Mol Hungarian Oil & Gas Plc Class A · BET:MOL
Mol Hungarian Oil & Gas Plc Class A — MOL Group — Investor Presentation (March 2015)
73 slides from Mol Hungarian Oil & Gas Plc Class A's investor presentation, March 2015
Slide 1: Investor Presentation March 2015
INVESTOR PRESENTATION March 2015 1
Slide 2: Content
CONTENT I. Executive summary 4 II. Upstream 18 III. Downstream 34 IV. Financials 52 V. Appendix 63 2
Slide 3: Key goals and messages
KEY GOALS AND MESSAGES: Around USD 2BN CCS GROUP EBITDA in 2015 at ~60 USD/bbl environment with GROUP/FINANCIALS resilient integrated business model USD 1.5-1.8BN ORGANIC CAPEX (2015) with Upstream focus, financed from Operating cash flow Strong balance sheet (1.3X NET DEBT TO EBITDA) and above EUR
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 - end of 2014; bn USD 4.7 Countries of operation 40 2014FY CCS EBITDA (USD BN) Number of employees 27,500 1,2 0,9 0,1 2,2 Production - mboepd 98 Reserves
Slide 6: Upstream: growing international portfolio with strong, stable CEE presence
Executive Summary UPSTREAM: GROWING INTERNATIONAL PORTFOLIO WITH STRONG, STABLE CEE PRESENCE KEY DATA OF 2014 13 Exploration and 8 Production Countries Organic Reserve Replacement Ratio at 103% in 2014 Low cost producer: avg. unit OPEX at 8.5 USD/boe PRODUCTION - 9 3 1 MBOEPD 8 98 77 Production 65 7
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 KRI and North Sea Utilise opportunities that arise from lower oi
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 8 Bratislava 6 Danube Rijeka 4 Sisak 2 Rijeka 0 2012 Q2 2012 2012 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Sisak -2 Q1 2012 Q3 Q4 2013 2013 201
Slide 9: Targets USD 500mn additional improvement by 2017
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: Financials: 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 2BN CCS GROUP EBITDA IN 2015 at ~60 USD/bbl environment USD 1.5-1.8BN ORGANIC
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) 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 NET DEBT TO EBITDA (X) GEARING (%) 3.5 3.5 Limit of Net Debt t
Slide 13: Resilient business model capable of generating USD 2bn in 2015
Executive Summary RESILIENT BUSINESS MODEL CAPABLE OF GENERATING USD 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 Integrated
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 3 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 31 DECEMBER 2014 Credit Agricole UniCredit Bank AG Treasury sh
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 105-110 MBOEPD production targeted for 2015 Substantial REDUCTION IN CAPEX SPENDING compared to original plan of over USD 1bn Reach FLAT TO DECLINING UNIT COST across all countries
Slide 20: Production activities in 8 countries
Upstream PRODUCTION ACTIVITIES IN 8 COUNTRIES Provide a good basis for the next years CEE total Production (2014): 98 mboepd Russia Reserves (SPE 2P 2014): 555 MMboe Reserves: 75 MMboe Croatia, Hungary Production: 8 mboepd Reserves: 318 MMboe Production: 77 mboepd Kazakhstan Reserves: 60 MMboe o/w C
Slide 21: 103% organic reserves replacement ratio in 2014
Upstream 103% ORGANIC RESERVES REPLACEMENT RATIO IN 2014 With further 630 MMboe1 exploration potential from current assets 103% ORGANIC RESERVES REPLACEMENT RATIO IN ABOVE 100% RESERVE REPLACEMENT RATIO 2014 TARGETED IN 3 YEARS AVERAGE First phase of reserves booking from Kurdistan (Shaikan) Seek fo
Slide 22: Continuous increase of production in the following years
Upstream CONTINUOUS INCREASE OF PRODUCTION IN THE FOLLOWING YEARS Targeting 105-110 mboepd this year PRODUCTION OUTLOOK (RISKED, ENTITLEMENT BASED) 105-110 MBOEPD TARGET FOR 2015 Accelerated field development Without KRI incremental 105-110 110-115 115-120 projects in CEE, reverse production decline
Slide 23: Substantial reduction in capex spending compared to original plan
Upstream SUBSTANTIAL REDUCTION IN CAPEX SPENDING COMPARED TO ORIGINAL PLAN OF OVER USD 1BN Utilise all opportunities and make all necessary steps the oil price environment implies GEOGRAPHICAL BREAKDOWN OF CAPEX SPENDING ORGANIC CAPEX BY FIELD TYPE CEE North Sea CIS MEA & Asia Other Appraisal & Deve
Slide 24: 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 25: Akri Bijeel: intensive drilling campaign to understand block value
Upstream AKRI BIJEEL: INTENSIVE DRILLING CAMPAIGN TO FULLY UNDERSTAND BLOCK VALUE Complete the information acquisition campaign on Akri-Bijeel, with more focus on Triassic AKRI – BIJEEL WORK PROGRAMME Akri-Bijeel in appraisal/early development phase Commercial production ongoing from EWT on B-1B Deb
Slide 26: North Sea: a strategic step to create new hub
Upstream NORTH SEA: A STRATEGIC STEP TO CREATE NEW HUB In a lower risk offshore operation which should serve as a hub of know-how technology STRATEGIC CONSIDERATIONS Strategic step to enhance offshore experience and create a new hub for production and know-how Ultimate goal to become a well reputed
Slide 27: Sizeable mid-term production
Upstream SIZEABLE MID-TERM PRODUCTION With 8-9 mboepd contribution already in 2015 NORTH SEA (30 MMBOE) OVERVIEW OF MAIN PRODUCING ASSETS Successfully entered the region in 2014 – established local Block W.I. Operating Other partner(s) office in Aberdeen with experienced team shareholder Dana (21%),
Slide 28: 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+CROATIA (124+194 MMBOE) - PRODUCTION OUTLOOK 80 Unique know-how and well developed infrastructure ensures quick cash generation 60 mboepd Targeting fla
Slide 29: 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 30: Pakistan: over years of successful operation
Upstream PAKISTAN: OVER 15 YEARS OF SUCCESSFUL OPERATION Continue field development of TAL block and fully explore upside of Karak, Ghauri and Margala North blocks HIGHLIGHTS AND KEY FOCUS AREAS 8 discoveries since 1999 in 3 different blocks Noticeable operation experience – TAL block production (10
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: M&A: balance risk and seek new accretive 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, NORTH PAK, RUS, SEA HUN KRI KRI, UK, LOWER RISK PAK EXPLORATION KAZ, PAK, RUS, KAZ R
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Slide 34: III. Downstream Operation
III. DOWNSTREAM OPERATION 34
Slide 35: 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 36: 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 37: 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 8 NCI 6.1 6 6 4 4 2 2 0
Slide 38: 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, %) 5 4 Expected range of mid- Core-3 (HU/SK/CR) 4,2% cycle group refinery margi
Slide 39: MOL delivered 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 40: Clear evidence of successful new downstream program delivery
Downstream CLEAR EVIDENCE OF SUCCESSFUL NEW DOWNSTREAM PROGRAM DELIVERY (USD 500MN) NDSP DELIVERY 2011 VS 2014 (MN USD) ~160 ~140 869 • 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
Slide 41: Downstream strategy: maximise free cash flow generation
Downstream : MAXIMISE FREE CASH FLOW GENERATION WITH FURTHER EFFICIENCY IMPROVEMENT AND ADD- ON GROWTH PROJECTS DS CCS Wholesale GOALS Normalized Retail 2017 EBITDA fuel volume free cash flow1 USD 500mn 150% fuel volume USD ~900 USD CCS EBITDA 5.4 Bnlpa of own mn 1.3-1.4bn improvement production sal
Slide 42: 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 43: USD 350mn efficiency improvement & 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 44: Production roadmap targets uptime, energy efficiency & 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 45: 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 46: 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 Takeover of 125 stations 6 #FS/kbpd of ref. Capacity in Czech Republic and 41 in Slovakia is yet to be 5 closed Slovnaft 192 4 Czech Republic Slovakia Slovnaft 214 3 57
Slide 47: 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 1 750 # of fuel stations become a Power <200
Slide 48: 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 ~100 300 250-270 205 151 2013 EBITDA 2014 EBITDA NxDSP (Efficiency, 2017 CCS EBITDA ’Normalized’ Normalized capability and CAPEX(1) free cash flow anno
Slide 49: 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 50: 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 51: 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 Increase pipeline pipeline capacity to 6Mtpa = SN Potentially able to fully cover Danube and Bratislava refineries crude supply via
Slide 52: IV. Financial Overview
IV. FINANCIAL OVERVIEW 52
Slide 53: 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 (year-end 2014) Around USD 2BN CCS GROUP EBITDA IN 2015 at ~60 USD/bbl environment USD 1.5-1.8BN ORGANIC CAPEX (2015) with u
Slide 54: 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 54
Slide 55: 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 56: USD 1.5-1.8bn capex planned for 2015 with upstream focus
Financials USD 1.5-1.8 BN CAPEX PLANNED FOR 2015 WITH UPSTREAM FOCUS UPSTREAM DOWNSTREAM Balance between early Strict control on sustain cash generation... CAPEX CEE Finalize profitable strategic 37% CAPEX growth projects and creation of mid-long term growth potential: 56% 2015 LDPE4 in Slovnaft Kur
Slide 57: MOL has sufficient liquidity for acquisitions
Financials MOL HAS SUFFICIENT LIQUIDITY FOR ACQUISITIONS… EUR 4.1bn total available liquidity as of Q4 2014 DRAWN VERSUS UNDRAWN FACILITIES TOTAL AVAILABLE LIQUIDITY (EUR MILLION) (EUR MILLION) 7,000 4,500 EUR 4 104m 4,000 6,000 573 643 610 3,500 5,000 2754 3,000 706 4,000 1912 2,500 mEUR 3,000 220
Slide 58: From diversified funding sources
Financials …FROM DIVERSIFIED FUNDING SOURCES Cost rationalization keeping diversification in mind MID- AND LONG-TERM COMMITTED FUNDING RECENT EVENTS PORTFOLIO Other bilateral Syndicated / club New USD 1.5bn Revolving Credit Facility has been loans loans drawn 2% signed (more expensive USD 545m cance
Slide 59: Average maturity of 2.8 years
Financials AVERAGE MATURITY OF 2.8 YEARS Maturity structure enhanced with newest transaction 2,500 2,000 1,500 EUR M 1132 1,000 0 76 110 14 1,350 1061 500 146 750 750 452 412 0 37 15 37 37 6 0 Reported 2014 2015 2016 2017 2018 2019 2020 cash&cash equivalents Reported cash&cash equivalents Long term
Slide 60: Credit rating above sovereign rating at Fitch, in line at S&P
Financials CREDIT RATING ABOVE SOVEREIGN RATING AT FITCH, IN LINE WITH THAT AT S&P 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+ on reported 10% figures BB 5% 0% 20
Slide 61: 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 62: 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 63: V. Appendix
> v. APPENDIX > MOLGROUP
Slide 64: 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 64
Slide 65: Akri-Bijeel
Appendix AKRI-BIJEEL Drilling programme with 4+1 rigs 65
Slide 66: Shaikan: commercial production started, first 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) 66
Slide 67: 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 68: Kazakhstan
- KAZAKHSTAN 5 ern Ses Block boundary Rozhkovsky Production Licence under approval 3D seismic survey 2014 3D seismic survey 2015 Discovery well Drilled and tested appraisal well 2014 Discovery and appraisal well Drilled exploration well tested in 2014 Ongoing exploration well Planned exploration wel
Slide 69: Russia
Appendix RUSSIA MATJUSHKINSKY BAITUGAN 69
Slide 70: Pakistan
- PAKISTAN Appendix Se 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 Explor
Slide 71: Introduction of MOL Group specific refinery margins
Appendix INTRODUCTION OF MOL GROUP SPECIFIC REFINERY MARGINS 8 7.1 6.8 7 6.3 MOL Group refinery margin 5.9 6.1 6.0 6 5.6 5.5 5.3 5.5 5.6 5.0 Complex refinery margin (MOL+SN) 5.2 5.0 5 4.4 4.6 4.6 4.9 4.8 4.3 4.2 4.2 3.8 3.8 3.6 4 3.4 3.4 3.3 3.2 3.0 2.8 USD/bbl 3 2.5 2.7 2.3 2.7 2.92.8 2.4 2.2 2.2 1
Slide 72: 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 73: More info at www.molgroup.info
MORE INFO AT WWW.MOLGROUP.INFO CONTACT: PHONE: +36 1 464 1395 E-MAIL: INVESTORRELATIONS@MOL.HU