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. 101 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