OMV Investor Presentation Homepage Final

8/17/2019 OMV Investor Presentation Homepage Final

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HSSE: Safety is our priorityStrong safety improvement recordLTIR 1 OMV Group

1 Lost-Time Injury Rate: Number of lost time injuries per 1 mn hours worked

9m/15

0.3

0.5

2012 2013

0.4

2014

0.7

2011

0.7

3 OMV Group, Investor Presentation


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Integrated business and diversified portfolioprovide natural hedge in current environment

4

Oil priceDated Brent,USD/bbl

Gas priceCEGH,EUR/MWh

0

5

10

15

20

25

30

0

20

40

60

80

100

120

Refining marginOMV indicator refining

margin,USD/bbl

0

2

4

6

8

10

Q2/12 Q3/12 Q4/12Q1/12 Q1/13 Q2/13 Q3/13 Q4/13 Q1/14 Q2/14 Q3/14 Q4/14 Q1/15 Q2/15 Q3/15

Note: All values are monthly averages.

OMV Group, Investor Presentation


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Financial performance

5

Clean CCS EBITin EUR mn

Q3/14

0.86

Clean CCS Earnings Per Sharein EUR

Free cash flow before dividendsin EUR mn

220

455

Q3/14

656

(19)

Corporate &Others, Consolidation

DownstreamUpstream

Q3/14 Q2/15 Q3/15

10277

6256

5045

Brent priceUSD/bblEUR/bbl

269

402

116

52

Q3/15

495

41

Q2/15

375

(10)

Q3/15

1.13

Q2/15

1.11

97

-200

200

400

0

-600

600

-400

Q3/15

524

Q2/15

300

200

500

400

100

600

0

-600

-100

-200

-300

-400

-500

Q3/14

(417)



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Strong cash generation despite difficult oilprice environment

6

9m/159m/14

2,5792,633

Sources of funds 1

in EUR mn

Integrated business model

Very strong cash generation inDownstream

Resilience of Upstream cash flow

Cost reduction measures

Brent price in USD/bbl

107

OMV indicator refining margin in USD/bbl

55

2.7 7.7

1 Operating cash flow before working capital movements



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Long-term cooperation with Borealis strengthened

► Schwechat and Burghausen refinery each prolonged an offtakeagreement for ethylene and propylene with Borealis until 2028

► Optimized contract structure ensures increasing utilization of refineries

Recent highlights

7

Progress achieved regarding partnership with Gazprom

► Term sheet signed by OMV and Gazprom for OMV‘s participation in

the project Achimov IV/V based on asset swaps► Shareholder agreement for the Nord Stream 2 pipeline project signed

Important steps taken towards Downstream Gas portfolio optimization

► Gas Connect Austria: Decision taken to sell up to 49% – transactionexpected for 2016

► EconGas: Provisional agreement reached on full takeover – bindingagreement expected by end of 2015



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► Improve cash flow & profitability

► Continue integrated business model

► Upstream growth will remain focus

Framework for strategic review

OMV Group, Investor Presentation8


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DownstreamUpstream

OMV – an integrated, international oil and gascompany

Downstream Gas

► Gas sales business inCEE, SEE and Turkey

► Gas logistics in Austriaand Germany

► Gas-fired power plants inRomania and Turkey

Downstream Oil► 3 refineries with capacity

of 17.8 mn t 1

► ~4,100 filling stations in 11countries

► 36% share in Borealis

Figures from 2014; except refining capacity

► Worldwide activities,mature core countries:Romania and Austria

► Approximately 85% ofproduction in EU and

OECD countries► Production: 309 kboe/d

► Reserves:1.09 bn boe 1P1.81 bn boe 2P


1 After the finalization of the Petrobrazi refinery modernization, the opportunity was taken to demonstrate the maximum throughput of the refineries based on a timeframe of the best 30 consecutive days. As aresult, OMV’s total annual refining capacity has been updated from 17.4 mn t to 17.8 mn t as of Q1/15

9


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Our strategy is simple and clear


Optimize DownstreamGrow Upstream

Focused – Integrated – Profitable

10


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OMV is resilient in difficult times

North Sea region: Increasing share

of Upstream cash generation

Cash generation, 2014 1

Natural hedge through

integration

Share Clean CCS EBIT, 9m/15

Portfolio less sensitive to

oil price drop

OMV production share, 9m/15

50% 50%

North Sea regionRest of Upstream

77%

17%

GasOil

Downstream

Co&O, ConsolidationUpstream

Current production portfolio resilient at long-term oil price of USD 50/bbl

1 Equivalent to sources of funds before financing costs


Substantially all of current production operating cash flow positive >80% of current production EBIT positive Looking forward, substantially all projects under execution are also value creating Pre-FID projects would require considerable re-engineering to create value

Long-term price of USD 50/bbl would lead to impairments in Upstream


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CAPEX and cost reduction progressing well

12

Group CAPEX reduced by EUR ~1.1 bn

1

E&A 2 expenditure cut by up toEUR 200 mn targeted

Reduction of annual operating cost andoverhead cost by EUR ~150 mn 3

Headcount reduction program

Review of non-core assets

~2.0

~3.0

2014

~2.7

~0.9

~3.8

2015 guidance

DownstreamUpstream

Group CAPEX reducedin EUR bn

1 2015 vs. 20142 Exploration and Appraisal3 2016 vs. 2014; Upstream OPEX reduction based on 2014 production volumes

~0.6



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Production update

294 296 306 292

15

Guidance2015

~300 1

Q2/15

3071

Q1/15

3037

2014

309

Q3/15

0292

Production in the first nine months of 2015:

Romania and Austria: 202 kboe/d

Libya shut-ins

Yemen: Production stopped beginning of April

New Zealand: Maari Growth ramped-up in Q2/15due to the drilling campaign, last well started-upin July

Production expectation for Q4/15:

Romania: key wells are back on stream aftercompletion of planned works at key facilities

Norway: production increase expected due to thefinalized planned turnarounds and higher gasproduction at the Gullfaks field

1 Excluding production from Libya and Yemen

in kboe/d

OMV excluding Libya and Yemen

Libya and Yemen



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Key projects in execution will be delivered

On stream 2016

Peak ~19 kboe/d

Edvard Grieg

On stream 2017

Peak ~12 kboe/d

Schiehallion

On stream 2018

Peak ~18 kboe/d

Aasta Hansteen

On stream 2017

Peak ~10 kboe/d

Nawara

Adding up to ~80 kboe/d in the mid-term

Resilient value creation

Looking forward, substantially all projects inexecution are value creating at USD 50/bbl inthe long term

Ramp-up will continue at slower pace

0

20

40

60

80

NawaraEdvard Grieg

FRDs Romania Aasta HansteenSchiehallion

Note: Start-up dates reflect OMV expectations; production profile is illustrative

2016 2017 2018 2019 2020 2021



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Integrated Downstream business

Maximize integrated margin through strongintegration:

Upstream

Retail

Petrochemicals

Strengthen refineries competitiveness byincreasing cross-site integration

Enhance position in core markets

Strict cost and CAPEX management

Improve core business of Downstream Gas

Restructure non-core gas and power assets

Net assets

Focus on cash generation

Operating cash flow 1

Optimize asset base

2011 201420132012

2014201320122011

1 without financing costsNote: Historic Downstream figures are R&M and G&P figures



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Financial priorities

16

Maintain strong investment grade credit rating

Strong balance sheet (long-term gearing ratio of ≤30%) Comfortable liquidity position

Mid-term goal: broadly neutral free cash flow after dividends

2014 dividend EUR 1.25 per share

Maintain dividend policy of long-term payout

ratio of 30% of net income

Cash

Rating

Dividend



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Exploration and productionExploration only

NorthSea

region

Corecountries

BlackSea

Sub-SaharanAfrica

New Zealand

and Australia

Upstream


Corecountries

Production in kboe/d

Proved

Reserves 1

Region 9m/15 2014 mn boeCore countries 202 204 763Black Sea and Caspian 9 9 19North Sea region 44 37 141North Africa 9 18 111Middle East 16 22 26New Zealand and Australia 20 19 30Total 300 309 1,0901 As of Dec. 31, 2014

2014 9m/15

201

1,669

2013

2,086

Clean EBIT in EUR mn

17


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UpstreamOMV – a top 30 IOC

400

1 2013 dataSource: Herold Financial Database, Company data, without National Oil Companies

Entitlement production, 2014, kboe/d

U l t r a P e t r o l e u m

C a i r n I n d

i a

N e w f i e

l d

C i m a r e x

Q E

P

S a n t o

s

S M E n e r g

y

P a c i f i c R u b i a l e s

R a n g e R e s o u r c e

s

P i o n e e

r

E Q T

M a e r s k

1

M u r p h y O

i l

C a b

o t

M i t s u i

1

W o o d s i d

e

I m p e r i a l O

i l

T a l i s m a

n

N o b l e E n e r g

y

H u s k y E n e r g

y

O M

V

H e s s

R e p s

o l

S u n c o r

M a r a t h o n

E n C a n a

O c c i d e n t a l

E O G

B G G r o u p

A p a c h e

D e v o n E n e r g y

B H P B i l l i t o n

W i n t e r s h a l l

A n a d a r k o

N o v a t e k

E

n i

C o n o c o P h i l l i p s

S t a t o i l

T o t a l

C h e s a p e a k

e

C h e v r o n

S h e l l

B

P

E x x o n M o b i l

C e n o v u s E n e r g

y

P e n n

P e t r o b r a s

Supermajors

Majors

Midsize companies


Top 30

18


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OMV Upstream asset base

Key figures 2014

OMV produced an average of 309 kboe/d and itsproven reserves amounted to 1,090 mn boe

Production increased mainly due to thecontribution from Norway (included sinceNovember 2013)

~66% of total production from Romania and Austria (stabilized production at 200-210 kboe/d)

Three-years average RRR 1 of OMV Group: 87%(single year 2014: 64%)

in Romania and Austria: 41%

in the international portfolio: 188%

~43% average commercial exploration successrate in last 3 years (single year 2014: 21%)

1 P r e s e r v e s

i n m

n b o e

C l e a n E B I T

E U R m n

P r o d u c t i o n

i n k b o e / d

1 Reserve Replacement Rate

2,154

2010

2,099

2009

1,516

20142013

2,086

2012

2,824

2011

1,669

221 216 212 208 206 204

95 102 76 95 82 105

2014

309

2013

288

2012

303

2011

288

2010

318

2009

317

948 922 897 855 805 763

240 231 237 262 326 327

2014

1,090

2013

1,131

2012

1,118

2011

1,133

2010

1,153

2009

1,188

International portfolio (all excl. Romania, Austria) Core (Romania and Austria)



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Safety first

2008

-59%

0.53

2014

1.29

► Shared safety standards for OMV and

contractors

► Four key focus areas for continuous

improvement:

Visibility and Leadership

Process Safety

Contractor Management

Incident reporting and follow-up

► Not compromised by cost reduction

programs

1 OMV employees and contractorsLost-Time Injury Rate: Number of lost-time injuries (fatalities + lost work day injuries) per 1,000,000 hours worked

Lost-Time Injury Rate 1

Upstream group-wide



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Projects update

Nawara, TunisiaGlen Lyon FPSO, HHI yard

in Ulsan, South Korea

Aasta Hansteen Spar Norway

Edvard Grieg, module

installation

Gudrun, Norway

Gullfaks, Norway

Note: Start up dates reflect OMV expectation


► Gudrun (Norway): drilling program finished with 7 wells onstream

► Gullfaks further development (Norway):

South – redevelopment on stream since end of JulyGullfaks subsea compression on stream since October

► Edvard Grieg (Norway): Topside modules completed andinstalled. On stream early 2016

► Aasta Hansteen (Norway): Three subsea well templates

successfully installed in 1,300 meters water depth.On stream in 2018

► Schiehallion (UK): FPSO almost complete, offshoreinstallations prepared to connect to FPSO. On stream in2017

► Nawara (Tunisia): Purchase orders for major long lead itemsplaced. Construction activities commenced. On stream in2017


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Upstream priorities

22

Safety andperformance

Production

Managecash

► Safe operations

► Increase operational efficiency

► Minimize impact on underlying coreproduction

► Deliver post-FID 1 projects

► Managing expenditures and

investment level► Renegotiate key cost elements

1 Final Investment Decision

Gudrun, Norway

Ocean Endeavor, Romania

► Flexibility andoptionality

► Adjust further ifneeded

Ocean Endeavour, Romania



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High focus on reducing operating cost base

2015 OPEX reduction up to USD 3/boe:

driven by favorable FX-rate and USD ~1/boe

attributable to intrinsic business effort

Unit production costs estimated to remain broadlyat the 9m/15 level throughout 2015

Continued strict cost management measures

Aggressive cut of external costs (leased

personnel, day raters and consultancy)

Streamline overhead costs to reflect slowerpace in activity levels

Ongoing renegotiations with suppliers

Optimize operations in mature core countries

16.6

13.6

9m/15 2015estimate

2014

OPEXin USD/boe



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Mature core: minimizing the decline

Cost / CAPEX reductions have production

impact, no compromise on HSSE top priority

Prioritized drilling and workover activities

Onshore rig count dropping by ~50%

FRDs 2 in execution continue at lower speed

Romania 2015-17 Upstream CAPEX p.a.reduced by ~25-35% vs. 2014

Key priority: minimize decline

Up to 4% p.a. decline over mid-term Mid-term production level dependent on

crude price recovery

► Future potential of 200-300 mn boe

Additional potential based on redevelopmentopportunities, MARs 3, cost improvement andnew technology~10% production decline p.a.

without investments

2011

212

2010

216

2005

251

Mid-term

204

2013

206

2012

208

2014

1 Up to -4% per annum 2 Field Redevelopment 3 Multidisciplinary Asset Review

-1-2%-3%

stable up to -4%1

Beating the declineProduction in Romania and Austria, in kboe/dCAGR



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Upstream – committed to CAPEX reductionplan by leveraging our portfolio mix

Base

Projects

post-FID

Workover,drilling,FRDs pre-FID

Other projectspre-FID

Exploration

Average2015-17 p.a.

Average2014-16 p.a.

2015 CAPEX expected at EUR ~2 bn

Project prioritization; manage growth pace in

portfolio

Re-phased and rescaled projects (e.g.

Rosebank, Nawara, facilities shift and drillingprioritization in FRDs Romania)

Put on hold projects and activities that areuneconomical in the current price environment(e.g. tail-end drilling, work-overs, FRDs pre-FID)

2015 E&A 2 budget reduced to EUR ~0.6 bn

Focus on near field opportunities, Black Seaand North Sea region (high impact activities)

CAPEX 1 adjustmentsin EUR bn

~2.0 - 2.4

35-40%

30-35%

25-30%

Mature core

North Searegion

Otherinternational

35-40%

30-35%25-30%

Previous guidance:~3.1

1

CAPEX including capitalized Exploration & Appraisal2 Exploration and Appraisal

Retaining options for the medium term

Flexibility to reduce further

Optionality to ramp up activities



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Self funded, profitable growth

Flexible and financially robust portfolio

Self funded expenditure profile

Providing flexibility and optionality

Resilient even in a prevailing low price

environment

Strong operating cash flow at USD 50/bbl

Looking forward, substantially all projects in

execution are value creating at USD 50/bblin the long term

North Sea region is meaningful contributor

Norway production 9m/15: 42 kboe/d

Norway cash generation: EUR ~500 mn(~20% of Upstream) in 2014 1

Further strong cash generation expected inthe mid-term

30-40%

25-35%

10-20%

20-30%

Mature core

North Sea region

Other international

Global E&A

45-65%

25-35%

15-25%

Mature core

North Sea region

Other

Upstream free cash flow neutral

in the mid-term

Cash

generation 1

Uses

(CAPEX and E&A2

)

1 Equivalent to sources of funds before financing costs2 Exploration and Appraisal



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Projects in execution

Edvard Grieg

Schiehallion

Aasta Hansteen

Projects under appraisal for next wave of

reserves addition 1

West of Shetland (Rosebank; Cambo Hub)

Domino

Wisting

Steady exploration progress feeding into long

term sustainable RRR

Solid portfolio to reach sustainableReserve Replacement Rate

8755

20142008

Proved (1P) RRR3 year average, %

Discovered technical resources 2

mn boe, 3 year average

240

2009

108

2014

1 Depending on business case (price, cost, timing) 2 Technical resources without consideration of contract type (pre government take / EPSA)



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Exploration and production

Exploration only

High impact well

Bjaaland

Black Sea wells

Hagar North Sea

Region

BlackSea

Sub-SaharanAfrica

StripfingT1

Exploration update and high impact wells 1

1

High impact well >25 mn boe net to OMV2

Exploration/Appraisal3

Timings are subject to change based on operational requirements4

Results of drilling so far, togetherwith data from the forthcoming exploration activities, will be used for the evaluation of the total block potential 5 Via OMV Petrom 6 Stripfing T1 data evaluation ongoing,shallower horizon expected to be tested next year


New ventures

Croatia and Montenegro: decision taken to withdraw from license applications

New Zealand: application submitted for four licenses in the Taranaki Basin

Tunisia: Kairouan open block application – negotiations with regulator

Seismic

Madagascar offshore Grand Prix 3D seismic survey (3,000 km2) finalized

Mitto 2D survey (147 km) in Pakistan and Targu Jiu 2D survey (270 km) inRomania completed

Drilling

Romania: drilling operations of the Domino-4 well are ongoing in the NeptunDeep block; further exploration activities planned for 2015

Pakistan: new gas reserves discovered through Latif South-1 exploration well

Wells 1 Country Basin/Block Type 2 Status 3Working

interestOperated

Pelican South-1 RO Black Sea E Completed 4 50% 5

Stripfing T1 AT Vienna Basin E Completed 6 100%

Dolphin-1 RO Black Sea E Completed 4 50% 5

Flamingo-1 RO Black Sea E Completed 4 50% 5

Bjaaland (Wisting) NO Barents Sea A Dry 25%

Califar-1 Black Sea E Completed 4 50% 5

Hagar NO Norwegian Sea E Dry 10%

Domino-4 Black Sea 4 A Ongoing 50% 5

OP

NO

NO

OP

NO

NO

NO

NO


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Exploration North Sea region(Norway, United Kingdom)


Norway

Luno II North oil discovery (near Edvard Grieg)

APA 1 2015 applications submitted to authority; 23rd license round(2015/16) in preparation

Hagar (PL 642), first exploration well in the license came in dry;OMV farmed down pre-drill to 10%

Follow-up on Wisting discovery: appraisal well Central-2 foreseenin 2016 to confirm volumes and assess field development options

United Kingdom, West of Shetland

Blackrock high-impact well planned for 2016; farm-down processcontinuing

Maturing further drilling opportunities in West of Shetland area

1 Awards in predefined areas


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Exploration – Black Sea


Neptun Deep (Romania)

OMV Petrom (50%), ExxonMobil (Operator, 50%)

Domino-1 gas discovery in 2012: a play opener

Drilling campaign 2014/15: Domino-2, Pelican South-1, Dolphin-1, Flamingo-1 and Califar-1

wells were finalized; data under evaluation; Domino-4 in progress

Further exploration activities planned for 2015

Midia Deep (Romania)

OMV Petrom (42.5%), ExxonMobil (Operator, 42.5%), Gas Plus (15%) 3D seismic processing continuing and G&G studies ongoing

Han Asparuh (Bulgaria)

Total (Operator, 40%), OMV (30%), Repsol (30%)

Seismic acquisition and seabed surveys finalized; processing and

interpretation close to finalization Drilling contract signed, well services being tendered

Spudding of first exploration well in 2016


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| OMV Group, Investor Presentation31

Upstream pipeline

4 to 12 years lead time Production

Rosebank (UK)

Zidane (Norway)

Totea Deep (RO)

FRD Lebada East (RO)

Schiehallion (UK)

Edvard Grieg (Norway)

Aasta Hansteen (Norway)Nawara (Tunisia)

Black Sea

Norway

UK

New Zealand

United Arab EmiratesGabon

Namibia

Madagascar

Middle East

Africa

Domino (Black Sea)

Cambo Hub (UK)

Shuwaihat (UAE)

Wisting (Norway)

New ventures Exploration Appraisal Development Execution

Mehar (Pakistan), 2013 1

Latif (Pakistan), 2013 1

Maari Growth (NewZealand), 2014 1

Habban Phase II(Yemen), 2014 1

Gudrun (Norway), 2014 1

FRDs (Austria, Romania)

Production

1 Start-up year


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Major projects under execution (post-FID)


Project Country TypeProduction

start

Cumulative

production 1Peak

production

Project

investments

Working

interestOperated FID

primary year mn boe kboe/d EUR mn % year

Totea Deep Romania Gas 2011 ~25 ~11 ~200 100.02 2014

FRD Lebada East Romania Gas 2016 ~40 ~11 ~60 100.02 2014

Nawara Tunisia Gas 2017 40-50 ~10 ~550 50.0 2014

Schiehallion UK Oil 2017 ~42 ~12 ~740 ~11.8 2011

Edvard Grieg Norway Oil 2016 ~38 ~19 ~640 20.0 2012

Aasta Hansteen 3 Norway Gas 2018 ~43 ~18 ~810 15.0 2012


OP

OP

NO

NO

NO

1 Expected cumulated field life production 2 Via OMV Petrom 3 incl. Polarled All figures net to OMV

OP


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Major projects under appraisal anddevelopment


1 Expected cumulated field life production 2 Intention to divest ~10-20% stake 3 Cambo, Tornado, Suilven 4 Technical Evaluation Agreement 5 50% of expected gross volumes inappraisal phase to OMV 6 As communicated in February 2012; Data collected is being evaluated 7 Via OMV Petrom

All figures net to OMV

Project Country TypeProduction

start

Cumulative

production 1Working

interestOperated

primary year mn boe %

Zidane Norway Gas t.b.d. ~20 20.0

Rosebank 2 UK Oil post 2020 ~125-150 50.0

Cambo Hub 3 UK Oil/Gas post 2020 ~120-150 47.5-65.0

Shuwaihat4

UAE Gas/NGL post 2020 t.b.d. 50.05

Domino Romania Gas end of decade 0.75-1.5 tcf 6 50.0 7

Wisting Norway Oil post 2020 t.b.d. 25.0

NO


OP

NO

OP

NO

NO


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Downstream Oil


Capacity 17.8 mn t/year 1

89% utilization (9m/15: 92%)

Refined product sales: 31.1 mn t (9m/15:

22.3 mn t) thereof petrochemicals volumes:

2.0 mn t (9m/15: 1.7 mn t)

thereof retail sales volumes: 9.7mn t (9m/15: 7.7 mn t)

Fuels storage capacity: 4.26 mn m³ thereof seaside: 1.3 mn m³

Filling stations: 4,135 (9m/15: 3,881)

Borealis

36% stake; at-equity result EUR 205 mn(9m/15: EUR 269 mn)

Borouge joint venture

Refineries

2013

461

9m/152014

503

921

Clean CCS EBIT in EUR mn

thereof petrochemicals

Storages

1 After the finalization of the Petrobrazi refinery modernization, the opportunity was taken to demonstrate the maximum throughput of the refineries based on a timeframe of the best 30 consecutive days. As aresult, OMV’s total annual refining capacity has been updated from 17.4 mn t to 17.8 mn t as of Q1/15

35

Figures from 2014; except refiningcapacity or otherwise stated


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Downstream GasGas logistics

Stable result contribution form regulated gastransportation business in Austria (GasConnect Austria)

Gas transportation volume sold: 1,478 TWh1

(9m/15: 1,229 TWh)

Average gas storage volume sold: 18 TWh(1.6 bcm) 1 (9m/15: 21 TWh)

Supply, marketing and trading

Equity gas supply: 67 TWh (6 bcm)

Natural gas sales: 114 TWh (10 bcm) 1

(9m/15: 81 TWh)

1.7 GW gas-fired power generation

(Brazi, Samsun)


Gas-firedpower plant

Gasstorage

Gate LNGterminal

Equitygas

Figures from 2014;unless otherwise stated

2014

101

2013

137

9m/15

10Gas transportation Austria

Others (supply, marketing and trading, storage)

Clean EBIT in EUR mn

Gaspipelines

1

As of Q1/15, this KPI reflects only third-party volumes. Historical figures were adjusted accordingly

36


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Downstream priorities

37

Restructure non-core gas and power assets

Strong focus on efficiency and operationalperformance

Strong free cash flow from safe operations

One downstream organization

Strong value chain integration

Safety andcash

Performance

Integration



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Gazprom renegotiation finalizedsuccessfully

Divestments completed

Refining capacity reduced by 1/3

Marketing assets reduced Supply position improved significantly

Important step to adjust to changedmarket dynamics

Gas transportation business

restructured Synergies through merger of Gas Connect

Austria & Baumgarten Oberkappel GmbH(WAG pipeline)

Operation of TAG pipeline transferred intoTrans Austria Gasleitung GmbH

Key achievements

Downstream Oil:

Strategic milestonescompleted

Downstream Gas:

First steps towardsrestructuring

Petrochemicals integration strengthened Schwechat butadiene plant completed

Borouge 3 of Borealis ramping up

Performance improved

Petrobrazi margin increased by USD 5/bbl

Working capital reduced by EUR 1.8 bn

“energize OMV” successfully delivered


Important steps taken towardsDownstream Gas portfolio optimization

Gas Connect Austria: Decision taken tosell up to 49% – transaction expected for2016

EconGas: Provisional agreementreached on full takeover – bindingagreement expected by end of 2015


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Downstream delivers reliable results andsubstantial free cash flow

39

Downstream with reliable results involatile oil price environment…

0

100

200

300

400500

600

700

800

900

1.000

9m/15201420132012

Brentprice,USD/bbl

112 109 55

~60%

~40%

~80%

~20%

Upstream & Other Downstream

1

2012-9m/15

…and a strong contribution to OMV’sinvestment capabilities

99

Clean CCS EBIT, in EUR mn

Share of Group’soperating cash flow

Share ofGroup’s CAPEX

2012-9m/15

EUR ~4.4 bn free cash flow releasedbetween 2012-9m15

1 Operating cash flow without financing costs



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|

Restructuring of Downstream Oil businesssuccessfully implemented

40

Assets portfoliorestructured

Operating costsreduced

Organization adjustedto restructured assets

20142011

Net assets, EUR

20142011

Clean cash costs / refinedproduct sales, EUR/t

Improved steering of

assets, ensuring highutilization

Reinforced marketfocus and businessprocesses

Strengthen focus onintegrated marginand product value

New organization andsteering since July 2015

Q1/152014201320122011

Euros average Downstream ROACE (ENI, Galp, Repsol)

Majors average Downstream ROACE (BP, Chevron, Exxon, Shell, Total)OMV Downstream Oil ROACE (Capital employed estimate does not include Borealis)

Significantly improvedcompetitiveness

1

Source: Barclays Quarterly Benchmarks Q1 2015

Downstream Oil ROACE 1


f f


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||

European refineries face competitive pressurefrom other regions; more closures to follow

Sources: WoodMackenzie, JBC1

Scenario with refinery utilization rate of 80%. Demand based on crude runs

Pressure on Europe’s oil product market,impacting especially coastal refineries

Middle East

Running coastal refineriesClosed refineries since 2011

Further 10% closures in mid-termrequired for healthy utilization rates 1

Europe, in mn t

US

Russia

India & NEAsia


665

~70

~810

-10%

~580

~730

~610

~55

2014 Mid-term

881

730

582

Refinery closures 2011-2014

Refinery capacity

Demand

Reduced demand 2011-2014

41


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|

8

6

(2)

4

2

0

9

7

3

5

(1)

1

1011

Q1/15201420132011 20122010

OMV with strong operational performancecompared to peers

42

70

75

80

85

90

95

100

Q1/14 Q2/15Q1/15Q4/14Q3/14Q2/14

EU-16OMVCompetitors

0

1

2

3

4

5

6

AT MDHU TRROCZBG DE SKRS SI

Clean CCS EBITD / refinery

throughput 1

in USD/bbl, Downstream Oil

Throughput per station 3

in mn liters, 2014Refinery utilization rates 2

in %

1

Peer group incl. MOL, PKN, Lotos, Neste, ENI, Tupras, Galp, Hellenic Petroleum2 Data until April 2015; Source: OPEC Monthly Oil Market Report3 Average throughput per country based on Wood/Mackenzie



43/76

||

0

9060

Petrobrazi 2

Burghausen

Schwechat

OMV refineries show strong competitiveness incomparison with regional peers

Most of the successful refineries areland-locked, have a high conversioncapacity and are petrochemicalintegrated

Petrochemical integration has a

significant positive effect on theprofitability of refineries

High value products yield (weight%)

Legend: Bubble size = Refinery Crude Distillation Capacity; Green bubble = refinery with petrochemical integration

Net Cash Margin Calculation = Sales Revenues - Crude Cost - OPEX; Based on Woodmac Fuel Net Cash Margin and OMV analysis of petrochemical integrationHigh value products yield include LPG, Naphta, Gasoline, Middle Distillates. Source: Woodmac

Refineries at risk of closure

Competitive refineries

Competitiveness map of 19 refineries in OMV region 1

1 Based on 2013 data; refineries within 600 km from OMV refineries and CDU capacity>2.5 mn t/a2 Based on the yield structure after the modernization program which was finalized in 2014

Net Cash Margin (USD/bbl)


O O


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||

542

595

20232014

OMV Downstream Oil market grows despiteEuropean trend

EU-28 market 1 OMV market 1, 2

-9%

in mn t in mn t

1 Oil market products: LPG, naphtha, gasoline, jet/kero, gasoil, fuel oil, other products2 Austria, Germany, Czech Republic, Slovakia, Hungary, Romania, Slovenia, Moldova, Bulgaria, Serbia, Turkey

Source: JBC Energy (April 2015), OMV analysis.

+3%

2023

112

2014

109

TurkeyTurkey


P t h i l i t ti dd i ifi t


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||

Petrochemicals integration adds significant

value to Downstream Oil business

45 OMV Group, Investor Presentation45

Petrochemicals business contributes strongly

to Downstream Oil results

OMV Downstream Oil Clean CCS EBIT in EUR mn

350

in kt/a

OMV increases the petrochemical capacity

900 900 900

900 940 940

250 270 350

2016

2,190

2014

2,110

2012

2,050

EthylenePropyleneBenzene and Butadiene

0

450

350

250

150

50

550

21% 29%30%

2014201320122011

Petrochemicals business


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||

Borealis contributes strongly to net income

1

Borouge, a joint venture between Abu Dhabi National Oil Company (ADNOC, 60%) and Borealis (40%), is a leading provider of chemicals and innovative plastics solutions for theinfrastructure, automotive and advanced packaging markets

in kt p.a.

Borouge 3 in ramp-up phase 1

600

960

Total

~4,470

Borouge 3

~2,470

1,510

Borouge 1-2

~2,000

1,400

46

Strong contribution to OMV’s bottom

line from Borealis (OMV share 36%)

269

205

152172

186

109

9m/1520142013201220112010

in EUR mn


PolyethylenePolypropylene

R t il f f OMV i ti l


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|

-50

0

50

100

150

Q4/13 Q3/15Q4/14Q4/12

Retail focus of OMV is on operationalexcellence


1 Difference between Clean CCS EBIT in 2011 and Clean CCS EBIT last 4Q rolling

Brand portfolio

Value generation in OMV retail 1

in EUR mn

► Market leader in core markets

► Brand portfolio designed to maximize value

of different customer groups

► Retail business performance turnaround

following new strategy in 2012-2013

► Strong focus on costs

► Selective investments only

Retail strategy

4,432 Number of fillingstations 4,192 4,135 3,881

St b i i t ti d f th


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||

Competition 2014 1

OMV 2014OMV 2015

Competition 2014 1

OMV 2014

OMV 2015

Strong business integration and furtherincreased asset utilization

1 OMV’s European competitors: BP Europe, ENI Europe, Exxon Europe, Lotos, MOL, NIS, Phillips 66 Europe, PKN Orlen, Repsol Europe,Rompetrol, Shell Europe, Total Europe, Tupras2 Based on crude throughput

Upstream Refining

Retail

Petrochemical

Refining

Petrochemicals sales vol.

% of refining capacity

Retail sales vol. % of

refining capacity

Domestic equity crude% of refining capacity

Refining

Refineryutilization rate 2

>25%

24%

7%

>50%49%

23%

6%10%

>13%

78%

~90%

89%

Competition 2014 1

OMV 2014

OMV 2015

Competition 2014 1

OMV 2014

OMV 2015

Source: Annual reports, OMV analysis.


D t G E k t i


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|

2014E201320122010

Downstream Gas: European gas markets remainoversupplied

565514

505 457

Gas demand

Contractual oversupply (based on indigenousproduction and long-term contracted supply)

Source: Eurogas, CERA, OMV. 2014 demand figures are based on preliminary data.

49

Market environment remains challenging

► Continuously falling gas demand acrossEurope, mainly due to low gas-to-powerdemand

► Oversupplied markets and strongcompetition

► Margins settled at significantly lowerlevels

► Lower value of flexibility

► Regulated transportation business withstable contribution

EU 28 and Turkey: Contracted gas supplyexceeds demand, in bcm


St l iti ti l i


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|

Strong gas supply position essential incompetitive market


1 based on Annual Contracted Quantity

2012 2014 2016E

55%45%

Long-term contracts 1Equity gas

50% 50% ~45% ~55%

Marketing activities focusing on OMV’s coreequity gas regions

Improved competitiveness oflong-term supply contracts

Renegotiated long-term gas supply

contract with Gazprom Contract reflects changing market

conditions improves supply position

Focus on increasing share ofequity gas in portfolio

50

Gas-firedpower plant

Gasstorage

Gate LNGterminal

Equitygas

Gaspipelines

Austria

Romania &Black Sea

North Sea

G t P S k d ff t d b k


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|

Gas to Power: Spark spreads affected by weakmarket conditionsin EUR/MWh

Spark spreads, Turkey

► CCPP Samsun (870 MW) on stream since June 2013

► Spark spreads 2015 burdened by relatively warmweather and strong hydro generation

► Short-term outlook expected to remain challengingdue to substantial capacity additions

► Mid-term upside in growing Turkish power market

Clean spark spreads, Romania

► CCPP Brazi (860 MW) on stream since August 2012

► Increase of domestic gas price puts pressure onclean spark spread and negatively affects operating

hours► Strongly integrated position in Romania

108

151618

9m/15

(3)

20142013201220112010

8

26

17

4

0

9m/152014

(1)

2013201220112010

Note: For Romania, the domestic gas was used for calculation from September 2012 onwards.


Note: Spark spreads in Turkey are dark spark spreads.

51


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|

Gas market in Romania


► Liberalized prices for non-householdsstarting January 2015

► Price liberalization for householdsprogresses according to roadmap; finaldeadline: June 2021

► Gas producers and suppliers must tradeapprox. 1/3 of total quantities via centralizedplatforms

► On the Romanian Commodities Exchange,the price of natural gas from domesticproduction varied between RON 79.5/MWh(EUR 17.9/MWh) and RON 89.9/MWh(EUR 20.3/MWh) 1,3 for gas delivered inQ3/15

► 60% tax on net 4 additional revenues

resulting from domestic gas priceliberalization until end-2015

Gas prices in Romaniain EUR/MWh 1

1 Converted from RON into EUR, FX rate: 4.4292 Q1/13 – Q2/15 final prices published by ANRE; Q3/15 price is estimated3 Prices could include storage related tariffs in connection with the gas volumes sold/extracted from storage4 Net of incremental royalties and upstream investments (the latter capped at 30% of the additional revenues) and considering realized gas

price (with a floor of RON 72/MWh for gas volumes sold to the free sector of the market other than via centralized trading platforms)

2020201615

1412

1114

12121212121111111010

33

26

3129

252427282828

29

0

20

40

Q3/15Q2/15Q4/14Q3/14Q2/14Q1/14Q4/13Q3/13Q2/13 Q1/15Q1/13

Domestic gas price for regulated households

Domestic gas price for regulated non-households

Import gas price 2

52


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||

Q3/15 Highlights

Q3/15 vs. Q3/14

Average Brent price down by 50% toUSD 50/bbl

Production at 292 kboe/d, down by 6% Lower oil sales volumes in Upstream, mainly

due to Libya

Higher Downstream result due to strong

refining performance Gearing ratio at 38%; down vs. Q2/15

Impairments of EUR ~1 bn recorded


53

From January 1, 2015, a combined Business Segment Downstream was created, merging Gas and Power with Refining and Marketing. Additionally, the Business SegmentExploration and Production was renamed Upstream.

182

60

495

656

Q3/15Corporateand Other,

Consolidation

DownstreamUpstream

(403)

Q3/14



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||

Economic environment

Gas prices in EUR/MWh OMV indicator refining margin

in USD/bbl

Oil price and EUR/USD

50

102

0

20

40

60

80

100

120

140 1.4

1.2

1.0

0.8

0.6

0.4

0.2

0.0

Q3/15

1.11

Q2/15Q1/15Q4/14Q3/14

1.33

EUR/USD (right scale)Brent price in USD/bbl (left scale)

0

1

2

3

4

5

6

7

8

Q3/15

7.8

Q2/15Q1/15Q4/14Q3/14

4.9

1 Converted to MWh using a standardized calorific value across the portfolioNote: All figures are quarterly averages.

1617

2120

0

5

10

15

20

25

Q3/15Q2/15Q1/15Q4/14Q3/14

Realized gas price (Upstream) 1

Central European Gas Hub

54

OMV indicator refining margin



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||

Results in Q3/15

367

281

Q3/14 Q3/15

Clean CCS net income attributable

to stockholders 1

in EUR mn

Figures in this and the following tables may not add up due to rounding differences.1 After deducting net income attributable to hybrid capital owners and net income attributable to non-controlling interests

55

in EUR mn Q3/15 Q3/14

EBIT (744) 570 n.m.

Financial result 9 (31) n.m.Profit from ordinary activities (735) 539 n.m.

Taxes 259 (195) n.m.

Effective tax rate 35% 36% (3)%Net income (477) 344 n.m.

Minorities and hybrid capitalowners

5 (112) n.m.

Net income attributable to

stockholders 1(472) 232 n.m.

EPS (in EUR) (1.45) 0.71 n.m.Clean EBIT 345 593 (42)%Clean CCS EBIT 495 656 (25)%

Clean CCS net income

attributable to stockholders 1367 281 31%

Clean CCS EPS (in EUR) 1.13 0.86 31%



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||

Special items and CCS effect

Mostly impairments of Upstream assets due to revised short and longer term oil priceassumptions

Negative CCS effect in Q3/15 due to the decrease in oil prices

Q3/15in EUR mn

495

(744)

EBITOther

14

Assetdisposals

0

Un-scheduled

depreciation

(1,088)

Personnelrelatedcosts

(16)

CCS gains/(losses)

(149)

CleanCCS EBIT

56

in EUR mn Q3/15 Q3/14

Clean CCS EBIT 495 656

CCS gains/(losses) (149) (62)

Clean EBIT 345 593

Personnel related costs (16) (22)Unscheduled depreciation (1,088) (1)

Asset disposals 0 (4)

Other 14 4

Total special items (1,090) (23)

EBIT (744) 570



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||

Impairments recorded in Q3/15

57

8580

70

55

40

60

80

100

120

140

20162015

0.6

0.42019 onwards20182017

1.4

1.2

1.0

0.8

1.35

1.15

55

1.35

1.15

1.30

1.15

105

1.151.15

90

1.151.15

55

105

70

Oil price and EUR-USD FX-rateassumptions

Average EUR-USD FX-rate (right scale)

Brent price in USD/bbl (left scale)

Previous year assumptions

Impairments of Upstream assets spread across the portfolio

Lowered long-term summer/winter spreads assumptions led to an impairment of the Germangas storage Etzel

Unscheduled depreciation in Q3/15in EUR mn

1,088

Downstream

Upstream

Upstream assets under exploration

Downstream Gas

Upstream producing assets and assets under development



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||

Cash flow

10336

Free cashflow afterdividends

Dividends

(530)

Freecash flow

Cash flowused in

investmentactivities

(2,297)

Change inNWC

components

(179)

Other

(467)

Depreciationand

amortization

3,010

Net income

(426)

58

9m/15in EUR mn

232 524

524

(477)

Free cashflow afterdividends

Dividends

0

Freecash flow

Cash flowused in

investmentactivities

(612)

Change inNWC

components

Other

(269)

Depreciationand

amortization

1,649

Net income

Q3/15in EUR mn

in EUR mn 9m/15 9m/14

Net income 36 957 (96)%

Depreciation andamortization

3,010 1,888 59%

Other (467) (212) 120%

Sources of funds 2,579 2,633 (2)%

Change in net workingcapital components

(179) (412) (57)%

Cash flow fromoperating activities 2,400 2,221 8%

Cash flow frominvestments

(2,438) (2,911) (16)%

Cash flow fromdivestment proceeds

142 465 (70)%

Free cash flow 103 (225) n.m.

Free cash flow after

dividends(426) (871) (51)%



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||

CAPEX and EBITD

13

1,997

282

1,702

EBITD

2,713

67

1,268

1,378

CAPEX

9m/15in EUR mn Key investments in Q3/15

Field developments and redevelopments inNorway: Aasta Hansteen, Gullfaks and

Edvard Grieg Romania: drilling, workovers and field

redevelopments

Exploration activities

Schiehallion field redevelopment in the UK

59

Co&O, ConsUpstream Downstream


Upstream


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||

(47)(17)

116

Q3/15

52

Other

139

DD&AExplorationexpenses

25

VolumeRealization

(163)

Q2/15

(65)

455

52

Q3/15Other

129

DD&AExplorationexpenses

56

Volume

(148)

Realization

(374)

Q3/14

Q3/15 vs. Q3/14in EUR mnQ3/15 vs. Q2/15

UpstreamClean EBIT

60

Lower oil price by 18%

Lower sales volumes mainly in Norway and Romania

Lower exploration expenses

Other: positive contribution from oil price hedges andlower production costs

Lower oil price by 50%

Lower sales volumes mainly in Libya and Yemen partlyoffset by Norway

Lower exploration expenses Higher depreciation driven by Norway and New Zealand

Other: positive contribution from oil price hedges andlower production costs


Upstream


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||

UpstreamKey Performance Indicators

Hydrocarbon production in kboe/d

OPEX in USD/boe

Q3/15

13.17

Q2/15

13.59

Q1/15

13.95

Q4/14

16.89

Q3/14

15.51

149 154 152 152 143

163 164 150 154 148

318

Q3/14

311

Q3/15

292

Q2/15

307

Q1/15

303

Q4/14

GasOil and NGL

Q3/15 vs. Q2/15

Production decreased by 5%

Romania: planned workovers at keywells

Norway: planned turnaround at theGullfaks field

OPEX/boe decreased by 3% mainly due to

Lower personnel and service costs

Partly offset by lower volumes

61 OMV Group, Investor Presentation

Upstream


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|62

Hydrocarbon production in kboe/d

OPEX in USD/boe

UpstreamOMV Petrom group

95 97 98 96 91

84 84 85 85 83

Q3/15

174

Q2/15

181

Q1/15

184

Q4/14

182

Q3/14

178

Q3/15

13.11

Q2/15

13.16

Q1/15

14.23

Q4/14

17.02

Q3/14

16.37

GasOil and NGL

Q3/15 vs. Q2/15

Clean EBIT at EUR 94 mn(down from EUR 124 mn)

Lower oil price and lower sales

volumes Positive impact from oil price hedges

and lower exploration expenses aswell as production costs

Production decreased by 4% due toplanned workovers at key wells inRomania

OPEX/boe in line with last quarter


Downstream


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||

DownstreamClean CCS EBIT

Significantly higher OMV indicator refining margin

Strong petrochemicals business driven by increased margins

Weaker gas market environment

63

Q3/15 vs. Q3/14in EUR mn

402

220

225

Downstream OilQ3/14 Downstream Gas Q3/15

(42)


Downstream


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||

DownstreamKey Performance Indicators

Natural gas sales volumes in TWh2

Q3/15 vs. Q3/14

Overall refining utilization rate at 93%

Total refined product sales increased

slightly

Retail sales volumes up by 7%

Borealis contribution remains strong

Natural gas sales volumes increased by 4%

Q2/15

23

Q1/15

38

Q4/14

33

Q3/14

20

Q3/15

20

OMV TurkeyOMV PetromOMV Trading and EconGas

64

Refining utilization rate in % 1

1 After the finalization of the Petrobrazi refinery modernization, the opportunity was taken to demonstrate the maximum throughput of the refineries based on a timeframe of the best 30 consecutive days. As a

result, OMV’s total annual refining capacity has been updated from 17.4 mn t to 17.8 mn t as of Q1/15. Previously reported figures were not adjusted accordingly2 As of Q1/15, this KPI reflects only third-party volumes and excludes trading volumes. Historical figures were adjusted accordingly

93969482

95 948186

101103

Q3/15Q2/15Q1/15Q4/14Q3/14

West East



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Outlook 2015

Oil price Annual average between USD 50 and 60/bbl expected

Refining margins Expected to decline from 9m/15 level

Retail volumes Lower product prices expected to support demand

Gas markets Remain challenging

Production ~300 1 kboe/d

CAPEX EUR ~2.7 bn (~80% Upstream)

E&A 2 expenditure EUR ~0.6 bn

2 Exploration and Appraisal1 without production from Libya and Yemen



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||

Sensitivities on OMV Group

66

2015 impact in EUR mn

Brent oil price (+USD 1/bbl)

EUR-USD (USD appreciatesby 10 US cents)

OMV indicator refiningmargin (+USD 1/bbl) +100 +100

100% 0%

Libyan productionEBIT

+75 +75

100% 0%

Libyan production

Operating

cash flow

Note: Materially different Brent and FX levels (vs. current levels) would lead to different sensitivity results.

+50 +40 +40 +35

+250 +200 +185 +170


Resourcefulness is OMV’s way of achieving profitable


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|

Resourcefulness is OMV s way of achieving profitable

growth in a sustainable and responsible way

H2 Mobility

2nd generation biofuels

Carbon management

Energy efficiency

Water management

Creation of local content

Educational initiatives in the

energy sector Vocational trainings

∑ >300 initiatives in 20 countries

OMV partner of the

“H2 Mobility” initiative

Energy efficiency at Petrobrazirefinery, Romania

Womens’Empowerment project

in PakistanMore than 82,000beneficiaries fromSkills to Succeedprojects



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|

SRI ratings and indices


Oekom research evaluated the social and environmental performance of 26major oil and gas companies worldwide. OMV achieved "Prime Status" with arating of B- on a scale from A+ to D- [2012]

OMV is included in the Euronext-Vigeo Eurozone 120 index (the most

advanced 120 companies in sustainability) [May 2015]

OMV’s Carbon Disclosure Project (CDP) score improved significantly from65D to 99B, resulting in the 3rd position in the integrated Oil & Gas sector [2014]

OMV is listed in the ”United Nations Global Compact 100” since 2013

OMV has been reconfirmed as a constituent of the Ethibel Sustainability Index(ESI) Excellence Europe [September 2015]

OMV remains a constituent of STOXX® Global ESG Leaders indices

[September 2015]

OMV is a constituent of MSCI Global Sustainability Index and reached AAA(best in class) [May 2015]

68


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|

Credit ratings


Commitment to strong investment grade credit profile enhances theCompany’s high level of transparency with investors

June 29, 2015

Senior unsecured: A3, outlook stable

…the strong level of integration between its upstreamand refining businesses and its leading position in thedownstream markets of Central and SoutheasternEurope.

…potential support that could be provided to OMV bythe Austrian state in a distress scenario.

…prudent financial management.

August 28, 2015

Senior unsecured: A-, outlook stable

Credit update affirmed OMV AG's long-term foreigncurrency Issuer Default Rating (IDR) at 'A-' with astable outlook.

… Historically, OMV has enjoyed good access tocapital markets. We expect that the company will beable to tap capital markets to refinance upcoming

maturities.

69


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Funding activities of the last years


Date of issue Bond Amount Coupon Maturity

June 2009 Eurobond (XS0434993431) EUR 250,000,000 5.25% fix 06/22/2016

November 2014 Eurobond (XS1138423774) EUR 750,000,000 0.60% fix 11/19/2018

November 2013 Eurobond (XS0996734868) EUR 500,000,000 1.75% fix 11/25/2019February 2010 Eurobond (XS0485316102) EUR 500,000,000 4.375% fix 02/10/2020

October 2011 Eurobond (XS0690406243) EUR 500,000,000 4.25% fix 10/12/2021

September 2012 Eurobond (XS0834367863) EUR 750,000,000 2.625% fix 09/27/2022

September 2012 Eurobond (XS0834371469) EUR 750,000,000 3.50% fix 09/27/2027June 2011 Hybrid bond (XS0629626663) EUR 750,000,000 6.75% fix

until first call datePerp-NC7/12

EUR 4 bn Eurobonds (due in 2016, 2018, 2019, 2020, 2021, 2022 and 2027)

EUR 750 mn Hybrid first call option and interest adjustment in 2018Revolving Credit Facilities of EUR 1.5 bn (due in 2020) and EUR 750 mn (due in 2022) at OMV (bothundrawn) as well as of EUR 1.2 bn at OMV Petrom (due in 2018 and 2022) and, of EUR ~140 mn atOMV Petrol Ofisi (due in 2016 and 2017; undrawn)

As of September 30, 2015

70


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|

Overview debt structure and breakdown

Debt EUR 6.01 bn

Cash EUR 0.61 bn

Net debt EUR 5.40 bn


Variable;24%

Fixed;76%EUR;

95%

USD; 4%Others;

1%

Debt breakdown

As of September 30, 2015

71

0

200

400

600

800

1,000

1,200

i n E U R m n

Money market borrowingsBilateral, syndicated, other loansEurobondsGerman Loan NotesTerm Loans


72/76

|

Financial performance


488 461 503279 240

243225256

184 101

1,669

2013 1

2,645

2014

2,238

(35)

2,099

2,824

2011

2,530

(107)

(39)

137

2,086

2012

3,407

(90)

2,154

2010

2,470

(133)

(133)

2009

1,418

(222)

1,517

R&M

Corporate & Other, ConsolidationG&P

E&P

2009 2010 2011 2012 2013 2014

12.6

3.5

11.2

4.7

11.7

3.4

8.0

3.5

9.7

3.7

2.0

6.2

Clean CCS Earnings per share in EUR

Cash flow per share in EUR


1 As of Q1/14, figures for 2013 were adjusted due to the implementation of IFRS 11 “Joint Arrangements”

72


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Financial highlights


in EUR mn 2011 2012 2013 2014

Sales 34,053 42,649 42,414 35,913

Clean CCS EBIT 2,530 3,407 2,645 2,238

Clean CCS EBITD 4,095 5,279 4,469 4,569

Clean CCS net incomeattributable to stockholders 1,084 1,544 1,112 1,132

Clean CCS EPS (in EUR) 3.45 4.73 3.41 3.47

Net debt 4,603 3,747 4,371 4,902

Gearing ratio (in %) 34 26 30 34

Cash flow from operations 2,514 3,813 4,124 3,666

CAPEX 3,146 2,426 5,239 3,832

Number of employees 29,800 28,658 26,863 25,501


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Free float43.3%

IPIC/Abu Dhabi24.9%

ÖBIB

31.5%

Own shares0.3%

OMV share

Free float consists mainly of institutional

investors in

Austria UK USA Rest of Europe1 As of September 30, 20152 As of November 3, 2015

Stockholder structure 1

1.25

2006

1.05

2005

0.90

2004

0.44

2003

0.40

2002

0.35

2001

0.43

2014

1.25

2013

1.00

2008

1.00

2007

1.25 1.20

20122010 2011

1.101.00

2009

Dividend historyEUR per share

Share price development 2EUR

Note: Figures adjusted to stock split by the ratio of 1:10 in 2005


0

5

10

15

20

25

30

35

40

45

50

55

60


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Felix Rüsch

Head of Investor Relations

Tel.: +43 1 40440-21600E-mail: [email protected]

Web: www.omv.com

www.omv.com/socialmedia

Twitter: www.twitter.com/omv

OMV Investor Relations App available for Android and iOShttp://www.omv.com/investors/app

Contact Investor Relations



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