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Waste management Aramco’s approach to waste In 2022, we developed a Corporate Waste Management Strategy with a goal to minimize and divert waste from landfill and provide short- and long-term targets. The strategy has incorporated national waste management targets for minimizing waste disposal to landfills and maximizing recycling and energy recovery within the Company and within the framework of a circular economy and digital transformation. Additionally, we have enhanced the online corporate waste management system for better data capture and reporting. Our waste management strategy is the foundation for waste generated by Aramco in five focus areas: municipal, industrial, drilling, naturally occurring radioactive material (NORM), and plastic waste management. Industrial waste We continue to conduct waste minimization assessment studies as part of a project’s Environmental Impact Assessment, including existing facilities. These studies identify opportunities to eliminate or minimize waste. As for operating facilities, Aramco performs waste minimization opportunity assessments three to five years after commissioning.
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These studies identify opportunities to eliminate or minimize waste. As for operating facilities, Aramco performs waste minimization opportunity assessments three to five years after commissioning. Our waste management is guided by the Aramco Hazardous Waste Code, which has been prepared to define consistent requirements and best practices for the management of waste materials that are considered hazardous to human health or the environment, due to their ignitability, reactivity, corrosivity, or toxicity. These Company requirements are in accordance with the recently published Saudi Government regulations (Environmental Law, Waste Management Law and their regulations). We employ the waste management hierarchy to manage our waste, which ranks waste management options in a manner that minimizes environmental impacts and supports circular economy objectives. Waste is categorized into three management streams: hazardous, non- hazardous (including municipal), and inert. Management options are ranked by their potential environmental impact, with the highest priority accorded to waste prevention and reduction. In 2022, Aramco generated 318,656 metric tonnes of industrial waste (2021: 240,225) which was disposed of at licensed and Company qualified industrial waste management service providers.
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In 2022, Aramco generated 318,656 metric tonnes of industrial waste (2021: 240,225) which was disposed of at licensed and Company qualified industrial waste management service providers. The increase in waste has been driven by an increase in our hydrocarbon production and the oil spills during the year. In 2022, we recycled* 39.9%2 of our industrial waste (an increase in waste recycled compared to the prior year, despite the 33% rise in industrial waste). Measures that have contributed to the increase in recycling, primarily of oily wastewater and oily sludge waste streams, include adopting industry best practices and technologies for managing generated industrial waste and recovering hydrocarbons, such as automatic tank cleaning methods. Based on our strict quality criteria when selecting third-party partners, we included 18 industrial waste transporters and 12 industrial waste management third-party service providers for efficient disposal of our waste. We have initiated a process of setting internal targets for recycling industrial waste. We also identified an opportunity for recycling spent- claus catalyst through the cement industry. We are trialling a technology that can be used to condition NORM waste and recover material from the NORM waste stream, including hydrocarbons and water.
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We are trialling a technology that can be used to condition NORM waste and recover material from the NORM waste stream, including hydrocarbons and water. Automated NORM waste management Naturally occurring radioactive material occurs across a variety of oil and gas waste streams, including in sludge from oil/gas separation and in debris from pipeline scrapings. In 2022, we initiated a system to track NORM waste from generation to storage and to final disposal by utilizing radio frequency identification (RFID) tracking technology. This will interface with our SAP waste manifesting and provide a real-time NORM inventory, shifting from a manual process to a fully automated one, delivering detailed information of each NORM waste container from our facilities. The system enhances our accountability and ensures compliance with government regulations. What are we doing? 2022 2021 2020 Industrial waste generated1 (metric tonnes) 318,656 240,225 313,348 Industrial waste recycled* (%) 39.92 39.8 49.5 * Metric reported for the first time externally. 1. As we progress on our reporting journey and our controls around ESG data mature, for this metric, we have expanded the reporting boundary beyond just Company in-Kingdom.
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1. As we progress on our reporting journey and our controls around ESG data mature, for this metric, we have expanded the reporting boundary beyond just Company in-Kingdom. To allow comparability, we have restated the 2021 and 2020 figures in line with the expanded reporting boundary. 2. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 6767
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Municipal waste Aramco has established a joint venture with Veolia, an international waste, water, and energy management company, to develop an integrated waste management facility in the Kingdom. The facility is intended to treat all of the Company’s municipal and industrial waste generated in the Kingdom, and in the future expand to treat other wastes in the Kingdom and the region. A suitable site for the first phase of the project has been identified and all necessary geotechnical and environmental impact assessment studies have been carried out. Waste characterization studies, masterplans for both municipal and industrial wastes, and feasibility studies to identify the best available technologies to maximize recycling and minimize disposal to landfill have also been completed. SafeChem Some chemicals used in our operations are rated as high security concerns and need to be tracked and reported to the relevant governmental entity. SafeChem, an IR 4.0 solution, was developed to track chemicals of government security concern throughout their life cycle across our facilities. Utilizing RFID technology, chemicals can be tracked in real-time providing accurate information about their inventory, consumption, transportation, disposal, and location.
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Utilizing RFID technology, chemicals can be tracked in real-time providing accurate information about their inventory, consumption, transportation, disposal, and location. What are we doing?Through our Namaat industrial investment arm, we launched IK Metals Reclamation and Catalyst Manufacturing as a non-equity investor. With a consortium of investors, the state-of-the-art recycling complex will integrate manufacturing facilities for fresh residue upgrading for catalysts and energy storage batteries in the Kingdom. The IK Supercenter is planned across three discrete phases: Phase 1 will see the construction of hydrometallurgical technology for vanadium reclamation to be used for producing vanadium electrolytes, for use in energy storage batteries. Phase 2 will see the expansion of the IK Supercenter to include a hybrid hydro-pyrometallurgical technology for metals reclamation of spent residue upgrading catalyst feedstock. Phase 3 will further expand the IK Supercenter to include a fresh residue upgrading catalyst manufacturing facility. 1 Phase 2 Phase 3 Phase Aramco Sustainability Report 2022 68 Minimizing environmental impact
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Plastic waste management Our vision is to play a meaningful role in eliminating plastic waste and leakage to the environment, and it is informed by four key points: Aramco continues to promote the use of recycled plastics in the construction industry. For example, synthetic rubber from waste tyres was deployed in asphalt pavement construction as a partial replacement to bitumen (up to 10%). We are also exploring methods and ways to increase the circular economy in the plastic industry in collaboration with key stakeholders, including recycling companies and local authorities. We are currently assessing the development of a plastic recycling investment that aims to recycle post-consumer waste plastic into recycled pellets. The demand for plastic is projected to grow faster than the available supply of recycled materials due to increasing population, urbanization and economic development. Plastic waste cannot be solved only by consuming less and recycling more — we need a re-engineering of the whole plastic value chain. Plastic products need to be better designed with a focus on circularity with greater efficiency, reusability and improved recyclability. Innovative technologies, such as the “refinery of the future” concept can address reusability by converting plastic waste into sustainable fuels or adopting chemical recycling technologies.
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Innovative technologies, such as the “refinery of the future” concept can address reusability by converting plastic waste into sustainable fuels or adopting chemical recycling technologies. 2 3 4 1 With our subsidiary SABIC, we are developing alternative uses for plastic waste and its recovery, ranging from mechanical to chemical recycling and new material design to provide more circular plastics. Durable and non-metallic materials are an integral part of the auto industry, and demand is expected to grow significantly as we transition to hybrid and electric vehicles. Most of the plastics used in automobiles come from polymers — and our affiliate, SABIC, introduced the world’s first circular polymer. In addition to our individual efforts to address the challenges related to plastic waste management, we support involvement with collective prevention work directly or via our subsidiaries. We partner or engage with a range of industry associations, regulators, and non- government bodies. 6969
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Growing societal value Material topics Relevant UN SDGs For more details on relevant metrics, see page 86. Labor practices Number of people on Aramco sponsored programs*1 National content Saudization (%) Saudization of construction contracts (%) Saudization of service contracts (%) iktva procurement spend in-Kingdom (%) Human rights (supply chain) % of active suppliers signed up to Aramco’s Supplier Code of Conduct* Number of active suppliers* Community and society Social investment* ($ million) Number of volunteers* Number of volunteer hours* Economic contribution Direct economic value generated and distributed ($ million) Total R&D spend ($ million) Relevant metrics From the first discovery of oil in Saudi Arabia in 1933, we have created sustainable opportunities for the welfare of the Kingdom and the global communities where we operate. Citizenship, and contributing to growing societal value, is a firmly established principle that Aramco dedicates resources and capabilities to. In 2022, Aramco invested $370 million in a range of initiatives that will positively benefit thousands of people around the world. Many of these projects have been realized through strategic collaboration and partnerships with businesses, non-profit organizations, charities, governments, and stakeholders.
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Many of these projects have been realized through strategic collaboration and partnerships with businesses, non-profit organizations, charities, governments, and stakeholders. In line with our commitment to relevant UN SDGs and Saudi Vision 2030, we enable citizens and businesses to unleash their full potential, helping to diversify the economy, supporting local content, and developing innovative opportunities for the future. Learn more about how Aramco is mobilizing capabilities, and allocating resources to make a tangible and a positive difference in people’s lives. * Metric reported for the first time externally. 1. These programs include the Vocational College Internship Program (VCIP), University Internship Program (UIP), Summer enrichment program, Tomooh program, Advantage program, and ACCEL International Ajyal Center. Scan here 7171
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Growing societal value wherever we operate Nearly a century after the Kingdom’s founding, the Saudi economy continues to grow and prosper thanks in part to the leading role that businesses, particularly Aramco, have played in the country’s development. As Aramco’s business continues to evolve and expand across the Kingdom and the world, the Company has focused its vast energy on creating and developing a local workforce and supply chain infrastructure that can support the Company’s plans for future growth. We are proud of the significant contributions that our dedication to training, development, and in-Kingdom partnerships have provided to the overall economy and society in Saudi Arabia. This continued effort creates a positive feedback loop for our business: it brings our supply chain closer to home; it creates a pipeline of talent to support our business; and it enhances the development of qualified local partners. As our business expands around the world, we seek to apply the same principles and values that made Aramco a success at home. One example of these efforts is our ownership of Motiva (the largest refinery in the U.S.) where we contribute significantly to the American economy through local employment, tax revenues, and a wide range of community projects.
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where we contribute significantly to the American economy through local employment, tax revenues, and a wide range of community projects. More information on our contributions abroad are provided on pages 78 and 79. Building the local workforce in the Kingdom of Saudi Arabia Labor practices While Aramco’s current workforce consists of more than 85 nationalities, given that the Company is headquartered in the Kingdom of Saudi Arabia, a large part of our revenues come from the Kingdom. We therefore need to ensure that we build local capacity and capability, not just by investing in socio-economic projects, but by investing in local citizens. Saudization In line with the Kingdom of Saudi Arabia’s government Saudization program, and as part of Vision 2030, we have continued to invest in the national population. At the end of 2022, 90.9% of the Company’s employees were Saudi nationals (90.5% in 2021).
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At the end of 2022, 90.9% of the Company’s employees were Saudi nationals (90.5% in 2021). 2022 2021 2020 Saudization (% of Saudi nationals as part of Aramco’s workforce) 90.9% 90.5% 89.6% Within Saudi Arabia, we support a number of preparatory programs, with a particular focus on education and preparing the leaders of the future for further education and employment. In 2022, we led an outreach campaign to high school graduates, promoting the Apprenticeship Program for Non-Employees and the College Degree Program for Non-Employees to more than 317,000 high school students, including over 178,000 young women in 31 cities and governorates across the Kingdom. This positively impacted the quality and number of applications for the non-employees’ programs. The number of applications was more than three times that received in 2021, including an 87% increase in applications from females.
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The number of applications was more than three times that received in 2021, including an 87% increase in applications from females. 2022 2021 2020 Number of people on Aramco sponsored programs*1 12,160 9,010 7372 Labor practices and national content 87% increase in applications by females to our education programs * Metric reported for the first time externally. 1. These programs include the Vocational College Internship Program (VCIP), University Internship Program (UIP), Summer enrichment program, Tomooh program, Advantage program, and ACCEL International Ajyal Center. 2. The 2020 figure is significantly lower than the 2021 and 2022 figures due to the global COVID-19 pandemic. Aramco Sustainability Report 2022 72 Growing societal value
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Localizing our supply chain In-Kingdom Total Value Add program Our iktva program is a national success story that we are immensely proud of. We are on track to meet our in-Kingdom target of spending 70% of all our procurement spend locally by the end of 2025. Through the program, the local component of our overall 2022 expenditure across our supply chain stood at 63% (2021: 59%). During the year, Aramco entered into over 90 agreements with an estimated value of $17.3 billion (SAR 64.9 billion) to build long-term collaborative relationships with strategic, local suppliers. As a result of our partnerships and local spend, our suppliers had an aggregate invested capex of more than $600 million (SAR 2,250 million) in 2022, which also created over 4,000 jobs for the local workforce. In addition, 31 new local manufacturers were established. Items manufactured for the first time in the Kingdom, included: • A chemical reaction plant; • Frac equipments; • Welding wires; • Venturi flow meters; • Firefighting foams; and • Drilling rigs.
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Items manufactured for the first time in the Kingdom, included: • A chemical reaction plant; • Frac equipments; • Welding wires; • Venturi flow meters; • Firefighting foams; and • Drilling rigs. We also introduced three new requirements in the iktva formula to drive emerging focus areas. Incentives are provided to help suppliers meet these requirements, which include: • An Environmental, Social, and Governance factor to drive ESG practices in the local supply chain; • A Cybersecurity factor to drive supply chain and cybersecurity compliance; and • A Regional Headquarter (RHQ) factor to accelerate RHQ migration to the Kingdom, in alignment with Vision 2030. By building a strong supply chain program, we mitigate risks and strengthen Aramco’s position as a reliable and secure supplier of energy. Mainly driven by the iktva program, Aramco’s total domestic spending is estimated to have contributed $166 billion in GDP since the program’s inception Beyond spending locally, we have proactively been building local capabilities in our workforce and supply chain.
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To date, this encompasses 965 organizations across 43 different sectors, including oil field services, chemicals, drilling, pipes, steel, and non-metallics. Aramco procurement of domestically produced goods and services has benefited the Saudi Arabian economy. Mainly driven by the iktva program, Aramco’s total domestic spending is estimated to have contributed $166bn in GDP since the program’s inception, when considering the direct and supply chain contribution to the Kingdom’s economy. 7373
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Saudization of construction contracts (%) 28.0 21.6 25.6 28.0 2020 2021 2022 Saudization of service contracts (%) 57.2 51.0 56.6 57.2 2020 2021 2022 The Saudization of construction contracts reached 28.0% in 2022, exceeding the 2021 year-end number of 25.6%. The Saudization of service contracts reached 57.2%, exceeding the 2021 year-end number of 56.6%. National Champions In support of the Kingdom’s Vision 2030 to deliver economic diversification and development, an internal National Champions organization was established to be at the forefront of Aramco’s support to the national economy. Our goal is to create a world-class cluster of innovative businesses that drives business and job creation, and national economic growth. Our mission is simple: convert lucrative business ideas into national champions, or large companies that can become leaders in their respective sectors. In doing so, we anticipate that thousands of new private sector jobs will be created across the country, benefiting the national GDP in the process.
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In doing so, we anticipate that thousands of new private sector jobs will be created across the country, benefiting the national GDP in the process. Aramco’s National Champions program encompasses a set of unique programs focused around five strategic domains — sustainability, digital, industrial, manufacturing, and social innovation — that drive development from an initial idea to a small- and medium-enterprise (SME) through to global businesses, and aligns with the Kingdom’s Vision 2030 and its Shareek1 Private Sector Partnership Reinforcement Program. 1. A cooperative Government program that is providing job opportunities and diversifying the economy and strengthening cooperation between public and private sectors. Spare Parts Reverse Engineering To sustain equipment spare parts availability, cost and know-how, we developed an in-house digital inventory of equipment spare parts. The inventory is created by multiple automated reverse engineering processes. Approximately 500 digital parts were developed as an initial trial with thousands of additional spare parts targeted in the coming year. Eleven local vendors have been qualified to produce spare parts from the digital inventory whenever needed. With this newly established system, a new source of spare parts has been established to ensure parts availability, reduce cost and improve delivery times. What are we doing?
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With this newly established system, a new source of spare parts has been established to ensure parts availability, reduce cost and improve delivery times. What are we doing? Aramco Sustainability Report 2022 74 Growing societal value
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What are we doing? National Champions Artificial intelligence In 2022, with a private sector partner, we established the Global AI Corridor to build local capacity and grow talent, nurture Saudi AI startups, and attract high-impact intellectual property and capital investment to the Kingdom. The Corridor is intended to launch several initiatives in the domains of AI research, solutions, upskilling, training, and venturing that augments other Aramco and in-Kingdom initiatives to create a vibrant AI ecosystem, which will assist us in seeking innovative energy management solutions. Arabian Rig Manufacturing Company Two onshore rigs, manufactured in-Kingdom and delivered by Aramco’s joint venture, the Arabian Rig Manufacturing Company (ARM), were successfully commissioned and spudded on well location. Operations have started in Manifa for rig no.1 and Hawyah for rig no.2, representing two of a total of 50 committed onshore rig purchases to date. Locally built drilling rigs will enable additional resilience to our Company, while also providing significant employment opportunities for locals. Taleed Launched in 2022, “Taleed” strives to accelerate the growth of SMEs in Saudi Arabia — helping boost their contribution to economic development and support job creation.
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Taleed Launched in 2022, “Taleed” strives to accelerate the growth of SMEs in Saudi Arabia — helping boost their contribution to economic development and support job creation. The program targets sustainable SME growth across multiple sectors through a portfolio of 20 initiatives, providing a wide range of support from capability building and strategy development to training, market access, advisory services, and business planning. Taleed also strives to deliver funding and financial solutions across multiple funds with a combined capital exceeding $800 million (SAR 3 billion). The funds are being established in collaboration with partners to support SME development in sustainability, digital, manufacturing, industrial, and social innovation. 7575
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Human rights in the supply chain Human rights is not just relevant for our employees, but also for our broader stakeholders, especially our supply chain. In addition to our Code of Business Conduct (page 85), our Supplier Code of Conduct provides more details on the standards we expect our suppliers to conform to in relation to ethical sourcing, labor conditions and human rights. To mitigate the risk of any of our suppliers falling short of our values, we require all suppliers in Saudi Arabia to sign the Supplier Code of Conduct, which along with the Company supplier contractual agreement terms, set our commitments to prohibiting all forms of child and forced labor, illegal working and living conditions, and violations of locally applicable minimum wages. Over the past three years, all our suppliers in Saudi Arabia have agreed and signed up to the Code of Conduct, which requires Aramco’s suppliers to ensure and respect human rights in Saudi Arabia, such as providing end of service benefits or medical insurance that comply with the labor law of the Kingdom. We recognize due diligence in human rights and complying with the Code of Conduct requires thoroughness, to ensure the implementation of our values and standards.
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We recognize due diligence in human rights and complying with the Code of Conduct requires thoroughness, to ensure the implementation of our values and standards. Therefore, Aramco regularly examines its businesses, suppliers, government relationships, acquisitions, mergers and divestitures. Our contracting teams inspect our suppliers, especially in high-risk locations, to check for any malpractice, e.g., contractors being paid below minimum wage and/or unsafe living conditions. As mentioned on page 73, this year we incorporated an ESG element in the iktva program to drive better ESG practices in the local supply chain and by awarding suppliers an incentive factor through the iktva formula. As part of a two-way engagement process, our suppliers have access to a hotline to report concerns, which are reviewed and investigated to limit the risk of inappropriate activities. Human rights Aramco Sustainability Report 2022 76 Growing societal value
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Social investment The Company’s citizenship strategy is defined by two key pillars: People and Planet. People social investment activities focus on two key areas of support: knowledge and creativity, and socio-economic development. Planet social investment activities prioritize the protection of diverse biospheres, including reforestation, mangrove and tree plantation, and coral reef regeneration, among other projects. In 2022, we made social investments of $370 million in Saudi Arabia and abroad. Examples of the types of projects we invested in are provided on pages 78 and 79. Socio-economic development: Micro-industries programs The primary focus of this effort is to identify, evaluate, and incubate high potential micro- enterprises across the Kingdom with the goal of creating a self-sufficient, value-generating businesses that supports community economic growth. Saudi coffee plantation and production In 2022, Aramco signed MoU to build a National Coffee Development Center that will enable coffee farmers in several ways. The center intends to provide farmers with the training and resources to produce higher quantities of coffee beans. The center will also support farmers through the different stages of production, from treating the coffee beans all the way to the packaging stage.
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The center will also support farmers through the different stages of production, from treating the coffee beans all the way to the packaging stage. The center is currently being built in partnership with the Jazan Mountain Development Authority, and Al-Dayer Ber Charity. Community and society Rosyar factory The Rosyar factory produces high quality FDA approved body care products from al-Taif rose oil. The factory provides employment for socially disadvantaged women and provides them with a sustainable means of income. In 2022, the factory increased the number of beneficiaries from 50 to 100 women. Additionally, over 40 new jobs were created. Over 1.5 million students in 28,000 schools participating in the F1 in Schools challenge Enabling people: Focus on STEM F1 Schools is a global STEM challenge where a team of 3-6 students design, manufacture and race a miniature Formula 1 car of the future and teams follow a systematic engineering design process using technology. The challenge inspires learning in STEM including project management, marketing, teamwork and innovation. Teams submit their cars, project portfolios, designs and are judged by SMEs.
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The challenge inspires learning in STEM including project management, marketing, teamwork and innovation. Teams submit their cars, project portfolios, designs and are judged by SMEs. The winners progress at each stage with only the top teams from each country attending the annual Aramco F1 in Schools World Finals. To date, there are over 1.5 million students in 28,000 schools across 60 countries. Aramco, which became a title sponsor of the F1 in Schools world finals last year, is supporting its introduction to Saudi Arabia as part of the Company’s efforts to promote education, foster a culture of innovation and creativity, and accelerate human potential. The Saudi team selected for the national finals are supported by Ithra, Aramco’s flagship corporate citizenship initiative, as well as the Technology Advancement and Prototyping Center at King Fahd University of Petroleum and Minerals (KFUPM). Saudi students participated in the Global Finals for the first time in the event held in the UK in 2022. The initial cohort of 18 male and female students was drawn from public and private schools through a selection criteria. The training hubs included specialist facilitators and a state-of-the-art research and development lab.
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The initial cohort of 18 male and female students was drawn from public and private schools through a selection criteria. The training hubs included specialist facilitators and a state-of-the-art research and development lab. The students went through an intensive training program with three teams chosen to go to the global final and won the Best Newcomers Award 2022. What are we doing? 7777
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Asia In Asia, Aramco supported 11 organizations across China, Malaysia, Singapore, Japan, Korea, and India, with various environmental, education, social, and medical initiatives. Textile industry People Established in the second half of 2022, Imprint is a local factory producing government uniforms. Established in collaboration with Alanamel Almobdeah Charity, the center provides training and employment, with a specific focus on garment production for government personnel, and includes employment opportunities to rehabilitate newly released prisoners. Children Benefit People Established in 2010, the CCAFC is a nationwide non-profit organization, committed to improving the livelihood of underprivileged children in China. The goal is to provide medical checkups and necessary follow-up treatment for underprivileged children in rural areas with inadequate access to professional health care facilities. Approximately 1,300 underprivileged children will benefit from the project, which also provides repetition, dental care and eye care in the Fujian, Liaoning, Shandong, and Jiangsu provinces. Global Environment Centre Planet The Global Environment Centre is a Malaysian non-profit organization established to address key environmental issues.
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Global Environment Centre Planet The Global Environment Centre is a Malaysian non-profit organization established to address key environmental issues. The funding will enable support for community-based mangrove conservation and rehabilitation in two areas in Pengerang, Johor: Tanjung Surat Island and Johor River Forest reserve. Saudi Arabia In Saudi Arabia, one of Aramco’s key initiatives is to evaluate and incubate Saudi-based micro-enterprises that can potentially grow at scale and make a significant community economic impact. Artificial reef deployment in the Planet Arabian Gulf The deployment of three mega reefs is an initiative with a goal to improve the fisheries in the Gulf and enhance biodiversity by providing habitat for fish and other marine life. In 2022, we completed the development of the artificial reef blocks and deployment will begin when pending government permits are issued. During 2022, Aramco made $370 million of social investment around the world across various initiatives. The map and case studies below present some highlights of our people and planet projects during the year. Global citizenship Aramco Sustainability Report 2022 78 Growing societal value
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Europe In Europe, Aramco supported eight non-profit organizations across Spain, the Netherlands and the U.K. Americas In the Americas, Aramco supported 13 non-profit organizations, including national and regional/state charities, in environmental, STEM and social projects. Houston Food Bank People The Houston Food Bank is a non-profit organization serving 18 counties, almost 93,000 households, and 159 million meals a year. Aramco’s donation will provide the equivalent of 150,000 meals to communities in need in the Greater Houston area. Geology Camp Planet A Texas A&M University program investing in teacher’s professional development, enriching the classroom experience for students. Aramco sponsors this program with our Upstream and Geology teams. Leiden University People Collaborating with education institutions (including schools and universities) to increase public awareness, knowledge and understanding of Islam and Middle East. Fundación Global Nature Planet The Fundación Global Nature is a non-profit foundation dedicated to nature protection. The foundation aims to restore and expand the El Hito, a priority salt flat and wetland area in southeast Spain. The program looks to purchase traditional farmland around steppe wetlands to implement pilot programs of sustainable agriculture to train local farmers. 7979
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79
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King Abdulaziz Center for World Culture (ithra) In 2022, our largest social investment was ithra, Saudi Arabia’s leading destination for cross- cultural experiences. Since opening in Dhahran in 2018, ithra has been a catalyst for cultivating innovation, developing talent, expanding human potential and empowering creativity. In 2022, ithra delivered over 8,000 programs and welcomed more than one million visitors. For example, the Tanween Bio-tech Fashion Challenge invited designers to create unique garments exploring the potential of new biomaterials and sustainable business models; and the Idea Lab produced initiatives dedicated to environmental and economic sustainability. ithra’s Content Commissioning Program provides Saudi freelancers and small enterprises with opportunities to develop creative content including literature, film, translation and music. It includes the flagship Tanween Creativity Season and the immersive-tech oriented Creative Solutions program. Matched giving In 2022, the Corporate Donation Program celebrated its 20th anniversary, reaching another record number of donations (2022: $1.7 million/ SAR 6.3 million versus 2021: $1.6 million/ SAR 6.0 million).
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80
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Aramco’s matched giving program enabled these donations to be doubled; thus $3.4 million/SAR 12.6 million in 2022 and $3.2 million/SAR 12 million in 2021 being donated by Aramco. There were 18,500 participants in this program with 41,000 beneficiaries. Volunteering days Along with engaging with our communities via business activities, matched giving and social investments, we encourage our management and employees to engage with communities through volunteering. In December 2021, we also launched a structured year-round volunteering portal to help identify volunteering activities that match Company employees’ talents. 2022 2021 2020 Number of volunteers* 4,9411 4,153 1,503 Number of volunteer hours* 168,5901 136,284 52,408 What are we doing? In 2022, Aramco’s employees delivered 168,590 volunteer hours*. In addition, an MoU was signed with the Alfozan Academy to train more than 90,000 volunteers in 2023, 2024, and 2025. Going forward, the plan is to increase our volunteering initiatives across a range of social and environmental projects.
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80
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Going forward, the plan is to increase our volunteering initiatives across a range of social and environmental projects. AFAC Autism Center A supportive community center for children aged 3 to 16 on the autism spectrum and their families. Al-Madina Association for Autism (Tamakkon) A facility that provides diagnosis, care, education and rehabilitation for people on the autism spectrum. Hiba Center for Down Syndrome An education and rehabilitation center for children with Down Syndrome. ACCEL Ajyal Center for children with disabilities Provides educational, therapeutic, employment, behavioral, life skills, and transitional services. Shamaah Autism Center A supportive educational environment that promotes the inclusion of people on the autism spectrum in education and society. Supporting people with disabilities In Saudi Arabia, Aramco has a history of supporting children and adults with developmental disabilities, particular in Autism and Down Syndrome. The Company has provided support to a number of specialist organizations and treatment centers, including: Aramco supported events delivering 168,590 volunteer hours* * Metric reported for the first time externally. 1.
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80
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The Company has provided support to a number of specialist organizations and treatment centers, including: Aramco supported events delivering 168,590 volunteer hours* * Metric reported for the first time externally. 1. As we progress on our reporting journey and our controls around ESG data mature, for this metric from 2022 onwards, we have expanded the reporting boundary from Company in-Kingdom to operational control. The 2021 and 2020 figures are at a Company in-Kingdom level only. In 2022, at a Company in-Kingdom level, the number of volunteers were 4,397 and the number of volunteer hours were 166,734. Aramco Sustainability Report 2022 80 Growing societal value
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Economic contribution Aramco’s value to local economies With our operations in more than 30 countries and activities throughout the value chain, Aramco creates value and makes significant positive economic contributions, wherever we operate. Beyond our $30 billion iktva spend, $370 million global social investment and leveraged capex of more than $600 million via our value chain, we increased our payments to governments by 52% ($226 billion in 2022 versus $149 billion in 2021) and our global R&D spend by 14% ($1.2 billion in 2022 versus $1 billion in 2021). Our R&D spend enables us to support projects that have the potential to positively change the way we do business and enables us to contribute positively to the communities we operate in, as well as increase the number of potential job opportunities available. Our R&D spend is not limited to providing economic benefits but they also have the potential to provide sustainability benefits. Similar to last year where 52% of our total R&D was sustainability-related, in 2022, 59% of our total R&D was linked to sustainability related projects, which can help us reduce our environmental footprint (CCS, methane, biodiversity, etc.)
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as well as help us focus on new energies (hydrogen, renewables, etc.) Revenue $535 (2021: $359 billion) Net income $161 (2021: $110 billion) R&D spend $1.2 (2021: $1 billion) Employee wages $15 (2021: $14 billion) Social investments* $370 (million) Payments to governments1 $226 (2021: $149 billion) Dividends2 $79 (2021: $77 billion) * Metric reported for the first time externally. 1. Figure includes income taxes, royalties and dividends. 2. Dividends paid includes dividends to shareholders and non-controlling interests. 8181
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Aramco Sustainability Report 2022 82
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Material topics Relevant UN SDGs Corporate governance Board composition by average age Board composition by average tenure Board members’ average attendance* (%) Number of independent Board members* Board diversity* (number of females on the Board) Ethics, anti-bribery and anti-corruption (compliance) Number of allegations received through the 24-hour hotline Anti-bribery and anti-corruption training In this section, we discuss sustainability governance. Please see our 2022 Annual Report for greater details of our corporate governance. Relevant metrics For more details on relevant metrics, see page 86. The Board of Directors (Board) of the Company acts as an oversight body for Company management, including providing strategic leadership and guidance, as well as assessing opportunities, risks, and risk mitigation controls. The Board also oversees the Company’s governance, risk, compliance regime and sustainability performance. The Chairman of the Board is H.E. Yasir O. Al-Rumayyan. The current members of the Board include high-ranking Saudi Government officials and former senior executives from the international oil and gas, chemical, petroleum refining, petrochemical, and finance industries. Governance Learn more about our corporate governance structure.
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Governance Learn more about our corporate governance structure. Scan here * Metric reported for the first time externally in our Sustainability Report. 8383
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2022 2021 2020 Board composition by average age 63 62 61 Board composition by average tenure 6 5 5.6 Board members’ average attendance* (%) 100 97 98 Number of independent Board members* 5 5 5 Board diversity* (number of females on the Board) 1 1 1 Our Board and senior executives Our Board members and senior executives have strong oversight of the Company’s financial and sustainability strategy and performance. In 2022, there was 100% attendance* at Board meetings. Five of the eleven Board members are independent. Executive remuneration Senior executive remuneration is linked to the Company’s sustainability performance. The remuneration framework for senior executives is designed to provide a balanced remuneration package that includes fixed and variable remuneration. The variable remuneration is market-aligned and subject to the fulfillment of predefined performance goals. Performance goals include sustainability metrics, such as GHG emissions intensity, flaring and safety.
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The variable remuneration is market-aligned and subject to the fulfillment of predefined performance goals. Performance goals include sustainability metrics, such as GHG emissions intensity, flaring and safety. Two variable pay plans are used: (i) Short-Term Incentive Plan (STIP) — an annual cash-based plan designed to reward performance in four areas (financial, operational, safety, and sustainability); and (ii) Long-Term Incentive Plan (LTIP) — designed to reward key financial, strategic and environmental/sustainability performance over a three-year period. Sustainability governance Our sustainability governance model strives to align our sustainability aspirations with the corporate business strategy and goals. Board Sustainability, Risk and HSE Committee The Board Sustainability, Risk and HSE (Health, Safety and Environment) Committee provides oversight and review of Company plans and performance, and advises on our sustainability, risk and HSE policies and practices to ensure that these are discussed, understood, owned and promoted at Board level. This includes advising on the Company’s response to climate change. This Committee meets quarterly to review the HSE performance (including health and safety incidents).
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This includes advising on the Company’s response to climate change. This Committee meets quarterly to review the HSE performance (including health and safety incidents). Our sustainability governance Board Sustainability, Risk and HSE Committee Sustainability Steering Committee Management Committee Strategy Council HSSE Committee Board of Directors President and CEO Strategy and Corporate Development ESG Strategy and Reporting Department Sustainability governance management framework In 2022, there was 100% attendance at Board meetings* * Metric reported for the first time externally in our Sustainability Report. Aramco Sustainability Report 2022 84 Governance
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Corporate committees Overall accountability for sustainability within Aramco lies with the chief executive officer, the Management Committee and the Strategy Council. They are supported by the Health, Safety, Security and Environment Committee (HSSE) and the Sustainability Steering Committee (SSC). The Company’s HSSE Committee is led by the president and CEO. It establishes the Company’s health, safety, security, and environmental policies and reviews key issues. This includes Company-wide safety initiatives, environmental and safety performance, compliance and conformance reviews, major HSSE incidents, insurance survey results, and cybersecurity. Sustainability Steering Committee The SSC, led by the executive vice president of Strategy and Corporate Development, reports to both the Strategy Council and Management Committee. The committee is comprised of senior vice presidents representing key Business Lines and Administrative Areas in the Company. The role of the SSC is to identify issues linked to sustainability and enable Aramco to categorize any potential impact on long-term value creation for stakeholders and the business. The SSC has specific accountability for the review of the Company’s climate strategy, decarbonization plans, and corporate risk assessments. The outcome of these reviews are then presented and endorsed by the Management Committee prior to the final review by the Board.
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The outcome of these reviews are then presented and endorsed by the Management Committee prior to the final review by the Board. Ethics and compliance Aramco maintains a zero tolerance policy for unethical behavior and conduct. Aramco expects its employees, and any party it does business with, to adhere to the principles contained in this policy. The policy includes, but is not limited to, anti-bribery, anti-corruption, and anti-fraud. Code of Business Conduct Aramco’s Code of Business Conduct is the foundation of our compliance program, which includes specific principles regulating anti- bribery and anti-corruption. Aramco has a mandatory enterprise-wide online Code of Conduct training program. The Code of Conduct is supported by compliance policies, implementing procedures and guidelines. Procedures have been developed to operationalize and support our anti-bribery and anti-corruption policies, which prohibits bribery and corruption in all forms. It includes, but is not limited to, procedures for third-party due diligence, gifts, meals, entertainment, and travel.
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It includes, but is not limited to, procedures for third-party due diligence, gifts, meals, entertainment, and travel. An anonymous 24-hour hotline, the General Auditor Hotline is open to employees, suppliers, and all stakeholders to report any suspected misconduct, including allegations related to bribery or corruption. Information about the hotline is available on Aramco’s public webpage and enables reporting via email, telephone, facsimile, or the Company’s intranet. Aramco has zero tolerance for retaliation, in any form, for good faith reporting of suspected misconduct. As part of our continued enhancements to our compliance program, we maintain committees to review findings of misconduct committed by personnel or third parties to ensure timely implementation of appropriate and consistent remedial measures. In 2022, there were 655 allegations (2021: 539) relating to a range of different topics, such as breach of the Aramco Code of Conduct, conflicts of interest/ethics (including alleged bribery and fraud) and misuse of IT equipment.
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2022 2021 2020 Number of allegations received through the 24-hour hotline 655 539 619 The number of allegations received from Aramco employees increased during the year, whereas allegations from anonymous sources has decreased significantly, especially when compared to prior years. We believe this indicates that employees have a growing level of awareness and trust regarding ethics matters, policy compliance expectations, and the channels for reporting and communicating concerns. The proliferation of digital technology and data analytics tools across Aramco has also been a major contributor to the increase in the number of allegations received in 2022. 8585
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Data The following table presents Aramco’s sustainability metrics for the years 2022, 2021, and 2020. Reporting boundaries for each metric and for each year are shown for transparency, and where possible, comparability. There are three common terms used in reference to the metrics’ reporting boundaries and the definitions of the commonly used terms are: Company in-Kingdom — Saudi Arabian Oil Company in-Kingdom wholly-owned operated assets. Operational control — Saudi Arabian Oil Company in-Kingdom wholly- owned operated assets, SASREF, Motiva, ARLANXEO, Aramco Trading Company (ATC), Aramco Services Company (ASC), Aramco Overseas Company B.V. (AOC) and Saudi Aramco Asia Company Ltd. (SAAC). Group — Saudi Arabian Oil Company, together with its consolidated subsidiaries, and where the context requires, its joint operations, joint ventures and associates. For more information on our metrics, see our sustainability data on our website. Scan here Aramco Sustainability Report 2022 86
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Our metrics Material topic Metric definition (unit of measure) 2022 actual 2022 boundaries 2021 actual 2021 boundaries 2020 actual 2020 boundaries Climate change and the energy transition Climate change Scope 1 emissions (million metric tonnes of CO2e) 55.71,2 Operational control excluding ATC, ASC, AOC and SAAC 52.31,2 Operational control excluding ATC, ASC, AOC and SAAC 50.21,2,3 Operational control excluding ATC, ASC, AOC and SAAC Climate change Scope 2 emissions (million metric tonnes of CO2e) Location-based 16.11,2 Operational control excluding ATC, ASC, AOC and SAAC 15.51,2 Operational control excluding ATC, ASC, AOC and SAAC 18.11,2,3 Operational control excluding ATC, ASC, AOC and SAAC Climate change Scope 2 emissions (million metric tonnes of CO2e) Market-based*4 10.31,2 Operational control excluding ATC, ASC,
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AOC and SAAC Climate change Scope 2 emissions (million metric tonnes of CO2e) Market-based*4 10.31,2 Operational control excluding ATC, ASC, AOC and SAAC Metric not disclosed previously Climate change Upstream carbon intensity5 (ratio of total upstream GHG emissions (Scopes 1 and 2) to production marketed6, kg CO2e/ boe) Location-based 10.31 Operational control 10.71 Operational control 10.63 Operational control Climate change Upstream methane emissions5 (metric tonnes of CH4) 29,193 Operational control 26,754 Operational control 26,4243 Operational control Climate change Upstream methane intensity5 (methane emissions from upstream operations per volume of marketed natural gas, %) 0.05 Operational control 0.05 Operational control 0.063 Operational control * Metric reported for the first time externally. 1. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 2.
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1. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 2. The Jazan Refinery (our downstream refinery) is excluded from our GHG reporting. In 2022, it remains in the startup and stabilization phase and is not fully operational. Aramco is working to stabilize the refinery’s operations and complete all necessary reporting configurations before the end of 2023. Reporting on the refinery’s environmental and sustainability elements will commence immediately thereafter, in line with the company’s commitment to operational transparency. 3. Fadhili Gas Plant is excluded from 2020 GHG emissions inventory. 4. In 2022, we also adopted a market-based methodology for our Scope 2 emissions, as per the GHG Protocol Scope 2 Guidance. 5. For this metric, the reporting boundary has been reclassified from Company in-Kingdom to operational control for 2022, 2021 and 2020. All of the company’s upstream operations are in the Kingdom of Saudi Arabia, therefore for this metric, Company in Kingdom and operation control are the same. 6. The methodology of this metric is the same as previous years and no change in figures.
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87
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[Guess]: No
[Confidence]: 0.99
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[Guess]: No
[Confidence]: 0.9
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[Guess]: Yes
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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6. The methodology of this metric is the same as previous years and no change in figures. However, the term ‘production sold’ has been renamed to ‘production marketed’ to align with our reporting to the OGCI Reporting Framework (Version 3.6, March 2022). 8787
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87
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[Guess]: No
[Confidence]: 0.99
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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Material topic Metric definition (unit of measure) 2022 actual 2022 boundaries 2021 actual 2021 boundaries 2020 actual 2020 boundaries Climate change and the energy transition Climate change Flaring intensity2 (volume of hydrocarbon gas flared per barrel of oil equivalent produced, scf/boe) 4.601,3 Operational control 5.513 Operational control 5.973,4 Operational control Climate change Flared gas2 (MMscf) 23,8183 Operational control 25,8253 Operational control 26,9953,4 Operational control Climate change Energy intensity (ratio of total net energy consumption and total production, thousand Btu/boe) 146.25 Operational control 116.61,3 Company in-Kingdom 112.41,3,4 Company in-Kingdom Safe operations and people development Workforce protection Number of fatalities 51 Operational control 11 Operational control 11 Company in-Kingdom Workforce protection Lost time injuries/ illnesses rate (number of LTI cases x 200,000/total work hours) 0.0141 Operational control 0.
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88
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.95
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[Guess]: Yes
[Confidence]: 0.8
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000/total work hours) 0.0141 Operational control 0.017 Operational control 0.011 Company in-Kingdom Workforce Protection Total recordable case frequency (total recordable incidents x 200,000/total work hours) 0.050 Operational control 0.054 Operational control 0.044 Company in-Kingdom Workforce protection Health performance* (number of overdue major health findings) x (100)/ total number of open major health findings) (%) 151 Operational control excluding ATC, ASC, AOC and SAAC 15 Operational control excluding ATC, ASC, AOC and SAAC 20 Operational control excluding ATC, ASC, AOC and SAAC Process safety and asset integrity Number of Tier 1 process safety events 11 Operational control 11 Operational control 9 Company in-Kingdom * Metric reported for the first time externally. 1. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 2.
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88
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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1. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 2. For this metric, the reporting boundary has been reclassified from operational control excluding ATC, ASC, AOC and SAAC to operational control for 2022, 2021 and 2020. This is because ATC, ASC, AOC and SAAC have no flaring emissions. 3. The Jazan Refinery (our downstream refinery) is excluded from our GHG reporting. In 2022, it remains in the startup and stabilization phase and is not fully operational. Aramco is working to stabilize the refinery’s operations and complete all necessary reporting configurations before the end of 2023. Reporting on the refinery’s environmental and sustainability elements will commence immediately thereafter, in line with the company’s commitment to operational transparency. 4. Fadhili Gas Plant is excluded from 2020 GHG emissions inventory. 5. As we progress on our reporting journey and our controls around ESG data mature, for this metric from 2022 onwards, we have expanded the reporting boundary from Company in-Kingdom to operational control. The 2021 and 2020 figures are at a Company in-Kingdom level only.
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88
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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The 2021 and 2020 figures are at a Company in-Kingdom level only. In 2022, at a Company in-Kingdom level, the energy intensity was 112.9 thousand Btu/boe. Aramco Sustainability Report 2022 88 Our metrics
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88
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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Material topic Metric definition (unit of measure) 2022 actual 2022 boundaries 2021 actual 2021 boundaries 2020 actual 2020 boundaries Safe operations and people development Human rights Number of grievances raised* 293 Company in-Kingdom 236 Company in-Kingdom 297 Company in-Kingdom Human rights Sites with a grievance mechanism in place* (%) 100 Company in-Kingdom 100 Company in-Kingdom 100 Company in-Kingdom Labor practices Attrition rate* (%) 2.4 Company in-Kingdom 2.8 Company in-Kingdom 7.8 Company in-Kingdom Labor practices Number of company employees 70,496 Company in-Kingdom 68,493 Company in-Kingdom 66,800 Company in-Kingdom Labor practices Number of female employees* 4,503 Company in-Kingdom 3,802 Company in-Kingdom 3,400 Company in-Kingdom Labor practices Female (%) of total employees 6.4 Company in-Kingdom 5.61 Company in-Kingdom 5.
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89
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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400 Company in-Kingdom Labor practices Female (%) of total employees 6.4 Company in-Kingdom 5.61 Company in-Kingdom 5.11 Company in-Kingdom Labor practices Number of female employees in leadership positions* 176 Company in-Kingdom 136 Company in-Kingdom 110 Company in-Kingdom Labor practices Female (%) of total number of new hires* 28.4% Company in-Kingdom 31.2% Company in-Kingdom 34.1% Company in-Kingdom Labor practices Female employees (%) of leadership positions 3.8 Company in-Kingdom 3.1 Company in-Kingdom 2.7 Company in-Kingdom Labor practices Number of contractor employees* (Supplementary man power) 7,639 Company in-Kingdom 6,339 Company in-Kingdom 6,365 Company in-Kingdom Labor practices Employees receiving regular performance reviews (%) 90.6 Company in-Kingdom 96.8 Company in-Kingdom 98.
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89
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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365 Company in-Kingdom Labor practices Employees receiving regular performance reviews (%) 90.6 Company in-Kingdom 96.8 Company in-Kingdom 98.4 Company in-Kingdom Labor practices Employee engagement score* (%) 85% Company in-Kingdom N/A as this survey is done every two years 85% Company in-Kingdom Labor practices Number of hired graduates 1,459 Company in-Kingdom 1,447 Company in-Kingdom 460 Company in-Kingdom Labor practices Number of apprentices 1,728 Company in-Kingdom 1,369 Company in-Kingdom 1,001 Company in-Kingdom Labor practices Number of interns 3,190 Company in-Kingdom 1,922 Company in-Kingdom 641 Company in-Kingdom Labor practices Total hours of training and development* (million) 13.0 Company in-Kingdom 12.8 Company in-Kingdom 12.
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89
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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0 Company in-Kingdom 12.8 Company in-Kingdom 12.1 Company in-Kingdom Labor practices Average hours of training and development* (per employee) 183 Company in-Kingdom 188 Company in-Kingdom 176 Company in-Kingdom * Metric reported for the first time externally. 1. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 8989
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89
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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Material topic Metric definition (unit of measure) 2022 actual 2022 boundaries 2021 actual 2021 boundaries 2020 actual 2020 boundaries Minimizing environmental impact Local environmental impact Number of hydrocarbon spills Total number of accidental release events of liquid petroleum hydrocarbon into the environment, where the spill incident is > 1 bbl 15 Operational control 13 Operational control 6 Operational control Local environmental impact Volume of hydrocarbon spills Total volume of liquid petroleum hydrocarbon accidentally released into the environment, where the spill incident is > 1 bbl 142,8851 Operational control 14,447 Operational control 134 Operational control Local environmental impact Recovered hydrocarbon Percentage of liquid petroleum hydrocarbon removed from the environment through recovery methods* (%) 91 Operational control 94 Operational control Metric not disclosed previously Local environmental impact Hydrocarbon discharge to water2 The total of hydrocarbons that are systematically released to surface water through regulated industrial wastewater discharges (barrels) 16.41 Operational control 30.
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90
|
[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: Yes
[Confidence]: 0.8
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41 Operational control 30.7 Operational control 20.2 Operational control Local environmental impact SO2 emissions3,4 Quantity of sulfur dioxide (SO2) (kilotonnes) 1671 Operational control 141 Operational control 163 Operational control Local environmental impact Number of sites with ISO 14001 certification* (%) 981 Operational control Metric not disclosed previously * Metric reported for the first time externally. 1. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 2. As we progress on our reporting journey and our controls around ESG data mature, for this metric, we have expanded the reporting boundary from Company in-Kingdom to operational control. To allow comparability, we have restated the 2021 and 2020 figures in line with the expanded reporting boundary. 3. The Jazan Refinery (our downstream refinery) is excluded from our SO2 emissions reporting. In 2022, it remains in the startup and stabilization phase and is not fully operational. Aramco is working to stabilize the refinery’s operations and complete all necessary reporting configurations before the end of 2023.
|
90
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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In 2022, it remains in the startup and stabilization phase and is not fully operational. Aramco is working to stabilize the refinery’s operations and complete all necessary reporting configurations before the end of 2023. Reporting on the refinery’s environmental and sustainability elements will commence immediately thereafter, in line with the company’s commitment to operational transparency. 4. For this metric, the reporting boundary has been reclassified from operational control excluding ATC, ASC, AOC and SAAC to operational control for 2022, 2021 and 2020. This is because ATC, ASC, AOC and SAAC are office-based entities and therefore, have no SO2 emissions. Aramco Sustainability Report 2022 90 Our metrics
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90
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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Material topic Metric definition (unit of measure) 2022 actual 2022 boundaries 2021 actual 2021 boundaries 2020 actual 2020 boundaries Minimizing environmental impact Biodiversity Net positive impact* (total biodiversity areas (km2)/Footprint area (km2) x 100) (%) 531 Operational control Metric not disclosed previously Water management Freshwater consumption2 (million m3) The difference between the volume of freshwater removed from the environment, incl. surface water, groundwater, for use in operations, and freshwater returned to the source. The total dissolved solids concentration of this type of water is up to 2,000 mg/l 93.61 Operational control excluding ATC, ASC, AOC and SAAC 94.6 Operational control excluding ATC, ASC, AOC and SAAC 90.2 Operational control excluding ATC, ASC, AOC and SAAC Water management Freshwater withdrawal2 (million m3) 136.6 Operational control excluding ATC, ASC, AOC and SAAC 137.3 Operational control excluding ATC, ASC,
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91
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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6 Operational control excluding ATC, ASC, AOC and SAAC 137.3 Operational control excluding ATC, ASC, AOC and SAAC 142.9 Operational control excluding ATC, ASC, AOC and SAAC Product stewardship and waste management Industrial waste generated2 The total amount of industrial waste, hazardous and non-hazardous, generated from operating facilities, not including waste recycling, re-using, and recovery (metric tonnes) 318,656 Operational control 240,225 Operational control 313,348 Operational control Product stewardship and waste management Industrial waste recycled* (%) 39.91 Operational control 39.8 Operational control 49.5 Operational control * Metric reported for the first time externally. 1. This figure has undergone external limited assurance in accordance to the ISAE 3000 (revised). The assurance report can be found online here. 2. As we progress on our reporting journey and our controls around ESG data mature, for this metric, we have expanded the reporting boundary beyond just Company In-Kingdom.
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91
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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The assurance report can be found online here. 2. As we progress on our reporting journey and our controls around ESG data mature, for this metric, we have expanded the reporting boundary beyond just Company In-Kingdom. To allow comparability, we have restated the 2021 and 2020 figures in line with the expanded reporting boundary. 9191
|
91
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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Material topic Metric definition (unit of measure) 2022 actual 2022 boundaries 2021 actual 2021 boundaries 2020 actual 2020 boundaries Growing societal value Labor practices Number of people on Aramco sponsored programs*1 12,160 Company in-Kingdom 9,010 Company in-Kingdom 737 Company in-Kingdom National content Saudization (%) 90.9 Company in-Kingdom 90.5 Company in-Kingdom 89.6 Company in-Kingdom National content Saudization of construction contracts (%) Percentage of construction saudi contractors relative to the total construction contractors workforce in Saudi Arabia 28.0 Company in-Kingdom 25.6 Company in-Kingdom 21.6 Company in-Kingdom National content Saudization of service contracts (%) Percentage of Saudi service contractors relative to the total service contractors workforce in Saudi Arabia 57.2 Company in-Kingdom 56.6 Company in-Kingdom 51.0 Company in-Kingdom National content iktva procurement spend within the Kingdom (%) 63.
|
92
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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2 Company in-Kingdom 56.6 Company in-Kingdom 51.0 Company in-Kingdom National content iktva procurement spend within the Kingdom (%) 63.0 Company in-Kingdom 59.0 Company in-Kingdom 57.5 Company in-Kingdom Human rights % of active suppliers signed up to Aramco’s Supplier Code of Conduct* 100% Company in-Kingdom 100% Company in-Kingdom 100% Company in-Kingdom Human rights Number of active suppliers* 3,199 Company in-Kingdom Metric not disclosed previously Community and society Social investment*2 ($ million) 370 Operational control Metric not disclosed previously Community and society Number of volunteers* 4,9413 Operational control 4,153 Company in-Kingdom 1,503 Company in-Kingdom Community and society Number of volunteer hours* 168,5903 Operational control 136,284 Company in-Kingdom 52,408 Company in-Kingdom Economic contribution Direct economic value generated and distributed2: Group Group Group – Revenue ($ million) 535,188 359,
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92
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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284 Company in-Kingdom 52,408 Company in-Kingdom Economic contribution Direct economic value generated and distributed2: Group Group Group – Revenue ($ million) 535,188 359,181 204,829 – Other income related to sales ($ million) 69,178 41,287 25,062 * Metric reported for the first time externally. 1. These programs include the Vocational College Internship Program (VCIP), University Internship Program (UIP), Summer enrichment program, Tomooh program, Advantage program, and ACCEL International Ajyal Center. 2. This metric is converted at a fixed rate of U.S. dollar 1.00 = SAR 3.75 for convenience only. 3. As we progress on our reporting journey and our controls around ESG data mature, for this metric from 2022 onwards, we have expanded the reporting boundary from Company in-Kingdom to operational control. The 2021 and 2020 figures are at a Company in-Kingdom level only. In 2022, at a Company in-Kingdom level, the number of volunteers were 4,397 and the number of volunteer hours were 166,734. Aramco Sustainability Report 2022 92 Our metrics
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92
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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Material topic Metric definition (unit of measure) 2022 actual 2022 boundaries 2021 actual 2021 boundaries 2020 actual 2020 boundaries Growing societal value Economic contribution – Operating costs ($ million) 299,279 194,624 127,662 – Employee wages and benefits ($ million) 14,665 14,066 13,670 – Dividends paid ($ million) 78,863 76,911 69,841 – Payments to government ($ million) 225,866 148,542 110,076 Economic contribution Total R&D spend1 ($ million) 1,178 Group 1,033 Group 755 Group Governance Corporate governance Board composition by average age 63 Group 62 Group 61 Group Corporate governance Board composition by average tenure 6 Group 5 Group 5.
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93
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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6 Group Corporate governance Board members’ average attendance* (%) 100 Group 97 Group 98 Group Corporate governance Number of independent Board members* 5 Group 5 Group 5 Group Corporate governance Board diversity* (number of females on the Board) 1 Group 1 Group 1 Group Ethics, anti-bribery and anti- corruption (compliance) Number of allegations received through the 24-hour hotline 655 Company in-Kingdom 539 Company in-Kingdom 619 Company in-Kingdom Ethics, anti-bribery and anti- corruption (compliance) Anti-bribery and anti-corruption training hours 22,575 Company in-Kingdom 7,300 Company in-Kingdom Metric not disclosed previously * Metric reported for the first time externally in our Sustainability Report. 1. This metric is converted at a fixed rate of U.S. dollar 1.00 = SAR 3.75 for convenience only. 9393
|
93
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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Currencies Currency conversion All financial amounts in SAR and USD in this Report are reported in line with the exchange rates reported in Saudi Aramco’s 2022 Annual Report. SAR/Saudi Riyal Saudi Arabian riyal, the lawful currency of the Kingdom $/USD/US$/Dollar US dollar Units of measurement Barrel (bbl) Barrels of crude oil, condensate or refined products boe Barrels of oil equivalent bscf Billion standard cubic feet bscfd Billion standard cubic feet per day Btu British thermal unit GW Gigawatts Mboed Thousand barrels of oil-equivalent per day MMboed Million barrels of oil-equivalent per day MMscf Million standard cubic feet MMtpa Million metric tonnes per annum per day Volumes are converted into a daily basis using a calendar year (Gregorian) scf Standard cubic feet tscf Trillion standard cubic feet Terms and glossary Affiliate With respect to financial information, the term Affiliate is defined by IFRS, meaning the Company’s subsidiaries, joint arrangements and associates. Aramco Namaat Aramco’s industrial investment program.
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94
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 1.0
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[Guess]: No
[Confidence]: 0.95
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Aramco Namaat Aramco’s industrial investment program. ARLANXEO ARLANXEO Holding B.V., a wholly-owned specialty chemicals subsidiary. ATC Aramco Trading Company, a wholly-owned subsidiary of Aramco. Carbon credit A carbon credit is a tradable instrument that represents either; a permit to emit one tonne of CO2 or equivalent GHG (tCO2e) into the atmosphere or; a certificate that represents the avoidance or removal of one tonne of CO2 or equivalent GHG (tCO2e) from the atmosphere. Carbon dioxide (CO2) A naturally occurring gas, and also a byproduct of burning fossil fuels and biomass, as well as land-use changes and other industrial processes. It is the principal human-caused greenhouse gas that affects the Earth’s radiative balance. It is the reference gas against which other greenhouse gases are measured and therefore has a Global Warming Potential of 1. Carbon capture, and storage (CCS) A set of technologies that can reduce CO2 emissions from new and existing coal- and gas-fired power plants, industrial processes, and other stationary sources of CO2.
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94
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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[Confidence]: 0.9
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Carbon capture, and storage (CCS) A set of technologies that can reduce CO2 emissions from new and existing coal- and gas-fired power plants, industrial processes, and other stationary sources of CO2. It is a three- step process that includes capture of CO2 from power plants or industrial sources; transport of the captured and compressed CO2 (usually in pipelines); and underground injection and geologic sequestration, or permanent storage, of that CO2 in rock formations that contain tiny openings or pores that trap and hold the CO2. Sequestration and Storage are often used interchangeably. Utilization is where CO2 is reused in other applications, e.g., food preparation, carbonated drinks manufacturing, etc. Carbon dioxide equivalent (CO2e) A metric measure used to compare the emissions from various greenhouse gases based upon their global warming potential (GWP). Carbon dioxide equivalents are commonly expressed as “million metric tonnes of carbon dioxide equivalents (MMtCO2Eq).” The carbon dioxide equivalent for a gas is derived by multiplying the tonnes of the gas by the associated GWP. MMtCO2Eq = (million metric tonnes of a gas) * (GWP of the gas). Aramco Sustainability Report 2022 94 Abbreviations, terms and glossary
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94
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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Carbon intensity A measure of greenhouse gas emissions in carbon dioxide (CO2) equivalent per barrel of oil equivalent. Carbon markets Two types of carbon market exist: (1) Regulatory compliance markets — used by companies and governments that by law have to account for their GHG emissions. It is regulated by mandatory national, regional or international carbon reduction regimes. (2) Voluntary markets — the trade of carbon credits is on a voluntarily basis. Carbon offset Reduction credits generated in one location that are transferred to another location or entity, and are usually denominated in metric tonnes of a reduced emission or megawatt hours of renewable energy produced. CHP Combined Heat and Power. Circular carbon economy A circular carbon economy is a framework for managing and reducing emissions. It is a closed loop system involving 4Rs: reduce, reuse, recycle, and remove. Circular economy A circular economy is an economic model of closed loops designed to retain the maximum value of resources, assets and products by design, improve environmental performance and systems thinking is at the core. Climate Usually defined as the “average weather,” or more rigorously, in terms of the mean and variability of relevant quantities over a period of time ranging from months to thousands of years.
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95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.9
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Climate Usually defined as the “average weather,” or more rigorously, in terms of the mean and variability of relevant quantities over a period of time ranging from months to thousands of years. Climate change Any significant change in the measures of climate lasting for an extended period of time. Climate change includes major changes in temperature, precipitation, or wind patterns, among others, that occur over several decades or longer. Company/Aramco/Saudi Aramco As used herein, and unless the context or additional text suggests otherwise, the terms “Aramco,” “Saudi Aramco,” “Company,” “we,” “us,” or “ours” refer to Saudi Arabian Oil Co. and its consolidated subsidiaries. Concession As defined and discussed on page 126 of the Saudi Aramco Annual Report 2022. CO2 Carbon dioxide. CO2e Carbon dioxide equivalent. Condensate Light hydrocarbon substances produced with raw gas, which condenses into liquid at normal temperatures and pressures associated with surface production equipment. Decarbonization The process of reducing CO2 (GHG) emissions from the company’s operations. Direct Air Capture (DAC) Technologies and processes that extract CO2 directly from the atmosphere.
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95
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[Guess]: No
[Confidence]: 0.9
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.95
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[Guess]: No
[Confidence]: 0.9
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[Confidence]: 0.9
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Decarbonization The process of reducing CO2 (GHG) emissions from the company’s operations. Direct Air Capture (DAC) Technologies and processes that extract CO2 directly from the atmosphere. The CO2 can be permanently stored in geological formations or used as a feedstock in the production of fuels, chemicals, building materials, and other products containing CO2. Domestic Refers to the Kingdom of Saudi Arabia. Emissions The release of a substance (usually a gas when referring to the subject of climate change) into the atmosphere. Emissions reduction Carbon reduction projects result in a net reduction in absolute CO2/GHG emissions relative to current emission levels or relative to an historical baseline. Energy efficiency Using less energy to provide the same service. Energy efficiency is one of the core strategies for reducing greenhouse gas emissions from fossil fuels. Energy intensity An index for measuring the total energy consumed to generate a unit of product, represented in thousand Btus per total production in barrel of oil equivalent. Energy transition A significant structural change in an energy system. Environment The natural world, as a whole or in a particular geographical area, especially as affected by human activity. ESG Environmental, social and governance.
|
95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
279 |
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Energy transition A significant structural change in an energy system. Environment The natural world, as a whole or in a particular geographical area, especially as affected by human activity. ESG Environmental, social and governance. Flaring intensity Volume of gas flared per barrel of oil equivalent produced (scf/boe). Freshwater Non-brackish water with total dissolved solids concentration up to 2,000 mg/l. 9595
|
95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
280 |
aramco.pdf
|
G20 Group of Twenty is an intergovernmental forum comprising 19 countries and the European Union (EU). GDP Gross domestic product. The broadest quantitative measure of a nation’s total economic activity, representing the monetary value of all goods and services produced within a nation’s geographic borders over a specified period of time. Greenhouse gas (GHG) Any gas that absorbs infrared radiation in the atmosphere rather than allowing it to radiate into space. Greenhouse gases include CO2, methane, nitrous oxide, ozone, chlorofluorocarbons, hydrochlorofluorocarbons, hydrofluorocarbons, perfluorocarbons, and sulfur hexafluoride. GHG avoidance The avoidance of GHG emissions that would otherwise occur without the protective actions implemented by an offset project. GHG reduction Quantified absolute decrease in GHG emissions specifically related to/arising from an activity. GHG removal Withdrawal of a GHG and/or a precursor from the atmosphere by a GHG sink or GHG removal technology. Government The Government of the Kingdom of Saudi Arabia (and “Governmental” shall be interpreted accordingly).
|
96
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
281 |
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Government The Government of the Kingdom of Saudi Arabia (and “Governmental” shall be interpreted accordingly). Greenhouse gas (GHG) emissions Any gaseous compound in the atmosphere that is capable of absorbing infrared radiation. Generally, consists of water vapor, CO2, methane, nitrous oxide, hydrofluorocarbons, perfluorocarbons and sulfur hexafluoride. Aramco’s inventory includes CO2, methane and nitrous oxide. Greenhouse Gas Protocol GHG Protocol establishes comprehensive global standardized frameworks to measure and manage greenhouse gas emissions from private and public sector operations, value chains and mitigation actions. It was a product of the collaboration between the World Resources Institute (WRI) and World Business Council for Sustainable Development (WBCSD). Group Saudi Arabian Oil Company, together with its consolidated subsidiaries, and where the context requires, its joint operations, joint ventures and associates. HSSE Health, Safety, Security and Environment. Hydrocarbons Substances containing only hydrogen and carbon. Fossil fuels are made up of hydrocarbons.
|
96
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: Yes
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
282 |
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HSSE Health, Safety, Security and Environment. Hydrocarbons Substances containing only hydrogen and carbon. Fossil fuels are made up of hydrocarbons. Hydrocarbons law Law governing hydrocarbons, hydrocarbon resources, and hydrocarbon operations existing within the territory of the Kingdom, enacted by Royal Decree No. M/37, dated 2/4/1439H (corresponding to December 20, 2017), as amended. IFRS International Financial Reporting Standard(s) that are endorsed in the Kingdom and other standards and pronouncements endorsed by SOCPA. iktva In-Kingdom Total Value Add. The company’s program to promote the development of a localized energy/industrial eco-system. Income tax law/tax law Income Tax Law issued under Royal Decree No. M/1 dated 15/1/1425H (corresponding to March 6, 2004) and its Implementing Regulations issued under Ministerial Resolution No. 1535 dated 11/6/1425H (corresponding to August 11, 2004), as amended from time to time. IPIECA International Petroleum Industry Environmental Conservation Association. IPO The initial public offering.
|
96
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
283 |
aramco.pdf
|
IPIECA International Petroleum Industry Environmental Conservation Association. IPO The initial public offering. ISO International Organization for Standardization. Joint venture/JV The term joint venture, as defined by IFRS, means a type of joint arrangement whereby the parties that have joint control of the arrangement have rights to the net assets of the joint arrangement. KAUST King Abdullah University of Science and Technology. KFUPM King Fahd University of Petroleum and Minerals. Kingdom Kingdom of Saudi Arabia. KPIs Key performance indicators. LTI Lost time injuries/illnesses. Master Gas System (MGS) An extensive network of pipelines that connects Aramco’s key gas production and processing sites throughout the Kingdom. Ministry of Energy Ministry of Energy of the Kingdom. Successor to MEIM. Aramco Sustainability Report 2022 96 Abbreviations, terms and glossary
|
96
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
284 |
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Methane (CH4) A hydrocarbon that is a greenhouse gas with a global warming potential most recently estimated at 25 times that of carbon dioxide (CO2). Methane is produced through anaerobic decomposition of waste in landfills, animal digestion, decomposition of animal wastes, production and distribution of natural gas and petroleum, coal production, and incomplete fossil fuel combustion. Motiva Motiva Enterprises LLC — located in the US. National Refers to the Kingdom of Saudi Arabia. Natural gas Underground deposits of gases consisting of 50–90% methane (CH4) and small amounts of heavier gaseous hydrocarbon compounds such as propane (C3H8) and butane (C4H10). Net zero emissions This is achieved when anthropogenic GHG emissions to the atmosphere are balanced by anthropogenic removals. NGL Natural gas liquids, which are liquid or liquefied hydrocarbons produced in the manufacture, purification and stabilization of natural gas. For purposes of reserves, ethane is included in NGL. For purposes of production, ethane is reported separately and excluded from NGL. Nitrogen oxides (NOx) Gases consisting of one molecule of nitrogen and varying numbers of oxygen molecules.
|
97
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
285 |
aramco.pdf
|
For purposes of production, ethane is reported separately and excluded from NGL. Nitrogen oxides (NOx) Gases consisting of one molecule of nitrogen and varying numbers of oxygen molecules. Nitrogen oxides are produced in the emissions of vehicle exhausts and from power stations. In the atmosphere, nitrogen oxides can contribute to formation of photochemical ozone (smog), can impair visibility, and have health consequences; they are thus considered pollutants. Operational control Saudi Arabian Oil Company in-Kingdom wholly-owned operated assets, SASREF, Motiva, ARLANXEO, Aramco Trading Company (ATC), Aramco Services Company (ASC), Aramco Overseas Company B.V. (AOC) and Saudi Aramco Asia Company Ltd. (SAAC). Original concession See definition to “Concession.” Paris Agreement The United Nations Framework Convention on Climate Change Paris Agreement. PIF Public Investment Fund of Saudi Arabia. Production costs The sum of operating costs and depreciation, reflecting both the erosion of asset value over time on an accounting basis and the cost of operating the business. R&D Research and development.
|
97
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
286 |
aramco.pdf
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Production costs The sum of operating costs and depreciation, reflecting both the erosion of asset value over time on an accounting basis and the cost of operating the business. R&D Research and development. Reserves Those quantities of liquids and gas, which by analysis of geoscience and engineering data, can be estimated with reasonable certainty to be economically producible — from a given date forward, from known reservoirs, and under existing economic conditions, operating methods and government regulations — prior to the time at which contracts providing the right to operate expire, unless evidence indicates that renewal is reasonably certain, regardless of whether deterministic or probabilistic methods are used for the estimation. The project to extract the hydrocarbons must have commenced or the operator must be reasonably certain that it will commence the project within a reasonable time. Reliability Total products volume shipped/delivered within 24 hours of the scheduled time, divided by the total products volume committed. Any delays caused by factors that are under the company’s control (e.g., terminal, pipeline, stabilization, or production) negatively affect the score, whereas delays caused by conditions that are beyond the company’s control, such as adverse weather, are not considered.
|
97
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
287 |
aramco.pdf
|
A score of less than 100% indicates there were issues that negatively impacted reliability. SABIC Saudi Basic Industries Corporation. SASREF Saudi Aramco Jubail Refinery Company, a subsidiary of Aramco, formerly known as Saudi Aramco Shell Refinery Company. Saudi Aramco/Aramco Saudi Arabian Oil Company, together with its consolidated subsidiaries, and where the context requires, its joint operations, joint ventures and associates. Any reference to “us,” “we,” or “our” refers to Aramco except where otherwise stated. Unless otherwise stated, the text does not distinguish between the activities and operations of the company and those of its subsidiaries. Saudi Green Initiative (SGI) A national initiative for the Kingdom that strives to increase the Kingdom’s reliance on clean energy, offset the impact of fossil fuels and combat climate change. Scope 1 GHG emissions Direct emissions, which include GHG emissions from on-site fuel combustion, flaring, venting and fugitive emissions. Scope 2 GHG emissions Indirect emissions, which account for GHG emissions from offsite power generation including electricity and steam. 9797
|
97
|
[Guess]: Yes
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
288 |
aramco.pdf
|
Scope 3 GHG emissions All indirect emissions (not included in Scope 2) that occur in the value chain, including both upstream and downstream emissions. Senior executives/Management Committee The members of the senior management of Aramco holding the title of president (CEO) or senior vice president. Senior management The senior management and other officers of Aramco who, while subordinate to the senior executives, are still involved in the management of Aramco and participate in driving its strategies, decisions or operations. Shareholder Any holder of shares. Shareek program A cooperative government program that is designed to provide support via various pillars, including financial, monetary, operational and regulatory cooperation and asset investment, striving to enhance the development and resilience of the Saudi economy by increasing the gross domestic product, providing job opportunities, diversifying the economy and strengthening cooperation between public and private sectors. SME Small- and medium-enterprise SOCPA Saudi Organization for Chartered and Professional Accountants. S-Oil S-Oil Corporation. SSC Sustainability Steering Committee.
|
98
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
289 |
aramco.pdf
|
SME Small- and medium-enterprise SOCPA Saudi Organization for Chartered and Professional Accountants. S-Oil S-Oil Corporation. SSC Sustainability Steering Committee. Subsidiaries Except with respect to financial information, the term subsidiaries means the companies that Aramco controls through its ability to influence the actions or decisions of another person through, whether directly or indirectly, alone or with a relative or affiliate (i) holding 30% or more of the voting rights in a company, or (ii) having the right to appoint 30% or more of the Board of a company. With respect to financial information, the term subsidiaries is defined by IFRS, meaning entities over which the company has control. Tier 1 process safety event An unplanned or uncontrolled release of any material, including non-toxic and non-flammable materials, from a process that results in one or more of the consequences listed in API Recommended Practice-754. Total recordable case (TRC) frequency Sum of recordable cases that occurred in the workplace per 200,000 work hours. UN SDGs United Nations Sustainable Development Goals. U.S./United States/USA United States of America.
|
98
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.00
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
290 |
aramco.pdf
|
UN SDGs United Nations Sustainable Development Goals. U.S./United States/USA United States of America. Zero carbon Applies only to energy sources, processes, products, projects, etc., that emit zero GHG emissions. Aramco Sustainability Report 2022 98 Abbreviations, terms and glossary
|
98
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
291 |
aramco.pdf
|
This Sustainability Report (the “Report”) may contain certain forward-looking statements with respect to Aramco’s financial position, results of operations and business and certain of Aramco’s plans, intentions, expectations, assumptions, goals and beliefs regarding such items. These statements include all matters that are not historical fact and generally, but not always, may be identified by the use of words such as “believes,” “expects,” “are expected to,” “anticipates,” “intends,” “estimates,” “should,” “strive,” “will,” “shall,” “may,” “is likely to,” “plans,” “targets,” “goals,” “outlook” or similar expressions, including variations and the negatives thereof or comparable terminology. These statements include, among other things, statements about expectations in connection with the company’s ESG initiatives, including the targets and goals set forth in this Report. The company cautions that its forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed in, or implied or projected by, the forward-looking information and statements. Our ability to reach our goals, including our goals related to ESG and minimizing our environmental impact,
|
99
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: Yes
[Confidence]: 0.8
|
[Guess]: No
[Confidence]: 0.9
|
292 |
aramco.pdf
|
Our ability to reach our goals, including our goals related to ESG and minimizing our environmental impact, safe operations and people development and growing societal value within the Kingdom could be affected by factors including, but not limited to: the inability to successfully meet the targets set forth in this Report, including through the management GHG emissions; the inability to meet our plastic waste and water management targets or successfully protect biodiversity; the inability to develop and deploy technology solutions to allow us to deliver the benefits of oil and gas hydrocarbons for future generations; the success of our partnerships with local and global organizations; the inability to ensure a healthy and safe environment for employees; natural disasters and public health pandemics or epidemics (such as COVID-19); competition in the industries in which Aramco operates; conditions affecting the transportation of products; operational risk and hazards common in the oil and gas, refining and petrochemicals industries, including with respect to the iktva program; the cyclical nature of the oil and gas, refining and petrochemicals industries; weather conditions; political and social instability and unrest and actual or potential armed conflicts; managing Aramco’s growth; risks in connection with projects under development and recent and future acquisitions and joint ventures,
|
99
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
293 |
aramco.pdf
|
weather conditions; political and social instability and unrest and actual or potential armed conflicts; managing Aramco’s growth; risks in connection with projects under development and recent and future acquisitions and joint ventures, including with respect to SABIC; managing Aramco’s subsidiaries, joint operations, joint ventures, associates and entities in which it holds a minority interest, including their performance with respect to ESG initiatives; risks related to operating in a regulated industry and changes to oil, gas, environmental or other regulations that impact the industries in which Aramco operates; and international trade litigation, disputes or agreements. In light of these and other risks, uncertainties and assumptions, the forward-looking events described in this Report may not occur. The forward-looking statements speak only as of the date of this Report. We undertake no obligation to update or revise any forward-looking statement, whether as a result of new information, future events or otherwise. All subsequent written and oral forward-looking statements attributable to us or to persons acting on our behalf are expressly qualified in their entirety by the cautionary statements referred to above and contained elsewhere in this Report. Except where noted, the information covered in this Report highlights the company’s performance and initiatives in fiscal year 2022.
|
99
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
294 |
aramco.pdf
|
Except where noted, the information covered in this Report highlights the company’s performance and initiatives in fiscal year 2022. The inclusion of information in this Report should not be construed as a characterization regarding the materiality or financial impact of that information. Sections of this Report have been prepared with reference to and guidance from various reporting frameworks, standards and guidelines, as outlined at the start of this report. The Company’s application of the various frameworks, standards and guidelines is based on its interpretation and judgment. This Report may contain links to or information from other internet sites. Such links and information are not endorsements of any products or services in such sites, and no information in such site has been endorsed or approved by Aramco. 9999 Forward-looking statements
|
99
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
295 |
aramco.pdf
|
Aramco Sustainability Report 2022 100
|
100
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
296 |
aramco.pdf
|
This document should be read together with Aramco’s public reporting, including our Annual Report, our website and our policies. Contact us We hope you find this Report engaging and informative, and we continue to welcome your input and views: We are also active on the below social media platforms, so please follow us to learn more about Aramco and our sustainability journey: Social media This Report is printed on paper certified in accordance with the FSC® (Forest Stewardship Council®) and is recyclable and acid-free. [email protected] linkedin.com/company/aramco@aramco Please see our 2022 Annual Report at www.aramco.com/en/investors/reports- and-presentations Please visit www.aramco.com/sustainability for more information on our approach to sustainability, our basis of preparation and our independent assurance statements for 2019, 2020, 2021 and 2022 Please visit www.aramco.com for more information
|
101
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
297 |
aramco.pdf
|
aramco.com
|
102
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
0 |
audi.pdf
|
Combined Annual and Sustainability Report 2024
|
1
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
1 |
audi.pdf
|
FinanceStrategy & Company ESG Appendix 2 Audi Report 2024 Cover: AUDI AG | Photo: AUDI AG Our 2024 annual and sustainability report is being published at a time when Germany and Europe are viewing their international competitiveness with a degree of apprehension. As an economic driver and one of the largest employers, the automotive industry is particularly in the spotlight – in terms of responsibility, too. The Audi Group’s business performance in the past year also reflects the difficult overall situation. Although I share this critical assessment, there is also good news. The entry of new competitors into the automotive market shows how attractive it remains to build cars. The value customers place on premium quality and design is undiminshed. At the same time, the innovation potential of the relatively new technology of elec- tric mobility is far from exhausted – especially when it comes to efficiency. The development of in-car digital features and innova- tive software also offers us completely new opportunities. With its brand core “Vorsprung durch Technik,” Audi is ready to embrace these opportunities for itself and its customers. We already started on this journey in 2024, when we successfully launched our model initiative with the backing of an impressive team performance.
|
2
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
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