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