CORPORATE 
RESPONSIBILITY 
REPORT
2021
Published on July 8th, 2022, 
for reporting year 2021

G OV E R N A N C E 
47
I N T RO D U CT I O N  
1
Precision Highlights 
2
Message from Our President and CEO  
3
About Precision Drilling 
5
About this Report 
9
Our Competitive Advantage 
10
E N V I RO N M E N TA L 
13
Environment and Energy Transition
14
Emissions Footprint
19
AlphaTM Suite of Technologies
22
EverGreenTM Suite of Environmental Solutions
23
SO C I A L 
29
Our Corporate Culture
30
Our Key Beliefs
31
Diversity Equity and Inclusion
32
Investing In Our People
35
Precision In The Community 
41
Ethics and Integrity
48
Our Governance Approach
49
Our Board of Directors
50
Governance Guidelines
51
Internal Policies 
52
Supply Chain Management
59
Enterprise Risk Management 
61
A P P E N D I X  
63
Task Force on Climate-Related Financial Disclosure (TCFD) Index 
65
Sustainability Accounting Standards Board (SASB) Index
66
Performance Data Tables 
67
Disclaimer
74
Call For Feedback
75
TA B L E  O F  C O N T E N T S

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
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I N TRO D U CT I O N
47 
Rigs 
with commercial AlphaAutomationTM
PRECISION HIGHLIGHTS
CONTRIBUTED TO THE LOCAL ECONOMIES 
IN WHICH WE OPERATE THROUGH 
EMPLOYEE WAGES AND BENEFITS, AND 
GOODS AND SERVICES PURCHASES
$961M
TARGET  
ZERO DAYS
341
DRILLED
8,600
K I L O M E T E R S
OVER 3,600
2
TARGET ZERO DAYS INCLUDE ALL DAYS FREE OF REPORTABLE SPILLS, SERIOUS INJURIES, AND FATALITIES
EMPLOYEES
60 
 
NATURAL GAS CAPABLE RIGS

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
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CORPORATE RESPONSIBILITY REPORT
I am pleased to present Precision’s 2021 Corporate Responsibility report, which highlights our 
results and efforts from 2021 and shares our priorities for 2022. The tragic events unfolding in 
Ukraine have had an unimaginable human toll but also serve to remind us of the complexity and 
security of the global energy supply network. We are proud of the role Precision Drilling plays as a 
clean, socially responsible, and ethically governed participant in the upstream energy supply chain. 
The key elements of “ESG,” environmental impact and climate change, social impact, and ethical 
governance, are foundational to Precision’s business strategy as our competitive advantage is 
based on our ability to provide highly skilled, safety-focused, and disciplined crews on our High-
Performance drilling rigs.
In 2019, we completed our first companywide greenhouse gas (GHG) emissions baseline 
assessment and have continued this practice for 2020 and 2021. In 2022, we will use the results 
from these assessments to develop our long-term plan to achieve net zero. We believe a net zero 
target for our business is achievable, but the timeline is uncertain as some of the technology and 
energy infrastructure required are well beyond our scope of influence.
Our rigs are designed to drill efficiently, which requires less energy, produces lower GHG emissions, 
and reduces environmental impact. Precision has a long history of developing technologies 
and systems to improve the efficiency of our rigs and reduce environmental impact, from the 
introduction of our Super Single rig in the 1990’s to the commercialization of AlphaAutomationTM in 
2019. Over 40% of our active fleet is equipped to operate with natural gas. In 2021, we introduced 
our EverGreenTM Suite of Environmental Solutions with several products and apps to help our 
customers measure and reduce their emissions during drilling operations. 
We believe geothermal energy will be an important energy component in the net zero global energy 
mix. Precision has participated in geothermal projects for the past 25 years and in early 2022, 
Precision increased its commitment to geothermal energy with a direct investment in EavorTM, a 
geothermal technology corporation. We are also excited to partner with Cornell University and 
the U.S. Department of Energy to drill an exploratory geothermal well in Ithaca, NY with a Precision 
EverGreen™ zero emissions rig.
We view our employees and the communities where we operate as part of the Precision family 
and offer training programs, employee development opportunities, family events, and community 
participation events that ensure Precision Drilling is both a great place to work and a strong 
KEVIN NEVEU
President & Chief Executive Officer
partner within our communities. Our focused efforts in training, safety, diversity, equity, inclusion, 
harassment prevention, and community engagement were strengthened in 2021 following the 
easing of the pandemic restrictions. In 2021 we implemented Serious Injury and Fatality incident 
(SIF) as a key safety metric and have incorporated a SIF reduction target into our safety planning.
Precision’s Board of Directors and management believe exceptional corporate governance is 
essential and aligns with our strategy of operational discipline. We are proud not only of the 
ethics and integrity instilled in our corporate culture, but also of our independent board structure, 
transparent communications, and investors’ access to management. Furthermore, we believe in the 
value of diversity and intend to appoint another female director to our board during 2022. 
In 2021, we specified “Industry Leading ESG Performance” as a Strategic Priority and we reported 
our progress throughout the year. For 2022, we are focusing on “Scaling our ESG Offerings” and 
will continue to report our accomplishments throughout the year. Our Strategic Priorities, including 
our ESG metrics, have been a component 
of executive compensation since the early 
2000s, including employee retention, safety, 
operational efficiency, and spill prevention, 
and we believe this provides a line-of-sight 
connection between our commitments to our 
stakeholders and the results we deliver. In 
2020 and 2021 we included metrics related to 
specific GHG initiatives, and for 2022 we added 
additional emissions technology development 
targets and a SIF employee safety metric. 
I am proud of the corporate responsibility 
results we achieved in 2021, and our employees 
who have shown an extreme amount of 
resilience and perseverance in response to 
the global challenges experienced over the 
past two years. It is with great excitement that I 
share these achievements with you, and I look 
forward to our further progress through 2022 
and beyond.
MESSAGE FROM OUR  
PRESIDENT AND CEO
MESSAGE FROM OUR 
PRESIDENT AND CEO

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CORPORATE RESPONSIBILITY REPORT
ABOUT PRECISION DRILLING
Precision Drilling Corporation provides onshore 
drilling, completion, and production services to 
exploration and production companies in the 
oil, natural gas, and geothermal industries. We 
offer customers access to an extensive fleet of 
high efficiency Super Series drilling rigs, further 
enhanced by our commercialized and industry-
leading Alpha™ Suite of Technologies and 
EverGreen™ Suite of Environmental Solutions. 
Precision has partnered with several industry 
leaders to develop its digital portfolio 
consisting of AlphaAutomation™, AlphaApps™, 
and AlphaAnalytics™, which delivers efficient, 
predictable, and repeatable results through 
enhanced drilling performance. This ultimately 
reduces our and our customers’ environmental 
footprints by consistently reducing drilling 
days, engine run time, and other associated 
emissions.
In 2021, we launched our EverGreen™ Suite 
of Environmental Solutions, bolstering our 
commitment to reduce the environmental 
impact of oilfield operations. EverGreen 
is comprised of EverGreenMonitoring™, 
EverGreenEnergy™ and EverGreenHydrogen™.
To be globally recognized as the High Performance, High Value provider of digitally and 
environmentally optimized land drilling services.
OUR VISION
We deliver High Performance through passionate people supported by quality business systems, 
drilling technology, equipment, and infrastructure designed to optimize results and reduce risks. 
We create High Value by operating safely and sustainably, lowering our customers’ risks and costs 
while improving efficiency, developing our people, and generating superior financial returns for our 
investors.
OUR MISSION
Our Core Values have endured 
and are instilled in our 
corporate culture. They are key 
aspects of our approach to 
business. From the top down, 
the commitment to these 
values helps ensure we are 
moving in the right direction 
with a ‘Down to Earth’ common 
sense purpose among our 
employees.
OUR CORE VALUES
FACE TO FACE
PRECISION 
FAMILY
BEST EQUIPMENT 
AND TECHNOLOGY
TRIPLE TARGET 
ZERO
EMPOWERED TO 
AFFECT CHANGE
THE FIELD 
COMES FIRST
RELATIONSHIPS
DESIRE TO BE 
THE BEST

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CORPORATE RESPONSIBILITY REPORT
CONTRACT DRILLING SERVICES
We provide onshore drilling and services to energy companies in 
the oil, natural gas, and geothermal industries operating in Canada, 
the U.S. and internationally. 
As of December 31, 2021, our Contract Drilling Services segment consisted of:
227 SUPER SERIES LAND DRILLING RIGS, INCLUDING:
109
105
6
4
2
1
IN CANADA
IN THE U.S.
IN KUWAIT
IN SAUDI ARABIA
IN THE KURDISTAN 
REGION OF IRAQ
IN THE COUNTRY  
OF GEORGIA
COMPLETION AND PRODUCTION SERVICES 
We provide well completion, workover, abandonment, and re-entry preparation services to energy 
companies in Canada and the U.S. In addition, we provide equipment rentals and camp and catering 
services in Canada. 
On an operating hour basis in 2021, we serviced approximately 11% of the well completion and 
workover service rig market demand in Canada.
As of December 31, 2021, our Completion and Production Services segment 
consisted of:
INTRODUCTION
ENVIRONMENTAL
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GOVERNANCE
8
123 REGISTERED WELL 
COMPLETION AND  
WORK-OVER SERVICE RIGS, 
INCLUDING: 
113
10
IN CANADA
IN THE U.S.
Approximately 1,900 oilfield rental items, including surface storage, small-flow water 
treatment, power generation, and solids control equipment, primarily in Canada. 
109 wellsite accommodation units in Canada. 
943 drill camp beds, 822 base camp beds and 3 kitchen diners in Canada.
As of December 31, 2021, we had 75 additional well completion and work-over service rigs in 
Canada that were not registered with the industry association.
Diverse offering of digital technologies from 
our Alpha™ portfolio including:
•	 47 Alpha™ Rigs with commercial 
AlphaAutomation™.
•	 18 AlphaApps™, 16 of which are 
commercial.
•	 Deployed commercial AlphaAnalytics™ 
offering.
Wide array of offerings from our EverGreen™ 
Suite of Environmental Solutions:
•	 Battery Energy Storage System (BESS) and 
real-time fuel/emissions monitoring offered 
across North America.
•	 4 grid power capable rigs.
•	 60 natural gas or bi-fuel rigs.
Centralized procurement, inventory, and distribution of consumable supplies for  
our global operations.
Engineering, manufacturing, and repair services, primarily for Precision’s operations.

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ABOUT THIS REPORT 
CORPORATE RESPONSIBILITY 
HIGHLIGHTS
The information presented in this report generally applies to Precision Drilling Corporation and 
its entire operations portfolio, however some material may be related to specific portions of 
our business.  Unless otherwise noted, disclosures included in this report apply to the calendar 
year ended December 31, 2021, however discussions around technology development and 
performance targets may be applicable to 2022 and beyond.  
Our Corporate Responsibility Report addresses the environmental, social, and governance 
(ESG) issues that we view as material to our business, including the consideration of input from 
our internal and external stakeholders. We regularly reviewed our alignment with stakeholder 
expectations and reporting frameworks.  The result has been a rapid evolution in our disclosures 
around ESG metrics and strategy, and an alignment to applicable disclosure recommendations set 
forth by the Sustainability Accounting Standards Board (SASB), the Task Force on Climate-Related 
Financial Disclosures (TCFD), and the Global Reporting Initiative (GRI) where data is reliable and 
verifiable.  
Additional topics are also discussed in this report based on feedback received, and we continue to 
encourage additional inquiries around ESG and our business by our stakeholders.
Please see page 74 of this report for additional report information and disclaimer information.
9
CORPORATE RESPONSIBILITY REPORT
31,500+  
HOURS
EMPLOYEE 
TRAINING
7 OF 8
INDEPENDENT 
DIRECTORS
OUR COMPETITIVE ADVANTAGE
LAUNCHED 
EVERGREENTM
S U I T E  O F 
ENVIRONMENTAL 
S O L U T I O N S
From our founding as a private drilling contractor in 1951, Precision has grown to become one of 
the most active drillers in North America. Our High Performance, High Value competitive advantage 
is based on four distinctive attributes, starting with our high-quality drilling rig fleet, with AC Super 
Triple rigs enabled with our Alpha™ Suite of Technologies and supported by our EverGreen™ 
Suite of Environmental Solutions. These technology advancements deliver consistent, repeatable, 
high-quality wellbores while improving safety, performance, operational efficiency, and reducing 
environmental impact. We utilize the size and scale of our vertically integrated operations provide 
greater efficiency and better service capabilities for our customers. Precision’s diverse culture 
focused on operational excellence, which includes corporate responsibility, safety, and field 
performance. Lastly, our capital structure that provides long-term stability, flexibility, and liquidity 
allows us to take advantage of business cycle opportunities.
We have a footprint in all the most active North American resource plays, including the Bakken, 
Cardium, Duvernay, Montney, Viking, and other heavy oil formations in Canada and the Bakken, 
Cana Woodford, Eagle Ford, Granite Wash, Haynesville, Marcellus, Mid-Continent, Niobrara, 
Permian, Utica, and Williston in the U.S.

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Throughout its long history, Precision has aligned its business strategy with every element of ESG 
as we believe these drive long-term value for our employees, our customers, our shareholders, and 
the communities where we operate. 
Our business is inherently people intensive, with our Passionate People being our most valuable 
asset. Precision strives to create a culture where employees feel respected, satisfied, appreciated, 
and empowered to affect change. We believe in building and attracting a team of Passionate People 
who bring a wide range of ideas, perspectives, skills, and diversity to our company which are 
essential to deliver on our High Performance, High Value promise to our customers. Not only does 
this ESG focus help increase employee satisfaction, but it also attracts talented individuals looking 
for employers committed to creating a healthy and sustainable workplace.
Precision operates with the highest ethical and governance standards and maintains the highest 
priority on the health, safety, and well-being of our workforce and protection of the environment 
and the communities where we operate. Our ESG leadership drives market share gains and 
enhances profitability for our business as customers value our solution-oriented approach to 
supporting their sustainability initiatives.
Our commitment to ESG is not a new initiative, rather an ongoing process of continuous 
improvement. We are constantly evolving based on new information and new opportunities that 
arise from within or outside of our company. In 2021 we focused our efforts on adopting proactive 
and sustainable means to ensure ESG continues to be accounted for in all that we do. Foundational 
elements were put in place to drive these efforts for years to come through the creation of our “E” 
(Environmental) and “S” (Social) teams comprised of high-performing employees to drive relevant 
and impactful efforts throughout the organization.
ESG goals have long been a part of our incentive programs, and we continue to add and adjust 
these goals to align with our evolving priorities.  In addition to previously included ESG metrics such 
as Total Recordable Incident Rate (TRIR), Target Zero Days, and Recordable Free Facilities, In 2021 
we added specific and measurable environmental and social initiatives to the goals.  Of these new 
goals, we met or exceeded targets for:
•	
Development and implementation of GHG emissions monitoring and quantification 
systems.
•	
Alignment targets for SASB and TCFD reporting frameworks.
•	
Implementation of low carbon drilling rig power systems or technologies.
•	
Launch of EverGreen
TM brand, with commercialization of environmentally friendly drilling 
solutions.
•	
Creation of company emissions quantification process and baseline. 
•	
Development of internal and external social initiatives.
In 2022 we have expanded on these efforts even further by significantly increasing the targets and 
adding additional ESG goals, see page 20 for additional details.
ESG IN ALL WE DO
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CORPORATE RESPONSIBILITY REPORT
ESG MATERIALITY
Our materiality assessment process and review cycle, initiated in 2017 and last 
refreshed in 2020, drives our focus on the areas of ESG that are most important in 
the work that we do.  By incorporating these into our quarterly board reviews and 
HSE and Corporate Responsibility Council meetings, we ensure that our strategic 
priorities remain grounded in our material risks and opportunities.
ENVIRONMENTAL
Greenhouse Gas Emissions
Environmental Stewardship
Climate Change
Spill Prevention
SOCIAL
Safety and Health
Talent Management
Philanthropy and Community 
Engagement
Diversity, Equity, and 
Inclusion
GOVERNANCE
Corruption and Ethics
Public Policy and Lobbying
Enterprise Risk Management
Board Oversight
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E N V I RO N M E N T
ENVIRONMENT AND 
ENERGY TRANSITION
The world needs secure, reliable, and affordable 
energy, and we play a vital role in helping 
our customers develop energy resources 
responsibly and with as little environmental 
impact as possible. In the sections below 
we detail the specific development projects 
and initiatives targeting efficiency, lower fuel 
consumption, utilization of lower emission 
energy sources, hybrid technologies, 
innovations in monitoring and support, and 
partnerships that are leading-edge in the drilling 
sector.  We also share our ongoing efforts 
around water neutrality, waste management, 
biodiversity, and spill prevention and control. 
We recognize the importance of reducing 
environmental impact across the entire value 
chain of the energy industry, in particular the 
reduction of greenhouse gas (GHG) emissions, 
which is why our climate strategy is a critical 
element of our overall ESG strategy. 
We have aligned with the Greenhouse Gas 
Protocol – A Corporate Accounting and 
Reporting Standard for designation of our 
emissions categorization, including the 
definition of our operational control boundaries.  
The majority of emissions associated with 
our business - over 96% - are created while 
performing services under the operational 
control of our customers.  Therefore, there is 
a natural alignment to work together with our 
customers to increase efficiency, reduce energy 
costs, and minimize environmental impact.  We 
will also continue to partner with our suppliers 
to explore opportunities to reduce energy 
use and emissions under our direct control, 
including those resulting from our facilities and 
vehicle fleet.
Specific to climate, our strategy is to minimize 
and eliminate the GHG emissions from our 
business by utilizing and investing in all available 
proven technologies to improve the operating 
efficiency of our drilling rigs, while leveraging 
our expertise and high-spec drilling rig fleet 
for lower-emission energy opportunities such 
as geothermal, CO2 storage, and natural gas 
storage drilling.  We will also continue to explore 
lower GHG energy sources for our drilling rigs, 
support facilities, offices, and equipment.  We 
strive to be the lowest GHG emitting land drilling 
rig provider for all drilling applications.

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Our Corporate Responsibility Council and Board of Directors 
regularly review material risks to the company, including those 
associated with multiple climate temperature rise scenarios. 
These risks are categorized into “transitional” and “physical” 
risks and are addressed through actions aligned with the climate 
strategy described in the section above.
“Transitional Risks” are risks whereby societal, capital, and other 
stakeholder needs require that our services be performed with 
increasingly reduced GHG emissions, whereby the demand for 
our services may decline as global oil and gas demands decline.  
“Physical Risks” are risks whereby changes in climate may impact 
our ability to execute our services through extreme weather, 
flooding, and other related physical environmental conditions. 
Potential impacts on our business and the mitigation plans we 
have implemented are captured fully in our ERM program, and 
specific climate-related risks are detailed in our March 2022 
Annual Information Form (AIF) available on our website.  
CLIMATE RISK MANAGEMENT
TRANSITIONAL RISKS: 
Shift towards a lower carbon economy, including 
customer, investor, and societal needs to reduce 
emissions and the use of hydrocarbon energy.
Regulatory risks associated with new and changing 
regulatory requirements around GHG emissions.
PHYSICAL RISKS: 
Shorter, longer, or more extreme seasons, including a 
shortening of the winter drilling season in North America.
C L I M A T E  R E L A T E D  R I S K S
Our offices, shops, and fleet represent the portion of our business where we have direct control, 
and we are constantly looking for ways to reduce associated waste and energy consumption. We 
chose to locate our corporate offices in both Houston and Calgary in LEED Certified facilities and 
have implemented comprehensive waste segregation and recycling programs to further reduce 
impact. 
In 2021 we evaluated options to reduce electricity consumption at our facilities, resulting in the 
installation of LED lighting throughout our largest and most active location, our Drilling Support 
Centre (DSC) located in Nisku, Alberta. We partnered with Emissions Reduction Alberta’s Energy 
Savings for Business Program to obtain grant funding support, which helped expedite capital 
allocation for high efficiency LED fixture replacement across the facility. Each new LED light will 
last an estimated 50,000 hours or an average of 10 years in our facility. This project is expected to 
save over 276 tonnes of CO2 emissions annually, or a 20% reduction in our Scope 2 emissions 
associated with the Nisku DSC. In addition, we expect to save $530,000 CAD throughout the lifetime 
of the lights through lower energy consumption and reduced replacement frequency. 
While our business requires the operation of a light and medium duty vehicle fleet due to our 
remote operations, we ensure our vehicles are properly maintained to operate as efficiently as 
possible.  We have also implemented remote support solutions that reduce travel by facilitating 
equipment and application troubleshooting from one of our Alpha Remote Operations (ARO) 
support centers.
ECO FRIENDLY OFFICES, SHOPS, AND VEHICLE FLEET 
15

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WATER NEUTRALITY 
We acknowledge the importance of responsible 
water use and have taken measures to reduce 
our water usage where we have operational 
control. Our facilities are equipped with water-
saving fixtures that reduce consumption, and 
we are dedicated to helping our customers 
improve their water use whenever possible. 
In Kuwait and Saudi Arabia, we recycled an 
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CORPORATE RESPONSIBILITY REPORT
estimated 500,000 gallons of wastewater in 
2021 by filtering and re-purposing it to perform 
industrial cleaning on our rigs. At our Wafra, 
Kuwait operations support center, we continue 
to reuse waste water that has been treated 
for irrigation purposes. Over 350,000 gallons 
were treated in 2021 and put back into the 
ecosystem.
SPILL PREVENTION AND CONTROL
Spill prevention and control continues to be paramount for us, 
both at our facilities and while executing services on customer 
locations, and our approach to spill prevention focuses on sound 
processes.  We maintain strict operating standards for fluid 
transfers, and our Level 1-4 periodic inspections and automated 
assignment of preventive maintenance for critical equipment 
mean that we are keeping our equipment in top condition.  
Our employees are trained and practiced in responding quickly 
and appropriately according to regulatory requirements and 
industry best practices if a spill does take place. In 2021, we 
achieved a spill rate of 0.341 and our employees completed over 
1,000 spill response drills. 
RECYCLED 
~500,000 
G A L L O N S
~350,000 
GALLONS 
TREATED
All waste generated through manufacturing, maintenance, and customer service operations 
is appropriately segregated, categorized, and handled in compliance with local and federal 
requirements.  We utilize certified third-party companies to assist in the correct classification and 
handling of our waste and recycling streams, and to help us identify new opportunities to repurpose 
or recycle by-product materials.
WASTE MANAGEMENT
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While our customers are responsible for the 
location and orientation of our worksites, 
we continue to provide optimized ways to 
reduce the ground space needed for our 
rigs to operate. From our first Super Single 
Zero Disturbance rig in 1995, we have been 
innovating ways to shrink the physical footprint 
and overall surface impact required to drill 
a well.  Our current fleet of pad-walking rigs 
are among the most efficient in the industry 
when it comes to making the most of a smaller 
REDUCING ECOLOGICAL IMPACT
space, as we are able to drill multiple wells on 
one location while moving quickly from well to 
well. We have also modified several rigs to allow 
stacking of auxiliary components, increasing 
worksite flexibility for our customers. These 
capabilities significantly reduce the amount 
of heavy equipment and trucking previously 
needed to break down and move a rig from 
well to well, resulting in fewer truck loads and 
associated emissions for our customers and 
third-party trucking companies.
1.	
Spill rate calculated using the number of reportable quantity spills per 200,000 employee working hours.  Spills that occur 
on customer locations are the reporting responsibility of the customer and may or may not be the result of company 
operations, however they are tracked for internal learning purposes.
O V E R 
1,000 
S P I L L 
RESPONSE 
D R I L L S

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CORPORATE RESPONSIBILITY REPORT
EMISSIONS FOOTPRINT
In 2021, we refined our emissions data gathering process developed to gather and track our GHG 
emissions from both direct and indirect sources.  These efforts have resulted in a repeatable and 
reliable methodology for tracking emissions generated by our facilities and fleet vehicles, as well as 
those produced during drilling and well servicing operations for our customers.
While the well depth, power systems, fuel 
sources, and drilling energy requirements 
for our field operations are determined by 
our customers, our position as a technology 
leader in the drilling sector presents an 
opportunity for us to offer lower GHG emission 
power systems and equipment that will help 
our customers quantify and reduce their 
operationally controlled upstream emissions. 
By understanding their priorities and targets, we 
are able to provide significant gains through our 
EverGreen™ Suite of Environmental solutions 
Implementation of 12 
additional EverGreen
TM 
lower emission rig 
power systems
Installation of 10 
additional EverGreen
TM 
fuel and/or emissions 
monitoring systems
Installation of LED 
lighting systems in key 
Precision facilities
1.	
Emissions are calculated, or estimated where necessary, using the operational control methodology consistent with 
guidance in The Greenhouse Gas Protocol – A Corporate Accounting and Reporting Standard.
2.	
Emissions intensity based on drilling rig contract days, which represents the business activity level of the largest portion of 
our business.
and our Alpha™ Suite of Technologies. Goals 
around these technologies were set and 
achieved in 2021 including the testing, field 
hardening, and implementation of two lower 
GHG emission rig power systems and three 
real-time fuel and emissions monitoring 
systems. 
Additional metrics on emissions and energy use 
from all operations and services provided can 
be found in the Enviornment performance data 
section on page 71.
As part of our commitment to drive toward net zero emissions, we frequently review options 
to reduce emissions intensity associated with our directly controlled operations.  Through our 
detailed emissions tracking, we are able to identify the most impactful opportunities, including the 
implementation of additional low energy lighting systems, expanded utilization of our Alpha Remote 
Operations (ARO) remote support capabilities, and a transition to lower GHG emission energy 
sources. Together these efforts have resulted in a 7% reduction in Scope 1 and 2 GHG emissions1 
intensity2 year-over-year. As we further evaluate the financial and operational feasibility of these 
and other options, we will develop short and long term goals consistent with the availability of 
applicable technologies and utility capabilities.
Specific technology implementation goals have also been set for our organization to help our 
customers achieve additional emissions reductions in 2022, and these are tied to our executive 
compensation plan.
Categorization of emissions associated with our business has been aligned with the “GHG 
Protocol – A Corporate Accounting and Reporting Standard”, and we have adapted the 
following designations for our emissions disclosures and discussions:
SCOPE 1: DIRECT GHG EMISSIONS  
Sources that are owned or controlled by the company.  Examples include emissions from 
combustion of fuels at operationally controlled facilities and activities, in company operated 
and controlled vehicles, and from process equipment operationally controlled by the company.
SCOPE 2: INDIRECT GHG EMISSIONS  
Emissions from the generation of purchased electricity or other energy sources (not 
combusted) utilized at company owned or controlled facilities and operations.
EMISSIONS FROM SERVICES PROVIDED  
Emissions resulting from combustion of fuel sources or purchased electricity used while 
providing services under the operation control of the customer.  This includes most drilling and 
service rig activities while under the operational control of our customers (customer Scope 1 
emissions).

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E TEAM
Precision’s E Team was formed to identify and implement 
technologies with a primary focus on reducing emissions 
resulting from our directly controlled activities and from services 
that we provide to our customers. With full support from our 
executive team, and presentations throughout the year to our 
Board of Directors, the E Team has made an immediate positive 
impact on our product portfolio and on our position as the High 
Performance, High Value option for our customers, including: 
•	
Assisted in the development of Precision’s 
EverGreenMonitoringTM solution and associated data analytics 
specifically related to GHG emissions.
•	
Completed early-stage feasibility study and identified a 
technology partner to develop a mobile wellsite carbon 
capture system.
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CORPORATE RESPONSIBILITY REPORT
PRECISION DRILLING FIRSTS
Precision has a long-standing history of being a first mover when it comes to operational efficiency 
which goes hand in hand with reducing emissions. While it has come under the spotlight in recent 
years, Precision has been working towards a sustainable energy future since 1990.
ALPHATM
SUITE OF TECHNOLOGIES
Precision’s Alpha™ Suite of Technologies 
utilization grew by 150% year on year in 2021, 
with a resounding message from customers 
about the commercial value achieved from 
Alpha.
We continue to provide enhanced efficiency 
through the Alpha Suite of Automation, Apps, 
and Analytics. The success of Alpha has 
proliferated the foundation for lower emissions 
through reduced well construction times 
and power solutions. The addition of our 
EverGreen™ Suite of Environmental Solutions 
to Alpha has proven lowered GHG emissions 
for well construction operations. When paired 
with our lower-emission power systems and fuel 
emissions monitoring systems, the efficiency 
gains provided by Alpha result in some of the 
lowest emission options for onshore well drilling 
services available today.
Our ARO provides around-the-clock support 
and troubleshooting. With the introduction of 
our PD Eye at the wellsite, our subject matter 
experts at the ARO can now visualize technical 
shortfalls in real-time, assisting rig personnel 
with solutions. PD Eye reduces potential 
down-time through real-time problem solving 
and creates a mechanism for remote job-
site training, leveraging the highest trained 
personnel in the industry. It also reduces travel 
to and from the rig, resulting in lower vehicle 
emissions and reduced risk for our technicians.
•	
LED lighting installation at our Drilling Support Centre.
•	
Evaluated several new wellsite emissions reduction 
technologies and selected two to progress into yard trials in 
2022.

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
24
23
CORPORATE RESPONSIBILITY REPORT
EVERGREENTM
SUITE OF ENVIRONMENTAL SOLUTIONS
Our EverGreenTM Suite of Environmental Solutions reinforces our longstanding 
commitment to environmental stewardship, with lower GHG emission rig energy 
sources dating back to the 1990’s when we ran our first grid powered drilling rig. 
Precision recognizes the importance of driving towards net zero and the necessity of a global 
energy transition, and we are highly motivated to execute our vital role in the energy value chain 
with the lowest possible environment impact. EverGreen is comprised of three main pieces:
Our integrated power & emissions monitoring system is an all-in-one, cloud-based solution that 
provides environmental insights as they occur by monitoring fuel consumption (diesel and natural 
gas), power generation KPIs, and GHG emissions in real time.
The next step change in emissions reductions is through our EverGreenEnergy™ onsite power 
generation and grid power rigs, displacing diesel fuel as the primary fuel source for drilling 
operations. We have currently deployed two battery energy storage systems, with additional units 
coming online in the second half of 2022, and over 40% of our active drilling rig fleet generators 
are natural gas or bi-fuel capable.
We believe that hydrogen will play a key role in reducing wellsite GHG emissions and we are 
currently exploring technologies and partnerships in this area. Hydrogen technologies, such as fuel 
cells that convert hydrogen into a clean and efficient source of electricity or hydrogen blended-
diesel and/or natural gas, will increase efficiency and reduce GHG emissions.
Bi-Fuel 
Engines
Grid  
Power
Integrated 
Natural Gas 
Engines
Battery Energy 
Storage System
Smart Engine 
Management 
System
LED Rig 
Lighting

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
26
Most current fuel consumption and GHG emissions tracking 
practices at the wellsite are inaccurate due to assumptions 
and lack of granularity, and do not provide an accurate baseline 
to apply or quantify carbon footprint reductions. Precision 
developed its EverGreenMonitoring™ System to identify fit-
for-purpose EverGreenEnergy™ lower GHG emission solutions 
for our customers. Our solution utilizes the latest sensor 
technology and a local data hub to aggregate data and transmit 
it to the Precision Cloud, enabling real-time monitoring and a 
digital data set. 
Leveraging our Alpha™ Suite of Technologies allows us to 
layer in power consumption by operating classification (drilling, 
tripping, casing, etc.) to analyze how load, engine configuration, 
and well design affect GHG emissions. Sensors measure fuel 
consumption at the generator intake for both diesel and natural 
gas and then digitally transform these into auditable reporting 
for power, fuel consumption, and GHG emissions. The sensors 
can be placed at a variety of fuel combustion sources, namely 
engines, boilers, and auxiliary power generation systems.
This system has allowed us to provide an auditable data trail 
for GHG accounting and give our customers an accurate 
and detailed depiction of their fuel consumption and GHG 
emissions. Additionally, we are able to use this data to identify 
the “sweet spot” in engine load and available power where 
engine performance and fuel efficiency are optimized for 
minimal GHG emissions.  
EMISSIONS MONITORING
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
26
BATTERY ENERGY STORAGE SYSTEM
Our Battery Energy Storage Systems take on high transient loads inherent in drilling operations 
while also increasing the average loads on the generators and reducing the number of generators 
required to run a drilling rig. The system recharges its batteries during periods of low rig load and 
uses predictive algorithms and machine learning to automatically turn gensets on and off, all while 
ensuring all operations on the rig have immediate required power. This hybrid power solution lowers 
GHG emissions, reduces fuel consumption, optimizes engine performance, and reduces noise 
throughout drilling operations.
LED RIG LIGHTING
Our EverGreen™ LED Rig Lighting (900K+ Lumens) was 
designed to reduce industry emissions by displacing 
conventional standalone diesel-powered light towers 
and increase visual acuity during 24-hour operations.  
This solution drastically reduces overall GHG emissions 
and fuel usage through the elimination of multiple light 
tower generators, replacing them with patent pending 
overhead equipment lights utilizing existing rig power. 
The result is environmentally friendly LED Rig Lighting 
that provides coverage for all rig equipment and high 
traffic work areas without excessive light pollution.
25
UP TO 30% 
REDUCTION 
IN FUEL CONSUMPTION
Conditional to the Drilling Operation
3
1
2
BASELINE
MONITOR
IMPLEMENT
Fuel Consumption 
and GHG Emissions
Power and Emissions 
Measurements
Customized 
Emissions Reduction 
Solutions

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
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CORPORATE RESPONSIBILITY REPORT
Our grid powered rigs provide an alternative to combustion generators, allowing the rig to accept 
high voltage from a utility provider. When connected to grid power, GHG emissions are virtually 
eliminated at the rig complex during drilling activities. This equipment safely and efficiently 
integrates grid power to the drilling complex supplying instantaneous, high-demand power. It can 
also be connected to one of our Battery Energy Storage Systems to compensate for transient load 
spikes resulting from the instantaneous rig equipment power demand. 
GRID POWER
ALTERNATIVE ENERGY SOURCES
Precision deployed an EverGreen™ grid powered rig to drill an exploratory well on Cornell 
University’s Ithaca campus as part of their Earth Source Heat project, a geothermal system 
that would use the Earth’s internal heat to warm their Ithaca campus. By utilizing power directly 
from the grid, emissions from the rig are significantly reduced and noise levels are minimized in 
sensitive areas. We commend Cornell University for their goal of achieving GHG neutrality and 
demonstrating how research innovations can be deployed for the benefit of the region, the nation, 
or the world. Precision is honored to have been selected as the drilling contractor for this project 
and look forward to similar projects in the years to come as we continue our commitment to 
deliver the highest standard in performance, safety, and efficiency, all with the lowest impact to the 
environment. 
Exploratory Grid Powered Rig 
The Mud Magnetic Array 
Xtraction (MudMax) reduces 
environmental impact by 
extending the life of our oils, 
lubricants, and greases, 
reducing the consumption of 
single use filter cartridges. 
The magnetic filters reduce 
the number of conventional 
filters and oils purchased and 
the costs associated with 
the disposal of these items. 
MudMax reduces safety 
and health risks associated 
with maintenance through 
fewer in-service failures and 
by decreasing the need for 
technician intervention in the 
filtration system. 
PROJECT DEVELOPMENT
Earth Magnet – Mud Filtration

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
30
SO C I A L
OUR CORPORATE 
CULTURE
We believe our greatest asset is our Passionate People and we are committed to providing a work 
environment where employees feel respected, satisfied, appreciated, and empowered to affect 
change. We understand the importance of fostering a diverse, equitable and inclusive culture which 
creates a wide range of ideas, perspectives, skills, and backgrounds that will differentiate Precision 
as an employer. 
Our Board of Directors promotes and holds management accountable for our collaborative culture 
through direct input on management-driven initiatives. Annually, we conduct an internal corporate 
culture survey and focus groups with all our employees. Over 1,000 employees participated in this 
process during 2021, which resulted in identification of key focus areas to continue to develop 
and grow Precision’s positive culture and impacts on the communities in which we operate. 
Management uses the results from these surveys to continually improve our policies and activities 
to ensure Precision is a leader in creating a successful and inclusive work environment.

INTRODUCTION
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SOCIAL
GOVERNANCE
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CORPORATE RESPONSIBILITY REPORT
S TEAM
The S Team is a committee made up of our employees from 
the different geographies where we work and represents our 
diverse background and skill sets. The mission of the S Team is to 
coordinate cultural initiatives to embrace our diverse employee 
population, create an inclusive environment, engage and develop 
our people, and positively impact the local communities in which 
we operate. This committee is also responsible for assisting 
senior management and Board of Directors with our social-based 
goals and objectives.
OUR KEY BELIEFS
Our Key Beliefs are the foundation of how we operate. They clarify how we want our employees to 
act, interact, and be perceived. We encourage our employees to personify and validate those Key 
Beliefs daily.
The Key Beliefs set high expectations at all levels of our company, from the field to our corporate 
offices. They drive us all to perform with a clear focus and a commitment to continuous 
improvement. By creating a culture of inclusion, hard work, innovation, and productivity, our Core 
Values and Key Beliefs encourage an environment that brings out the best in each of us.
As a company with global operations, we maintain a strong focus on fostering a diverse and 
inclusive employee base with the ability to leverage multiple perspectives and ideas. We celebrate 
the uniqueness of each employee and believe that everyone has the right to be treated with 
respect, fairness, and dignity.
DIVERSITY POLICIES
Our approach to conducting business and people operations is heavily influenced by our diversity, 
inclusion, and equity policy that considers gender, race, and other factors. With the objective of 
promoting diversity and inclusion among our employees, management team, and the Board, we 
foster an environment where we can draw on a wide range of knowledge, skills, perspectives, and 
experience. We continue to review and update this policy annually and measure compliance and 
progress to develop new diversity initiatives.
DIVERSITY, EQUITY, 
AND INCLUSION 
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CORPORATE RESPONSIBILITY REPORT

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ENVIRONMENTAL
SOCIAL
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33
CORPORATE RESPONSIBILITY REPORT
7
DIFFERENT 
ETHNICITIES
50
DIFFERENT 
NATIONALITIES
EMPLOYEE DIVERSITY
We believe that diversity of background, skills, and perspectives make our teams more innovative 
and better equipped to succeed and advance within the organization. Our diverse work force 
attracts top talent and promotes a culture of fairness and equality for all employees. We aim to 
create a workplace free from discrimination with gender-neutral job listings for positions throughout 
the organization. We encourage all employees or individuals who meet the criteria, irrespective of 
gender, to apply for all positions.
BOARD DIVERSITY
Our Corporate Governance, Nominating, and Risk Committee 
(CGNRC) considers candidates on merit when recruiting new 
directors. It considers our vision and business strategy, the 
skills and competencies of the current directors, any gaps in 
Board skills, and the attributes, knowledge, and experience 
new directors should have to best enhance our business. 
The CGNRC also considers diversity as part of this process, 
including female representation on the Board. The Board has 
committed to appoint an additional female director by the end 
of 2022. We believe that this is an important step in increasing 
diversity in our Board. When assessing Board composition or 
identifying suitable candidates for appointment to the Board, 
the CGNRC will include a slate of minority candidates for all 
open Board seats. We have not adopted diversity targets for 
directors because we believe merit of the candidate should be 
prioritized during the selection process. 
63%
37%
Geographic Diversity
2,045 
NEW EMPLOYEES 
ONBOARDED
2021 RECRUITING DIVERSITY HIGHLIGHTS
REPORTING AND ACCOUNTABILITY
The Human Resources department reviews the structure, size, pay equity, and composition of our 
workforce annually and prepares a report for the Board of Directors.
The CGNRC monitors Board diversity and prepares an annual report for the Board of Directors that 
includes information about factors to consider when recruiting new directors. 
Gender
12%
88%
Male
Female
Canada
U.S.
43%
CORPORATE
F E M A L E 
E M P L OY E E S
6 DIFFERENT 
E T H N I C I T I E S 
44 DIFFERENT 
NATIONALITIES
44% 
F E M A L E 
CORPORATE 
N E W  H I R E S

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
36
INVESTING IN 
OUR PEOPLE
Our people are our greatest asset, and we believe that investing 
our resources in the training and development of every employee 
is critical to our success.
TARGET ZERO
Our expectation is that harm to our employees, the environment, 
and to the communities in which we live and operate are 
avoidable through trained and competent personnel using the 
tools in our HSE management system.  Our HSE strategy has 
been key to delivering on this expectation and we have now 
entered a new phase where we are focused specifically on 
preventing serious injuries and fatalities.
In 2021 we began to shift our focus to Serious Injuries and 
Fatalities (SIF), which places more emphasis on the potential 
of near misses and injury exposures, specifically those that 
either did or could have resulted in a SIF. With this focus we can 
better allocate our time and resources toward learning as much 
as possible from these events, even if there was no negative 
outcome. This shift also acknowledges that in the real world 
things don’t always go as planned and we must have mitigation 
plans in place to prevent serious outcomes.  Our journey to Zero 
SIF injuries is continuing in 2022 with education and cohesion 
on understanding our SIF risks and controls at all levels of the 
organization.
OUR HSE MANAGEMENT SYSTEM
Our Health, Safety, and Environmental (HSE) 
Management System forms the basis of how 
we assess and mitigate operational risk in our 
daily operations. The primary focus of our 
operations employees continues to be the 
consistent and effective execution of our HSE 
fundamentals. In 2021, we completed revisions 
to our HSE Management system and are now 
actively deploying and executing these new 
requirements throughout our organization. 
To help facilitate the implementation of our 
leading-edge management system we refined 
the use of our Safe Operations Verification 
(SOV) process, which provides a workflow 
SAFE OPERATIONS VERIFICATION
PLAN
CHECK
START 
WORK
LEARN
35
for the way we assess and execute tasks to 
drive incorporation of our extensive hazard 
identification and control measures into the way 
our employees work. These efforts are aligned 
with our performance indicator shift towards 
preventing or mitigating SIF events.
Our SOV tool provides a consistent field 
approach on how we plan, verify, and review 
tasks. The review portion provides an 
opportunity for learning at the field level and 
improvement to our HSE Management System. 
We have developed a digital process to gather, 
evaluate, and execute these improvement 
recommendations.

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
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CORPORATE RESPONSIBILITY REPORT
Our proactive talent management strategy 
helps maintain a strong workforce that knows 
how to manage the business through industry 
cycles at high performance levels. Our learning 
systems and talent development efforts are 
designed to maximize engagement, provide 
continuous feedback for development, and 
reward our high performing employees 
and teams for short-term and long-term 
achievements. We have a thorough succession 
process from the top down, led by senior 
management and the Board, who are highly 
involved in the development of our people.
In our Corporate roles, we have developed 
our Management Development Program and 
Leadership Development Program, which last 
three to six months and are led by our talent 
development specialists and senior executives 
to help develop our people into strong, 
collaborative, and thoughtful leaders.
CORPORATE TALENT DEVELOPMENT 
AND SUCCESSION
Our employee engagement strategy offers 
company-supported social activities to 
promote philanthropy and community 
engagement, work-life balance, and interaction 
with the families of our employees. We also 
hold annual wellness campaigns to support the 
health and well-being of our employees, along 
with other events to provide social opportunity 
incentives.
FIELD TRAINING AND DEVELOPMENT
At Precision, we deliver our training through state-of-the-art technologies, based on industry and 
regulatory standards, along with our own robust internal talent development programs. Our training 
program for any new employee, or Short Service Employee (SSE), is the foundation of what makes 
our crews world class. Our employees are taken through 16 hours of new employee orientation 
followed by six months formal on-the-job training with an experienced mentor. With additional 
support from expert coaches within our Field Training department, multiple evaluations are 
performed on competencies before being released from the program. In 2021, we had over 1,200 
new employees complete our SSE training. 
Our field employees go through annual and job-specific training to provide a continuous 
assessment of their capabilities, ensuring they are performing their roles safely. As a part of our 
continuous performance feedback model, our Field Coaches rotate throughout our rig crews 
to assess competencies and provide additional expert support, enabling us to recognize high 
performers and validate our training efforts.
To reinforce our commitment to responsible and ethical business practices, all employees 
participate annually in Code of Business Conduct and Ethics training. In 2021, face-to-face training 
was delivered to approximately 3,200 field-based employees. Our Board members are also included 
in the annual training.
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CORPORATE RESPONSIBILITY REPORT
COMPLETED NEW EMPLOYEE 
SAFETY TRAINING
1,121
17,736
3,289
1,552
TOTAL EMPLOYEE  
TRAINING HOURS
HSE RECOGNITION AWARDS
RIG TECH TRAINING HOURS

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
40
CYBERSECURITY 
Precision has invested heavily in digital 
transformation to implement leading-edge 
technology solutions to increase efficiency 
throughout the organization and enhance 
our cybersecurity posture. Investments in 
cybersecurity have resulted in deployment 
of solutions in identity management, role-
based security, multifactor authentication, 
endpoint protection, AI-enabled threat 
detection, incident response, and automated 
and continuous vulnerability scanning. We are 
currently focusing on Operation Technology 
(OT) and Industrial Control System (ICS) security 
to further enhance and secure our end-to-end 
technology solutions in the field.
Our security framework and policies align 
with the National Institute of Standards and 
Technology (NIST) and Center for Internet 
Security Controls (CIS) guidance. We report 
to our Board on the performance of our 
information management and cybersecurity 
program regularly, including briefings on the 
latest trends in emerging threats and security 
technologies. 
Annually, we review the effectiveness of our 
information management standards and 
cybersecurity policies and procedures by 
performing system control assessments, 
penetration and vulnerability testing, and 
disaster recovery exercises. We conduct 
reoccurring security awareness and 
phishing exercises across the organization 
and employees receive annual training 
on cybersecurity and information privacy. 
Employees performing roles that require 
higher security clearance are required to take 
additional training. Our expansive training  
has resulted in a very low rate of failure in our 
vulnerability assessments in 2021.
Prior to hosting any company data externally, 
Precision performs an information security 
risk assessment of cloud application providers 
and implements contractual requirements 
mandating security protection standards. We 
carry both cyber incident insurance coverage 
as well as third-party incident response support 
on retainer. To date, we have never experienced 
a material cybersecurity breach resulting in a 
successful ransomware attack or information 
exfiltration, nor have we incurred any third-party 
incident response costs.
CRISIS AND EMERGENCY PREPAREDNESS 
The COVID-19 pandemic remained a focal point for our Crisis Management efforts in 2021, with 
seemingly constant changes to national, local, and customer requirements prompting frequent plan 
updates and associated communications across our employee base. 
Through the efforts of the Crisis Management 
Team, we navigated these challenges with 
minimal impact to our employees and 
operations. We also continued testing 
and improving other aspects of our Crisis 
Management Plan during the year, including 
and a joint tabletop exercise with our 
cybersecurity team around the potential 
impacts of ransomware attacks. This exercise 
proved beneficial not only toward enhancing 
technical response efforts, but also in 
broadening communication channels between 
functional teams during a potential ransomware 
event.  These improvements, along with other 
Crisis Management Plan consolidation and 
streamlining efforts, continue to strengthen 
our ability as an organization to prepare for 
and respond to events which could otherwise 
pose a significant threat to our operations and 
employees.  Within our operations teams, crews 
performed over 30,000 emergency response 
drills as part of our requirements to ensure our 
people and equipment are ready to respond 
quickly and correctly when confronted with an 
emergency event.
EMPLOYEE WELLNESS
The physical and mental wellness of our employees is a top priority of our human resources 
department and our leaders. Thus, we offer competitive pay, retirement, and benefit packages to all 
eligible employees throughout the organization, including physical, mental, vision, and dental plans. 
We also offer a multitude of other formal programs, such as our flexible work arrangements to help 
employees achieve physical, mental, and financial well-being. 
We maintain a strong focus on mental health awareness to break the stigma around mental 
health. This foundation was invaluable as the organization faced the challenges presented in the 
previous two years. Precision offers all employees access to our Employee Assistance Program 
that provides confidential counseling for personal issues, financial planning resources, beneficiary 
financial counseling, will preparation, and legal assistance.
39
OVER 30,000 EMERGENCY  
RESPONSE DRILLS

PRECISION IN THE COMMUNITY
We are proud to invest in causes and efforts that are important to our employees, customers, and 
the communities where we operate. In 2021, we were excited to continue contributing  financially 
and get back to volunteering our time to several exceptional organizations and youth programs 
in a limited capacity for the second year in a row, in line with public safety restriction due to the 
COVID-19 pandemic.
41
CORPORATE RESPONSIBILITY REPORT
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
42
VOLUNTEER WORK
We understand the value of volunteering our time 
and continue to encourage employees to participate 
in company-sponsored volunteer opportunities. We 
continue to find unique ways to obtain and attract new 
talent and establish a more purpose-driven and engaged 
workforce. In 2021, employees volunteered their time with 
various organizations including:
•	 Houston Food Bank
•	 Kids Cancer Care Foundation
•	 Hurricane Ida Relief 
•	 Even Start Children’s Foundation
•	 Foster Love - Together We Rise 
•	 Canadian Blood Services
COMMUNITY PARTNERSHIPS
Since 1991, one of the longest-running partnerships we have established in Canada has been 
with the STARS Foundation, an organization that provides rapid emergency care and transport for 
critically ill patients. STARS provides critical support to remote field operations for our employees 
and their families, living across Western Canada, on and off the job.
In 2021, we continued our multi-year partnership with the Heritage Park Society of Calgary to 
support the Natural Resources Project, “Keeping Alberta’s Story Alive.” 
We have also continued our long-standing partnership with the Heart and Stroke Foundation of 
Canada supporting the Jump-Rope-For-Heart program which impacts over one million children 
annually in 4,000 schools across Canada. This program focuses on promoting health, saving lives, 
enhancing recovery, and providing funding to support medical breakthroughs that tangibly improve 
Canadians’ heart and brain health.
$256,455  
COMMITTED TO 
NOT FOR PROFITS
OVER 250  
EMPLOYEE 
VOLUNTEER HOURS

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
44
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CORPORATE RESPONSIBILITY REPORT
At Precision, we recognize the history and diversity of Indigenous groups along with the 
relationships, rights, and values Indigenous communities have on the lands in which our services 
are provided. Dating back decades, our engagement throughout Western Canada with First Nations 
have led to strategic relationships varying from joint equity ownership in oilfield services assets, 
marketing alliances, employment initiatives, and volunteer opportunities, resulting in significant 
support for Indigenous communities. Currently, there are multiple formalized agreements 
established between Precision and Indigenous partners operating across all Western Canada, 
resulting in shared financial benefit and community support. 
INDIGENOUS RELATIONSHIPS
Precision  believes that continued engagement with Indigenous partners throughout the 
communities and lands in which we work is essential to our success. Our goal is to ensure that we 
have a lasting positive impact. Through a collaborative approach, we believe we will create an ever-
evolving relationship with partners that will lead to mutually beneficial ventures for all stakeholders, 
in alignment with Precision’s business goals, key beliefs, and core values. 
We believe that efforts towards these initiatives need to be followed up with measurable results. 
This includes established Indigenous awareness orientations and training, increased exposure 
and engagement with governing bodies that assist with Indigenous economic development, and 
continued engagement throughout the communities in which we provide our services. Furthermore, 
the organization has implemented measurable targets for our executive compensation plans 
around the success of integrated Indigenous partnerships.
Indigenous engagement is a crucial step in the future of the corporation’s strategic direction 
and this aspect of our business continues to expand every day. We continue to build on strong 
relationships based on a foundation of trust and are committed to invest our resources and time 
in ensuring that our partners throughout the respective communities are included in activities that 
may impact them.

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
46
45
CORPORATE RESPONSIBILITY REPORT
Our commitment to the energy industry is demonstrated by our participation in various industry 
associations and non-profit organizations, including the Canadian Association of Energy 
Contractors (CAOEC), the International Association of Drilling Contractors (IADC), the Modern 
Miracle Network, Energy Safety Canada, and the Fraser Institute.
INDUSTRY ENGAGEMENT
Since January of 2020, our Chief Marketing 
Officer, Gene Stahl, has served on both the 
board and executive committee of IADC. 
Ross Pickering, Senior Vice President, Global 
Operations Excellence, served as Chairman of 
CAOEC from 2012 to 2014 and most recently 
2021. Mr. Pickering has contributed his time and 
knowledge to the CAOEC board for 14 years 
and is currently CAOEC’s longest-standing 
board member. For the past 2 years, Mr. 
Pickering has also sat on the board of Energy 
Safety Canada. 
Through our support of the Modern Miracle 
Network, we have been promoting Canada as 
a leading economic partner and responsible 
energy supplier to the world since 2018. Our 
partnership with the Fraser Institute continues 
to influence Canadian social policy and 
government accountability since 2014.
STUDENT INTERNSHIP PROGRAM
We believe our summer internship program provides an important talent pool for our permanent 
hires, provides participants with practical experience that cannot be obtained in the classroom, 
and is an excellent introduction to the energy industry. In 2021, we were able to support over 20 
students from 20 universities working in Canada and the U.S with nationalities represented from 
North and South America, Western and Southern Africa, Southeast Asia, and Northern Europe. 
We look forward to expanding our Internship program in 2022 with the further easing of COVID-19 
restrictions.
SCHOLARSHIP PROGRAM 
We recognize the value of post-secondary education and vocational schools. Precision has held 
partnerships with various institutions such as the University of Alberta, the Northern Alberta 
Institute of Technology, the Southern Alberta Institute of Technology, and the Houston Livestock 
Show and Rodeo scholarship program. We will remain committed to these types of investments 
into our communities and supporting the development of the of the future workforce of the oilfield 
services industry.
22 INTERNS 
IN CANADA 
AND U.S.
36%
FEMALE
6    DIFFERENT 
NATIONALITIES

INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
48
G OV E R N A N C E
We believe ethical behavior is fundamental to the way we do business. Our Code of Business 
Conduct and Ethics (Code) sets conduct expectations for our entire organization. Our Code 
ensures every director, executive officer, manager, employee, and contractor understands and 
represents Precision’s values.
OUR CODE OF BUSINESS 
CONDUCT AND ETHICS 
Every director and employee must annually 
acknowledge that they have read, understand, 
and will abide by the Code. Each member 
of the senior management team must also 
certify quarterly whether they are aware of any 
breaches of the Code. The full text of the Code 
is available on our website.
ETHICS AND INTEGRITY 
OVER 3,400 PARTICIPATED IN OUR CODE OF BUSINESS 
CONDUCT AND ETHICS TRAINING IN 2021
The Code addresses the following  
key areas, among others:
•	
Financial reporting and accountability
•	
Maintaining confidentiality
•	
Avoiding conflicts of interest
•	
Complying with laws
•	
Safeguarding corporate assets
•	
Reporting illegal or unethical behavior
•	
Fair dealing
•	
Disclosure
•	
Anti-retaliation
•	
Data and privacy security
•	
Bribery and corruption
•	
Harassment and discrimination
We have a robust, proven corporate 
governance system that is effective in ensuring 
a transparent culture. It allows for ethical issues 
to be reported, assessed, and resolved in a 
timely manner. This system employs a strong 
body of policies, enforcement mechanisms, and 
a closed-loop resolution process of issues that 
are reported.
The Board and our external and internal auditors 
provide oversight and ensure compliance 
throughout our organization. Our internal audit 
function reports directly to the Audit Committee 
of the Board.

49
CORPORATE RESPONSIBILITY REPORT
Our by-laws provide that our Board has full, absolute, and exclusive power, control, authority, and 
discretion to manage Precision’s business and affairs, subject to the rights of our shareholders.
Directors are elected at each annual meeting of shareholders for a one-year term or, subject to 
our constating documents and applicable laws, appointed by the Board to hold office until the next 
annual meeting.
We believe that independent Board oversight is essential to effective governance. Our directors 
meet at regularly scheduled executive sessions without the CEO present. The Board has three 
standalone committees as shown below.
OUR GOVERNANCE APPROACH
8
100% BOARD 
M E E T I N G 
ATTENDANCE
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
50
The Board provides comprehensive oversight of the management and governance of Precision. 
During 2021, our Board had eight members that were elected by our shareholders. The Board has 
committed to appoint an additional female director by the end of 2022.  
OUR BOARD OF DIRECTORS
BOARD EFFECTIVENESS
The CGNRC performs an annual evaluation of Precision’s director criteria, Board diversity profiles, 
skills, and experience. The CGNRC implements a comprehensive process for assessing board, 
committee, and director effectiveness annually. This is a key mechanism for board renewal 
because it involves evaluating the performance, skills, and contribution of each director. Through 
action plans, feedback, and monitoring of progress, the CGNRC and Board can ensure continuous 
improvement of the Board’s effectiveness.
BOARD OF DIRECTORS’ COMMITTEES
1 Audit
2 Corporate Governance, Nominating & Risk
3 Human Resources and Compensation
4 HSE and Corporate Responsibility Council
BOARD 
MEETINGS
7 OF 8
I N D E P E N D E N T 
D I R E C T O R S
BOARD OF DIRECTORS
*Responsible for Overall ESG Strategy
EXECUTIVE TEAM
HSE AND CORPORATE RESPONSIBILITY COUNCIL
Audit Committee
HRCC1
Governance
Steve W. Krablin 1, 2, 3
Michael R. Culbert 1, 3
William T. Donovan 1, 2
Brian J. Gibson 1, 2
Susan M. MacKenzie 2, 3, 4 Dr. Kevin O. Meyers 2, 3, 4
David W. Williams 1, 3
Kevin A. Neveu
1.	
Human Resources and Compensation Committee (HRCC)

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SOCIAL
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Our Corporate Governance Guidelines outline the composition, 
structure, procedures, and policies that guide our Board of 
Directors on the qualification, responsibilities, and compensation 
of our Directors. These guidelines are reviewed annually and 
serve as a guidepost for the Board and are posted on the 
Corporate Governance section of our website.
Topics pertaining to corporate citizenship, governance, and 
sustainability are also routinely reviewed at meetings of the 
Board and its committees.
GOVERNANCE 
GUIDELINES
Corporate 
Policies
Integrity 
Culture
Code of 
Business 
Conduct & 
Ethics
Corporate 
Governance 
Guidelines
We work proactively to ensure our workforce and the Board understand their obligations to uphold 
our standards and the law when it comes to ethics and compliance. We have developed internal 
corporate policies, in addition to our Code, to guide our directors, officers, and employees in 
meeting our standards and fulfilling our responsibilities to our shareholders, government and 
regulatory authorities, business partners, and each other. The following are some of our internal 
policies that we have put in place to ensure compliance and to reflect our current business 
practices.
HUMAN RIGHTS
Precision respects Human Rights as a 
fundamental value. Our objective is to promote 
Human Rights throughout the world, our 
organization, our customers, operations, 
and entities with which we do business. Our 
Compliance Department is responsible for 
the execution and maintenance of our Human 
Rights policy detailed in the Code. Our policies 
aim to help identify and prevent any threats 
to Human Rights. If a breach is identified, we 
work diligently to ensure a fair and impartial 
remediation.
INTERNAL POLICIES
ANTI-BRIBERY AND ANTI-CORRUPTION 
We recognize that we operate in some countries with a low ranking on the Corruption Perception 
Index, as compiled by Transparency International. Precision has an Anti-Bribery and Anti-
Corruption policy that sets the Company’s standards for detecting and preventing corruption. Our 
Compliance Department provides mandatory, comprehensive training annually on issues dealing 
with bribery and corruption for key stakeholders. Our Compliance Department also continually 
monitors intermediaries through internal review and assistance from a third-party vendor. Our due 
diligence procedures generate a risk score for intermediaries. Based on the results, due diligence 
recommendations are completed and monitored through an intermediary database. Additionally, in-
person training is delivered throughout the organization and scheduled as needed. There have been 
no internal or external investigations regarding laws or our policies and there are currently none 
underway. Annually we perform an intensive Anti-Bribery and Anti-Corruption audit to ensure our 
internal processes, procedures, books and records have no gaps. 
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
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51

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SOCIAL
GOVERNANCE
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53
CORPORATE RESPONSIBILITY REPORT
International
45%
40%
15%
United States of America
27
Canada
13
Saudi Arabia
52
Kuwait
73
Canada
US
INTERNATIONAL  
SANCTIONS 
Our international trade policies are designed 
to ensure compliance with applicable laws and 
regulations governing the export and import of 
Precision’s products, services, software, and 
technology to areas where we conduct or plan 
to conduct business.
Precision complies with all export control, 
sanctions, and hiring requirements of the 
countries where we operate, including Canada 
and the U.S. Precision also complies with the 
anti-boycott laws of the U.S.
TRANSPARENCY INTERNATIONAL  
CORRUPTION PERCEPTION INDEX
2021 REVENUE BY REGION CHART

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CLAWBACKS
Our senior leadership team is held accountable for their decisions. As such, we have designed our 
compensation plan so any consequences stemming from our policies, employment agreements 
and incentive plans align with Precision’s best interests.
Our Clawback Policy entitles us to recoup some or all incentive compensation awarded or paid to 
our senior leadership team, including our CEO, both past and present, if:
•	
There was a restatement of our financial statements for a fiscal year or fiscal quarter when they 
were with Precision.
•	
There was an error in calculating executive compensation during their time with Precision.
•	
The member of the senior leadership team engaged in misconduct, including fraud, non-
compliance with applicable laws, and any act or omission that would entitle an employee to be 
terminated for cause.
The Policy applies to all forms of incentive awards including bonuses, restricted share units, 
performance share units, and stock options.
INSIDER TRADING
Our Insider Trading Policy applies to all directors, executive officers, managers, and employees. 
Reviewed annually by the CGNRC, the Policy:
•	
Sets out our obligations to stock exchanges, regulators, and investors.
•	
Prohibits “tipping” or the purchase or sale of Precision shares while in possession of 
undisclosed material information.
•	
Establishes a regular black-out calendar.
•	
Prohibits short-term trades, purchases on margin, short sales, trading in derivatives, or hedging 
the value of Precision shares through specific financial instruments.
•	
Requires insiders to pre-clear trades of Precision shares.
•	
Prohibits insiders from participating in equity monetization transactions involving any unvested 
equity awards under our long-term incentive plans or Precision shares that constitute part or all 
our terms for meeting our minimum share ownership guidelines.
Precision has a Privacy Policy and our organization respects and is committed to protecting 
the privacy and security of all personal information collected by Precision. We recognize the 
importance of having effective privacy protections in place and are committed to complying with 
applicable privacy laws and regulations in our various jurisdictions, supplemented by our internal 
policies and standards.
Our Privacy Policy details what personal information is, how we collect, share, use, and protect this 
information, and how employees can exercise their privacy rights. We regularly update our Privacy 
Policy to ensure compliance with various regulations and provide privacy training to all corporate 
employees.
PRIVACY

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INTRODUCTION
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SOCIAL
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PD ETHICSLINE
PD EthicsLine is a third party, independently operated ethics reporting platform. This platform 
is available for anyone within or outside of Precision to report any suspected illegal or unethical 
conduct or breach of our policies confidentially and anonymously. 
In 2020, Precision enhanced our PD EthicsLine internal process 
by streamlining the procedures for reviewing all complaints. Our 
CCO is responsible for initially reviewing all EthicsLine complaints 
and delegating complaints to the proper internal department 
based on the subject matter. All complaints are then investigated 
by our legal, internal audit, or human resources departments 
based on the subject matter of the allegation. All reports 
are provided to the CCO for final reviews and then reported 
quarterly to our Compliance Committee. Once the Compliance 
Committee has reviewed all reports, management then presents 
the reports to the Audit Committee or the Human Resources and 
Compensation Committee (HRCC), depending on the nature of 
the allegation. 
With oversight of the Audit, HSE and HRCC Committees, there 
were no ethics incidents in 2021 that required disclosure and 
100% of the issues reported through the PD EthicsLine were 
reviewed and resolved.
PUBLIC POLICY AND LOBBYING
Precision is politically neutral and does not engage in political activities or make political 
contributions. We may not use company funds or assets for political purposes. However, we are 
active members of various associations that conduct lobbying on behalf of the oil and natural gas 
industry, and we allow lobbying on behalf of Precision’s interests, in accordance with all federal 
and provincial regulations. The CEO must approve all such requests for financial support for these 
associations.
Our policy requires that employees inform the Chief Compliance Officer (CCO) of any company 
communication with government officials, including elected officials and bureaucratic staff. 
However, this does not include dealings with regulators on ordinary matters (the Alberta Energy 
Regulator, Occupational Health & Safety officials, and other regulators in Canada, the U.S., or 
internationally that interact with Precision in the ordinary course of business), unless their actions 
raise questions under our policies.
From time to time, directors may face potential conflicts of interest related to our business. Some 
directors may hold management or director positions with customers or with other oilfield services 
providers that may be in direct competition with us. Some may also be involved with entities that 
periodically provide financing or make equity investments in companies that compete with us. 
Any conflicts are subject to the procedures and remedies set out under the Business Corporations 
Act (Alberta). If directors find themselves in a conflict of interest, they advise the Chairman of the 
Board, abstain from participating in any discussions and voting on the matter or excuse themselves 
from the meeting. 
Our employees are also required to disclose any potential conflicts of interest. The conflicts 
disclosed are reviewed by our Audit and Compliance departments and resolved in accordance with 
the Code.
AVOIDING CONFLICTS OF INTEREST
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SUPPLY CHAIN MANAGEMENT
Our supply chain management provides essential support to our business operations and extends 
our commitment to sustainability beyond our doorstep. 
We manage supply risk through our comprehensive selection process. We predominantly use U.S. 
and Canadian domestic suppliers, which are bound by U.S. and Canadian laws and regulations. 
We ensure that these suppliers comply with their obligations and the law before entering into 
contractual arrangements.
Internationally, we manage supply chain risk by stringently vetting suppliers and following specific 
processes to determine the appropriate type of due diligence required before engaging with them. 
Our Anti-Bribery and Anti-Corruption compliance policy requires certain high-risk suppliers to 
successfully complete an added layer of due diligence, receive Anti-Bribery and Anti-Corruption 
training, and undergo frequent audits.
We require all suppliers to comply with the Code. We emphasize our expectations of suppliers in 
areas of legal and ethical compliance, environmental, health, safety and security, conflict minerals, 
conflict of interest, human rights, diversity, and compliance assurance.
Our approach to managing supply chain focuses on two elements that are critical to maintaining our 
commitment to being a valued partner:
•	
Creating prosperity through local and inclusive economic opportunity: Our supply chain is one 
of our most powerful tools for creating prosperity in the communities where we operate.  
•	
Encouraging our partners to meet high standards of ethical, safety, social, and environmental 
performance: Our expectations of our contractors and suppliers, as well as the standards to 
which we hold them, help raise the bar for sustainability, and safe practices.

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CORPORATE RESPONSIBILITY REPORT
ERM OVERSIGHT
Precision Drilling’s senior management team is primarily responsible for monitoring all macro, 
organizational and sustainability related risks on a frequent basis. The ERM process is led by 
Precision’s Chief Legal and Compliance Officer, and supported by the Company’s Risk Committee, 
which is composed of the entire executive team. The Committee ensures that all material risks are 
identified and that proper mitigation strategies are fully implemented.
The Risk Committee manages an internally developed Risk Matrix, outlining all identified risks 
to the organization and their resulting compounding effects on other related challenges. The 
Risk Committee reviews all findings on a quarterly basis, identifying new potential risks for the 
organization and proposing enhancements to mitigating efforts. Documented findings are reviewed 
by Precision’s CEO and presented quarterly to the Board of Directors for further collaboration to 
ensure effective oversight of the Company’s risk function.
ENTERPRISE RISK 
MANAGEMENT
Precision employs a comprehensive Enterprise Risk Management (ERM) program that proactively 
assesses material risks to the organization and manages several robust mitigation strategies. Our 
Board of Directors maintains an active approach in overseeing the internal risk function. The Board 
performs timely reviews of all risk-related matters, including assessment of the Company’s internal 
Risk Matrix and evaluation of quarterly updates from its delegated internal Risk Committee. ESG 
related risks, including climate change, have notably become increasingly significant in our ERM 
process, and are incorporated into regular Board reviews.
ERM LINK TO CORPORATE RESPONSIBILITY
Precision Drilling acknowledges the Company’s various sustainability-related responsibilities 
when managing the ERM function. Precision continuously monitors various risks related to its ESG 
performance, specifically identifying several risks and mitigation opportunities for the following:
•	
Environmental impacts including climate change, air and water pollution, 
and energy efficiency. 
•	
Social factors addressing corporate culture, inclusiveness, and our 
world-class safety program. 
•	
Governance controls throughout the organization to ensure ethical 
conduct and transparency. 
ROLE
RESPONSIBILITY
Board of Directors
Oversight of enterprise risk
Corporate Governance, Nominating, 
and Risk Committee
Oversight of ERM process
CEO and Executive Team
Management of enterprise risk
Internal Audit
Incorporates ERM risks and mitigation 
into annual internal audit plan
Risk Owners
Ownership and accountability of specific 
ERM risks
61

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A P P E N D I X
TASK FORCE ON CLIMATE-RELATED 
FINANCIAL DISCLOSURES (TCFD) 
SUSTAINABILITY ACCOUNTING  
STANDARDS BOARD (SASB) INDEX
PERFORMANCE DATA
DISCLAIMER
65
66
67
74

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SOCIAL
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CORPORATE RESPONSIBILITY REPORT
TOPIC
RECOMMENDED DISCLOSURE
LOCATION IN 
REPORT (PG)
Governance
Describe the Board's oversight of climate-related risks and 
opportunities.
12, 15, 61-62
Describe management's role in assessing and managing climate-
related risks and opportunities.
14-15
Strategy
Describe the climate-related risks and opportunities the organization 
has identified over the short, medium, and long term.
15
Describe the impact of climate-related risks and opportunities on the 
organization's businesses, strategy, and financial planning.
14-15
Describe the resilience of the organization's strategy, taking into 
consideration different climate-related scenarios, including a 2°C or 
lower scenario.
14-15
Risk Management
Describe the organization's processes for identifying and assessing 
climate-related risks.
14-15
Describe the organization's processes for managing climate-related 
risks.
12, 14-15, 61-62
Describe how processes for identifying, assessing, and managing 
climate-related risks are integrated into the organization's overall risk 
management.
61-62
Metrics and Targets
Disclose the metrics used by the organization to assess climate-
related risks and opportunities in line with its strategy and risk 
management process.
19, 71-72
Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse 
gas emissions and the related risks.
 15, 71-72
Describe the targets used by the organization to manage climate-
related risks and opportunities and performance against targets.
11, 20
TASK FORCE ON CLIMATE-RELATED FINANCIAL 
DISCLOSURES (TCFD) INDEX
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
66
CODE
TOPIC
ACCOUNTING METRIC
LOCATION IN 
REPORT (PG)
EM-SV-
110a.1
Emissions 
Reduction 
Services 
& Fuels 
Management
Total fuel consumed, percentage renewable, percentage used in: 
(1) on-road equipment and vehicles and (2) off-road equipment.
71-72
EM-SV-
110a.2
Discussion of strategy or plans to address air emissions-related 
risks, opportunities, and impacts.
3, 14-15
EM-SV-110a.3
Percentage of engines in service that meet Tier 4 compliance for 
non-road diesel engines.
71-72
EM-SV-140a.1
Water 
Management
(1) Total volume of fresh water handled in operations, (2) 
percentage recycled.
NA
EM-SV-140a.2
Discussion of strategy or plans to address water consumption 
and disposal-related risks, opportunities, and impacts.
17
EM-SV-150a.1
Chemicals 
Management
Volume of hydraulic fracturing fluid used and percentage 
hazardous.
NA
EM-SV-150a.2
Discussion of strategy or plans to address chemical-related 
risks, opportunities, and impacts
18
EM-SV-160a.1
Ecological 
Impact 
Management
Average disturbed acreage per (1) oil and (2) gas well site.
NA
EM-SV-160a.2
Discussion of strategy or plans to address risks and 
opportunities related to ecological impacts from core activities.
18
EM-SV-320a.1
Workforce 
Health & 
Safety
(1) TRIR, (2) fatality rate, (3) near miss frequency rate, (4) TVIR, 
and (5) average hours of health, safety, and emergency response 
training for (a) full-time employees, (b) contract employees, and 
(c) short-service employees.
40, 67, 70
EM-SV-320a.2
Description of management systems used to integrate a culture 
of health and safety throughout the value chain and project life 
cycle.
36
EM-SV-510a.1
Business 
Ethics & 
Payment 
Transparency
Amount of net revenue in countries that have the 20 lowest 
rankings in the Transparency International’s Corrupting 
Perception Index.
53
EM-SV-510a.2
Description of the management system for prevention of 
corruption and bribery throughout the value chain.
52, 59-60
EM-SV-530a.1
Management 
of the Legal 
& Regulatory 
Environment
Discussion of corporate positions related to government 
regulations and/or policy proposals that address environmental 
and social factors affecting the industry.
45
EM-SV-540a.1
Critical 
Incident Risk 
Management
Description of the management systems used to identify and 
mitigate catastrophic and tail-end risks.
36, 39-40
SUSTAINABILITY ACCOUNTING  
STANDARDS BOARD (SASB) INDEX
65

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ENVIRONMENTAL
SOCIAL
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2019
2020
2021
Drilled Distance (Kilometers)
11,434
6,837
8,589
Total Full Time Employees (FTE)
4,431
2,923
3,647
Total Contract Employees
124
70
41
Total Short-Service Employees 
(SSE)
849
580
1,426
Number of Wells Drilled
Total Hours Worked
13,030,947
8,538,290
9,530,510
Revenue ($M CAD)
1,541
935
986
Contract Operating days
39,697
22,888
29,384
FIELD BASED
2019
2020
2021
SSE Training Hours #
1,804
291
2,260
Total Employees Training Hours #
37,400
15,643
17,736
FIELD TRAINING & DEVELOPMENT
GENERAL DATA
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CORPORATE RESPONSIBILITY REPORT
2019
2020
2021
COBC Training (#)
3,086
3,101
3,485
Diversity, Equity, and Inclusion (#)
na
na
3,114
Harassment and Discrimination (#)
na
na
3,130
% of COBC Ethics & Compliance 
Training Compliance
72%
100%
100%
% of Required Employees who 
Completed Anti-Bribery and Anti-
Corruption Training (ABAC)
100%
100%
100%
COMPLIANCE, ETHICS & CYBERSECURITY
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
68
2019
2020
2021
Total Retention
58%
72%
62%
Retention of Key Operating Positions1
93%
100%
100%
Retention of 1-5 Year Employees2
35%
54%
71%
RETENTION
1.	
Retention of Key Operating Positions (Field Superintendents, Rig Managers and Drillers) is a measurement of our ability to retain 
key talent in critical roles which have a direct impact on our ability to scale efficiencies on our assets and maintain high levels of 
crew productivity, driving profitability.
2.	
Retention 1-5 year employees is a marker of organizational success and displays the effectiveness of managing the cost of 
turnover for employees new to the industry.

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SOCIAL
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CORPORATE RESPONSIBILITY REPORT
2019
2020
2021
Gender
Women as %
21%
24%
22%
Men as %
78%
75%
77%
Men as % of Field
99%
100%
99%
Women as % of Corporate
41%
38%
43%
Men as % of Corporate
58%
61%
56%
DIVERSITY & INCLUSION
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
70
2019
2020
2021
FTE Total Recordable Incident Rate (TRIR)
0.98
0.68
0.80
FTE Lost-Time Incident Rate (LTIR)
0.37
0.26
0.29
FTE Fatality rate
0.03
0.00
0.02
FTE Total vehicle incident rate (TVIR)
 0.52 
 0.33 
 0.46 
Percentage of all employees and 
contractors who are covered by health 
and safety management system
100%
100%
100%
1.	
All rates calculated based on number of incidents per 200,000 employee working hours.
SAFETY1
2019
2020
2021
Board of Directors Average Age
63.1 Years
63.6 Years
64.6 Years
Board of Directors Average Tenure
7 Years
7 Years
8 Years
Board of Director Gender Representation
12%
12%
12%
Board of Director Ethnically Diversity 
Representation
0%
0%
0%
Number of Independent Directors
7
7
7
Performance Based Compensation (CEO)
81%
81%
78%
Performance Based Compensation (NEO)
70%
70%
68%
GOVERNANCE
2019
2020
2021
Dollar Amount Committed to  
not-for-profit organizations
 $331,000 
 $182,000
 $256,455
COMMUNITY INVOLVEMENT

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SOCIAL
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PRECISION DRILLING OPERATIONAL 
CONTROL
2019
2020
2021
Scope 1 GHG Emissions (Thousands TCO2e)1,2
13.4
9.5
11.5
Scope 2 GHG Emissions (Thousands TCO2e) 1,2
6.0
5.2
5.3
Scope 1 + 2 GHG Emissions (Thousands TCO2e) 1,2
19.5
14.7
16.8
Scope 1+2 GHG Emissions Intensity per Contract 
Day (TCO2e/day) 1,2
0.49
0.64
0.57
Scope 1+2 GHG Emissions intensity (TCO2e/
employee) 1,2
4.4
5.0
4.6
Fuel Consumed Used in Off-road Equipment (GJ) 1,2
88,061
73,936
100,379
Fuel Consumed Used in On-road, Mobile 
Equipment, and Vehicles (GJ) 1,2
128,972
80,411
87,771
Diesel Consumption (GJ) 1,2
31,720
31,196
44,311
Gasoline Consumption (GJ) 1,2
99,544
61,566
62,315
Natural Gas Consumption (GJ) 1,2
85,769
61,585
81,523
Electricity Consumption (GJ) 1,2
39,612
33,805
34,797
Fuel Consumption (GJ) 1,2
217,033
154,347
188,149
Total Energy Consumption (GJ) 1,2
256,645
188,152
222,947
Normalized Total Energy Consumption (GJ/km 
drilled) 1,2
22.4
27.5
26.0
% engines Tier 4 1,2
0
0
0
ENVIRONMENT
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
72
CUSTOMER OPERATIONAL CONTROL
2019
2020
2021
GHG Emissions (Thousands TCO2e) 2
613
388
440
GHG Emissions Intensity (TCO2e/contract day) 2
15.4
17.0
15.0
GHG Emissions Intensity (TCO2e/employee) 2
138
133
121
Total Fuel Consumed Used in Off-road Equipment 
(GJ) 2
8,852,086
5,544,419
6,298,191
Total Fuel Consumed Used in On-road, Mobile 
Equipment, and Vehicles (GJ) 2
3,058
1,408
1,466
Total Diesel Consumption (GJ) 2
8,431,404
5,431,481
6,121,000
Total Natural Gas Consumption (GJ) 2
423,740
114,346
178,657
Total Fuel Consumption (GJ) 2
8,855,144
5,545,827
6,299,657
Total energy consumption (GJ) 2
8,855,144
5,545,827
6,299,657
Normalized total energy consumption (GJ/km 
drilled) 2
774
811
733
% engines Tier 4 2
0
0
0
Total Number of Spills 2, 3
16
13
16
Spill Incident Rate 2, 3
0.25
0.30
0.34
Total Volume of Spills (bbl) 2, 3
502
420
475
See page 73 for footnotes
See page 73 for footnotes

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Certain statements contained in this report, including statements that contain words such as “could”, “should”, “can”, 
“anticipate”, “estimate”, “intend”, “plan”, “expect”, “believe”, “will”, “may”, “continue”, “project”, “potential” and similar 
expressions and statements relating to matters that are not historical facts constitute “forward-looking information” within 
the meaning of applicable Canadian securities legislation and “forward-looking statements” within the meaning of the 
“safe harbor” provisions of the United States Private Securities Litigation Reform Act of 1995 (collectively, “forward-looking 
information and statements”). 
Certain of the information in this presentation is “financial outlook” within the meaning of applicable securities laws. 
The purpose of this financial outlook is to provide readers with disclosure regarding our reasonable expectations as to 
the anticipated results of its proposed business activities. Readers are cautioned that this financial outlook may not be 
appropriate for other purposes. These forward-looking information and statements are based on certain assumptions and 
analysis made by Precision in light of our experience and our perception of historical trends, current conditions, expected 
future developments and other factors we believe are appropriate under the circumstances. These include, among other 
things: the fluctuation in oil prices may pressure customers into reducing or limiting their drilling budgets; the impact of 
the COVID-19 global pandemic on our operations; the status of current negotiations with our customers and vendors; 
customer focus on safety performance; existing term contracts are neither renewed nor terminated prematurely; our ability 
to deliver rigs to customers on a timely basis; and the general stability of the economic and political environments in the 
jurisdictions where we operate. 
Undue reliance should not be placed on forward-looking information and statements. Whether actual results, performance 
or achievements will conform to our expectations and predictions is subject to a number of known and unknown risks 
and uncertainties which could cause actual results to differ materially from our expectations. Such risks and uncertainties 
include, but are not limited to: volatility in the price and demand for oil and natural gas; fluctuations in the demand for 
contract drilling, well servicing and ancillary oilfield services; our customers’ inability to obtain adequate credit or financing 
to support their drilling and production activity; the success of our response to the COVID-19 global pandemic; changes in 
drilling and well servicing technology which could reduce demand for certain rigs or put us at a competitive disadvantage; 
shortages, delays and interruptions in the delivery of equipment supplies and other key inputs; the effects of seasonal and 
weather conditions on operations and facilities; the availability of qualified personnel and management; a decline in our 
safety performance which could result in lower demand for our services; changes in environmental laws and regulations 
such as increased regulation of hydraulic fracturing or restrictions on the burning of fossil fuels and greenhouse gas 
emissions, which could have an adverse impact on the demand for oil and gas; terrorism, social, civil and political unrest 
in the foreign jurisdictions where we operate; fluctuations in foreign exchange, interest rates and tax rates; and other 
unforeseen conditions which could impact the use of services supplied by Precision and Precision’s ability to respond to 
such conditions. 
Readers are cautioned that the forgoing list of risk factors is not exhaustive. Additional information on these and other 
factors that could affect our business, operations or financial results are included in reports on file with applicable 
securities regulatory authorities, including but not limited to Precision’s Annual Information Form for the year ended 
December 31, 2021, which may be accessed on Precision’s SEDAR profile at www.sedar.com or under Precision’s EDGAR 
profile at www.sec.gov. The forward-looking information and statements contained in this news release are made as of 
the date hereof and Precision undertakes no obligation to update publicly or revise any forward-looking statements or 
information, whether as a result of new information, future events or otherwise, except as required by law.
FORWARD-LOOKING 
STATEMENT
1 Categorization of emissions, fuel consumption, and energy consumption 
associated with our business has been aligned with the GHG Protocol – A 
Corporate Accounting and Reporting Standard, and we have adapted the 
following designations for our emissions disclosures and discussions:
SCOPE 1: Direct GHG Emissions – Sources that are owned or controlled by the company.  
Examples include emissions from combustion of fuels at operationally controlled facilities 
and activities, in company operated and controlled vehicles, and from process equipment 
operationally controlled by the company.
SCOPE 2: Indirect GHG Emissions – Emissions from the generation of purchased electricity or 
other energy sources (not combusted) utilized at company owned or controlled facilities and 
operations.
Emissions from Services Provided – Emissions resulting from combustion of fuel sources 
or purchased electricity used while providing services under the operation control of the 
customer.  This includes most drilling and service rig operations.
2 Operational Control is determined by whether Precision Drilling has full 
decision-making authority over the operation and associated equipment and 
energy sources.  For the purposes of this document, the majority of our drilling 
and well servicing operations are under the operational control of our customer 
with regard to determination of energy and fuel sources, efficiency improvement 
and emissions reduction technology application, and operating details such as 
well depths, circulating times, and required pressures that impact the amount of 
energy required. 
3 Total number of spills and spill volume are calculated using the number and 
volume of reportable quantity spills.  Spill rate is calculated using the total 
number of spills per 200,000 employee working hours.  Spills that occur on 
customer locations are the reporting responsibility of the customer and may 
or may not be the result of company operations, however they are tracked for 
internal learning purposes.
ENVIRONMENT 
FOOTNOTES
CORPORATE RESPONSIBILITY REPORT
INTRODUCTION
ENVIRONMENTAL
SOCIAL
GOVERNANCE
74
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CALGARY
525 8th Avenue S.W., Suite 800
Calgary, Alberta T2P 1G1 Canada
403.716.4500
HOUSTON
10350 Richmond Ave., Suite 700
Houston, Texas 77042 USA
713.435.6100
©2022 Precision Drilling Corporation.  
All rights reserved. Precision Drilling, Alpha, Ever-
Green and other designs, names and marks used here-
in are the trademarks of Precision Drilling Corporation.
www.PrecisionDrilling.com
Precision-Drilling
info@precisiondrilling.com