Material Impacts, Risks, and Opportunities - OMV Combined Annual Report 2024

The materiality assessment carried out by OMV was based on the ESRS-compliant double materiality principle, which considers both impact and financial materiality. The identified material topics for OMV are allocated to the five defined focus topics of OMV’s Sustainability Framework. The following topics and sub-topics were identified as material for OMV:

[ESRS-2-SBM-3.48g] OMV’s materiality assessment, conducted in 2023 and reviewed in 2024, was the first under the ESRS framework, applying the double materiality principle to consider both impact and financial materiality. In previous reporting years, OMV had used the Sustainability and Diversity Improvement Act (NaDiVeG) and the GRI guidelines to determine its material topics, as disclosed in our past Sustainability Reports (available on our website). A direct comparison with material impacts, risks, and opportunities (IROs) from a previous reporting period can therefore not be made. OMV plans to conduct an annual review of the material impacts, risks, and opportunities. An extensive materiality analysis involving internal and external stakeholders will be repeated at least every three years or if significant changes in the business or market environment occur. [ESRS-2-IRO-1.53h] Compared to the previous year, Biodiversity and Ecosystems, Workers in the Value Chain, Cybersecurity, and Economic Impact, along with their associated impacts, risks, and opportunities, were identified as additional material topics. For all impacts, risks, and opportunities (IROs) identified for each material topic (such as Climate Change, Pollution, Water, Own Workforce, Affected Communities, Waste and Circular Economy, Workers in the Value Chain, Biodiversity and Ecosystems, and Business Conduct), the ESRS disclosure requirements and NaDiVeG have been addressed wherever applicable. Where additional entity-specific disclosures have been included within the report, the standards from which these disclosures stem have been included. All additional information included that is relevant to the nature of our industry but does not stem from the aforementioned sources has been defined as a voluntary disclosure. For more details, please see the IROs tables.

[ESRS-2-SBM-3.48b], [S1-SBM-3.13a-ii], [S2-SBM-3.10a-ii], [S3-SBM-3.8a-ii] OMV is aware of its current and anticipated negative impacts, risks, and opportunities related to climate and the environment and takes these very seriously. As a consequence, OMV’s Strategy 2030 places emphasis on transforming into a sustainable, integrated chemicals, fuels and energy company and achieving significant emissions reductions while responding to market and customer needs. In line with this strategic redirection, our business model and core business processes are continuously adapting. There were no identified current or anticipated effects of material IROs on the business model, value chain strategy, or decision-making in 2024, and therefore no changes were made to the strategy and business model. More details about our strategic focus and business model aligned with our sustainability targets can be found in the Strategy, Business Model, and Value Chain section [ESRS 2-SMB-1].Concrete actions we are taking to mitigate negative environmental impacts and risks and seize opportunities are well-aligned with our strategic goals. Read more about our actions related to our material impacts, risks, and opportunities in the respective chapters about Environment, Social, and Governance.

[S1-SBM-3.13a-ii] Our own employees have always been our primary focus, and ensuring safe and conducive working conditions and talent attraction and retention is a continuous part of our People & Culture Strategy. Therefore, all our material impacts, risks, and opportunities related to our own workforce are already embedded in our strategy and business model, and no major changes are foreseeable. Continuous quality maintenance and improvement measures are screened and implemented as needed; however, they do not impact our strategy and business model as such. For more details, please see the IROs table for S1 Own Workforce [S1-SBM-13a-i].

[S2-SBM-3.10a-ii] When it comes to material impacts, risks, and opportunities related to workers in the value chain, we have noticed a need to adapt the associated measures. With the materiality assessment, we identified S2 Workers in the Value Chain as a material topic. We are very aware of all our material impacts, risks, and opportunities and are very focused on addressing them with appropriate measures. However, at this stage the measures will not affect our strategy and business model. For more details, please see the IROs table for S2 Workers in the Value Chain [S2-SBM-10a-i].

[S3-SBM-3.8a-ii] Regarding affected communities, OMV is aware that transparency, trust, and partnership-based relationships with local communities are key to ensuring that we are a responsible and welcomed neighbor wherever we operate. OMV’s strategy is informed by both positive and negative impacts, such as the failure to respect communities’ economic, social, and cultural rights, and respecting civil and political rights. These are reflected in our Code of Conduct and comprehensive approach to human rights, as outlined in our Human Rights Policy Statement. The impacts inform our strategy through the measurement and fulfillment of our targets. For details see the IROs table for S3 Affected Communities [S3-SBM-10a-]. OMV’s strategy in this context is well suited to addressing the identified impacts, risks, and opportunities, with no immediate adjustments planned.

Among our material impacts, risks, and opportunities related to business conduct, one risk requires our heightened attention: geopolitical and economic uncertainty. Given our operations and value chain connections in countries with political instability, we are closely monitoring the situation on the ground to realistically assess business continuity implications. At this stage we do not see a need to change our strategy and/or business model, and we are closely monitoring the impacts, risks, and opportunities.

[ESRS 2-AR.17] The assessment of the impacts, risks and opportunities reflects the complexity of OMV’s value chain, mapped according to the OMV operating model. The potential risk exposure of suppliers, customers, and JV partners is assessed by mapping global ESG risks and the geographies of the supply chain. This ESG risk assessment is conducted using a global risk intelligence external platform, which provides a detailed list of indices grouped as follows: climate and environment, geopolitics, and social factors, including human rights. For details, see Strategy, Business Model, and Value Chain.

The value chain assessment helps OMV understand its geographical concentration and identify key vulnerabilities along the supply chain, leading to the identification of adaptation measures that increase resilience to short-term challenges and megatrends. This holistic approach enables OMV to pinpoint vulnerabilities in the value chain and engage with key suppliers and customers to address potential issues. Detailed mapping of the material impacts, risks, and opportunities within the value chain can be found under each material topic.

[ESRS-2-SBM-3.48c-i] Besides the effects of the impacts, risks, and opportunities on our strategy and business model, the impacts reflect OMV’s inside-out effect on the environment and people. OMV’s material impacts, both negative and positive, significantly affect people and the environment. Due to the nature of OMV’s business, operations impact people and the environment through emissions, spills and pollution, and resource depletion. OMV’s adherence to strict environmental regulations and continuous improvement of safety measures aim to minimize these adverse effects. Future positive impacts in this context are expected to result from OMV’s environmental initiatives, such as reducing GHG emissions and investing in renewable energy, which demonstrate OMV’s commitment to sustainable practices and benefit both the planet and future generations through responsible stewardship. OMV’s commitment to safety, human rights, just and favorable working conditions, and community development positively affects employees, workers in the value chain, and local communities. Continued adherence to and enhancement of OMV’s internal framework in these areas are expected to continuously benefit people in future. More information on the effect of material impacts on people and the environment can be found under each material topic.

[ESRS-2-SBM-3.48c-ii] OMV’s impacts are closely linked to its strategy and business model. As an energy company, OMV’s activities in oil and gas exploration, production, refining, and chemicals result in environmental impacts such as emissions and resource depletion. Conversely, OMV also promotes sustainability, investing in renewable energy and GHG emission reduction initiatives. This dual approach seeks to balance economic growth with environmental stewardship, aligning short-term profitability with long-term responsibility, and positively impacting communities and ecosystems through sustainable transitions. OMV’s commitment to low-carbon operations and achieving net zero emissions by 2050 aims to mitigate negative environmental impacts.

[ESRS-2-SBM-3.48c-iii] The reasonably expected time horizons of OMV’s impacts vary depending on the nature of activities and initiatives. “Short-term” refers to up to one year and includes immediate operational efficiencies, positive environmental effects, and short-term economic contributions to local communities. Medium-term impacts, spanning up to five years, involve more significant shifts such as reductions in carbon emissions, improvements in working conditions, and advancements in renewable energy investments. The effects of strategic shifts toward sustainability and circular economy practices will become more evident in this period. Long-term impacts, with a time horizon longer than five years, focus on achieving net zero emissions by 2050, substantial environmental restoration, and lasting socio-economic benefits through sustainable development practices and technologies. These time frames reflect OMV’s strategic planning and regulatory compliance efforts.

[ESRS-2-SBM-3.48c-iv] OMV may be involved with material impacts through its direct activities and business relationships. Direct activities, such as refining, chemical manufacturing, or extraction, can cause environmental and social impacts like emissions, resource depletion, or labor practice issues. For example, exploration activities might result in pollution. OMV can be linked to impacts through business relationships, such as those with suppliers or partners. If suppliers engage in unethical labor practices or cause environmental harm, OMV is indirectly implicated. Both direct operations and business relationships necessitate careful monitoring and management to mitigate negative impacts and enhance positive contributions. More information on whether OMV is involved with a material impact through its activities or because of its business relationships can be found under each impacts, risks, and opportunities table.

[ESRS-2-SBM-3.48d] The material risks and opportunities identified did not have any material, measurable impact on OMV’s current financial position, financial performance, and cash flows. CAPEX incurred in 2024 for actions to prevent or mitigate these risks or to benefit from these opportunities is included in the tables summarizing the key actions in the respective chapters, including mapping of CAPEX to the respective impacts, risks, and opportunities. Current financial effects of material risks and opportunities for which there is a significant risk of a material adjustment to the carrying amounts of assets within the next annual reporting period, considering the base case scenario used for mid-term planning, are disclosed in the Consolidated Financial Statements, Note 3 – Effects of climate change and the energy transition.

[ESRS-2-SBM-3.48f] The resilience of OMV’s strategy and business model is crucial in addressing material impacts and risks while seizing opportunities. OMV’s strategic framework is designed to be adaptable, enabling the Company to navigate the dynamic and often volatile energy market. By integrating sustainability into its core operations, OMV takes a proactive approach to mitigating environmental risks, such as carbon emissions and resource depletion. The Company’s commitment to achieving net zero emissions by 2050 highlights its long-term vision and dedication to environmental stewardship. Furthermore, OMV employs robust risk management practices to identify and mitigate human rights and operational risks within its supply chain.

This resilience is bolstered by significant investments in renewable energy and technological innovation, positioning OMV to capitalize on emerging opportunities in the sustainable energy sector. By transparently disclosing its strategies and initiatives, OMV reassures stakeholders of its ability to sustain economic growth while maintaining environmental responsibility. The resilience framework that OMV applies to any potential crisis or unpredictable threat follows the same principles of assessment, testing, monitoring, and continuous improvement.

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ESRS SBM-3 E1 – Climate Change Related Material Impacts, Risks, and Opportunities
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[IRO-E1-CC1] GHG emissions from operations, products sold and low energy efficiency in our operations High emissions and significant energy consumption from continued operations and business activities under the current business model	Direct and indirect GHG emissions from operations, products and low energy efficiency contribute to global warming and climate change and negatively impact people and the environment. The impact originates in OMV’s business model and strategy as the release of GHG emissions results from its core activities. OMV is involved with the impact through emissions caused by suppliers, from own operations and from the use of our products.	Short, Mid-, Long-term	I	–	Actual	●	●	●	Code of Conduct GHG Management Framework Environmental Management Standard Controlling of Investment Directive	Covered by ESRS disclosure requirements
[IRO-E1-CC2] Reduction of GHG emissions through the energy transition Supporting society’s shift from a linear to a circular economy by offering diversified products with a lower carbon footprint and gradually moving away from fossil fuels towards a net zero business by 2050	Providing a diversified, less carbon intensive product portfolio leads to an reduction in GHG emissions and thus positively impacts people and the environment. The impact originates from OMV’s strategy through its target of gradually replacing fossil with sustainable feedstock. OMV is involved with the impact through its relationships with suppliers (e.g., sourcing sustainable feedstock), its own operations (e.g., gradually adjusting product portfolio) and its customers (e.g., lower emissions from use of OMV’s products).	Long-term	I	+	Actual and Potential	●	●	●	Code of Conduct Environmental Management Standard GHG Management Framework Controlling of Investment Directive	Covered by ESRS disclosure requirements
[IRO-E1-CC3] Loss of investors’ trust due to inability to implement our Strategy 2030 Inability to implement our strategic roadmap towards climate neutrality with intermediate targets due to regulatory uncertainties and lack of technological advancement required to achieve our transformation (NaDiVeG-allocation: Environmental concerns)	–	Long-term	R			○	●	○	EWRM Code of Conduct	Covered by ESRS disclosure requirements
[IRO-E1-CC4] Reputational benefits from implementing nature-based solutions Reputational benefits from implementing nature-based solutions that capture CO₂ and potentially use it as a resource	–	Long-term	O			○	●	○	EWRM Code of Conduct	Covered by ESRS disclosure requirements
[IRO-E1-CC5] Energy transition and circular technologies Competitive advantage from participating in the clean energy transformation process (NaDiVeG-allocation: Environmental concerns	–	Long-term	O			○	●	○	EWRM Code of Conduct	Covered by ESRS disclosure requirements
[IRO-E1-CC6] Higher costs due to regulatory changes across the value chain Financial implications from implementing new mandatory changes in the value chain, for example limiting the ability to shift to a more sustainable business faster or leading to significant additional costs	–	Mid-term	R			○	●	○	EWRM Code of Conduct	Covered by ESRS disclosure requirements
[IRO-E1-CC7] Competitive advantage and lower costs driven by the renewable energy generation for our own sites Effective management of energy consumption and expansion of renewable energy generation for own electricity consumption, reducing environmental cost of our operations, increasing financial savings through energy efficiency measures, preventing non-compliance with regulatory requirements on energy use, and reducing GHG emissions	–	Long-term	O			○	●	○	EWRM Code of Conduct	Covered by ESRS disclosure requirements
E1: Climate Adaptation (Borealis-Specific) For more details about the Borealis IROs, see the Borealis Group Annual Report 2024 – Group Management Report – Non-Financial Statement
[IRO-E1-CC8] Value chain takes action to adapt to climate change becoming more resilient Ensures the consistent delivery of essential feedstock from upstream to its own operations, as well as the dependable delivery of products in downstream		Mid- and Long term	I	+	Actual	●	●	●	Mergers and Acquisitions Policy	Covered by ESRS disclosure requirements
[IRO-E1-CC9] Available products and solutions that support climate adaptation Borealis provides products and solutions that support climate adaptation, increasing climate resilience for customers and society with products enabling cooling, rainwater management, and more		Short-term	O			○	●	○	EWRM	Covered by ESRS disclosure requirements
[IRO-E1-CC10] Higher feedstock costs Borealis’ suppliers will shift more of their climate change adaptation costs onto Borealis		Long-term	R			○	●	○	EWRM	Covered by ESRS disclosure requirements

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ESRS SBM-3 E2 – Pollution Related Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[E2-P-IRO-1] Impact of non-GHG emissions along the value chain Non-GHG emissions to air from suppliers, from our own operations, and from the use of OMV’s products, negatively impacting air quality and consequently human and environmental health	Pollution of air from non-GHG emissions leads to reduction of air quality and negatively impacts people and the environment. The impact originates in OMV’s business model and strategy, as non-GHG emissions result from OMV’s core activities. OMV is involved with the impact through emissions caused by suppliers, from own operations and from the use of our products.	Short-term	I	–	Actual	●	●	●	Code of Conduct Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E2-P-IRO-2] Reduction of non-GHG emissions through the energy transition Reduced non-GHG emissions from the energy transition, based on new businesses causing little to no air pollution (NaDiVeG-allocation: Environmental concerns)		Long-term	O			○	●	○	Code of Conduct Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E2-P-IRO-3] Reduction of water and soil pollution by suppliers and business partners Reduced water and soil pollution in our supply chain through OMV’s active engagement with suppliers and business partners, leading to a positive impact on the environment	Engagement processes with suppliers and business partners and related audits improve pollution performance and lead to positive impact on people and environment. The impact is connected to OMV’s business model through internal regulations regarding business standards. OMV is involved with the impact through its business relationships with suppliers and business partners.	Long-term	I	+	Actual	●	○	●	Code of Conduct Spills Preparedness and Response Planning Standard Environmental Management Standard	Covered by ESRS disclosure requirements
[E2-P-IRO-4] Water pollution from routine operations Water pollution from our own operations or suppliers’ activities, such as drill cuttings, drill fluids, or processed water discharge, or triggered by deviations from environmental compliance rules in the downstream value chain	Pollution of water compromises water quality and negatively impacts people and the environment. The impact originates in OMV’s business model, as the risk of pollution is inherent to our operations when prevention measures are not consistently followed. OMV is involved with the impact through own operations (e.g., discharge water, incident prevention) as well as suppliers, contractors or downstream services (e.g., drill cuttings, drill fluids).	Short-term, Mid-term	I	–	Actual	●	●	●	Code of Conduct Spills Preparedness and Response Planning Standard Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E2-P-IRO-5] Water pollution from operations Water pollution due to asset integrity failure at our onshore operations, leading to environmental and social consequences, costly remediation, and reputational damage (NaDiVeG-allocation: Environmental concerns)		Short-term	R			○	●	○	EWRM Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E2-P-IRO-6] Impacts of incidents on soil pollution Inability to prevent incidents resulting in soil pollution by suppliers or within our own operations, both from routine and non-routine operations	Incidents during operations lead to soil pollution, which negatively impacts people and the environment. The impact originates in OMV’s business model as the risk of incidents is inherent to our operations, when prevention measures are not consistently followed. OMV is involved with the impact through its own operations and its business relationships with suppliers.	Short-term, Mid-term	I	–	Actual	●	●	○	Code of Conduct Spills Preparedness and Response Planning Standard Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E2-P-IRO-7] Pollution from plastic waste and pellets Pollution due to inadequate handling of plastic waste, including the failure to properly collect, sort, and dispose of plastic waste, including pellet spills during transport and littering by users after the use phase	Pollution from plastic waste negatively impacts people and the environment. The impact is connected with OMV’s business model (Chemical segment.) OMV is involved with the impact through its downstream business relationships and customers.	Short-term, Mid-term, Long-term	I	–	Actual	○	○	●	Code of conduct Environmental Management Standard Responsible Care Policy	Covered by ESRS disclosure requirements and company specific disclosures
[E2-P-IRO-8] Positive impact from transition to new, cleaner energy sources Reduction of air pollution compared to fossil sources (e.g. , hydrogen, geothermal) from the transition to new, clean energy sources	Use of cleaner energy sources leads to reduction of air pollution and to positive impact on people and environment. The impact originates in OMV’s strategy to source energy used in operations from cleaner energy sources. OMV is involved with the impact through its energy consumed for its business activities.	Long-term	I	+	Potential	○	●	○	Code of conduct Environmental Management Standard	Covered by ESRS disclosure requirements

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ESRS SBM-3 Entity-Specific – Process safety Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[E2-PS-IRO-1] Pollution from spills Process safety incidents, leading to spills, property damage and pollution in the vicinity of our operations	Process safety incidences negatively impacts people and the environment. The impact originates in OMV’s business model, which is exposed to spills if regulations on process safety and incident prevention are not consistently applied. Incidences may have financial and reputational consequences. OMV is involved with the impact through the safety performance in its own operations.	Short-term	I	–	Actual	○	●	○	Process Safety Management Standard HSSE directive HSSE Risk Management Contractor HSSE Management Management of Hazardous Substances Personnel Transportation, Investigation, and Classification of Incident Standard	Covered by entity-specific disclosure requirements

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ESRS SBM-3 E3 – Water and Marine Resources Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[E3-W-IRO-1] Use of water from water stressed areas Freshwater withdrawals for products and/or services in water-stressed areas, leading to regional implications on the availability of water for nature and local communities	The use of water from stressed areas negatively impacts people (availability of water) and the environment. The impact originates in OMV’s business model and strategy through its dependency on water for its core activities. OMV is involved with the impact through its core activities and related business relationships with suppliers.	Short Term	I	–	Actual	●	●	○	Code of Conduct Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E3-W-IRO-2] Endangering of water resources Negative effect on water resources due to inadequate wastewater practices and water pollution	Reduction of water quality and negatively impact people and the environment. The impact originates in OMV’s business model as water quality is compromised during operations, when pollution prevention measures and wastewater practices are not consistently applied. OMV is involved with the impact through its core activities.	Mid-Term	I	–	Actual	○	●	○	Code of Conduct Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E3-W-IRO-3] Impact of water availability on operations Operational disruptions due to insufficient water availability, resulting from inadequate assessment of water-related constraints, such as baseline water stress, groundwater stress, and seasonal variability (NaDiVeG-allocation: Environmental concerns)		Long-term	R			○	●	○	Code of Conduct Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures

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ESRS SBM-3 E4 – Biodiversity and Ecosystems Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[E4-BE-IRO-1] Biodiversity and ecosystems impact Impacts on biodiversity, ecosystems, and ecosystem services from various impact drivers, including GHG emissions, land use change, water and other resource use, release of pollutants, spills, introduction of invasive species, and disturbances (NaDiVeG-allocation: Environmental concerns	Negative impacts on biodiversity and ecosystems affect people and the environment. The impact originates in OMV’s core business as activities impact biodiversity and ecosystems directly. OMV is involved with the impact through its core activities and business relationships with suppliers and contractors as well as customers through the use of its products.	Mid-term, Long-term	I	–	Potential	●	●	●	Code of Conduct Environmental Management Standard	Covered by ESRS disclosure requirements

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ESRS SBM-3 E5 – Resource Use and Circular Economy Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[E5-CE-IRO-1] Substitution of fossil inputs Positive effects on nature and society through sustainable products and business practices implemented within our own operation and value chain	The use of sustainable instead of fossil inputs saves resources and reduces emissions, thereby positively impacting people and the environment. The impact originates from OMV’s strategy through its target of gradually replacing fossil with sustainable feedstock. By procuring, processing and selling sustainable products. OMV is involved with the impact through its activities and related business relationships with suppliers and customers.	Mid-term	I	+	Actual	●	●	●	Code of Conduct Environmental Management Standard Renewables Sustainability Management Requirements	Covered by ESRS disclosure requirements
[E5-CE-IRO-2] Environmental impacts from competition for sustainable inputs Environmental and social effects from growing demand for alternative feedstock, including land use change, nature and forest degradation, or human rights violations	Increasing demand for biobased feedstock negatively impacts people and the environment. The impact originates from OMV’s strategy through its target of gradually replacing fossil with sustainable feedstock. OMV is involved with the impact through its business relationships with customers, as sustainable products become scarce.	Long-term	I	–	Actual	○	○	●	Code of Conduct Environmental Management Standard Renewables Sustainability Management Requirements	Covered by ESRS disclosure requirements
[E5-CE-IRO-3] Use of primary fossil–based resources Procurement and use of primary fossil-based resources, generating a negative impact on the environment	Procurement and use of primary fossil-based resources (vs. sustainable feedstock) contributes to emissions which negatively impact people and the environment. The impact originates in OMV’s strategy and business model as core activities involve the use of primary fossil-based resources. OMV is involved with the impact through its business relationships with suppliers, from who fossil feedstock is procured.	Mid-term	I	–	Actual	●	○	○	Code of Conduct Environmental Management Standard Renewables Sustainability Management Requirements	Covered by ESRS disclosure requirements
[E5-CE-IRO-4] Reduction of emissions from using captured carbon Reducing emissions by utilizing captured carbon as a valuable input for energy solutions and industrial processes (NaDiVeG-allocation: Environmental concerns)		Long-term	O			○	●	○	EWRM	Covered by ESRS disclosure requirements
[E5-CE-IRO-5] Circular economy best practices Achieving cost efficiencies through best practices related to circularity and resource efficiency (NaDiVeG-allocation: Environmental concerns)		Long-term	O			○	●	○	EWRM	Covered by ESRS disclosure requirements
[E5-CE-IRO-6] Reduction of emissions due to sustainable products Lower emissions from sustainable products made from renewable inputs or recycled plastic waste	The use of sustainable instead of fossil inputs may save resources and reduces emissions, thereby positively impacting people and the environment. The potential impact originates from OMV’s strategy through its target of gradually replacing fossil with sustainable feedstock. OMV is involved with the impact through its activities of producing sustainable products.	Long-term	I	+	Potential	○	●	○	Environmental Management Standard	Covered by ESRS disclosure requirements
[E5-CE-IRO-7] Improper waste management Negative impact on environment and nearby communities from improper waste disposal from our operations or supply chain	Inappropriately disposed waste negatively impacts people and the environment. The impact is connected to OMV’s business model, as operations generate waste that requires disposal. OMV is involved with the impact through own operations and business relationships with suppliers.	Short-term	I	–	Actual	●	●	○	Environmental Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[E5-CE-IRO-8] Use of waste materials and waste management Increasing the reuse of waste materials from operations, reducing waste leakages in operations, waste management, and process optimization to minimize waste residue	Minimization of waste residue reduces emissions and pollution, thereby positively impacting people and the environment. The impact originates from OMV’s strategy, with energy efficiency and decarbonization targets being pursued. OMV is involved with the impact through its activities of reducing waste leakages, improving waste management or reusing waste materials.	Short-term, Mid-term	I	+	Actual	○	●	○	Environmental Management Code of Conduct	Covered by ESRS disclosure requirements and company specific disclosures

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ESRS SBM-3 S1 – Human Rights Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iii] [SBM-3.48c-iv] [SBM-3.48h]
Description	Further details	Time Horizon				Value Chain
[S1-HR-IRO-1] Inadequate application of human rights standards Inadequate application of human rights standards could negatively impact our workforce’s rights. This includes inaccessible grievance mechanisms, disregard for freedom of association where legislation prohibits formal employee representation, and failure to address the economic and social consequences of staff release. Insufficient identification and resolution of human rights impacts that also increase the risks of forced labor, right to privacy or human trafficking. (NaDiVeG-allocation: Respect for human rights concerns)	Human rights violations negatively impact people and lead to less engagement and productivity. The impact is connected to OMV’s strategy through reputational damages and loss of talent attraction and retention as a consequence of human rights violations. OMV is involved with the impact through its activities in form of initiatives and feedback mechanisms or regulations and procedures to protect the rights and interests of people.	Short-term Mid-term	I	–	Actual and potential	○	●	○	Human Rights Policy Statement Code of Conduct	Covered by ESRS disclosure requirements and company specific disclosures

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ESRS SBM-3 S1 – Health and Safety Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[S1-HSW-IRO-1] Inadequate occupational safety & health management Complex shift and rotation patterns, project-related pressures, and challenges in accessing grievance mechanisms can negatively impact workers’ health (NaDiVeG-allocation: Employees and social concerns)	Failure to establish proper safety and health standards negatively impacts people. The impact is connected to OMV’s strategy through reputational damages and loss of talent attraction and retention as a consequence of inadequate occupational safety & health management. OMV is involved with the impact through its activities in form of internal regulations and standards (e.g., on rest time, training hours), grievance mechanism or occupational health initiatives,	Short-term	I	–	Actual and potential	○	●	○	Code of Conduct Human Rights Policy Statement HSSE Directive Health Care Standard Reporting, Investigation, and Classification of Incidents Standard Occupational Safety Management Standard	Covered by ESRS disclosure requirements

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ESRS SBM-3 S1 – Own Workforce Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[S1-OW-IRO-1] Just and favorable working condition Increased employee satisfaction, productivity, and health by ensuring just and favorable working conditions, promoting work-life balance and health and safety, increasing opportunities for the employees that represents a minority share (NaDiVeG-allocation: Employees and social concerns)	The impact leads to increased employee retention and engagement, as well as talent attraction. The impact is connected to OMV’s strategy as building and retaining skilled and engaged employees is considered a key factor of its success. OMV is involved with the impact through its activities in form of initiatives and feedback mechanisms, training programs and internal communication channels (intranet)	Short-term, Mid term	I	+	Actual and Potential	○	●	○	Code of Conduct Human Rights Policy Human Resources Directive	Covered by ESRS disclosure requirements
[S1-OW-IRO-2] Equal treatment and opportunities for all Increased employee satisfaction, productivity, and health through a comprehensive and inclusive workforce strategy.	The impact leads to increased employee retention and engagement, as well as talent attraction. The impact is connected to OMV’s strategy as building and retaining skilled and engaged employees is considered a key factor of its success. OMV is involved with the impact through its activities in form of initiatives and processes (e.g., talent management, development conversations) or training programs.	Mid-term	I	+	Actual	○	●	○	People & Culture Ethics Policy on Non-Discrimination Human Resources Directive Code of Conduct Human rights policy Statement	Covered by ESRS disclosure requirements and company specific disclosures
[S1-OW-IRO-3] Attraction of talents and trained staff Competitive advantage, talent attraction and retention resulting from training opportunities for our staff. (NaDiVeG-allocation: Employees and social concerns)	The opportunity is connected to OMV’s strategy as attraction and retention of skilled employees is considered a key factor of its success.	Mid-term	O			○	●	○	EWRM Human Resources Directive	Covered by ESRS disclosure requirements
[S1-OW-IRO-4] Inefficient reskilling and training Inability to successfully execute our strategy and comply with legal requirements due to insufficient training (NaDiVeG-allocation: Employees and social concerns)	The risk is connected to OMV’s strategy as insufficiently trained staff might jeopardize its successful implementation.	Long Term	R			○	●	○	EWRM	Covered by ESRS disclosure requirements

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ESRS SBM-3 S2 – Workers in the Value Chain Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[S2-WV-IRO-1] Inadequate application of human rights principles Failure to ensure adequate health and safety conditions or to provide accessible grievance channels or other mechanisms to address factors causing discrimination and harassment for workers in the value chain (NaDiVeG allocation: respect for human rights concerns)	Human rights violations in the value chain may negatively impact people and lead to less engagement and productivity. The potential impact is connected to OMV’s strategy, as Human Rights violations might lead to loss of skilled workers and reputation, which are critical factors for strategy implementation. OMV is involved with the impact through its business relationships with suppliers and contractors in the upstream and downstream value chain.	Short-term	I	–	Potential	●	○	●	Code of Conduct Human Rights Policy Statement HSSE Directive Contractor HSSE Management Standard	Covered by ESRS disclosure requirements and company specific disclosures
[S2-WV-IRO-2] Active business partners engagement on safety Ensuring safe handling of OMV’s products and services, leading to a safe and healthy environment. (NaDiVeG-allocation: Respect for human rights, and social concerns)	Engagement processes on safety aspects of products and services may lead to positive impact on people and environment. The potential impact is connected to OMV’s business model, as product safety founds the basis for sustainable business operations. OMV is involved with the impact through its business relationships in the downstream value chain.	Mid-term	I	+	Potential	○	○	●	Code of Conduct Human Rights Policy Statement HSSE Directive Contractor HSSE Management Standard	Covered by ESRS disclosure requirements
[S2-WV-IRO-3] Strong human rights principles along the value chain Promotion and protection of human rights across the supply chain through supplier engagement and customer excellence.	Strong Human Rights principles along the value chain positively impact working conditions, skills and people engagement. The impact is connected to OMV’s strategy as positive working conditions support attraction and retention of skilled value chain workers, which are critical factors for strategy implementation. OMV is involved with the impact through its business relationships with suppliers and contractors in the upstream and downstream value chain.	Short-term	I	+	Actual	●	○	●	Code of Conduct Human Rights Policy Statement Corporate Procurement Directive	Covered by ESRS disclosure requirements and company specific disclosures
[S2-WV-IRO-4] Potential reputational erosion related to unequal treatment Risk of reputational erosion caused by unequal treatment and opportunities for workers in the value chain. (NaDiVeG-allocation: Respect for human rights concerns)	The risk is connected to OMV’s strategy as reputational erosion might lead to a loss of skilled vale chain workers, which might jeopardize successful strategy implementation.	Short-term	R			○	●	○	Code of Conduct Human Rights Policy Statement	Covered by ESRS disclosure requirements and company specific disclosures
[S2-WV-IRO-5] Loss of skilled employees Loss of skilled employees and decreasing quality of work carried out by suppliers and contractors, resulting from unequal rights and opportunities. (NaDiVeG-allocation: Respect for human rights, employees and social concerns)	The risk is connected to OMV’s strategy as to a loss of skilled vale chain workers might jeopardize its successful implementation.	Short-term	R			○	●	○	Code of Conduct Human Rights Policy Statement	Covered by ESRS disclosure requirements
[S2-WV-IRO-6] Competitive advantage Competitive advantage from applying OMV’s social principles and promoting them to workers in the value chain. (NaDiVeG-allocation: Respect for human rights, employees and social concerns)	The opportunity is connected to OMV’s strategy as the application of OMV’s social principles might contribute to increased workers satisfaction and productivity, thus enabling strategy implementation.	Short-term	O			○	●	○	Code of Conduct Human Rights Policy Statement	Covered by ESRS disclosure requirements
[S2-WV-IRO-7] Access to skilled personnel across the value chain Enhanced profitability through access to skilled workforce across the value chain. (NaDiVeG-allocation: Respect for human rights, employees and social concerns)	The opportunity is connected to OMV’s strategy as access to skilled personnel across the value chain is a key factor its successful implementation	Short-, and Mid-term	O			○	●	○	Code of Conduct Human Rights Policy Statement	Covered by ESRS disclosure requirements
[S2-WV-IRO-8] Just Transition for the workers in the value chain OMV contributes to promoting a Just Transition by implementing timely measures that aim to develop workers’ skills and improve their employability in other sectors. (NaDiVeG-allocation: Respect for human rights, employees and social concerns	The opportunity is connected to OMV’s strategy through supporting industries required for OMV’s transition to a sustainable business model through timely reskilling of value chain workers.	Mid-term	O			○	●	○	Code of Conduct Human Rights Policy Statement	Covered by ESRS disclosure requirements

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ESRS SBM-3 S3 – Affected Communities’ Rights Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[S3-AC-IRO-1] Failure to respect communities’ economic, social, and cultural rights Failure to respect, protect and fulfill economic, social, political, civil, and cultural rights or to ensure community consultation, compensation and reparation related to the supply chain or own operations, with effects from process safety incidents or dust and noise disturbance of surrounding communities from construction and transport. (NaDiVeG-allocation: Respect for human rights, and social concerns)	Failure to address communities’ rights, establish a respect- and trustful relationship and find mutually acceptable solutions negatively impacts people and the environment. The impact is connected to OMV’s strategy as trustful relationships with local communities support in creating a conducive operating environment and avoiding reputational damages. OMV is involved with the impact through its business relationships with local communities.	Short-and Mid-term	I	–	Actual and potential	●	●	○	Human Rights Policy Statement Code of Conduct Sustainability Directive	Covered by ESRS disclosure requirements and company specific disclosures
[S3-AC-IRO-2] Inability to avoid involuntary resettlement Inability to avoid involuntary resettlement, leading to negative effects on economic, social, or cultural well-being of the right holders in the affected communities (NaDiVeG-allocation: Respect for human rights, and social concerns)	Involuntary resettlement and the failure to find mutually acceptable solutions and establish a respect- and trustful relationship may negatively impact people. The potential impact is connected to OMV’s strategy as trustful relationships with local communities support in creating a conducive operating environment and avoiding reputational damages. OMV is involved with the impact through its business relationships with local communities.	Long-term	I	–	Potential	●	●	○	Code of Conduct Human Rights Policy Statement Sustainability Directive	Covered by ESRS disclosure requirements and company specific disclosures
[S3-AC-IRO-3] Business opportunities for local communities Supporting local employment and business development through OMV business initiatives, leading to tangible positive results for local communities	Supporting local community development leads to a respect- and trustful relationship and positively impacts people. The impact is connected to OMV’s strategy as trustful relationships with local communities support in creating a conducive operating environment. OMV is involved with the impact through its business relationships with local communities.	Short- and Mid-term	I	+	Actual and potential	●	●	○	Code of Conduct Human Rights Policy Statement Sustainability Directive	Covered by ESRS disclosure requirements and company specific disclosures
[S3-AC-IRO-4] Communities’ civil and political rights Respecting the right to protest and possibility for expression of opinion are encouraged and promoted, while no-lethal-weapons policy and graduated force response model are implemented	Respecting communities’ civil and political rights leads to leads a respect- and trustful relationship positively impacts people. The impact is connected to OMV’s strategy as trustful relationships with local communities support in creating a conducive operating environment. OMV is involved with the impact through its business relationships with local communities.	Short-term	I	+	Actual	●	●	○	Code of Conduct Human Rights Policy Statement Sustainability Directive	Covered by ESRS disclosure requirements and company specific disclosures
[S3-AC-IRO-5] Disturbance of cultural heritage Potential disturbance of cultural heritage sites of indigenous people and other communities as a result of business development could have an adverse impact on the preservation of local cultural heritage and its tangible and intangible values (e.g., damage, interference, restriction of access) (NaDiVeG-allocation: Respect for human rights, employees and social concerns)	Disturbance of cultural heritage may harm the establishment of respect- and trustful relationships and negatively impact people. The potential impact is connected to OMV’s strategy as trustful relationships with local communities support in creating a conducive operating environment and avoiding reputational damages. OMV is involved with the impact through its business relationships with local communities.	Mid-term	I	+	Potential	●	○	○	Code of Conduct Human Rights Policy Statement Sustainability Directive	Covered by ESRS disclosure requirements and company specific disclosures
[S3-AC-IRO-6] Limited employment opportunities Failure to provide employment opportunities to local communities due to inability to identify or acquire the skills needed can lead to unaffordable housing, inadequate transportation options, or inaccessible work.	Limited employment opportunities or community development negatively impacts people. The impact is connected to OMV’s strategy as promoting local community development and providing employment opportunities support in creating a conducive operating environment. OMV is involved with the impact through its business relationships with local communities.	Short- and Mid-term	I	–	Actual	●	●	○	Code of Conduct Human Rights Policy Statement Sustainability Directive	Covered by ESRS disclosure requirements and company specific disclosures

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ESRS SBM-3 G1 – Business Conduct Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[G1-BE-IRO-1] Integrity, ethical and transparent business Positive workplace environment from fostering integrity, ethical practices, and transparency within the business environment (NaDiVeG-allocation: Corruption prevention concerns)		Mid-term	O			○	●	○	Code of Conduct Ethics & Integrity Policy	Covered by ESRS disclosure requirements
[G1-BE-IRO-2] Protection of whistleblowers Promotion of integrity, ethical and transparent business environment through secure, accessible whistleblowing	Mechanism for protection of whistleblowers helps to identify, report, investigate and prevent illegal or unethical practices affecting people and environment. This impact is connected to OMV’s business model and strategy by ensuring integrity and transparency as a fundamental basis for sustainable business activities. OMV is involved with the impact through business relations and activities including protection against any form of retaliation within OMV.	Short-term	I	+	Actual	○	●	○	Code of Business Ethics Whistleblowing Directive	Covered by ESRS disclosure requirements
[G1-BE-IRO-3] Corporate culture Through its corporate culture, OMV remains a strong employer in the sector, promoting a compliant and ethical corporate culture as well as fostering a positive working environment and employment opportunities.	Strong Corporate Culture positively impacts people, leading to increased employee retention and engagement, as well as talent attraction. The impact is connected to OMV’s strategy as building and retaining talented and skilled employees is considered a key enabler for its success. OMV is involved with the impact through its activities in form of initiatives and feedback mechanisms, training programs and internal communication channels (intranet).	Mid-term	I	+	Actual and potential	○	●	○	Code of Conduct Code of Business Ethics Ethics & Integrity Policy	Covered by ESRS disclosure requirements
G1: Business Conduct \| Corruption & Bribery (Borealis-specific) For more details about the Borealis IROs, see the Borealis Group Annual Report 2024 – Group Management Report – Non-Financial Statement
Incidents of corruption and bribery caused by upstream and downstream value chain Hinders economic development, undermines institutions, rule of law is dysfunctional, society has no trust in its governments and institutions, increasing social inequality, social and economic instability, and rising hardship	Incidents of corruption and bribery may lead to negative impact on people and the environment due to increased violations of legitimate business practices. The potential impact is connected to Borealis’ strategy through potential decrease in reputation. Borealis is involved with the impact through business relations with suppliers and activities in form of supplier prequalification process, investigation of potential Mid-term I – Potential Y N Y Borealis Ethics Policy for Business Partners infringements, due diligence process incl. screening business partners against sanctions, watchlists, and adverse media.	Mid-term	I	–	Potential	●	○	●	Borealis Ethics Policy for Business Partners	Covered by ESRS disclosure requirements
A solid anti-corruption and anti-bribery culture, along with legal enforcement, is in place Foster society’s trust in its institution, social justice, fair distribution of wealth, economic and social welfare	Promoting anti-corruption and anti-bribery culture may positively impact people and environment by upholding legitimate business practices. The potential impact is connected to Borealis’ strategy through maintaining the company’s reputation. Borealis is involved with the impact through business relations with suppliers and activities such as specific anti-corruption and anti-bribery e-learnings and trainings, contract provisions certifications and monitoring.	Mid-term	I	+	Potential	●	○	○	Borealis Ethics Policy for Business Partners	Covered by ESRS disclosure requirements
A strong applied ethics culture with clear policies, processes, and effective tools in place Mitigation of corruption and bribery risks, strengthening Borealis’ reputation, increasing supplier and employee confidence in handling unethical offers, enhancing legal compliance, avoiding financial and reputational damage, and fostering trustful relationships with business partners		Short-term	O			○	●	○	Borealis Ethics Policy	Covered by ESRS disclosure requirements

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ESRS SBM-3 G1 – Business conduct – Supplier Relationship Material Impacts, Risks And Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[G1-SR-IRO-1] High business standard Ethical and transparent business environment fostered by strong internal regulations regarding business standards, benefiting both people and the environment.	Supply chain engagement processes (e.g. CoC, General Purchase Conditions, ESG Audits, CGMs) lead to positive impact on people and environment. The impact is connected to OMV’s business model through internal regulations regarding business standard. OMV is involved with the impact through its business relationships with suppliers.	Mid-Term	I	+	Actual	●	○	○	Corporate Procurement Directive Purchase to Pay Standard	Covered by ESRS disclosure requirements and company specific disclosures
[G1-SR-IRO-2] Sustainability awareness building with suppliers Engagement with suppliers/business partners to establish and, develop a good corporate culture while continuously promoting it across the business partners	ESG supplier assessments lead to positive impact on corporate culture in the supply chain. Potentially they can lead to improvement of working conditions/quality of live for workers in the supply chain in countries with lower standards than in AUT/EU. The impact is connected to OMV’s business model and strategy through engagement with suppliers. OMV is involved with the impact through its business relationships with suppliers.	Mid-Term	I	+	Actual and Potential	●	○	○	Corporate Procurement Directive Purchase to Pay Standard	Covered by ESRS disclosure requirements and company specific disclosures
[G1-SR-IRO-3] Dependence and economic instability of business partners Economic instability of business partners due to strong dependence on OMV payments (NaDiVeG-allocation: Social concerns)	Potential negative impact due to late payments may lead to dependence and subsequent economic instability of suppliers and contractors. The impact is connected to OMV’s business model and strategy through engagement with suppliers. OMV is involved with the impact through its business relationships with suppliers.	Short-term	I	–	Actual	●	○	○	Corporate Procurement Directive Purchase to Pay Standard	Covered by ESRS disclosure requirements and company specific disclosures

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ESRS SBM-3 Entity-Specific – Cybersecurity Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[G1-CS-IRO-1] Potential advanced cyberattack An advanced cyberattack targets the IT/OT convergence systems, causing malfunctions and disruption in essential plant process control systems. This may result in incorrect information about production process parameters and, in a chain reaction, could lead to physical accidents with an environmental impact such as fires, gas leaks, or oil spills. Depending on the underlying intrusive software, the attack vector could also affect systems hosting data under confidentiality and privacy classification, resulting in a data leakage scenario. (NaDiVeG-allocation: Environmental, employees and social concerns)	Disruption of essential plant process control systems may have a negative impact on people and the environment.	Short-term	I	–	Potential	●	●	○	IT/OT Security Directive Data Protection Policy	Covered by entity-specific disclosure requirements
[G1-CS-IRO-2] Mature information security management system A mature information security management system enhances the security of personal information and protects the right to privacy.	Protection of personal data and privacy rights by operating mature systems may positively impacts people. The potential impact is connected to OMV’s business model and strategy through internal regulations on data governance. OMV is involved with the impact through its activities which involve holding personal data of employees, customers and stakeholders	Short-term	I	+	Potential	○	●	●	IT/OT Security Directive Data Protection Policy	Covered by entity-specific disclosure requirements

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ESRS SBM-3 Entity-Specific – Economic Impact Material Impacts, Risks and Opportunities resulting from OMV Materiality Assessment 2024
[SBM-3.48a]	[SBM-3.48c-i] [SBM-3.48c-ii] [SBM-3.48c-iv]	[SBM-3.48c-iii]	IRO	–/+	Actual/ Potential	US	OO	DS	Relevant Policies	Type of disclosure
[SBM-3.48a] [SBM-3.48c-i, 48c-ii, 48c-iii, 48c-iv] [SBM-3-48h]
Description	Further details	Time Horizon				Value Chain
[G1-EI-IRO-1] Upside potential from OMV’s contribution to local economy New business opportunities potentially driven by OMV’s active contribution to the local economy.		Short-term	O			○	●	●	Taxes Directive	Covered by entity-specific disclosure requirements
[G1-EI-IRO-2] Positive contribution to local economy Positive impact on community investments due to OMV’s contribution to the local economy	Investments into community development strengthen local economies and positively impact people. The impact is connected to OMV’s strategy as a just division of economic value supports sustainable business relationships which facilitate strategy implementation. OMV is involved with the impact through its community investment programs as well as its business relationships with local suppliers.	Mid-term	I	+	Actual and potential	●	●	○	Taxes Directive	Covered by entity-specific disclosure requirements
[G1-EI-IRO-3] Lower contribution to communities Lower contributions to communities resulting from reduced payment of local taxes and royalties in times of economic downturns (NaDiVeG-allocation: Employees and social concerns)	Lower community income may lead to reduced public services and community development and therefore negatively impact people and the environment. The potential impact is connected to OMV’s business model that might be exposed to economic downturns. OMV is involved with the impact through its activities, including payment of taxes, royalties and duties.	Mid-term	I	–	Potential	○	●	○	Taxes Directive	Covered by entity-specific disclosure requirements
[G1-EI-IRO-4] Geopolitical and economic uncertainty Higher taxes due to geopolitical and economic uncertainty, along with regulatory changes		Short-term	R			○	●	○	Enterprise-Wide Risk Management	Covered by entity-specific disclosure requirements
[G1-EI-IRO-5] Reputation loss due to lower economic value distribution OMV missing opportunities and reputation erosion due to lower contribution to communities and investors (e.g., reduced payment to local budgets)		Short-term	R			○	●	○	Enterprise-Wide Risk Management	Covered by entity-specific disclosure requirements

CAPEX

Capital expenditure

GHG

Greenhouse gas

SBM-3 Material Impacts, Risks, and Opportunities and Their Interaction With the Strategy and Business Model

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SBM-3 Material Impacts, Risks, and Opportunities and Their Interaction With the Strategy and Business Model

E1 – Climate Change Related Material Impacts, Risks, and Opportunities Resulting from OMV Materiality Assessment 2024

E2 – Pollution Related Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

Entity-Specific: Process safety Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

E3 – Water and Marine Resources Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

E4 – Biodiversity and Ecosystems Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

E5 – Resource Use and Circular Economy Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

S1 – Human Rights Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

S1 – Health and Safety Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

S1 – Own Workforce Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

S2 – Workers in the Value Chain Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

S3 – Affected Communities’ Rights Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

G1 – Business Conduct Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

G1 – Business conduct – Supplier Relationship Material Impacts, Risks And Opportunities Resulting from OMV Materiality Assessment 2024

Entity-specific: Cybersecurity Material Impacts, Risks and Opportunities Resulting from OMV Materiality Assessment 2024

Entity-Specific: Economic Impact Material Impacts, Risks and Opportunities resulting from OMV Materiality Assessment 2024

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Results

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