APA : 2022 Financial & Operational Highlights

2022 Financial and Operational Highlights

I N T R O D U C T I O N

		RESILIENT
RESILIENT		AGILE
	DIFFERENTIAL
	APA has a clearly defined strategy for creating
	value amid the current landscape of geopolitical
	and economic uncertainty and rapidly shifting
	governmental policies.
	 Our diversified portfolio provides capital allocation optionality, combined
	with our commitment to efficient operations and disciplined financial
	approach, enables us to remain agile and resilient through volatile
	commodity cycles.
	 During 2022, we generated the second-highest free cash flow in company
	history and returned $1.6 billion to shareholders via stock repurchases and
	a significant increase in our dividend rate.
	 We achieved an ambitious goal of reducing upstream routine flaring across
	our Egypt operations by 40%, underscoring our commitment to greenhouse

APA Global Operations Map

APA Corporation's subsidiaries have operations in the United States, Egypt's Western Desert and the United Kingdom's North Sea with exploration opportunities offshore Suriname and the Dominican Republic.

S TAT E S		C
I T E D		UB L I
U N		R E P
		D O M I N I C A N

S U R I N A M E

U N I T E D K I N G D O M

I N T R O D U C T I O N

E G Y P T

gas emissions reduction. APA pursued its operational and emissions

reduction goals with a focus on the health and safety of our team, and in

2022 delivered our lowest total recordable incident rate since 2005.

 In Suriname, we advanced our exploration and appraisal programs, which

included our first discovery on Block 53 and progress toward a final

investment decision on Block 58.

APA will continue to rely on a proven strategy rooted in differentiation, flexibility

and sustainability as we advance the organization, tackle new challenges and

generate value-creative opportunities.

2022 Operational Data by Region

		Proved Reserves	Gross Acreage*	Oil and NGL Production	Natural Gas Production
		(MMboe)		(in thousands)	(Mbbls/d)	(MMcf/d)
U.S.		607		3,535	133	473
Egypt		184		5,300	85	357
U.K.		99		294	34	35
Other International	‒		2,934	‒	‒
*Developed and undeveloped
Key
Mcf/d:	thousand cubic feet a day	Mbbls/d:	thousand barrels a day
MMcf/d:	million cubic feet a day	Mboe:	thousand barrels of oil equivalent
Bbls/d:	barrels a day	MMboe:	million barrels of oil equivalent

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2 0 2 2 K E Y M E T R I C S

252	865
	Oil and NGL Production		Natural Gas Production
	(Mbbls/day)		(MMcf/day)
318	890
Adjusted Production¹	Proved Reserves
(Mboe/day)	(MMboe)

Production		Estimated Proved Reserves
(% of total)		(% of total)
United States	53%	United States	68%
Egypt	37%	Egypt	21%
United Kingdom	10%	United Kingdom	11%

396Mboe/d

Total Production

Production by Product

(% of total)
Oil	48%
Natural Gas	36%
NGLs	16%

2022 Production

63%
37%
Conventional	Unconventional
89%
11%
Onshore		Offshore

54%	46%
United States	International
	(includes all dark blue locations)

$9.22Billion

Oil & Gas Production Revenue

Revenue by Product

(% of total)
Oil	74%
NGLs	17%
Natural Gas	9%

2 0 2 2 K E Y M E T R I C S

$1.77Billion

Upstream Capital Investment2

$6.84Billion

Adjusted EBITDAX²

$11.02

Net Income Per Diluted Share

$7.68

Adjusted Earnings Per Share2

1. Excludes production attributable to Egypt tax barrels and noncontrolling interest.
2. For a reconciliation to the most directly comparable GAAP financial measure, please refer to the Non-GAAP Reconciliations.

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E X E C U T I V E L E T T E R

FELLOW SHAREHOLDERS,

The past year has reminded the world of the critical role oil and gas plays in our everyday lives.

E X E C U T I V E L E T T E R

• We are well positioned to deliver on our mission of helping to responsibly meet global demand for oil and gas."

Both developed and developing nations have grappled with energy security challenges in the face of increasingly volatile commodity prices, economic uncertainties related to the pandemic and subsequent recovery, and geopolitical crises that range from political threats to military conflicts. The need for countries to secure access to energy sources for their citizens underpins a clear path for oil and gas demand for many years to come. Through the cycle, APA will remain resilient and pursue prosperity by prioritizing returns- focused investments, facilitating modest and sustainable production growth, remaining cost disciplined, continuing to strengthen the balance sheet, and operating safely and responsibly as good stewards of the environment.

Our strong financial performance in 2022 was a reflection of increased investment levels and tangible operational progress, not just changes in commodity prices. We generated $2.5 billion of free cash flow in 2022, the second-highest amount in company history, 66% of which was returned to shareholders. This exceeded the capital return framework we initiated in late-2021 and comprised $1.4 billion of common stock repurchases and an increase of our annual dividend payout rate to $1 per share. We also significantly improved our balance sheet during the year, with the repurchase and retirement of $1.4 billion of outstanding bonds.

At the beginning of 2022, we finalized the business combination of Altus Midstream and EagleClaw Midstream. This transaction enabled APA to deconsolidate Altus and its associated debt, and significantly enhanced the liquidity and growth prospects of Altus and the newly formed publicly-traded entity, which was renamed Kinetik.

Following two years of reduced capital investment related to pandemic-driven demand destruction, our global adjusted oil production returned to growth, with a nearly 6% increase from the fourth quarter of 2021 to the fourth quarter 2022. In Egypt and the U.S., we ramped up drilling activity to a level expected to be capable of generating moderate production growth in 2023 and for the next several years. Our appraisal program offshore Suriname demonstrated the presence of substantial incremental resource. On Block 58, key flow tests on two wells at Sapakara South and the discovery well at Krabdagu now indicate more than 800 million barrels of combined estimated original oil in place. We also announced our first oil discovery in Block 53, just across the lease line from our discoveries in Block 58.

In addition to our financial and operational achievements, we delivered on a number of annual environmental, social and governance (ESG) goals that were directly tied to incentive compensation. Most notably, we reduced upstream routine flaring in Egypt by more than 40%, well in advance of our year-end target. This is a significant step toward our long-term goal of eliminating 1 million tonnes of annualized CO2 equivalent emissions by the end of 2024.

As we look to the future, we remain committed to our long-term strategy, which emphasizes the unique optionality within our portfolio. We remain committed to our framework of returning a minimum of 60% of free cash flow to shareholders. With a 2023 capital budget of $2 to 2.1 billion, we expect to deliver year-over-year adjusted oil growth of more than 10%. This will be driven primarily by Egypt and the U.S. In Suriname, we look forward to continuing to appraise our discoveries in Block 58 and moving closer to a decision on our first sanctioned project. This summer, we will begin purchasing natural gas in the U.S. Gulf Coast for resale to Cheniere under a long-term contract that leverages our cash flow to premium European and Asian LNG price indexes. At strip prices, this marketing activity is expected to generate a significant free cash flow uplift for the foreseeable future.

We plan to continue building upon our recent ESG achievements, and accordingly, have introduced new short- and long-term goals for the organization. In 2023, we will focus on maintaining the momentum of our excellent safety performance, reducing methane emissions through continued reduction in flaring and conversion of pneumatic devices, increasing our usage of recycled, produced water, and accelerating wellsite retirement and reclamation both onshore and in the Gulf of Mexico. We have also introduced

a long-term greenhouse gas intensity goal for the first time in company history. These commitments underscore our efforts to deliver oil and natural gas in a safe and sustainable manner.

In closing, we would like to recognize the contributions of our team in a challenging and volatile operating and commodity price environment. We have positioned ourselves well to deliver on our mission of helping to responsibly meet global demand for oil and gas, which we believe will continue to serve as critical and necessary fuel sources for decades to come. While we cannot predict the future, nor control the many variables that will shape it, we believe our disciplined financial approach, paired with a diversified portfolio and ability to react quickly across an international asset base, position us to be a profitable and good corporate steward and citizen over the long term.

Lamar McKay	John J. Christmann IV
Non-executive Chair	Chief Executive Officer
of the Board	and President

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OUR ESG FOCUS

We believe our greatest contribution to societal progress and prosperity begins with the fundamental and profound positive impact that energy production has on everyday life.

Oil and gas will continue to play a necessary and pivotal role

in meeting growing global energy needs, and APA is committed to addressing the dual challenge of reducing emissions while helping to meet this growing demand.

Our ESG strategy is driven by a focus on the issues most pertinent to and controllable by our company in the regions where we operate, with the areas of Air, Water, Communities+People having the most significant impact.

AIR

O U R E S G F O C U S

WATER

We recognize that fresh water is a precious and limited resource, and we seek to minimize its use by finding innovative ways of sourcing alternatives, reusing water from producing formations, and reducing the overall amount of water required for operations. Across our operations, we continue to leverage technology to preserve freshwater resources.

86%

of the total water utilized for production operations since 2017 has been recycled or nonfresh

97%

of the water used in our U.S. hydraulic fracturing operations in 2021 was nonfresh or recycled produced water

We intend to measure and mitigate emissions by collaborating with partners across our value chain to test and implement better approaches to emissions reduction and leak detection.

We use a range of methods and technologies to reduce emissions, including preventative maintenance programs, production shut-in protocols in response to third-party midstream upsets, and the careful design and engineering of new facilities. In 2023, we joined the United Nations' Oil and Gas Methane Partnership, the only comprehensive, measurement-based international reporting framework for the sector. In 2022, we announced a long-term incentive compensation goal: By the end of 2024, we expect to complete capital and operational projects that will collectively eliminate at least 1 million tonnes of annualized CO2e emissions. We made great progress toward this objective in 2022, by achieving our ambitious goal of reducing upstream routine flaring in our Egypt operations by 40%.

Elimination

of U.S. onshore routine flaring in 2021

18%

reduction in global GHG (Scope 1) emissions from 2019 to 2021

40%

reduction in upstream routine flaring in Egypt: ESG Goal achieved in 2022

COMMUNITIES

AND PEOPLE

We aim to provide fulfilling and rewarding careers for our employees while fostering a more inclusive culture where all people can thrive. We also strive to be a good neighbor in the areas where we operate by understanding community interests and concerns, developing

local economies through our investment decisions and employment opportunities, and supporting local partners doing critical work in the community.

Supporting progress in our communities is an important component of our overall ESG strategy. To help focus our efforts and ensure we are creating shared value for our business and the communities where we operate, we have identified three pillars of social investment: Community Wellbeing, Environmental Stewardship and Access to Energy.

In 2022, we supported strategic initiatives that fell within each of these pillars, initiating new partnerships and further developing more established programs. The Apache Tree Grant Program, founded in 2005, reached a significant milestone of donating more than 5 million trees since inception and providing over 373,000 trees to 41 nonprofit partner organizations last year, an increase of 509% since 2021. Additionally, we announced a new partnership with the Clean Cooking Alliance, a United Nations Foundation

project focused on building a dynamic, inclusive, and financially sustainable industry with the goal of achieving universal access to clean cooking by 2030.

We also continued our legacy of educating young girls at Springboard Girls Schools in Egypt, which we founded in 2004.

To meet our ESG goal of fostering a more inclusive culture, we expanded our diversity and inclusion program through various efforts across the company. In 2022, we established a supplier diversity program aimed at capturing a wider array of industry vendors representing underserved or underrepresented groups. Additionally, we enhanced external transparency by reporting Tier 1 spend by category at year-end.

34%

of U.S. employees self-identified as ethnic minorities, up from 25% in 2017

15,000+

girls in Egypt have learned to read and write in schools we have supported since 2004

5 million

trees have been donated by the Apache Tree Grant Program since 2005

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