OMV AG · VIE:OMV
OMV — OMV Aktiengesellschaft — Non-Deal Roadshow (February 2021)
74 slides from OMV's roadshow presentation, February 2021
Slide 1: Capital Market Story
Capital Market Story February 2021 OMV Aktiengesellschaft
Slide 2: Disclaimer
Disclaimer This presentation contains forward looking statements. Forward looking statements may be identified by the use of terms such as “outlook”, “believe”, “expect”, “anticipate”, “intend”, “plan”, “target”, “objective”, “estimate”, “goal”, “may”, “will” and similar terms, or by their context.
Slide 3: OMV at a glance – Three strong pillars, integrated along the value chain
OMV at a glance – Three strong pillars, integrated along the value chain Chemical Recycling Mechanical (ReOil®) Recycling Exploration & Refining & Chemicals & Production Marketing Materials 5 core regions: CEE, MEA, 3 Refineries in Austria, Germany 75% share in Borealis, North Sea, Russia and
Slide 4: Integrated business model comes with resilience and stability
Integrated business model comes with resilience and stability Refinery utilization rates OMV’s refining business is highly ~50% OMV versus EU 16 peers integrated with its own retail Captive refining 94% business and its chemical demand from 90% business retail and Borealis 79% 81% OMV European Ref
Slide 5: Global footprint – Strong European core and well positioned to benefit from demand in growth markets
Global footprint – Strong European core and well positioned to benefit from demand in growth markets Exploration & Production 1 Integrated position in Germany: The Burghausen refinery is highly integrated with the Borealis Burghausen site Refining & Marketing Integrated position in Austria: Around 1
Slide 6: Why invest
Why invest Integrated Focus on non-energy Well positioned to business model chemical products, become a leading along the value and thus transitioning player in the chain for business circular economy success in a low- carbon future Clear commitment Resilient operating Progressive dividend to the Pa
Slide 7: Updated strategic priorities 2025
Updated strategic priorities 2025 STRATEGIC PRIORITIES FINANCIAL FRAMEWORK ► Transition into an integrated ► Clean CCS operating result of chemical company EUR ≥5 bn by 2025 ► Continue to leverage the proven ► Cash flow from operating activities 1 concept of integration along the of EUR ≥5 bn by 202
Slide 8: Updated strategic priorities 2025
Updated strategic priorities 2025 EXPLORATION & PRODUCTION CHEMICALS & MATERIALS REFINING & MARKETING ► Run portfolio for value, harvesting the cash flow ► Leverage Borealis as platform for chemicals growth ► Maintain production corridor of ► Realize integration synergies with Borealis ~450-500 kboe
Slide 9: NET-ZERO 2050 or sooner
OMV’s net-zero ambition for Scope 1 & 2 emissions We will leave familiar paths to develop fundamentally innovative low-emission technologies NET-ZERO We will push innovative approaches like carbon capture and storage/usage Scope 1 & 2 emissions as well as hydrogen in our operations We will str
Slide 10: OMV is committed to the goals of the Paris Climate Change Agreement
OMV is committed to the goals of the Paris Climate Change Agreement – New, more ambitious emission targets for 2025 SCOPE 1 – target 2025 (vs. 2010) SCOPE 3 – target 2025 (vs. 2010) Reduce the carbon intensity of operations 1 by Reduce the carbon intensity of product portfolio 2 by ≥30% (previously
Slide 11: Clear priorities for a low carbon future
Clear priorities for a low carbon future CO2 emissions Natural gas offers immediate and natural gas-fired (50)% power plant vs. coal Natural gas substantial emission reduction potentials CO2 emissions CNG vs diesel (20)% GDP and improving living standards drive chemicals Per capita polyethylene Non-
Slide 12: Focus on natural gas – Share of natural gas in OMV's upstream production
Focus on natural gas – Share of natural gas in OMV’s upstream production will be increased to around 60 percent Share of natural gas in OMV’s upstream production Major natural gas fields contributing Pohokura New Zealand Aasta Hansteen Norway ~60% Yuzhno Russkoye Russia 57% 50% SK 408 Malaysia Promi
Slide 13: Borealis joins the OMV family – Extending the value chain
Borealis joins the OMV family – Extending the value chain towards more valuable products Exploration & Refining & Chemicals & Industries Production Marketing Materials Automotive Gas Consumer Products Energy Oil & Gas production Refining Polymers Advanced Products Fertilizers Pipes & Fittings Fuels
Slide 14: Borealis at a glance – Leading polyolefin producer with a focus on innovation
Borealis at a glance – Leading polyolefin producer with a focus on innovation Long history and expertise in polyolefins business, established 25 years ago by three oil & gas companies (Neste, OMV, Statoil) Global footprint in ~250 mn t global polyolefin market, showing above GDP growth Leading
Slide 15: Borealis has a strong financial track record
Borealis has a strong financial track record Operating result (incl. JVs) Cash flow from operating activities (incl. JV dividends) EUR mn Net profit from associates EBIT EUR mn 1,530 1,558 1,425 1,334 1,225 1,281 1,206 1,187 1,102 1,092 991 731 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019
Slide 16: Borealis has a resilient business model underpinned by solid 2020 financials
Borealis has a resilient business model underpinned by solid 2020 financials Quarterly operating result (incl. JVs) and net profit 2020 EUR mn Strong operating cash flow and net profit even in a 288 volatile market environment 181 205 210 Balanced application portfolio including high share 165 1
Slide 17: Polyolefins continue to show above-average market growth
Polyolefins continue to show above-average market growth Polyolefin demand by region Polyolefin market (representing ~50% of mn t global polymer market) growing above global CAGR GDP and showing higher increase vs. 2020-2030 351 remaining polymer market 34 Strong global increase by ~100 mn t, 4.
Slide 18: OMV becomes #1 in ethylene and propylene capacity in Europe
OMV becomes #1 in ethylene and propylene capacity in Europe Top ethylene & propylene capacities in Europe, ► OMV’s global monomer capacity will 2019, mn t increase by over 50% to 6.4 mn t OMV 1 2.0 2.0 0.7 4.7 ► Thereof European ethylene and propylene: 4.0 mn t Ineos 4.4 ► Thereof aromatics and buta
Slide 19: OMV extends value chain into polymers, becoming one of the world's leading producers
OMV extends value chain into polymers, immediately becoming one of the world’s leading producers Top 10 polyolefins capacities Globally, 2019 ► Borealis deal extends value chain, Mn t providing a natural hedge against cyclicality Sinopec 13.5 ► Integrated value chain allows margin Exxon 12.9 optimiz
Slide 20: Borealis well positioned to participate in market expansion via global growth projects
Borealis well positioned to participate in market expansion via global growth projects Europe Americas Middle East & Asia-Pacific © Total Belgium – new PDH 1 plant in Kallo, Texas (US) – Baystar JV with Total Abu Dhabi – Borouge located in proximity to Port of Antwerp ► Cost advantaged feedstock Eth
Slide 21: Borealis is a technology leader with innovative solutions and strong customer relations
Borealis is a technology leader with innovative solutions and strong direct customer relations Innovative company Borstar® Excellent customer relations 6,900 patents granted Borstar® is a multi-modal More than 2,500 direct and 3,000 patents proprietary technology customers and strong pending as of
Slide 22: Leading polyolefin producer with strong global market presence and resilient portfolio
Leading polyolefin producer with strong global market presence and resilient portfolio focusing on specialties Large share of specialty products and application know-how, increasing earnings resilience (60% margin share) Leading supplier in the Energy and Pipe industry One of the largest produ
Slide 23: Borealis providing solutions to growing energy market
Borealis providing solutions to growing energy market Long-distance energy Ongoing innovations Leading supplier to transportation with 640 kV like encapsulation the energy industry DC cable – world record! materials and backsheets BorlinkTM technology for solar modules Strong market growth p
Slide 24: OMV aims to become a significant player in circular economy
OMV aims to become a significant player in circular economy Total investments of up to EUR 1 bn for innovative sustainable solutions planned until 2025 & Waste collection Design for recycling & Chemical recycling mechanical recycling ► Borealis is a co-founder of the ► ReOil® – patented technology,
Slide 25: Mechanical Recycling – Borealis acts as frontrunner in transforming the industry toward circularity
Mechanical Recycling – Borealis acts as frontrunner in transforming the industry toward circularity ► Borealis has the right capabilities to develop solutions for its customers ► Borealis leading in circular economy solutions ► Four mechanical recycling plants in Austria and Germany (~100,000 t p.a.
Slide 26: Chemical Recycling – OMV's proprietary ReOil technology
Chemical Recycling – OMV’s proprietary ReOil® technology – Substitution of crude oil by post-consumer plastics Synthetic Refinery/ Converts used plastics under moderate crude oil petchem process pressure and normal refinery operating temperatures into synthetic crude oil Synthetic crude oil can
Slide 27: Borealis will substantially strengthen OMV's operating cash flow
Borealis will substantially strengthen OMV’s operating cash flow OMV Operating cash flow excluding changes in net working capital EUR bn ≥5 4.3 4.2 3.9 3.2 3.0 2.8 2015 2016 2017 2018 2019 2020 2025 27 | OMV Capital Market Story, February 2021
Slide 28: OMV Group – Good organic free cash flow of EUR 1.3 bn in 2020
OMV Group – Good organic free cash flow of EUR 1.3 bn in 2020 Cash flow development Decrease in operating cash flow, mostly EUR bn driven by Exploration & Production due to lower oil and gas prices 4.3 Continued strong organic free cash flow generation, even during the crisis, thanks to OMV’s sw
Slide 29: Borealis – Strong and stable cash flow generation in 2020
Borealis – Strong and stable cash flow generation in 2020 Borealis Operating cash flow 2020 Uses of cash in 2020 (including dividends from at-equity participations) Running CAPEX of around EUR 0.5 bn p.a. EUR bn Dividends 1.6 M&A 1.5 Acquisition of NOVA Chemicals’ 50% ownership interest in N
Slide 30: Borealis synergies of at least EUR 800 mn by year-end 2025
Borealis synergies of at least EUR 800 mn by year-end 2025 ≥800 EUR mn by year-end 2025 Operational cost savings ~200 ~200 ~200 Combined purchasing ~150 Debottlenecking 50-80 Value chain optimization Tax benefits 2021 2022 2023 2024 2025 30 | OMV Capital Market Story, February 2021
Slide 31: Capital allocation
Capital allocation 1 ORGANIC CAPEX 2 DEBT REDUCTION PROGRESSIVE 3 DIVIDEND POLICY 31 | OMV Capital Market Story, February 2021
Slide 32: Disciplined capital spending supports high free cash flows from combined businesses
Disciplined capital spending supports high free cash flows from combined businesses Organic CAPEX Total organic CAPEX are forecast at EUR bn EUR 2.7 bn for 2021 2.5 - 3.0 thereof EUR 0.2 are related to non-cash items 2.7 2.7 40% of OMV’s organic CAPEX for Chemicals & 2.4 Materials as well as c
Slide 33: Temporary increase in net debt following Borealis acquisition
Temporary increase in net debt following Borealis acquisition Gearing ratio excluding leases 8.1 Gearing ratio excluding leases considering divestments signed Signed divestments >1.0 Long-term Net debt excluding leases in EUR bn gearing ratio target excluding leases 30 41% ≤ % 3.6 ~35% 3.2 3.4 End o
Slide 34: OMV has a strong track record in active portfolio management
OMV has a strong track record in active portfolio management – OMV will reduce debt while delivering on dividend policy DPS DPS Progressive EUR EUR dividend policy reconfirmed 1.00 Acquisitions 1.75 Borealis acquisition EUR 6 bn EUR 3.8 bn 2015 2019 End-2021 Divestments: Divestment program EUR 3 bn
Slide 35: Update on the EUR 2 bn divestment program
Update on the EUR 2 bn divestment program Signed divestments Ongoing divestments 51% share in Gas Connect Austria Divestment of the NITRO business1 Closing expected in H1/21 Fertilizer, technical nitrogen and the Net debt reduction of EUR 570 mn melamine products Leading European player OMV
Slide 36: Clear commitment to our progressive dividend policy
Clear commitment to our progressive dividend policy Dividend Per Share Record dividend of EUR 1.85 per 2020 EUR proposed (+6% vs. 2019) CAGR We are committed to deliver an attractive +13% 1.85 shareholder return 1.75 1.75 1.50 Progressive dividend policy: OMV aims to increase the dividend or a
Slide 37: Facts & Figures – Exploration & Production
Facts & Figures – Exploration & Production 37 | OMV Capital Market Story, February 2021
Slide 38: Exploration & Production – Improved portfolio, lower cost
Exploration & Production – Improved portfolio, lower cost Production volume Production cost Kboe/d USD/boe +53% +53% (50)% -50% 487 13.2 463 1 427 Asia-Pacific 10.6 348 MEA 8.8 303 311 North Sea 7.0 6.6 6.6 Russia CEE 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 38 | OMV Capital Marke
Slide 39: Exploration & Production – Strengthened reserve base
Exploration & Production – Strengthened reserve base 1P Reserves Reserve Replacement Rate Mn boe 3 years Ø RRR, % 1,332 1,337 166 1,270 160 1,146 138 1,030 116 70 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 39 | OMV Capital Market Story, February 2021
Slide 40: Successful strategy execution in Exploration & Production
Successful strategy execution in Exploration & Production Developed Asia-Pacific Expanded footprint in New Zealand by increasing stake in existing into core region producing assets Partnered with Sapura’s upstream business in Malaysia – Platform for further regional growth, capitalizing on growi
Slide 41: Exploration & Production – Major projects
Exploration & Production – Major projects Development & Execution Project Country Type Production start Cum. production Peak production Working interest Operated FID primary year mn boe kboe/d % year Nawara Tunisia Gas 2020 40-50 ~10 50.0 by OMV 2014 SARB/Umm Lulu UAE Oil 2018 450 ~43 20.0 no 2013 G
Slide 42: Facts & Figures – Refining & Marketing
Facts & Figures – Refining & Marketing 42 | OMV Capital Market Story, February 2021
Slide 43: Continuous cost and performance programs lead to a top position in European refining benchmarking
Continuous cost and performance programs lead to a top position in European refining benchmarking HSB Solomon Associates LLC top ranking for Schwechat and Burghausen 1 and upside for Petrobrazi Net Cash Margin Net Cash Margin Net Cash Margin Schwechat, in USD/bbl Burghausen, in USD/bbl Petrobrazi, i
Slide 44: Sustainable Refinery – OMV invests around EUR 200 mn in biofuel production
Sustainable Refinery – OMV invests around EUR 200 mn in biofuel production at Schwechat Refinery Biofuel production at ► Converting up to 160,000 metric tons of liquid biomass, Annual savings of Schwechat refinery substituting fossil diesel via up to 360,000 OMV’s co-processing approach. metric tons
Slide 45: Strong profit contribution from the retail business
Strong profit contribution from the retail business Profitability turnaround in last 6 years Highly efficient retail stations AT average DE average Operating Result per filling station, EUR 1,000 1 Average throughput per station, mn liters 1 2 RO average OMV Group >180 >180 3.6 3.7 3.8 ~3.8 ~25% 10
Slide 46: Internationalization of OMV – Benefitting from an integrated position in UAE
Internationalization of OMV – Benefitting from an integrated position in UAE OMV’s integrated value chain in the United Arab Emirates enhances profitability, increases optionality and reduces volatility Production Refining & Trading Petrochemicals/Polymers Sarb and Umm 20.0% 15.0% ADNOC Refining OMV
Slide 47: ADNOC Refining – Key facts
ADNOC Refining – Key facts ► Refining capacity of 922 kbbl/d: ► Ruwais Refinery East: 420 kbbl/d ► Ruwais Refinery West: 417 kbbl/d ► Abu Dhabi Refinery: 85 kbbl/d Dubai ► Petrochemical production: 1.7 mn t p.a. Abu Dhabi ► Associated infrastructure: Ruwais site ► Advanced logistics networks, utilit
Slide 48: ADNOC Refining – Platform for further profitable growth
ADNOC Refining – Platform for further profitable growth SELF-FUNDED GROWTH Profitable long-term growth pipeline Integrate in petchem Increase feedstock value chain Detailed feasibility studies for future Operational excellence projects ongoing flexibility (eg. new refinery) Upgrade naphtha strea
Slide 49: Facts & Figures – Borealis
Facts & Figures – Borealis 49 | OMV Capital Market Story, February 2021
Slide 50: OMV closed transformative agreement for increasing its share in Borealis to 75%
OMV closed transformative agreement for increasing its share in Borealis to 75% OMV acquired additional 39% share in Borealis, increasing its share to a controlling interest of 75% Purchase price of USD 4.68 bn OMV is entitled to dividends distributed after 31 December 2019 Cash-out (net cas
Slide 51: Borealis has a global footprint
Borealis has a global footprint Stenungsund Porvoo • Ethylene: 380 kt • PE: 390 kt • Ethylene: 620 kt • Propylene: 230 kt • PP: 220 kt • Propylene: 230 kt • Aromatics & butadiene: 175 kt • Phenol & Acetone: 300 kt • PE: 770 kt Antwerp • Comp.: 42 kt Geleen • PE: 120 kt • Others: 120 kt • Comp: 90 kt
Slide 52: Borouge, the largest polyolefin site in the world
Borouge, the largest polyolefin site in the world – benefitting from competitive feedstock and access to Asian growth markets ► The world’s largest integrated polyolefins complex ► JV between ADNOC (60%) and Borealis (40%) established in 1998, first operations started in 2001 ► Following the start u
Slide 53: Together with Borouge and Baystar, Borealis supplies polyolefins across the globe
Together with Borouge and Baystar, Borealis supplies polyolefins across the globe PO sales volume and regional split 1 mn t 8.6 8.6 8.2 0.4 Baystar Americas 8% 7.5 7.4 7.1 6.8 Middle East, Africa 21% 3.8 Borealis CIS 2% 5.3 5.5 5.1 5.3 Europe 33% 4.0 4.4 Borouge Asia 36% 2010 2011 2012 2013 2014 201
Slide 54: Borealis benefits from feedstock cost advantage, integration, and high flexibility
Borealis benefits from feedstock cost advantage, integration, and high flexibility Central Europe Average feedstock flexibility at Borealis’ crackers Integration with OMV refineries, over the fence supply with ethylene and propylene Naphtha Nordics/Benelux 15-50% Propane High feedstock flexi
Slide 55: Appendix
Appendix 55 | OMV Capital Market Story, February 2021
Slide 56: Outlook 2021
Outlook 2021 2020 Outlook 2021 Brent oil price (USD/bbl) 42 50-55 Average realized gas price (EUR/MWh) 8.9 > 10 Total hydrocarbon production (kboe/d) 463 ~ 480 OMV indicator refining margin in Europe (USD/bbl) 2.4 > 2.4 European ethylene indicator margin (EUR/t) 435 435 European propylene indicator
Slide 57: Sensitivities of the OMV Group results in 2021
Sensitivities of the OMV Group results in 2021 Annual impact excl. hedging Clean CCS Operating Result Operating cash flow in EUR mn Brent oil price (USD +1/bbl) +60 +25 Realized gas price (EUR +1/MWh) 1 +150 +100 OMV indicator refining margin in Europe (USD +1/bbl) +110 +85 Ethylene/propylene net ma
Slide 58: Macro environment – improved crude oil and gas prices, but still below prior-year level
Macro environment – improved crude oil and gas prices, but still below prior-year level Oil prices OMV indicator refining margin Europe USD/bbl USD/bbl 70 63 6 5.0 4.9 60 50 5 61 44 50 43 4 40 47 30 42 3 2.3 30 37 Average Brent price 2 1.7 20 26 0.9 Average realized crude price 1 10 0 0 Q4/19 Q1/20
Slide 59: Operational KPIs
Operational KPIs Hydrocarbon production Refined product sales Retail sales kboe/d mn t mn t 505 5.17 1.75 444 472 4.68 1.64 4.37 1.47 Q4/19 Q3/20 Q4/20 Q4/19 Q3/20 Q4/20 Q4/19 Q3/20 Q4/20 Hydrocarbon sales Refinery utilization rate Natural gas sales kboe/d % TWh 477 454 98 50.4 422 90 44.7 81 211 19
Slide 60: OMV reacted swiftly to COVID-19 crisis – Multi-billion action plan
OMV reacted swiftly to COVID-19 crisis – Multi-billion action plan to safeguard financial strength OMV Reaction: Reduce organic investments by around 30% OMV is responding the 1 to around EUR 1.7 bn excluding Borealis in 2020 current situation with targeted measures to safeguard the company’s 2 Cu
Slide 61: Stringent cost discipline
Stringent cost discipline OPEX savings In EUR mn ~ 650 Operational efficiency in all business units >460 Process optimization and >430 harmonization >330 Capture economies of scale and strictly manage overhead costs >200 Leverage digitalization and optimize IT processes Procurement savings
Slide 62: Clean CCS Operating Result substantially impacted by lower oil prices and reduced demand
Clean CCS Operating Result substantially impacted by lower oil prices and reduced demand Clean CCS Operating Result Clean CCS net income attributable Clean CCS Earnings Per Share EUR mn to stockholders EUR Upstream Corporate & Other EUR mn Downstream 781 0.95 459 524 0.67 184 310 317 219 385 335 369
Slide 63: Strong balance sheet
Strong balance sheet Balance sheet December 31, 2020 vs. September 30, 2020 EUR bn 49.3 49.3 Deviations predominantly impacted by the acquisition of additional 39% shares in Borealis Stockholders’ equity resulting in full consolidation, resulting in 41.1 13.7 41.1 and hybrid capital significant in
Slide 64: Financing – Successful financing activities
Financing – Successful financing activities Date of issue Bond Amount in EUR mn Coupon in % Maturity September 2020 Hybrid bond (XS2224439385) 750 2.50 fixed 1 Perp-NC6 September 2020 Hybrid bond (XS2224439971) 500 2.875 fixed 1 Perp-NC9 June 2020 Eurobond (XS2189614014) 750 0.00 fixed 16/06/2023 Ju
Slide 65: Financing – Strong credit rating
Financing – Strong credit rating A3 A- Outlook negative Outlook negative March 16, 2020 March 13, 2019 65 | OMV Capital Market Story, February 2021
Slide 66: Shareholders – Diversified international shareholder base
Shareholders – Diversified international shareholder base Shareholder structure 1 Geographical distribution of 0.4% 0.1% institutional investors 1 56.4% 7.9% 11% Consortium agreement – 31.5% 5% 30% ÖBAG & MPPH 5% 327.3 mn 27.9% 5% shares 6% 6% 9% 23% 24.9% 7.4% 43.2% Free float United States Austria
Slide 67: External recognition of Best-in-Class ESG performance
External recognition of Best-in-Class ESG performance Member of Rated by "Leadership A–" rating in the climate change category. OMV is one of the top 14 companies in the global oil and Eurozone 120 gas sector. & Europe 120 since 2016 since 2020 since 2018 Prime Status by ISS ESG, with B– score since
Slide 68: Corporate Governance – OMV has a two-tier Board structure
Corporate Governance – OMV has a two-tier Board structure Supervisory Board Two boards with distinctive roles: Executive Board (EB) responsible for managing the company and representing it vis à vis third parties Supervisory Board responsible for monitoring and guiding the EB Supervisory Boa
Slide 69: 2020 AGM – Key additions to the Remuneration Policy for the Executive Board
2020 AGM – Key additions to the Remuneration Policy for the Executive Board compared to previous years Objectives Measures taken Consideration of explicit sustainability criteria Emphasising (CO2 efficiency and diversity) in the LTIP sustainability Strengthening of the Equity Deferral (in future
Slide 70: Annual Bonus and Equity Deferral for the Executive Board
Annual Bonus and Equity Deferral for the Executive Board Key elements Financial Targets (currently 80%) 3 financial and operational performance criteria ► Reported Net ► Clean CCS ROACE 2 Income1 (3-year average) ► Fatal accidents at work Maximum vesting of 150% of target level ► Rate of lost ti
Slide 71: Long-Term Incentive Plan (LTIP) for the Executive Board
Long-Term Incentive Plan (LTIP) for the Executive Board Key elements Performance period of 3 years Financial Targets (currently 85%) Maximum vesting of 200% of target level ► Free ► Relative Total Shareholder 2 financial performance criteria focusing on long-term Cash Flow 1 Return value gener
Slide 72: Summary of variable remuneration 2020
Summary of variable remuneration 2020 Annual Bonus & Equity Deferral Long-Term Incentive Plan (LTIP) 80% 85% Financial Targets Financial Targets ► 40% Reported Net ► 40% Clean CCS Income 1 ROACE 2 ► Fatal accidents at work ► 50% Free ► 35% Relative Total (3-year average) Cash Flow 3 Shareholder Retu
Slide 73: OMV's ESG performance relative to peers
OMV’s ESG performance relative to peers Relative rating vs industry peers top 10% top 10% top 5% top 12% SCORE 70 AAA B– 2 76 Environmental 78 6.3 73 Social 66 6.6 79 Governance 67 1 6.5 76 1 Governance is the sub-category of Economic dimension. Here Economic dimension score is presented. Note: time
Slide 74: OMV Aktiengesellschaft
The energy ouv for a better life. O M V
OMV Aktiengesellschaft — Non-Deal Roadshow (February 2021) on 6ix