played an integral role in Abu Dhabi’s economic development. We manage, produce and preserve Abu Dhabi’s hydrocarbon reserves. Oil and gas contribute up to 45% of the Abu Dhabi economy. ADNOC also contributes to the manufacturing, wholesale and retail trade sectors. We provide resources that support the social fabric and vitality of the communities in which we operate; for example, via direct social investments such as CSR activities and our ICV program. Our work in turn supports the Government of the Emirate of Abu Dhabi’s development strategy, which is articulated in the Abu Dhabi Policy Agenda 2007-2008 and the Abu Dhabi Economic Vision 2030, and applies to all companies active in Abu Dhabi. The Economic Vision 2030 is a comprehensive plan to diversify the Emirate’s economy and significantly grow the contribution of the non-oil sector by 2030. Its core economic objectives include enhancing competitiveness, productivity and diversification to reduce growth volatility, thereby promoting economic resilience and long-term national prosperity. It is also intended to enlarge Abu Dhabi’s enterprise base by encouraging entrepreneurs, small enterprises and foreign direct investment, enabling new enterprises to act as economic anchors. To ensure that all areas of society benefit from this new development, the Economic Vision 2030 calls for enabling Abu Dhabi’s youth to enter the workforce, maximizing the participation of women and continuing to attract skilled labor from abroad. To support the Vision, as part of approving ADNOC’s five-year business plan for 2025-2030, our Board endorsed the aim of adding $60 billion (AED 220 billion) to the UAE economy through our ICV program. The Policy Statement also highlights our commitment to innovation and collaboration, leveraging AI and other emerging technologies, and forging partnerships with international organizations, academia and industry. The ADNOC Group Sustainability and Climate Framework governs the implementation of the Policy Statement, enabling performance tracking, transparent reporting and continuous improvement across Group companies. 111 ADNOC Sustainability Report 2025 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 110

An integral part of ADNOC’s activities and decisions, risk management is fundamental to achieving our organizational objectives. Our enterprise risk management (ERM) framework integrates strategy setting and performance management with the ISO 31000 Risk Management Guidelines and COSO’s ERM framework. Our unified ERM brings together information related to health, safety, environment, climate, financial and operational risks in one management system, driving consistency in our risk management practices across the group. The framework defines a systematic approach to identifying, analyzing, evaluating, prioritizing, monitoring and responding to risks, supported through bespoke processes and enabled by a centralized digital risk management platform. Risk management tools include a corporate risk matrix, defined risk attitude statements and established interfaces across all specialized risk assurance functions. These include: • HSE • Sustainability & ESG • Information & Cyber Security • Business Continuity Management • Emergency Response & Crisis Management • Legal, Governance & Compliance • Financial Risk Management • Project Risk Management • Fraud Risk Management • Asset Integrity & Process Safety Risk governance Our Board of Directors provides ultimate risk oversight. The Audit Committee assists the Board in overseeing the company’s governance, financial reporting, risk management and internal control activities. It reviews the company’s strategies and policies with respect to risk assessment and risk management systems and the effectiveness of controls to mitigating material business risks. The ELT requires completed risk assessments and mitigation plans for each matter it reviews, endorses and approves, which includes matters such as ADNOC’s business continuity plans, HSE policies, strategic objectives, strategies and the disclosure of company information relating to production and emissions. The Investment Committee reviews and endorses the ERM framework and oversees risk data documentation and maintenance. It helps ensure, where appropriate, that risk action plans are implemented according to the processes and workflows defined in the ERM standard and that risk data is communicated effectively to the ADNOC Board of Directors. Enterprise risk management In addition, ADNOC monitors developments in the external environment that could influence its long term strategy and sustainability objectives. This process considers trends and signals across key political, economic, social, technological, environmental and legal dimensions, providing a comprehensive and forward looking view of the evolving risk landscape. Insights from this process are considered across short-, medium- and long-term time horizons and Risk assessments are performed for matters presented to each Business Leadership Committee, including those involving organizational matters, non-procurement commercial matters and significant investment matters. Material risks are identified, documented and communicated, along with risk mitigation plans. The Group Chief Financial Officer, in collaboration with each Group company CEO, is responsible for ensuring adequate support for the implementation of ERM activities and providing periodic updates to ADNOC Internal Controls regarding the most significant risks. The CSO is responsible for ensuring that sustainability-related risks are governed through established processes, controls and procedures. The responsibilities related to sustainability oversight are often delegated to specific management-level positions or committees. The Group ERM function is responsible for the effective implementation of the ERM framework across the group. This involves providing guidance and support to Group company ERM departments, facilitating integrated risk and performance reviews, and monitoring top risks on an ongoing basis. Group companies have risk management committees and ERM departments in place and continuously maintain and update their respective risk registers and monitor risks to identify Group company risks and their impact on strategy and objectives. Risk champions and risk owners are responsible for risk management of specified business functions and for managing action plans. Risk management Recognizing the dynamic nature of our operating environment, we continue to reinforce a proactive risk culture that empowers business leaders to anticipate challenges and respond to change as it emerges. We embed risk intelligence in day to day operations and strategic planning. We identify and assess risks through quarterly exercises and other ongoing actions. We use a corporate risk matrix to assess and prioritize risks based on their potential impact and likelihood against five impact types: HSE, society and reputation, financial, investment value and corporate objectives. For certain risk assurance functions, such as the Sustainability & ESG Executive function, we use bespoke assessment scales calibrated to ERM reporting. We maintain continuous visibility of top risks across the group through regular reporting from Group companies to their respective business directorates. This provides timely insight into changes in the risk profile, the effectiveness of mitigation measures and potential implications on strategic objectives and business plans. help us identify potential impacts and integrate them into strategic decision-making. This approach supports timely risk mitigation, enhances organizational resilience and informs strategic responses to a rapidly evolving external environment. We incorporate these insights into ERM processes and use them to inform ongoing dialogue with senior leadership. ERM governance Risk management process Linkage and integration Enablers Assurance coordination Enterprise risk management Proactive corporate culture Continuous improvement & staying relevant Training and development Communication and reporting 113 ADNOC Sustainability Report 2025 112 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

ADNOC recognizes that meeting the world’s growing need for affordable, secure and lower-carbon energy requires a balanced and pragmatic approach, one that sustains a reliable energy supply while progressively reducing the carbon intensity of that supply. ADNOC’s response is grounded in active investment across three strategic priority areas. Customers and regulators in key markets are placing increasing weight on credible emissions performance and the carbon intensity of energy supply alongside energy security and affordability. Why this matters Implementing a Group-wide decarbonization roadmap with defined targets, advancing energy efficiency, methane reduction and flare minimization programs across operations, systematically monitoring alignment with carbon- related regulatory developments in export markets. ADNOC’s actions Lower-carbon operations Strategic priority A diversified energy portfolio, spanning hydrocarbons and lower- carbon solutions, strengthen energy security while expanding ADNOC’s addressable market as the global energy mix evolves. Developing and deploying technology, including decarbonization solutions and digital optimization, is central to support a lower-carbon energy system while sustaining operational performance and competitiveness. Strategic partnership with Masdar to scale renewable energy, investments in CCUS, pursuit of lower-carbon intensity energy supply. Deploying AI and digital technologies across upstream and downstream operations to improve energy efficiency and reduce emissions intensity; advancing carbon capture and storage capabilities. Clean energy investment Technology and innovation Climate change risk management and resilience ADNOC’s Climate Change Risk Framework (CCRF) establishes a structured, Group-wide approach to identifying and managing the physical and transition dimensions of climate change across operations, assets and investments. Underpinned by defined taxonomies, prioritization criteria and governance mechanisms, the CCRF ensures consistent and decision-relevant assessments across the Group. It is integrated within ADNOC’s ERM system so that climate risks are subject to the same identification, escalation, governance and reporting rigor as other enterprise risks. Climate risk analysis is grounded in scenario-based modeling integrating the latest climate science and economic outlooks. Physical risk assessments draw on IPCC Sixth Assessment Report (AR6) scenarios including Shared Socioeconomic Pathways (SSPs) SSP1-2.6, SSP2-4.5 and SSP5-8.5, while transition risks are assessed using Network for Greening the Financial System (NGFS) scenarios, ensuring a forward- looking understanding of both acute and chronic risks across near-, medium- and long-term horizons. ADNOC operates across assets exposed to physical climate hazards characteristic of the Gulf region, including extreme heat, flash flooding, dust events and longer-term risks associated with sea level rise and water stress. During 2025, ADNOC progressed from framework design to on-the- ground application, piloting climate risk assessments (CRAs) across selected assets to systematically identify asset-level exposures to these hazards. As the CRA program scales, we progressively integrate our findings into asset integrity planning, capital investment decisions and operational resilience frameworks. The CRA methodology follows a consistent approach: • Hazard screening: prioritizing material climate threats at each asset using the CCRF taxonomy, evaluated for impact and likelihood across multiple scenarios • Receptor analysis: identifying vulnerable asset components, including critical systems, infrastructure, operations and workforce exposed to prioritized hazards • Vulnerability and risk assessment: mapping asset systems against climate hazards across near-, medium- and long- term horizons to assess evolving risk exposure • Adaptation planning: developing site-specific adaptation plans, with options assessed on feasibility, cost, effectiveness and implementation timeframe • Stakeholder engagement: sourcing cross-functional expert inputs, ensuring findings are integrated into business planning and investment decisions A key milestone in 2025 was the launch of ADNOC’s Business Resilience Platform, a digital solution designed to operationalize climate risk management at scale. Aligned with the CCRF, the platform provides a centralized view for asset-level exposure, vulnerability and adaptation measures. In its initial deployment, the platform integrates climate data, scenario modeling and asset-level intelligence into a single environment. It supports scenario-based stress testing using IPCC AR6 models, allowing users to simulate the impact of various climate futures on critical infrastructure and operations. The platform represents a meaningful step from periodic assessment in moving climate risk considerations to continuous operational and strategic decision-making. Business Resilience Platform – climate risk intelligence tool DELIVERY IN ACTION HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 115 ADNOC Sustainability Report 2025 114

Ethical practices, compliance with laws and regulations and transparency are essential to building trust with stakeholders, fostering a culture of accountability and ensuring long-term success. As a lawful, ethical and responsible organization, ADNOC upholds the highest standards of integrity. This approach supports broader sustainable development across our operations and responsible environmental, social and economic outcomes. Our ethics and compliance program sets out our approach to managing compliance obligations, mitigating compliance risks and upholding the highest levels of ethical standards. The Group Ethics and Compliance function is responsible for the development, implementation and review of the Group Ethics and Compliance program with oversight from the MD & GCEO, the ADNOC Board of Directors and the ADNOC Audit Committee. Our Group Ethics and Compliance program is certified under ISO 37001 (Anti- Bribery Management System) and ISO 37301 (Compliance Management System). Operating with Integrity Our Code of Conduct articulates our commitment to conducting business ethically, responsibly and in compliance with all applicable laws and regulations. It sets the requirements and expectations for our employees to act with integrity at all times. Our Supplier and Partner Code of Ethics applies to all third parties we engage with, including suppliers and strategic partners 26 . It sets out the rules and standards that allow us to conduct our business in an ethical and compliant manner and in accordance with our values. We have adopted and implemented corporate compliance policies, standards and procedures across all key compliance risk areas. We continue to review and update these as required for a company of our size and structure, operating in the industries we do. Compliance program Code of Conduct our commitment to act with integrity in everything we do Standards Ethics and Compliance Framework the framework governing our Ethics and Compliance Program Whistleblowing and Non-Retaliation our commitment to a speak-up culture and no retaliation Anti-Bribery and Anti-Corruption zero tolerance for fraud, bribery, corruption or money-laundering Conflict of Interests conflicts between responsibilities to ADNOC and outside interests must be disclosed Gifts and Hospitality gifts and hospitality (offered or received) must be appropriate Sanctions and International Trade Controls restrictions on the business we can do with certain entities and countries Supplier and Partner Code of Ethics the standard of behavior we require for third parties working for ADNOC Integrity Due Diligence all companies ADNOC does business with must be reviewed for integrity Compliance Incident Management compliance investigations are conducted fairly and rigorously Competition Compliance avoiding anti-competitive conduct when dealing with competitors or third parties Insider Management requirements applying to sensitive information about ADNOC Distribution and ADCOP Anti-Money Laundering compliance with applicable anti-money laundering laws and regulations Ethical Use of AI responsible and ethical development, deployment and use of AI Privacy and Data Protection requirements for appropriate protection and management of personal data 26 For details, see the Responsible sourcing section of this chapter. HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 117 ADNOC Sustainability Report 2025 116

Ethics and compliance assessment and monitoring We conduct periodic compliance risk assessments to identify, evaluate and update ethics and compliance risks in our business activities and to assess the effectiveness of existing controls and risk mitigation plans, as required. These assessments help us evaluate adherence to compliance obligations and the compliance program as well as the effectiveness of the ethics and compliance program across the ADNOC Group. We work collaboratively with our partners, suppliers, customers and government entities to promote high standards of integrity and transparency. Our approach to preventing and addressing corruption, both internally and through engagement with third parties, reflects our company values. All our suppliers, customers and other third parties who work with us are subject to sanctions exposure risk assessments as part of our integrity due diligence process. As ADNOC grows, we continue to evolve our ethics and compliance approach and supporting systems. In 2025, we updated the ONE Compliance platform, our disclosure system for conflicts of interest, gifts and hospitality, to improve transparency, consistency and assurance across the organization. Key enhancements include an improved user interface with intuitive navigation, streamlined disclosure workflows to support more consistent and efficient submission and review and automated, risk based processes to improve compliance accuracy. Mandatory risk-assessment questions support early identification of potential risks and appropriate mitigation measures. Raising concerns ADNOC Group is committed to an open and transparent culture in which everyone is empowered to speak up and report concerns in a manner that is legitimate, fair and equitable. This includes employee engagement surveys, ad hoc workers’ committees, targeted contractor helplines, a direct line to the Group Compliance team via a dedicated phone contact number and mailbox, and an anonymous whistleblowing helpline (Takallam, which means ‘to speak’ in Arabic) operated by an independent third party on our behalf. The whistleblowing line is available 24/7 to employees, contractors, other third parties and the general public in English, Arabic and other languages. All concerns are handled in strict confidence. In accordance with the ADNOC Group Whistleblowing and Non-Retaliation Standard, we strictly prohibit retaliation of any kind against anyone who reports a business ethics concern in good faith or cooperates with an investigation. We have policies and processes to resolve issues identified through Takallam or via other channels. We are committed to ensuring that concerns or grievances are investigated impartially and free from attempts by interested parties to influence the outcomes. Any remedial measures are based on fairness, equality and procedural transparency. In 2025, 879 matters were raised through Takallam. These matters were internally reviewed and, appropriate action was taken where necessary. Identified gaps or areas for improvement were shared with the respective departments for implementation. This reflects ongoing efforts to strengthen awareness and encourage reporting through targeted awareness sessions, compliance check-ins and enhancements to the Takallam platform. Training and awareness ADNOC employees must complete mandatory annual training on the Code of Conduct, including anti-bribery and corruption policies, standards and other related Group policies and procedures. Employees also complete an annual compliance declaration confirming their understanding of and compliance with the Code of Conduct and other policies. In 2025, 99.7% of all employees assigned to complete the online annual Code of Conduct training and declaration successfully fulfilled this requirement. In addition, we regularly deliver mandatory ethics and compliance training for employees to reinforce awareness and consistent application of ADNOC’s standards. Mandatory training topics in 2025 included conflicts of interest, gifts and hospitality, information protection, and the importance of speaking up without fear of retaliation. Training also covered specific subject areas, such as anti-bribery and anti-corruption, sanctions and export controls, avoiding market abuse and anti-money laundering. Targeted high-risk employee groups also completed mandatory training on competition law. These mandatory trainings support a strong culture of integrity, accountability and responsible business conduct. Throughout the year, we provide compliance updates for our business lines and deliver compliance inductions for new joiners. We present targeted, role-based sessions and topic-specific trainings on key ethics and compliance areas, offering in-person, virtual and e-learning options to support broad and effective reach. Conflicts of interest ADNOC’s Conflict of Interest Standard applies to all employees. Employees have a duty to disclose a potential, actual or perceived conflict of interest, including internal or external relationships or interests that could impair objectivity or lead to perceived bias. Once a conflict is reported, we apply individualized controls to manage potential risks, as appropriate. As part of the annual compliance declaration, employees confirm the status of any conflicts they may have. Gifts and hospitality ADNOC’s Gifts and Hospitality Standard ensures that all gifts and hospitality offered or received by employees are modest, legal and appropriate. Employees are required to disclose and seek approval for gifts or entertainment above certain thresholds or involving government officials. 119 ADNOC Sustainability Report 2025 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 118

Human rights and labor practices We respect internationally recognized human rights standards, including the Ten Principles of the UN Global Compact on human rights, labor, environment and anti- corruption, of which we are a participant. Our commitment to human rights is based on our values, which are outlined in our Code of Conduct, reflected in our policies, standards and processes and applicable to our employees and suppliers 27 . We abide by and support the objectives of the UAE Federal Decree Law No. (33) of 2021 and its amendments, which grant workers the opportunity to take on temporary, flexible or freelance work and to work condensed hours. The law explicitly prohibits forced labor, bans employers from withholding employees’ documents and forbids sexual harassment or any form of physical, verbal or psychological abuse of employees. It includes comprehensive legislative protections, as well as enforcement, monitoring and reporting mechanisms. These are implemented so that workers are treated with respect and without discrimination. Measures also empower workers to submit confidential reports of disputes and abuse. We strive to provide a working environment that complies with all applicable laws; protects labor rights; respects diversity, equity and inclusion; and recognizes that people are our most valuable asset. We promote a culture of respect and awareness throughout our business and we deliver training on our values. We expect every leader across our business to be exemplary in promoting an ethical culture. We seek to partner with and procure from suppliers that adhere to the principles set out in ADNOC’s Supplier and Partner Code of Ethics. As part of our robust due diligence on third parties, we consider human rights issues and their impact on our working relationship. We proactively run welfare audits with our suppliers to identify and mitigate labor rights issues. Additionally, our whistleblowing helpline is available to raise integrity concerns 28 . 27 For additional information refer to the ‘Operating with integrity’ and ‘Responsible sourcing’ sections of this chapter. 28 Refer to the ‘Operating with integrity’ section of this chapter for more information on Takallam. 29 For more information, please refer to the following sections of this report: Operating with Integrity, Helping Our People Achieve Their Full Potential, Responsible Sourcing, Keeping Our People Safe, and Empowering Lives. 30 For details, see the “Operating with integrity” section of the report. ADNOC embeds human rights considerations in the way we govern our operations, manage our workforce, work with suppliers and partners and engage with communities. This approach is reflected in our values, policies and standards and is implemented through a range of programs and practices applied across the value chain. Respecting human rights is an ongoing responsibility that requires continual attention and improvement. We aim to further strengthen our approach through enhanced governance, due diligence and evolution of our policies, systems and practices. Promoting respect for human rights and an inclusive environment that upholds fairness, dignity, and a zero-tolerance approach to discrimination, harassment, modern slavery, child labor and forced labor. Employment and labor rights Contributing to economic growth and diversification in the UAE and generating positive impacts in the communities where ADNOC operates. Social impact and community engagement Applying ethical, responsible and lawful business practices to ADNOC’s suppliers and business partners. Supply chain Applying a ‘no harm’ approach to protecting people, the environment and communities. HSE Conducting business ethically, responsibly, and in compliance with applicable laws and regulations. Ethics and compliance • Compliance with UAE Federal Decree-Law No. (33) of 2021 • Labor standards applied to employees, contractors and service providers operating on company sites • Workforce training and development program including AI training • Emiratization program targeting 70% national representation by 2030 • Gender Equality Talent Acceleration Pledge signatory, targeting 30% women representation in management by 2028 • Energy for Wellbeing program for employees and their families • Social risk management standard defining requirements for comprehensive social risk management across the full project lifecycle • ICV and Make it in the Emirates programs supporting national development • Community engagement programs to understand and address community impacts and needs • CSR strategy supporting education, health and community wellbeing • Mandatory supplier adherence to ADNOC’s Supplier & Partner Code of Ethics • Responsible sourcing program to embed sustainability, ethics, and governance across our procurement practices and supply chain • Contractor HSE management standard establishes welfare requirements to safeguard contractor wellbeing • Group HSE management system and corporate practices establishing requirements across operations • Mandated impact assessments to manage occupational health, process safety, asset integrity and environmental risks • Emergency response, crisis management and business continuity measures • Board of Directors and Audit Committee Oversight • Group Ethics and Compliance Program • Anti-Bribery and Anti- Corruption Standard • Human rights risks and impacts considered as part of enhanced due diligence processes for customers, suppliers and other third parties • ONE Compliance platform for secure reporting of conflicts of interest and gifts and hospitality ADNOC Supplier and Partner Code of Ethics ADNOC Group Sustainability Policy Statement Dimensions ADNOC Values ADNOC Group HSE Policy ADNOC Group Code of Conduct Selected practices, systems and mechanisms used to implement our approach Cross-cutting enablers Structured, role-based training and awareness across all dimensions Effective grievance mechanisms, including whistleblowing helpline Takallam 30 Audit and performance monitoring systems applied across the value chain, including supplier audits, contractor welfare audits, internal audits and ongoing monitoring of performance and compliance Respect for human rights 29 121 ADNOC Sustainability Report 2025 120 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Responsible sourcing program ADNOC’s responsible sourcing program (RSP) aims to build a resilient, transparent and ESG-aligned ecosystem that supports national development and global sustainability standards in collaboration with suppliers. The program supports suppliers in strengthening environmental, human rights and labor practices, while continuing to meet core procurement requirements such as efficiency, quality, HSE standards and reliability. We launched the first phase of implementation in 2024, with a focus on establishing foundational elements, setting clear expectations for suppliers and initiating supplier engagement. A multi-year journey, the program will evolve through deeper supplier integration, capability building and progressive enhancement of ESG performance. The RSP centers on four main pillars: Collaborate with suppliers ADNOC builds strategic partnerships with suppliers to jointly drive ESG improvements. These efforts include one-on-one engagements, roundtables with UAE government entities and forums such as ADNOC Supplier Open Days. Responsible sourcing ADNOC’s responsible sourcing strategy manages environmental and social risks, upholds labor and human rights principles, and supports compliance with health, safety and ethical standards across our supply chain. We aim to ensure that the products, services and technologies we procure will contribute to a more sustainable future, aligned with the UAE’s national sustainability priorities. By integrating responsible sourcing with our ICV program and HSE governance, ADNOC seeks to embed sustainability and ethics across our procurement activities. This approach helps us create long-term economic, environmental and social value for ADNOC, our suppliers and the communities we serve. Embed ESG in procurement ADNOC advances responsible procurement through clear policies, governance and standards. The Supplier and Partner Code of Ethics sets clear expectations for suppliers to comply with applicable laws, conduct business with integrity, respect human rights and fair labor practices, and protect health, safety and the environment, while helping support supplier adoption and compliance with the principles of the Code. In 2025, ADNOC held more than 100 one-to-one sustainability engagement sessions with strategic suppliers to review ESG practices, assess maturity levels and identify areas for improvement. In addition, we hosted multiple ADNOC Supplier Open Days to share updates, clarify expectations and address supplier questions. ADNOC also convened partners through dedicated forums, including a roundtable that brought together the UAE Ministry of Industry and Advanced Technology and local manufacturers to discuss sustainable manufacturing practices. In parallel, we continue to encourage suppliers to include sustainability-related ideas in their proposals and explore opportunities to collaborate with more mature suppliers. We embed ESG considerations across key stages of the procurement process, including tender documentation, contracts and supplier onboarding, in alignment with ADNOC’s HSE standards, welfare provisions and ethical business practices. Once contracts are awarded, supplier compliance is managed through ADNOC’s Contract Administration Guidelines, which define monitoring requirements and procedures for addressing non-conformance. The Supplier Performance Management Standard Operating Procedures further support this process by providing a structured approach to assessing supplier performance, escalating issues and tracking corrective actions. Leverage technology to better manage ESG risks and opportunities ADNOC uses advanced technologies to capture ESG KPIs, establish supplier risk profiles and monitor mitigation and corrective actions. In 2025, ADNOC implemented a digital supply chain ESG risk and performance management system in partnership with a technology provider. The system captures ESG-related data, assesses supplier risk profiles and monitors mitigation and corrective actions. As part of the rollout, we developed ESG performance scorecards for 122 strategic suppliers. The system also generated ESG predictive risk profiles for more than 2,000 registered active suppliers, based on available data sources including supplier self-assessments, audits and incident records. For strategic suppliers, we conducted deeper assessments through questionnaires covering areas such as emissions, energy use, labor practices, community initiatives and governance. The system provides dashboards and alerts to track changes in supplier risk profiles and support follow-up actions where required. Promote leading sustainability practices across the value chain ADNOC aims to foster a culture of sustainability through training and recognition programs that enhance ESG awareness and encourage innovation across the value chain and strengthen sustainability knowledge and capabilities among procurement professionals. In 2025, we delivered eight sessions on key sustainability principles and practices, and more than 90% of procurement employees completed foundational ESG and sustainability training. 123 ADNOC Sustainability Report 2025 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 122

Cybersecurity and data privacy As we continue digitalizing our operations, it becomes increasingly vital that we protect our digital assets from cyber incidents that could harm our people, disrupt our processes or affect our systems. We are committed to building a resilient organization that can withstand and recover from any cyber incident. To that extend, our cybersecurity management system not only defines and prescribes key controls for implementing and maintaining cybersecurity posture but also seeks to instill an agile and proactive mindset to keep us ahead of cyber threats. Our robust threat intelligence function monitors the cyber landscape and provides timely, actionable insights on threats or risks that may affect our business. Our cybersecurity operations center, which monitors and investigates suspicious activity around the clock, has been enhanced through automation. In addition, our dedicated incident response team responds to and contains cyberattacks, and our business continuity plan protects business operations from disruptions or the effects of adverse events. Our cybersecurity management system has been certified compliant with both national and international standards. Additionally, we have adopted or aligned with a range of other international standards and best practices. We regularly assess and monitor our digital footprint and posture, as well as the performance of our cyber defense and implement proactive measures to mitigate potential digital risks or gaps. We distribute compliance reports detailing remediation actions to management. Investing in our IT infrastructure is a priority to strengthen the effectiveness and robustness of our security measures. We continually monitor our security systems, routinely testing their effectiveness and adapting them as needed to enhance our capabilities and sustain business resilience. We foster a culture of innovation in the cybersecurity domain by combining new technologies and solutions with modern processes, building new cyber capabilities and creating a more resilient digital environment. To protect critical components of our supply chain from cyber threats and improve their resilience, we extend our cyber defense and response coverage to our supplier network. Companies that wish to conduct business with us must register and comply with specific cybersecurity controls under our policies. To support collaboration on cyber threat signals, we have formed alliances with key regional and international industry partners. Data privacy We collect, process and store personal data where necessary. As outlined in our Data Management Policy Statement, we are committed to respecting the privacy of individuals. We take great care to manage personal data appropriately and in compliance with applicable laws, in particular the UAE Personal Data Protection Law (PDPL) and the EU General Data Protection Regulation (GDPR). Our Group Privacy and Data Protection Standard and accompanying procedures ensure personal data is handled in an ethical and lawful manner. Our Information Classification Standard sets out mandatory requirements for classifying digital information, defining data categories and outlining roles and responsibilities for consistent sensitivity labelling. Using technology, we enforce this across all digital information and exchange channels. We are implementing a Group-wide data protection and privacy program to automate and centralize key processes such as data mapping, personal data transfer and breach management, consent tracking, impact assessment and third-party risk assessments to improve compliance. ADNOC uses a third-party ERM platform to record risks in a central location, define mitigation plans and track remediation progress. Each identified risk is assigned to a business owner, with clear remediation timelines and accountabilities. The IT Risk and Compliance function oversees certain risks directly, working closely with senior representatives from business units and Group companies. In 2025, we continued to strengthen digital resilience through enhanced data protection and privacy, strengthened identity, privileged access controls, and improved management and oversight of cyber risk. As part of our broader governance and oversight approach, we maintain open communication channels with stakeholders to support transparency and timely coordination. We engage directly with stakeholders through our digital call center and dedicated third-party cyber risk management email channels, Cybersecurity management system IEC 62443 : Cybersecurity for Operational Technology In Industrial Automation and Control Systems Standards I SO/IEC20000: Service Management Standard ISO 27001: Information Security Management Standard UAE Information Assurance Standard (UIAS) I SO 22301: Business Continuity Management Standard ISO 27701: Privacy Information Management Standard Certified providing efficient support and clear communication. In addition, companies seeking to conduct business and register with us are required to comply with all controls set out in our Data Management Policy Statement. Training and awareness Our people are the strongest link in our cyber defense and data protection chain. Through our CyberAware program we continue to invest in training them to prevent, protect against and respond to emerging cyber threats and risks, as well as to handle data securely. Our training and awareness programs include regular phishing simulations, engagement in cyber events, specialized on- the-job training programs, tabletop exercises, e-learning and gamification, as well as a community and family cyber outreach program. Our programs are delivered Group-wide, with customized training for specific roles. ADNOC’s CyberAware program actively reinforces our commitment to building a cyber-resilient workforce and raising digital safety awareness. In 2025, we advanced our cybersecurity governance and human risk management framework through large scale awareness programs, capability building initiatives and targeted engagement across all employee segments and third party stakeholders. These initiatives directly support our sustainability strategy, strengthening corporate governance, data protection and operational resilience. >80% of employees completed cybersecurity training and awareness >37,700 employees completed information classification e-learning Engaged Vice Presidents and Senior Vice Presidents in 98 tailored one - on - one cybersecurity sessions to strengthen leadership accountability >6,500 employees completed incident management and reporting training Released management and compliance dashboards and a rulebook, providing team leaders with visibility on participation, compliance and cyber activity insights Rolled out the Digital Track Learning and Hackazon Challenge, reaching >200 participants across key digital roles Showcased our CyberAware program at ADIPEC Provided cybersecurity knowledge and skills to >2,900 students across Abu Dhabi >35,500 employees completed acceptable usage of digital assets e-learning ADNOC CyberAware 2025 highlights 125 ADNOC Sustainability Report 2025 124 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY

Audit and assurance ADNOC’s Audit & Assurance function (AAF) provides independent assurance over the effectiveness of internal controls, governance and risk management. Through a centralized, risk-based approach, the AAF supports organizational resilience and informed decision-making across ADNOC’s operated companies, with appropriate consideration of ESG-related risks where relevant. The AAF operates under the oversight of ADNOC’s Audit Committee, a subcommittee of the ADNOC Board 31 . Audit coverage is determined through a comprehensive risk-based planning process, supported by an annually refreshed five- year plan and a rolling three-year internal audit plan. Plans are reviewed and updated to reflect material changes in the business or risk profile. Audit planning, risk management and scope The AAF’s priorities are informed by an annual Group-wide risk assessment, aligned with Abu Dhabi Accountability Authority (ADAA) regulations, the Institute of Internal Auditors’ Global Internal Audit Standards and applicable ISO standards. Stakeholder inputs, including on ESG considerations, are incorporated where relevant. Audit scope and frequency are determined based on the assessed risk profile. In addition to planned audits, we conduct standalone and ad-hoc audits to address emerging risks or specific issues, including ESG-related matters. Audit coverage spans strategic and operational activities, IT, financial controls, regulatory compliance and related monitoring, and reporting processes. ESG integration ESG considerations are incorporated into the assurance model where relevant, supported by other applicable local and international standards. Dedicated ESG-focused audits are conducted to strengthen assurance coverage and support continuous improvement. The AAF assesses the design and operating effectiveness of ESG-related risk management practices, including the integration of ESG risks within ERM and the Internal Controls Framework. All audit findings are recorded and tracked in the audit management system (AMS). ESG assurance coverage includes: • ESG data and reporting processes • Ethics and compliance, including whistleblowing, investigations and anti-bribery controls • Human rights and contractor welfare • Energy management • Supply chain and responsible sourcing • ESG assurance roles, responsibilities and coordination Reporting, review and communication All audit findings are documented in the AMS using standardized classification and tagging to support consistent tracking and reporting. Where relevant, findings are mapped to ADNOC’s 2030 Sustainability Strategy. The Chief Audit & Assurance Officer formally signs and issues reports and shares them with the ADNOC Audit Committee, relevant senior management and the MD & GCEO. Actions are agreed with management and progress is monitored through the AMS and formal follow-up mechanisms. Senior leadership and relevant stakeholders receive periodic updates. Advanced technology enablement The AMS is hosted on a secure platform supporting governance, risk and compliance activities. Data and digital workflow tools enable near real-time monitoring, improved reporting accuracy and more efficient audit execution. AI-enabled continuous control assurance modules are available to provide assurance over 100% of transactions of selected shared service business processes with more than 400 control tests, automatically driving timely insights and value realization. 31 For details, see “Our Leadership” section in this chapter. 127 ADNOC Sustainability Report 2025 HOW WE OPERATE KEEPING OUR PEOPLE SAFE ADVANCING NET ZERO EMPOWERING LIVES SUSTAINABILITY AT ADNOC ABOUT ADNOC PROTECTING NATURE AND BIODIVERSITY 126

ESG data index 1, 22, 26 METRIC UNIT GRI 2022 2023 2024 2025 NOTES Total hours worked million workhours 403-9 500 554 653 837 3 Employee million workhours 403-9 112 126 128 134 Contractor million workhours 403-9 388 428 526 703 Work related fatalities # 403-9 7 0 2 2 2, 3 Employee # 403-9 2 0 1 0 Contractor # 403-9 5 0 1 2 Fatal Accident Rate (FAR) # per 100 million workhours 403-9 1.4 0 0.31 0.24 2, 3 Fatalities and Permanent Impairment Rate (FPIR) # per 100 million workhours - - 0.6 0.8 3 Total Recordable Injuries (TRI) # 403-9 99 69 7 72 86 3, 4 Employee # 403-9 17 20 19 15 Contractor # 403-9 82 49 7 53 71 4 Total Recordable Injury Rate (TRIR) # of TRI cases per million workhours 403-9 0.20 0.12 0.11 0.10 2, 3 Employee # of TRI cases per million workhours 403-9 0.15 8 0.16 0.15 0.11 Contractor # of TRI cases per million workhours 403-9 0.21 8 0.11 0.10 0.10 Lost Time Injuries (LTI) # 403-9 44 27 33 46 Employee # 403-9 10 8 8 8 Contractor # 403-9 34 19 25 38 Lost Time Injury Frequency (LTIF) # of LTI cases per million workhours 403-9 0.09 0.04 0.05 0.06 2, 3 Employee # of LTI cases per million workhours 403-9 0.09 0.06 0.06 0.06 Contractor # of LTI cases per million workhours 403-9 0.09 0.04 0.05 0.05 Occupational health and safety illness # 403-10 - 0 4 0 3 Process safety event: Tier 1 # 5 5 2 1 5 Process safety event: Tier 2 # 4 5 2 5 6 KEEPING OUR PEOPLE SAFE METRIC UNIT GRI 2022 2023 2024 2025 NOTES Energy consumption million GJ 302-1 721.2 719.5 734.6 732.6 Energy improvements million GJ 7.6 18.0 23.2 5.1 Upstream GHG emissions million tCO₂e 305-3 24.1 24.0 24.6 25.3 2, 9, 10 Upstream GHG intensity tCO₂e per thousand boe of production 305-4 7.2 7.2 7.0 7.0 10 Upstream methane emissions kilotonnes 305-3 35.7 28.6 22.3 24.6 2, 11 Flaring bcf 24.0 26.0 27.0 32.1 2 GHG emissions reduction million tCO₂e 305-5 1.2 1.4 1.6 0.89 2 GHG emissions reduction from clean power imports million tCO₂e 4.2 4.8 5.0 5.1 Clean power import MWh 9,408,519 10,694,567 11,032,369 11,424,470 2 ADVANCING NET ZERO PROTECTING NATURE & BIODIVERSITY METRIC UNIT GRI 2022 2023 2024 2025 NOTES Nitrogen oxides (NOx) kilotonnes 305-7 84.7 86.4 92.8 93.8 Sulfur oxides (SOx) kilotonnes 305-7 264.2 373.1 291.5 255.6 Non-methane volatile organic compounds (VOCs) kilotonnes 305-7 108.8 111.0 136.7 145.6 Carbon monoxide (CO) kilotonnes 305-7 34.9 37.0 39.9 23 42.0 4 Particulate matter (PM) kilotonnes 305-7 - 1.9 2.1 2.1 AIR EMISSIONS 129 ADNOC Sustainability Report 2025 128

METRIC UNIT GRI 2022 2023 2024 2025 NOTES Total water withdrawal million m 3 303-3 5,137 5,038 5,507 5,373 Surface water million m 3 303-3 Freshwater million m 3 303-3 12, 16 Other water million m 3 303-3 13 Groundwater million m 3 303-3 176.4 207 232.2 258.0 14 Freshwater million m 3 303-3 12, 16 Other water million m 3 303-3 176.4 207 232.2 258.0 13 Seawater million m 3 303-3 4,910 4,778 5,191 5,036 Produced water million m 3 303-3 34.8 36.6 68.5 63.2 Third-party water million m 3 303-3 15.1 15.7 15.9 16.2 15 Freshwater million m 3 303-3 12, 16 Other water million m 3 303-3 15.1 15.7 15.9 16.2 13 % Of freshwater withdrawn ratio of freshwater to total water withdrawn 303-3 0 0 0 0 12, 16 Total water discharge million m 3 303-4 5,038 4,926 5,241 5,093 Land for irrigation million m 3 303-4 12.6 12.0 9.0 7.5 Groundwater million m 3 303-4 399.2 426.3 494.5 513 14 Deep wells million m 3 303-4 38.2 40.4 72.4 67.3 Reinjected for reservoir management million m 3 303-4 361 386 422 446 Seawater million m 3 303-4 4,621 4,483 4,734 4,568 Municipal sewage network million m 3 303-4 4.3 4.1 3.3 4.0 METRIC UNIT GRI 2022 2023 2024 2025 NOTES Total waste generated tonnes 306-3 154,943 142,182 125,408 163,459 Hazardous waste generated tonnes 306-3 40,186 45,575 44,738 59,347 Non-hazardous waste generated tonnes 306-3 114,757 96,607 80,670 104,112 Total waste diverted from disposal tonnes 306-4 9,647 19,929 15,768 24 17,139 4 Hazardous waste diverted tonnes 306-4 3,763 6,880 7,678 11,529 Non-hazardous waste diverted tonnes 306-4 5,884 13,049 8,090 5,611 Total waste disposed tonnes 306-5 145,296 122,253 109,640 25 146,320 4 Hazardous waste disposed tonnes 306-5 36,423 38,695 37,060 47,818 17 Non-hazardous waste disposed (municipal landfill) tonnes 306-5 108,873 83,558 72,580 98,501 METRIC UNIT GRI 2022 2023 2024 2025 NOTES Percentage of protected areas that overlap with ADNOC concession areas % 304-1 25% 25% 25% 36% 18, 21 Total number of protected areas that overlap with ADNOC concession or operational areas # 304-1 9 9 9 13 18 PROTECTING NATURE & BIODIVERSITY WATER MANAGEMENT PROTECTING NATURE & BIODIVERSITY WASTE MANAGEMENT PROTECTING NATURE & BIODIVERSITY BIODIVERSITY 131 ADNOC Sustainability Report 2025 130

METRIC UNIT GRI 2022 2023 2024 2025 NOTES Value returned to the UAE economy through the ICV program (cumulative since 2018) $ billion (AED billion) 39.8 (146) 51 (187) 65.9 (242.0) 83.5 (307) Value returned back into the UAE economy through the ICV program $ billion (AED billion) 10.7 (39.4) 11.2 (41.0) 14.9 (55.0) 17.7 (65) Number of jobs created for UAE Nationals in the private sector (cumulative since 2018) # 5,000 11,500 18,500 23,000 Number of jobs created for UAE Nationals in the private sector # 2,021 6,500 7,000 4,500 Value of awards for local manufacturing (cumulative since 2022) $ billion (AED billion) 5.7 (20.9) 16.9 (62.0) 19.6 (71.9) 22.1 (81.2) 4 Value of awards for local manufacturing (Annual) $ billion (AED billion) 5.7 (20.9) 11.2 (41.1) 2.7 (9.9) 2.4 (8.8) METRIC UNIT GRI 2022 2023 2024 2025 NOTES Hydrocarbon spill incidents Onshore No. of incidents # 306-3 2 2 5 2 2 Volume of spill bbl 306-3 1,188 73 17 37 2 Volume recovered bbl 306-3 1,103 6 4 28 % recovery % 306-3 93% 8.2% 20.8% 75.6% 2 Offshore No. of incidents # 306-3 0 0 1 1 2 Volume of spill bbl 306-3 19 156 2 Volume recovered bbl 306-3 0 17 % recovery % 306-3 0% 10.9% 2 Non- Hydrocarbon spill incidents Onshore No. of incidents # 306-3 0 0 1 3 2 Volume of spill bbl 306-3 4 30 2 Volume recovered bbl 306-3 0 0 % recovery % 306-3 0% 0% 2 Offshore No. of incidents # 306-3 0 0 0 0 2 Volume of spill bbl 306-3 0 2 Volume recovered bbl 306-3 0 % recovery % 306-3 0% 2 PROTECTING NATURE & BIODIVERSITY SPILLS EMPOWERING LIVES DRIVING GROWTH AND PROSPERITY METRIC UNIT GRI 2022 2023 2024 2025 NOTES Number of employees # 2-7 45,351 44,677 44,384 42,515 Men # 2-7 39,606 38,809 38,327 36,475 Women # 2-7 5,745 5,868 6,057 6,040 <30 years old # 2-7 9,311 8,185 7,169 6,119 30-50 years old # 2-7 31,113 31,506 32,068 31,394 >50 years old # 2-7 4,927 4,986 5,147 5,002 Middle East and North Africa % 2-7 61.8% 63.1% 64.2% 66.1% Eastern Europe and Central Asia, Latin America and Caribbean, North America, Western Europe % 2-7 3.4% 3.7% 3.7% 3.5% East Asia and Pacific, South Asia % 2-7 33.3% 31.9% 30.9% 29.2% Africa % 2-7 1.4% 1.3% 1.3% 1.2% Number of executives and senior management # 567 609 706 558 27 Men # 491 513 585 439 Women # 76 96 121 119 <30 years old # 2 0 0 0 30-50 years old # 436 476 548 426 >50 years old # 129 133 158 132 Number of new employee hires # 401-1 2,721 2,294 2,255 1,807 Men # 401-1 2,332 1,936 1,851 1,458 Women # 401-1 389 358 404 349 <30 years old # 401-1 1,188 895 1,020 986 30-50 years old # 401-1 1,418 1,248 1,141 771 >50 years old # 401-1 115 151 94 50 Middle East and North Africa % 401-1 51.9% 59.5% 60% 73% Eastern Europe and Central Asia, Latin America and Caribbean, North America, Western Europe % 401-1 8.7% 12.0% 10% 8% East Asia and Pacific, South Asia % 401-1 37.8% 27.4% 29% 19% Africa % 401-1 1.6% 1.0% 1.0% 0% HELPING OUR PEOPLE ACHIEVE THEIR FULL POTENTIAL EMPOWERING LIVES 133 ADNOC Sustainability Report 2025 132

METRIC UNIT GRI 2022 2023 2024 2025 NOTES Number of new employee exits # 401-1 2,590 2,922 2,277 2,447 Men # 401-1 2,373 2,663 2,075 2,161 Women # 401-1 217 259 202 286 <30 years old # 401-1 339 314 292 262 30-50 years old # 401-1 1,480 1,688 1,276 1,362 > 50 years old # 401-1 771 920 709 823 Middle East and North Africa % 401-1 43.3% 46.5% 46.3% 51.2% Eastern Europe and Central Asia, Latin America and Caribbean, North America, Western Europe % 401-1 7.8% 7.7% 9.9% 8.5% East Asia and Pacific, South Asia % 401-1 46.4% 44.5% 42.4% 38.7% Africa % 401-1 2.4% 1.3% 1.4% 1.6% Average employee turnover rate - 401-1 6% 7% 26 5% 26 6% 26 Employee Training Total training hours Hours 404-1 1,285,524 1,498,498 1,796,356 Average hours of training Hours 404-1 20.1 34.3 EMPOWERING LIVES HELPING OUR PEOPLE ACHIEVE THEIR FULL POTENTIAL METRIC UNIT GRI 2022 2023 2024 2025 NOTES Total number of Nationalities # 405-1 121 121 126 125 Number of women employees at site # 405-1 873 917 890 871 Number of UAE National Women hired # 405-1 278 279 297 280 Percentage of Women in senior leadership positions % 405-1 20% 21% 19% - 19 Percentage of Women in middle and senior leadership positions % 405-1 26.4% 19 Percentage of ADNOC Group company boards with women representation % 405-1 90% 95% 100% Women in executive and senior management roles # 405-1 76 96 121 342 Emiratization rate % 58.6% 59.7% 61.1% 62.8% 20 Number of new hires that are UAE Nationals # 912 826 928 1,124 DIVERSITY AND INCLUSION AND EMIRATIZATION METRIC UNIT GRI 2022 2023 2024 2025 NOTES Takallam matters raised # 2-16 - 380 640 879 HOW WE OPERATE 1. Unless otherwise stated, all key performance indicators (KPIs) are reported in line with the Reporting boundaries section of the report. Where a KPI follows a different boundary, the specific boundary is provided in the corresponding ESG data index notes. 2. Data has undergone external limited assurance in accordance with international standards (see page 142 ). 3. Includes employees and contractors. 4. Prior-year data have been restated where necessary to reflect refinements identified during the data review process, supporting improved accuracy, consistency and transparency in reporting. 5. As per API classification of safety events: A Tier 1 PSE is a loss of primary containment (LOPC) with the greatest consequence. 6. A Tier 2 PSE is a LOPC with lesser consequence. 7. Total TRI figure in 2023 was restated from 85 to 69 and contractors from 65 to 49, to reflect refinements identified during the data review process, supporting improved accuracy, consistency and transparency in reporting. 8. TRIR figure in 2022 was restated from 1 to 0.15 in employee category and from 3 to 0.21 in the contractor category to reflect refinements identified during the data review process, supporting improved accuracy, consistency and transparency in reporting. 9. Upstream GHG emissions reporting in line with the International Association of Oil and Gas Producers (IOGP), which includes oil and gas production and processing. Our downstream joint ventures Borouge, ADNOC Distribution, ADNOC Logistics and Services and ADNOC Gas report their GHG emissions through their annual sustainability reports. 10. Upstream GHG emissions (excluding gas processing) per thousand barrel oil equivalent of gross oil and gas production. 11. Methane emissions from upstream oil and gas activities operated by ADNOC. Reporting is aligned with the Oil and Gas Methane Partnership (OGMP) framework. 12. Freshwater (TDS: 1,000 mg/L). 13. Other water (TDS: > 1,000 mg/L) 14. Ground water includes slightly brackish, medium brackish, and hypersaline water. 15. Third-party water consists of municipal water supplies from third-party distribution companies. 16. The prior-year freshwater withdrawal % was reported as a proportion of total water withdrawal to third party desalinated water supply. Following a detailed review, the definition of freshwater has been revised. Freshwater is defined as groundwater or surface water with a total dissolved solids (TDS) concentration of 1,000 mg/L or less. Based on the revised definition, there is no freshwater consumption associated with our operations. NOTES: 17. Directed to MAGMA waste management facility for treatment and disposal. A MAGMA (formerly known as BeAAT) hazardous waste treatment facility is dedicated to the treatment, storage, and safe disposal of hazardous waste generated by ADNOC and other industries in Abu Dhabi. This facility handles various types of waste, including liquid, sludge, and solid waste, using advanced technologies to ensure environmental protection and compliance with health and safety standards. The MAGMA facility focuses on sustainability by promoting recovery, recycling, and reuse of waste streams whenever feasible. 18. Protected areas are defined by the Environment Agency - Abu Dhabi 19. In 2025, the metric Percentage of Women in senior leadership positions was retired and replaced with the metric Percentage of Women in middle and senior leadership positions to align with a new target under the UAE Private Sector Gender Equality Acceleration Pledge. The updated scope covers senior leadership roles including Associate General Counsel, General Counsel, Vice Presidents, Senior Vice Presidents, Chiefs, Executives and Directors and middle management. 20. Ratio of total number of UAE Nationals to the number of positions targeted for Emiratization. This excludes service companies ADNOC Distribution, ADNOC Drilling and ADNOC Logistics & Services. 21. The increase reflects the expansion of protected areas in Abu Dhabi. The prior-year disclosure has been refined to clarify that the metric represents the percentage of protected areas overlapping with ADNOC concession areas. 22. Any minor discrepancies in the summation of figures are attributable to rounding. 23. Total Carbon monoxide (CO) figure in 2024 was restated from 39.0 to 39.9 following refinements identified during the data review process, supporting improved accuracy, consistency, and transparency in reporting. 24. The Total waste diverted from disposal figure in 2024 was restated from 15,748 to 15,768 following refinements identified during the data review process, supporting improved accuracy, consistency, and transparency in reporting. 25. The Total waste disposed figure in 2024 was restated from 109,660 to 109,640 following refinements identified during the data review process, supporting improved accuracy, consistency, and transparency in reporting. 26. Decimal precision has been adjusted for selected metrics to align with prior year disclosures and support consistent reporting. 27. Includes employees holding the following positions: Associate General Counsel, General Counsel, Vice Presidents, Senior Vice Presidents, Chiefs, Executives, and Directors. 135 ADNOC Sustainability Report 2025 134

GRI Index STANDARD DISCLOSURE NUMBER DISCLOSURE TITLE 2025 RESPONSE GRI 2: General Disclosures 2021 2-1 Organizational details About ADNOC, page. 14 2-2 Entities included in the organization’s sustainability reporting About this report – Reporting boundaries page. 6 ADNOC does not publicly disclose its consolidated financial statements, as it is not a publicly listed entity and is therefore not subject to any regulatory requirement to publish such financial information. As a state-owned enterprise wholly owned by the Government of Abu Dhabi, ADNOC complies with all applicable legal and regulatory obligations governing financial reporting and disclosure within the United Arab Emirates. 2-3 Reporting period, frequency and contact point About this report – Reporting boundaries, page. 6 2-4 Restatements of information ESG data index, page. 128 2-5 External assurance About this report, Internal validation and external assurance, page. 6 Assurance letter, page. 142 2-6 Activities, value chain and other business relationships About ADNOC – Our business, page. 15 Empowering lives – In-Country Value program, page. 79 How we operate – Responsible sourcing, page. 123 2-7 Employees ESG data index, page. 128 2-8 Workers who are not employees ESG data index, page. 128 2-9 Governance structure and composition How we operate – Our leadership, page. 107 2-11 Chair of the highest governance body How we operate – Our leadership, page. 107 2-12 Role of the highest governance body in overseeing the management of impacts How we operate – Our leadership, Risk governance, page. 107 GENERAL DISCLOSURES STANDARD DISCLOSURE NUMBER DISCLOSURE TITLE 2025 RESPONSE GRI 2: General Disclosures 2021 2-13 Delegation of responsibility for managing impacts How we operate – Our leadership, page. 107 Risk governance, page. 112 2-14 Role of the highest governance body in sustainability reporting How we operate – Our leadership, Our sustainability governance model, page. 110 2-15 Conflicts of interest How we operate – Ethics and compliance, page. 119 2-17 Collective knowledge of the highest governance body How we operate – Our leadership, page. 107 2-22 Statement on sustainable development strategy Sustainability at ADNOC, Our 2030 sustainability strategy, page. 22 2-23 Policy commitments How we operate – Our sustainability governance model, page. 110 Responsible sourcing, page. 123 ADNOC Code of conduct: https://www.adnoc.ae/ en/our-story/code-of-conduct 2-24 Embedding policy commitments How we operate – Our sustainability governance model, page. 110 Data privacy, page. 124 Responsible sourcing, page. 123 2-25 Processes to remediate negative impacts How we operate – Ethics and compliance assessment and monitoring, page. 119 2-26 Mechanisms for seeking advice and raising concerns How we operate – Ethics and compliance assessment and monitoring, page. 119 2-28 Membership associations We are a participant in the UN Global Compact. We are members of industry collaborations such as the International Association of Oil and Gas Producers (IOGP), the International Petroleum Industry Environmental Conservation Association (IPIECA), the World Business Council for Sustainable Development (WBCSD), the Oil & Gas Methane Partnership (OGMP) 2.0, and the Oil & Gas Decarbonization Charter (OGDC). 2-29 Approach to stakeholder engagement Sustainability at ADNOC - Stakeholder engagement and partnerships, page. 29 GENERAL DISCLOSURES Statement of use ADNOC has reported the information cited in this GRI content index for the year ending December 31, 2025 with reference to the GRI Standards GRI 1 used GRI 1: Foundation 2021 137 ADNOC Sustainability Report 2025 136

STANDARD DISCLOSURE NUMBER DISCLOSURE TITLE 2025 RESPONSE GRI 3: Management of Material Topics 2021 3-1 Process to determine material topics Sustainability at ADNOC - Our material topics, page. 26 3-2 List of material topics Sustainability at ADNOC - Our material topics, page. 26 3-3 Management of material topics Included in the specific sections GRI 201: Economic Performance 2016 201-1 Direct economic value generated and distributed Empowering lives – In-Country value program, page. 79 ESG data index, page. 128 201-2 Financial implications and other risks and opportunities due to climate change How we operate – Climate change risk management and resilience, page 114 201-3 Defined benefit plan obligations and other retirement plans Empowering lives – Helping our people achieve their full potential – Compensation and rewards, page. 83 GRI 204: Procurement Practices 2016 204-1 Proportion of spending on local suppliers Empowering lives – In-Country Value program, page. 79 How we operate – Responsible sourcing, page. 122 ESG data index, page. 128 GRI 205: Anti-corruption 2016 205-2 Communication and training about anti- corruption policies and procedures How we operate – Ethics and compliance assessment and monitoring, page. 119 GRI 302: Energy 2016 302-1 Energy consumption within the Organization Advancing net zero, page. 50 ESG data index, page. 28 GRI 303: Water and effluents 2016 303-1 Interactions with water as a shared resource Protecting nature and biodiversity – Water management, page. 63 303-2 Management of water discharge-related impacts Protecting nature and biodiversity – Water management, page. 63 ESG data index, page. 128 303-3 Water withdrawal Protecting nature and biodiversity – Water management, page. 63 303-4 Water discharge Protecting nature and biodiversity – Water management, page. 63 ESG data index, page. 128 303-5 Water consumption Protecting nature and biodiversity – Water management, page. 63 ESG data index, page. 128 STANDARD DISCLOSURE NUMBER DISCLOSURE TITLE 2025 RESPONSE GRI 101: Biodiversity 2024 101-2 Management of biodiversity impacts Protecting nature and biodiversity – Nature and biodiversity, page. 71 101-4 Identification of biodiversity impacts Protecting nature and biodiversity – Nature and biodiversity, page. 71 GRI 304: Biodiversity 2024 304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside Protecting nature and biodiversity– Nature and biodiversity, page. 71 ESG data index, page. 128 304-3 Habitats protected Empowering lives – Helping our people achieve their full potential – Compensation and rewards, page. 83 GRI 305: Emissions 2016 305-4 GHG emissions intensity Advancing net zero, page. 50 ESG data index, page. 128 305-5 Reduction of GHG emissions Advancing net zero, page. 50 ESG data index, page. 128 305-6 Emissions of ozone- depleting substances ADNOC does not produce, import or export ozone-depleting substances (ODS), which are primarily used in refrigeration, air conditioning and fire suppression systems. We are phasing out ODS in alignment with national and international environmental goals. 305-7 Nitrogen oxides (NOX), sulfur oxides (SO X ),and other significant air emissions Protecting nature and biodiversity – Air quality, page. 61 ESG data index, page. 128 We estimate significant air emissions using a combination of industry standard emission factors and site specific data in line with established best practices in the oil and gas sector. Primary sources for emission factors include US EPA AP-42 for stationary combustion and industrial processes and EMEP/EEA Air Pollutant Emission Inventory Guidebook (2023) for mobile sources and equipment. Stoichiometric calculations are applied where appropriate, using fuel composition and flow rate data to estimate specific pollutants. Advanced monitoring systems included Predictive Monitoring Systems and Continuous Emissions Monitoring are in place. GRI 306: Effluents and Waste 2016 306-3 Significant spills Protecting nature and biodiversity – Spill prevention, page. 67 ESG data index, page. 128 MATERIAL TOPICS MATERIAL TOPICS 139 ADNOC Sustainability Report 2025 138

STANDARD DISCLOSURE NUMBER DISCLOSURE TITLE 2025 RESPONSE GRI 306: Waste 2020 306-1 Waste generation and significant waste-related impacts Protecting nature and biodiversity – Waste management, page. 69 306-2 Management of significant waste-related impacts Protecting nature and biodiversity – Waste management, page. 69 ESG data index, page. 128 306-3 Waste Generated Protecting nature and biodiversity – Waste management, page. 69 ESG data index, page. 128 306-4 Waste diverted from disposal Protecting nature and biodiversity – Waste management, page. 69 ESG data index, page. 128 306-5 Waste directed to disposal Protecting nature and biodiversity – Waste management, page. 69 ESG data index, page. 128 GRI 401: Employment 2016 401-1 New employee hires and employee turnover Empowering Lives – Diversity, equity and inclusion, page. 88 ESG data index, page. 128 401-2 Benefits provided to full- time employees that are not provided to temporary or part-time employees Empowering lives – Helping our people achieve their full potential – Compensation and rewards, page. 86 GRI 403: Occupational health and safety 2018 403-1 Occupational health and safety management system Keeping our people safe – Occupational Health, page. 37 403-2 Hazard identification, risk assessment, and incident investigation Keeping our people safe – Occupational Health, page. 37 403-3 Occupational health services Keeping our people safe – Occupational Health, page. 37 403-4 Worker participation, consultation, and communication on occupational health and safety Keeping our People Safe – Personal safety and work management, page. 38 403-5 Worker training on occupational health and safety Keeping our People Safe – Personal safety and work management, page. 39 403-6 Promotion of worker health Keeping our people safe – Occupational Health, page. 37 Empowering lives – Employee wellbeing, page. 87 403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships Keeping our people safe – Contractor HSE, page. 39 MATERIAL TOPICS STANDARD DISCLOSURE NUMBER DISCLOSURE TITLE 2025 RESPONSE GRI 403: Occupational health and safety 2018 403-8 Workers covered by an occupational health and safety Keeping our people safe – Occupational health, page. 37 403-9 Work-related injuries Keeping our people safe – Performance, page. 46 ESG data index, Page. 128 403-10 Work related ill health Keeping our people safe – Performance, page. 46 ESG data index, Page. 128 GRI 404: Training and education 2016 404-1 Average hours of training per year per employee Empowering lives – Helping our people achieve full potential – Training and development, page. 84 ESG data index, page. 128 404-2 Programs for upgrading employee skills and transition assistance programs Empowering lives – Helping our people achieve full potential – Training and development, page. 84 404-3 Percentage of employees receiving regular performance and career development reviews Empowering lives – Helping our people achieve full potential page – Performance management. 84 GRI 405: Diversity and equal opportunity 2016 405-1 Diversity of governance bodies and employees Empowering lives – Diversity, equity and inclusion, page. 88 ESG data index, page. 128 GRI 413: Local communities 2016 413-1 Operations with local community engagement, impact assessments, and development programs Empowering lives – Social performance – Community Engagement, page. 102 413-2 Operations with significant actual and potential negative impacts on local communities Empowering lives – Social performance, page. 101 MATERIAL TOPICS 141 ADNOC Sustainability Report 2025 140

1 ERNST & YOUNG MIDDLE EAST ( ABU DHABI BRANCH) P.O. Box 136 Nation Towers, Tower 2, Floor 27 Corniche Road West Emirate of Abu Dhabi United Arab Emirates Tel: +971 2 417 4400 +971 2 627 7522 Fax: +971 2 627 3383 abudhabi@ae.ey.com https://www. ey.com C .L. No. 1001276 Independent practitioner’s assurance report ABU DHABI NATIONAL OIL COMPANY (ADNOC) P.J.S.C Scope We have been engaged by ADNOC to perform a ‘ Limited Assurance ’ , as defined by International Standards on Assurance Engagements, here after referred to as “ the engagement ” , to report on ADNOC ’s sustainability metrics in Annex A ( the “Subject Matter” ) contained in ADNOC ’s ( the “Company’s” ) 2025 Sustainability Report for the year ended December 31, 2025 ( the “Report”) . Other than as described in the preceding paragraph, which sets out the scope of our engagement, we did not perform assurance procedures on the remaining information included in the Report, and accordingly, we do not express a conclusion on this information. Criteria applied by ADNOC In preparing the sustainability metrics in Annex A, ADNOC applied the Global Reporting Initiative (GRI) Standards ( the “ Criteria ” ). ADNOC ’s responsibilities ADNOC ’s management is responsible for selecting the Criteria, and for presenting the sustainability metrics in Annex A in accordance with that Criteria, in all material respects. This responsibility includes establishing and maintaining internal controls, maintaining adequate records and making estimates that are relevant to the preparation of the subject matter, such that it is free from material misstatement, whether due to fraud or error. EY’s responsibilities Our responsibility is to express a conclusion on the presentation of the Subject Matter based on the evidence we have obtained. We believe that the evidence obtained is sufficient and appropriate to provide a basis for our limited assurance conclusions. We conducted our engagement in accordance with the International Standard on Assurance Engagements (ISAE 3000), the international standard on Sustainability Assurance (ISSA 5000), General Requirements on Sustainability Assurance and the Accountability AA1000 Assurance Standard (AA1000AS) , and the terms of reference for this engagement as agreed with ADNOC on May 13, 2026.Those standards require that we plan and perform our engagement to express a conclusion on whether we are aware of any material modifications that need to be made to the Subject Matter in order for it to be in accordance with the Criteria, and to issue a report. The nature, timing, and extent of the procedures selected depend on our judgment, including an assessment of the risk of material misstatement, whether due to fraud or error. 2 Our independence and quality management We have maintained our independence and confirm that we have met the requirements of the Code of Ethics for Professional Accountants issued by the International Ethics Standards Board for Accountants and have the required competencies and experience to conduct this assurance engagement. EY also applies International Standard on Quality Management 1, Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other Assurance or Related Services engagements , which requires that we design, implement and operate a system of quality management including policies or procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements. Description of procedures performed Procedures performed in a limited assurance engagement vary in nature and timing from and are less in extent than for a reasonable assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed. Our procedures were designed to obtain a limited level of assurance on which to base our conclusion and do not provide all the evidence that would be required to provide a reasonable level of assurance. Although we considered the effectiveness of management’s internal controls when determining the nature and extent of our procedures, our assurance engagement was not designed to provide assurance on internal controls. Our procedures did not include testing controls or performing procedures relating to checking aggregation or calculation of data within IT systems. A limited assurance engagement consists of making enquiries, primarily of persons responsible for preparing the Subject Matter and related information and applying analytical and other appropriate procedures. Our procedures included: • Engaged with the relevant internal functions, sampled Group Companies relevant teams, and other relevant stakeholders during the assurance exercise • Conducted testing and analysis to assess the accuracy and reliability of the reported data • Evaluated the design and implementation of relevant internal controls • Reviewed the scope, boundary, methodologies and assumptions utilized in estimating ADNOC’s GHG emission footprint/intensity for consistency and correctness of approach • Undertook analytical review procedures of the reported data related to the Subject Matter including testing outputs and selected conversions We also performed such other procedures as we considered necessary in the circumstances. 143 ADNOC Sustainability Report 2025 142

3 Conclusion Based on our procedures and the evidence obtained, we are not aware of any material modifications that should be made to sustainability metrics in Annex A, in order for it to be in accordance with the Criteria. Restricted Use The report is intended solely for the information and use of ADNOC for the disclosures made in the Sustainability Report for the year ended 31 December 2025 and is not intended to be and should not be used by anyone other than ABU DHABI NATIONAL OIL COMPANY (ADNOC) P.J.S.C for Ernst & Young Middle East (Abu Dhabi Branch) Mobin Khan Partner May 13, 2026 Abu Dhabi, United Arab Emirates 4 Annex A: ADNOC’s sustainability metrics (the “Subject Matter”) 1. Market-based GHG emissions (Scope 1 and 2) from upstream oil and gas production including gas processing. Reporting in line with the International Association of Oil and Gas producers’ (IOGP) definition. 2. Methane emissions from upstream oil and gas activities operated by ADNOC. Reporting is aligned with the Oil and Gas Methane Partnership (OGMP) framework. 3. ADNOC’s clean power consumption through clean power agreement with Emirates Water and Electricity Company (EWEC) 4. Total Recordable Injury Rate (TRIR), Lost Time Injury Frequency (LTIF), Fatal Accident Rate (FAR) 5. The number of Lost Time Injuries (LTIs) per 1,000,000 (million) hours worked 6. The number of fatal incidents per 100,000,000 (100 million) hours worked 2025 Values Unit of measure 25.3 Million tonnes of CO2e 24.6 Thousand tonnes of CH4 32,120 MMSCF 0.89 Million tonnes of CO2e 11,424,470.00 MWh 0.1 Number (#) 0.06 Number (#) 0.24 Number (#) 255,575 Metric tonnes 93,761 Metric tonnes 42,004 Metric tonnes 145,577 Metric tonnes 2,137 Metric tonnes Number of spills 3.00 Number (#) Volume of spills 192.59 Barrel (bbl) Percentage of recovery 23.20 Percentage (%) Number of spills 3.00 Number (#) Volume of spills 30.00 Barrel (bbl) Percentage of recovery 0.00 Percentage (%) PM Spills NMVOCs LTIF 4,5 FAR 4,6 SOx NOx CO Non-GHG emissions Hydrocarbon spills Non- Hydrocarbon spills Sustainability Metrics Methane emissions 2 Scope 1 & scope 2 emissions 1 Total flaring volume GHG emissions abatement projects Clean power import 3 TRIR 4 145 ADNOC Sustainability Report 2025 144

List of Abbreviations AAF Audit and Assurance Function AED United Arab Emirates Dirham AEMS Ambient Emissions Monitoring System AFDD Active Fatigue and Distraction Detection AI Artificial Intelligence AIPS Asset Integrity and Process Safety ALARP As Low As Reasonably Practicable ADIPEC Abu Dhabi International Petroleum Exhibition and Conference ADSW Abu Dhabi Sustainability Week AMS Audit Management System API American Petroleum Institute AQMS Air Quality Management System ATA ADNOC Technical Academy BCMS Business Continuity Management System BIA Business Impact Analysis CCPS Center for Chemical Process Safety CCRF Climate Change Risk Framework CCU Carbon Capture and Utilization CCUS Carbon Capture, Utilization and Storage CEO Chief Executive Officer CEMS Continuous Emissions Monitoring Systems CHSEO Chief Health, Safety and Environment Officer CIPD Chartered Institute of Personnel and Development CO Carbon monoxide CORSIA Carbon Offsetting and Reduction Scheme for International Aviation CRA Climate Risk Assessment CSO Chief Sustainability Officer CSR Corporate Social Responsibility DCD Department of Community Development DEI Diversity, Equity and Inclusion DMA Double Materiality Assessment DOE Department of Energy EAD Environment Agency - Abu Dhabi EAP Employee Assistance Program EIA Environmental Impact Assessments ELT Executive Leadership Team EPC Engineering, Procurement and Construction EP Equator Principles ERC Emirates Red Crescent ERM Enterprise Risk Management ESG Environmental, Social and Governance EV Electric Vehicle FAR Fatal Accident Rate FEA Fujairah Environment Authority FPI Fatalities and Permanent Impairment EU GDPR European Union General Data Protection Regulation GCEO Group Chief Executive Officer GFMR Global Flaring and Methane Reduction Partnership GHG Greenhouse gas GIS Geographic Information System GOC Gulf Oil Companies GRI Global Reporting Initiative GW Gigawatt GWh Gigawatt-hour HSE Health, Safety and Environment HSEIA Health, Safety, Environment and Impact Assessment HSEMS Health, Safety and Environment Management System HVDC High-Voltage Direct Current ICAD Industrial City of Abu Dhabi ICV In-Country Value IFC International Finance Corporation INSEAD Institut Européen d'Administration des Affaires IOGP International Association of Oil and Gas Producers IPCC Intergovernmental Panel on Climate Change IPIECA International Petroleum Industry Environmental Conservation Association IRO Impacts, Risks and Opportunities ISCC International Sustainability and Carbon Certification IVMS In-Vehicle Monitoring System IUCN International Union for Conservation of Nature KEZAD Khalifa Economic Zones Abu Dhabi KOC Kuwait Oil Company LCAF Lower-Carbon Aviation Fuels LASTFIRE Large Atmospheric Storage Tank Fires LDAR Leak Detection and Repair LNG Liquefied Natural Gas LTIF Lost Time Injury Frequency MENA Middle East and North Africa MOCCAE Ministry of Climate Change and Environment MOHRE Ministry of Human Resources and Emiratization MoIAT Ministry of Industry and Advanced Technology MOU Memorandum of Understanding MPA Marine Protected Area NAA National Aviation Authority NCEMA National Emergency Crisis and Disaster Management Authority NOX Nitrogen oxides NYSE New York Stock Exchange OGDC Oil and Gas Decarbonization Charter OGMP Oil and Gas Methane Partnership OEM Original Equipment Manufacturer OHRA Occupational Health Risk Assessment PDPL Personal Data Protection Law PEMS Predictive Emissions Monitoring Systems PM Particulate matter POTM Polymer on the Move PPE Personal Protective Equipment PSE Process Safety Event PTW Permit to Work PV Photovoltaic PWRI Produced Water Reinjection RASED Real-time AI Safety Event Detection RESCO Regional Clean Sea Organization SAF Sustainable Aviation Fuel SAIF Sharjah Airport International Free Zone SARB Satah Al Razboot SASB Sustainability Accounting Standards Board SIMOPS Simultaneous Operations SOX Sulfur oxides SPCP Social Performance Corporate Practice SRM Social Risk Management STEM Science, Technology, Engineering and Math SWC Start Work Checklist TRIR Total Recordable Injury Rate UNDP United Nations Development Program UNESCO United Nations Educational, Scientific and Cultural Organization UNFCCC United Nations Framework Convention on Climate Change UN SDG United Nations Sustainable Development Goals VOC Volatile Organic Compounds VR Virtual Reality WBCSD World Business Council for Sustainable Development WEF World Economic Forum WMS Work Management System 147 ADNOC Sustainability Report 2025 146