An operator, built around evaluation
Arabian Energy Company acquires and operates upstream oil and gas assets. We evaluate opportunities across the producing world, execute the acquisitions that clear our thresholds, and take responsibility for the barrels afterwards.
What we do
AEC is an independent exploration and production company. Our work runs in three connected phases, and we treat them as one continuous responsibility rather than three separate businesses.
We evaluate. Producing fields, development projects, licence rounds and farm-in opportunities are screened against a consistent set of subsurface, commercial and country criteria. Most do not survive screening, which is the point of screening.
We acquire. Where an opportunity clears, we plan and execute the transaction — technical and commercial diligence, fiscal structuring, capital raising across equity and debt, negotiation and completion.
We operate. After completion we own the asset and the outcome: production, development, cost, safety, emissions and decommissioning. The valuation that justified the purchase stays attached to the asset so that promise and delivery can be compared honestly.
Four principles that survive contact with a deal
Buy on subsurface, not on narrative
Every acquisition is underwritten from volumetrics, decline behaviour and a fiscal model built for the specific contract — not from a seller’s summary. Where the data does not support a number, we carry the uncertainty rather than resolving it optimistically.
Price the downside first
A case is only worth presenting once the low case has been costed. We size debt against the P90 profile, not the base case, so a deal that survives on paper survives in the field.
Own the operations
We take operatorship where we can add engineering value, and a meaningful working interest where we cannot. Ownership without influence is a bond, and we are not a bond fund.
Decisions leave a record
What was assumed, who approved it, and what changed afterwards is recorded and retrievable. A decision that cannot be reconstructed cannot be learned from.
Who is accountable
AEC is led by a management team drawn from upstream operations, subsurface evaluation and transaction execution, reporting to a board with independent representation.
Directors, officers and their biographies are published here once appointments are confirmed. We would rather leave this section explicitly incomplete than fill it with placeholders — a company that names people it has not appointed has already told you something about its standards.
Contact for governance matters
Correspondence for the board should be directed through the contact page, marked for the attention of the company secretary.
How decisions are controlled
Delegated authority
Spending and commitment authority is delegated by written limit. Every approval in the platform checks the approver’s limit before it is accepted, and an approval outside a person’s authority cannot be recorded at all rather than being recorded and flagged later.
Segregation of duties
The person who builds a valuation is not the person who approves it, and neither is the person who releases payment against it. Roles in the platform enforce this separation directly.
Audit
Every change is written to a hash-chained audit record. Each entry carries the hash of the entry before it, so removing or altering history breaks verification from that point forward and the break is visible on demand rather than at year end.
Reserves reporting
Reserves are reported on a probabilistic basis — 1P, 2P and 3P, with proved developed and undeveloped split out — and the method, effective date and evaluator are recorded against every estimate. Where reserves are derived rather than supplied, that derivation is stated.