SBM-2 Interests and Views of Stakeholders

[ESRS-2-SBM-2.45; 2.45a-i-45a ii; 45a-iv] OMV is committed to proactive stakeholder engagement. The purpose of OMV’s stakeholder engagement is to foster mutual respect, transparency, and open dialogue with various stakeholders. This approach helps OMV identify and manage relationships with individuals, groups, or organizations that might be affected by our activities or have an impact on our business. By engaging with stakeholders, OMV can address concerns, share information, and build strong, collaborative relationships. OMV’s key stakeholders, how the engagement takes place for each category of stakeholders, and the specific topics of the stakeholder engagement are shown in the table below.

[ESRS-2-SBM-2.45a-iii] OMV’s stakeholder engagement is organized around identifying and managing relationships with various stakeholder groups that might be affected by its activities or have an impact on its business. Key aspects of our approach are:

• Stakeholder identification: OMV identifies stakeholders such as capital market participants, customers, employees, government authorities, industry associations, local communities, media, NGOs/NPOs, peer companies, scientific institutions, and suppliers.
• Engagement channels: OMV uses various channels to engage with stakeholders, including regular reports, presentations, roadshows, townhall events, internal newsletters, press releases, conferences, direct meetings, and social projects.
• Key topics and concerns: OMV addresses topics and concerns raised by stakeholders, such as company performance, regulatory frameworks, social and environmental impacts, and industry standards.
• Transparency and dialogue: OMV promotes mutual respect, transparent behavior, and open dialogue as the foundation for good relationships with stakeholders.
• The OMV management team recognizes its fundamental responsibility to represent and promote shareholder interests and understands its accountability for the Company’s performance and actions. This accountability is achieved through dialogue with shareholders and potential investors, which in 2024 included the attendance of top management and the Investor Relations team at conferences and analyst and investor calls that aimed to maintain an active presence in both local and international capital markets. Additionally, top management participated in conferences and meetings with investment fund representatives to regularly update investors and analysts on quarterly operational and financial performance, strategy execution, and plans. Maintaining a dialogue with trade unions is crucial for our Company’s social harmony. The OMV Executive Board and senior management continue to work constructively with employee representatives and in dialogue with trade unions to develop shared approaches, and this remains a key element in OMV’s decision-making process. We also actively engage in meetings and discussions with NGOs to ensure we address broader societal concerns.

In addition, a comprehensive consultation process with both external and internal stakeholders is conducted by OMV at least every three years for the materiality assessment. This process, run by Group Sustainability, is designed to gather feedback on our material topics and, where necessary, establish new sustainability priorities.

[ESRS-2-SBM-2.45a-v] The outcome of stakeholder engagement is taken into account by integrating it into OMV decision-making processes in several ways. For example, we address investors’ concerns on ESG issues through one-on-one conversations, group meetings, participation in external events, and active involvement with key stakeholders, working groups, and partnerships. Stakeholder feedback is also taken into account when performing the materiality assessment to identify and prioritize the most relevant issues based on stakeholder input, and we transparently report on how stakeholder feedback has influenced our decisions and actions in our sustainability reporting. Feedback from stakeholders is also considered when developing or updating OMV’s strategies and policies. This is especially relevant for the engagement between employees and Executive Board members occurring quarterly and through additional ad hoc events addressing internal stakeholder concerns and expectations. Stakeholder feedback is also used to continuously improve our performance, particularly in areas like environmental impact, social responsibility, and governance, for example through regular engagement meetings with environmental NGOs, conducting environmental and social impact assessments for new projects, and engaging with our local community via our social investment projects or concerns raised via Community Grievance Mechanisms.

[ESRS-2-SBM-2.45b] During our materiality assessment process, our key stakeholders were identified with the purpose of understanding their interests and views. Ten different key stakeholder groups were consulted during the materiality assessment by using online questionnaires. These groups included employees, customers, suppliers, contractors, business partners, capital market participants, NGOs, authorities, communities, associations, networks, media, and science and research organizations. With this engagement, OMV wanted to ensure that the topics most relevant to both OMV and its stakeholders are identified and prioritized. The questionnaire sent to stakeholders contained the list of key topics OMV had identified during its materiality assessment. Stakeholders were requested to rate those topics depending on their views and interests. Feedback was received from more than 900 stakeholders. The views and interests of the stakeholders expressed as rating results of material topics were used to validate or adapt, where needed, OMV’s views on the material topics. In the materiality assessment process, the overall key stakeholder feedback confirmed OMV’s internal views on material topics.

[ESRS-2-SBM-2.45d] The Executive Board of OMV is kept informed about the views and interests of affected stakeholders during the approval process of the materiality assessment. Additionally, they receive continuous updates on stakeholder perspectives through regular meetings with Company experts who interact directly with all stakeholder groups listed in table above. This includes the results of our annual Pulse Check and direct engagements with employees, as well as meetings with representatives from investors, media, business partners, and academia.

S1 Own Workforce

[S1-SBM-2.12] At OMV, the views, interests, and rights of our workforce, including respect for their human rights significantly influence our strategy and business model. This influence is reflected in our Code of Conduct and comprehensive approach to human rights, as outlined in our Human Rights Policy Statement. Our own employees have always been our primary focus, and ensuring safe and favorable working conditions, as well as talent attraction and retention, equal treatment and opportunities, training and skills development are an ongoing part of our People & Culture Strategy. [S1-SBM-2.AR 4] Therefore, our material impacts, risks, and opportunities related to our own workforce are already embedded in our strategy and business model. Additionally, our People & Culture Strategy integrates employee interests and supports our Strategy 2030, adapting our business model to evolving needs. [S1-SBM-2.12] We prioritize respecting human rights and ensuring that employees’ perspectives are heard and valued through engagement activities, such as the annual Pulse Check survey, which gathers feedback on various aspects of their work environment and overall satisfaction. Direct interactions between the Executive Board and Company experts, along with regular meetings with employee representatives, ensure continuous updates on employee concerns and suggestions. By integrating these insights into our strategic planning, we aim to reflect our employees’ values and expectations. [S1-SBM-2.AR 4] We recognize the significant impact our strategy and business model have on our workforce. This includes ensuring just and favorable working conditions, promoting equal treatment and opportunities for all, and attracting talented and skilled staff. Additionally, our strategy is important in mitigating the risk associated with inefficient reskilling and training of our employees. For details, see S1 Human Rights, S1 Own Workforce, and S1 Health, Safety & Well-Being.

S2 Workers in the Value Chain

[S2-SBM-2.9] [S2-SBM-2.AR 4] At OMV, we recognize that our value chain workers are essential stakeholders whose interests, views, and rights significantly influence our strategy and business model. To ensure their voices are heard and respected, we established two anonymous feedback channels: the SpeakUp Channel dedicated to working conditions and human rights-related issues, and the Integrity Platform, which focuses on business ethics-related concerns. Both channels are accessible for value chain workers. The Code of Conduct was updated in 2024 to explicitly address workers in the value chain, occupational safety, human trafficking, forced labor, and child labor in line with applicable international standards. Additionally, we conduct regular assessments and audits (e.g., HSSE, human rights) of our supply chain to identify and address potential human rights impacts, engaging directly with value chain workers and their representatives to understand their concerns and perspectives. We collaborate with our suppliers and business partners to promote fair labor practices and ensure compliance with international human rights standards. The insights gained from these interactions are integrated into our strategic planning and business model to align our operations with the values and needs of our value chain workers, supporting their rights and well-being while contributing to sustainable development. [S2-SBM-2.AR4] We understand the role our strategy and business model may play in creating material impacts on value chain workers, particularly through active engagement on safety, strong human rights principles, and access to skilled personnel across the value chain. The strategy and business model may help mitigating the negative impacts and risks associated with the loss of skilled personnel throughout the value chain. We are aware of our impacts, risks, and opportunities, and are committed to addressing them with appropriate actions. However, at this stage, these measures will not alter our overall strategy and business model. For details, see S2 Workers in the Value Chain.

S3 Affected Communities

[S3-SBM-2.7] [S3-SBM-2.AR 3] At OMV, we take account of the views, interests, and rights of affected communities, including indigenous communities, by conducting Social Impact Assessments with free, prior, and informed consent from local stakeholders. These assessments are sometimes combined with Environmental and Social Impact Assessments to ensure the perspectives of local and indigenous communities are integrated into all project phases. We engage with communities, including indigenous communities, through stakeholder engagement activities, public consultations, meetings, projects and partnerships, and community grievance channels to maintain open and transparent communication. This commitment to respecting and incorporating their feedback into our strategic planning and business model helps us align our operations with the values and needs of these communities, supporting sustainable development and enhancing our social license to operate. [S3-SBM-2.AR 3] We recognize that our strategy and business model may impact affected communities, including indigenous peoples. By respecting their civil and political rights and creating business opportunities for local populations, we aim to foster positive relationships. Our approach also seeks to mitigate potential impacts such as failure to respect communities’ social, economic, and cultural rights, disturbance of cultural heritage, inability to avoid involuntary settlements, and limited employment opportunities. We are fully aware of our positive and negative impacts and are committed to addressing them by fostering sustainable community development and enhancing our community trust. For details, see S3 Affected Communities.