SUSTAINABILITY 
REPORT 2022
OMAN’S ESTIDAMA SPIRIT:
OUR SUSTAINABILITY JOURNEY
abrajenergy.com

SUSTAINABILITY REPORT 2022
2
Under the leadership of His 
Majesty Sultan Haitham bin 
Tarik, in October of 2022 Oman 
announced its commitment to 
achieve net zero emissions by 2050 
building on the Sultanate’s commitment 
to sustainability in Oman Vision 2040. 
To this end, the Abraj Energy Services 
commenced Project Estidama to ascertain 
its GHG emissions baseline and understand 
its options to achieve net zero by 2050 through 
sustainable practices, cutting across social, 
environment and governance principles.

Message from the 
CHAIRMAN OF THE BOARD
On behalf of the Board of Directors I am delighted to introduce our inaugural sustainability report addressing the 
essential environmental, social and governance (ESG) issues for Abraj Energy Services SAOG (‘Abraj’) in 2022, as well 
as the company’s goals for the future.
Since the company’s formation in 2006, Abraj has provided exceptional services to world-class companies. These 
customers expect increasingly high levels of sustainability performance and we are determined to anticipate 
and exceed their expectations as we drive growth.
This is not a superficial document. We have taken the time to engage with our stakeholders and understand 
their perspectives on sustainability and our impact. This report demonstrates our commitment to a journey 
of sustainability, and our determination to continuously improve our performance over time, reinforced 
by our decision to present 2021 data where possible to provide context for our 2022 performance.
Among all our stakeholders and as a company, safety is the first priority for Abraj where consistent 
training, systems and support from management and staff have seen continued performance.
Our contribution to Oman, in line with Oman Vision 2040, is reinforced through the in-country 
value (‘ICV’) created through our activities and our high levels of workforce Omanisation,  
is significant.
An important focus for us as a Board is the company’s long-term plans. We are 
carefully examining the opportunities and risks presented by the Energy Transition 
and Oman’s Net Zero 2050 commitment, as well as the future needs of our youth 
population and our important shareholders. As Chairman, I am committed to 
ensuring that Abraj is known as a leader in sustainable business practices in 
line with our business vision.
I encourage all of our stakeholders to review this report and join us in our 
efforts to make a positive impact on Oman, and our world.
Ayad Al Balushi
Chairman
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SUSTAINABILITY REPORT 2022

Message from the 
CHIEF EXECUTIVE OFFICER
I am pleased to present our inaugural sustainability report, marking 
an important milestone in our ongoing sustainability journey as 
Oman’s leading energy services company.
This report underscores our commitment to responsible and sustainable 
business practices in line with our business vision as a world-class service 
led company. Within Abraj we use the term Estidama, the Arabic word for 
sustainability, which captures the spirit of our commitment. Oman has a long 
tradition of including sustainability in our culture and we are proud to bring that 
into our work.
As a part of the oil and gas industry we know that our drilling and well services 
activities can have a significant impact on both the environment and Oman’s economy. 
That is why, in partnership with our customers, we operate in a responsible manner, 
minimising our impact on the environment whilst achieving positive social outcomes and 
shareholder returns.
This report provides an overview of our sustainability efforts, including our achievements and 
areas for improvement. You will find information on our approach to environmental, social, and 
governance (ESG) issues, our sustainability goals and targets, and the initiatives we will implement 
to achieve them. We are committed to continuous improvement as an organisation, and I know that 
Abraj’s talented and resourceful people will continue to raise the standard for sustainability performance.
Sustainable business practices are not only the right thing to do for the environment and the country 
but are also good for business. Embracing sustainability allows us to reduce costs, improve operational 
efficiency and build stronger relationships with our stakeholders.
I hope that this report will provide you with a better understanding of our sustainability journey and Estidama spirit.
Thank you for your support and interest in Abraj’s sustainability efforts.
Saif Said Al Hamhami
Chief Executive Officer
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SUSTAINABILITY REPORT 2022

INTRODUCTION TO ABRAJ...................................................................... 6
Abraj at a glance......................................................................................................................................................7
Our Approach to Sustainability....................................................................................................................8
Our ESG Commitment.........................................................................................................................................9
Abraj’s Estidama Journey.................................................................................................................................10
Abraj 2022 Sustainability Performance.................................................................................................11
Scope of this Report.............................................................................................................................................12
An Energy Services Company at a time of Energy in Transition...........................................15
Sustainability Materiality Matrix..................................................................................................................18
Sustainability Highlights....................................................................................................................................19
Sustainability Strategic Priorities...............................................................................................................20
SUSTAINABLE ENERGY............................................................................. 21
Continuous Improvement (‘CI’)......................................................................................................................24
GHG Emissions.........................................................................................................................................................25
Scope 1 and Scope 2 Emissions..................................................................................................................26
Scope 3 Emissions ...............................................................................................................................................27
Decarbonisation and Preliminary Emissions Reductions Approaches.........................28
Water ...............................................................................................................................................................................29
Waste ..............................................................................................................................................................................30
Asset Integrity and Critical Incident Management........................................................................31
Biodiversity and Environmental Protection.........................................................................................32
Climate Adaptation and Resilience...........................................................................................................33
RESOURCEFUL PEOPLE............................................................................ 34
Social Initiatives.......................................................................................................................................................36
Hazard Identification, Risk Assessment and Incident Investigation................................37
Safety..............................................................................................................................................................................38
2022 Safety Performance................................................................................................................................39
Abraj Eyes.....................................................................................................................................................................40
Employment Practices........................................................................................................................................41
Training and Development...............................................................................................................................42
Corporate Social Responsibility..................................................................................................................43
RELIABLE PARTNER.................................................................................... 44
Governance................................................................................................................................................................46
Oversight and Anti-Corruption.....................................................................................................................47
Senior Management.............................................................................................................................................48
Economic Impacts..................................................................................................................................................49
ESTIDAMA JOURNEY................................................................................. 50
Estidama Roadmap...............................................................................................................................................52
Glossary and Abbreviations...........................................................................................................................53
GRI Content Index...................................................................................................................................................54
GCC Exchanges ESG Metrics........................................................................................................................62
CONTENTS
SUSTAINABILITY REPORT 2022
5
SUSTAINABILITY REPORT 2022

abrajenergy.com
INTRODUCTION  
TO ABRAJ

ABRAJ AT A GLANCE
LEADING MARKET POSITION
LEADING MARKET POSITION
ROBUST FINANCIAL PERFORMANCE
ROBUST FINANCIAL PERFORMANCE
OPERATIONAL EXCELLENCE
OPERATIONAL EXCELLENCE
OPERATIONAL EXCELLENCE
ROBUST FINANCIAL PERFORMANCE
ROBUST FINANCIAL PERFORMANCE
LEADING MARKET POSITION
LEADING MARKET POSITION
OPERATIONAL EXCELLENCE
25
Drilling rigs
Average annual wells drilled
per year between 2019-2022
Working rigs
NPT4
LTIF5
TRCF6
Employees
Revenue (2021A)
CAGR (2007-2021A)
Drilling distrance since 2007
5
29%
RO 0.6b
(USD 1.5 b)
RO 125
(USD 323m)
23%
+2500
1.84%
0.37
1.61
6000+ km
250
Drilling rigs average age2
Working rigs average age3
Contracted drilling rig utilisation8
Workover utilisation9
Adjusted EBITDA7 (2021A)
Net profit (2021A)
Net Debt (2021A)
Net Debt/Adjusted
EBITDA (2021A)
99.8%
1.9x
RO 90.48m
RO 46.8m
RO 18.4m
100%
8.6 years
12.4 years
Worth of order backlog for the 
years 2023 through 2031 as of 
30 September 2022, equlivalant 
to more than the last five full 
years of revenue
2022 Drilling market share 
by number of contracted 
onshore drilling rigs1
1.	
As measured by the number of contracted operating drilling rigs in Q2 2022.
2.	
As at 31 December 2022.
3.	
As at 31 December 2022.
4.	
Non-productive time is calculated as actual non-productive hours / Cumulative rig hours (2021A).
5.	
Lost Time Injury Frequency (2021A).
6.	
Total Recordable Case Frequency (2021A).
7.	
Adjusted EBITDA was calculated as earnings for the period before interest, tax, depreciation and 
amortisation excluding effect of other expenses, other income, ECL reversal on trade receivables and 
impairment reversal/(loss) of fixed asset.
8.	
Number of operating rig months divided by total available rig months (As at 31 December 2022).
9.	
Number of operating rig months divided by total available rig months (As at 31 December 2022).
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

OUR APPROACH TO SUSTAINABILITY
Our Vision
Is to be the market leader in the 
services we provide in the energy 
sector. We aim to be a world-class 
service led company through our 
resources, both human capital and 
industrial. We will strive to adapt 
to environmental and innovative 
enhancements with an aim to 
revolutionise the industry.
Our Inaugural Report
Since 2006 Abraj has demonstrated its commitment 
to improving the sustainability of its business for 
people, planet, and its investors. 
Encouraged by its partnerships with clients, and 
supported by the regulatory environment in Oman, 
we have demonstrated:
	` a strong safety record, striving to 
achieve an incident-free record for people 
and the environment.
	` excellence in the introduction and 
implementation of new technologies to Oman’s 
oil and gas industry such as semi-automated 
rigs, and Abraj Eyes, our CCTV solutions.
	` support for Omani businesses, having 
contracted over RO 850 million of in-country 
value since 2020.
Now, with Project Estidama, Abraj seeks to 
demonstrate excellence in Oman for the services 
it provides by undertaking its business sustainably 
and responsibly, in the interests of its clients, 
shareholders, employees and other stakeholders. 
As a responsible, world-class energy services 
company, Abraj works to improve our impact on 
people and the environment.
In line with our vision to revolutionise the industry 
through engineering and innovation, and in 
partnerships with our clients and suppliers we 
have committed to preparing our first sustainability 
report for 2022, encompassing environment, 
social, and governance dimensions in line with 
international standards, built on a foundation of 
teamwork and integrity.
Abraj’s inaugural Sustainability Report marks a 
major step forward in our journey to improved 
sustainability, highlighting our achievements to date, 
and setting out our goals for the future.
Recognising the increasing importance of robust 
disclosure on climate related risk management 
and 
performance, 
we 
have 
leveraged 
the 
recommendations of the Global Reporting Initiative 
(GRI) to guide the content and disclosures of our  
first Sustainability Report.
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

OUR ESG COMMITMENT
Transparency and Reporting of Sustainability 
Metrics and GCC Exchanges ESG Guidelines.
To keep pace with the continually developing ESG 
landscape, including the recent GCC Exchanges 
ESG Disclosure Metrics, we are committed to 
continually evaluating our ESG reporting to meet the 
highest reporting and disclosure standards across 
GCC markets.
Our Mission
Is to deliver safe and quality 
services guided by international 
business practises as well as bring 
value to our clients, shareholders, 
employees and the community 
within which we operate.
We 
believe 
that 
clear 
and 
transparent 
communication on both our progress, as well as the 
steps we take to improve, are essential elements of 
an effective ESG program. In line with this, missing, 
or incomplete data are noted, and we will continue to 
develop means to better collect, define, and analyse 
data and inputs for future ESG reports.
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

ESTIDAMA 
PROJECT 
COMMENCES
STAKEHOLDER 
ENGAGEMENT
MATERIALITY 
ASSESSMENT
DEEP DIVE
INTO MATERIAL 
TOPICS
GHG
EMISSIONS 
CALCULATIONS
ESTIDAMA 
STRATEGY 
DEVELOPMENT
2022 
SUSTAINABILITY 
REPORT
IMPLEMENTATION
ABRAJ’S ESTIDAMA JOURNEY
ESTIDAMA
Abraj aspires to demonstrate sustainability leadership in its 
markets, in line with our vision to revolutionise the industry.
The sustainability shield symbolises: 
	` Abraj’s commitment to ‘defending’ people, planet, and partners with a 
proactive sustainability strategy.
	` The connectivity between all sustainability elements required to 
drive corporate resiliency.
	` Abraj’s ‘closed-loop’ dedication to continuously make a sustainable 
impact as a business.
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

ABRAJ 2022 SUSTAINABILITY PERFORMANCE
Robust Financial Performance
Abraj boasts strong revenue of USD 323m (2021A); 
our return on equity was 13.6% and our profit margin 
37.5% in the first nine months of 2022, and we 
expect to pay dividends totalling RO 15.4m for the 
year ended 31 December 2022.
Our ICV Index increased by 46% compared  
with 2021.
We have fostered an inclusive culture while achieving 
our excellent rate of Omanisation, over 90% in the 
years ending 2019-2022.
Excellent Safety Performance
Our excellent safety performance continues, with 
TRIR improved by 65% compared with 2021, with 
LTIF reduced by 70% in 2022 and TRCF more than 
halved. We have continued 10 years of fatality  
free operations.
Our Growth Story Continues
As well as domestic growth potential, Abraj is pre-
qualified in four other countries - Algeria, India, Saudi 
Arabia and, Kuwait to conduct certain services, 
setting the stage for international expansion.
Building on these pre-qualifications, Abraj has 
recently signed a contract to provide rigs for an oil 
field services project with Saudi Arabian Chevron 
Inc. and Kuwait Gulf Oil Company (K.S.C.) in Wafra 
Joint Operations, continuing our growth into the 
wider GCC and MENA regions, bringing economic 
value to the Omani economy.
SUSTAINABLE ENERGY
2021
2022
Greenhouse Gas Emissions
Scope 1 GHG Emissions (tonnes CO2e)
117,311
132,374
Scope 2 GHG Emissions (tonnes CO2e)
1,164
1,537
Scope 3 GHG Emissions (tonnes CO2e)
30,497
33,431
RESOURCEFUL PEOPLE
2021
2022
Health and Safety
Total Recordable Incident Rate (TRIR, per 200,000 hours worked)
0.32
0.11
Total Lost Time Incident Rate (LTIR, per 200,000 hours worked)
0.07
0.0
Fatality Rate (per 200,000 hours worked)
0.0
0.0
Training and Development
Average Hours of Environmental and Emergency Response Training for Employees
10.5
6.0
Average Hours of Safety Training for Employees
20.0
14.0
Omanisation
Percent of Omani Employees
91%
92%
Percent of Omani Employees in Senior Management Positions
47%
42%
In Country Value
Amount Spent on Local Goods and Services (USD m)
116.9
115.0
ICV (In Country Value) Index
45%
84%
RELIABLE PARTNER
2021
2022
Board Composition
Board of Directors Female Representation
0%
14%
Board of Directors Omani Representation
100%
100%
Board of Directors Independent Representation
40%
43%
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

SCOPE OF THIS REPORT
Entities included in the organisation’s 
sustainability reporting
The scope of this report consists of the following 
legal entity:
	` Abraj Energy Services SAOG
The data presented throughout the report highlights 
our operations for the year 2022, and, wherever 
possible, comparisons to 2021 data are made.
Approval
This 2022 Sustainability Report, together with the 
Material Topics have been approved by the Abraj 
Board of Directors as the Company’s highest 
governance body, with responsibility for overseeing 
Sustainability topics, performance and with the 
authority to approve Policies and Strategy.
The Board will receive updates from Management 
on all Sustainability Topics on a quarterly basis.
Reporting Boundaries
The reporting boundaries of this report are as follows:
	` Financial performance data is reported for Abraj 
on an equity basis.
	` Environmental data, unless otherwise stated, is 
reported Abraj
	` Scope 1 CO2e emissions are reported for Abraj.
	` Scope 2 CO2e emissions are reported on 
market-based emission factors for all  
above Abraj.
	` Health and Safety metrics are reported for Abraj 
and include data of all our full-time employees, 
contracted employees, and contractors.
Reporting period, frequency 
and contact point
This annual sustainability report presents Abraj’s 
ESG performance during the period starting from 
January 1 to December 31, 2022, which is the same 
reporting period as our annual financial report.
External assurance
For this report Abraj has carried out internal 
assurance, which includes the revision of 
all content with management and internal 
stakeholders. As we continue to develop our 
approach to data collection and validation we will 
consider assurance in future years.
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

Our goal is simple: to be a world-class service 
leader in the energy sector, driven by our 
talented workforce and industry resources.
With a focus on environmental and innovative 
advancements, 
we 
are 
determined 
to 
revolutionise the industry and bring value to 
our customers, shareholders, employees, 
and the communities in which we operate.
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY
13
SUSTAINABILITY REPORT 2022

Abraj Energy Services is one of Oman’s 
leading service companies with a number 
of competitive advantages. With a youthful 
drilling fleet, we push the limits of what’s 
possible for our customers.
As a responsible player in the oil and gas industry, 
we’re committed to minimising our impact on the 
environment. As one of the first companies in 
Oman certified to API Q2, we demonstrate our 
commitment to the highest standards of safety, 
environmental 
protection, 
and 
sustainability 
requirements in our operations. With ISO 9001, 
ISO 14001 (Environmental Management Systems), 
and ISO 45001 (Occupational Health and 
Safety Management System) certifications, we 
constantly strive for excellence in every aspect of 
our operations.
We benefit from long-term contracts with leading 
national 
and 
international 
exploration 
and 
production companies and have successfully 
leveraged years of experience making targeted 
investments to deliver comprehensive engineering 
solutions to provide best-in-class services to our 
local and international client base.
Our network of suppliers, combined with our 
commitment to advanced technology, gives us a 
competitive edge. And our talented workforce is 
the driving force behind our commitment to safety 
and efficiency in all our operations.
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY
14
SUSTAINABILITY REPORT 2022

AN ENERGY SERVICES COMPANY AT A TIME OF 
ENERGY IN TRANSITION
Today’s volatile energy markets, increasing 
awareness of climate change and energy 
insecurity 
highlighted 
by 
geopolitical 
tensions, 
mean 
than 
modern 
drilling 
technologies have a vital role to play in 
delivering a responsible global energy mix.
Abraj has invested in state-of-the-art drilling 
technologies and has become the first MENA-based 
company to launch integrated fracking services, 
pioneering the development of deep, tight gas wells. 
Our approach has enabled us to play a key role in 
Oman to help satisfy increasing energy demands.
Oman is well positioned to be a pioneer in 
establishing a stable, efficient energy mix, using 
best-in-class drilling technologies. This is framed 
by Oman’s Vision 2040 strategy, and the need 
for continued use of conventional energy until 
renewable sources are practical for all locations and 
are able to satisfy energy demand.
Since 2006, Abraj has drilled over 6,000km, drilling an 
average of 239 wells annually, using leading digital 
solutions and deploying innovative technologies 
that enable performance and sustainability. We are 
also advancing a sustainable energy future for our 
customers, employees, and stakeholders through 
ESG principles.
Our efforts include expansion of our Health, Safety, 
Environment, and Quality policies and procedures, 
and updates to our sustainability strategy and 
roadmap. We aim to meet the evolving needs of our 
stakeholders and customers as they adapt through 
the Energy Transition.
We are implementing a Green House Gas (‘GHG’) 
calculation and monitoring system, identifying 
and implementing decarbonisation opportunities, 
and pursuing a comprehensive ESG framework 
that supports His Majesty Haitham bin Tariq  
Al-Said’s initiative for Oman achieve Net Zero 
Emissions by 2050.
As our world continues to balance the global 
challenges of energy security, sustainability, and 
affordability, Abraj can be a reliable global partner 
for years to come.
For our customers we ensure technical focus and 
expertise to unlock productivity, executing projects 
safely and sustainably across our operations.
How we work with our customers
Abraj maintains long-term relationships with leading 
exploration and production companies, generally 
governed by a comprehensive contract for services. 
These companies are typically the production rights 
holders for concessions granted by the government 
to produce oil and/or gas, with overarching 
responsibility for the environment and community 
impact of the operations.
The contracts clearly delineate the responsibilities 
of the customer and Abraj around waste, spills, 
systems of work and safety, as well as many other 
matters. These contractual roles will often limit 
or prescribe Abraj’s responsibility for some ESG 
matters at an operating level. This can be sole, 
shared or no responsibility for Abraj, which shapes 
the influence Abraj can have on some topics.
As our world 
continues to balance 
the global challenges 
of energy security, 
sustainability, and 
affordability, Abraj 
can be a reliable 
global partner for 
years to come
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

Transparency and Reporting of 
Sustainability Metrics and GCC 
Exchanges ESG Guidelines
To keep pace with the continually developing ESG 
landscape, including the recent GCC Exchanges 
ESG Disclosure Metrics, we are committed to 
continually evaluating our ESG reporting to meet the 
evolving reporting and disclosure standards across 
GCC markets.
We 
believe 
that 
clear 
and 
transparent 
communication on both our progress, as well as the 
steps we take to improve, are essential elements 
of an effective ESG program. In line with this, 
missing, or incomplete data are noted and 
we will continue to develop means to better 
collect, define and analyse data and inputs 
for future reports.
16
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

Our Stakeholders and  
Engagement Process
At Abraj we recognise the importance of working 
with our stakeholders to generate a meaningful, 
positive impact on our society and the environment. 
This has been a feature of the company over our 
history and growth journey.
As part of this we identified our priority stakeholder 
groups, including our Executive Management, 
Board of Directors, Shareholders, Staff, Customers, 
and Suppliers. We have also identified that the 
youth population will be significantly affected 
by the sustainability of our company in terms of 
employment, jobs created, our economic impactand 
our long-term success.
Moreover, Abraj has noted that the increasing 
digitalisation and embedded technology in rigs as 
well as services mean that future staff are likely to be 
more qualified than today. As such, they represent a 
significant stakeholder.
The perspectives of our stakeholders have been 
incorporated into our materiality assessment.
Materiality Assessment
As a key part of choosing to follow the guidance and 
principles of the Global Reporting Initiative (‘GRI’) 
in our first Sustainability Report, we reviewed the 
potential material topics identified in GRI 11: Oil and 
Gas Sector 2021 and, for the purpose of preparing 
its first sustainability report, considered their 
impacts on the economy, environment, and people 
(including human rights).
We carried out a materiality assessment, through 
which we have identified and prioritised the relative 
importance of the 22 GRI 11 topic areas, with the 
most material being those of greatest importance 
to our stakeholders and Abraj used to guide where 
to focus our future ESG efforts.
The 
following 
stakeholders 
and 
experts 
were identified:
STAKEHOLDERS
Board
Executive Management
Shareholder
Customers
Suppliers
Staff
Youth Staff
We are initially reporting on the eight topics that 
our studies have identified as most material, 
and impactful to our sustainability, and first to 
be addressed.
Material Topics
Analysis of our materiality assessment across 
internal and external stakeholders identified nine 
highest priority material topics as areas of focus:
1.	 Occupational Health and Safety
2.	 Asset Integrity and Critical  
Incident Management
3.	 Economic Impacts
4.	 GHG Emissions 
5.	 Employment Practices
6.	 Waste
7.	 Anti-Corruption
8.	 Climate Adaptation and Resilience.
2006 – 2008
•  Abraj Established
•  First Rig Operation
2009 - 2014
•  Rapidly expanding customer base
•  Expanded Services and Offerings
2015 - 2021
•  Market leadership in Oman drilling rigs and growth of well services
•  Pre-qualification in key growth markets
2022 onwards
•  Expand Market share
•  Grow Regionally
Expanding Service Lines and
Customer Base with Quality Customers 
Establishment
Rapidly Growing Market Share to
Achieve Dominance in Local Market
Local and
Regional
Growth
Targets
8
7
HIGH PRIORITY 
MATERIAL 
TOPICS
STAKEHOLDERS 
AND EXPERTS 
CONSULTED
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

SUSTAINABILITY MATERIALITY MATRIX
ENVIRONMENT
SOCIAL
GOVERNANCE
Importance to External Stakeholders
Importance to Internal Stakeholders
Land and Resource Rights 
Public Policy
Payments to
Governments 
Anti-Corruption 
Anti-Competitive
Behavior 
Conflict and
Security 
Rights of
Indigenous Peoples 
Local Communities 
Economic Impacts 
Freedom of Association
and Collective Bargaining
Forced Labor and
Modern Slavery 
Non-Discrimination
and Equal Opportunity
Employment
Practices
Occupational
Health and Safety 
High importance for 
internal and external stakeholders
Asset Integrity and
Critical Incident Management
Closure and
Rehabilitation 
Water and Effluents
Waste
Biodiversity
Air Emissions 
Climate Adaption,
Resilience, and Transition
GHG Emissions 
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

SUSTAINABILITY HIGHLIGHTS
Occupational Health 
and Safety
We have created a strong 
safety culture and achieved low 
incident rates in comparison 
with international benchmarks.
Our safety performance 
continues to improve.
Omanisation
We have fostered an 
inclusive culture, while 
achieving an excellent rate of 
over 90% Omanisation.
GHG Emissions
Development of our GHG 
monitoring system has enabled 
us to calculate and report our 
GHG emissions. As well as the 
widely required Scope 1 and 
2 emissions, we have a good 
understanding of our material 
Scope 3 emissions. We are 
evaluating decarbonisation 
opportunities and pathways.
Corporate Governance
We have strong corporate 
governance, driven by a 
diverse, experienced board and 
supporting committees.
Our quality, policy and 
operating frameworks are 
developed to standards to 
satisfy international world-
class clients.
In-Country Value (ICV)
We have generated over USD 
115m in ICV during 2022.
We have achieved an ICV index 
percentage of 84% in 2022.
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SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

SUSTAINABILITY  
STRATEGIC PRIORITIES
Sustainable Energy
We aim to harness energy responsibly by enabling 
lower-carbon intensity in the services we provide, 
through our supply chain and in our operations.
Resourceful People
We rely on the safety, talent and performance of our 
people to deliver excellence and innovation for Abraj 
and the Oman of the future.
Being a Reliable Partner
Delivering reliable business results, through 
strong corporate governance and partnerships 
will minimise adverse effects on the environment  
and society 
These priorities are underpinned by transparent 
reporting, capability building, awareness and 
open communication.
We are committed to:
	` Minimise adverse environmental impact by 
adopting environmental management programs 
through which Environmental Management 
System is continually improved.
	` Participating, communicating and involving 
interested parties towards the protection 
of our environment.
	` Protect the environment, including  
prevention of pollution.
	` Determining training needs associated 
with environmental performance and our 
environmental management system.
	` Implementing and complying with all applicable 
legal environmental requirements and 
striving for the continual improvement of our 
environmental management system to enhance 
environmental performance.
	` Implementation of operational controls 
consistent with life cycle perspectives.
	` Ensuring that waste is minimised by promoting 
the Reduce, Reuse, Recycle, and Recover 
hierarchy of waste management.
	` Policies, planning and procedures to prevent or 
mitigate adverse environmental impacts from 
emergency situations.
Sustainable Value Creation
We are committed to playing a key role in the  
Energy Transition, as demonstrated by our 
comprehensive approach to sustainability and 
its integration with our business strategy. By 
understanding and managing our sustainability 
related risks, and identifying opportunities 
associated with the economy, environment 
and 
societal 
development, 
we 
can 
continue to create value through the 
Energy Transition. We aim to capitalise 
on our existing resources and develop 
new opportunities for our future.
20
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abrajenergy.com
SUSTAINABLE 
ENERGY

As a service provider in the oil and gas industry, the environment 
features as a key aspect of our operations. We have achieved ISO 9001, 
API Q2 (Quality Management Systems) and ISO 14001 (Environmental 
Management Systems) certifications.
These standards underwrite our commitment to limiting our environmental 
footprint and ensuring the sustainability of our business.
We are also committed to playing our part in Oman’s journey to net 
zero by 2050 and evaluating emission reduction pathways in line with 
Intergovernmental Panel on Climate Change (‘IPCC’) recommendations 
on limiting global warming to +1.5°C and in response to The Sultanate of 
Oman’s National Strategy for an Orderly Transition to Net Zero Plan.
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SUSTAINABILITY REPORT 2022

Oil and gas companies are in the spotlight 
for their contribution to GHG emissions in 
the atmosphere.
At the same time, we have a significant role to play 
in enabling people to responsibly harness secure, 
reliable, affordable, and valuable energy for Oman 
and society more broadly. In line with Oman’s 
commitment to achieve net zero emissions by 
2050, we have calculated our GHG emissions 
and are working to better understand the 
risks and opportunities presented by the 
current transition to renewable and 
sustainable energy.
We have already started to examine 
the technical and commercial 
feasibility 
of 
techniques 
technologies that will reduce 
our GHG Emissions over 
the short-term. A number 
of pilot initiatives are 
already underway that 
will 
inform 
future 
decision-making. 
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INTRODUCTION TO ABRAJ
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CONTINUOUS IMPROVEMENT (‘CI’)
The CI Board, a platform that allows all 
employee to share ideas for improvement, 
helped Abraj win the 2021 OPAL Award for 
Best Practice in Operational Excellence.
In 2022, 794 new improvement ideas were generated 
for our Head Office, with 437 implemented, and 
182 ideas were generated from the field, with 28 
implemented. This compares to 2021, where 537 CI 
ideas were generated, with 284 implemented.
Abraj’s adoption of CI, based on Lean Six Sigma 
methodologies, started in 2017 after a successful 
program known as ‘T10’. 
Since then, Abraj has evolved from project-based 
improvements to process improvements, all the 
way to creating an effective CI Board, with CI skills, 
coaching, and practices embedded into behaviours 
and KPIs throughout the organisation, including at 
the rig-level.
This important initiative has upskilled Abraj’s 
workforce and, most importantly, has delivered 
significant improvements and efficiencies across a 
variety of business processes and functions. Good 
practices for the environment can also be good for 
business performance. Abraj’s CI Projects, ‘Diesel 
consumption reduction in Generator’ and ‘Control 
the fuel consumption for sewage Tanker services’ 
have resulted in savings of over 1.8 million litres of 
diesel annually since 2020. 
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GHG EMISSIONS
Climate Performance 
At Abraj we believe it is unacceptable for people or 
the environment to be negatively impacted by our 
operations. This is integrated into our operations and 
drives the way we do things as a team. 
Our 
commitment 
is 
demonstrated 
by 
our  
measuring, monitoring, and reporting of our GHG 
emissions, which helps us to identify opportunities 
to reduce emissions.
We have already made significant efforts in 
understanding and reporting our material Scope 3 
value chain emissions, as well as our Scope 1 and 2, 
direct and purchased electricity emissions.
We engaged and worked iteratively with Three Pillars 
Consulting (‘TPC’) to assess our GHG emissions, 
in line withISO 14064: 2018, the GHG Protocol 
Corporate Standard, the GHG Protocol Value Chain 
(Scope 3) Standard, and GRI 305: 2016 (Emissions).
The 
assessment 
was 
corporate-based 
and 
assessed emissions from our 2022 year of 
operation, with 2021 selected as our base year for 
reporting purposes on the basis that it is the first 
year for which we have sufficiently complete GHG 
data. We have chosen to define our organisational 
boundary by Equity Share, 100%, on the basis that 
we are a wholly owned subsidiary of OQ at the time 
of reporting and this aligns with OQ’s reporting.
0
20
40
60
80
100
120
140
160
180
2021
2022
Thousands of tonnes CO2e
Scope 1
Scope 2
Scope 3
100%
-89%
-3%
-2%
-2%
-2%
-1%
Total
Rigs
(Stationary)
Rigs
(Mobile)
Hoists
(Mobile)
Hoists
(Stationary)
IFS
(Mobile)
Cementing
(Mobile)
When evaluating just our Scope 1 and 2 emissions 
profile, stationary diesel combustion in our 
drilling rigs was the most prominent emissions 
source, accounting for approximately 89% of 
these emissions.
We additionally evaluated our corporate profile, 
including our Scope 3 emissions sources. After 
adding this into the analysis, Scope 3 emissions 
accounted for roughly 20% of our corporate 
emissions profile, primarily from the upstream 
production of diesel).
Our overall emissions have increased from our base 
year, due to increased business activity. 
Overall Emissions
Abraj’s top 6 GHG Emission Sources
25
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SCOPE 1 AND SCOPE 2 EMISSIONS
Abraj Scope 1 and Scope 2
Our Scope 1 emissions are defined as those from 
sources we directly own and control, such as rigs, 
while our Scope 2 emissions are defined as those 
resulting from off-site and third-party generation of 
purchased or acquired electricity, heating, cooling 
and/or steam consumed by Abraj.
There is no flaring in Abraj processes.
Emissions factors used in calculating our emissions 
are based on IPCC (2006) methodologies, 
and 
Global 
Warming 
Potential 
factors 
are 
based on IPCC Assessment Report 6 (2019), 100-
year timeframe.
Our 2021 and 2022 data gathering processes 
noted data gaps and some issues in categorising 
mobile and stationary emissions. These are being 
addressed for future years.
We can break our Scope 1 and 2 emissions for 2021 
and 2022 into further detail, showing emissions by 
process and/or equipment, as shown.
Thousands of tonntes CO2e
2021
2022
Rigs (Stationary)
Rigs (Mobile)
Hoists (Mobile)
IFS (Mobile)
Hoist (Stationary)
Cementing (Mobile)
Adam Base (Electricity)
IFS (Stationary)
Head Office (Electricity)
Adam Base (Stationary)
Training Center (Electricity)
Guesthouse (Electricity)
Adam Yard (Electricity)
0
25
50
75
100
125
150
Scope 1 and 2 Emissions (tonnes CO2e) by Process and/or Equipment in 2021 and 2022
26
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SCOPE 3 EMISSIONS 
Abraj Scope 3
We conducted a screening level assessment of 
our Scope 3 emissions by using primary activity 
data (e.g. fuel consumption) and combining it with 
cradle-to-gate life-cycle emissions factors found 
in the available literature or taken from life cycle 
assessment databases such as Ecoinvent. This 
covers five of the fifteen Scope 3 categories for 
2021 and 2022.
We are aware that there is further detail to be 
captured within our Scope 3 emissions category, 
such as emissions from vehicles not owned by Abraj, 
business travel and others.
Work is ongoing to capture greater detail of  
emissions, as we continue to improve our 
understanding and accuracy around Scope 3 
emissions, however in the context of Abraj’s overall 
emissions the screening process suggests that the 
Scope 3 categories not captured in 2021 and 2022 
are not material (at a 5% threshold).
One notable influence on our Scope 3 emissions 
were the emissions from the production and 
manufacture of six new drilling rigs and associated 
equipment in 2021  (capital goods). While these do 
not occur on an annual basis, there will be periodic 
purchases of rigs as the company continues to 
grow. In 2021 there were nearly 6,000 tonnes of 
CO2e emissions due to the purchase of rigs. In 
2022, there were no Capital Goods emissions 
because Abraj did not purchase any significant 
capital equipment such as rigs.
0
10
20
30
40
35
25
15
5
2021
2022
Waste generated in operations
Capital goods
Employee commuting
Fuel energy activities
Purchased goods and services
Thousands of tonntes CO2e
Scope 3 Emissions by Material Category 2021 and 2022
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DECARBONISATION AND PRELIMINARY EMISSIONS 
REDUCTIONS APPROACHES
Emissions Reductions Targets
Our current GHG reduction target is 7% reduction of 
emissions by 2030 from our 2021 base year, aligned 
to Oman’s Nationally Determined Contribution 
(‘NDC’). TPC have set out potential Scope 1 and 2 
decarbonisation reduction approaches aligned with 
IPCC and NDC targets, which we are considering.
With rigs as our most significant energy users, 
we look for ways to improve energy efficiency and  
to decarbonise.
Energy efficiency techniques relevant to our 
business 
under 
consideration 
include:
	` Establishing engine roadmaps to increase 
utilisation on high performance rigs.
	` Employing innovative, emerging technologies  
to boost rig efficiency.
	` Decreasing length of time engines operate at 
inefficient power levels.
	` Automated power management software, 
paired with energy storage solutions.
Fuel Switching
As the most significant source of our GHG Emissions 
come from diesel consumption, we are evaluating 
ways to reduce our diesel consumption. Fuel 
switching and electrification are two approaches 
under consideration.
	` Replacement of conventional fossil-fuel based 
feedstocks with low carbon feedstocks, such as 
biofuels or natural gas.
	` Biofuels are typically liquid fuels wholly or 
partially made from fuels whose feedstock 
was a plant-based material and can often be 
directly substituted into the applications where 
conventional fossil fuels are currently used.
	` Natural gas has lower CO2e emissions than 
diesel for an equivalent energy output, although 
retrofit of equipment, or purchase of new 
equipment could be needed, with its inherent 
embodied carbon and capital cost.
	` Independent GHG consultants, TPC has 
calculated that switching to natural gas could 
reduce our emissions by around 20,000 tonnes 
CO2e (2022).
Electrification can be achieved by connecting off-
grid operations to grid electricity. However, for oil 
and gas operations, often in remote areas, access 
to grid electricity can be difficult.
It is also worth noting that electrification by 
connection to grid electricity will only reduce the 
GHG emissions of operations when the electricity 
grid has a relatively low GHG emissions factor.
If Abraj were to electrify with integrated renewable 
energy, emissions reduction could be achieved.
Electricity Source Switching
Source switching is applicable for emissions sources 
that are already electrified. This represents only a 
small portion of our overall energy consumption 
and emissions, accounting for approximately 1.4% 
of our Scope 1 and 2 emissions. Most emissions 
related to electricity consumption relate to our 
facilities at Adam Base, Adam Yard, Guesthouse and 
Head Office.
We have identified an opportunity to reduce 
these emissions by changing the electricity 
source providing power to the locations, subject  
to feasibility.
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WATER 
Water use on well sites is largely controlled 
by our customers, and is used for drilling 
fluids, cleaning and other general needs.
We acknowledge the importance of responsible 
water use within our value chain, particularly given 
Oman’s water stress, and have reduced our water 
consumption by a total of nearly 60,000 m3 in 2022, 
in comparison with 2021, despite increased activity.
Abraj uses brackish (non-potable) fresh water in its 
drilling operations.
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WASTE 
Waste
As responsible environmental stewards we have 
procedures to ensure the safe handling of waste, 
and we work to reduce the amount of waste 
produced. We encourage all of our employees 
and contractors to Reduce, Reuse, Recycle, and 
Recover whenever possible.
Reduce
	` Reduce the use of single-use plastics bottled 
water. Instead use Reverse Osmosis machines 
to filter water and drink from water fountains.*
	` Reduce high consumption of water for  
washing vehicles and equipment. Use low  
water use jets for cleaning.
	` Reduce GHG emissions by using R410  
gases for Air Conditioning.
Reuse
	` Use washable cups/ glasses/ bottles instead of 
disposables as drink containers.*
	` Use washable gloves instead of single use 
disposable gloves.
Recycle
	` Recycle metal scrap for welding.
	` Recycle wood scrap for stoppers, wood 
dunnage, divider/ barriers etc.
	` Recycle engine/ hydraulic oil via downstream 
third-party companies with the expertise to 
safely convert it to alternative products.
Recover
	` Strip computer cords and other electrical 
components no longer fit for use, for the 
wires they contain.
	` Extract precious metals and other valuable 
materials from redundant/ no longer 
functioning electronics.
	` Separation of water through local STP.
	` Treating waste-water to make it safe for re-
introduction to the environment.
	` Refurbishing ‘waste’ items to make them 
functional again.
Well cuttings and hazardous waste produced 
during drilling activities are the responsibility of 
our customers, so our operations produce general 
waste, drilling cuttings, metal and wood scrap, and 
medical waste in small quantities.
Around 99% of the waste we 
generate is non-hazardous and 
disposed of in line with regulatory 
requirements, with a low potential for 
negative environmental impact.
Less than 1% of our waste is 
recyclable, mostly metal and wood. 
Less than 1% of waste generated 
through our activities is hazardous.
Thousands tonnes
Hazardous WasteTonnes
Non-hazardous WasteTonnes
Percentage of Waste RecycledPercentage (%)
0%
10%
20%
30%
40%
0
5
10
15
20
25
30
2021
2022
100% OF MATERIALS
USED IN OPERATIONS
UPSTREAM VALUE
CHAIN - SUPPLIERS
ABRAJ ASSETS
AND OPERATIONS
~18% diverted from waste - recycled
% diverted from waste - re-used
WASTE
Waste Generated and Percentage Recycled
*Our efforts have been affected by health and safety concerns from the ongoing COVID-19 pandemic
30
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ASSET INTEGRITY AND CRITICAL INCIDENT 
MANAGEMENT
We are committed to ensuring the integrity 
of our equipment, and all our employees go 
through environmental training during their 
induction to the company.
This enables us to communicate our asset integrity 
and critical incident policies and procedures, and the 
importance of preventing safety or environmental 
incidents. Practice drills are also conducted each 
month at each unit, to make sure our workforce is 
prepared in the event of any incident.
While we operate with care to avoid incidents, we 
thoroughly investigate as a Lost Time Incident any 
that occur, so that each incident is learned from 
and helps us to improve our working practices  
to prevent recurrence.
First joystick controlled
and disk brake rigs in Oman
First fast moving heavy
mobile rigs in Oman
First Variable Frequency
Drive rigs in Oman
First local company to
introduce fracking in MENA
Number of spills/volume of spills (m3) 
0
2
4
6
8
2021
2022
Number of Spills
Volume of Spills (m3)
Abraj has one of the youngest fleets in the MENA region 
due to a substantial amount of capital expenditure that 
was undertaken in the previous years allowing it to:
	` Attract top tier clients at attractive day rates
	` Minimise maintenance and repair expenses/capex
	` Optimising financial performance
Notifiable Spills
Abraj Fleet Highlights
Spill Management
Our approach to spill management focuses on 
prevention, and mitigation if needed. We take 
seriously any type of chemical or environmental 
spill, and reported them as incidents, with 
any spill larger than 10m3 considered reportable 
and recordable.
Tier 1 and Tier 2 Process Safety Events
Abraj has defined Tier 1 and 2 well process 
safety events in line with IADC requirements. We 
investigate all Well Process Safety related incidents 
and lessons learned from any incidents are 
shared with all our units, as part of our continuous 
improvement efforts to prevent recurrence.
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BIODIVERSITY AND  
ENVIRONMENTAL PROTECTION
Oman has a high level of biodiversity, with a 
diverse array of plant and animal species, 
including more than 1,200 plant species, 
1,100 fish species, 300 bird species, 75 
reptile species, thousands of invertebrate 
species and endangered species such 
as the Arabian Oryx, Arabian Tahr and  
Arabian Leopard. 
The main threats to Oman’s biodiversity include 
overgrazing, habitat loss, damage to coastal and 
marine ecosystems, invasive species, population 
growth and modern technology.
Our customers largely control the oversight 
of biodiversity initiatives in the places where 
we operate, but we understand the value of 
biodiversity protection and support efforts to 
preserve it in line with the National Biodiversity 
Strategy and Action Plan, which was adopted in 
2001 and focuses on safeguarding and conserving 
habitats and biodiversity.
We are mindful to minimise our impact on  
ecosystems and operate in line with guidance 
for 
the 
Oil 
and 
Gas 
Industry 
from 
the 
Environment Authority of Oman, established 
in 
2020, 
which 
has 
wide 
powers 
that 
include the implementation and enforcement of 
environmental 
regulations.
Our advancements in drilling technology helping 
to reduce our direct environmental impact on local 
habitats and communities, while continuing to 
deliver for our customers.
‘The preservation of the environment is 
a collective responsibility that is not 
bounded by the political borders of 
countries, accordingly, a person 
must contribute to preserving the 
environment, reconcile with it, 
deal with it rationally, and pay 
attention to the many causes 
of pollution, whether natural, 
biological, industrial, chemical, 
or physical, and for many 
people, limit random 
reproduction and preserve 
what remains of its 
pastures and waters, 
away from the effects 
of desertification 
and drought.’
- His Majesty Sultan Qaboos 
bin Said bin Taimur Al Said - 
may God rest his soul - from 
his speech to The Earth 
Summit Conference,  
Rio de Janeiro, Brazil,  
3 June 1992
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CLIMATE ADAPTATION  
AND RESILIENCE
The Company is exposed to risks related to 
climate change. The physical and transition 
risks of climate change are becoming more 
apparent and may introduce long-term risk 
into the Company’s business.
Climate change risks include physical risks resulting 
from changing climate and weather patterns and 
extreme weather-related events, as well as transition 
risks resulting from the process of adjustment 
towards a lower carbon, climate-resilient or 
environmentally sustainable economy (including 
policy changes, legislative changes, technological 
progress and behavioural changes).
Both physical risks and transition risks can have 
financial consequences, for example through higher 
insurance settlements or disruptions to operations.
While we have begun to assess the scale of our GHG 
emissions and ways in which we can reduce them, 
assessing the financial implications and other risks 
and opportunities due to climate change is an area 
for improvement that we are beginning to address.
The Sultanate of Oman has also outlined a net zero 
strategy that will likely be incorporated into policies, 
regulations, legislation that may also affect Abraj 
through additional costs and compliance.
Climate-related risks will be assessed for their 
potential to generate substantive impacts to our 
business, and the likely impact of substantive risks 
described. Those risks will then be integrated with 
our corporate and operational risk registers. We 
will also calculate the financial cost of potential 
impacts and the cost of mitigating them in 
accordance with emerging global standards 
on these topics.
We will also assess climate change 
related 
opportunities 
for 
our 
business, such as drilling for CCUS 
or geothermal energy, as well as 
technological 
innovations. 
As 
Abraj develops opportunities 
we 
will 
report, 
relevant 
assumptions, expenditures 
and 
timelines.
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abrajenergy.com
RESOURCEFUL 
PEOPLE

Abraj’s Social initiatives are targeted at the working environment 
and career prospects for Abraj’s employees, our impact on local 
communities, Omani employment, and delivering in-country value.
Our workforce of over 2,500 employees, (92% of whom are Omani), are 
employed by Abraj under employment conditions and standards that 
are in line with international operators in Oman. Twenty-five different 
nationalities are reflected in our workforce, and fair and equal work 
opportunities are given to all.
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SUSTAINABILITY REPORT 2022

SOCIAL INITIATIVES
People are treated fairly, regardless of their 
background, nationality, gender, and age. 
They are supported at all aspects related 
to work and we celebrate social occasions 
along 
with 
employees, 
and 
regularly 
undertake an employee engagement survey.
Occupational Health and Safety 
Providing a safe work environment is one of our 
core responsibilities, and we are proud of the 
safety culture we have created, underscored by 
our safety performance. Our Health, Safety and 
Environment (‘HSE’) vision is an incident free 
work environment, and we maintain ISO 45001 
(Occupational Health and Safety Management 
System) certification that is audited regularly by 
third parties.
We believe that it is unacceptable for people or 
the environment to be negatively impacted by our 
operations. This vision is integrated into operations 
and drives the way we do things as a team. Our 
safety at work culture extends to workplace 
and environmental safety, and is reinforced by 
our leaders. We challenge our teams to strive 
towards best safety practices, and to follow a 
zero-tolerance approach to unsafe actions. The 
Abraj HSE department supports this challenge by 
monitoring HSE data through world class software 
and procedures.
Leadership and commitment are vital for our 
strategy. We support our leaders to embody safe 
working and lead by example. We expect them to 
challenge their teams to strive towards best safety 
practices and to follow a zero-tolerance approach 
to unsafe actions. Abraj’s HSE department monitors 
HSE data through world class Software, capturing 
HSE performance data in our tailored applications.
Our long-term business success depends on our 
ability to continually improve HSE performance in 
a systematic manner through target setting, audits, 
industry best practices and bench-marking, to 
protect health and safety of personnel and assets.
We require active commitment and accountability 
for HSE from all employees and stakeholders, with 
managers leading communication, implementation, 
and ensuring compliance with, HSE policies  
and standards.
We are committed to:
	` protect, and strive for the improvement of health 
and safety of our people at all times.
	` set HSE performance objectives, measure 
results, assess and continually improve 
processes, through the use of an effective 
management system.
	` communicate openly with stakeholders and 
ensure an understanding of our HSE policies, 
standards, programs, and performance, as well 
as rewarding outstanding HSE performance.
	` improve our performance on issues relevant 
to our stakeholders that are of global concern, 
on which we can have an impact, and share 
with them our knowledge of successful HSE 
programs and initiatives.
	` provide required procedures, effective control of 
work, and lifesaving rules.
	` empower our employees and contractors to 
intervene and stop any unsafe work with full 
support from our management.
	` meet specified customer requirements and 
ensure continuous customer satisfaction.
	` plan for, respond to, and recover from any 
emergency, crisis, and/ or business disruption.
	` ensure personal protective equipment 
compliance during activities where it is required.
	` ensure that all employees are competent to 
carry out their duties and provide all information, 
instructions, supervision and necessary training 
required to carry out work safely.
	` recognise and reward safe behaviour 
and performance.
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HAZARD IDENTIFICATION, RISK ASSESSMENT  
AND INCIDENT INVESTIGATION
As 
part 
of 
our 
commitments 
to 
working safely, in addition to baseline 
hazard 
identifications 
carried 
out 
and 
documented 
in 
our 
operational 
procedures, our workers are empowered 
to proactively identify potential hazards 
and use Stop Work Authority.
Hazards identified are reviewed on a Daily basis 
through TRIC cards (Tool Box Talk Risk Identification 
Cards) done prior each job and incorporated into the 
risk assessments and Job Safety Analyses (‘JSA’) 
that are performed for operations we undertake 
and are reviewed monthly. Hazards and safety 
information are communicated through JSAs, 
toolbox talks, safety alerts, and safety campaigns.
Any incidents are managed according to our incident 
management procedure and investigated using 
ICAM or 5 Whys methodology, including participation 
from any third parties, depending on the severity of 
the incident, to ensure that any incidents are learned 
from to prevent recurrence. Lessons learned are 
shared throughout our company.
Health hazards related to our activities are identified 
via Health Risk Assessment and Drilling Hazard 
Effect Assessment, with medical assessments 
carried out pre-employment and then every two 
years, to ensure our personnel are fit to work and not 
experiencing any negative health impacts relating to 
their work.
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SAFETY
Abraj’s HSE vision is to operate an incident-
free work environment, supported by our 
highly developed health and safety culture.
This vision drives the way the we conduct our 
operations and we expect management to 
challenge our teams to strive towards best safety 
practices, and to follow a zero-tolerance approach 
to unsafe actions.
We are a member of the Oman Society of 
Petroleum Services (‘OPAL’), which aims to unite 
oil and gas companies in Oman to agree and 
promote high standards of work, as well as to 
increase 
competencies 
and 
professionalism 
among stakeholders. Our HSE department has 
implemented 
extensive 
training 
programmes, 
campaigns and awareness programmes in order to 
increase safety awareness and minimise time lost 
to injuries and permanent disabilities.
Our HSE management system and culture is 
highly valued by its customers and provides it 
with a competitive edge when tendering for new 
projects, and supports customer retention. On-site 
compliance of the Company’s HSE management 
system with its customers’ requirements is then 
regularly reviewed by customer representatives.
Our 
HSE 
performance 
indicates 
a 
strong 
safety culture in line with global standards. This 
benchmarking is based on 2021 data, as 2022 
data are not yet widely published for comparison. 
However, our performance has continued to 
improve, with LTIF reduced by 70% in 2022 and TRCF 
more than halved.
0
4
8
11
15
2021
2022
Fatalities - Contractors
Fatalities - Employees
Lost Time Incidents - Contractors
Lost Time Incidents - Employees
Recordable Incidents - Contractors
Recordable Incidents - Employees
LTIF 2021
TRCF 2021
USA
Africa
Europe
Industry Total
Middle East
Abraj
ADNOC Drilling
KCA Deutag
PDO
NABORS
USA
Africa
Industry Total
NABORS
Europe
Abraj
Middle East
KCA Deutag
ADNOC Drilling
PDO
0
0.5
1
1.5
2
2.5
0
2
4
6
8
10
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
Total Recordable Incident Rate (TRIR)
Total Lost Time Incident Rate (LTIR)
Fatality Rate
Total Recordable Incident Rate (TRIR)
Total Lost Time Incident Rate (LTIR)
Fatality Rate
2021
2022
HSE Incidents
Recordable and Lost Time Incident Rates (Zero fatalities)
38
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
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ESTIDAMA JOURNEY

2022 SAFETY PERFORMANCE
In 2022, we recorded no lost time incidents 
or fatalities, and only 5 recordable incidents, 
reduced from 12 in 2021. This improved 
performance means that in 2022 our Total 
Recordable Incident Rate has decreased to 
0.17 per 200,000 hours worked.
Our detailed monitoring of HSE performance allows 
us to see and report contractor safety as well as that 
of employees and demonstrates our commitment 
to the safety of entire workforce.
Our contractors are also required to record their own 
HSE performance data and share the information 
with us. To ensure safe performance, contractors 
update their safety data (including personnel, their 
training record, and hours worked) with us on a 
monthly basis and we review performance with 
them at least once a year.
The central 
warehouse records 
nine years of lost time 
injury free operations
39
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
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ABRAJ EYES
Abraj Eyes, our Closed-Circuit TV (‘CCTV’) 
Monitoring programme, began in 2020 
to reduce at-risk behaviours on site. The 
goal was to address these behaviours 
through both increased supervision and 
positive interventions.
Initially, Rig Floor CCTV cameras at six rigs were 
streamed live to the Head Office, where the drilling 
superintendent viewed the stream and provided 
feedback. Later, two dedicated resources were 
included in the Abraj Eyes team, one with a drilling 
background, and another with a HSE background.
Their experience helped in identifying at-risk 
behaviours at the Rig floor, while accumulating data 
for learning and analysis.
By the end of 2021, all Abraj Drilling, Work-Over and 
Fracturing fleets were added to the Abraj Eyes 
program. Abraj Eyes videos are shared with the sites, 
and weekly high value learnings from the Abraj Eyes 
are discussed in Head Office.
Abraj Eyes also features a direct paging mechanism, 
where staff can directly call the Driller cabin for 
intervention of any at-risk behaviour.
Many other engineering controls and processes 
were introduced because of lessons from 
Abraj Eyes. For example, Abraj introduced a 
lifting tool for lifting sub at the rig floor and 
updated many safe operating procedures 
and job safety analyses.
Abraj has implemented a state-of-
the-art Abraj Eyes room where all 
cameras from all units will stream to 
the Abraj Eyes. Multiple personnel 
will be viewing the live videos 
24/7 and paging the sites for 
immediate intervention.
0.00
0.50
1.00
1.50
2.00
2.50
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22
Sep-22
Rolling LTIF
Rolling TRCF
0
50
100
150
200
250
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22
Sep-22
Abraj Eyes - At Risk Behaviour
Abraj Recordable Incident Frequency
Abraj Eyes - At Risk Behaviour
40
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
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ESTIDAMA JOURNEY

EMPLOYMENT PRACTICES
Parental Leave
Abraj recognises the importance of the well-being 
of our workforce and is striving to create a working 
environment where employees have the support 
they need to flourish personally and professionally. 
As part of this our employees receive medical 
insurance, life insurance and parental leave.
Of employees who took parental leave in 2022, all 
have returned to work and remain active employees, 
demonstrating the value of supporting our 
employees in their work-life balance.
We also make health screening available to our 
employees and run relevant health campaigns to 
help our employees look after their health.
Non-Discrimination and  
Equal Opportunity
Abraj 
is 
committed 
to 
equal 
opportunity 
employment, 
and 
while 
we 
work 
towards 
Omanisation, we also celebrate the variety that 
diverse experience brings to roles that local 
talent are not currently available to fill. 
Our 
workforce 
included 
25 
different 
nationalities through 2022, with 92% 
Omani employees, and 42% of our 
senior management positions held by 
Omani 
employees.
0%
20%
40%
60%
80%
100%
2021
91%
47%
92%
42%
2022
Percent of Omani Employees
Percent of Omani Employees in Senior Management Positions
Workforce Omanisation over 90% for years ending 2021 and 2022
41
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INTRODUCTION TO ABRAJ
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ESTIDAMA JOURNEY

TRAINING AND DEVELOPMENT
Our obligations extend beyond health and 
safety. Abraj provides ongoing training and 
continuing professional development for 
its employees.
To support this need for development, we have 
recently 
created 
a 
competency 
framework 
for the majority of site and office jobs, used to 
assess training needs and to monitor employee 
development 
and 
promotion-readiness.
We have an in-house training centre and provide 
certification on completion of training courses. The 
variety of courses we offer continues to grow and 
cover a broader variety of competencies, adding 
We believe that the 
development of 
human capital leads 
to a successful 
organisation
0
20
20
30
40
2021
2022
Environmental and Emergency Response Trainings for Employees
HSE Training for Employees
Safety Training for Employees
0
100
200
300
400
2021
2022
Thousand Hours
Management
Professional
Supervisor
Skilled
Semi-skilled
Unskilled
Average Training Hours per Employee
Training Hours Provided
value for our workforce and that of Oman as a 
whole, as well as ensuring we expertly deliver safe 
operations for our clients.
There was an unusually large amount of Skilled 
training provided in 2021, as we added six new rigs 
to our fleet.
42
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

CORPORATE SOCIAL RESPONSIBILITY
Abraj recognises its responsibilities to 
community 
and 
national 
stakeholders 
through its Corporate Social Responsibility 
(‘CSR’) activities
We continually aspire to have positive impact on 
developing the community through supporting 
social causes of charitable foundations, non-
governmental organisations and local associations.
Social Impact and Community 
 Engagement Efforts
In recent years Abraj has allocated over USD 422,000 
to these efforts, with USD 117,400 donated in 2021, 
supporting five governmental schools, purchasing 
equipment for Al-Masra Hospital, sponsorship of 
a scientific forum at the Sultan Qaboos University 
College of Engineering, donating to the Oman 
Charitable Organisation and other causes.
Responsible Sourcing and  
Supply Chain Sustainability
At Abraj we strive to ensure that our supply chain 
reflects our values, so we try to partner with 
appropriate vendors, and operate a system of 
vendor registration and maintain a master list 
of approved vendors, with SAP used to help us 
track our vendor interactions. We require safety 
and governance standards from our vendors and  
will work to incorporate social screening into our 
vendor registration process.
43
SUSTAINABILITY REPORT 2022
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SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

abrajenergy.com
RELIABLE  
PARTNER

Abraj holds the highest standards and emphasises the importance of 
integrity in its business.
In addition to considering strategic and risk issues, the Abraj Board 
reviews and approves all policies, including our Corporate Governance 
Manual, Manual of Authorities, Code of Business Conduct (Anti-
corruption and Bribery policy, including whistleblowing), Anti-Fraud Policy 
and Procurement Policy.
These are implemented across our business operations, including 
consultants, contractors, and suppliers. In order to assure best 
governance practice, Abraj reviews and amends its policies at least 
every three years.
SUSTAINABILITY REPORT 2022
45
SUSTAINABILITY REPORT 2022

0%
25%
50%
75%
100%
2021
2022
Male Board Members
Female Board Members
GOVERNANCE
The Company has appointed a Board of 
Directors (‘Board’) that complies with all 
applicable CMA and CCL requirements, 
including the requirement for independent 
directors, which represent the interests of 
all Shareholders.
Three of seven of the Company’s board directors are 
independent directors in accordance with Article 
114 of the SAOG Regulations and the description 
of ‘Independent Directors’ contained in principle 8 
of the Code. The governance of Abraj addresses 
the Board structure, roles and responsibilities, 
Board effectiveness and board conduct (including 
conflicts of interest).
The Abraj board of directors is ultimately responsible 
for the good governance of the company. The 
company believes that ethical standards are 
essential to the growth, health, and sustainability 
of corporate governance, employees, suppliers, 
customers, 
and 
shareholders. 
Abraj 
has 
a 
competent and diverse board reflecting expertise 
from governance, finance, the oil and gas industry 
and capital markets.
The Board supervises the interests of stakeholders, 
the creation of a culture aimed at long-term 
value creation, the internal audit function and the 
effectiveness of internal risk management and control 
systems. Abraj’s management team is charged with 
day-to-day management and is responsible for the 
continuity and optimisation of its business to create 
long-term value for its stakeholders.
Ahmed Al Azkawi
Deputy Chairman
Ayad Al Balushi
Chairman
Mashael Yaseen Moosa
Board Member
Muhsin Alrustom
Board Member
Khamis Al Saadi
Board Member
Dr. Amer Al Rawas
Board Member
Azzam Al Kiyoumi
Board Secretary
Ashraf Al Mamari
Board Member
2021
2022
Omani Board Members
Non-Omani Board Members
0%
25%
50%
75%
100%
2021
2022
0%
25%
50%
75%
100%
Independent Directors
Non-Independent Directors
Abraj holds the highest standards and emphasises 
the importance of integrity in its business. In addition 
to considering strategic and risk issues, the board 
has reserved to itself the authority to approve all of 
Abraj’s policies, manuals and guidelines.
Board Gender Representation
Board Omanisation
Board Independent vs  
Non-independent Directors
46
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OVERSIGHT AND ANTI-CORRUPTION
Board Committees
To assist the Board in performing its obligations, the 
Board may form committees to advise it and make 
recommendations on certain matters.
Currently, the board has an Executive Committee, 
Audit and Risk Committee and Nomination and 
Remuneration Committee each comprising of  
three directors.
The Board may establish other committees 
from 
time 
to 
time, 
accordance 
with 
its 
governance requirements.
Anti-Corruption
Code of Business Conduct
The importance of the Code of Business Conduct 
(including Anti-corruption and Bribery policy, 
including whistleblowing) to management, staff 
and consultants, contractors, and suppliers is 
emphasised contractually and through regular 
education materials shared with staff on an 
annual basis.
The Abraj Code of Business Conduct sets the guiding 
principle of ethical standards. It drives the way we 
conduct business in all our areas of operation. As 
such, the company and all related parties adhere 
to the values and behaviours outlined in the Code 
across all activities and expects the same of all 
those working for Abraj.
The key areas addressed by the Code are:
	` Company Assets
	` Administration
	` Personal Integrity
	` Gifts and Entertainment
	` Public Officials Business
	` Integrity Health
	` Safety and Environment
	` Workplace Practices
	` Whistle-blowing
47
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ESTIDAMA JOURNEY

SENIOR MANAGEMENT
Abraj’s 
senior 
management 
team 
is 
charged 
with 
day-to-day 
management 
and is responsible for the continuity and 
optimisation of its business to create long-
term value for its stakeholders and has 
operational responsibility for ESG and 
sustainability in line with Abraj’s strategy. 
Abraj’s current management team demonstrates 
many years of experience in the drilling and well 
services business and is currently composed  
as follows:
Saif Said Al Hamhami
Chief Executive Officer
Dr Abdul Raouf Al Tobi
General Counsel
Lakshmi Rajan
Chief Financial Officer
Salah Al Harthy
Business Development Director
Saif Al Hussanini
Director - Drilling and Workover
48
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
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ESTIDAMA JOURNEY

ECONOMIC IMPACTS
In-Country Value 
In the context of the Sultanate’s In Country Value (‘ICV’) 
Blueprint Strategy, maximising local content is of high 
importance in Abraj’s day-to-day decision-making. ICV 
is an important objective for us to drive sustainable 
local content growth through the localisation of 
procurement and the development of our manpower.
We are fully committed to maximising the ICV 
principles in order to achieve the objectives of 
Oman’s sustainable development through upskilling 
of local capabilities, as well increasing locally 
sourced goods and services.
Abraj takes pride in its efforts of Omanisation, 
for which it has become an industry leader  
with dedicated in-house training facilities to develop 
employees’ skills.
We have made significant contributions to the Omani 
economy through its ICV Program in line with the 
Sultanate’s ICV Blueprint Strategy and supporting 
0%
25%
50%
75%
100%
2021
2022
25%
10%
29%
73%
11%
24%
22%
7%
Made in Oman
National Supplier
Foreign Supplier
SME
Thousands US$
Amount Spent on
Local Goods
and Servicesk USD
Amount Spent on
Foreign Goods
and Servicesk USD
ICV (In Country Value)
Index Percentage (%)
0
10%
20%
30%
40%
50%
60%
70%
80%
90%
0
50
100
150
200
250
300
2021
2022
2021
2022
1%
3%
77%
86%
National Supplier
Foreign Supplier
SME
22%
11%
0%
25%
50%
75%
100%
Abraj ICV: Goods Purchases
In Country Value
Abraj ICV: Services Purchases
SMEs in line with the Riyada requirements. We are 
committed to achieving the objectives of Oman’s 
sustainable development through upskilling local 
capabilities and increasing local sourcing of goods 
and services.
Sourcing of ‘made in Oman’ goods and services 
takes a priority in Abraj through our procurement 
processes, 
and 
we 
have 
supported 
local 
manufacturers in developing and improving their 
production and the quality of their products. Abraj 
also prioritises purchases from small and medium 
enterprises, and local communities.
The following charts shows Abraj’s ICV performance 
over recent years in terms of purchases and 
services. Foreign purchases in 2021 were higher as 
Abraj purchased four new state-of-the-art drilling 
rigs from an international manufacturer, as there are 
no local vendors for this specialist equipment. The 
actual spend on local goods is otherwise similar to 
previous years
49
SUSTAINABILITY REPORT 2022
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RELIABLE PARTNER
ESTIDAMA JOURNEY

abrajenergy.com
ESTIDAMA 
JOURNEY

Abraj has been working to develop its Estidama Roadmap 
for the coming years.
On the following page we have set out the headline summary 
of the strategy, together with focus areas and initiatives that 
will be the priority in the medium-term.
SUSTAINABILITY REPORT 2022
51
SUSTAINABILITY REPORT 2022

ESTIDAMA ROADMAP
0
Abraj aspires to demonstrate sustainability leadership in its markets, in line with our vision to revolutionise the industry
Target Net Zero by 2050
Sustainable
Energy
Resourceful
People
Reliable
Partner
Diversify our Business Activities
Investing in energy efficiency
Decarbonise our services
Evaluating new opportunities
We aim to harness energy responsibly 
by enabling lower-carbon intensity in
the services we provide, through our
supply chain and in our operations
Maintain safety as our first priority
Achieve gender diversity and
high Omanisation levels through
our business
Continue talent program for future 
capabilities and retention
We rely on the safety, talent, and 
performance of our people to deliver 
excellence and innovation for Abraj
and the Oman of the future.
OUR PRIORITIES
OUR INITIATIVES
OUR FOCUS
OUR ASPIRATION
Abraj Zero Harm
Enable Diversity
Talent Development
Ensuring Asset Integrity
Partner Ethically and Profitably 
with Clients and Suppliers
Maintain asset integrity
and availability
Supply chain upskilling reviews
Enhanced governance practices
Delivering reliable business results, 
through strong corporate governance 
and partnerships will minimise adverse 
effects on the environment and society.  
Strategy
Enablers 
8.1 Reporting & Measuring
8.2 Capability Development
8.3 Communications
8.4 Stakeholder Engagement
1.1
1.2
2.1
3.1
4.1
5.1
6.1
7.1
7.2
Economic impacts
7.3
1
2
3
4
5
6
7
8
52
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GLOSSARY AND ABBREVIATIONS
TERM 
MEANING
API Q2
American Petroleum Institute Specification: Quality Management for Service Supply  
Organizations for the Petroleum and Natural Gas Industry (2nd Edition)
CCL
The Commercial Companies Law of Oman issued by Royal Decree 18/2019.
CCTV
Closed-circuit television or video surveillance
CCUS
Carbon capture use and storage
CI
Continuous Improvement
CMA
The Capital Market Authority of Oman
CO2e
Carbon dioxide equivalent (GHG Emissions)
ESG
Environment, Social and Governance
GCC
Gulf Cooperation Council
GHG
Greenhouse Gas
GRI
Global Reporting Initiative
HSE
Health, Safety and Environment
ICV
In Country Value
IPCC
Intergovernmental Panel on Climate Change
ISO
International Organization for Standardization
JSA
Job Safety Analysis
KPI 
Key Performance Indicator
LTIF
Lost time injury frequency
MENA
Middle East and North Africa
MWh
Megawatt-hour
RO
Omani Riyals (currency)
SAOC
Societe-Anonyme-Omanaise-Closed,  
an Omani closed joint stock company
STP
Sewage treatment plant
TCIF
Total recordable case frequency
TPC
Three Pillars Consulting 
TRIR
Total recordable incident rate
USD
US Dollars (currency)
53
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GRI CONTENT INDEX
GRI 1 USED
GRI 11 - Oil and Gas Sector 2021
STATEMENT OF USE
Abraj Energy Services has reported the information cited in this 
GRI content index for 2021 with reference to the GRI Standards.
GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
GRI 1 – 
Foundation 
2021
Requirement 1: Apply the  
reporting principles
Whole document
Requirement 2: Report the disclosures 
in GRI 2: General Disclosures 2021
See GRI 2 below
See GRI 2 below
2-5: Carnrite Group and Three Pillars have reviewed and prepared 
our reported information
Requirement 3: Determine  
material topics
Page 17-18
Requirement 4: Report the disclosures 
in GRI 3: Material Topics 2021
Disclosure 3-1 Process to 
determine material topics
Pages 17-18
Disclosure 3-2 List of  
material topics 
Pages 17-18
Disclosure 3-3 Management 
of material topics 
Pages 19-52
Requirement 5: Report 
disclosures from the GRI  
Topic Standards for each 
material topic
Pages 19-52
Requirement 6: Provide 
reasons for omission for 
disclosures and requirements 
that the organization cannot 
comply with
Explanations in GRI Content Index
Requirement 7: Publish a GRI 
content index
See GRI Content Index
Requirement 8: Provide a 
statement of use
See beginning of GRI Content Index
Requirement 9: Notify GRI 
In progress
54
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GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
GRI 2 – General 
Disclosures 
2021
Disclosure 2-1  
Organizational details 
2-1: Pages 7-17
Disclosure 2-2 Entities 
included in the organization’s 
sustainability reporting 
2-2: Page 12
Disclosure 2-3 Reporting 
period, frequency and  
contact point 
2-3: Page 12
Disclosure 2-4 Restatements 
of information 
2-4: n/a
Disclosure 2-5  
External assurance
GRI 3 – Material 
Topics 2021
Determine Material Topics
3-1 Process to determine material topics 
Disclosures on Material Topics
3-2 List of material topics
3-3 Management of material topics
GRI Content Index continued...
55
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ESTIDAMA JOURNEY

GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
Occupational 
Health and 
Safety​
Occupational health and safety 
management system ​
403-1​
Page 36, ‘Resourceful People’ section, ‘Social Initiatives’ page, 
column one, first paragraph of ‘Occupational Health and Safety’.​
 ​
Hazard identification, risk assessment, 
and incident investigation ​
403-2​
Page 37, ‘Resourceful People’ section, ‘Hazard identification, risk 
assessment and incident investigation’ page. ​
​
Occupational health services ​
403-3​
Page 37, ‘Resourceful People’ section,  ‘Hazard identification, risk 
assessment and incident investigation’ page, final paragraph.​
​
Worker participation, consultation, 
and communication on occupational 
health and safety ​
403-4​
Page 37, ‘Resourceful People’ section,  ‘Hazard identification, risk 
assessment and incident investigation’ page. Communication 
through JSAs, toolbox talks, safety alerts, and safety campaigns.​
​
Worker training on occupational  
health and safety ​
403-5​
Page 42, ‘Resourceful People’ section, ‘Training and  
Development’ page.​
​
Promotion of worker health ​
403-6​
Page 41, ‘Resourceful People’ section, ‘Employment Practices’ 
page, first paragraph.​
​
Prevention and mitigation of 
occupational health and safety 
impacts directly linked by  
business relationships ​
403-7​
Page 37, ‘Resourceful People’ section,  ‘Hazard identification, 
risk assessment and incident investigation’ page, 
paragraphs three and four.​
​
Workers covered by an occupational 
health and safety management system ​
403-8​
​
Man hours for employees and workers who are not 
employees are recorded on a monthly basis to the Abraj HSE 
department, who evaluate and record the data. Contractors 
submit their HSE performance data to Abraj on a monthly basis, 
which is reviewed by Abraj, who conduct at least one HSE review 
meeting per year with contractors. Contractors are required to 
maintain an up to date list of all personnel employed to work on 
Abraj projects, along with their training records, which are shared 
with Abraj’s HSE department on a monthly basis for review.  ​
Work-related injuries ​
403-9​
Incident rates shown in page 38, ‘Safety’.​
We maintain detailed records of any incidents, 
including investigation, findings and lessons learned and 
shared. We record incidents by fatality, Lost Time Incident, 
Recordable Injury, Medical Treatment Case, Restricted Work 
Case, First Aid Case, Equipment Damage, Environmental Incident, 
Near Miss, Road Traffic Accident, Process Safety Incident. ​
Work-related ill health ​
403-10​
Incident rates shown in page 38, ‘Safety’.​
See above.​
Asset 
Integrity and 
Critical Incident 
Management​
Significant spills ​
306-3​
Page 31, ‘Sustainable Energy’ section, ‘Asset Integrity  
and Critical Incident Management page,  ‘Spill  
Management’ paragraph.​
We maintain an Environmental Risk Register addressing potential 
incidents and their associated potential impacts.​
Tier 1 and Tier 2 process safety events ​
306-additional​
Page 31, ‘Sustainable Energy’ section, ‘Asset Integrity and 
Critical Incident Management page,  ‘Tier 1 and Tier 2 Process 
Safety Events’ paragraph.​
Abraj has defined Tier 1 and 2 well process safety events in 
line with IADC and API requirements.​
GRI Content Index continued...
56
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ESTIDAMA JOURNEY

GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
Economic 
Impacts​
Direct economic value generated 
and distributed ​
201-1​
Page 43, ‘Resourceful People’ section, ‘Corporate 
Social Responsibility’ page and ‘Reliable Partner’ section, 
‘Economic Impacts’ page. ​
This is a topic on which we are working to record and report 
in greater detail.​
Proportion of senior management 
hired from the local community ​
202-1​
Page 41, ‘Resourceful People’ section, ‘Employment 
Practices’, ‘Non-Discrimination and Equal Opportunity’  
paragraph and ‘Workforce Omanisation’ chart.​
Abraj defines senior management as CEO and Directors.​
Infrastructure investments and 
services supported ​
203-1​
​
This is a topic on which we are working to record and report 
in greater detail.​
Significant indirect economic impacts ​
203-2​
​
This is a topic on which we are working to identify impacts, record 
and report in greater detail.​
Proportion of spending on  
local suppliers ​
204-1​
Page 49, Reliable Partner section, ‘Economic Impacts’ page, 
ICV charts.​
Abraj define local as being within the Sultanate of Oman.​
GHG Emissions​
Energy consumption within  
the organisation ​
302-1​
Pages 25 and 26, ‘Sustainable Energy’ section, ‘GHG Emissions’ 
page and ‘Scope 1 and Scope 2 Emissions’ page.​
 ​
Energy consumption outside  
of the organisation ​
302-2​
Page 27, ‘Sustainable Energy’ section, ‘Scope 3 Emissions’ page.​
​
Energy Intensity ​
302-3​
​
We are working to establish an intensity baseline.​
Direct (Scope 1) GHG emissions ​
305-1​
Pages 25 and 26, ‘Sustainable Energy’ section, ‘GHG Emissions’ 
page and ‘Scope 1 and Scope 2 Emissions’ page.​ 
​
305-1(a)
132,374.22 tonnes of CO2e
305-1(b)
CO2, CH4, N2O, HFCs, NF3, SF6 and PFCs (when applicable)
305-1(c)
0 tonnes of CO2e
305-1(d)
2021
305-1(d)(i)
The base year for which Abraj has a full year of reporting and 
which represents a normal year of operation is 2021.
305-1(d)(ii)
117,311.24 tonnes of CO2e
305-1(d)(iii)
N/A
305-1(e) 
GWP factors are from IPCC (2006) methodologies for Stationary 
and Mobile Emissions Sources
305-1(g)
Standards: The GHG calculations were done in accordance with 
the GHG Protocol Corporate Standard 2, GHG Protocol Scope 3 
Standard 3 and ISO 140644
GRI Content Index continued...
57
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
GHG Emissions 
continued...
305-1(g)
Assumptions: Incomplete stationary and mobile fuel records 
for each month in 2022 were identified and the missing months 
were estimated from the pattern of usage from the months for 
which fuel was available.There were vehicle emissions from 
vehicles not owned by Abraj reported in Scope 3. It was not clear 
if these vehicles operate solely within a single Abraj facility or if 
these vehicles are responsible for transport between different 
Abraj assets/facilities. Thus, the latter was assumed, meaning 
that these were categorized as Category 1 Scope 3 emissions 
(i.e. upstream contracted goods and services). Abraj has not 
separately reported the use or consumption of refrigerants.
Energy indirect (Scope 2)  
GHG emissions ​
305-2​
Pages 25 and 26, ‘Sustainable Energy’ section, ‘GHG Emissions’ 
page and ‘Scope 1 and Scope 2 Emissions’ page.​ 
​
 305-2(a)
1,537.37 tonnes of CO2e
305-2(b)
Market-based energy consumption data is not available in Oman 
(e.g. residual emissions factors) nor does Abraj engage in power 
purchase agreements or purchase of energy attribute certificates
305-2(c)
CO2, CH4, N2O
305-2(d)
2021
305-2(d)(i)
The base year for which Abraj has a full year of reporting and 
which represents a normal year of operation is 2021.
305-2(d)(ii)
1,164.48 tonnes of CO2e
305-2(d)(iii)
N/A
305-2(e)
Abraj consumes electricity from the Oman electricity grid. Oman 
does not publish public information on the GHG intensity of its 
grid. Three Pillars Consulting identified the sources of energy 
used and the types of power plants employed to power the grid 
from publicly available sources. In general, Oman’s grid is primary 
natural gas, with small amounts of renewables (i.e. solar PV). The 
natural gas power plants are a mix of open and closed cycle 
plants. This information was then used by Three Pillars Consulting 
to model the emissions from an average mix of open and 
closed cycle combustion of natural gas to create a customized 
emissions factor.
305-2(g)
Standards - The GHG calculations were done in accordance with 
the GHG Protocol Corporate Standard, GHG Protocol Scope 3 
Standard and ISO 14064. 
GRI Content Index continued...
58
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
GHG Emissions 
continued...
Other indirect (Scope 3)  
GHG emissions ​
305-3​
Page 27, ‘Sustainable Energy’ section, ‘Scope 3 Emissions’ page.​ 
​
305-3(a) 
33,431.23 tonnes of CO2e
 305-3(b)
CO2e*
 305-3(b)
*Scope 3 Emissions were calculated as a screening level analysis 
using life-cycle emissions factors that aggregate all emissions 
into CO2e. Further breakdown of all primary GHG emissions could 
be made available after a customized assessment of the Scope 3 
emissions is conducted.
 305-3(c)
0 tonnes CO2e
 305-3(d)
GHG emissions categories included in the calculation:  
Category 1 (Purchased Goods and Services)  
Category 2 (Capital goods)** 
Category 3 (Fuel and Energy Activities),  
Category 5 (Waste Generated in Operations), 
Category 7 (Employee Commuting)***
 305-3(d)
** In 2021 Abraj acquired 6 new drilling rigs and associated 
equipment included in Category 2 Scope 3 emissions. No similar 
purchases were made in 2022. 
***Part of the Scope 3 Category 1 emissions sources included 
vehicle emissions from vehicles not owned by Abraj reported 
in Scope 3. Three Pillars Consulting assumed these were used 
for transport between different Abraj assets/facilities and 
categorized as Category 4 Scope 3 emissions.
305-3(e)
2021
305-3(e)(i)
The base year for which Abraj has a full year of reporting and 
which represents a normal year of operation is 2021.
305-3(e)(ii)
30,496.69 tonnes of CO2e
305-3(e)(iii)
N/A
GHG emissions intensity ​
305-4​
 305-4(a) GHG emissions intensity ratio for the organization;  
see below. 
305-4(b)
Operating Hours (253,422 in aggregate for 2022)
305-4(c)
Scope 1 intensity; 0.52 tonnes CO2e/operating hour
305-4(c)
Scope 2 intensity; 0.01 tonnes CO2e/operating hour
GRI Content Index continued...
59
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
GHG Emissions 
continued...
305-4(c)
Scope 3 intensity; 0.13 tonnes CO2e/operating hour
305-4(c)
Total intensity; 0.66 tonnes CO2e/operating hour
305-4(d)
Gases included in the calculation - CO2, CH4, N2O, HFCs, NF3, 
SF6 and PFCs (when applicable)*
305-4(d)
*Scope 3 Emissions were calculated as a screening level analysis 
using life-cycle emissions factors that aggregate all emissions 
into CO2e. Further breakdown of all primary GHG emissions could 
be made available after a customized assessment of the Scope 3 
emissions is conducted.
Employment 
Practices ​
New employee hires and  
employee turnover ​
401-1​
 ​
While not explicitly included in our report, we record hiring 
and separation for employees, with figures broken down by 
age bracket, gender and nationality.​
Benefits provided to full-time 
employees that are not provided to 
temporary or part-time employees ​
401-2​
Page 41, ‘Resourceful People’ section, ‘Employment  
Practices’ page.​
All our employees receive medical insurance, our ex-
patriate employees receive life insurance cover.​
Parental leave ​
401-3​
Page 41, ‘Resourceful People’ section, ‘Employment  
Practices’ page, first paragraph.​
​
Minimum notice periods regarding 
operational changes ​
402-1​
​
We abide by laws of Oman in this respect.​
Average hours of training per year 
per employee​
404-1​
Page 42, ‘Resourceful People’ section, ‘Training and 
Development’ page, Training Hours charts.​
​
Programs for upgrading employee skills 
and transition assistance programs​
404-2​
Page 42, ‘Resourceful People’ section, ‘Training and 
Development’ page.​
​
New suppliers that were screened 
using social criteria​
414-1​
​
We are working to ensure that social criteria are included in 
our supplier screening process.​
Negative social impacts in the supply 
chain and actions taken​
414-2​
 ​
We are working to identify any negative social impacts in 
our supply chain and to take action against any identified. ​
GRI Content Index continued...
60
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

GRI STANDARD 
DISCLOSURE 
GRI REFERENCE
LOCATION 
EXPLANATION
Waste​
Waste generation and significant 
waste-related impacts​
306-1​
Page 30, ‘Sustainable Energy’ section, ‘Waste’ page.​
 ​
Management of significant waste-
related impacts​
306-2​
Page 30, ‘Sustainable Energy’ section, ‘Waste’ page.​
​
Waste generated​
306-3​
Page 30, ‘Sustainable Energy’ section, ‘Waste’ page, ‘Waste 
Generated and Percentage Recycled’ charts.​
​
Waste diverted from disposal​
306-4​
Page 30, ‘Sustainable Energy’ section, ‘Waste’ page, ‘Waste 
Generated and Percentage Recycled’ charts.​
​
Waste directed to disposal​
306-5​
Page 30, ‘Sustainable Energy’ section, ‘Waste’ page, ‘Waste 
Generated and Percentage Recycled’ charts.​
 ​
Anti-corruption​
Operations assessed for risks  
related to corruption​
205-1​
Page 48, ‘Reliable Partner’ section heading page, and ‘Oversight 
and Anti-Corruption’ page, columns three and four.​
 ​
Communication and training about 
anti-corruption policies  
and procedures​
205-2​
Page 48, ‘Reliable Partner’ section heading page, and ‘Oversight 
and Anti-Corruption’ page.​
​
Confirmed incidents of corruption 
and actions taken​
205-3​
 ​
We currently have no incidents of corruption but will take action if 
any are identified and confirmed.​
Climate 
Adaptation 
and Resilience​
Financial implications and other  
risks and opportunities due to  
climate change​
201-2​
 ​
We are working to incorporate climate related risks into 
our corporate and operational risk registers.​
Reduction of GHG emissions​
305-5​
Page 28, First page of ‘Sustainable Energy’ section, 
and ‘Decarbonisation and Preliminary Emissions 
Reductions Approaches’ page.​
 ​
Non-
Discrimination 
and equal 
opportunity​
Proportion of Senior Management 
hired from the local community​
202-2​
Page 41, ‘Resourceful People’ section, ‘Workforce  
Omanisation’ chart.​
Local community is defined by Abraj as Omani population.​
Parental leave ​
401-3​
Page 41, ‘Resourceful People’ section, ‘Employment Practices’ 
section, ‘Parental Leave’ paragraph.​
​
Average hours training per year 
per employee​
404-1​
Page 42, ‘Resourceful People’ section, ‘Training and Development’ 
page, Training Hours charts.​
​
Diversity of governance bodies 
and employees​
405-1​
Page 41, ‘Resourceful People’ section, ‘Employment Practices’ 
‘Non-Discrimination and Equal Opportunity’ paragraph,  
‘Workforce Omanisation’ chart and page 46 ‘Reliable Partner’ 
section, ‘Governance’, Board representation charts.​
We are working to improve our level of detail in 
diversity categories.​
Ratio of basic salary and remuneration​
405-2​
​
This is an area for improvement, which we aim to report in 
the future.​
Incidents of discrimination and 
corrective actions taken​
406-1​
 ​
This is an area for improvement, which we aim to report in 
the future.​
GRI Content Index continued...
61
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

GCC EXCHANGES ESG METRICS
METRIC
CORRESPONDING GRI STANDARD
PAGES / NOTES
Environment
E1. GHG Emissions
GRI 305: Emissions 2016
25-27
E2. Emissions Intensity
GRI 305: Emissions 2016
25
E3. Energy Usage
GRI 302: Energy 2016
25
E4. Energy Intensity
GRI 302: Energy 2016
25
E5. Energy Mix
GRI 302: Energy 2016
25, 26
E6. Water Usage
GRI 303: Water and Effluents 2018
29
E7. Environmental Operations
GRI 103: Management Approach 2016*
22
E8. Environmental Oversight
GRI 102: General Disclosures 2016
This is an area we are developing, but our senior management oversee sustainability issues.
E9. Environmental Oversight
GRI 102: General Disclosures 2016
This is an area we are developing.
E10. Climate Risk Mitigation
GRI 3-3: Management of Material Topics 2021, 201: Economic Performance 2016
We are working to incorporate climate risk mitigation into our processes.
Social
S1. CEO Pay Ratio
GRI 102: General Disclosures 2016, 405: Diversity and Equal Opportunity 2016
We have not yet reported CEO pay ratio. This is an aspect for future improvement.
S2. Gender Pay Ratio
GRI 405: Diversity and Equal Opportunity 2016
We have not yet reported gender pay ratio. This is an aspect for future improvement.
S3. Employee Turnover
GRI 401: Employment 2016
We record employee turnover by age group, and in 2022 increased our workforce by 2%.
S4. Gender Diversity
GRI 102: General Disclosures 2016, GRI 405: Diversity and Equal Opportunity 2016
35, 41
S5. Temporary Worker Ratio
GRI 102: General Disclosures 2016
Recorded for HSE metrics, but not explicitly included in this report.
S6. Non- Discrimination
GRI 103: Management Approach 2016*
41
S7. Injury Rate
GRI 403: Occupational Health and Safety 2018
38
S8. Global Health and Safety
GRI 103: Management Approach 2016*
37-39
S9. Child and Forced Labor
GRI 103: Management Approach 2016*
Not specifically mentioned in this report, but in line with Omani law, there is no child or forced 
labor in our company our supply chain.
S10. Human Rights
GRI 103: Management Approach 2016
Not specifically mentioned in this report, but in line with Omani law, human rights are respected in 
our company and our supply chain.
62
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

GCC Exchanges ESG Metrics continued...
METRIC
CORRESPONDING GRI STANDARD
PAGES / NOTES
Governance
G1. Board Diversity
GRI 405: Diversity and Equal Opportunity 2016
41
G2. Board Independence
GRI General disclosures 2 2021
46
G3. Incentivized Pay
GRI General disclosures 2 2021
This is an area for future improvement.
G4. Supplier Code of Conduct
GRI 204: Procurement Practices 2016, GRI 404: Labor/ Management Relations 2016
43
G5. Ethics and Prevention 
of Corruption
GRI 205: Anti-corruption 2016
48
G6. Data Privacy
GRI General disclosures 2 2021, GRI 418: Substantiated complaints concerning 
breaches of customer privacy and losses of customer data
Not specifically mentioned in this report, but we maintain data privacy in line with  
regulatory requirements.
G7. Sustainability Reporting
GRI 1: Foundation 2021
This is our inaugural sustainability report, in which we aim to transparently report on  
our material sustainability topics.
G8. Disclosure Practices
GRI 1: Foundation 2021
We have prepared and published this report in line with GRI requirements.
G9. External Assurance
*GRI 103: Management Approach 2016 is to be used in combination with the topic 
specific Standards
Third parties have verified our data and assisted in the preparation of our sustainability reporting.
63
SUSTAINABILITY REPORT 2022
INTRODUCTION TO ABRAJ
SUSTAINABLE ENERGY
RESOURCEFUL PEOPLE
RELIABLE PARTNER
ESTIDAMA JOURNEY

Email Abraj: estidama@abrajenergy.com
Building #420, 4rd floor, Way #1005 Mawaleh, Muscat, Oman
abrajenergy.com