Omv Ag · VIE:OMV
Omv — OMV Aktiengesellschaft — Investor Day (October 2025)
82 slides from Omv's investor day presentation, Oct 6, 2025
Slide 1: Capital Markets Update 2025
Capital Markets Update 2025 Vienna – October 6, 2025
Slide 2: Disclaimer
Disclaimer © 2025 OMV Aktiengesellschaft, all rights reserved, no reproduction without our explicit consent. This presentation contains forward-looking statements. forward-looking statements may be identified by the use of terms such as “outlook”, “believe”, “expect”, “anticipate”, “intend”, “plan”,
Slide 3: Today's Speakers
Today’s Speakers Agenda Alfred Stern Reinhard Florey Berislav Gašo Martijn van Koten CEO CFO EVP Energy EVP Fuels and EVP Chemicals OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 3
Slide 4: Agenda
Agenda 01 02 03 04 05 06 Group Financial Energy Fuels Chemicals Closing Framework Remarks OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 4
Slide 5: Three strong integrated pillars delivering long-term value
Three strong integrated pillars delivering long-term value Financial strength through the cycle Agile transformation to a more sustainable company Energy Fuels Chemicals E&P Refining Base chemicals Strong underlying core businesses generating high Gas Marketing & Power Marketing Polyolefins cash flo
Slide 6: Strategy 2030: making significant progress
Strategy 2030: making significant progress CMD 2024 CMD 2024 Strengthen, Establish a expand and Become a leading position in leading European Grow share of gas diversify renewable and and low-carbon chemicals producer of circular economy renewable fuels solutions portfolio solutions • Agreed to form
Slide 7: Robust cash flow supporting a strong dividend track record
Robust cash flow generation from an integrated portfolio supporting a strong dividend track record Cash flow from operating activities Dividend per share 2021-2024 average 5.05 5.05 4.75 Additional Chemicals ~30% 2.25 2.10 1.70 variable dividend 2.30 EUR 6.5 bn Energy ~50% Regular 2.80 2.95 3.05 2.3
Slide 8: Delivering on emission targets
Delivering on emission targets Absolute net Scope 1 & 2 GHG Absolute net Scope 3 GHG emissions emissions mn t CO2e mn t CO2e Improved energy and -23% -17% operational efficiency 13.9 114.9 10.8 95.4 Significant decrease in routine flaring and venting also led to 2019 2024 2019 2024 a reduction in me
Slide 9: Shifting macro context
Shifting macro context EU competitiveness challenged Geopolitics and volatile macroeconomics AI accelerating Energy transition slower automation than anticipated OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 9
Slide 10: Geopolitics and energy markets driving strategy adaptation
Geopolitics and energy markets driving strategy adaptation • The energy transition continues to gain momentum, however at a slower pace Market assumptions than previously anticipated. The Stated Policies Scenario (STEPS) is considered 2026-2030 as the more likely trajectory for future demand evoluti
Slide 11: Continuing transformation toward integrated energy, fuels and chemicals company
We continue our transformation toward an integrated energy, fuels and chemicals company – with a strong focus on value Net zero by 2050 in Scope 1, 2 and 3 Strengthen Accelerate profitable fuels chemical Grow gas and business while growth through selectively capturing BGI, feedstock advance opportun
Slide 12: Our 2030 Strategic Priorities
Our 2030 Strategic Priorities • Gas as a strategic growth engine • Optimize across the value chain • Drive growth through Borouge Chemicals Fuels Energy − Deliver Neptun Deep and and deepen chemical integration Group International other organic projects • Deliver cost and margin − Successful merger
Slide 13: De-risking transformation by adjusting pace of sustainable investments
De-risking transformation by adjusting pace of sustainable investments Cumulative Organic Capex 2026-2030 Borealis deconsolidation due to formation of Borouge Group ~19 International Pacing investments for -3.5 ~14 sustainable projects until 2030 while keeping overall direction unchanged -1.5 Higher
Slide 14: Gas is a key enabler of the energy transition
Gas is a key enabler of the energy transition and a long- term energy source • Gas plays a crucial role as bridging fuel in the energy transition with low carbon footprint • Gas-fired power generation will remain essential to provide reliable supply, in addition to renewables growth • Existing infra
Slide 15: Significant gas growth from organic and inorganic opportunities
Significant gas growth from organic and inorganic opportunities Organic growth Inorganic growth North CEE ~400 kboe/d Total oil and gas production in 2030 EUR ~0.5 bn South Mega project Contribution to clean Operating Neptun Deep Result from Neptun Deep in 2030 OMV CAPITAL MARKETS UPDATE, OCTOBER 6,
Slide 16: Fuels to grow cash generation by capturing market share
Fuels to grow cash generation by capturing market share and leveraging integrated value chain • Ensure high asset utilization by leveraging direct sales channels and integration benefits • Focus on profitable segments following societal trends • Optimize asset portfolio and >50% leverage integrated
Slide 17: Three industry leaders to create a global polyolefins champion
Three industry leaders to create a global polyolefins champion Borouge Group International Global scale and Average customer reach 1.1 2.4 1.1 EBITDA 2020-2024 in USD bn Advantaged cost position globally Polyolefins capacity mn t pa 4.62 6.43 2.6 Proprietary technologies and premium products Market
Slide 18: BGI delivers value and unlocks growth for OMV shareholders
BGI delivers value and unlocks growth for OMV shareholders Equal shares and joint control in Supports OMV’s resilient 4th largest global polyolefins player Delivers value financial framework • Exposure to a larger, more geographically • Substantial synergies from scale and • No change to OMV's inves
Slide 19: Absolute GHG emission reduction targets maintained
Absolute GHG emission reduction targets maintained Absolute net GHG Scope 2030 2040 2050 2030 Scope 1&2 Routine flaring mt CO2e -30% -60% and venting 0% Net zero Scope 3 Methane mt CO2e -20% -50% emissions ≤0.1% Member of OGMP 2.0 Carbon intensity -10% -25% 0% gCO2e/MJ Note. Baseline of the targets
Slide 20: OMV's innovation focused on unlocking new market opportunities
OMV’s innovation is focused on unlocking new major market opportunities OMV Innovation 360 ReOil® chemical recycling Sustainable fuels and Decarbonization of Energy technology feedstock portfolio Proprietary ReOil® technology Flexible SAF and olefin Carbon Capture Innovation OMV Innovation Hub Paten
Slide 21: OMV Strategy 2030
OMV Strategy 2030 • Neptun Deep and energy Maximize cash generation growth projects • Focus, high-grade and • Drive chemicals growth optimize E&P business through Borouge Group International Value • Optimize margin Future • OMV Petrom to develop delivery from refineries drivers and retail value into
Slide 22: Agenda
Agenda 01 02 03 04 05 06 Group Financial Energy Fuels Chemicals Closing Framework Remarks OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 22
Slide 23: Successful performance and financial steering framework
Successful performance and financial steering framework Value oriented Cash Flow financial steering Strong OCF and Capex discipline to framework achieve positive (organic) free cash flow after dividends Sustainability Net zero 2050 Strong results and focus on resilience & ability to transform cash g
Slide 24: Integrated model delivering strong cash flow
Integrated model delivering strong cash flow Cash flow from operating Organic capex 2021-2024 activities 2021-2024 average1 average Chemicals Chemicals 14% Clean CCS ROACE ~30% ~30% Average 2021-2024 EUR 6.5 bn Energy ~50% EUR 3.5 bn Energy ~45% +27% Dividend per Share CAGR 2021-2024 Fuels Fuels ~20
Slide 25: Strong capital structure underpins growth and shareholder distribution
Strong capital structure underpins growth, transformation and shareholder distribution • Strength of balance sheet results in ample Healthy balance sheet Headroom to financing capacities and growth headroom EUR bn, % 30% leverage ratio • Disciplined spending approach with clearly 9.3 32% defined inv
Slide 26: Borouge Group International - Transaction overview
Borouge Group International - Transaction overview All-share combination of Borouge and Borealis to create Borouge Post Nova acquisition ownership structure Group International Joint governance OMV to inject EUR 1.6 bn1 cash into Borouge Group Intl to equalize 2 ownership Borouge Group Int’l to acqu
Slide 27: BGI transaction fully underwritten financing secured
BGI transaction fully underwritten financing secured BGI net debt evolution USD bn • ADNOC and OMV obtained loan financing totaling ~15.5 USD 15.4 bn on behalf of BGI to finance the 13.4 acquisition of NOVA and provide the company with Nova appropriate levels of committed liquidity. existing 4.0 deb
Slide 28: BGI transaction is free cash flow accretive for OMV
BGI transaction is free cash flow accretive for OMV OMV 2024 proforma organic free cash flow EUR bn >2.4 2.0 0.1 0.4 ≥0.9 OMV 2024 Borealis excl. Borouge Net to OMV Proforma organic free Borouge dividends to Borouge OMV 2024 cash flow organic free Borealis Group Intl organic free cash flow dividend
Slide 29: Impact of the BGI transaction on OMV's main financial indicators
Impact of the BGI transaction on OMV’s main financial indicators Pre-BGI Post-BGI 100% Borealis Clean CCS Operating Result Clean CCS Operating Result 50% Baystar clean net income2 36% Borouge plc net income2 → ~47%1 BGI clean net income2 100% Borealis operating cash flow Operating Cash Flow Borouge
Slide 30: Efficiency program upped with higher ambition
Efficiency program upped with higher ambition well on track to deliver more than EUR 0.5 bn by end of 2027 Impact on cash flow from operating activities1 EUR bn Ambition of EUR ≥0.5 bn ≥0.5 presented at CMD 2024 maintained, despite Borealis deconsolidation Strategic efficiency program to future-proo
Slide 31: Financial targets with focus on value creation and shareholder returns
Financial targets with focus on value creation and shareholder returns while decreasing emissions EUR >6.5bn EUR >6.0bn >9.0EUR/share EUR ~2.8 bn 2 ESG (2030 vs 2019) 2030 clean CCS 2030 operating 2030 clean CCS average organic CAPEX Operating Result cash flow1 Earnings per Share p.a. in 2026-2030,
Slide 32: Resilient, higher quality cash flow and growing earnings
Resilient, higher quality cash flow and growing earnings 2030 targets recalibrated to reflect strategic portfolio evolution and market dynamics: Clean CCS Cash flow from Clean CCS EPS • BGI deal: Borealis deconsolidation → BGI Operating Result operating activities EUR reflected via share of net inco
Slide 33: Capex reduction until 2030 driven by BGI deal and discipline
Capex reduction until 2030 driven by BGI deal and enhanced discipline 2026 capex elevated due to the Neptun Deep project Average annual organic CAPEX1 Chemicals Fuels Energy Corporate & Others EUR bn 70% growth project share of 3.7 ~3.8 average total group organic CAPEX ~3.6 Organic and inorganic gr
Slide 34: From investment to returns: organic free cash flow to grow sharply
From investment to returns: Organic free cash flow to grow sharply Organic free cash flow EUR bn +>50% >3.0 → Capex to come down as of 2028 due to elevated investments in the short term 2.0 → Major organic growth projects become operational in the next 1-3 years → Higher cash flows and lower capex l
Slide 35: Capital allocation priorities: stronger focus on shareholder returns
Capital allocation priorities: stronger focus on shareholder returns 01 02 03 04 ORGANIC CAPEX ATTRACTIVE AND RELIABLE M&A TO ACCELERATE GROWTH DELEVERAGING SHAREHOLDER RETURN AND TRANSFORMATION Balanced investment portfolio Competitive shareholder Further growth and value creation Mid/long-term tar
Slide 36: Dividend policy update: clear benefits from BGI transaction
Dividend policy update: clear benefits for OMV shareholders from BGI transaction → Principle of progressive regular plus additional variable dividends maintained, with adjusted distribution base → OMV aims to increase regular dividends every year or at least to maintain the level of the respective p
Slide 37: Increased value through more robust and resilient dividend policy
Increased value for OMV shareholders through more robust and resilient dividend policy Current dividend policy1 New dividend policy EUR bn EUR bn 5.5 5.2 Dividend 0.9 50% of BGI Borealis 1.2 28% of CFFO floor of BGI dividends DPS DPS EUR +0.30 4.75 5.05 DPS Core Core 4.3 28% of CFFO 4.3 28% of CFFO
Slide 38: Shareholder distributions strengthened by substantial BGI dividends
OMV’s shareholder distributions Floor USD 1 bn will be strengthened by dividend stream for OMV, with substantial substantial BGI dividends upside potential Total dividend Borouge Group International BGI dividend policy: USD bn • 90% of net income1 • Upside based on free cash flow2 Upside potential F
Slide 39: OMV provides value generation in a future oriented portfolio
OMV provides value generation in a future oriented portfolio Integrated business covers 3 sectors Cash • Oil & gas E&P; gas marketing and power • Refining and marketing providers • OMV base chemicals and BGI Stock listed participations Participations • OMV Petrom − Listed on BSE, fully consolidated
Slide 40: Among top performers in total shareholder returns
Among top performers in total OMV share price 46.22 EUR shareholder returns Development YTD in % as of October 1, 2025 TSR1 Peer 1 42% OMV 2025 share price performance vs. benchmark indices OMV 38% % Peer 2 35% 35 30 ATX 34% 25 Peer 3 21% 20 15 FTSE 300 Oil & Gas 16% 10 Peer 4 14% 5 0 Peer 5 10% -5
Slide 41: Finance Strategy 2030 in a nutshell
Finance Strategy 2030 in a nutshell: Delivering sustainable value → Optimize cash generation from integrated business model, drive cost savings and efficiency program → Lower organic capital expenditures post BGI, exercising focus and financial discipline → BGI transaction unlocks significant value
Slide 42: Agenda
Agenda 01 02 03 04 05 06 Group Financial Energy Fuels Chemicals Closing Framework Remarks OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 42
Slide 43: Grow gas and selectively advance renewables
Grow gas and selectively advance renewables Become a leading Adjust pace of renewable producer of gas for our investments, while keeping European core markets the overall strategic direction unchanged OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 43
Slide 44: OMV to become a leading producer of gas for core European markets
OMV to become a leading producer of gas for our core European markets North • High-grade portfolio with growing equity gas production • Extend portfolio longevity and materiality • Prioritize access to hub assets, as well as growth satellites LNG GATE terminal: contracted long- CEE term capacity1 Ne
Slide 45: Growth from organic projects and potential inorganic opportunities
Growth from significant organic projects complemented by potential inorganic opportunities Production Organic growth kboe/d • Neptun Deep adding 70 kboe/d at plateau ~70 ~400 • Increased pipeline of additional organic ~70 growth projects of ~70 kboe/d 320-330 ~300 • Natural decline partially offset
Slide 46: Neptun Deep, the largest offshore gas project in the EU
Neptun Deep, the largest offshore gas project in the EU Operator: OMV Petrom (50%); Partner: Romgaz (50%) Project Scope 10 subsea wells (3 drill centers) and 2 subsea umbilicals Shallow water platform with gas dehydration facilities 30+ km flow lines to tie-in wells with the platform 30” wide x 160
Slide 47: Neptun Deep to double Romania's gas output and enable exports
Neptun Deep to double Romania’s gas output and to enable exports 8 bcm p.a. Net import requirements as of 2024 Neptun Deep plateau production capacity1 1 ~140 kboe/d EU Moldova ~(0.9) bcm • Romania likely to become a net exporter Hungary ~(5.6) bcm Romania • Infrastructure in place to export to neig
Slide 48: Additional organic projects and workovers to manage natural decline
Additional organic projects and workovers to manage natural decline until 2030 Selected development projects in addition to Neptun Deep Well workovers Operated Non-operated Austria Libya Wittau Zueitina Gas Norway Norway Berling Gudrun Source: Equinor Libya UAE Recovery maximization Oil Nafoora Sarb
Slide 49: Exploration activity with potential to add volumes
Exploration activity with potential to add volumes by 2030, and further growth potential by 2035 300+ 50+ EUR ~200 mn new hub mn boe wells expenditure p.a. risked resource • Value-driven focus on infrastructure-led Norway exploration (ILX) next to existing fields • NCS: The Haydn/Monn gas discovery
Slide 50: Inorganic growth – a potential upside
Inorganic growth – a potential upside in case of value accretive opportunities Target profile ~400 • Cash-flow accretive assets to sustain high cash flow generation kboe/d • Regional preference in and around Europe, focusing on Total oil and gas opportunities with gas potential production in 2030 •
Slide 51: Focus on cost and high-grading of current portfolio
Focus on cost and high-grading of current portfolio Organic unit cost1 USD/boe • Strong focus on cost ~11 10 − Achieved EUR 110 mn cash flow <9 improvement in 2024 vs. 2023 − Continue to reduce absolute cost base to <30 USD/ offset declining production from mature assets boe • Further high-grading t
Slide 52: Gas Marketing and Power – a significant earnings contributor
Gas Marketing and Power – a significant earnings contributor Storage and LNG • Storage business is fully hedged; profitability is a function of ~70 TWh summer-winter spreads Storage capacities in Austria and Germany and LNG capacity • Signed LNG long-term contracts with reliable returns • Full diver
Slide 53: Romanian gas and power market to fully liberalize in 2026
Romanian gas and power market to fully liberalize in 2026 Power Gas Power sector liberalized in July 2025. State Gas sector to liberalize starting April 2026; support is provided to vulnerable consumers. gas price caps still in place until then. 20% 25% Q2/25 Q3/25 Q2/25 Q2/26 80% 75% Regulated sale
Slide 54: OMV Petrom to become a leading power market player in SEE
OMV Petrom to become a leading power market player in SEE Integrated position in Romania >1.3 GW 1 • Invest in renewable energy sources to leverage Wind and solar net production favorable wind and solar conditions and regulation capacity p.a. by 2030 • Leverage existing 860 MW gas power plant to red
Slide 55: First geothermal plant to start in Vienna in 2028
First geothermal plant to start in Vienna in 2028 Existing open loop technology Innovative closed loop technology Vienna & Graz New projects Produce and recycle hot thermal Circulate fluids through a series of closed water from aquifers loops, potential for scalability (“we rely on natural reservoir
Slide 56: Energy – 2030 strategic ambitions
Energy – 2030 strategic ambitions E&P • Execute on increased pipeline of organic projects • Focus on cost and efficiencies • Pursue value-accretive inorganic opportunities that leverage OMV’s strengths and unlock additional synergies Gas Marketing & Power • Unlock significant value by expanding trad
Slide 57: Agenda
Agenda 01 02 03 04 05 06 Group Financial Energy Fuels Chemicals Closing Framework Remarks OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 57
Slide 58: Ongoing sustainable transformation in European fuels and chemicals market
Ongoing sustainable transformation in European fuels and chemicals market Liquids demand outlook in OMV Markets Sustainable fuels and chemicals feedstock mn t p.a. CAGR demand outlook in OMV markets 112 -1.1% mn t p.a. 97 91 Liquid products 40 CAGR West1 excl. Jet +3.0% Jet 2025-2040 +6.5% 2019 2024
Slide 59: Strengthen Fuels profitability through integration and customer base expansion
Strengthen Fuels profitability through integration and customer base expansion Maximize integrated margins across Grow retail contribution by focusing the entire value chain and on premium fuels, non-fuel business deepen chemical integration and eMobility >50% Expand aviation footprint to new Increa
Slide 60: Continue profitable growth in Retail with focus on non-fuel business
Continue profitable growth in Retail with focus on non-fuel business • Multibrand strategy covering broad ~500 EUR mn range of customer needs from high- Clean Operating Result end (OMV) to value-for-money p.a. average 2020-2024 (Petrom) and discount (Avanti) • Strong share of premium fuels and indus
Slide 61: Expand high-performance EV-charging in CEE region
Expand high-performance EV-charging in CEE region ~640 ~1,220 ~5,000 May 2024 Aug 2025 2030 High-performance charging points • Become a top 3 player in AT, HU, SK, CZ, and BG; August 2025 leading player in Romania Entry1 • Paced ramp-up matching EV demand growth ensures ~140 optimal asset utilizatio
Slide 62: Grow commercial customer access to secure outlets
Grow commercial customer access to secure outlets Commercial Road Transport Increase sales focus on direct customers Grow CRT volumes in 2030 by 25% vs 2024 through leveraging specialized network additions and current offerings via retail stations Grow direct customers with 360° mobility offer Aviat
Slide 63: Capture growth in renewable fuels and chemical feedstock market
Capture growth in renewable fuels and chemical feedstock 200–300 EUR mn market Clean CCS Operating Result contribution target in 2030 Production capacity kt ~900 In operation Pre-FID • Co-processing plant, Austria • 10 MW green hydrogen, Austria Projects need to be paced to reflect market In executi
Slide 64: Refineries recognized as top performer in industry benchmarks
Refineries consistently recognized as top performer in leading industry benchmarks Integrated refinery net cash margin (NCM)1 Leverage refinery and chemical integration NCM, USD/bbl while strengthening trading capabilities OMV and Petrom Refineries Refineries at risk of closure • Drive best-in-class
Slide 65: Fuels – 2030 strategic ambitions
Fuels – 2030 strategic ambitions Fuels Value Chain • Transformation in line with market demand and shift to more chemicals • Maximize integrated margins for traditional fuels across the entire value chain Marketing • Be the first mobility choice for retail customers, grow non-fuel business contribut
Slide 66: Agenda
Agenda 01 02 03 04 05 06 Group Financial Energy Fuels Chemicals Closing Framework Remarks OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 66
Slide 67: Strategic cornerstones of Borouge Group International
Strategic cornerstones of Borouge Group International Leading global integrated Innovation & Advantaged cost Attractive shareholder polyolefin company Differentiation position returns A player of scale centered Leader in technology, ~70% of production in Well-positioned to around value-add segments
Slide 68: BGI: a global pure-play polyolefins leader
BGI: a global pure-play polyolefins leader, benefiting from a high level of integration Production capacities per region mn t pa Europe Middle East & Asia-Pacific1 North America2 6.4 6.4 1.3 1.4 5.3 4.1 4.1 1.5 0.8 3.1 Long-term contracts 0.7 with OMV/ADNOC 5.0 Growth until 2026 3.6 2.5 Capacities O
Slide 69: Long-term polyolefins demand growth expected above global GDP
Long-term polyolefins demand growth expected to grow above global GDP GDP, polyolefins and oil demand growth Polyolefins demand mn t, CAGR +3.2% 367 170 Global polyolefins Global oil GDP+ 323 RoW → demand demand Middle East 160 2.5% Global GDP North America 150 growth1 Europe 140 221 195 130 Asia (e
Slide 70: Leadership in high-value products and proprietary technologies
Portfolio benefits from leadership in high-value products and proprietary technologies Key applications served Increase in high-value products volumes Infra- Consumer Polymer Energy Healthcare Mobility structure Products Solutions Mono- Energy Pipes & Water Greenhouse Sustainable material Solutions
Slide 71: >70% of production with access to cost-advantaged feedstock
>70% of production with access to cost- advantaged feedstock BGI polyolefin production capacities North America % • Low-cost feedstock access from strategic proximity to prolific Flexible feedstock shale basins and supporting infrastructure 30 ~45% linked to US light feedstock (e.g., ethane) pricing
Slide 72: BGI – Superior and resilient margins
BGI – Superior and resilient margins 2020-2024 average EBITDA 2020-2024 EBITDA proforma margin proforma margin range 35% 26% 26% 19% 20% 17% 13% 14% 19% 11% 12% 10% BGI Company 1 Company 2 Company 3 BGI Company 1 Company 2 Company 3 Companies shown include direct global competitors LyondellBasell, D
Slide 73: BGI EBITDA uplift from growth projects and synergies
BGI EBITDA uplift from near-term growth projects and synergies Borouge Group International EBITDA Market development USD bn 7+ Asia - positive impact expected 0.8 from announced rationalization >0.5 policies in China and South 0.2 Korea, as well as delays in new 1.6 capacity in China 4.5 Europe – on
Slide 74: Pipeline of near-term organic growth projects
Pipeline of near-term organic growth projects PDH Kallo Baystar AST 2 EU2 & PE 4/5 Borouge 4 50% ownership, 70% Adnoc, 30% OMV1 equity accounted • New world-scale propane • New 625 ktpa PE plant • New 425 ktpa PE plant • Debottlenecking • Ethane cracker (1.5 mt dehydrogenation (PDH) (Bay 3) based on
Slide 75: Substantial mid-term synergies
Substantial mid-term synergies Anticipated annual run-rate Key drivers of EBITDA impact EBITDA synergies USD mn >500 ~375 200 Market driven ~40% • • • Improved market penetration Optimizing asset network Integrated and optimized sales and operations 150 • Technology spillovers 225 300 Cost driven ~6
Slide 76: Increase commercial value through value chain integration
Increase commercial value through value chain integration and maximizing netback • Leverage regional sales teams and market insights to North Europe boost total sales e.g., higher volumes of specialty America products globally • Expand the product and technology portfolio with complementary offering
Slide 77: Borouge Group International transactions closing on track Q1/26
Borouge Group International transactions closing on track Q1/26 Estimated closing Status • Vast majority of clearances received • FDI approvals received in Austria and the US • Merger control clearance received in the EU, China, US and Canada • Synergies planning in progress • Borouge 4 share transf
Slide 78: OMV chemicals to focus on cash delivery through value chain integration
OMV chemicals to focus on Grow sustainable chemicals volumes in line with market demand; leverage the technical cash delivery by increasing success of the ReOil® 16 kt plant, cost optimize and prepare for next scale-up to ReOil® 200 kt value chain integration facility post-2030 • OMV crackers are co
Slide 79: Chemicals – 2030 strategic ambitions
Chemicals – 2030 strategic ambitions Borouge Group International • Successful merger and integration • Deliver organic growth projects, efficiencies and synergies OMV base chemicals • Maximize utilization of OMV crackers • Further optimize end-to-end integration across value chain Renewables • Lever
Slide 80: Agenda
Agenda 01 02 03 04 05 06 Group Financial Energy Fuels Chemicals Closing Framework Remarks OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025 80
Slide 81: OMV's investment case
OMV’s investment case • Drive agile transformation and pace investments in sustainable businesses in line with market demand • Drive growth in Energy, enhance value in Fuels, and build world-class position with BGI in Chemicals • Significant increase of free cash flow by 2030 • Attractive and robust
Slide 82: OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025
OMV CAPITAL MARKETS UPDATE, OCTOBER 6, 2025