68 slides from Mol Hungarian Oil & Gas Plc Class A's investor presentation, August 2026
Slide 1: MOL Group Investor Presentation August 2026
MOL GROUP INVESTOR PRESENTATION INSERT AUGUST 2026 HEADLINE HERE
Slide 2: MOL Group in Brief
MOL GROUP IN BRIEF INTEGRATED CENTRAL EUROPEAN MID-CAP OIL & GAS COMPANY CORE ACTIVITIES UPSTREAM DOWNSTREAM CONSUMER WASTE GAS Exploration SERVICES MANAGEMENT Petrochemicals MIDSTREAM Retail Production Refining Mobility CLEAN CCS EBITDA BY SEGMENTS IN 2025 (USD MN)1 UPSTREAM DOWNSTREAM CONSUMER GAS
Slide 3: MOL Is the Dominant O&G Player of the CEE Region
MOL IS THE DOMINANT O&G PLAYER OF THE CEE REGION SHIP AND CORE COUN G FLA N ALL CORE COUNTR TR IE L I IES S RUSSIA AL IRM AZERBAIJAN IN L F IA ST N DU O R IN TI #3 POLAND #1 OSI P #3 KAZAKHSTAN #1- #1 #1 #3 #2 SLOVAKIA CZECHIA #1 #1 HUNGARY PAKISTAN #3 #3 #2 #2 HQ ROMANIA IRAQ SLOVENIA EGYPT FLAGSHI
Slide 4: ESG: Sector-Leading Ratings and Disclosure
ESG: SECTOR-LEADING RATINGS AND DISCLOSURE TOP POSITIONS ACROSS LEADING ESG RATINGS INDEXES AND RATINGS DISCLOSURE MSCI ACWI Index constituents ESRS-compliant Integrated Oil & Gas, n=22 Sustainability Report “AA” rating 7th year in a row, staying at the European top ~30% among integrated O&G peers S
Slide 5: Agenda
AGENDA THE MOL GROUP EQUITY STORY GROUP STRATEGY AND SUSTAINABILITY 6 DOWNSTREAM 12 WASTE MANAGEMENT 25 CONSUMER SERVICES 32 EXPLORATION AND PRODUCTION 40 FINANCIALS 47 SUPPORTING SLIDES 56 Q2 2026 RECAP 65
Slide 6: Group Strategy and Sustainability
INSERT HEADLINE HERE THE MOL GROUP EQUITY STORY GROUP STRATEGY AND SUSTAINABILITY
Slide 7: Navigating the Complexities of the Energy Transition
NAVIGATING THE COMPLEXITIES OF THE ENERGY TRANSITION CHALLENGES AND OPPORTUNITIES IN A SHIFTING LANDSCAPE AFFORDABILITY Sustainability regulations: ambitious goals, but high uncertainty regarding markets & technologies Geopolitical tensions: need for supply diversification & improved European compet
Slide 8: Transition Path Based on Resilient MOL Growth Model
TRANSITION PATH BASED ON RESILIENT MOL GROWTH MODEL HIGH-GROWTH AND PROFITABLE CEE CORE OPERATIONS AND INTERNATIONAL E&P ENABLE SMOOTH DIVERSIFICATION AWAY FROM FOSSIL FUELS E&P UPSTREAM CEE ESG LOW CARBON CIRCULAR Partly satisfies the HC need for E&P Already started low-carbon circular projects Dow
Slide 9: Higher Investment to Shape a Sustainable Tomorrow
HIGHER INVESTMENT TO SHAPE A SUSTAINABLE TOMORROW LOW-CARBON CAPEX TO ACCELERATE AND MOVE BETWEEN 30-40% OF TOTAL CAPEX TO REALISE TRANSITION IN NEXT DECADES 2018-23 Organic CAPEX distribution 2025-30 Organic CAPEX distribution (Since Shape Tomorrow Strategy) (yearly avg., real 2024) (yearly avg., r
Slide 10: Climate Change Targets
CLIMATE CHANGE TARGETS TRANSFORMATION DELIVERING EMISSION REDUCTION SCOPE 1&2 GHG EMISSION (Mt) CLIMATE CHANGE TARGETS -25% 25% reduction in Scope 1 & 2 GHG emissions by 2030 (vs. 2019) 0.34 0.50 MOL Group’s initiatives delivered cca. 500 kt emission reduction, offsetting organic growth in Upstream
Slide 11: MOL Group's ESG Targets
(1) With explosion or environmental spill intermitting operations MOL GROUP’S ESG TARGETS (2) Tracked biennially, latest result is from 2024 Target Timeframe 2025 result 30% women in management By 2030 29.1% People & Sustainable employee engagement level at min. 75% Ongoing 83%2 Integrity Annual eth
Slide 12: Downstream
THE MOL GROUP EQUITY STORY DOWNSTREAM
Slide 13: Integrated Downstream Model in CEE
INTEGRATED DOWNSTREAM MODEL IN CEE DOWNSTREAM IN NUMBERS FUELS MARKET SHARE (%) (1) GROUP REFINERY YIELD (%) 11 COUNTRIES <10% 7% 9% 33% 10-20% Middle distillates Light-products 5 20-40% Other products Heavy-products 40+% 51% SALES OF 19.6 mtpa REFINED PRODUCTS AND 1.2 mtpa PETROCHEMICALS REFINERY N
Slide 14: Key Pillars of Our Strategy Until 2030
KEY PILLARS OF OUR STRATEGY UNTIL 2030 BALANCED FOCUS ON SUPPLY SECURITY AND DIVERSIFICATION FROM FOSSIL • Keep up market share & profitability • Focus on commercial ramp-ups for Polyol • Speed-up biogas and H2 value -chain & PG development • Scale up alternative fuels, ensure compliance • Value cha
Slide 15: 2050 Vision: Highly Efficient, Sustainable, Chemical-Focused
2050 VISION: HIGHLY EFFICIENT, SUSTAINABLE, CHEMICAL-FOCUSED WE HAVE A LONG-TERM VISION TO BECOME A SUSTAINABLE CHEMICALS COMPANY AND POWERING MOBILITY WITH AN AMBITION TO REDUCE CARBON FOOTPRINT AND STRIVING TO REACH NET ZERO EMISSION SUSTAINABLE CHEMICALS WE ARE THE (CENTRAL) EUROPEAN POWERING CHA
Slide 16: Maximising Synergies with Waste Management
MAXIMISING SYNERGIES WITH WASTE MANAGEMENT DOWNSTREAM INCREASINGLY RELIES ON CIRCULAR SOLUTIONS FOCUSING ON TANGIBLE VALUE GENERATION Bio- methane ENERGY RECOVERY Crude ENERGY Biofuel Copro feed Green H2 Waste oil BASE recovery CHEMICAL POLYOLEFIN WASTE/ REFINERY PRODUCTS MOHU PRODUCER PRODUCER Recy
Slide 17: Completion of the Rijeka Refinery Upgrade Project
COMPLETION OF THE RIJEKA REFINERY UPGRADE PROJCT INSTALLATION OF A DELAYED COKER UNIT (DCU) ENABLING FULL CONVERSION AND UTILIZATION Rijeka Refinery Upgrade Project is the largest single investment project in INA’s history (total capex of USD ~700mn) Port and related logistics enabling sale of new p
Slide 18: The Polyol Project: Milestone in the Propylene Value Chain
THE POLYOL PROJECT REPRESENTS AN IMPORTANT MILESTONE FOR STEPPING FORWARD IN THE PROPYLENE VALUE CHAIN LARGEST ORGANIC INVESTMENT IN MOL GROUP HISTORY KEY FACTS POLYOL COMPLEX RAMP UP Creating a new propylene value pillar Gradual production start-up, first-stage DRIVER and expanding product diversif
Slide 19: Crude Supply Strategy Based on Diversified Approach
CRUDE SUPPLY STRATEGY BASED ON DIVERSIFIED APPROACH SUPPLY SECURITY FOR THE REGION GUARANTEED BEST BY RELYING ON BOTH DRUZHBA AND ADRIA PIPELINES MAINTAINING TWO ALTERNATIVE ROUTES: A STRATEGIC INTEREST Poland Landlocked refineries in Hungary and Slovakia historically supplied by crude oil via Druzh
Slide 20: Investments to Unlock Full Potential of Adria Pipeline
COMPLEX SET OF INVESTMENTS TO UNLOCK THE FULL POTENTIAL IN THE ADRIA PIPELINE CRUDE DIVERSIFICATION PROGRAM IN PROGRESS TO EASE THE PRESSURE ON SUPPLY SECURITY AND ENABLE FULL OPERATIONAL FLEXIBILITY IN UTILIZING EITHER THE DRUZHBA OR ADRIA PIPELINES 2014 2022-2025 2026-2027 USD ~170 MN USD ~200 MN
Slide 21: Organic Capex Allocation 2025-2030 (Downstream)
ORGANIC CAPEX ALLOCATION 2025-2030 TOTAL ORGANIC CAPEX OF USD 5.3 BN INCLUDING USD 2.5 BN (~ 400 MMUSD/Y) SUSTAIN & LTE(1) IN ADDITION TO STRATEGIC CAPEX OF USD 2.8 BN Supply security & flexibility • Crude diversity projects to replace Russian crude • Logistic investments Waste & chemicals USD 2.8 •
Slide 22: Solar Capacity Milestone in Growing Renewables Footprint
MOL GROUP’S SOLAR CAPACITY REPRESENTS AN IMPORTANT MILESTONE IN OUR AMBITION TO GROW OUR FOOTPRINT IN RENEWABLES RENEWABLES PRODUCTION PORTFOLIO MAKES THE STRATEGIC AMBITIONS FEASIBLE MOL GROUP PHOTOVOLTAIC ELECTRICITY AND STORAGE CAPACITY COMMENTS Electricity • Mainly solar capacities to be added t
Slide 23: First Steps in the Hydrogen Development Roadmap
MOL GROUP HAS MADE FIRST STEPS IN THE HYDROGEN DEVELOPMENT ROADMAP MOL GROUP HYDROGEN PRODUCTION HAS A SIGNIFICANT POTENTIAL TO CONTRIBUTE TO DS CO2 TARGETS BY USING CLEAN ENERGY SOURCES IN REFINERIES 2024 2026 2030 First 10 MW Installing further If mobility market electrolyzer at the green H2 capac
Slide 24: USD 500 mn Resiliency Program Introduced in Downstream
USD 500 MN RESILIENCY PROGRAM INTRODUCED IN DOWNSTREAM BEYOND 2027, „TOMORROW DOWNSTREAM” PROGRAM DELIVERS AN ADDITIONAL USD 200 MN TO USD 1.2 BN P.A. DOWNSTREAM STRATEGIC TARGET EFFECTS ON DOWNSTREAM STRATEGIC EBITDA TARGET (USD MN) COMMENTS Downstream reviewed its operations and outlook and identi
Slide 25: Waste Management
THE MOL GROUP EQUITY STORY WASTE MANAGEMENT
Slide 26: Concession to Cover ~5 mn Tonnes of Waste
THE CONCESSION TO COVER ~5 MN TONNES OF WASTE AND THE WHOLE TERRITORY OF HUNGARY COMPOSITION OF WASTE BY SOURCE OPERATION WITH REDUCED NUMBER OF REGIONS Total waste: 20 mn tons 4% 3% 13% 35% MOL’S SCOPE : 18% 4.7 mn tons (mainly municipal solid 27% waste) From 26 service providers operating independ
Slide 27: Integrated Waste Management Concession
INTEGRATED WASTE MANAGEMENT CONCESSION EXTENDED SERVICE SCOPE WITH MANAGING ROLE IN THE WHOLE VALUE CHAIN Pre- Extended Public Service concession Deposit Refund Waste falls under product fee Industrial - Construction and Other solid public System (public and industrial origins) production Demolishon
Slide 28: Efficiency Gains and Minimizing Landfill
EFFICIENCY GAINS AND MINIMIZING LANDFILL PROVIDE SIGNIFICANT IMPROVEMENT POTENTIAL CONCESSION TO IMPROVE EFFICIENCY MUNICIPAL WASTE HANDLING IN THE EU Making waste collection and transportation tasks more efficient 33% Optimizing the utilization of tasks of national waste 45-65% treatment Introducti
Slide 29: Up to 1.5 mn Tons of Feedstock for Energy Industry by 2030
UP TO 1.5 MN TONS OF FEEDSTOCK FOR ENERGY INDUSTRY BY 2030 WASTE MANAGEMENT TO BECOME AN ENABLER OF FUTURE GROWTH Used Cooking Oil Collection Plastic Recycling UCOME feedstock to produce biodiesel from used Petchem feedstock from plastic cooking oil recycling recycling Rubber Bitumen Rubber compound
Slide 30: Main Success and Development Areas of Waste Management
MAIN SUCCESS AND DEVELOPMENT AREAS OF WASTE MANAGEMENT FOCUSING ON THE START OF THE CONCESSION AND THE MILESTONES AHEAD SETUP SUCCESSFUL CHALLENGES AHEAD The transition to the new system was successfully completed, and it is operating as CONCESSION intended Stabilizing supply chain operation The col
Slide 31: Main Development Projects of Waste Management
MAIN DEVELOPMENT PROJECTS OF WASTE MANAGEMENT ORGANIC INVESTMENTS BETWEEN 2025-2030 Deposit Refund System Waste to Energy plant Waste yards, transfer stations, sorting plants USD 0.9 BN Selective waste bins, containers & RFID system, mobile waste yards Waste collection renewal Low-carbon CAPEX 80+%
Slide 32: Consumer Services
THE MOL GROUP EQUITY STORY CONSUMER SERVICES
Slide 33: A Leading Regional Network
A LEADING REGIONAL NETWORK POLAND MARKET POSITION: 3 MARKET SHARE: 6% TOP 3 IN 100 % OF THE NETWORK CZECH R. MARKET POSITION: 3 SLOVAKIA MARKET SHARE: 17% MARKET POSITION: 1 10 COUNTRIES MARKET SHARE: 46% HUNGARY MARKET POSITION: 1 MARKET SHARE: 45% ROMANIA 6 WELL ESTABLISHED BRANDS SLOVENIA MARKET
Slide 34: Digitally-Driven Consumer Goods Retailer and Mobility Provider by 2030
BECOME A DIGITALLY-DRIVEN CONSUMER GOODS RETAILER AND INTEGRATED, COMPLEX MOBILITY SERVICE PROVIDER BY 2030 Regional leader in fuel Continuous improvement Diversification of and convenience retailing of operational efficiency sales channels Expansion and optimization of the Strong standardization an
Slide 35: CEE Market Leader in Fuel & Convenience Retailing
CEE MARKET LEADER IN FUEL & CONVENIENCE RETAILING EBITDA OF USD 1,000 MN TO BE DELIVERED BY 2030 2025 goals 2025 performance 2030 goals mn EBITDA USD ~730 USD 927 ✓ USD 1,000 mn FCF IN 5 YEARS USD~2,000 USD~2,500 ✓ USD~2,900 CONVENIENCE SALES INCREASE 92% 87%1 ~ 183% FUEL VOLUME INCREASE 40% 37%1 ~
Slide 36: Organic Capex Allocation 2025-2030 (Retail)
ORGANIC CAPEX ALLOCATION 2025-2030 RETAIL Develop network further to keep ALTERNATIVE FUEL & MOBILITY and improve competitive position Expansion in EV-chargers, fleet and car-sharing Integrate SeSs acquired in 2022-2023 services in line with market growth Continue rollout of Fresh Corner concept USD
Slide 37: Diversification of Sales Channels
DIVERSIFICATION OF SALES CHANNELS THROUGH DIGITAL TRANSFORMATION AND FRANCHISE OPERATION 2016-2020 2021-2025 Beyond Digital and 2025 Synergies & data-driven platform Step operation building change Supporting traditional loyalty Start personalizing retail customers’ Integrate retail and mobility to s
Slide 38: Serving the Emerging Alternative Fuel Need
SERVING THE EMERGING ALTERNATIVE FUEL NEED TO COMPENSATE SHRINKING OPPORTUNITIES IN FOSSIL FUELS BEYOND 2030 2017-2024 2025-2030 Beyond Foundations Tailored growth 2030 in EV- and service Step charging developments change Capability and knowledge building Improve services and business model, Signifi
Slide 39: Mobility Services to Grow Further
MOBILITY SERVICES TO GROW FURTHER AND EXPLOIT SYNERGIES THROUGH DIGITAL PLATFORMS 2017-2022 2023-2025 Beyond Start and Synergies & 2025 capability platform Step building building change Capabilities built in B2C and B2B Building synergies between existing Offering seamless, digitally customer brands
Slide 40: Exploration and Production
THE MOL GROUP EQUITY STORY EXPLORATION AND PRODUCTION
Slide 41: 2P Reserves at 309 MMboe with ~95 mboepd Production
2P RESERVES AT 309 MMBOE WITH ~95 MBOEPD PRODUCTION CEE INTERNATIONAL Reserves: 118.0 MMboe Reserves: 191.3 MMboe Production: 57.0 mboepd Production: 36.9 mboepd HUNGARY CIS Reserves: 61.2 MMboe Reserves: 122.8 MMboe Production: 37.3 mboepd Production: 20.6 mboepd CROATIA MEA Reserves: 56.7 MMboe Re
Slide 42: Three Key Pillars of Revised 2030 Strategy
THREE KEY PILLARS OF REVISED 2030 STRATEGY 1 2 3 CEE OPTIMIZATION & INTERNATIONAL LOW CARBON SYNERGIES E&P to support energy supply E&P to strengthen its E&P to contribute to MOL Group security in the CEE region by international portfolio: decarbonization strategy: optimization and smartly using ▪ G
Slide 43: Three Key Pillars – Achievements So Far
THREE KEY PILLARS OF REVISED 2030 STRATEGY – ACHIEVEMENTS SO FAR 1 2 3 CEE OPTIMIZATION & INTERNATIONAL LOW CARBON SYNERGIES Full offset of CEE production decline Project delivery: Geothermal Croatia: Leščan in 2025 driven by: Kazakhstan: First gas achieved in geothermal well drilled; 2023; producti
Slide 44: Competitive Operation in Line with Guidance
✓ ~ ? × Largely Feasibility is In delay COMPETITIVE OPERATION IN LINE WITH GUIDANCE On track on track questionable GUIDANCE FOR 2025-2030 2025 ACTUAL ≥ 90 MBOEPD Production guidance 94.7 MBOEPD ✓ ~6-8 USD/BOE Unit direct production cost 6.9 USD/BOE ✓ USD 2bn Organic CAPEX(1,2) USD 385 mn ✓ ≥ 20 USD/
Slide 45: E&P Capex Allocation for 2025-2030
E&P CAPEX(1) ALLOCATION FOR 2025-2030 CEE OPTIMIZATION & SYNERGIES Maximize the value in operating mature fields Focus on Production Optimization and Enhanced Oil/Gas Recovery programs INTERNATIONAL Cost efficiency and realize synergies in CEE Maximize the value of existing fields with stable profit
Slide 46: Aphrodite to Become a Key Pillar for MOL E&P in 2030s
APHRODITE TO BECOME A KEY PILLAR FOR MOL E&P IN 2030S ACQUISITION PRESENTS A UNIQUE OPPORTUNITY TO FURTHER MOL’S STRATEGIC AMBITIONS KEY FACTS SUPPORTING STRATEGIC AMBITIONS MOL Group signed an agreement to acquire BG Cyprus MOL to enter a material, long-life gas asset in Ltd. from Shell, gaining a
Slide 47: Financials
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Slide 48: Total Organic Capex to Rise to USD ~12 bn in 2025-2030
TOTAL ORGANIC CAPEX TO RISE TO USD ~12 BN IN 2025-2030 HIGH SHARE OF STRATEGIC INVESTMENTS WITHIN THE TOTAL BUDGET ORGANIC CAPEX (2025-30) ORGANIC CAPEX DISTRIBUTION (2025-30) Other1 Sustain Strategic 1.4 E&P 2.0 Waste 0.9 USD 5.1 Renewables 0.7 USD 6.5 11.6 bn 11.6 bn Consumer 1.4 Services 5.3 Down
Slide 49: Fully Funded Transformation and Base Dividends in 2025-30
FULLY FUNDED TRANSFORMATION AND BASE DIVIDENDS IN 2025-30 EVEN AT CONSERVATIVE MACRO ASSUMPTIONS FINANCIAL FRAMEWORK ASSUMING CASH FLOW BREAKEVEN COMMENTS (2025-30, USD BN)(1,2) Viable path towards full 16.9 execution of organic investment plan on strategic horizon 6.5 EBITDA to cover must-pay 10.4
Slide 50: Dividend Reflecting Operational Performance
DIVIDEND REFLECTING OPERATIONAL PERFORMANCE 9% HIGHER DIVIDEND PROPOSED IN 2026 VS 2025 DIVIDEND PER SHARE (1) (HUF) 3.0% 2.9% 3.8% 5.5% 5.0% 5.6% 4.7% Dividend 3.5% 3.0% 4.6% +1.5% +1.5% +7.7% +7.3% +3.3% +3.7% +3.2% yield(2) Special dividend Regular dividend 202 120 110 202 100 48 43 165 180 152 1
Slide 51: Strong Performance Despite Macro Headwinds
STRONG PERFORMANCE DESPITE MACRO HEADWINDS UPSTREAM, DOWNSTREAM, AND CONSUMER SERVICES ALL CONTRIBUTE SIGNIFICANTLY CLEAN CCS EBITDA (USD BN) 4.7 3.5 3.4 2.2 3.1 3.1 2.7 1.1 1.6 2.4 1.0 1.1 1.3 2.0 1.9 1.1 0.7 1.5 2.2 1.3 1.3 0.7 1.5 1.0 0.9 0.7 0.8 0.7 0.7 0.9 0.4 0.5 0.5 0.6 0.4 0.3 0.2 0.2 0.2 0.
Slide 52: Consistent Simplified FCF Generation
CONSISTENT SIMPLIFIED FCF GENERATION FUNDING SUSTAIN AND TRANSFORMATIONAL PROJECTS SIMPLIFIED FCF (USD BN) (1) 3.2 2.0 1.8 1.7 1.6 1.4 0.7 1.4 1.2 0.6 0.8 1.3 1.0 0.4 0.7 0.5 0.6 1.5 0.6 0.8 0.4 0.7 0.4 0.5 0.4 0.0 0.5 0.6 0.8 0.2 0.3 0.4 0.5 0.3 0.2 0.2 0.2 0.1 0.2 0.1 0.1 0.2 0.2 0.1 -0.3 -0.3 -0.
Slide 53: EBITDA Sensitivities vs 10-Year Macro History
EBITDA SENSITIVITIES VS 10-YEAR MACRO HISTORY MACRO CONDITIONS CCS EBITDA SENSITIVITY TO KEY EXTERNAL DRIVERS 2022 2023 2024 2025 10Y AVG Sensitivity Est. Clean CCS EBITDA impact % of Group (USD mn) EBITDA 2025 Brent crude Downstream Upstream 101 83 81 69 68 (USD/bbl) Natgas price (TTF + 10 USD/bbl
Slide 54: Ample Financial Headroom
AMPLE FINANCIAL HEADROOM FROM DIVERSIFIED FUNDING SOURCES AVERAGE MATURITY OF 3 YEARS Senior Unsecured Bonds Long term loan Medium term loan Undrawn facilities 2,500 2,000 USD mn 1,500 1,737 1,000 460 1,294 1,379 53 23 500 26 70 741 196 45 302 172 10 266 0 102 Reported cash&cash 2026 2027 2028 2029
Slide 55: Full Investment Grade Rating Maintained
FULL INVESTMENT GRADE RATING MAINTAINED HISTORICAL FOREIGN LONG-TERM RATINGS COMMENTS In February 2026 Fitch Ratings affirmed MOL’s 'BBB-' long- term investment grade credit rating, keeping the ‘stable’ outlook unchanged In November 2025, S&P Global Ratings performed annual review and made no change
Slide 56: Supporting Slides
SUPPORTING SLIDES
Slide 57: INA & MOL History and Current Status
INA & MOL HISTORY AND CURRENT STATUS OWNERSHIP AND MANAGEMENT RIGHTS MOL HOLDS A 49.1% STAKE IN CROATIAN OIL COMPANY INA D.D. MOL EXERCISES MANAGEMENT RIGHTS OVER INA PURSUANT TO THE 2003 AND 2009 SHAREHOLDERS’ AGREEMENTS WITH THE REPUBLIC OF CROATIA. CRIMINAL CRIMINAL RIGHT TO FREE INTERNATIONAL PR
Slide 58: MOL-Croatia Arbitrations
MOL-CROATIA ARBITRATIONS UNCITRAL ARBITRATION ICSID ARBITRATION (CROATIA VS. MOL) (MOL VS. CROATIA) INITIATED GOVERNMENT OF CROATIA MOL BY WHEN 17 JANUARY 2014 26 NOVEMBER 2013 PCA (PERMANENT COURT OF ARBITRATION), GENEVA ICSID (INTERNATIONAL SETTLEMENT OF INVESTMENT FORUM UNDER UNCITRAL (UNITED NAT
Slide 59: Top Management Incentive Schemes
TOP MANAGEMENT INCENTIVE SCHEMES FOR EXECUTIVE MEMBERS(1), AROUND 2/3 OF TOTAL REMUNERATION IS VARIABLE AND PERFORMANCE DRIVEN, WITH NON-FINANCIAL KPIS INCLUDING GHG GOAL ALSO INCLUDED SHORT-TERM INCENTIVES Bonus opportunity between 0.70x and 1x of annual base salary, depending on the job level (Hay
Slide 60: Shareholder Structure
SHAREHOLDER STRUCTURE (1) Commerzbank AG Treasury shares UniCredit Bank AG 2.2% ING Bank N.V. 3.8% 3.8% 0.8% OTP Bank Plc. 4.9% Foreign investors (mainly institutional) 29.1% MOL Plc. SESOP Organizations 7.9% Free-float 46.4% Mathias Corvinus Collegium Foundation 10.0% 11.3% Domestic institutional 1
Slide 61: MOL Group Refinery and Petchem Margins
MOL GROUP REFINERY AND PETCHEM MARGINS BRENT-BASED MOL GROUP REFINERY MARGIN(1) (USD/bbl) PETROCHEMICALS MARGIN (EUR/t)(2) 40 1 000 35 900 30 800 700 25 600 20 500 15 400 10 300 5 200 0 100 -5 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2021 2023
Slide 62: On Track to Deliver, 96 mboepd in Line with Guidance
ON TRACK TO DELIVER, 96 MBOEPD IN LINE WITH GUIDANCE PRODUCTION1 (MBOEPD) COMMENT H1 2026 production is ~96 mboepd, guidance 95-97 mboepd for FY 2026 97 92 94 95 96 90 CEE Production stable due to successful management of mature 40 36 34 36 38 39 assets including intensified production optimization
Slide 63: Unit Free Cash Flow at 35 USD/bbl in H1 2026
UNIT FREE CASH FLOW AT 35 USD/BBL IN H1 2026 PRICE REALIZATION, EBITDA, SIMPLIFIED FCF (1),(2) (USD/BOE) 110 92 Brent price 83 81 Realized HC price 71 69 Unit EBITDA Unit Simplified FCF 57 35 27 25 22 20 2021A 2022A 2023A 2024A 2025A H1 2026 971 1,905 645 790 740 526 SFCF (USD mn) (1) Simplified fre
Slide 64: Gas Midstream: Stable Cash Flow
GAS MIDSTREAM: STABLE CASH FLOW NATURAL GAS TRANSMISSION WITH CAPACITY NUMBERS (BCM/Y) FACTS & FIGURES Domestic natural gas transmission system operator in Hungary Hungary Slovakia 4.4 Hungary Ukrain 7.0 Regulated business (asset base and return) with Slovakia Hungary 4.4 Ukrain Hungary 17.5 continu
Slide 65: Q2 2026 Recap
Q2 2026 RECAP
Slide 66: Clean CCS EBITDA Near USD 1.3 bn in Q2 2026
CLEAN CCS EBITDA NEAR USD 1.3 BN IN Q2 2026 HIGHLY VOLATILE BUT OVERALL FAVORABLE MACRO EFFECTS LIFTED BOTH UPSTREAM AND DOWNSTREAM RESULTS WHILE CONSUMER SERVICES EBITDA FELL BY 23% DUE TO PRICE CONTROLS IN REGIONAL FUEL RETAIL MARKETS FINANCIALS Group Clean CCS EBITDA increased to USD 1,297 mn in
Slide 67: Q2 Clean CCS EBITDA Jumps 89% YoY on Downstream Strength
Q2 CLEAN CCS EBITDA JUMPS 89% YOY ON DOWNSTREAM STRENGTH MACRO FACTORS SUPPORTED RESULTS WITH RETAIL FUEL PRICE CONTROLS LIMITING GAINS SEGMENT CLEAN CCS EBITDA (USD mn) COMMENTS +89% +107% Upstream 1,297 Favorable oil and gas price environment supported Q2 results Downstream 375 974 EBITDA up signi
Slide 68: 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