Paramount Resources has spent nearly five decades building oil and gas work around one clear idea: match the rock, the well plan, and the field system to the asset. We explore for and develop conventional and unconventional petroleum and natural gas across Western Canada, with core properties in Alberta and British Columbia. Our operating footprint includes Kaybob near Fox Creek and Willesden Green near Rocky Mountain House. Those areas carry Duvernay, Montney, shale gas, conventional gas, NGL, and oil positions, so the job has to stay grounded in real reservoir detail, not generic energy language.
Our history shows up because we started in 1976 in a part of northeast Alberta where the wells were hard to prove and the infrastructure was thin. The first shallow-gas wells had no pipelines, and conventional drilling did not give clear proof of the gas potential. Our team adapted air-drilling for low-pressure reservoirs and built a repeatable approach where geological mapping, drilling technique, and field judgment had to line up. That same discipline still shapes how we think about development today. If the target is hard to read, we want the plan simple enough to execute and specific enough to work.
We still run we as an operating system, not a slogan. Public filings describe an enterprise asset management system. They also describe preventive and predictive maintenance for safety-critical assets, plus separate pipeline integrity and pressure equipment integrity programs for company-owned facilities. Contractor permitting, insurance status, and environmental, health, and safety performance are checked through a third-party portal before work is allowed to move. That kind of control shows up when production systems, access roads, and facility assets all have to stay aligned. It cuts avoidable downtime and keeps the next decision based on current field conditions.
Environmental work sits inside the same routine. We track greenhouse gas emissions, flared gas, vented gas, and fugitive emissions. Our work practices cover flaring, incinerating, venting, and waste management, while water management plans cover sourcing, storage, recycling, regulatory approvals, and transport logistics. That is practical field work, not paperwork for its own sake. It protects the air, water, and land around the asset, and it keeps the operating sequence organized when drilling, completion, facilities, and transportation all depend on one another.
Our field program also depends on parts supply. It depends on electrical support and manufacturing support when equipment needs to be ready on time. Surveying and transportation keep the job lined up with the site plan. Safety training helps field teams move with fewer avoidable delays. Those are not side services to us. They are the pieces that keep a drilling or production program from stalling because one part, one truck, or one site step was left out. When the job is more complex, we want the handoffs to stay simple.
We support that portfolio with a Calgary head office, field offices, and more than 400 employees. The scale shows up in the production numbers too. In the first quarter of 2026, Kaybob averaged 19,088 Boe/d and Willesden Green averaged 28,750 Boe/d. That kind of volume only stays stable when drilling, maintenance, road access, and operating discipline work together. For business questions, our contact path is clear, and health, environmental, or safety issues can go straight to our emergency line.
That direct path is part of how we work. Our contact page routes business requests to the right person, and it gives a clear route for road status and notifications when access shows up. Since 1976, we have kept the job practical: build repeatable locations, keep the field organized, and use drilling, maintenance, logistics, and environmental discipline to protect the asset. The result is a Western Canadian energy company that can move from reserve opportunity to operating routine without losing track of the details that keep production steady.
