Dr. Aaesha Ali Hashem

In this story

1. A physician at an operating site
2. Medical training and a wider remit
3. Research on the risks behind a medical emergency
4. Taking the profession beyond one employer
5. The move into sustainability leadership
6. Making a reporting system useful
7. Technology, measurement and behaviour
8. Responsibility in the boardroom
9. A public conversation about the workforce

A physician at an operating site

ADNOC's public introduction to Dr. Aaesha Hashem places her at Al Dabb'iya, responsible for the health and safety of employees working at the site. It is a concrete setting for a career that now includes sustainability leadership and board service. Before the language of ESG became central to her public role, the employer's account presented her work through the people carrying out energy operations and the responsibility to protect them.

The introduction names her as one of ADNOC's HSE managers and thanks the wider HSE team alongside her. ADNOC's careers page also includes her among its examples of female talent, connecting her professional role with the visibility of women at operational sites.

Her later biographies retain that connection between corporate and field-based responsibility. NMDC Group describes experience across sustainability, environmental management, occupational health and process safety. The Centre of Occupational and Environmental Health Africa, in its introduction to a career panel, adds technical, managerial and advisory work across exploration, drilling and operations. The recurring thread is responsibility for risks that exist in the workplace, alongside the systems intended to manage them.

Medical training and a wider remit

Hashem is a consultant physician in occupational medicine, according to NMDC's official biography. Its more detailed governance biography identifies medical and surgical study at Dubai Medical College and a master's in healthcare-management science from the Royal College of Surgeons in Ireland. These two areas of study appear together in a career that moves between individual health and organisational responsibility.

COEHA's panel biography describes her as a consultant in occupational and family medicine. It also lists occupational-medicine training associated with Manchester University and the Royal Society of Public Health, along with incident-investigation and management-system auditing training. In that account, clinical preparation is accompanied by tools for examining how work is organised and how organisations respond when something goes wrong.

The same introduction names emergency-response planning, cultural change and the development of organisational performance indicators among her areas of experience. Her professional record is concerned with medical knowledge, but also with planning, evidence and the behaviour of an organisation. The later sustainability and governance roles extend that combination rather than removing the medical foundation from view.

Research on the risks behind a medical emergency

A specific example of Hashem's professional work appears in a Society of Petroleum Engineers conference paper on preventing non-accident deaths in oil and gas operations. The publisher lists her alongside Muhammad Tayab, Shaikha Al Hamoudi, Farrukh Qureshi and Safdar Khan. Her author information identifies ADNOC Onshore.

The public abstract describes the problem the authors examined: workers with underlying medical conditions can face increasing health risks in demanding operating environments. It questions whether existing management controls are adequate, particularly at remote locations, even when medical-fitness requirements are already in place. The investigation therefore moves beyond whether a worker passed an assessment to what happens around that worker during employment.

The authors describe reviewing historical non-accident deaths and reassessing the barriers intended to prevent them. Their list includes the adequacy of pre-employment medical assessment, awareness of underlying conditions, follow-up on chronic conditions, attention to changes in behaviour, and awareness and training. These are distinct points of responsibility rather than one intervention expected to solve the whole problem.

The abstract also identifies readiness to manage medical emergencies, welfare and counselling among the additional barriers. In Hashem's career record, the paper supplies a practical connection between occupational medicine and management systems. Medical assessment, continuing follow-up, the ability to recognise a concern and the capacity to respond are considered within the same analysis.

Taking the profession beyond one employer

Hashem's professional service extends beyond her work inside the energy business. NMDC identifies her as a founder of the Emirates Society of Occupational Medicine, while its leadership page and the COEHA introduction identify her as the society's president.

COEHA listed her on a career-paths panel alongside occupational physicians working in different professional settings. The event was organised to support capacity building in Africa and the Middle East, with attention to training routes, professional development and the range of work available in occupational medicine. Her inclusion places her industrial experience within a wider conversation about how doctors enter and develop in the field.

Her Humans of Globe profile describes society priorities through education and awareness for healthcare providers, employers and employees. It refers to tailored training and workshops, recognising that these audiences bring different responsibilities to occupational health. The same account presents her support for integrating occupational-health services with primary healthcare, with the aim of making interventions more accessible and timely.

That emphasis connects her two medical interests without treating them as interchangeable. The occupational setting remains important, but she also advocates a closer relationship with the services through which people receive everyday care. The profile further describes recognition for organisations that demonstrate strong occupational-health practices.

The move into sustainability leadership

ADNOC Gas's sustainability report carries a statement under Hashem's name as Vice President of Sustainability and ESG. She presents the report as an account of the company's approach, commitments and performance in bringing environmental, social and governance considerations into the business.

Her statement connects sustainability with secure and responsible energy, the energy transformation and long-term value for stakeholders, society and the environment. It also describes the need to reduce environmental impact while supporting a credible transition towards a lower-carbon economy. The position she sets out combines an operating company's present responsibilities with changes it intends to make over time.

In her Humans of Globe profile, she describes joining sustainability work with a desire to make a positive environmental contribution in an industry important to the economy. The account identifies emissions reduction, energy efficiency, resource use, innovation and community relationships among her priorities. It presents these as connected parts of the role, rather than reducing sustainability to one technology or one reporting exercise.

The same profile makes the tensions in that work explicit. She describes balancing immediate business objectives with longer-term sustainability goals, securing investment, meeting regulatory requirements and aligning with stakeholder expectations. Her account also includes the difficulty of measuring and reporting progress accurately.

Making a reporting system useful

Hashem's named report statement points to a double materiality assessment as an important development. It considers both how sustainability matters affect ADNOC Gas financially and how the company's operations affect society and the environment. In her account, that work also strengthened engagement with internal and external stakeholders and updated the topics guiding the next phase of the strategy.

Her statement places that process within planning, governance and decision-making, rather than treating it as an appendix to operating activity.

She also describes the Sustainability Steering Committee's focus on disclosures and performance indicators, with consistency, transparency and accountability as the intended result. Alongside environmental work, her statement includes workforce wellbeing, community programmes and social responsibility. That range echoes the combination of people, operations and organisational systems visible in her earlier health responsibilities.

Technology, measurement and behaviour

Hashem's published professional account gives technology an important place in environmental management. It discusses carbon capture and storage, renewable energy, data analytics, artificial intelligence and connected monitoring. She presents these as tools that can support emissions reduction, resource efficiency and better operational information.

Her description of integration is equally concerned with behaviour and organisational routines. It includes strategic goals, company policies, employee training, monitoring and reporting, and visible support from leadership. The emphasis is on bringing sustainability into corporate and field-based work, rather than expecting a specialist division to carry the responsibility by itself.

Her account of measurement names carbon footprint, energy efficiency, waste and water use, renewable-energy adoption and regulatory compliance. It also includes stakeholder engagement. The list shows the range of evidence she considers useful when assessing progress. Her ambition to improve the company's carbon position remains an aim, not a ranking independently established by the profile.

Responsibility in the boardroom

NMDC Group's governance report identifies Hashem as a non-executive, independent board member. It also places her on the audit committee. These are different responsibilities from running a sustainability division: the official record locates her within the group's oversight structure, alongside other directors, rather than its day-to-day executive management.

The report gives that service more substance than a title alone. It records her presence at the board meetings listed for the reporting period and at the audit committee's meetings. The earlier governance report records her appointment to both the board and the committee.

Her official board biography emphasises enterprise risk, ESG governance, performance oversight and long-term value alongside occupational medicine and process safety.

A public conversation about the workforce

Forbes Middle East's event account describes Hashem taking part in a fireside chat moderated by Sally Mousa. The subjects included ESG ratings and the challenges of building a sustainable workforce. That report connects her public sustainability role with the people dimension already present in her occupational-health work.

In a separate professional post, Hashem announced that she would be a co-chair at an ADIPEC technical conference. Her introduction emphasised practical solutions, digitalisation and operational excellence, alongside resilience and change across the energy business.

Her published advice to younger professionals follows the same cross-disciplinary pattern. She encourages a foundation in environmental knowledge alongside data analysis, project management and communication. She also calls for work with teams spanning business, technology and policy, continued learning and professional development. Across these public roles, the consistent emphasis is on connecting knowledge with other people's responsibilities. Her career brings medicine, operating risk, sustainability and governance into that shared field of work.