OMV

The Supervisory Board carried out its activities during the financial year with great care and in accordance with the law, the Company's Articles of Association, and the Internal Rules. It oversaw the Executive Board's management of the Company and advised it in decision-making processes on the basis of detailed verbal and written reports, as well as constructive discussions between the Supervisory Board and the Executive Board. Six regular and two extraordinary meetings of the Supervisory Board and 31 committee meetings were held in 2024.

The Presidential and Nomination Committee was mainly occupied with the preparation of the decision on the extension of the CFO's Executive Board mandate.

The Remuneration Committee dealt with matters such as the target achievements of the expired incentive plans and setting targets in the new plans.

The Audit Committee looked at important topics related to the accounting process, the internal audit program, risk management, and the Group's internal control system.

The Portfolio and Project Committee used its meetings in 2024 to prepare decisions regarding key investment and M&A projects on the basis of extensive information and intensive discussions.

The Sustainability and Transformation Committee met four times in its third year since being established. Its tasks include overseeing the strategy in terms of sustainability, ESG standards, performance, and processes, including HSSE and climate action in particular.

A comprehensive report by the Executive Board on business development and current topics, as well as reports from the committees, were a fixed component of every regular Supervisory Board meeting.

Feedback from investors plays an important role in the work of the Supervisory Board. As in previous years, the exchange between investors and the Supervisory Board was strengthened again in February 2024 at the Corporate Governance Roadshow. During numerous virtual and in-person meetings in Vienna and Frankfurt, I was able to answer questions from investors and proxy advisors on governance topics.

In 2024, bespoke training courses were held again for the Supervisory Board, with a particular focus on sustainability reporting requirements and information security.

The Remuneration Committee dealt with matters such as the target achievements of the expired incentive plans and setting targets in the new plans. In addition, the remuneration policy for the Supervisory Board was revised and approved by the Annual General Meeting.

Our Code of Conduct was updated to align with our Strategy 2030 and new regulatory requirements, such as supply chain due diligence and sustainability management best practices. We strengthened our existing commitments, particularly related to climate change and human rights, and introduced new ones to address emerging material topics like biodiversity, ecosystems, and the rights and welfare of workers in our value chain. These commitments are fundamental to our operations and continued success.

In 2024, the Audit Committee looked at important topics related to the accounting process, the internal audit program, risk management, and the Group's internal control system.

Information security is a top priority at OMV. We continuously adapt our security measures to address changing threats, new business needs, and digitalization efforts, ensuring the protection of our data, systems, and assets. Our Information Security Management System (ISMS), certified to ISO/IEC 27001, provides comprehensive security monitoring of our IT infrastructure and services. We also have specific security controls for AI technologies and adhere to responsible AI principles, regularly verifying our AI solutions to maintain ethical standards.

Our internal security measures are supported by regular external assessments and audits, following various security frameworks and legislative guidelines.

OMV is an integrated company with three robust pillars: Chemicals, Fuels & Feedstock, and Energy. It supports the transition to a lower-carbon economy and has the ambition to become a net zero emissions business by 2050 for Scope 1, 2, and 3 emissions. The majority of its nearly 24,000 employees work at its integrated European sites. In 2024, Group sales amounted to EUR 34 bn.

OMV's purpose, "Re-inventing essentials for sustainable living," is a fundamental part of the Strategy 2030 to become an integrated sustainable chemicals, fuels, and energy company – rooted in our firm commitment to achieving net zero emissions by 2050.

OMV's goal is to transform into an integrated sustainable chemicals, fuels, and energy company. A fundamental part of its strategy is the ambition to become a net zero emissions company by 2050. The Group will carefully balance investments in new areas while optimizing the traditional business operations, recognizing its responsibility to be a reliable supplier.

Strategic Pillars: • Strengthen, expand, and diversify the chemicals portfolio • Establish a leading position in renewable and circular economy solutions • Become a leading European producer of renewable fuels • Focus on natural gas and low-carbon solutions

In Chemicals, OMV is one of the world's leading providers of advanced and circular polyolefin solutions, with total polyolefin sales of 6.3 mn t in 2024. With operations in over 120 countries, it offers value-adding, innovative, and circular material solutions for key industries in its five industry clusters: Consumer Products, Energy, Health care, Infrastructure, and Mobility.

In Fuels & Feedstock (F&F), OMV operates three refineries in Europe: Schwechat (Austria) and Burghausen (Germany), both of which feature integrated petrochemical production, and the Petrobrazi refinery (Romania). Fuels and other sales volumes in Europe totaled 16.2 mn t in 2024 and the retail network consisted of 1,702 filling stations in eight European countries at the end of 2024.

In Energy, OMV explores, develops, and produces crude oil and natural gas with a focus on its three core regions of North, Central and Eastern Europe (CEE), and South. Daily hydrocarbon production was 340 kboe/d in 2024. OMV's Gas Marketing & Power business markets and trades natural gas and power in several European countries.

Feedback from investors plays an important role in the work of the Supervisory Board. As in previous years, the exchange between investors and the Supervisory Board was strengthened again in February 2024 at the Corporate Governance Roadshow. During numerous virtual and in-person meetings in Vienna and Frankfurt, I was able to answer questions from investors and proxy advisors on governance topics. The feedback we received reinforced our commitment to our transformation strategy and provided valuable input for our Supervisory Board work.

Ensuring active, candid dialogue with the capital market is a top priority at OMV. The Investor Relations department's mission is to provide comprehensive insights into OMV's strategy and business operations to all capital market participants, thereby guaranteeing the equal treatment of all stakeholders.

OMV is committed to achieving net zero emissions (Scopes 1, 2, and 3) by 2050, with interim targets for 2030 and 2040. The 2030 strategic priorities are to reduce absolute Scope 1 and 2 emissions by 30%, Scope 3 emissions by 20%, and the carbon intensity of the energy supply by 15–20%. All reduction targets are measured against a 2019 baseline.

Key initiatives are a decrease in fossil fuel sales, a significant increase in sustainable and biobased fuels, green gas sales, and the expansion of photovoltaic electricity capacity, as well as geothermal energy. This will be accompanied by an increase in sales volumes of sustainable base chemicals and polyolefins of up to 1.4 mn t p.a. by 2030.

Because emission reductions can only be achieved with considerable effort, the Group has earmarked on average 40–50% of its organic investments for sustainable projects for the period 2024–2030.

To become a net zero emissions company by 2050 (Scopes 1, 2, and 3), OMV has also set interim medium- and long-term targets for 2030 and 2040, with well-defined actions to meet the 2030 targets. OMV is committed to reducing its absolute emissions, aiming to reduce its Scope 1 and 2 emissions by 30% by 2030 and by 60% by 2040, and its Scope 3 emissions by 20% by 2030 and by 50% by 2040 compared to its baseline year of 2019. The Group also aims to reduce the carbon intensity of its energy supply by 15–20% by 2030 and by 50% by 2040 (baseline 2019).

The reduction in GHGs is expected to be achieved by increasing zero-carbon energy sales, increasing sustainable base chemicals, polyolefins, feedstocks, and products, and using neutralization measures such as Carbon Capture and Storage, while at the same time decreasing fossil fuel sales. OMV aims to phase out routine flaring and venting entirely by 2030.

OMV has planned a yearly average organic CAPEX of up to EUR 3.8 bn for the period from 2024 to 2030. Overall, OMV intends to allocate 40–50% of its organic CAPEX in this period to sustainable projects such as geothermal, Carbon Capture and Storage, renewable electricity, chemical and mechanical recycling, and biofuels to achieve its ambitious decarbonization targets.

Policies related to climate change mitigation and adaptation

OMV has developed several policies and frameworks to support its transition into a net-zero business in line with the Paris Agreement and EU climate strategies and targets.

Code of Conduct

Key content and principles:

• Commitments to reducing GHG emissions and supporting society's shift from a linear to a circular economy
• Offering diversified products with a reduced carbon footprint, gradually moving away from fossil fuels, and reaching net zero emissions by 2050
• Reducing operational emissions by improving both operational and energy efficiency
• Transitioning to cleaner energy sources within operations and sourcing renewable energy in accordance with the OMV Strategy 2030
• Increasing deployment of established renewable energy technologies and developing innovative solutions in low- and zero-carbon technologies
• Working collaboratively with suppliers and customers to reduce emissions across the entire value chain
• Ensuring products and their emissions reduction potential are marketed accurately and transparently
• Facilitating a Just Transition for employees and communities

Scope: Applies worldwide in all business segments and consolidated subsidiaries. Adherence is mandatory for everyone working for OMV or acting on behalf of, with, and for OMV, including all workers in the value chain (extractive business partners, JV partners, suppliers, agents, consultants, sales representatives, dealers, contractors, sub-contractors, contract workers, and affiliates).

Governance: Approved by OMV's Executive Board.

Link to international standards: Guided by the United Nations Global Compact (UNGC), UN Guiding Principles on Business and Human Rights, OECD Guidelines for Multinational Enterprises, Paris Agreement, Kunming-Montreal Global Biodiversity Framework, and UN Sustainable Development Goals (SDGs).

Public availability: Publicly available on the OMV website and embedded within General Purchase Conditions.

Monitoring implementation: Process management systems, corporate regulations and directives constitute the mandatory detailed implementation. Monitoring includes performing human rights impact assessments, evaluating the effectiveness of Community Grievance Mechanisms (CGMs), and conducting internal audits, compliance checks, spot checks, and supplier assessments.

Environmental Management Standard

Key content and principles:

• Provides detailed guidelines on managing the negative impacts of GHG emissions from operations and products sold
• Addresses low energy efficiency of operations
• Mitigating high emissions and significant energy consumption in continued operations and business activities
• Stipulates assessment of environmental impacts and risks, and adherence to environmental performance requirements in terms of emissions

Scope: OMV operations.

Greenhouse Gas Management Framework Standard

Key content and principles:

• Defines how to measure, report, and manage greenhouse gas emissions
• Contains definitions, boundaries, and rules for OMV's strategic GHG reduction targets and "net zero by 2050" ambition
• Defines reduction measures such as Carbon Capture and Storage (CCS) and Carbon Capture and Utilization (CCU)
• Requirements for purchasing voluntary carbon offsets and their contribution to achieving the Group's GHG targets
• Provides guidance on the management of methane emissions, and the accounting and reporting of biogenic CO2 emissions

Scope: Applies to OMV including Borealis and OMV Petrom, but excludes SapuraOMV Upstream Sdn. Bhd.

Governance: Approved by the CFO. Accountability for implementation lies with the CFO, while responsibility for implementation lies with the SVP Investor Relations & Sustainability.

Link to international standards: References the GHG Protocol, the OGMP 2.0 framework, IPCC, and the Integrity Council for the Voluntary Carbon Market.

Public availability: Made available to all OMV employees via OMV's Regulations Alignment Platform on the OMV Intranet.

Monitoring implementation: OMV subject matter experts and relevant employees were either directly involved in the development of the Standard or their feedback on the draft Standard was sought during the internal consultation process.

Controlling of Investment Directive

Key content and principles:

• Regulates the process of investment decision-making and reporting within OMV
• Defines CAPEX for controlling purposes
• Regulates investment criteria for sustainability projects aimed at mitigating negative impacts and risks, including projects to reduce GHG emissions from operations, products sold, and low energy efficiency in operations
• Promotes and facilitates investments in projects aligned with climate targets, including the long-term net zero target
• Defines CAPEX for sustainability projects as investments that are either aligned with the EU Taxonomy or support the implementation of OMV's 2030 Sustainability Framework
• Different financial hurdles apply for sustainability projects compared to other projects in the portfolio (distinct "weighted average cost of capital (WACC)" rates that consider the specific risks of sustainability projects and a payback period of <20 years)

Scope: Covers OMV including all its fully consolidated subsidiaries.

Governance: Approved by the OMV Executive Board, which is accountable for its implementation. Responsibility for implementation lies with the SVP Group Controlling & Performance Management.

Public availability: Made available to all OMV employees via OMV's Regulations Alignment Platform on the OMV Intranet.

Monitoring implementation: OMV subject matter experts and relevant employees were either directly involved in the development of the Directive or their feedback on the draft Directive was sought during the internal consultation process.

Borealis Policies for Climate Change Adaptation

Key content and principles:

• Several policies related to climate change mitigation and adaptation (Responsible Care Policy, HSE Management System Policy, Energy Management System Policy, Commercial Operations for Energy, Utilities, and CO2 Emission Allowances Policy)
• Ensure the consistent delivery of essential feedstock from upstream operations to facilities, and reliable delivery of products downstream
• Offer products and solutions that support climate adaptation, increasing climate resilience for customers and society (solutions for cooling, rainwater management, etc.)

Scope: Borealis operations.

Note: There is no policy addressing climate change adaptation at the OMV Group level.

Mergers and Acquisitions Policy

Key content and principles:

• Outlines minimum requirements for the planning, approval, and execution of M&A projects at Borealis
• Includes requirements regarding climate change mitigation and adaptation during an M&A project
• The impact of the M&A project on Borealis' corporate carbon footprint, transition plan, and climate change mitigation and adaptation risks needs to be assessed during the due diligence phase

Scope: Applies to acquisition of all or parts of shares or assets of entities not under the control of Borealis; divestments of Borealis-controlled tangible and intangible assets or shares; and mergers involving the contribution of shares or existing assets.

Governance: The Vice President for Strategy & Group Development of Borealis is accountable for implementing the policy. Any material deviation from the procedure must be brought forward by the project owner and approved by the Executive Board of Borealis.

Public availability: Made available internally to Borealis employees.

Monitoring implementation: The policy requires the due diligence phase of an M&A project to assess its impact on Borealis' corporate carbon footprint, transition plan, and risks related to both climate change mitigation and adaptation.

Actions and resources in relation to climate change policies

Overview of Key Actions and Resources

[E1-3.28] [MDR-A 68a, 68b, 68c, 68d, 68e] [E1-3.29a, 29b] [E1-4.34f] [AR 30a, 30b]

OMV has defined key actions to reduce emissions and develop sustainable energy solutions as part of its transformational path. These actions address negative impacts and risks identified for E1 Climate Change by:

• Increasing zero-carbon sales
• Using more recycled and sustainable feedstock
• Implementing Carbon Capture, Utilization, and Storage (CCUS)
• Improving operational efficiency

Total CAPEX allocation: OMV plans to allocate an average yearly organic CAPEX of approximately EUR 3.8 bn between 2024 and 2030. Of this, 40–50% will be directed toward sustainable projects including geothermal, CCS, renewable electricity, mechanical and chemical recycling, and biofuels.

[E1-3.29c-i] In 2024, the implementation of key actions related to E1 Climate Change required CAPEX of EUR 1,046 mn (71% EU Taxonomy-aligned).

[E1-3.29c-ii] Of the total planned CAPEX for implementing key actions between 2025 and 2029, 60% will likely be EU Taxonomy-aligned.

Detailed Key Actions by Decarbonization Lever

1. Increase in Zero Carbon Sales

Electricity generation from PV and wind, generation of heat/cooling from waste

• Status: Actual & Planned
• Expected outcome: Increase in zero carbon energy sales contributing to reduction of carbon intensity of energy supply
• Time horizon: Mid-term
• Scope: Own Operations
• Progress: Assessment, Execution
• CAPEX 2024: Included in EUR 0.4 bn for zero-carbon category
• CAPEX 2025-2029: EUR 0.4 bn
• Related IROs: E1-1, E1-2, E1-7, E2-9
• Contribution: Supports strategic pillar to 'Become a leading European producer of sustainable fuels'; Scope 3 reduction target and Carbon intensity energy supply target

Geothermal activities

• Status: Actual & Planned
• Expected outcome: Increase in zero carbon energy sales contributing to reduction of carbon intensity of energy supply
• Time horizon: Mid- to long-term
• Scope: Own Operations
• Progress: Assessment, Execution
• CAPEX 2024-2029: Part of EUR 0.4 bn zero-carbon allocation
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E2-9
• Key project: Joint venture "deeep" with Wien Energie for deep geothermal plants in Vienna area. First plant in Aspern with 20 MW capacity. Drilling commenced December 2024, start-up expected 2028. Long-term plan: up to 7 geothermal plants with up to 200 MW capacity

Infrastructure enabling low-carbon transport

• Status: Actual & Planned
• Expected outcome: Increase in biobased zero-carbon energy sales
• Time horizon: Short- to long-term
• Scope: Own Operations
• Progress: Execution, Completion
• CAPEX 2024-2029: Part of EUR 0.4 bn allocation
• Key achievement: In 2024, OMV operated 804 high-performance charging points (2023: 292)

Manufacture of biogas and biofuels

• Status: Actual
• Expected outcome: Increase in renewable zero-carbon energy sales
• Time horizon: Short- to mid-term
• Scope: Own Operations
• Progress: Execution, Completion
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-1, E2-9
• Key projects:
  • Coprocessing plant at Schwechat refinery started up June 2024: up to 160,000 t of liquid biomass per year converted into renewable diesel, ~EUR 200 mn invested, savings of ~360,000 t CO2e
  • OMV Petrom FID June 2024: SAF and renewable diesel (HVO) plant plus two green hydrogen plants, targeting ~250 kt/a of sustainable fuels starting 2028

Sustainable fuels and feedstock, e-fuels

• Status: Actual & Planned
• Expected outcome: Increase in renewable zero-carbon energy sales
• Time horizon: Short- to long-term
• Scope: Own Operations
• Progress: Assessment, Execution, Completion
• CAPEX 2024-2029: Part of EUR 0.4 bn allocation
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-1, E2-9

Manufacture of hydrogen

• Status: Actual
• Expected outcome: Increase in renewable zero-carbon energy
• Time horizon: Mid-term
• Scope: Own Operations
• Progress: Execution
• Related IROs: E1-1, E1-2, E1-7

Waste heat recovery

• Status: Actual
• Achievement: In 2024, 836,446 MWh delivered from Schwechat refinery to Vienna Airport and Wien Energie

2. Increase in Recycled and Sustainable Feedstock

Manufacture of organic basic chemicals

• Status: Actual & Planned
• Expected outcome: Reduction of GHG (Scopes 1 & 2) and Scope 3 emissions
• Time horizon: Mid- to long-term
• Scope: Own Operations
• Progress: Assessment, Execution
• CAPEX 2024: EUR 0.5 bn
• CAPEX 2025-2029: EUR 0.5 bn
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-1
• Contribution: Supports target to increase renewable chemical feedstock production capacity and increase equity product and third-party product sales of sustainable polyolefins and other chemicals to enhance circular economy; also contributes to GHG Scopes 3 target (and to some extent GHG Scope 1 & 2 target)
• Achieved GHG reduction: 0.0 mn tCO2e (2024 vs. 2019)
• Planned GHG reduction: 1.0 mn tCO2e (2030 vs. 2019)

Manufacture of plastics in primary form

• Status: Actual
• Expected outcome: Increase recycling capacity to increase sales volumes of sustainable polymers. Reduction of GHG (Scope 1 & 2) and Scope 3 emissions
• Time horizon: Mid-term
• Scope: Own Operations
• Progress: Execution
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-1, E5-3, E5-5, E5-6

Mechanical recycling and plastic waste processing

• Status: Actual & Planned
• Expected outcome: Increase recycling capacity to increase sales volumes of sustainable polymers. Reduction of GHG (Scope 1 & 2) and Scope 3 emissions. Adopting a circular economy will greatly diminish GHG emissions
• Time horizon: Short- to long-term
• Scope: Own Operations
• Progress: Assessment, Execution, Completion
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-1, E5-3, E5-5, E5-6
• Target: Increase sales volumes of sustainable base chemicals and polymers to up to 1,400 kta by 2030 based on renewable and recycled feedstock

Chemical recycling

• Status: Planned
• Expected outcome: Circular products made from renewable input or recycled plastic waste generate lower emissions than products made from primary fossil fuel
• Time horizon: Long-term
• Scope: Own Operations
• Progress: Assessment
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-1, E5-5, E5-6
• Note: Green loan issued in 2021 for ReOil® 2000 chemical recycling plant in Schwechat

Close to market research, development, and innovation

• Status: Actual & Planned
• Expected outcome: Circular products made from renewable input or recycled plastic waste generate lower emissions
• Time horizon: Short- to long-term
• Scope: Own Operations
• Progress: Assessment, Completion
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-1, E5-5, E5-6

3. Carbon Capture and Storage (CCS)

Carbon Capture and Storage (CCS)

• Status: Planned
• Expected outcome: Reduction of CO₂ emissions released into the atmosphere through storage underground in geological formations. This process helps mitigate climate change by preventing large amounts of CO₂ from contributing to global warming
• Time horizon: Mid- to long-term
• Scope: Own Operations
• Progress: Assessment
• CAPEX 2024: EUR 0 mn
• CAPEX 2025-2029: Not separately quantified
• Related IROs: E1-1, E1-2, E1-3, E1-5, E1-6, E1-7, E5-4
• Contribution: Contributes to strategic target 2030; OMV is aiming for a total capacity of around 3 mn t p.a. by 2030; contribution to Scope 1 & 2 reduction target, Scope 3 reduction target and carbon intensity energy supply target
• Achieved GHG reduction: 0.0 mn tCO2e (2024 vs. 2019)
• Planned GHG reduction: 3.0 mn tCO2e (2030 vs. 2019)
• Key projects:
  • Poseidon license (OMV Norge 50%, with Aker BP): potential for over 5 mn t of CO₂ p.a. storage. 3D seismic survey completed late 2023. Drill-or-drop decision expected 2025/26
  • Iroko license (OMV Norge 30%, with Vår Energi and Lime Petroleum): can store around 215 mn t of CO₂, injection capacity expected to exceed 7.5 mn t of CO₂ p.a.. Drill-or-drop decision expected 2025

4. Improve Operational Efficiency

Energy efficiency programs

• Status: Actual & Planned
• Expected outcome: Reduction of energy consumption and improving energy efficiency in operations. Energy efficiency results in lower GHG Scope 1 & 2 emissions and enhanced sustainability
• Time horizon: Short- to long-term
• Scope: Own Operations
• Progress: Assessment, Execution, Completion
• CAPEX 2024: EUR 0.1 bn
• CAPEX 2025-2029: EUR 0.1 bn
• Related IROs: E1-1, E1-7, E2-9
• Achieved GHG reduction: 1.5 mn tCO2e (2024 vs. 2019)
• Planned GHG reduction: 2.9 mn tCO2e (2030 vs. 2019)
• Example: Burghausen refinery 2024 project to use waste steam condensate, resulting in annual reduction of approximately 1,000 t CO2e

Other Scope 1 & 2 reductions

• Status: Actual & Planned
• Expected outcome: Improving operational efficiency resulting in lower GHG Scope 1 & 2 emissions and enhanced sustainability
• Time horizon: Mid- to long-term
• Scope: Own Operations
• Progress: Assessment, Execution
• Related IROs: E1-1, E1-7, E2-9
• Contribution: Strategic target for 2030 and contribution to Scope 1 & 2 reduction target and carbon intensity of energy supply target

Electricity generation from PV, wind, and waste heat

• Status: Actual & Planned
• Expected outcome: Reduction of Scope 1 & 2 emissions through production and use of renewable electricity. Improving operational efficiency resulting in lower GHG Scope 1 & 2 emissions and enhanced sustainability
• Time horizon: Short- to long-term
• Scope: Own Operations
• Progress: Assessment, Execution, Completion

5. Phasing Out Routine Flaring

Routine flaring phase-out

• Status: Actual & Planned
• Commitment: Endorsed World Bank's "Zero routine flaring by 2030" initiative in 2017
• Target: Eliminate legacy routine flaring as soon as possible, but no later than 2030
• Achievement: In 2024, routinely flared 32,914 thousand m³ of associated gas. Since 2017, reduced routine flaring amounts by 77%
• Scope: Existing sites where routine flaring still occurs must develop phase-out plans. New production sites developed without routine flaring

6. Fugitive Emissions Monitoring and Leak Detection and Repair (LDAR)

LDAR programs

• Status: Actual & Ongoing
• Expected outcome: Systematic monitoring and control of fugitive methane emissions and NMVOCs
• Scope: OMV Energy (upstream) and OMV Fuels & Feedstock (downstream)
• Methods: Routine audio, visual, and olfactory inspections, soap bubble testing, optical gas imaging, infrared cameras, drones, satellite data, acoustic leak imaging
• Key initiatives:
  • Pipeline integrity program
  • Modernizing facilities (e.g., compressor stations)
  • Alignment with OGMP 2.0 Framework and UN program for methane emissions reduction (joined April 2024)
  • OMV Petrom internal LDAR program covers over 300 facilities
  • Global and local methane management programs including Ops CH4llenge at OMV Petrom

7. Sourcing Renewable Energy for Operations

Renewable energy purchasing

• Status: Actual & Ongoing
• Expected outcome: Reduction of Scope 2 emissions
• Achievements:
  • Schwechat refinery: 53% of purchased electricity from renewable sources in 2024
  • Burghausen refinery (including tank farms and pumping stations): 75% from renewable sources in 2024
  • 100% of external power purchased for chemicals operations from renewable sources (Borealis commitment)
  • All Borealis production locations switched to renewable electricity by end of 2022
• Power Purchase Agreements (PPAs):
  • 2024: PPAs with VERBUND and ImWind securing 67 GWh of sustainable electricity annually (covers over 35% of Schwechat refinery and AWP external electricity requirements)
  • Borealis: 10-year PPA with Axpo Nordic for >130,000 MWh of wind power annually for Stenungsund, Sweden (delivery commenced January 2024)
  • Borealis: 8-year PPA with Fortum for renewable power for Porvoo, Finland operations

Energy Division Low Carbon Business

Total organic CAPEX in Energy: Average EUR 1.7 bn p.a. in 2024–2030 (represents around 45% of Group's organic CAPEX)

• ~35% of total organic CAPEX for this period allocated to Low Carbon Business
• 15% to Neptun Deep project
• 50% to exploration and production business

Renewable power target: 3–4 TWh by 2030 with IRR of at least 10%

• Focus primarily on Romania
• OMV Petrom secured around 2.4 TWh p.a. of prospective power production by 2030

Key 2024 acquisitions and projects in Romania:

• Electrocentrale Borzești (50% stake with RNV Infrastructure): renewable projects with capacity of approximately 1,000 MW (950 MW wind, 50 MW photovoltaic). PV project already built and in production tests
• Jantzen Renewables acquisition: several photovoltaic projects totaling approximately 710 MW of photovoltaic capacity at "ready-to-build" stage
• Ișalnița photovoltaic power plant: EPCC contract awarded November 2024, capacity approximately 89 MW, beginning execution phase

Geothermal energy target: Around 4 TWh by 2030 with IRR of at least 10%

• Two types of technology: open-loop (relies on natural aquifer) and closed loop (requires only hot rock)
• Joint venture with Wien Energie ("deeep"): explore and develop Vienna basin. First well drilling commenced December 16, 2024. First deep geothermal plant expected to start up 2028. Long-term plan: scale up capacity to 200 MW, providing energy to approximately half of Vienna's households using district heating
• Minority shareholder in Eavor (Canadian company, closed-loop geothermal technology): conducting tests in Germany (market potential up to 10 TWh by 2030)

CCS target: Around 3 mn t p.a. by 2030

• Two CO₂ storage licenses awarded on Norwegian Continental Shelf
• Progress relies on external factors (customer investments, attractive and guaranteed carbon price)

Low Carbon Business financial targets:

• Cash flow contribution of around EUR 400 mn by 2030
• Growing to around EUR 600 mn by 2035 from same projects

Energy division targets by 2030:

• Clean Operating Result: around EUR 2.9 bn
• Cash flow from operations: more than EUR 3 bn

Additional Context on Resources

Overall CAPEX distribution by segment (2024-2030):

• Energy: ~45% of total organic CAPEX (average EUR 1.7 bn p.a.)
• Sustainable projects allocation across segments:
  • Energy: ~40% of sustainable projects CAPEX
  • Chemicals: ~30% of sustainable projects CAPEX
  • Fuels & Feedstock: ~30% of sustainable projects CAPEX

EU Taxonomy alignment:

• 2024: 18.7% of total CAPEX was EU Taxonomy-aligned (2023: 10.5%)
• 2024: 22.4% of total CAPEX was Taxonomy-eligible (non-aligned) (2023: 27.7%)
• Mid-term plan 2025-2029: likely to increase to 29% EU Taxonomy-aligned
• Over mid-term plan period 2025-2029: on average around 64% of sustainable project investments are likely to be EU Taxonomy-aligned

Progress on implementation:

• In 2024, OMV invested EUR 1 bn in sustainability projects
• Investments primarily focused on recycled and sustainable feedstock and zero-carbon products
• Improved energy and operational efficiency
• Reduced absolute Scope 1 and 2 emissions by 23% compared to 2019
• Scope 3 emissions reduced by 17% compared to 2019, driven by lower fossil fuel sales
• Methane intensity decreased to 0.2% in 2024
• Significant reductions in flaring and venting

Locked-In Emissions Management

Key assets contributing to locked-in emissions (2024-2030):

• Refineries: ~50% of locked-in emissions
• Key chemicals assets: ~20% of locked-in emissions
• Brazi power plant and key E&P assets: remainder
• Jointly, these assets account for over 90% of OMV's total Scope 1 and 2 GHG emissions from 2024 to 2030

Emission reduction measures identified across all key assets will:

• Bridge the gap to meet OMV's 2030 Scope 1 and 2 targets
• Around two-thirds of the reductions of locked-in emissions up to 2030 coming from Brazi power plant and Schwechat refinery

OMV is committed to achieving net zero emissions (Scopes 1, 2, and 3) by 2050, with interim targets for 2030 and 2040. The 2030 strategic priorities are to reduce absolute Scope 1 and 2 emissions by 30%, Scope 3 emissions by 20%, and the carbon intensity of the energy supply by 15–20%. All reduction targets are measured against a 2019 baseline. For Scopes 1 and 2, OMV is aiming for an absolute reduction of 60% by 2040. For the defined categories in Scope 3, OMV is aiming for an absolute reduction of 50% by 2040. For 2040, OMV continues to target a 50% decrease in its carbon intensity of energy supply.

As part of its sustainability strategy, OMV aims to achieve an Exploration & Production (E&P) methane intensity of 0.1% or lower by 2030.

OMV aims to phase out routine flaring and venting entirely by 2030.

Energy consumption and mix

Total Energy Consumption

Energy consumption from fossil sources: 210 PJ (2024), 212 PJ (2023)
Energy consumption from renewable sources: 75 PJ (2024), 70 PJ (2023)
Total energy consumption: 285 PJ (2024), 282 PJ (2023)

Percentage of renewable energy: 26.3% (2024), 24.8% (2023)

Disaggregated Energy Mix

OMV has not disclosed a full disaggregated energy consumption table compliant with ESRS E1-5 (formerly E1-7) requirements in the 2024 Combined Annual Report. The report mentions total energy consumption figures and renewable percentages at various points, but does not provide the standard breakdown by:

• Fuel consumption from coal and derivatives
• Fuel consumption from crude oil and petroleum products
• Fuel consumption from natural gas
• Fuel consumption from other fossil sources
• Electricity/heat/steam/cooling purchased from fossil sources
• Total fossil energy consumption and % of total
• Energy consumption from nuclear sources and % of total
• Fuel consumption from renewable sources (biomass, biogas, hydrogen)
• Electricity/heat/steam/cooling purchased from renewable sources
• Self-generated non-fuel renewable energy
• Total renewable energy consumption and % of total

The report references renewable power targets (3–4 TWh by 2030, p. 84-85), photovoltaic investments (EUR 116 mn, p. 162), and green hydrogen projects (UpHy project, p. 47), but these are discussed in the context of capacity development rather than current consumption metrics.

Energy Intensity

Energy intensity per revenue: Not disclosed for 2024.

Scope and Methodology

The excerpts do not contain detailed scope definitions for the energy consumption figures mentioned. References to "own operations" appear in various contexts (e.g., pp. 142, 146) but no explicit energy consumption boundary statement was found in the provided excerpts. The report mentions renewable electricity procurement through PPAs (67 GWh annually from VERBUND and ImWind, covering 35% of Schwechat refinery external electricity requirements, p. 85), but does not integrate this into a comprehensive energy consumption disclosure table.

Gross Scopes 1, 2, 3 and Total GHG emissions

Scope 1 GHG emissions

OMV reports Scope 1 GHG emissions for operations under operational control (100% basis for activities operated or where OMV holds >50% and exerts controlling influence).

Scope 1 GHG emissions (million t CO₂eq)

Note: Figures are rounded and may not sum exactly. Scope 1 includes direct emissions from stationary combustion, mobile combustion, process emissions, and fugitive emissions across OMV's operated assets in Chemicals, Fuels & Feedstock, and Energy segments. 2019 is the baseline year for OMV's GHG reduction targets.

The report does not provide a detailed sub-breakdown of Scope 1 emissions by source type (stationary combustion, mobile combustion, process emissions, fugitive emissions) in tabular form, though these categories are mentioned in the methodology.

Scope 2 GHG emissions

OMV reports Scope 2 emissions using both location-based and market-based methods.

Scope 2 GHG emissions (million t CO₂eq)

Note: Scope 2 covers indirect emissions from purchased electricity, heat, steam, and cooling for consumption. Market-based method reflects contractual instruments (e.g., renewable electricity contracts). Location-based uses average grid emission factors.

Scope 3 GHG emissions

OMV reports Scope 3 emissions covering multiple GHG Protocol categories. Scope 3 categories 10, 11, and 12 follow operational control approach; Category 15 (Investments) follows equity share approach.

Scope 3 GHG emissions by category (million t CO₂eq)

Note: OMV reports Scope 3 total emissions but does not break down all 15 categories separately in the excerpts provided. Categories 10 (Processing of sold products), 11 (Use of sold products), 12 (End-of-life treatment), and 15 (Investments) are confirmed as material and included. Category 14 (Franchises) is not material to OMV. Detailed category-level disclosures may appear elsewhere in the full report.

Total GHG emissions (Scopes 1+2+3)

Total GHG emissions (million t CO₂eq)

Note: Total uses market-based Scope 2. 2019 baseline is 120.1 million t CO₂eq.

GHG intensity

The report mentions GHG intensity metrics:

• Carbon intensity of energy supply: OMV targets a 15–20% reduction by 2030 and 50% by 2040 (baseline 2019). Specific 2024 carbon intensity figures are not disclosed in the excerpts.
• Production cost / intensity per barrel: OMV reports production cost at USD 9.98/boe (2024) vs. USD 9.67/boe (2023), but this is an operational cost metric, not a GHG intensity per revenue.
• GHG emissions per revenue: Not disclosed in tabular form in the excerpts provided.

Biogenic CO₂ emissions

Biogenic CO₂ emissions are reported separately from Scope 1:

Biogenic CO₂ emissions (thousand t CO₂)

Note: OMV's report states that biogenic emissions are reported separately, but specific figures are not provided in the excerpts.

Regulated emissions (EU ETS)

The report does not provide a separate tabular disclosure of EU ETS or other regulated emissions in the excerpts.

Methodology and scope notes

• Operational control approach: Scope 1 and Scope 2 emissions are reported at 100% for activities that OMV operates or where OMV holds a stake >50% and exerts controlling influence.
• Equity approach for Scope 3 Category 15: OMV's share of investees' Scope 1, 2, and (where relevant) Scope 3 emissions are included in Category 15 (Investments).
• Baseline year: 2019 is the baseline for OMV's 2030 and 2050 GHG reduction targets.
• Consolidation: Data covers all fully consolidated entities analogous to financial statements, with some immaterial subsidiaries included based on topical relevance.
• Scope 3 categories: The report confirms materiality of categories 10, 11, 12, and 15. Detailed category-level breakdowns are not provided in the excerpts.
• Standards: GHG accounting follows the GHG Protocol Corporate Accounting and Reporting Standard and GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard.
• Phase-in: This is OMV's first ESRS-compliant report. Comparative data for 2023, 2022, and baseline 2019 are provided where available; for new ESRS metrics, prior years may be marked 'n.a.'.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Phase-in exemption applied

OMV has applied the phase-in exemption for ESRS E1-9 disclosures. The following specific disclosure requirements are identified as material but phase-in has been applied:

• Exposure of the benchmark portfolio to climate-related physical risks (paragraph 66): Material, phasing in applied
• Disaggregation of monetary amounts by acute and chronic physical risk (paragraph 66 (a)): Material, phasing in applied
• Location of significant assets at material physical risk (paragraph 66 (c)): Material, phasing in applied
• Breakdown of the carrying value of real estate assets by energy-efficiency classes (paragraph 67 (c)): Material, phasing in applied
• Degree of exposure of the portfolio to climate-related opportunities (paragraph 69): Material, phasing in applied

No quantified financial effects, time horizons, methodologies, or specific asset-level information for anticipated financial effects from climate-related risks and opportunities are disclosed in the reporting period due to the application of the phase-in exemption.

Policies related to pollution

OMV has disclosed multiple policies addressing pollution of air, water, and soil, as well as microplastic pollution through its subsidiary Borealis.

Code of Conduct

Scope: All OMV operations globally (specific details on exclusions not provided for this policy)

Key content:

• Commitment to applying responsible natural resources management and conducting all activities in an environmentally responsible manner
• Aspiration to cause no damage to the environment
• Implementation of prevention and control measures to prevent losses to water and soil
• Following best recognized industry practices beyond authoritative standards and guidance
• Prompt assessment and clean-up of spills to limit impact on environment and/or society
• Commitment to substituting hazardous substances with less hazardous alternatives where reasonably practicable
• Processes designed to minimize production and use of hazardous substances, including reduction of hazardous byproducts or waste

Governance: For governance details, the document refers to > E1 Climate Change section

Public availability: Not explicitly stated in excerpts

Links to international standards: Not explicitly stated in excerpts

Monitoring: Refer to > E1 Climate Change section for monitoring processes

Environmental Management Standard

Scope: Applies to OMV globally, including OMV Aktiengesellschaft and all its subsidiaries, Borealis AG, and OMV Petrom S.A., but excludes SapuraOMV Upstream Sdn. Bhd. and all its fully consolidated subsidiaries

Key content:

• Guidelines for effective management of negative impacts related to non-GHG emissions from own operations and use of OMV's products
• Management of water and soil pollution resulting from asset integrity failure at onshore or offshore operations
• Requirements for all OMV businesses to understand impacts of air emissions on local and regional ambient air quality
• Air emissions must be monitored, controlled, and minimized to mitigate effects on human health and environment
• All refineries and major chemical plants located in EU with stringent legal requirements (NEC Directive, Ambient Air Quality Directive)
• Systematic monitoring or estimation of air emissions with appropriate systems in place
• New developments or significant changes must consider emissions reduction through value improvement practices and engineering
• Spill prevention, control, and response plans tailored to specific business characteristics
• Written procedures for all hazardous substances on site, particularly oil and hydrocarbons
• Risk management plans including hazard identification, risk assessment, prevention, control, and response plans

Governance: For scope, involvement of senior-level management, reference to third-party standards, stakeholder interests, and public availability, refer to > E1 Climate Change section

Links to international standards: ISO 14001 (referenced for certification)

Monitoring:

• Internal Environmental Management System (EMS) audit conducted annually
• Full environmental management audit by external auditor or OMV Environmental Advisor/Expert every three years for sites without ISO 14001 certification
• Emissions monitoring at all refineries for pollutants such as SOx, NOx, CO, particulate matter/dust, and NMVOCs

Corrosion Management Framework

Scope: Applies to all employees and contractors involved in corrosion management during design, engineering, construction, commissioning, and operation phases of oil and gas fields at OMV Energy and OMV Petrom Exploration & Production (including affiliates) globally, but excludes SapuraOMV

Key content:

• Proactive and consistent approach to corrosion monitoring and management across Energy division
• Covers full life cycle of equipment exposed to corrosion risk in oil and gas facilities, from well to sales point
• Encompasses entire value chain of business
• All protective coatings and claddings must comply with international standards (ISO 14879, ISO 16961, and/or ISO 12944)

Governance: Endorsed by the Head of Development of OMV

Links to international standards: ISO 14879, ISO 16961, ISO 12944

Spills Preparedness and Response Planning Standard

Scope: Applies to all OMV sites globally, Borealis AG, and OMV Petrom S.A., but excludes SapuraOMV Upstream Sdn. Bhd. and all its fully consolidated subsidiaries. Target group includes all employees and external experts involved in providing subject matter advice to OMV companies and all contractor employees

Key content:

• Prevention of spills in operations and those caused by incidents such as sabotage or natural hazards
• Management and remediation of spills resulting from incidents
• Clear guidelines on handling and cleaning up spills to ensure lowest possible impact
• Contingency planning involving information gathering, risk assessments, identifying threatened environmental and socio-economic receptors, and developing response strategies
• Procedures to ensure adequate response capabilities mobilized according to identified risks
• Responsible disposal of recovered materials
• Immediate assessment and clean-up of all oil spills occurring on land or in water
• Remediation measures including cleaning, restoration, rehabilitation, and/or replacement of damaged environmental receptors

Governance: For involvement of senior-level management, reference to third-party standards, stakeholder interests, and public availability, refer to > E1 Climate Change section

Stakeholders affected: Government authorities, employees and contractors, NGOs/NPOs, society, shareholders

Monitoring: Regular oil spill response drills and training conducted

Responsible Care Policy (Borealis)

Scope: Applies to all Borealis entities and affiliates globally involved in processing, handling, or management of polyolefins (PO sites). Newly acquired entities required to follow comprehensive implementation plan

Key content:

• Management of microplastic pollution through unintentional pellet loss from operations
• Compliance of polyolefin (PO) production sites with Operation Clean Sweep (OCS) standard
• Aim to reduce emission of plastic particles into environment as far as possible
• Deployment of OCS standard at all Borealis PO sites
• External OCS certification of all PO sites in Europe (recycling plants currently excluded from certification)
• Implementation of pellet loss hierarchy: zero loss from primary containment, mitigation of impacts in case of spills, cleaning up spillages to prevent unrecoverable loss to environment
• Implementation of six key OCS requirements: improve worksite setup, create internal procedures, provide employee training and accountability, audit performance regularly, comply with local and national regulations, encourage partners to pursue same objectives
• Risk management plan established and annually reviewed at each site, including protocols for prevention, containment, and cleaning/reaction measures

Governance: Owned by Borealis CEO, who is accountable for implementation and OCS standard at all PO sites

Public availability: Policy not available to external stakeholders; however, OCS standard is publicly available through OCS website. Within Borealis, OCS standard integrated into Group-wide management system and translated into local languages

Links to international standards: Aligned with Operation Clean Sweep standard and ISO 14001 for environmental management systems

Stakeholder engagement: Consulted Supervisory Board (owners), works council (employees); OCS steering committee comprises representatives from European Commission, EU member states, and NGOs

Monitoring: All Borealis employees regularly trained on compliance; external OCS certification audits conducted at PO sites

Process Safety Management Standard

Scope: Applies to OMV globally, including OMV Aktiengesellschaft and all its subsidiaries, Borealis AG, and OMV Petrom S.A. and their respective subsidiaries, but excludes SapuraOMV Upstream Sdn. Bhd. and its subsidiaries. Minor exclusions within Borealis where separate entity-specific guidelines apply

Key content:

• Framework for implementation and maintenance of effective process safety regulations
• Defines minimum requirements and provides guidance on integrating process safety into HSSE management
• Focuses on minimizing risks associated with handling hazardous substances in oil, gas, energy, and chemical activities
• Prevents accidents that could harm humans, environment, assets, and OMV's reputation
• Proactive risk identification and management through analysis and evaluation of hazards
• Strong safety culture through leadership commitment, employee participation, and continuous learning
• Integration into HSSE management system ensuring compliance with legal and industry standards
• Guidelines on mitigation and emergency response mechanisms
• Process safety risks systematically evaluated through HAZOP studies, QRAs, and risk assessments according to Seveso Directive
• Recommendations from PHAs, audits, reviews, and incident investigations centrally recorded and prioritized in OMV Integrated Risk Register
• Independent pre-start-up safety review conducted before start-up of new facility, after major modifications, or following turnaround

Governance: Approved by Executive Board; responsibility for implementation lies with respective business units or members of board of directors; corporate functions support implementation and oversee governance and monitoring

Public availability: Made available to all OMV employees via OMV's Regulations Alignment Platform on OMV Intranet

Links to international standards: Seveso Directive (EU regulation)

Monitoring: Regular audits and reviews; incident reporting and investigation system in place

Actions and resources related to pollution

Overview

OMV minimizes air emissions from point sources and fugitive emissions through the precautionary principle, international best industry practices, and/or Best Available Technology (BAT). The company aims to prevent and reduce oil spills and leakage in operations at sea and on land through appropriate spill prevention and control plans.

Key Action: Pollution Prevention

Summary: Individual actions requiring individual CAPEX of EUR ≥5 mn for implementation

Geographic focus: Actions mainly refer to activities in Austria, Germany, and Romania.

Financing: OMV is assessing opportunities for sustainable financing and sustainability-linked funding. Currently, no sustainable finance instrument is outstanding for the implementation of key actions.

Non-GHG Air Emissions Reduction

Burghausen Refinery Flare System Optimization (Germany):

• Implemented combination of improvements reducing flared gas and associated non-GHG air emissions (NOx, VOC, CO)
• Actions included:
  • Increasing working volume of flare gas holder
  • Optimizing backup gas algorithm
  • Diverting nitrogen-rich stream from flare to refinery process
• Scope: Own operations at Burghausen refinery
• Time horizon: Completed in 2024

Berling Development Digital Guard Vessel (Norway):

• Employed fully digital guard vessel to protect laid pipeline
• Achieved significant reductions in GHG and non-GHG air emissions (NOx, VOC, CO) by using digital technology instead of physical vessel
• Scope: Own operations
• Time horizon: Completed in 2024

Microplastic Pollution (Borealis)

Operation Clean Sweep (OCS) Standard Compliance:

Policy objective: Ensure all Borealis polyolefin (PO) sites comply with OCS standard; all PO sites within Europe (excluding recycling plants) are OCS certified.

Site-level actions planned/taken:

• Borealis Antwerpen N.V. (Belgium): Purchase leaf vacuum tool
• Borealis Polymers Beringen (Belgium): Install speed bumps to shake off pellets before trucks leave site
• Borealis Kallo N.V. (Belgium): Install sieves in trenches
• Borealis Plastomers B.V. Geleen (Netherlands): Actions postponed to 2025

Scope:

• Own operations at Borealis PO production sites worldwide where it has operational control
• No microplastics emissions upstream (supplier assessments cover pollution-related criteria)
• Does not extend to downstream value chain

Resources: All OCS actions in 2024 involved either small investments or no cost; none exceeded EUR 2.5 mn threshold individually or cumulatively.

Time horizon: Actions completed over 2024 (except Geleen, postponed to 2025)

Classification: All OCS activities classified under pollution reduction (aimed at prevention, but zero pellet loss not yet achieved)

Process Safety

Training and Safety Culture:

Key programs:

• Training programs for operating personnel and employees on safety procedures
• Employee competence ensured through well-defined training plan, continuous communication, and sharing lessons learned
• Scenario-based emergency drills conducted periodically at refineries alongside regular fire service drills

OMV Process Safety Network:

• Online collaboration platform with reference library and discussion board
• Regular virtual sessions facilitate knowledge exchange across OMV countries and expertise fields
• Top management participation in online sessions

2024 initiatives:

• Project to improve process safety competency initiated for OMV employees
• Specific training for operational personnel in development
• Periodic Group Process Safety Committee meetings with Executive Board involvement
• Quarterly half-day events and annual Process Safety Day (up to 200 participants, including senior management)

F&F Division specific:

• New LOTOTO (Lock out, tag out, try out) system introduced at Lobau Tank Farm and Schwechat refinery
• Comprehensive training, regular feedback rounds, and practical exercises
• P&ID (Pipe & Instrumentation diagram) training for shift staff

Safety culture assessments:

• Group-wide Life-Saving Rules assessments conducted at operated sites in 2024 (including Borealis)
• Action plans developed for identified deficiencies; good practices shared
• OMV Petrom improved risk register data quality and prioritized process safety actions based on risk reduction and effort

Safety Centers:

• Established at Burghausen, Schwechat, and Petrobrazi refineries in 2024
• Crucial for implementing and practicing Life-Saving Rules
• Annual training targets blue-collar employees and contractors in refineries (Austria, Germany, Romania)

Scope: Own operations across OMV Group

Resources: Not quantified (falls outside OMV's definition of key actions requiring EUR ≥5 mn)

Targets related to pollution

Target 1: Obtain external certification of all European polyolefin (PO) sites according to the OCS scheme

Target: All Borealis' European PO sites externally certified in accordance with the European OCS standard by 2024

Target 2: Total number of pellet spills to the environment

Target: Achieve ≤ 1 pellet spills to the environment per PO site per year by 2025

Target 3: Process Safety Event Rate

Target: Maintain leading position in Process Safety Event rate by 2025 and 2030

Pollution of air, water and soil

Pollutants emitted to air, water, and soil

[E2-4.28a, 28b] [E2-4 AR 22]

Notes:

• n.a. (footnote 1): The pollutant is not applicable for the specific environmental receptor
• n.a. (footnote 2): This type of emission is not applicable at OMV
• n.a. (footnote 3): Value below the threshold

Total non-GHG air emissions

[GRI 305-7]

Microplastics

[E2-4.28b] In 2024, Borealis generated 4,024,286.9 t of microplastics in the form of produced plastic pellets at its PO sites, while emitting 0.018 t of microplastics as unrecovered pellet spills.

Spills

[Entity-specific] [GRI 306-3]

Methodology Notes

Air and water pollutants: All pollution data is obtained from site-specific information and measurements carried out in accordance with national legal requirements. Data for air pollutants is derived using a mixed methodology: continuous measurements, spot measurements extrapolated to annual values, and data calculated using standard factors. Pollutants to water are measured via spot sampling and internal or external lab analysis. Soil pollution caused by hydrocarbon spills is measured using various methodologies, depending on the type and severity of the spill and data availability.

Microplastics: The total mass of microplastics generated refers to the production output of each of Borealis' extruders, which is measured and reported in its environmental and energy data management system. The total mass of unrecovered microplastics resulting from a significant pellet spill is primarily estimated by trained on-site personnel during routine inspections. No standardized, scientifically recognized methods for directly measuring unrecovered pellets spilled from Borealis' operations currently exist.

Spills: Depending on the type and severity of spill and data availability, different methods are employed to determine the spill volume. For larger volumes, process data is used; for smaller volumes, the volume of excavated soil and the specific hydrocarbon loading of the soil can be used; for very small volumes that don't require soil recovery, estimates are employed.

Additional Voluntary Metrics

• 30 sites certified according to ISO 14001
• 0.0125 mg/l dispersed oil concentration in discharged water

Substances of concern and substances of very high concern

Materiality assessment

[ESRS 2-IRO-2.58] Substances of concern and substances of very high concern are not material for OMV because of the low likelihood of incidents due to high process safety standards, prevention of contamination and strict regulatory requirements. This assessment is based on data and information such as incident data, as well as, taking EU legislation into account. Furthermore, regulatory conditions (e.g., permits, inspections) and mitigation measures are also in place and governed by Seveso requirements at all locations. All our produced and purchased products are certified, and safety datasheets are publicly disclosed on our website.

[ESRS 2-IRO-2.59] The first Sustainability Statement prepared in accordance with CSRD and ESRS includes the minimum disclosure requirements as specified by ESRS 2, as well as the mandatory reporting requirements for the initial year. Based on the materiality assessment results, we analyzed the materiality for all disclosure requirements. The detailed process is described under IRO-1-53a/b. Consequently, all disclosure requirements and data points related to topics and sub-topics identified as immaterial during the materiality assessment have been excluded from this statement.

Policy approach

[E2-1.15b] As part of our commitment outlined in the Code of Conduct, we are dedicated to substituting hazardous substances with less hazardous alternatives where reasonably practicable. To support this effort, processes should be designed, modified, and applied to minimize the production and use of hazardous substances, including the reduction of hazardous byproducts or waste, as well as minimizing quantities or concentrations for handling and storage.

The Environmental Management Standard stipulates that all OMV businesses and activities must understand the impacts of their air emissions on local and regional ambient air quality. The OMV Environmental Management Standard requires that all relevant OMV businesses and activities implement an Environmental Management System (EMS) consistent with ISO 14001.

Management of hazardous substances

The Management of Hazardous Substances Standard provides requirements for the management and treatment of waste, including hazardous substances. Where existing local, regional, or national waste management facilities are inadequate, OMV supports third parties in developing their capabilities.

All our produced and purchased products are certified, and safety datasheets are publicly disclosed on our website. The general principles for environmental management at OMV include complying with all applicable environmental laws and regulations, and observing internationally accepted best practice industry guidelines, for instance the International Standards Organization (ISO), the International Association of Oil & Gas Producers (IOGP) and the global oil and gas association for advancing environmental and social performance across the energy transition (Ipieca) best practices, among others.

Policies related to water and marine resources

OMV discloses two policies relevant to water and marine resources management.

Code of Conduct

Policy content and principles:

• Commitment to respecting water as a precious limited resource
• Focus on sustainable and efficient use of water
• Respect for the right of stakeholders, especially local communities, to water
• Minimize the impact of water use (e.g., reducing freshwater withdrawals, especially in water-scarce areas)
• Minimize discharge impacts (e.g., improving wastewater quality)
• Applies to OMV's operations and value chain

Scope:

• Focuses on OMV's commitments as a company
• OMV seeks to work with business partners who share and subscribe to these values and respect these principles, especially in operations and value chain

Negative impacts addressed: This policy helps manage actual negative impacts including:

• Use of water from water-stressed areas
• Freshwater withdrawals for products and/or services in regions with limited water availability
• Significant regional implications for the availability of water for nature and local communities

Additional information:

• Process for monitoring, scope details, involvement of senior-level management, reference to third-party standards, interests of key stakeholders in setting the policy, and how the policy is made available to potentially affected stakeholders are covered in E1 Climate Change section

Environmental Management Standard (EM Standard)

Policy content and principles:

• Requires all OMV businesses and activities to minimize the impact of effluent on the environment and on local communities
• Outlines specific requirements for wastewater discharge onshore and offshore
• Direct discharges of wastewater to land, wetlands, or water bodies without prior treatment are prohibited
• Requires assessment and application of Best Available Technologies (BATs) and international standards to:
  • Reduce the volume of wastewater
  • Reduce the load of pollutants
  • Optimize the efficiency of water according to the reduce, reuse, recycle principle
• No discharge may alter or diminish the value of the receiving environment
• Systematic monitoring required based on national legislation and permits
• Any environmental impact must be managed appropriately

Scope:

• All business units and activities within OMV
• Every OMV employee is responsible for minimizing the impact of activities on water resources

Public availability:

• OMV's Water Ambition Statement is publicly available on the company website

Stakeholder involvement:

• Local regulatory and river basin authorities are involved to ensure OMV complies with local environmental regulations and has obtained all required permits

Implementation mechanisms: The EM Standard includes processes and mechanisms to prevent, mitigate, and remediate actual and potential negative impacts:

1. Risk Management:

   • High-level water stress assessments conducted annually
   • Uses international tools and indexes: Verisk Maplecroft Water Stress Index (based on World Resources Institute Aqueduct Baseline Water Stress Index)
   • Bottom-up approach following OMV's Group-wide Environmental Risk Assessment (ERA) guideline
   • Significant risks integrated into OMV's Enterprise-Wide Risk Management (EWRM) system
   • When entering new countries or considering new activities, uses WRI Aqueduct tools and Verisk Maplecroft indices to identify future water-related constraints

2. Water Management Plans:

   • Every location in OMV must develop, implement, and maintain a Water Management Plan
   • Required elements include: scope and objectives, site description, applicable legislation and permits, identification of water sources and discharges, water quality parameters, monitoring plans, water map and balance, water transport/storage/treatment systems, significant water-related risks and mitigation measures, water conservation and efficiency measures with action plan
   • Facilities in water-scarce areas and operations utilizing significant water resources (e.g., Tunisia) were prioritized

3. Best Available Technologies (BAT):

   • Measures to reduce freshwater withdrawal include: reduction of operational complexity, upgrading equipment, maintenance to reduce water loss, use of desalinated seawater rather than freshwater, installation of recirculating cooling systems, use of air or glycol as cooling agent instead of water, optimization of pipeline routes
   • Water recycling technology implemented in car wash business
   • Example: Tunisia implemented water withdrawal optimization measures at Nawara Central Processing Facility in 2024

4. Stakeholder Engagement:

   • Engagement with government authorities and river basin management authorities on compliance
   • Engagement with local water utility companies on freshwater supply and wastewater treatment
   • Work with NGOs on environmental preservation and water resource conservation
   • Engagement with local communities on local water resources and discharged wastewater quality
   • Social baseline studies and community needs assessments as part of Social Impact Assessments (SIAs)
   • Community Grievance Mechanisms enable communities to raise water-related concerns
   • Supplier audits to ensure compliance with human rights requirements

Additional information:

• Scope of the policy, involvement of senior-level management, reference to third-party standards, interests of key stakeholders in setting the policy, and how the policy is made available to potentially affected stakeholders are covered in E1 Climate Change section
• Covers detailed guidance on development and implementation of Water Management Plans

Actions and resources related to water

Overview

[E3-2.19] OMV uses significant amounts of water for its operations in its upstream and downstream activities. Freshwater is used for processes such as drilling, steam generation, and cooling. Smaller amounts of water are also used for non-industrial purposes. Any produced water is treated for reinjection into pressurized hydrocarbon reservoirs to optimize the extraction rate. Desalinated water is used in some offshore operations. Refineries and various other operating facilities also use brackish and/or recycled water for various operational purposes. Some of OMV's operating facilities are in areas experiencing water stress.

Key Actions

[MDR-A 68a, 68b, 68c, 68e] [MDR-A 69b] To prevent and mitigate the negative impacts identified for the material topic E3 Water, OMV has defined the following key action. It is implemented and planned for the future in order to achieve policy objectives. The planned key action to manage the impacts related to E3 Water reflects commitments to applying Best Available Technologies (BATs) to reduce the load of pollutants and to not diminish the value of the receiving environment. This action helps mitigate the negative impacts on water resources due to inadequate wastewater practices and water pollution.

In 2024, no action related to the material topic of E3 Water exceeded the key action monetary threshold of EUR 5 mn. Consequently, this topic is not referenced to the financial statement.

Water management

Resources allocated

Financial resources:

• CAPEX 2024: No actions above key actions threshold (EUR 5 mn)
• CAPEX 2025-2029: ~EUR 20 mn
• Key actions mainly refer to activities in Germany

Sustainable financing: [MDR-A 69a] OMV seeks to align its long-term funding policy with the Company's sustainability strategy and is assessing opportunities of sustainable financing and sustainability-linked funding. For the implementation of the key actions, no sustainable finance instrument is currently outstanding.

Supporting activities

Community engagement: OMV conducts social baseline studies and community needs assessments as part of Social Impact Assessments (SIAs). If these assessments identify the need, OMV launches community projects aimed at increasing access to clean water for local communities. Community Grievance Mechanisms enable communities to raise concerns about water-related issues.

Policy linkages

Actions link to commitments outlined in the Code of Conduct and Environmental Management Standard to:

• Apply Best Available Technologies (BATs) to reduce pollutant loads
• Not diminish the value of the receiving environment
• Minimize environmental impacts and ensure efficient use of natural resources
• Reduce freshwater withdrawal and minimize the impact of water use, particularly in water-scarce areas

Targets related to water

E3-3 Targets Related to Water

Our Ambition

[MDR-T.81b-i] OMV has not yet established an ESRS-aligned target for the material topic E3 Water as we do not consider it to be of strategic priority for our current operations. However, we have been reporting on freshwater withdrawal since 2021 and our ambition is to reduce freshwater withdrawal and minimize the impact of water use, particularly in water-scarce areas. This commitment is outlined in our Code of Conduct and Environmental Management Standard. We track the effectiveness of our efforts by measuring the year-on-year reduction of freshwater withdrawal within our operations, without using a specific base year.

Status 2024

[ESRS 2 MDR-T.81b-ii] 44,998 megaliters of freshwater withdrawn (2023: 154,583 megaliters)

CAPEX 2025-2029: EUR ~20 mn

Water consumption

Water and wastewater metrics

Methodology notes:

• All water data derived from site-specific measurements, third-party measurements, invoices, calculations, and estimations
• Water consumption calculated as total withdrawal minus total discharge
• Areas at water risk determined using Verisk Maplecroft Water Stress Index
• Freshwater defined as ≤1,000 mg/l total dissolved solids; non-freshwater >1,000 mg/l
• Water intensity calculated as total consumption (m³) divided by net revenue (EUR mn)
• Water Management Plans completed for 77% of sites (voluntary disclosure)
• n.a. indicates water type not used in operations

Key highlights:

• Total water consumption decreased 3.5% year-over-year to 68.1 million m³
• Water recycled and reused increased to 314.1 million m³ (from 255.8 million m³)
• Freshwater withdrawal was 44,998 megalitres in 2024 (2023: 154,583 megalitres)
• Water consumption in water-stressed areas increased to 1.7 million m³ from 0.7 million m³

Our Code of Conduct was updated to align with our Strategy 2030 and new regulatory requirements, such as supply chain due diligence and sustainability management best practices. We strengthened our existing commitments, particularly related to climate change and human rights, and introduced new ones to address emerging material topics like biodiversity, ecosystems, and the rights and welfare of workers in our value chain.

Policies related to biodiversity and ecosystems

OMV has adopted two policies that address biodiversity and ecosystems:

Code of Conduct

Key content and principles:

• Emphasizes ethical and responsible business practices
• Commits to preserving and restoring biodiversity and ecosystems in alignment with the Kunming-Montreal Global Biodiversity Framework (GBF) and the EU's biodiversity strategy
• Applies the mitigation hierarchy, with priority given to avoidance and minimization over restoration and offsetting
• Addresses impact drivers including GHG emissions, land use change, water and resource use, pollutant releases, spills, introduction of invasive species, and disturbances
• Commits to cooperation with business partners to ensure that value chain impacts do not compromise biodiversity commitments

Links to international standards:

• Kunming-Montreal Global Biodiversity Framework (GBF)
• EU's biodiversity strategy

Monitoring, scope, governance, and public availability: For the Code of Conduct, the process for monitoring, the scope of the policy, involvement of senior-level management, reference to third-party standards (where relevant), interests of key stakeholders in setting the policy (where relevant), and how the policy is made available to potentially affected stakeholders are covered in E1 Climate Change.

Environmental Management Standard

Key content and principles:

• Provides clear guidelines to manage negative impacts on biodiversity, ecosystems, and ecosystem services arising from various impact drivers, including GHG emissions and land use change
• Mandates that all OMV activities should be carried out with minimal disturbance to protected areas and local flora and fauna
• Requires biodiversity and ecosystem services (BES) screenings to identify potential threats to nationally or globally threatened species, fragile ecosystems, and legally protected or internationally recognized areas
• In cases where significant biodiversity impacts are observed or predicted, a biodiversity action plan must be incorporated into the Environmental Management Plan, covering:
  • Social, regulatory, and ecosystem context
  • Partnerships with external stakeholders
  • Biodiversity baseline surveys and impact assessments
  • Mitigation and conservation measures along with monitoring
• Mandates assessment of environmental impacts, risks, and dependencies
• Requires adherence to environmental performance requirements concerning energy use, emissions, water use and discharge, raw materials usage, waste management, hazardous substance handling, and biodiversity and ecosystem protection
• Requires environmental impact assessments (EIAs) prior to initiating new operational activities, covering impacts on biodiversity and ecosystems

Scope:

• Applies to operational sites, including those situated in or near biodiversity-sensitive areas

Monitoring, governance, and public availability: For the EM Standard, the process for monitoring, the scope of the policy, involvement of senior-level management, reference to third-party standards (where relevant), interests of key stakeholders in setting the policy (where relevant), and how the policy is made available to potentially affected stakeholders are covered in E1 Climate Change.

Implementation mechanisms:

• Biodiversity Site-Level Assessments: BES screenings are mandated, applying the Locate, Evaluate, and Assess steps of the TNFD LEAP assessment. Work on BES screenings initiated in Q4 2023 with six pilot sites.
• Biodiversity Action Plans: OMV developed a BAP template in 2024 aligned with the Ipieca guide and fulfilling TNFD and CSRD requirements. OMV aims to start developing BAPs for all operations and projects where significant impacts or risks are identified in 2025.
• Mitigation Hierarchy: In the event of significant observed or predicted impacts, action planning gives priority to avoidance and minimization over restoration and offsetting.

Links to international standards:

• TNFD LEAP assessment approach
• Ipieca's Biodiversity Task Force guidance

Limitations and ongoing work

OMV acknowledges that:

• As of 2024, the assessment of material impacts and dependencies on biodiversity and ecosystem services is not detailed in the EM Standard, as it follows a top-down process
• Once the evaluation phase is complete, the integration of this information into policies will be assessed
• OMV has not adopted specific policies related to sustainable land or agricultural practices, sustainable ocean or sea practices, or deforestation, because during the most recent materiality assessment, no impacts, risks, or opportunities were identified in these areas
• Current policies do not provide detailed guidelines on assessing social consequences resulting from biodiversity degradation; this may be considered once the LEAP assessment is completed

Bio-based materials certification

All renewable bio-based inputs are ISCC PLUS or ISCC EU certified, ensuring sustainability, traceability, and transparency.

Actions and resources related to biodiversity

[E4-3.25] [ESRS 2.62] Biodiversity and ecosystems-related actions have not yet been adopted because the TNFD LEAP assessment is still in progress.

Planned actions (embedded in Environmental Management Standard)

While ESRS-aligned actions have not yet been formally adopted, the following measures are mandated within OMV's Environmental Management (EM) Standard:

Biodiversity Site-Level Assessments

• What it does: Biodiversity and ecosystem services (BES) screenings are mandated within the EM Standard, applying the Locate, Evaluate, and Assess steps of the TNFD LEAP assessment
• Scope: Own operations
• Status: In the last quarter of 2023, OMV initiated work on BES screenings with six pilot sites as part of the ongoing TNFD LEAP assessment
• Resources: Not disclosed
• Time horizon: Ongoing (initiated Q4 2023)
• Link to policy: Environmental Management Standard

Biodiversity Action Plans

• What it does: OMV developed a BAP template aligned with the Ipieca guide and fulfilling TNFD and CSRD requirements. As stipulated in OMV's EM Standard, OMV aims to start developing BAPs for all operations and projects where significant impacts or risks are identified
• Scope: Own operations
• Status: Template developed in 2024; BAP development planned to start in 2025 for sites with significant impacts
• Resources: Not disclosed
• Time horizon: Short-term (2025 start)
• Link to policy: Environmental Management Standard
• Partnerships: OMV is a member of Ipieca's Biodiversity Task Force

Mitigation Hierarchy

• What it does: In the event of significant observed or predicted impacts, OMV applies the mitigation hierarchy, with action planning giving priority to avoidance and minimization over restoration and offsetting. Examples include rerouting of pipelines or scheduling projects during seasons when impact on breeding populations can be avoided
• Scope: Own operations
• Examples:
  • Berling development project (offshore Norway): avoided damage to sensitive cold-water coral through well location, template location, and pipeline routing selection away from coral colonies
  • New Zealand partnerships: collaboration with Ngāti Rāhiri hapū to regenerate two Pohokura wetlands neighboring the Pohokura Production Station; partnership with Ngāti Tara Sandy Bay Society for dune planting and restoration near the Māui Production Station
• Resources: Not disclosed
• Time horizon: Ongoing
• Link to policy: Environmental Management Standard
• Partnerships: Local communities in New Zealand (Ngāti Rāhiri hapū, Ngāti Tara Sandy Bay Society)

Expected outcomes/KPIs: The effectiveness of the Environmental Management Standard, which specifically addresses biodiversity, cannot be tracked because OMV's Group-wide LEAP assessment is still ongoing.

Targets related to biodiversity and ecosystems

Our Ambition

OMV has not yet established an ESRS-aligned target for the material topic E4 Biodiversity and Ecosystems because the LEAP assessment is still ongoing. However, OMV has an ambition to preserve and restore biodiversity and land and marine ecosystems in alignment with the Kunming-Montreal Global Biodiversity Framework (GBF).

OMV applies the mitigation hierarchy, with priority given to avoidance and minimization over restoration and offsetting. The effectiveness of the Environmental Management Standard, which specifically addresses biodiversity, cannot be tracked because the Group-wide LEAP assessment is still ongoing.

Status 2024

Six sites were assessed using the LEAP approach, and no biodiversity action plans have been developed and implemented yet.

Impact metrics related to biodiversity and ecosystems change

Area of sites in or near biodiversity-sensitive areas

OMV has mapped its operational sites against biodiversity-sensitive areas including nationally protected areas (NPA), Natura 2000 sites, and key biodiversity areas (KBA). The total operational surface area located in or near these sensitive areas is summarized below:

Methodology note: Area of sites located in or near biodiversity-sensitive areas is defined as the total area of OMV sites (in ha) that are located within 1 km of biodiversity-sensitive areas. If any part of the site lies within the 1 km buffer zone, the entire site area is included. For industrial sites in Fuels & Feedstock and Chemicals divisions, the geospatial analysis was carried out for the entire industrial site as defined by the perimeter fence. For Energy division sites, a granular analysis based on individual wells and facilities was performed using proxy polygons: average proxy area of 900 m² for wells and 5,000 m² for facilities. Filling stations, pipelines, and certain types of facilities (e.g., office buildings outside of industrial sites) were excluded from the analysis.

LEAP Assessment Status

OMV started a Group-wide TNFD LEAP assessment in 2023 to identify and assess nature-related impacts and risks. In 2024, six pilot sites were assessed across all divisions using the LEAP approach. The assessment is ongoing and not yet completed.

Disclosure Status

E4-5.33: Metrics related to OMV's material impact on biodiversity and ecosystems will be defined once the LEAP assessment has been concluded.

Land use footprint: Not disclosed. The assessment is ongoing.

Deforestation footprint: Not disclosed. OMV states it cannot conclude whether it contributes directly to land-use changes until the LEAP assessment is completed.

Species impact metrics: Not disclosed. Based on the ongoing LEAP assessment, OMV states it has not identified any potential impact of operations that would affect threatened species, but deeper site-level investigations will need to be performed to verify this.

Ecosystem condition metrics: Not disclosed.

Restoration metrics: Not disclosed quantitatively. OMV mentions partnership examples for wetland regeneration in New Zealand (Pohokura wetlands, Māui Production Station dune restoration) but does not provide hectares restored.

OMV's proprietary ReOil® thermal cracking technology was developed to meet the European Commission's targets for the circular economy and to fulfill future packaging recycling quotas. OMV and Borealis are pursuing the clear ambition of becoming a leading player in chemical and mechanical recycling technologies.

A key pillar in the Chemicals business is growing the sales volumes of sustainable products. As part of its ambition to establish a leading position in renewable and circular economy solutions, OMV aims to grow its sales volumes of sustainable base chemicals and polyolefins to up to 1.4 mn t by 2030. 70% of these volumes will be derived from mechanical and chemical recycling.

OMV has completed its new 16,000 t ReOil® plant in the Schwechat refinery near Vienna. Our innovative chemical recycling technology processes used plastics that would otherwise end up in landfill or incinerators. The ReOil® plant with a capacity of 16,000 t has been completed and will ramp up in 2025. The aim is to scale it up to an industrial plant of 200,000 t by 2029, the first of this size globally.

Borealis runs six mechanical recycling plants in Austria, Germany, Italy, and Bulgaria where plastic waste is processed into high-quality recyclate.

OMV is also investing in feedstock projects that are expected to offer double-digit returns. For example, the Company is constructing the largest sorting facility in Europe as part of the JV with Interzero to ensure cost-competitive feedstock.

As part of its ambition to establish a leading position in renewable and circular economy solutions, OMV aims to grow its sales volumes of sustainable base chemicals and polyolefins to up to 1.4 mn t by 2030. 70% of these volumes will be derived from mechanical and chemical recycling.

E5-4 Resource Inflows

OMV's material inflows are primary fossil materials such as crude oils and petroleum products. The Group's sustainable inflows consist of plastic waste, synthetic crude such as pyrolysis oil, and renewable biobased inflows such as FAME, bioethanol, raw glycerin, hydrotreated vegetable oils, or used cooking oil. OMV maintains a list of all critical raw materials used for its business activities, including their location and application.

Resource Inflows and Outflows

Metrics Definitions and Methodology

The overall total weight of products and technical and biological materials used during the reporting period is calculated by adding the absolute volume of renewable certified input (in tons), the absolute volume of certified recycled input from plastic waste (in tons), and the absolute volume of primary fossil-based input (in tons). This total weight constitutes the total input volume to OMV's products, which is used to determine the percentages of biological materials and secondary materials as inputs.

OMV defined the scope for measuring metrics based on the OMV Value Chain and IRO Assessment 2024. For certified sustainable inflows, such as pyrolysis oils derived from plastic waste or renewable biobased inputs for fuels, chemicals, and polymers, the Proof of Sustainability (PoS) or Sustainability Declaration (SD) can be provided by suppliers up to one quarter after the quarter in which the physical delivery occurred. Consequently, this may result in delays in monthly and quarterly closings. OMV will disclose metrics under the assumption that PoS or SD will be received for all sustainable inflows purchased and booked as such. Any deviations will be corrected in the next reporting cycle.

The calculation of input metrics excludes semifinished products, refining chemicals and materials, additives, by-products, purely traded volumes, and volumes without certification. Inter-company sales are also excluded to prevent double counting. The reported data represents the material in its original state with no further data manipulation. ISCC certifications consider a 0.5% deviation between the physical stock and stock accounting according to mass balances or sustainability declarations as acceptable (ISCC EU Guideline 203 Traceability and Chain of Custody). The measurement of metrics is validated by an external body. For sustainable certified inputs, such as renewable certified inputs to chemicals and polymers and pyrolysis oil from plastic waste, the consumption data at OMV is compiled into a monthly report, which is audited by TÜV SÜD. Borealis sustainable inputs are externally audited by SGS.

The percentage of biological materials (and biofuels for non-energy purposes) is calculated as the volume (in tons) of renewable certified input divided by the total input volume (in tons), expressed as a percentage.

The absolute weight of secondary reused or recycled components, secondary intermediary products, and secondary materials is calculated as the absolute volume of certified recycled input from plastic waste (in tons). The percentage of secondary reused or recycled components, secondary intermediary products, and secondary materials is calculated as the volume (in tons) of certified recycled input from plastic waste divided by the total input volume (in tons), expressed as a percentage. The calculation of this metric excludes by-products, additives, fillers, and renewable waste-based volumes.

Resource outflows

Sustainable Products and Circular Economy

OMV aims to grow its sales volumes of sustainable base chemicals and polyolefins to up to 1.4 mn t by 2030. Approximately 70% of these volumes will be derived from mechanical and chemical recycling, with the remaining 30% generated by biobased base chemicals and polyolefin volumes.

Chemical Recycling Technology

OMV has developed proprietary ReOil® chemical recycling technology, which turns plastic waste not fit for mechanical recycling into pyrolysis oil that serves as a raw material for production of sustainable base chemicals. A ReOil® plant with a capacity of 16,000 t p.a. is currently undergoing phased start-up. A commercially viable industrial ReOil® plant with capacity of up to 200,000 t p.a. is planned as the next step.

Mechanical Recycling

Borealis runs six mechanical recycling plants in Austria, Germany, Italy, and Bulgaria where plastic waste is processed into high-quality recyclate. The acquisition of Integra Plastics EAD in 2024 boosted the Group's advanced mechanical recycling output. A recyclate-based polyolefins compounding line in Beringen (Belgium) was installed in June 2024, which once operational in 2025 will use Borcycle™ M technology to transform mechanically recycled post-consumer waste into high quality rigid polypropylene and polyethylene.

Product Design and Circularity

OMV integrates circular principles in the product design phase and seeks to maximize the use of alternative feedstocks, including biomass and end-of-life plastics. Borealis' proprietary technologies like Borstar® form the basis for material solutions that help address waste reduction and support the circular economy. Several 2024 product launches include sustainable solutions such as Borcycle™ ME7153SY, a cable jacketing solution containing 50% post-consumer recyclate.

Feedstock Partnerships

OMV established a joint venture with Interzero to build an innovative sorting plant in Walldürn, Germany, with processing capacity of up to 260,000 t of post-consumer mixed waste plastic per year. This will produce feedstock for OMV's chemical recycling on a large industrial scale, with production expected to start in 2026. OMV also signed long-term supply agreements with TOMRA for recycling feedstock produced from mixed waste.

Renewable Fuels

OMV is targeting production capacity of approximately 1.5 mn t of renewable fuels and chemical feedstock by 2030. This includes SAF/HVO plants and co-processing facilities. The co-processing plant at Schwechat refinery commissioned in 2024 has capacity of 135 kt p.a., and a SAF/HVO plant in Romania with capacity of 250 kt p.a. is under construction with start-up planned for 2028.

Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities

CAPEX for implementing key actions related to circular economy

[MDR-A 69b] [E1-3.29c-i] In 2024, the implementation of key actions related to E1 Climate Change required CAPEX of EUR 1,046 mn. For OMV's total CAPEX and its reconciliation to the investments shown in the cash flow statement, refer to the chapters Capital Expenditure (CAPEX) in the Directors' Report and Consolidated Statement of Cash Flows in the Consolidated Financial Statements.

[MDR-A 69b] [E1-3.29c-ii] Of the total 2024 CAPEX for implementing key actions, 71% is EU Taxonomy-aligned. Of the total planned CAPEX for implementing key actions between 2025 and 2029, 60% will likely be EU Taxonomy-aligned and part of the EU Taxonomy CAPEX plan.

Circular economy key actions

Sustainable financing

[MDR-A 69a] OMV seeks to align its long-term funding policy with the Company's sustainability strategy. For this reason, OMV is assessing opportunities of sustainable financing and sustainability-linked funding, which links the cost of a financing instrument to the achievement of specific strategic sustainability targets. A first step toward sustainable financing was taken in 2021 with a green loan for the ReOil® 2000 chemical recycling plant in Schwechat, Austria. This loan was issued in alignment with the green loan principles and is based on a project-specific green financing framework and a second party opinion. For the implementation of other key actions included in the table above, no sustainable finance instrument is currently outstanding.

[E1-3 AR 21] OMV has a strong cash position (around EUR 5.8 bn reported as of the end of Q3/24). Furthermore, it typically relies on debt capital markets as its main funding source due to their efficiency, liquidity, and the availability of long(er) tenors. Funding of future growth and the transformation process will mainly rely on a mixture of operating cash flows, contributions from further cost optimizations, and disposals.

Waste

Waste Management Approach

OMV addresses waste management through its Environmental Management Standard and Code of Conduct. The company focuses on minimizing waste residue, reducing waste leakages in operations, and increasing the reuse of waste materials. Improper waste disposal is identified as a material negative impact that could affect the environment and nearby communities.

Circular Economy and Waste as Resource

OMV views plastic waste as a valuable raw material for its circular economy initiatives. The company operates both mechanical and chemical recycling technologies to transform waste into new products. Chemical recycling targets hard-to-recycle plastics that cannot be processed through mechanical means, while mechanical recycling processes clean plastic waste into high-quality recyclate.

Waste Reduction Targets

As part of its material impacts, risks and opportunities (IRO-E5-CE-IRO-8), OMV commits to increasing the reuse of waste materials from operations, reducing waste leakages, and optimizing processes to minimize waste residue. This is connected to the company's energy efficiency and decarbonization targets.

Feedstock from Waste

OMV is investing significantly in infrastructure to secure waste plastic as feedstock for recycling:

• Joint venture with Interzero to build a sorting facility processing up to 260,000 t p.a. of post-consumer mixed waste plastic
• Long-term supply agreements with TOMRA for feedstock derived from mixed post-consumer plastic material
• Partnerships with waste management companies and mechanical recycling companies like Ecoplast to supply ISCC PLUS certified post-consumer plastic waste

Waste in Renewable Fuel Production

OMV utilizes waste and residue streams as feedstock for renewable fuels. The company aims to include waste cooking oil and other bio-based waste materials in its SAF/HVO production. For the Petrobrazi SAF/HVO plant, OMV has secured feedstock to meet more than 80% of the plant's requirements, with a 50% share acquired in Respira Verde, a leading company in the collection of used cooking oil in Romania.

Quantitative Waste Data

Note: The report references waste management and circular economy extensively but does not provide a consolidated quantitative waste table showing total waste generated, hazardous vs. non-hazardous breakdown, or diversion/disposal metrics in the excerpts provided. The focus is primarily on waste as a resource input for recycling operations rather than operational waste output reporting.

Our Code of Conduct was updated to align with our Strategy 2030 and new regulatory requirements, such as supply chain due diligence and sustainability management best practices. We strengthened our existing commitments, particularly related to climate change and human rights, and introduced new ones to address emerging material topics like biodiversity, ecosystems, and the rights and welfare of workers in our value chain.

Every individual deserves a professional, safe, and inclusive work environment, free from discrimination or harassment.

Our SpeakUp Channel, which we launched in October 2024, offers our employees and our value chain workers a safe, anonymous way to report work-related grievances through our OMV Integrity Platform. Through this, we aim to identify and rectify work-related misconduct, fostering a culture of transparency, accountability and trust.

Our SpeakUp Channel, which we launched in October 2024, offers our employees and our value chain workers a safe, anonymous way to report work-related grievances through our OMV Integrity Platform. Through this, we aim to identify and rectify work-related misconduct, fostering a culture of transparency, accountability and trust.

Taking action on material impacts on own workforce

OMV addresses material impacts on its own workforce through actions organized by three material topics: Human Rights, Health, Safety & Well-Being, and Own Workforce (talent, development & DE&I). No actions exceeded the key action monetary threshold of EUR 5 mn for any material topic.

Human Rights Actions

Scope: Own operations globally, focusing on own workforce as well as business partners' activities.

Resources allocated:

• 3 human rights experts (2 at OMV, 1 at OMV Petrom)
• Team of 4 social compliance experts at Borealis providing tools, guidance, training, and subject matter expertise
• Human rights focal persons and subject matter experts within the business

Impact and Risk Identification and Assessments

• What it does: Due diligence tools to identify and assess actual and potential human rights impacts before launching or acquiring business in new countries/regions. Includes country-level risk mapping, Human Rights Compliance Checks for business partners.
• Scope: Own operations and business relationships globally
• Time horizon: Ongoing process
• 2024 outcomes: 3 country entry checks conducted with human rights risk assessments; 12 out of 48 countries (25%) show elevated child labor risk; 18 out of 48 (38%) have elevated forced labor risk; 14 out of 48 (29%) have restricted freedom of association
• Links to: Human Rights Policy Statement, Human Rights Responsibility Matrix

Tracking Effectiveness through Human Rights Self-Assessments

• What it does: Reviews formalized systems to manage human rights impacts
• Scope: Own operations
• Time horizon: Finalized in 2024 for Tunisia
• 2024 outcomes: Human Rights Self-Assessment conducted in OMV Tunisia with external experts; no severe human rights incidents or child/forced labor incidents reported since 2017
• Expected outcomes: Identify gaps, formulate strategies, recommend detailed impact assessments

Training and Awareness-Raising on Human Rights

• What it does: Mandatory e-learning and instructor-led sessions on human rights in business context, covering diversity, labor rights, forced labor, child labor, human trafficking, grievance channels
• Scope: All OMV employees worldwide
• Time horizon: Ongoing
• 2024 outcomes: 6,868 employees completed e-learning; 23 participants in instructor-led sessions; 80% of Borealis, OMV Petrom and OMV employees trained by end-2024; 85% of Borealis workforce completed ethics Code of Conduct e-learning
• Resources: Human Rights Learning Path in Sustainability Academy (launched 2023)
• Links to: 2030 target to train all OMV Group employees in human rights

Awareness Raising Campaigns

• What it does: Internal campaigns on child labor, human trafficking, engagement of CEO/CFO in briefings, Supervisory Board committee discussions
• Scope: Own employees
• Time horizon: Throughout the year, ongoing
• 2024 outcomes: 2 in-person briefing sessions with CEO and CFO; discussions in 2 quarterly Supervisory Board Sustainability & Transformation Committee meetings; several OMV Sustainability Coordination Forum meetings

Health, Safety & Well-Being Actions

Scope: Own employees and contractor employees at OMV sites

Resources allocated: 45 medical units across all operating facilities; significant personnel dedicated to HSSE management; annual HSSE Plans (44 local plans developed and monitored centrally)

Preventive Care

• What it does: Proactive medical examinations, health screenings (blood tests, hearing tests, skin cancer screening, breast cancer awareness), Health Circle in Gänserndorf, Austria
• Scope: Own employees and value chain workers at sites
• Time horizon: Ongoing process
• Expected outcomes: Mitigate occupational health risks
• Tracking effectiveness: Internal audits of medical units for compliance with Health Standard and legal regulations

Training, Awareness Raising, and Safety Promotion

• What it does: Regular training on HSSE Policy, LSRs, legislation; face-to-face rollout workshops on Life-Saving Rules; reporting unsafe acts/conditions
• Scope: All OMV employees
• Time horizon: Ongoing
• Tracking effectiveness: Through near miss, incident, and non-compliance reports

Life-Saving Rules Safety Centers

• What it does: Practical training on Life-Saving Rules in specially built safety training centers
• Scope: Contractor employees and own employees at 20 operational locations
• Time horizon: Started implementation 2024, ongoing initiative
• 2024 outcomes: Rollout of new concept for practical training; improved relationship between workforce and management; increased safety awareness
• Expected outcomes: Consolidate and improve safety performance, avoid serious incidents

Own Workforce (Talent Development & DE&I) Actions

Resources allocated: Annual budget for P&C Strategy implementation; dedicated P&C personnel throughout the Group

Training and Skills Development

• What it does: Sustainability Academy, Data Academy, AI learning paths, low-carbon business training (geothermal, CCS, hydrogen, renewable electricity), leadership programs (Transformational Leadership, SHEnergy, OpsXcelerate)
• Scope: All employees within own workforce
• Time horizon: Ongoing, part of 2030 target for 30 hours annual learning per employee
• 2024 outcomes: New hydrogen learning path launched; Data Academy with DataCamp curricula; global AI learning path via LinkedIn
• Expected outcomes: Ensure up-to-date knowledge and skills, support Just Transition
• Tracking effectiveness: Post-training surveys on content relevance, instructor effectiveness, satisfaction
• Links to: P&C Strategy, Just Transition commitment

Transformational Leadership Competencies

• What it does: Group-wide TLCs (Lead self, Grow people, Drive change, Deliver impact) integrated into recruitment, assessment, development, performance processes; mandatory leadership assessment for key positions
• Scope: Leaders within workforce
• Time horizon: Ongoing
• 2024 outcomes: Over 100 leadership assessments conducted
• Expected outcomes: Select candidates aligned with sustainable leadership practices
• Tracking effectiveness: TLCs applied in training programs evaluated via training evaluation forms
• Links to: 2030 target of 30% women at senior management

Talent Attraction and Retention

• What it does: Internal job boards, university partnerships, apprenticeships, internships, Petrochemical School program (Romania), Integrated Graduate Development Program (55 participants 2024), Fuels & Feedstock Fresh Graduate Program (56 participants 2024), Leading Ahead program, new Employer Value Proposition (EVP)
• Scope: All employees and external candidates; Romania scholarships (RON 700/month from OMV Petrom + RON 200 from government)
• Time horizon: Ongoing; EVP rollout planned 2025
• Expected outcomes: Build talent pipelines, retain talent
• Tracking effectiveness: Post-program surveys

Performance Management and Career Development

• What it does: Annual review process, 'Personal Impact x Potential' evaluation, succession planning (Group People Days Process), cascading sustainability goals (HSSE, GHG, diversity) to employees
• Scope: All employees
• Time horizon: Ongoing
• 2024 outcomes: 15,560 performance reviews completed
• Tracking effectiveness: Succession planning for business-critical positions

Diversity, Equity & Inclusion

• What it does: 6 workstreams (Accessibility, Gender, Generations, Intercultural, LGBTQ+, Parenting/Caregivers); Employee Resource Groups events; DE&I Playbook launched 2024; DE&I Learning Hub; accessibility training; OMV Ability school project (twice yearly)
• Scope: All employees within workforce
• Time horizon: Ongoing awareness raising
• Expected outcomes: Inclusive work environment, support 2030 targets (30% women in management, 20-30% women on Executive Board, accessible environment for people with disabilities)
• Tracking effectiveness: DE&I Pulse Check score on inclusion; training evaluation forms
• Links to: P&C Ethics Policy, DE&I vision, 2030 targets

Targets related to own workforce

1. Train OMV Group employees in human rights

Target metric: Train all OMV Group employees in human rights

Target year: 2025 and 2030 (Train all OMV Group employees in human rights)

Baseline year: 2019

Baseline value: 47%

Scope:

• Own operations
• All employees of OMV (based on head count)
• All employees Group-wide
• Out of scope: Employees of suppliers/contractors

Type: Absolute Target

Validation: Internal (Approved by OMV Executive Board; involvement of Works Council, P&C Learning Department)

Progress to date (2024): 80% of employees were trained in human rights (2023: 71%). In 2024, 6,868 employees completed the human rights e-learning course, and 23 employees participated in (virtual) classroom training on human rights.

2. Total Recordable Injury Rate (TRIR)

Target metric: Total Recordable Injury Rate per 1,000,000 hours worked

Target values:

• 2025: At least second quartile in the respective business segment
• 2030: First quartile in the respective business segment

Baseline year: 2024

Baseline value: The KPI is calculated independently for each year, without reference to prior years

Scope:

• Own employees and contractor employees
• 100% for fully owned assets and for assets where the Group's interest is less than 100% but more than 50%, and where the Group's interest is 50% or less if OMV is the operator of a joint venture
• Group-wide
• Out of scope: Joint ventures where OMV does not have control or operatorship; where OMV has no management control, M&A in the integration phase

Type: Relative Target

Validation: Based on IOGP safety and environmental data reporting, Concawe reporting guidelines, and Ipieca/IOGP Health Performance Indicators

Progress to date (2024): TRIR: 1.33 per 1 mn hours worked (2023: 1.38)

3. Engagement walks/HSSE walks

Target metric: Percentage of HSSE Engagement Walks (EW) associated with focus areas

Target values:

• 2025: 30% of the HSSE Engagement Walk (EW) should be associated with the following focus areas: 1. EW with LSR focus, 2. EW with contractors, 3. EW for training newcomers and less experienced employees
• 2030: EW with positive observations rewarded to be added by 2030

Baseline year: 2025

Baseline value: n.a.

Scope:

• Own operations (including contracted services when applicable)
• 100% for fully owned assets and for assets where the Group's interest is less than 100% but more than 50%, and where the Group's interest is 50% or less if OMV is the operator of a joint venture
• Group-wide
• Out of scope: Joint ventures where OMV does not have control or operatorship

Type: Relative Target

Validation: Internal (Approved by OMV Executive Board)

Progress to date (2024): The development, coordination, and rollout of this Leading KPI took place in 2024. Initial tracking will start from 2025.

4. Preventive health programs with a focus on mental well-being

Target metric: Mental health activities/programs

Target values:

• 2025: At least 3 Group actions (webinars, surveys, lectures) targeting mental health topic
• 2030: Reaching at least 30% exposure of total employees' number to at least 1 mental health activity

Baseline year: 2023

Baseline value: 0

Scope:

• Own employees
• 100% for fully owned assets and for assets where the Group's interest is less than 100% but more than 50%, and where the Group's interest is 50% or less if OMV is the operator of a joint venture
• Group-wide
• Out of scope: Joint ventures where OMV does not have control or operatorship

Type: Relative target from 2025-2030; Absolute target from 2030 onward

Validation: Internal (Approved by OMV Executive Board)

Progress to date (2024): In 2024, nearly 500 people attended at the peak of participation. On average, 350 people attended the mental health webinars. Four webinars were conducted, and four on-request training sessions were organized. Seven blogs and two MyNews articles were published. First session for mental health first aiders implemented, training 12 participants.

5. Work-related fatalities

Target metric: Number of work-related fatalities

Target values:

• 2025: 0
• 2030: 0

Baseline year: 2023

Baseline value: 1

Scope:

• Own employees and contractor employees
• 100% for fully owned assets and for assets where the Group's interest is less than 100% but more than 50%, and where the Group's interest is 50% or less if OMV is the operator of a joint venture
• Group-wide
• Out of scope: Joint ventures where OMV does not have control or operatorship; where OMV has no management control, M&A in the integration phase

Type: Absolute Target

Validation: Based on IOGP safety and environmental data reporting, Concawe reporting guidelines, and Ipieca/IOGP Health Performance Indicators

Progress to date (2024): 0 work-related fatalities (2023: 1)

6. Women at Management Level

Target metric: Share of women at senior management level

Target values:

• 2025: Increase share of women at senior management level to 25%
• 2030: Increase share of women at senior management level to 30%

Baseline year: 2021

Baseline value: 20.9%

Scope:

• Own operations
• Absolute head count of OMV
• Group-wide
• Out of scope: Excluding acquisitions, head counts of DUNATÀR Köolajtermék Tároló és Kereskedelmi Kft. and SapuraOMV

Type: Absolute Target

Validation: Moving toward EU Directive on improving gender balance on corporate boards (2022/2381)

Progress to date (2024): 23.7% women at management level (2023: 24.4%). Monitored quarterly and reviewed annually.

7. Female Executive Board members

Target metric: Percentage of female Executive Board members

Target value: 2030: Min. 20% of Executive Board members (stretch target 30%) are female

Baseline year: 2021

Baseline value: 26.7%

Scope:

• Own operations
• Executive Boards of OMV, OMV Petrom, and Borealis
• Group-wide
• Out of scope: Executive Boards of non-operated assets and minority shareholdings

Type: Absolute Target

Validation: Based on EU Directive on improving gender balance on corporate boards (2022/2381)

Progress to date (2024): 20% female Executive Board members (2023: 26.8%). Monitored quarterly and reviewed annually.

8. Executives with international experience

Target metric: Share of executives with international experience

Target values:

• 2025: Keep share of executives with international experience to 75%
• 2030: Keep share of executives with international experience to 75%

Baseline year: 2021

Baseline value: 71.8%

Scope:

• Own operations
• Absolute head count of OMV
• Group-wide
• Out of scope: Excluding acquisitions, head counts of DUNATÀR Köolajtermék Tároló és Kereskedelmi Kft., and SapuraOMV

Type: Absolute Target

Validation: Based on EU Directive on improving gender balance on corporate boards (2022/2381)

Progress to date (2024): 72.3% executives with international experience (2023: 71.4%). Monitored quarterly and reviewed annually.

9. International management

Target metric: Share of non-Austrian citizens at management level

Target value: 2030: Increase share of international management to 65%

Baseline year: 2021

Baseline value: 60%

Scope:

• Own operations
• Absolute head count of OMV
• Group-wide
• Out of scope: Excluding acquisitions, head counts of DUNATÀR Köolajtermék Tároló és Kereskedelmi Kft. and SapuraOMV

Type: Absolute Target

Validation: Internal

Progress to date (2024): International management: 60.3% (2023: 59.2%). Monitored quarterly and reviewed annually.

10. Build an inclusive accessible work environment for people with disabilities

Target metric: Pulse Check Inclusion score and reported number of employees with disability at OMV Group legal entities in Vienna

Target values:

• 2025: Pulse Check Inclusion improvement of baseline by +1%; Reported number of employees with disability at OMV Group legal entities in Vienna show an improvement
• 2030: Pulse Check inclusion improvement of baseline by +5%; Reported number of employees with disability at OMV Group legal entities in Vienna has increased by +1%

Baseline year: 2024

Baseline value: Pulse Check DE&I value of 64% and % of employees with a disability at OMV legal entities in Vienna: 0.3–1.6%

Scope:

• Own operations
• All countries are in scope for building an inclusive work environment
• Group-wide
• Out of scope: Countries without disability legislation are out of scope for employee disability reporting

Type: Relative Target

Validation: Internal

Progress to date (2024): 64% according to the Pulse Check. An average of 0.9% of employees at OMV Group legal entities in Austria have disabilities. Monitored quarterly and reviewed annually.

11. Annual learning hours

Target metric: Average number of annual learning hours per employee

Target value: 2030: Increase average number of annual learning hours to a min. of 30 hours per employee

Baseline year: 2022

Baseline value: 23 hours

Scope:

• Own operations
• OMV workforce
• Group-wide
• Out of scope: Head counts of DUNATÀR Köolajtermék Tároló és Kereskedelmi Kft., SapuraOMV, and OMV Russia; excluding DYM Solutions, mtm, Rialti, Renasci

Type: Absolute Target

Validation: Internal

Progress to date (2024): 23 average number of annual learning hours (2023: 30). Monitored quarterly and reviewed annually.

Characteristics of the undertaking's employees

Total Headcount and FTE

As of December 31, 2024:

• Total head count: 23,557 employees
• Total FTE: Not disclosed

As of December 31, 2023:

• Total head count: Not disclosed in excerpts
• Total FTE: Not disclosed

Headcount by Region

Note: OMV Petrom investment in May 2024 (Renovatio Asset Management SRL) is excluded – 10 employees

Headcount by Gender

Not disclosed in the provided excerpts.

Headcount by Employment Contract Type (Permanent/Temporary)

Not disclosed in the provided excerpts.

Headcount by Non-Guaranteed Hours

Not disclosed in the provided excerpts.

Headcount by Employment Type (Full-Time/Part-Time)

Not disclosed in the provided excerpts.

Employee Turnover

Not disclosed in the provided excerpts.

New Hires

Not disclosed in the provided excerpts.

Methodology Notes

The geographical breakdown is based on operational presence across Austria, Rest of Europe, Middle East & Africa, and Rest of the world. The data excludes a minor investment made in May 2024 comprising 10 employees.

Characteristics of non-employees in the undertaking's own workforce

Disclosure Reference

OMV's disclosure for S1-7 appears in the ESRS Index table on page 150 of the Combined Annual Report 2024, which references page 334 for the detailed disclosure.

Non-Employee Workers

The excerpts do not contain the actual quantitative data from page 334 regarding the characteristics of non-employee workers in OMV's own workforce.

The materiality assessment and strategy sections indicate that OMV utilizes non-employee workers, including:

• Leased personnel (e.g., consultants)
• Self-employed people
• People provided by third-party undertakings primarily engaged in employment activities

These non-employees are classified separately from contractors and sub-contractors, who are covered under S2 Workers in the Value Chain.

Scope

The disclosure applies to OMV Aktiengesellschaft and all its subsidiaries, Borealis AG, and OMV Petrom S.A., along with their respective subsidiaries, but excludes SapuraOMV Upstream Sdn. Bhd. and its subsidiaries.

Methodology Note

The company distinguishes between:

• Own workforce (S1): Direct employees and non-employees (leased personnel, consultants, etc.)
• Value chain workers (S2): Contractors, sub-contractors, and their employees working on OMV sites

The specific quantitative data on non-employee headcount, breakdown by type, and counting methodology referenced on page 334 is not included in the provided excerpts.

Collective bargaining coverage and social dialogue

Overall Coverage

92% of all employees are covered by collective bargaining agreements. In the EEA, OMV has more than one collective bargaining agreement.

Collective Bargaining Coverage by Geography

European Works Council

OMV concluded an agreement on the establishment of a European Works Council with the employee representatives in 2013 and renewed it in 2021. The European Works Council and its Steering Committee meet regularly. Management representatives including members of the Executive Board of OMV Aktiengesellschaft participate upon invitation of the European Works Council.

Methodology

Percentage of total employees covered by collective bargaining agreements: number of employees covered by collective bargaining agreements/total number of employees (head count) × 100. Employees covered by collective bargaining agreements are those individuals to whom OMV is obliged to apply the agreement.

Percentage of own employees covered by collective bargaining agreements by country with significant employment (in the EEA): number of employees covered by collective bargaining agreements in country (representing >10% total employees)/total number of employees (head count) from that respective country × 100. OMV reports on whether one or more collective bargaining agreements are relevant, and the percentage of employees covered by such agreements for each country with significant employment.

Percentage of own employees covered by collective bargaining agreements by region (non-EEA): percentage of employees covered by collective bargaining agreements by region.

Global percentage of employees covered by worker representation, reported at the country level for each EEA country: Employees covered by workers representation per country / total headcount per country × 100.

Own workforce in regions (non-EEA) covered by collective bargaining and social dialogue agreements: Number of employees from non-EEA by region covered by collective bargaining agreement/total head count by region × 100.

Additional Labor Practice Indicators (OMV Aktiengesellschaft)

Diversity metrics

Gender and age distribution at management levels (December 31, 2024)

Notes:

• OMV Petrom investment in May 2024 (Renovatio Asset Management SRL) is excluded – 10 employees
• Supervisory Board members are not Employees
• Executives include OMV Senior Vice Presidents, OMV Petrom & Borealis Group Board members

Additional governance context (2024)

Supervisory Board composition:

• 63% male and 37% female members
• 25% aged below 50 and 75% aged over 50
• 68% Austrian and 32% non-Austrian
• Currently, six of the shareholder representative seats are held by men and three are held by women (fulfilling the minimum quotas of 30% women and 30% men required by Austrian Stock Corporation Act Section 86(7))

Executive Board composition (throughout 2024 and until February 28, 2025):

• 80% male and 20% female members
• 20% aged between 30 and 50 and 80% aged over 50
• 40% Austrian and 60% non-Austrian

Methodology

Gender distribution in top management: Top management is equivalent to career level executives, which include OMV Senior Vice Presidents, OMV Petrom and Borealis Group Board members/top management, broken down by gender.

Age group distribution: Sum of employees per age group/total head count at year end (<30, 30–50, and >50).

Diversity by gender and age group: Number of employees (Group)/total head count at year end, broken down by career level.

Aside from the assurance provider, the measurement of the metrics is not validated by an external body.

Adequate wages

S1-10 Adequate Wages

Benchmark and coverage:

[S1-10.69] All of the OMV Group's employees are paid an adequate wage, in line with applicable benchmarks.

Policy commitments

OMV's Human Rights Policy Statement includes commitment to:

• Decent living wages: The policy commits to "locally applicable decent living wages" as part of just and favorable working conditions [S1-1.20a]
• Labor rights: Includes "decent living wages" as a specific human rights commitment, in line with ILO's Declaration fundamental principles [S1-1.20a]
• Just and favorable working conditions: Commitment to "provision of locally adequate decent living wages" alongside adequate working hours and rest times, safe and healthy workplaces [S1-1.21]

Wages implementation

Current practice:

[S1-1.20a] OMV is committed to paying locally adequate wages in the regions where it operates. For almost all employees, minimum wages or salaries are fixed by law or agreed by way of collective bargaining.

Scope and compliance:

• 99.27% of employees have minimum wages or salaries fixed by law or agreed upon by way of collective bargaining (2024)
• 100% of employees for whom minimum wages or salaries were fixed by law or collective bargaining (2023)

Standards hierarchy:

Where local labor standards fall short of OMV's higher standards based on international human rights law, OMV adheres to its higher standards while complying with applicable laws.

Grievance mechanism

[S1-1 AR 10] The HR Directive was updated with guidance on an internal grievance channel (SpeakUp Channel), which is also dedicated to employees and can be used for wage-related concerns.

No specific living wage benchmark or methodology disclosed

While OMV commits to "decent living wages" and "locally adequate wages," the disclosure does not specify:

• Which living wage benchmark is used (e.g., Fair Wage Network, WageIndicator, Anker Methodology)
• How "adequate" or "decent living wage" is calculated or assessed
• What proportion of employees earn at or above a defined living wage threshold
• Any targets for achieving living wage coverage

Social protection

Coverage Statement

[S1-11.74] All of the OMV Group's employees are covered by social protection against loss of income due to major life events, except the following types of employees for the specified major life events in the countries listed in the table below.

Social Protection Metrics

[S1-11.75]

¹ Starting from when the own worker is working for the undertaking

● indicates employee type NOT covered for specified protection in that country

Methodology

[MDR-M.77a, 77b, 77c] [S1-11.74a, 74b, 74c, 74d, 74e] All employees are covered by social protection against loss of income due to major life events, except the mentioned types of employees for the specified major life events in the countries listed in the above table. Aside from the assurance provider, the measurement of the metrics is not validated by an external body.

Scope and Type of Coverage

The disclosure indicates coverage through both public and private schemes (not explicitly stated but implied through reference to "social protection" without limitation). The table shows specific exclusions by country, employee category, and type of protection (sickness, unemployment, employment injury/disability, parental leave, retirement).

Persons with disabilities

Overall percentage

Globally, 0.7% of the OMV Group's employees are individuals with disabilities (2024).

For OMV Group legal entities in Austria specifically: 0.9% of employees have disabilities (2024 average).

Scope and methodology

In scope: Countries with disability legislation where the number of employees with disabilities is reported per country subject to local legal legislation.

Out of scope: Countries without disability legislation are out of scope for employee disability reporting.

Counting methodology: The metric was calculated as the number of employees with disabilities / the total number of employees × 100. The counting was done for those countries where a legislative quota regarding persons with disabilities exists, and the sum was calculated at Group level.

Exclusions: This figure excludes contractors and non-employees.

Base year: The reported numbers in 2024 form a base year, based on which countries can aim to increase these numbers.

Measurement approach

Percentage of employees with disabilities at eligible OMV Group entities dependent on local legislation. The measurement of the metrics is not validated by an external body aside from the assurance provider.

Workplace inclusion metric

OMV measures how employees experience the inclusive accessible workplace via the yearly Pulse Check. In 2024, OMV received a 64% positive response on this.

Target

With its head office based in Austria, the OMV Group legal entities in Austria aim to increase relative to the 2024 baseline +1% of employees with disabilities by 2030.

Over 5,000 colleagues were engaged via various digital channels as well as through dedicated workshops in 2024, gaining the skills and confidence to harness the potential of GenAI.

Borealis is also partnering with Microsoft Copilot to work with an AI-powered virtual assistant that helps with tasks like generating text, translating languages, summarizing content, writing code, and answering complex questions. This initiative was launched in 2024, accompanied by the introduction of a 20-day training program called the MAI challenge. This program aims to educate employees about AI and to train them on its safe and efficient use.

Health and safety metrics

Coverage of health and safety management system

100% of OMV's own workforce is covered by health and safety management systems based on legal requirements and/or recognized standards or guidelines.

Health and safety metrics

Notes:

• Statistics include all incidents involving own workforce and employees within the value chain under OMV Management Control.
• One fatality occurred within the Borealis value chain outside OMV's Management Control and is not included in the statistics.
• 41.7% of OMV sites are certified to ISO 45001 (covering 30.59% of OMV employees).
• 10 clinics were audited by OMV Corporate Health in 2024.
• 2023 data includes minor corrections based on incident reclassifications.
• Lost workdays are capped at a maximum of 180 days per lost workday case.
• High-consequence injuries are defined as lost-time injuries resulting in 180 or more lost workdays or permanent total disabilities.

Work-life balance metrics

Percentage of employees entitled to take family-related leave vs. those who took it

[S1-15.93a, 93b] [S1-15.94] [MDR-M.77a, 77c]

Parental Leave - OMV Aktiengesellschaft

Methodology notes:

• Percentage entitled: Calculated as total entitled head count at year-end / total head count at year-end
• Percentage who took leave: Employees who took family-related leave > 1 month in the respective year / total entitled head count at year-end
• Both metrics are split by gender
• The parental leave data is specifically for OMV Aktiengesellschaft entity

Policy context:

OMV complies with national law and ILO Convention 183, providing a minimum of 14 weeks of maternity leave. The Company offers various flexible work options including part-time work, special part-time work for certain age groups, home office options, sabbaticals, and parental and other care leave. In 2024, the Pulse Check showed 72% of OMV Group employees feel the balance between work and personal commitments is right.

Compensation metrics

Pay gap

[S1-16.97a]. Gender pay gap including all employees: 1.41%.

Gender pay gap by country and career level (2024)

¹ OMV Petrom investment in May 2024 (Renovatio Asset Management SRL) is excluded – 10 employees

n.a. The pay gap will not be published due to data protection concerns if the target group by career level is too small

Remuneration ratio

[S1-16.97b, 97c] CEO-to-median employee pay ratio: 76:1 (2023: 78:1).

Methodology

[MDR-M.77b] Aside from the assurance provider, the measurement of the metrics is not validated by an external body.

[MDR-M.77a; 77c] [S1-16.97a] Gender pay gap: the difference in average pay levels between female and male employees, expressed as a percentage of the average pay level of male employees. For this calculation, the total yearly remuneration per employee (head count only) was taken into consideration. Total yearly remuneration includes the annual base salary, guaranteed allowances, variable allowances, overtime payments, one-time payments, bonuses, the LTIP, and benefits in cash paid out in the respective year. The total yearly remuneration is calculated based on working full-time and for the full year. The hourly rate is calculated by dividing the total yearly remuneration by the yearly actual working hours per employee (if no actual working hours exist, contractual hours were used instead).

[S1-16.97b] [S1-16 AR 101] Ratio of annual total remuneration of the highest-paid individual to the median annual total remuneration for all employees (excluding the highest-paid individual): For this calculation, the total remuneration per employee (head count only) was taken into consideration. Total yearly remuneration is calculated as mentioned above for the gender pay gap metric.

[S1-16.98] [MDR-M.77a] Gender pay gap broken down by employee category and ordinary basic salary and complementary/variable components: the breakdown is provided based on employee category and country level.

[S1-16.98] [MDR-M.77a] Gender pay gap broken down by employee category and/or country/segment: the breakdown is provided based on employee category and country level. The following employees are excluded from the calculation of the gender pay gap and the ratio of the annual total remuneration of the highest-paid individual to the median annual total remuneration for all employees:

• Employees on unpaid leave for the full respective year • International employees hired from abroad for projects in any of the OMV countries – where they are subject to income tax and/or social security contributions. These employees have an international background, with net salary agreements to achieve consistency and transparency on the salary levels. The local income tax and social security contributions apply according to the work location and are paid by the Company.

[S1-16.AR 100] Base salaries are market-oriented, fair, and tailored to the position and expertise of the employee. OMV encourages equal pay at all career stages, for instance by setting standardized entry-level salaries that are reviewed each year in line with the local market situation.

Incidents, complaints and severe human rights impacts

Quantitative Metrics

Key Indicators (2024):

Incidents of Discrimination and Complaints:

Methodology Notes

Severity Definition: Severe human rights incidents are defined based on scale (e.g., forced labor, child labor, human trafficking), scope (significant number of people affected), and irremediability (difficult or impossible to remediate). Each criterion on its own can make an impact severe.

Data Sources:

• Incidents related to child labor and forced labor: Based on severe human rights incidents analysis and supporting information provided to human rights experts.
• Severe human rights cases with remedy: Based on severe human rights incidents and analysis of supporting information.
• Complaints to National Contact Points: Derived from cases counted based on information from Head of Group Sustainability.
• Incidents of discrimination: Country-by-country reporting on incidents in 2024, calculated as total reported cases where individuals have been discriminated against or harassed.
• Complaints filed: Country-by-country reporting on incidents in 2024.
• Fines and compensation: Sum of all paid fines and penalties.

Measurement: The measurement of all metrics (unless otherwise specified) is not validated by an external body other than the assurance provider.

Context

OMV has established multiple grievance mechanisms for own workforce:

• SpeakUp Channel (launched October 2024): For reporting serious work-related misconduct, including discrimination, harassment, and human rights violations
• Various local channels at Company level: Employee hotlines, designated contact persons, works councils
• Integrity Platform: For whistleblowing on business ethics-related concerns

All channels include protection against retaliation as stipulated in P&C Ethics Policy and P&C Misconduct Reporting Procedure. Response times range from 24 hours for urgent cases to a maximum of 45 days for detailed investigations.

OMV conducted 20 human rights compliance checks and assessments in 2024 (2023: 13) across the Group. No severe human rights incidents have been reported since 2017.

Our Code of Conduct was updated to align with our Strategy 2030 and new regulatory requirements, such as supply chain due diligence and sustainability management best practices. We strengthened our existing commitments, particularly related to climate change and human rights, and introduced new ones to address emerging material topics like biodiversity, ecosystems, and the rights and welfare of workers in our value chain. These commitments are fundamental to our operations and continued success.

Our SpeakUp Channel, which we launched in October 2024, offers our employees and our value chain workers a safe, anonymous way to report work-related grievances through our OMV Integrity Platform.

Our SpeakUp Channel, which we launched in October 2024, offers our employees and our value chain workers a safe, anonymous way to report work-related grievances through our OMV Integrity Platform. Through this, we aim to identify and rectify work-related misconduct, fostering a culture of transparency, accountability and trust.

Taking action on material impacts on value chain workers

Disclosure reference: ESRS S2-4 (Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those action) – page 356

[S2-4.31] OMV has defined specific actions to address material impacts, risks, and opportunities related to value chain workers, including inadequate application of human rights principles, failing to ensure health and safety or providing grievance channels, and reputational damage due to unequal treatment and opportunities. Actions include conducting impact and risk assessments, human rights compliance checks, audits, providing training and awareness-raising activities, and actively engaging with contractors on safety topics.

[MDR-A 69a, 69b] For the material topic S2 Workers in the Value Chain, none of OMV's actions exceeded the key action monetary threshold of EUR 5 mn, and therefore these data requirements have not been addressed.

1. Impact and Risk Assessments and Human Rights Compliance Checks

[MDR-A 68a] [S2-4.32a] [S2-4.33a] [S2-4.35] [S2-4 AR 28a, 28c]

• Action description: Processes through which OMV identifies what action is needed and appropriate in response to actual or potential negative impacts on value chain workers. These serve as ongoing preventive actions addressing identified negative impacts and risks concerning upstream value chain workers, in alignment with the Corporate Procurement Directive.
• Scope: [MDR-A68b, 68c] Relevant for current and future business activities and relationships globally, focusing on own workforce and business partners, primarily contractors working on site or in the upstream value chain.
• Time horizon: Ongoing process applied globally; part of goal to conduct human rights assessments in 100% of high-risk countries by 2030, with action plans developed every five years.
• Outcomes: In 2024, 20 (2023: 13) human rights compliance checks and assessments were conducted across the OMV Group. Compliance checks of about 15 potential suppliers of renewable materials were also carried out.
• [S2-4.33d] Effectiveness tracked by regularly monitoring alerts about registered suppliers.
• [MDR-A 68e] [S2-4.34a] Since 2019, daily alerts about registered suppliers received through SAP Ariba, monitoring risks in four categories: Environmental and Social (including workers in the value chain topics), Finance, Regulatory and Legal, and Operations.

2. Audits

[MDR-A68a, 68b] [S2-4.32a] [S2-4.33a, 33b] [S2-4-35] [S2-4 AR 28a, AR 28c]

• Action description: Preventive and monitoring measures addressing negative impacts and risks from inadequate application of human rights principles. Two types of audits conducted:
  • On-site TfS audits focusing on sustainability performance
  • Remote audits performed by external auditors focusing on financial stability, strategy, organization, supply chain, sustainability, and cybersecurity performance
• Scope: Selected suppliers and contractors of OMV
• Time horizon: [MDR-A 68c] Ongoing basis during prequalification or contract execution
• Linked policy: Part of target to extend sustainability evaluations to all suppliers covering 90% of Procurement spend by 2030
• [MDR-A.68e] Since 2021, OMV has been a member of Together for Sustainability (TfS), a global network of 53 companies
• Outcomes 2024:
  • 42 audits performed by OMV Procurement with external auditor (2023: 40)
  • 570 TfS (re)assessments performed by EcoVadis (2023: 224)
  • 13 TfS audits performed (2023: 8)
  • 697 suppliers with valid EcoVadis score (2023: 303)
  • 67% suppliers with improved EcoVadis score (2023: 57%)

3. Training and Awareness Raising

[MDR-A68a] [S2-4.32a, 32c] [S2-4 AR 28a, AR 28b, AR 28c, AR 28d]

• Action description: Enhancing measures such as training sessions, webinars, and special events for suppliers and contractors connected to all material impacts and opportunities. Includes:
  • Access to EcoVadis e-learning platform with courses on sustainable business practices (including labor practices and human rights)
  • TfS Academy platform registration for suppliers, offering courses on discrimination and harassment, human trafficking, modern slavery, child labor, recognizing and preventing forced labor
  • Training OMV's own staff on human rights to uphold and advocate for standards throughout the value chain
• Scope: [MDR-A68b, 68c] Crucial for global business activities, primarily focusing on business partners in upstream value chain, especially on-site contractors
• Time horizon: Ongoing process
• Linked policy: Aligns with Contractor Safety Management and Corporate Procurement Directive
• Outcomes 2024: 26 suppliers were trained on social issues
• [S2-4.32d] Effectiveness monitored through improved EcoVadis scores
• [S2-4.38] Resources: Sustainable Procurement and Supplier Innovation departments organize webinars and training sessions; human rights management integrated throughout organization including in Procurement, Security, HSSE, and Community Relations; external resources utilized for assessments, audits, and related activities

4. Contractor Safety

[S2-4 AR 28a, 28b]

• Action description: Improving contractor safety through programs aimed at consolidating and improving safety performance, supported and managed by senior management as sponsors. Key elements include:
  • Contractor HSSE Management Process beginning with scope of work, related risks, HSSE requirements, and KPIs
  • HSSE evaluation and capability audit during tender stage
  • Kick-off meetings, HSSE inductions, site-specific training before work begins
  • Every contractor employee onboarded with dedicated safety training
  • Monitoring through supervision, audits, inspections, joint HSSE/safety walks, service quality meetings, forums, workshops
  • HSSE Contractor Awards to recognize and incentivize exceptional safety practices
• Scope: [MDR-A68b, 68c] Relevant for current business activities globally, focusing on business partners in upstream value chain, primarily contractors working on site
• Time horizon: Ongoing process applied globally
• Linked policy: Included in Contractor HSSE Management Standard
• [S2-4 AR 43] Process integrated into existing HSSE risk management system with regular audits, stringent prequalification procedures, and continuous stakeholder engagement
• [S2-4.32d] Effectiveness tracked through performance of target on contractor onboarding
• Resources: Active participation in industry networks (e.g., IOGP) to share best practices

5. SpeakUp Channel (Grievance Mechanism)

[S2-4.32b] [S2-4.33c]

• Action description: Established October 2024, provides process and tool for all workers in value chain to raise concerns regarding serious work-related misconduct, including discrimination, harassment, unequal employment opportunities, and violations of work-related human rights (forced labor, child labor, human trafficking)
• Scope: Available to any internal or external stakeholder; common channel for own workforce and value chain workers
• Time horizon: Launched in 2024; communication activities addressing business partners planned for 2025
• Linked policy: Serves as remediation measure; available on OMV website in 2025
• Resources: Protected against retaliation; communicated through training sessions, meetings, events

6. Code of Conduct Requirements for Business Partners

[S2-4.34b]

• Action description: OMV's expectations regarding work-related human rights outlined in Code of Conduct, including diversity and non-discrimination, health, safety, and well-being. Business partners encouraged to strengthen their commitments through adherence to these standards (part of General Purchase Conditions)
• Scope: All business partners
• Time horizon: Ongoing
• Expected outcomes: Positively impacts quality of work for workers in value chain

Performance Metrics 2024

Targets related to value chain workers

Target 1: Conduct human rights assessments

Target metric: Human rights assessments for 100% of high-risk countries and develop action plan every 5 years

Target value: 100% of high-risk countries

Target year: 2030

Baseline year: 2022

Baseline value: 4/15 countries: 26.6%

Target type: Absolute Target

Scope:

• Value chain activities and own operations (including contracted services when applicable)
• In scope: JV, Operating Partners, Own operations, Operating Partners with OMV share of more than 10%
• Out of scope: minority shareholdings of 10% and less
• Geographical coverage: Group-wide

Validation: Internal target (approved by Executive Board)

Progress to date (2024): Over the last five years, a human rights assessment has been conducted and action plans developed in 70% (7 out of 10) of our operations in high-risk countries. This target is monitored and reviewed annually.

Target 2: TfS and supplier sustainability evaluations

Target metric: Sustainability evaluations for suppliers covering % of Procurement spend

2025 Target value: Be an active member of TfS and run sustainability evaluations for all suppliers covering >80% of Procurement spend

2030 Target value: Extend sustainability evaluations to all suppliers covering 90% of Procurement spend

Target years: 2025 and 2030

Baseline year: 2022

Baseline value: 36%

Target type: Absolute Target

Scope:

• Value chain activities: Upstream value chain – Tier 1 suppliers
• In scope: Suppliers in Procurement scope, according to Procurement Directive
• Out of scope: All suppliers that are not in Procurement scope, according to Procurement Directive
• Geographical coverage: Group-wide

Validation: Established as part of OMV's commitments to TfS and approved by OMV Executive Board

Progress to date (2024): Suppliers covering 65% of procurement spend assessed (2023: 40.6%). This target is monitored monthly and reviewed annually.

Target 3: Contractor onboarding

Target metric: Completion Rate (CR) of Life-Saving Rule training within Safety Centers for external workforce

Target value: 85% of contractor employees trained according to division plans

Target year: 2025 (Phased Roll-out)

Baseline year: 2025

Baseline value: n.a.

Target type: Relative Target

Scope:

• Value chain activities: Own operations (including contracted services when applicable)
• In scope: 100% for fully owned assets and for assets where the Group's interest is less than 100% but more than 50%, and where the Group's interest is 50% or less if OMV is the operator of a joint venture
• Out of scope: Joint ventures where OMV does not have control or operatorship, where no Safety Center is available
• Geographical coverage: Group-wide

Validation: Approved by OMV Executive Board

Progress to date (2024): Development, coordination, and rollout of the new Leading KPI (LeKPI) Framework was finalized in 2024. The target is monitored quarterly and reviewed annually.

Policies related to affected communities

OMV has identified policies related to affected communities as material. The company discloses that its Code of Conduct and Human Rights Policy Statement serve as overarching documents outlining general commitments to affected communities and their human rights. The Sustainability Directive outlines specific processes covering social responsibility, including community relations, development and social investments, human rights, volunteering, and NGO relations for OMV. Additionally, a Community Relations and Development handbook is available for all OMV community relations managers.

Code of Conduct

Scope: The Code of Conduct outlines commitments recognizing the direct and indirect interdependencies between OMV's activities and the communities surrounding its operations.

Key content and principles:

• Ensuring affected communities are informed about safety risks stemming from operations, including appropriate communication and procedures in emergency situations
• Developing up-to-date safety measures within the Group for use in ecologically sensitive or densely populated areas
• Respecting the rights of access to information, public participation in decision-making, and access to justice
• Proactively informing affected stakeholders, such as relevant local communities, of planned and ongoing works and their impacts, as well as mitigation measures
• Developing adequate mitigation, reparation, and compensation plans in close consultation with all relevant stakeholders, including the host government, in the event of interference with the rights of relevant local communities, especially those of indigenous peoples
• Acknowledging indigenous peoples as social groups with identities distinct from mainstream groups and addressing any adverse impacts on local culture, religion, customs, traditions, indigenous peoples' rights, legitimate land, or livelihoods

Governance: Unless otherwise specified, involvement of senior-level management is covered in E1 Climate Change section.

Monitoring: Unless otherwise specified, the process for monitoring is covered in E1 Climate Change section.

Public availability: Unless otherwise specified, how the policy is made available to potentially affected stakeholders is covered in E1 Climate Change section.

Links to international standards: Not explicitly stated in the Code of Conduct section.

Human Rights Policy Statement

Key content and principles:

• Local security and community engagement strategies, particularly in high-risk areas, follow a preventive, defensive, and community-focused approach
• Actively involving surrounding communities and considering their security concerns when planning and implementing security-related activities
• Respecting, fulfilling, and supporting the human rights of communities, while avoiding or mitigating any risks to health or safety from project-related activities
• Prioritizing individuals and groups likely to be in vulnerable situations, such as children, women, indigenous peoples, and human rights defenders

Governance: Unless otherwise specified, involvement of senior-level management is covered in S1 Human Rights section.

Scope: Unless otherwise specified, the scope of the policy is covered in S1 Human Rights section.

Monitoring: Unless otherwise specified, the process for monitoring is covered in S1 Human Rights section.

Public availability: Unless otherwise specified, how the policy is made available to potentially affected stakeholders is covered in S1 Human Rights section.

Links to international standards: The OMV Human Rights Policy Statement and Human Rights Management System are specifically aligned with the International Bill of Human Rights, international humanitarian law (where applicable), International Labour Organization (ILO) core treaties, the UN Global Compact, the UN Guiding Principles on Business and Human Rights, and the OECD Guidelines for Multinational Enterprises.

Commitments for Affected Communities and Indigenous Peoples

Key content and principles:

• Addressing any adverse impacts on local culture, religion, customs, traditions, indigenous peoples' rights, legitimate lands, or livelihoods caused by business operations and community investment projects
• Adhering to the principle of free, prior, and informed consent, in line with the International Finance Corporation (IFC) Performance Standard 7 and ILO Convention 169
• Community consultations to ensure that the rights, culture, and traditions of indigenous peoples are respected and protected
• Zero-tolerance policy for illegitimate land grabbing
• Respecting legitimate tenure rights related to land and natural resources, including water, as per IFC Performance Standard 5
• Developing mitigation, reparation, and compensation plans in consultation with relevant stakeholders, including the host government
• Regular dialogue with local communities regarding human rights impacts through the Social and Human Rights Impact Assessment process and regular consultation sessions

Links to international standards: Aligned with IFC Performance Standard 7, ILO Convention 169, IFC Performance Standard 5, International Bill of Human Rights, international humanitarian law, ILO core treaties, UN Global Compact, UN Guiding Principles on Business and Human Rights, and OECD Guidelines for Multinational Enterprises.

Sustainability Directive

Scope: Applies to OMV's global operations, including Borealis and OMV Petrom, but excludes certain subsidiaries such as SapuraOMV.

Key content and principles:

• Outlining requirements for obtaining and maintaining the social license to operate through partnership-oriented relations and development with affected communities around OMV operations
• Social investments in community relations and development address identified community needs
• Designed to mitigate social risks from company operations while managing positive change for affected communities
• Creating valuable business opportunities by fostering trust, collaboration, and mutual benefit between OMV and the communities it impacts

Governance: The Directive is approved by the Executive Board. Community relations development responsibilities are assigned to each deliverable. Key responsibilities include supporting the implementation of community relations and development activities to secure social acceptance of business operations.

Monitoring: The community relations and engagement process, which is governed by the Sustainability Directive, is used to monitor effectiveness.

Links to international standards: The OMV Sustainability Strategy and related activities are aligned to contribute to the achievement of the SDGs.

Taking action on material impacts on affected communities

[S3-4.30] [S3-4.32a] To address the material IROs related to affected communities, such as social risks from OMV's operations, potential disturbance of cultural heritage sites of indigenous people and other communities through our business development, and the inability to avoid involuntary resettlement, OMV has defined specific actions based on commitments in the OMV Code of Conduct and Human Rights Policy Statement and following the guidelines in the Sustainability Directive. These actions are aligned with targets of assessing Community Grievance Mechanisms (CGMs) at all sites against the UN Effectiveness Criteria for Non-Judicial Grievance Mechanisms by 2025, and directing at least 1% of the previous year's reported net income attributable to stockholders of the parent toward social goals.

[MDR-A 69a,69b] For the material topic S3 Affected Communities, none of the described actions exceeded the key action monetary threshold of EUR 5 mn, and therefore these data requirements have not been addressed.

[S3-4.38] OMV allocates substantial financial and human resources to mitigating social risks and contributing to local social, economic, and environmental advancement in the areas where we operate. This includes an annual budget to implement the actions defined in the Community Relations and Development plans and dedicated Community Relations personnel throughout the Group.

1. Community Consultation and Social and Human Rights Impact Assessments

[MDR-A-68a, 68b, 68c] [S3-4.32a] [S3-4.33a, 33b] [S3-4.35]

• What it does: Primary preventive measures to address identified negative material impacts on affected communities, such as negative impacts arising from OMV's operations and potential disturbance of cultural heritage sites of indigenous people and other communities through business development
• Scope: Own operations (upstream value chain)
• Time horizon: Ongoing
• Expected outcomes: Mitigate disturbances related to planning, land acquisition and exploitation, oil and gas production, use of natural resources, and management of environmental impacts. Address issues such as cultural rights, limited employment opportunities, involuntary resettlement, and failures to respect the communities' economic, social, and cultural rights
• Resources allocated: Annual budget for Community Relations and Development plans; dedicated Community Relations personnel throughout the Group (specific amounts not disclosed)
• Link to policy/target: Guided by Human Rights Policy Statement and Sustainability Directive
• Tracking effectiveness: Through thorough analysis of SHIA findings; stakeholder feedback and performance evaluations collected from stakeholders and consultation outcomes

2024 Performance: In 2024, a total of five (2023: 5) out of nine (2023: 13) development projects that are part of OMV's Energy division were in the scope of community consultation. For example, OMV engaged with landowners in the Weinviertel region (Lower Austria) for the Wittau Tief-2a gas discovery project (production starting 2026). The ESIA conducted in March 2024 showed negligible environmental and societal impacts. A stakeholder engagement plan was developed and meetings with the Managing Director of OMV Austria led to an eventual agreement with landowners, thereby mitigating human rights and reputational risks.

Additional activity: A Human Rights Self-Assessment was conducted in 2023 by OMV Tunisia with aims of tracking measures to manage actual and potential human rights impacts on rights holders, including communities, and providing an independent external assessment. In the final report received in 2024, the existing community reporting mechanism procedure was highlighted as a strength.

2. Community Grievance Mechanism Assessments

[MDR-A-68a, 68b, 68c] [S3-4.32a, 32b, 32d] [S3-4.33c] [S3-4.AR 25a, AR 25c, AR 25d]

• What it does: Assessments of CGMs against UN Effectiveness Criteria to ensure remediation measures are available for local communities near operations, providing them with the opportunity to raise concerns (e.g., related to effects of process safety incidents or disturbances from dust and noise)
• Scope: Own operations
• Time horizon: Ongoing process (target: 100% by 2025)
• Expected outcomes: Track effectiveness of existing processes and practices, identify practical improvement measures. Ensure CGMs are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue
• Resources allocated: Not quantified (below EUR 5 mn threshold)
• Link to policy/target: Guided by Sustainability Directive; aligned with target to assess 100% of CGMs at all sites against UN Effectiveness Criteria by 2025
• Tracking effectiveness: Internal and external stakeholder consultations including interviews during assessments; main findings included in CGM Assessment Reports; action plans implemented by local management and monitored by Group Community Relations and Development function

2024 Progress: CGM assessments have so far been completed in OMV's Energy segment in Austria, Tunisia, New Zealand, and Malaysia, as well as at the Schwechat and Burghausen refineries and OMV Petrom sites. The sites already assessed account for 89% of all registered grievances at OMV in 2024. Follow-up actions derived from the findings are currently being implemented.

3. Social Investments

[MDR-A 68a, 68b, 68c] [S3-4.32c] [S3-4.AR 25b, AR 25c]

• What it does: Activities involving monetary or non-monetary support and activities beyond the core business that aim to contribute to the social welfare and progress of society in general. Community development projects create long-term societal value for local communities impacted by OMV's business
• Scope: Own operations and communities near operations
• Time horizon: Ongoing
• Expected outcomes: Mitigate negative impacts and enhance positive impacts by integrating stakeholder consultations and community needs assessments. Establish mutual trust and respect between OMV and affected communities, supporting social license to operate and creating win-win situations
• Resources allocated:
  • 2024: EUR 36.1 mn invested, reaching 1.1 mn beneficiaries
  • 2023: EUR 45.2 mn invested, reaching 1 mn beneficiaries
  • 1,625 employee volunteers in 2024 (2023: 2,471)
• Link to policy/target: Guided by Sustainability Directive; aligned with target to direct at least 1% of the previous year's reported net income attributable to stockholders of the parent toward social investments by 2030; aligned with SDGs and community needs identified during SHIAs
• Tracking effectiveness: Based on "Input, Output, Outcome, Impact" (IOOI) methodology through tailor-made questionnaires received from project participants; enables quality check of social projects and gauging success in addressing societal challenges

Three key focus areas for community and social investments:

1. Access to basic services (contributing to SDG 3, SDG 6)
2. Education, entrepreneurship, and employment (contributing to SDG 4, SDG 8)
3. Climate action and circular resource management (contributing to SDG 7, SDG 13)

In addition to Group-defined priorities, individual countries or subsidiaries also identify location-specific priorities (e.g., Borealis Social Fund has defined three areas of social engagement contributing to SDGs 14, 6, 7, and 4).

Community Development Investments: Always aligned with identified local needs and made following consultation with local stakeholders, taking into consideration country-specific priorities in relation to the SDGs. Focus on projects with potential to generate long-term societal value and make lasting change to beneficiaries' lives. Projects implemented in partnership with locally active stakeholders or NGOs to ensure maximum social return on investment, often including knowledge transfer to expand local technical capacity.

Corporate volunteering: OMV employees are encouraged to personally play an active part in sustainability initiatives through volunteering. Group-wide volunteering activities that align with specific targets are part of community and social investments.

Targets related to affected communities

OMV has set two targets to address negative impacts and enhance positive impacts on affected communities.

Target 1: Community Grievance Mechanisms Assessment

Target metric: Percentage of Community Grievance Mechanisms (CGMs) at all sites assessed against UN Effectiveness Criteria

Target value: 100%

Target years:

• 2025: 100% of CGMs assessed
• 2030: 100% of CGMs assessed

Baseline year: 2018

Baseline value: 0%

Target type: Absolute target

Scope:

• Value chain activities: Own operations
• In scope: 9 defined 100% operator/majority-owned assets from the upstream, refinery, and power business segments (scope liable to change based on operatorship/divestments)
• Out of scope: Non-operated/majority-owned assets/company by OMV; Chemicals business currently out of scope
• Geographical coverage: Group-wide

External validation: Not specified (internal target based on UN Guiding Principles on Business and Human Rights)

Progress to date (2024): 89% of CGMs assessed (8 out of 9 sites in scope). CGM assessments completed in OMV's Energy segment in Austria, Romania, Tunisia, New Zealand, and Malaysia, as well as at the Schwechat, Burghausen, and Petrobrazi refineries. Target monitored quarterly and reviewed annually.

Target 2: Strategic Social Investment

Target metric: Strategic social investment as percentage of previous year's reported net income attributable to stockholders of the parent

Target value: At least 1%

Target year: 2030

Baseline year: 2020

Baseline value: EUR 16.8 million

Target type: Relative target (intensity-based)

Scope:

• Value chain activities: Own operations
• In scope: All 100% operator/majority-owned assets from all OMV business segments
• Out of scope: Excluding sports and cultural sponsorships, as well as management costs
• Geographical coverage: Group-wide

External validation: Not specified (internal target aligned with OMV Strategy 2030)

Progress to date (2024): 2.4% social investments based on previous year's reported net income attributable to stockholders of the parent. Target monitored quarterly and reviewed annually.

Target-setting process: Both targets were proposed by Group Sustainability with external consultant support, discussed with relevant business functions (Group Strategy, Finance, HSSE), and approved by the Executive Board (EB) and Supervisory Board (SB). No changes have been made to targets, related metrics, or methodologies.

Policies related to consumers and end-users

OMV has assessed ESRS S4-1 (Policies related to consumers and end-users) as not material.

According to the materiality assessment table, ESRS S4-1 paragraph 16 is classified as "not material" with no page reference provided (n.a.). Consequently, OMV has not disclosed specific policies related to consumers and end-users in this Sustainability Statement.

As stated in the disclosure: "all disclosure requirements and data points related to topics and sub-topics identified as immaterial during the materiality assessment have been excluded from this statement."

Our OMV Values "We care | We're curious | We progress" were introduced in 2023 and guide us on our path to a more sustainable future.

Our Code of Conduct was updated to align with our Strategy 2030 and new regulatory requirements, such as supply chain due diligence and sustainability management best practices. We strengthened our existing commitments, particularly related to climate change and human rights, and introduced new ones to address emerging material topics like biodiversity, ecosystems, and the rights and welfare of workers in our value chain. These commitments are fundamental to our operations and continued success.

Every individual deserves a professional, safe, and inclusive work environment, free from discrimination or harassment. Our SpeakUp Channel, which we launched in October 2024, offers our employees and our value chain workers a safe, anonymous way to report work-related grievances through our OMV Integrity Platform. Through this, we aim to identify and rectify work-related misconduct, fostering a culture of transparency, accountability and trust.

Our Code of Conduct was updated to align with our Strategy 2030 and new regulatory requirements, such as supply chain due diligence and sustainability management best practices. We strengthened our existing commitments, particularly related to climate change and human rights, and introduced new ones to address emerging material topics like biodiversity, ecosystems, and the rights and welfare of workers in our value chain.

Incidents of corruption or bribery

Confirmed incidents

OMV reported zero confirmed incidents of corruption or bribery in 2024.

Convictions and fines

OMV reported:

• 0 convictions for violation of anti-corruption and anti-bribery laws
• EUR 0 million in fines for violation of anti-corruption and anti-bribery laws

Disciplinary actions

OMV reported 0 confirmed incidents in which own workers were dismissed or disciplined for corruption or bribery-related incidents.

Contracts terminated

OMV reported 0 confirmed incidents relating to contracts with business partners that were terminated or not renewed due to violations related to corruption or bribery.

Investigation procedures and speak-up mechanisms

OMV operates a comprehensive Compliance Management System based on IDW PS 980 requirements, including policies, audits, and training to prevent, detect, monitor, and address allegations or incidents of corruption and bribery. The system was externally audited in 2023 by Ernst & Young, which confirmed that OMV operates "an ambitious, well-established, and mature compliance program that is appropriately designed for all compliance areas and effectively implemented across the OMV Group."

Integrity Platform (Whistleblowing): OMV has established a whistleblower mechanism called the Integrity Platform, accessible online at omv-group.integrityplatform.org. Anyone can confidentially report issues related to corruption, bribes, conflicts of interest, antitrust law, or capital markets law. Reports can be filed anonymously if desired. In 2024, 60 whistleblowing cases were brought to the attention of the Compliance department via OMV's whistleblowing mechanisms (excluding Borealis).

Whistleblower protection: Special protection is provided to employees who report in good faith. The Whistleblowing Directive stipulates protection against retaliation, which includes dismissal, demotion, denial of promotion, negative performance appraisal, or disciplinary measures. All reports are handled by the Whistleblowing Committee, which includes members of senior management and is separate from the chain of management involved in the matter.

Investigation process: Results of compliance investigations are assessed based on OMV's zero-tolerance policy for violations of the Code of Business Ethics. When investigations reveal actual misconduct, potential labor law measures are discussed with management and Human Resources, depending on the nature and severity of the offense.

Reporting to governance bodies: Compliance topics, including any allegations on corruption and bribery incidents, are regularly reported and addressed during scheduled and ad hoc meetings with the Executive Board, Audit Committee meetings with the Supervisory Board, and meetings with the Chairman of the Supervisory Board.

Public legal cases

OMV noted that "given the competition law investigations in Moldavia and Ukraine against OMV's subsidiaries it is important to note that OMV has implemented preventive, detective and reactive measures which are aimed at preventing and mitigating risks from non-compliance in the area of competition law within the organization." The last external certification of OMV's compliance system in 2023 considered it as "best practice and suitable for identifying, controlling, and managing all significant competition law risks."

Political influence and lobbying activities

Ethical standards and guidelines

OMV's Code of Business Ethics sets out a zero-tolerance policy on bribery, embezzlement, facilitation payments, fraud, theft, and other forms of corruption, as well as money laundering, and prohibits any support of political parties or donations to them. It is designed to comply with the standards set by both national and international anti-corruption legislation (mainly the OECD Anti-Bribery Convention and the UK Bribery Act).

OMV is a signatory to the UN Global Compact and is committed to upholding the values of the OECD Guidelines for Multinational Enterprises. These guidelines reflect the government expectations of responsible conduct by businesses. They cover all key areas of business responsibility, including bribery, competition, and taxation.

The Code of Business Ethics describes how OMV fulfills ethical and legal responsibilities internally and defines the rules and procedures for conflicts of interest, gifts and invitations, donations and sponsorships, intermediaries and lobbyists, and for other areas of law such as trade sanctions, money laundering, and fair competition.

Political contributions

OMV prohibits any support of political parties or donations to them as stated in the Code of Business Ethics.

Lobbying activities

In cases where intermediaries, lobbyists, or consultants are engaged, OMV uses a third-party service provider to carry out comprehensive research, including source inquiries. The Code of Business Ethics defines rules and procedures for dealing with intermediaries and lobbyists. Employees receive training on the requirements for dealing with intermediaries and lobbyists as part of the business ethics training program.

No quantitative data on lobbying expenditure or specific lobbying topics is disclosed.

Payment practices

Disclosure Requirement G1-6

OMV addresses payment practices through its Corporate Procurement Directive and Purchase to Pay Standard, which stipulate 60-day standard payment terms for all suppliers and contractors, including SMEs. The company continuously monitors payment terms to ensure the 60-day limit is not exceeded. One day prior to expiry of the payment term, the SAP system proposes for payment all invoices that are due, and they are paid automatically the next day without manual intervention.

Payment Practice Metrics

Standard Payment Terms

OMV applies 60-day standard payment terms as stipulated in the Corporate Procurement Directive and Purchase to Pay Standard. This applies to OMV Aktiengesellschaft and all fully consolidated subsidiaries, including Borealis AG and OMV Petrom S.A. and their subsidiaries.

Supplier Finance Arrangements

OMV participates in several supplier finance programs where suppliers may elect to receive early payment from a bank by factoring their receivables. As of December 31, 2024:

Payment due dates:

• Liabilities that are part of the arrangement: 20-180 days
• Comparable trade payables that are not part of the arrangement: 10-90 days

Methodology Notes

Average time to pay an invoice: Calculated as the difference between the baseline date (framework agreement weighted average payment terms) and the clearing date, weighted by invoice value in EUR. Based on purchase orders with payment terms of 60 days or less.

Payments aligned with standard payment terms: Calculated based on how many payments have been made according to the standard payment term of 60 days.

Legal proceedings for late payments: Counted on a case-by-case basis and refer to those that exceed payment terms of 60 days or less.