72 slides from Mol Hungarian Oil & Gas Plc Class A's investor presentation, August 2015
Slide 1: Investor Presentation August 2015
INVESTOR PRESENTATION August 2015 1
Slide 2: Content
CONTENT I. Executive summary 4 II. Upstream 18 III. Downstream 32 IV. Financials 50 V. Appendix 61 2
Slide 3: Key goals and messages
KEY GOALS AND MESSAGES: GROUP/FINANCIALS Around USD 2.2BN CCS GROUP EBITDA in 2015 at ~60 USD/bbl environment with resilient integrated business model Up to USD 1.3BN ORGANIC CAPEX (2015), financed from Operating Cash Flow Strong balance sheet (1.3X NET DEBT TO EBITDA) and above EUR 4BN LIQUIDITY fr
Slide 4: I. Executive Summary
> |. EXECUTIVE SUMMARY > MOLGROUP 4
Slide 5: MOL Group: a mid-cap integrated international oil & gas company
Executive Summary MOL GROUP: A MID-CAP INTEGRATED INTERNATIONAL OIL&GAS COMPANY INTEGRATED BUSINESS MODEL COMPANY OVERVIEW $ Market capitalization – 30 Jul 2015; bn USD 5.5 Countries of operation 40 2014FY CCS EBITDA (USD BN) Number of employees 26,500 1,2 0,9 0,1 2,2 Production – mboepd 103 Reserve
Slide 6: Upstream: growing international portfolio with strong, stable CEE presence
Executive Summary UPSTREAM: GROWING INTERNATIONAL PORTFOLIO WITH STRONG, STABLE CEE PRESENCE KEY DATA 14 Exploration and 8 Production Countries Organic Reserve Replacement Ratio at 103% in 2014 Low cost producer: avg. unit OPEX at 8.5 USD/boe 10 3 PRODUCTION – 5 MBOEPD (H1 2015) 7 103 79 Production
Slide 7: Increasing organic production and active portfolio management for further growth
Executive Summary INCREASING ORGANIC PRODUCTION AND ACTIVE PORTFOLIO MANAGEMENT FOR FURTHER GROWTH BALANCE RISK AS WELL AS SEEK NEW ACCRETIVE GROWING PRODUCTION EXPLORATION AND DEVELOPMENT OPPORTUNITIES Gradual ramp up of production in Kurdistan R.I. and North Sea Utilise opportunities that arise fr
Slide 8: Downstream: deep integration guarantees extended margin capture
Executive Summary DOWNSTREAM: DEEP INTEGRATION GUARANTEES EXTENDED MARGIN CAPTURE CLEAN CCS-BASED DS UNIT EBITDA(1) (USD/BBL) 14 Peer range 12 MOL-Group MOL-Group ex. INA 10 Bratislava 8 Danube 6 Rijeka Sisak 4 2 Rijeka 0 Sisak Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 -2 2012 2012 2012 2012 2013 2013 201
Slide 9: Targets USD 500mn additional improvement by 2017 on a 2014 basis
Executive Summary TARGETS USD 500MN ADDITIONAL IMPROVEMENT BY 2017 ON A 2014 BASIS DOWNSTREAM FREE CASH FLOW GENERATION BY 2017 (MN USD)1 Key Contributors 1 2 USD 350mn asset & market 1300 - 1400 1 efficiency improvement mostly 150 through revenue increase: in production, 400-500 350 in supply & sal
Slide 10: Natural gas transmission activity provides stable returns
Executive Summary NATURAL GAS TRANSMISSION ACTIVITY PROVIDES STABLE RETURNS COMPETITIVE ADVANTAGES & MAIN DRIVERS Sole transmission system operator license Strategic location in the heart of CEE region for potential transit developments Domestic business: regulated domestic transmission has stable c
Slide 11: Strong balance sheet has top priority
Executive Summary FINANCIALS: STRONG BALANCE SHEET HAS TOP PRIORITY CONSERVATIVE FINANCIAL POLICY: organic CAPEX financed from operating cash flow 1.3X NET DEBT TO EBITDA & BELOW 20% NET GEARING (year-end 2014) Around USD 2.2BN CCS GROUP EBITDA IN 2015 at ~60 USD/bbl environment Up to USD 1.3 BN ORG
Slide 12: Conservative financial policy: organic capex financed from operating cash flow
Executive Summary CONSERVATIVE FINANCIAL POLICY: ORGANIC CAPEX FINANCED FROM OPERATING CASH FLOW OPERATING CASH FLOW VS. CAPEX (USD BN) Inorganic Organic Operating CF 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 2008 2009 2010 2011 2012 2013 2014 NET DEBT TO EBITDA (X) GEARING (%) 3,5 3.5 Limit of Net Debt to EB
Slide 13: Resilient business model capable of generating USD 2.2bn in 2015
Executive Summary RESILIENT BUSINESS MODEL CAPABLE OF GENERATING USD 2.2BN IN 2015, EVEN AT ~60USD/BBL ENVIRONMENT EBITDA TARGET AND SENSITIVITY CAPEX PLAN MOL is relatively well shielded against the oil Scope adjustments and potential effect of lower price drop oil price on partners Strong Integrat
Slide 14: Dividend: predictable pay-out with balance sheet stability in focus
Executive Summary DIVIDEND: PREDICTABLE PAY-OUT WITH BALANCE SHEET STABILITY IN THE FOCUS DIVIDEND HISTORY OF LAST 4 YEARS (HUF BN) AND KEY PRINCIPLES 60 Pay out dividend to Special dividend shareholders whilst Regular dividend maintaining adequate 13 financial stability Balance sheet has top priori
Slide 15: MOL executive team, top management and incentive schemes
Executive Summary MOL EXECUTIVE TEAM, TOP MANAGEMENT AND INCENTIVE SCHEMES EXECUTIVE BOARD MANAGEMENT INCENTIVE SCHEMES Stable and Proved SHORT TERM INCENTIVES: Executive Management Maximum opportunity between 0.85x and 1x of base salary Team Pay-out linked to yearly performance, based on financial
Slide 16: Shareholder structure
Executive Summary SHAREHOLDER STRUCTURE MOL shares are listed on the Budapest, Luxembourg and Warsaw Stock Exchanges. Our depository receipts are traded on London’s International Order Book and OTC in the USA. SHAREHOLDER STRUCTURE AS OF 30 JUNE 2015 Credit Agricole UniCredit Bank AG Treasury shares
Slide 17: Corporate commitment to SD & HSE improvement
Executive Summary CORPORATE COMMITMENT TO SD & HSE IMPROVEMENT SUSTAINABLE DEVELOPMENT FRAMEWORK AT DJSI PERFORMANCE OF MOL GROUP MOL GROUP 100 Sustainable Development Framework: All 90 levels of the organization have a focus on HSE 80 and Sustainable Development 70 60 SD Commitee of the Board of Di
Slide 18: II. Upstream Operation
II. UPSTREAM OPERATION Export started from Shaikan, Commercial production to start on Akri-Bijeel in November 2014 18
Slide 19: Continue production increase and utilise opportunities of lower oil price
Upstream CONTINUE PRODUCTION INCREASE AND UTILISE ALL OPPORTUNITIES THAT ARISE FROM CURRENT LOWER OIL PRICE ENVIRONMENT Around 105 MBOEPD production targeted for 2015 OVER 30% REDUCTION IN CAPEX SPENDING compared to original plan Reach FLAT TO DECLINING UNIT COST across all countries Capture the val
Slide 20: Production activities in 8 countries
Upstream PRODUCTION ACTIVITIES IN 8 COUNTRIES Provide a good basis for the next years CEE total Production (H1 2015): 103 mboepd Russia Reserves (SPE 2P 2014): 555 MMboe Reserves: 75 MMboe Croatia, Hungary Production: 7 mboepd Reserves: 318 MMboe Production: 79 mboepd Kazakhstan Reserves: 60 MMboe o
Slide 21: 103% organic reserves replacement ratio in 2014
Upstream 103% ORGANIC RESERVES REPLACEMENT RATIO IN 2014 With further 1230 MMboe1 exploration potential from current assets 103% ORGANIC RESERVES REPLACEMENT RATIO IN ABOVE 100% RESERVE REPLACEMENT RATIO 2014 TARGETED IN 3 YEARS AVERAGE Reserves booking from Kurdistan (Shaikan) Seek for new accretiv
Slide 22: Continuous increase of production in the following years
Upstream CONTINUOUS INCREASE OF PRODUCTION IN THE FOLLOWING YEARS Targeting around 105 mboepd this year PRODUCTION OUTLOOK AROUND 105 MBOEPD TARGET (RISKED, ENTITLEMENT BASED) FOR 2015 Without KRI incremental ~105 110-115 115-120 Accelerated field (re)development projects in CEE, reverse production
Slide 23: M&A: balance risk and seek new accretive exploration and development opportunities
Upstream M&A: BALANCE RISK AS WELL AS SEEK NEW ACCRETIVE EXPLORATION AND DEVELOPMENT OPPORTUNITIES PURSUING OPPORTUNITIES TO FURTHER BALANCE ENHANCE INTERNATIONAL EXPLORATION PORTFOLIO OUR COUNTRY RISK PROFILE OMAN, PAK, RUS, NORTH HUN, SEA NOR KRI KRI, UK, LOWER RISK PAK EXPLORATION KAZ, PAK, RUS,
Slide 24: CEE: mitigate the production decline and maximise cash flow
Upstream CEE: MITIGATE THE PRODUCTION DECLINE AND MAXIMISE CASH FLOW Well optimisation and EOR projects target growing production in Croatia HUNGARY AND CROATIA (124+194 MMBOE) - PRODUCTION OUTLOOK 80 Unique know-how and well developed infrastructure ensures quick cash generation 60 mboepd Targeting
Slide 25: Hungary: keep production decline rate below 5%
Upstream HUNGARY: KEEP PRODUCTION DECLINE RATE BELOW 5% Along with several efficiency improvement measures to maximise cash-flow HUNGARY (124 MMBOE) More than 75 years of E&P experience with more than 40 years of EOR/EGR technological knowledge Extensive surface infrastructure Fast development provi
Slide 26: Kurdistan R.I.: commercial production from both blocks
Upstream KURDISTAN R.I.: COMMERCIAL PRODUCTION FROM BOTH BLOCKS Gradual increase expected in the coming years KURDISTAN REGION OF IRAQ (15 MMBOE*) 3 commercial discoveries (Bijell, Bakrman, Shaikan) Field Development Plan signed for both fields First export from Shaikan in Q1 2014 Commercial product
Slide 27: Akri Bijeel: finishing Phase I of the FDP
Upstream AKRI BIJEEL: FINISHING PHASE I OF THE FDP Competent Person’s Report (CPR) launched AKRI – BIJEEL WORK PROGRAMME Akri-Bijeel in appraisal/early development phase Commercial production ongoing from Production Facility on Bijell-1 Debottlenecking of EWT completed Commercial arrangements for do
Slide 28: North Sea, UK: sizeable mid-term production
Upstream NORTH SEA, UK: SIZEABLE MID-TERM PRODUCTION With 6 mboepd contribution already in 2015 NORTH SEA, UK (30 MMBOE) Successfully entered the region in 2014 – established local office in Aberdeen with experienced team Majority of assets already in development or production phase Current work pro
Slide 29: Expanding our North Sea portfolio entering Norway
Upstream EXPANDING OUR NORTH SEA PORTFOLIO ENTERING NORWAY Further balancing the country risk profile & doubling the resource potential of the Group’s exploration portfolio ACQUISITION OF ITHACA PETROLEUM NORGE Acquiring 100% ownership in Ithaca Petroleum Norge – a pre-qualified operator Further bal
Slide 30: Pakistan: over years of successful operation
Upstream PAKISTAN: OVER 15 YEARS OF SUCCESSFUL OPERATION Continue highly successful campaign in TAL with exploration in nearby blocks HIGHLIGHTS AND KEY FOCUS AREAS 16 MMBOE 9 discoveries since 1999 in 3 different blocks Noticeable operation experience – TAL block production (100%) is over 70 mboepd
Slide 31: CIS: moving forward towards value monetisation
Upstream CIS: MOVING FORWARD TOWARDS VALUE MONETISATION Successful appraisal programme closed on FED with additional 24 MMboe reserve booking RUSSIA (75 MMBOE) – STILL A CORE COUNTRY WITH GROWTH POTENTIAL Portfolio restructured after monetising ZMB field and 49% in Baitugan and Yerilkinsky Intensive
Slide 32: III. Downstream Operation
III. DOWNSTREAM OPERATION 32
Slide 33: CEE stronghold: integrated operation of competitive asset base
Downstream ’CEE STRONGHOLD’: INTEGRATED OPERATION OF COMPETITIVE ASSET BASE Deep downstream integration instead of „pure refining concept” guarantees extended margin capture on our landlocked markets Delivered USD 500mn Clean EBITDA improvement in 2014 vs 2011 with New Downstream Program NEXT DOWNST
Slide 34: Deep downstream integration guarantees extended margin capture
Downstream DEEP DOWNSTREAM INTEGRATION GUARANTEES EXTENDED MARGIN CAPTURE IN OUR LANDLOCKED MARKETS DOWNSTREAM INTEGRATION (FUELS)1 23% Other wholesale 45% Bratislava Captive wholesale Bratislava Danube 89% 79% Rijeka Sisak Fuel & naphtha 32% captive production 39% market2 in refineries Own Retail o
Slide 35: Refining asset complexity and profitability above peer group average
Downstream REFINING ASSET COMPLEXITY AND PROFITABILITY ABOVE PEER GROUP AVERAGE REFINERY NELSON COMPLEXITY OF THE PEER CLEAN CCS-BASED DS UNIT EBITDA2(USD/BBL) GROUP1 14 6.1 Mtpa 14 Peer range 11.5 8.1 Mtpa MOL-Group 12 10.6 12 MOL-Group ex. INA 10 9.1 4.5 Mtpa 2.2 Mtpa 10 8 NCI 6.1 8 6 6 4 4 2 2 0
Slide 36: Mid-cycle refinery margin supported by lower oil price environment
Downstream ‚MID-CYCLE’ REFINERY MARGIN SUPPORTED BY LOWER OIL PRICE ENVIRONMENT Demand growth of CEE is still well ahead of Western-Europe GROUP REFINERY MARGIN EXPECTATIONS (USD/BBL) MOTOR FUEL DEMAND CHANGE (2014/2013, %) USD/bbl 7 6 Expected range of mid- Core-3 (HU/SK/CR) 4,2% 5 cycle group refi
Slide 37: Significant improvement through efficiency improvement program
Downstream MOL DELIVERED SIGNIFICANT IMPROVEMENT IN A PERSISTENTLY TOUGH MACRO THROUGH THE IMPLEMENTATION OF THE EFFICIENCY IMPROVEMENT PROGRAM GROUP REFINERY MARGIN VS CLEAN CCS EBITDA DOWNSTREAM NORMALIZED CASH FLOW (MN USD) MOL clearly outperformed external environment by …translating into enhanc
Slide 38: Successful New Downstream Program delivery
Downstream SUCCESSFUL NEW DOWNSTREAM PROGRAM DELIVERY (USD 500MN) NDSP DELIVERY 2011 VS 2014 (MN USD) ~160 ~140 874 • Petchem margin • Impact of IES conversion increase (+85 EUR/t) ; • Non-realized NDSP 500 • Brent price drop (-12 contribution of IES USD/bbl) • Planned & unplanned SDs 350 1 2011 CCS
Slide 39: Strategy: maximise free cash flow generation
Downstream : MAXIMISE FREE CASH FLOW GENERATION WITH FURTHER EFFICIENCY IMPROVEMENT AND ADD- ON GROWTH PROJECTS Wholesale GOALS Normalized DS CCS Retail 2017 EBITDA fuel volume fuel volume free cash flow1 USD 500mn 150% USD ~900 USD CCS EBITDA 5.4 Bnlpa of own sales mn 1.3-1.4bn improvement producti
Slide 40: Targets USD 500mn additional improvement by 2017
Downstream TARGETS USD 500MN ADDITIONAL IMPROVEMENT BY 2017 DOWNSTREAM FREE CASH FLOW GENERATION BY 2017 (MN USD)1 Any potential future add-on projects (e.g. Rijeka DC, 1 2 Sensitivity to SSBR, petchem projects, 1300 - 1400 refinery margin retail M&A) is evaluated on change standalone basis with str
Slide 41: USD 350mn efficiency improvement and USD 150mn from growth projects
Downstream USD 350MN ASSET & MARKET EFFICIENCY IMPROVEMENT & USD 150MN TARGETED FROM GROWTH PROJECTS EFFICIENCY IMPROVEMENT GROWTH PROJECTS’ CONTRIBUTION 1 2 (CUMULATIVE, MN USD) (MN USD) 20% 350 Production 1. Availability & 80% maintenance 2. Production flexibility cost revenue and yield improvemen
Slide 42: Production roadmap targets uptime, energy efficiency and yield improvement
Downstream PRODUCTION ROADMAP TARGETS UPTIME INCREASE, 1 ENERGY EFFICIENCY & YIELD IMPROVEMENT A 97% 96,0% 96% HSE 95% 94,7% Operational Availability Optimize maintenance costs and increase operational availability 94% of MOL Group assets 2014 2015 2016 2017 2018 Maintenance Efficiency Move up one q
Slide 43: Supply & sales: growing contribution through volumetric increase
Downstream SUPPLY & SALES: GROWING CONTRIBUTION THROUGH 1 DELIVERING VOLUMETRIC INCREASE B CENTRAL REGION: SALES AND MARGIN GROWTH 1 Sales volume growth 2 Margin revenue growth TRADING BELT: 150% SALES TO NEW MARKETS / NEW CUSTOMERS OWN PRODUCED FUELS 3 Stabilize market +50% 4 Extend market reach AD
Slide 44: Well established retail network in the CEE with growth potential
Downstream WELL ESTABLISHED RETAIL NETWORK IN THE CEE WITH FURTHER GROWTH POTENTIAL GROUP RETAIL NETWORK RETAIL NETWORK INTEGRATION 6 #FS/kbpd of ref. Capacity 5 Slovnaft 316 4 Czech Republic Slovakia Slovnaft 252 3 57 2 Austria 363 Hungary 200 1 40 Italy 434 Romania Croatia 0 BiH 109 Slovenia 42 10
Slide 45: Conceptual change in retail to improve financial contribution
Downstream CONCEPTUAL CHANGE IN RETAIL TO IMPROVE 1 FINANCIAL CONTRIBUTION C VISION PILLARS RETAIL TARGETS To be customers’ Growing number of retail stations (network optimization first choice in fuel and M&A): and convenience SELLING POINTS retailing and 1 914 # of fuel stations become a Power > 2
Slide 46: Network growth and non-fuel margin boost elevate retail cash flow
Downstream NETWORK GROWTH AND NON-FUEL MARGIN BOOST ELEVATE RETAIL CASH FLOW CONTRIBUTION RETAIL FREE CASH FLOW GENERATION BY 2017 (MN USD) 1 ~30-50 ~100 300 250-270 205 50% 151 2013 EBITDA 2014 EBITDA NxDSP (Efficiency, 2017 CCS EBITDA ’Normalized’ Normalized capability and CAPEX(1) free cash flow
Slide 47: Deeply integrated petrochemical portfolio
Downstream DEEPLY INTEGRATED PETROCHEMICAL PORTFOLIO PETCHEM VALUE CHAIN1 A TOP 10 European polymer producer and the biggest producer in CEE: 420 kT HDPE Naphtha Efficient assets & up-to-date product portfolio Gasoil LDPE 285 kT2 LPG Integrated and optimized feedstock supply Strong regional position
Slide 48: Extending the petrochemicals value chain to increase profitability
DOWNSTREAM Downstream EXTENDING THE PETROCHEMICALS VALUE CHAIN TO INCREASE PROFITABILITY LDPE4 BUTADIENE SYNTHETIC RUBBER PILLARS PILLARS PILLARS New 220 ktpa capacity LDPE unit New 130 ktpa capacity Butadiene Entering into the synthetic rubber replaces 3 old ones at Slovnaft Extraction Unit (BDEU)
Slide 49: Adriatic connection of landlocked refineries improves security of supply
Downstream ADRIATIC CONNECTION OF LANDLOCKED REFINERIES IMPROVES SECURITY OF SUPPLY ADRIATIC PIPELINE ACCESS ESTABLISHED Restore the reliable operation of Friendship 1 Increased pipeline pipeline capacity 6Mtpa = SN Potentially able to fully cover Danube and Bratislava refineries crude supply via Ad
Slide 50: IV. Financial Overview
IV. FINANCIAL OVERVIEW yy GROUP
Slide 51: Strong balance sheet has top priority
Financials STRONG BALANCE SHEET HAS TOP PRIORITY CONSERVATIVE FINANCIAL POLICY: organic CAPEX financed from operating cash flow 1.3X NET DEBT TO EBITDA & BELOW 20% NET GEARING (2015YE) Around USD 2.2BN CCS GROUP EBITDA IN 2015 at ~60 USD/bbl environment Up to USD 1.3BN ORGANIC CAPEX (2015) ABOVE EUR
Slide 52: Conservative financial policy
Financials CONSERVATIVE FINANCIAL POLICY Organic CAPEX financed from operating cash flow OPERATING CASH FLOW VS. CAPEX (USD BN) 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 2008 2009 2010 2011 2012 2013 2014 Organic Inorganic Operating CF 52
Slide 53: Continuously strengthening financial position
Financials CONTINUOUSLY STRENGTHENING FINANCIAL POSITION Indebtedness indicators still at historical lows despite increase in FY14 NET DEBT TO EBITDA (X) GEARING (%) 3.5 3.5 Limit of Net Debt to EBITDA 45 3 40 36 35 33 31 2.5 28 30 1.96 25 2 1.66 1.72 25 1.44 20 1.38 1.31 20 1.5 16 15 1 0.79 10 0.5
Slide 54: Up to USD 1.3bn capex planned for 2015
Financials UP TO USD 1.3BN CAPEX PLANNED FOR 2015 DOWNSTREAM UPSTREAM Strict control on sustain Balance between early CAPEX cash generation in home-based markets DS Finalize profitable strategic 38% growth projects (CEE) US CAPEX 54% 2015 LDPE4 in Slovnaft and creation of mid-long term growth potent
Slide 55: MOL has sufficient liquidity for acquisitions
Financials MOL HAS SUFFICIENT LIQUIDITY FOR ACQUISITIONS… EUR 4.1bn total available liquidity as of Q2 2015 DRAWN VERSUS UNDRAWN FACILITIES TOTAL AVAILABLE LIQUIDITY (EUR MILLION) (EUR MILLION) 7,000 4,500 EUR 4 089m 732 6,000 4,000 434 610 2941 3,500 5,000 714 3,000 1947 4,000 2,500 mEUR 215 3,000
Slide 56: From diversified funding sources
Financials …FROM DIVERSIFIED FUNDING SOURCES Cost rationalization keeping diversification in mind MID- AND LONG-TERM COMMITTED FUNDING RECENT EVENTS PORTFOLIO Multilateral Other bilateral Syndicated / USD 1.5bn Revolving Credit Facility has been loans loans club loans 3% 2% drawn signed (more expens
Slide 57: Average maturity of 2.4 years
Financials AVERAGE MATURITY OF 2.4 YEARS Maturity structure enhanced with newest transaction 2,500 2,000 1,500 EUR M 1330 1,000 110 6 1050 1,148 57 500 750 750 452 447 37 54 0 39 39 39 39 Reported 2015 2016 2017 2018 2019 2020 2021 cash&cash equivalents Reported cash&cash equivalents Long term loan
Slide 58: Credit rating above sovereign rating at Fitch, one notch below at S&P
Financials CREDIT RATING ABOVE SOVEREIGN RATING AT FITCH, ONE NOTCH BELOW AT S&P (AFTER RECENT UPGRADE) MOL to follow? FFO*/NET DEBT HISTORICAL FOREIGN LONG TERM RATINGS MOL S&P Hungary S&P MOL Fitch Hungary Fitch 50% A 45% A- 40% 35% BBB+ 30% BBB 25% 20% BBB- 2014: effect of 15% lower oil price BB+
Slide 59: Key items of taxation
Financials KEY ITEMS OF TAXATION HUNGARY Revenue based ’Crisis tax’ abolished from 2013 – ~HUF 30bn negative effect p.a. in 2010-12 Profit based ’Robin Hood’ nominal tax rate is 31% only energy related part of the profit affected (~70%), thus implied RH tax rate is cca. 22% only the Hungarian operat
Slide 60: Executive incentive schemes
Financials EXECUTIVE INCENTIVE SCHEMES On the top level, more than two thirds of total remuneration is variable and performance driven SHORT TERM INCENTIVES Maximum opportunity between 0.85x and 1x of base salary depending on executive Pay-out linked to yearly performance based on financial, operati
Slide 61: V. Appendix
V. APPENDIX PMOLGROUP
Slide 62: North Sea Region - UK
Upstream NORTH SEA REGION - UK Entry in 2014 Operating Block W.I. Other partner(s) shareholder Dana (21%), Apache Scott 22% Nexen (42%) (10%), Maersk (5%) Rochelle 15% Nexen (41%) Endavour (44%) Broom 29% Enquest (63%) Ithaca (8%) Cladhan 33% TAQA (65%) Sterling (2%) Premier Oil Cairn Energy (20%),
Slide 63: Overview of MOL's assets in Kurdistan Region of Iraq
Appendix OVERVIEW OF MOL’S ASSETS IN KURDISTAN REGION OF IRAQ Entry in 2007 amongst the first ones BLOCK W.I. FULLY OPERA DILUTED TOR W.I. Akri-Bijeel 80% 51.2% MOL GKP Shaikan 20% 13.6% (75%) Khor Mor 10% 10% Pearl Petrole Chemchemal 10% 10% um 63
Slide 64: Akri-Bijeel
= AKRI-BIJEEL Q3 2015 Field Development License Bijeel 3D seismic: reprocessed in 2014, reinterpretation is ongoing Bakrman 3D seismic: surveyed and processed in 2014 Discovery well Discovery well with additonal workover, sidetracked, tested and completed in 2014, producing Appraisal well drilled De
Slide 65: Shaikan: commercial production started, 1st export cargo delivered
Appendix SHAIKAN: COMMERCIAL PRODUCTION STARTED, 1ST EXPORT CARGO DELIVERED IN JAN 2014 6.7/9.2/13.3 billion barrels STOIIP estimated for Low/Best/High cases (based on CPR estimate March 2014) 65
Slide 66: Structure of our production sharing contracts
Appendix STRUCTURE OF OUR PRODUCTION SHARING CONTRACTS GEOGRAPHICAL BREAKDOWN OF CAPEX SPENDING ORGANIC CAPEX BY FIELD TYPE Oil produced Oil produced Royalty Oil Royalty Oil 10% of total Crude oil 10% of total Crude oil 43% Available crude Oil 40% Available crude Oil Cost oil Cost oil Recovery oil T
Slide 67: Kazakhstan
= KAZAKHSTAN Block boundary Rozhkovsky Production Licence under approval 3D seismic survey 2014 3D seismic survey 2015 Country border |SQ1.2015= pes =e Discovery well Drilled and tested appraisal well 2014 Discovery and appraisal well Drilled exploration well tested in 2014 Ongoing exploration well
Slide 68: Russia
Appendix RUSSIA MATJUSHKINSKY BAITUGAN 68
Slide 69: Pakistan
= PAKISTAN is Se ee Exploration License Existing Development & Production Lease Planned Development & Production Lease 2D seismic processing, interpretation Planned gravity survey 3D seismic processing, interpretation Planned 3D seismic survey Central Processing Facility Gas Treatment Unit COVES TaN
Slide 70: Introduction of MOL Group specific refinery margins
Appendix INTRODUCTION OF MOL GROUP SPECIFIC REFINERY MARGINS 8.8 8.6 9 7.7 8 7.3 7.4 7.4 7.2 7.1 MOL Group refinery margin 6.8 7 6.3 Complex refinery margin (MOL+SN) 5.9 6.1 6.0 6.2 6.2 7.0 6 5.6 5.5 5.3 5.5 5.6 5.0 5.2 5.0 4.6 4.9 4.8 5 4.4 4.6 4.3 4.2 4.2 3.8 3.8 USD/bbl 4 3.4 3.4 3.6 3.3 3.2 3.0
Slide 71: Disclaimer
DISCLAIMER "This presentation and the associated slides and discussion contain forward-looking statements. These statements are naturally subject to uncertainty and changes in circumstances. Those forward-looking statements may include, but are not limited to, those regarding capital employed, capit
Slide 72: More info at www.molgroup.info
MORE INFO AT WWW.MOLGROUP.INFO CONTACT: PHONE: +36 1 464 1395 E-MAIL: INVESTORRELATIONS@MOL.HU