To address the negative impacts related to social risks arising from OMV’s operations, the potential disturbance of cultural heritage sites of indigenous people and other communities through our business development, and failure to provide community consultation or accessible grievance channels where issues related to safety incidents or pollution, we have set two targets. The first is to ensure that 100% of the Community Grievance Mechanisms (CGMs) available at our sites have been assessed against the UN Effectiveness Criteria, thereby reducing the negative impact on affected communities residing near our sites. The second target focuses on enhancing the positive impacts OMV has on these communities through strategic community investment. This involves voluntary contributions or actions by OMV to support communities in their areas of operation, addressing local needs and improving people’s lives while maintaining a connection to OMV’s business.
Community Grievance Mechanisms of sites assessed against UN Effectiveness Criteria
In OMV’s Code of Conduct, we fully commit to the UN Guiding Principles on Business and Human Rights and to engage with surrounding communities when planning and implementing activities. Our approach to managing community grievances focuses on establishing and maintaining positive relations with affected communities and those potentially impacted by our operations, resolving issues in a non-judicial manner, and, when appropriate, providing access to a solution.
2025
100% Community Grievance Mechanism of all sites assessed against UN Effectiveness Criteria
2030
100% Community Grievance Mechanism of all sites assessed against UN Effectiveness Criteria
Absolute Target
Value chain activities
Own operations
In scope
9 defined 100% operator/majority-owned assets from the upstream, refinery, and power business segments (scope liable to change based on operatorship/divestments)
Out of scope
Non-operated/majority-owned assets/company by OMV; Chemicals business currently out of scope. We will review the target after 2025 to adjust or redefine it in light of expansion of our JV grievance channels.
Geographical coverage
Group-wide
Base year
2018
Baseline value
0
Between 2015 and 2017, the Community Grievance Mechanism (CGM) was implemented at OMV’s upstream (now Energy), power, and refinery business sites. Since 2018, it has been fully operational in OMV Energy, at the three refineries (Schwechat in Austria, Burghausen in Germany, and Petrobrazi in Romania), and at two power plants (Samsun in Turkey and Brazi in Romania). OMV has set a target to assess 80% of the CGMs at all its sites against the UN Effectiveness Criteria for Non-Judicial Grievance Mechanisms by 2020 and 100% by 2030. The UN Effectiveness Criteria require the grievance mechanism to be legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue. The target was proposed by Group Sustainability with the support of an external consultant. The proposed target was then discussed in internal meetings with relevant business functions such as Group Strategy, Finance, and HSSE. It was approved by the EB and SB. OMV has not made any changes to this target, related metrics, or methodologies.
Status 2024:
89%8 out of 9 sites in scope assessed. CGM assessments have so far been completed in OMV’s Energy segment in Austria, Romania, Tunisia, New Zealand, and Malaysia, as well as at the Schwechat, Burghausen, and Petrobrazi refineries. of the Community Grievance Mechanisms at all sites assessed against UN Effectiveness Criteria. The target is monitored quarterly and reviewed annually.
Direct at least 1% of the previous year’s reported net income attributable to stockholders of the parent toward social investments to achieve social goals
In OMV’s Code of Conduct, we fully commit to the UN Guiding Principles on Business and Human Rights. We are aware of the social impacts that the energy transition entails, which is why OMV is committed to contributing to a just transition for our communities and to addressing the social and economic effects of the transition on an environmentally sustainable economy. By recognizing our potential impact on communities local to where we operate, our goal is to foster and sustain positive relations with these communities. We are committed to implementing community development projects that address local needs and contribute to the UN Sustainable Development Goals (SDGs). This target is focused on reducing negative and advancing positive impacts on affected communities.
2030
At least 1% strategic social investment (based on previous year’s reported net income attributable to stockholders of the parent) by 2030
Relative Target
Value chain activities
Own operations
In scope
All 100% operator/majority-owned assets from all OMV business segments
Out of scope
Excluding sports and cultural sponsorships, as well as management costs
Geographical coverage
Group-wide
Base year
2020
Baseline value in EUR mn
16.8
As a result of an internal benchmark conducted in 2020, we developed a KPI at the Group level in 2021, in alignment with the Group Finance department. This KPI is based on the previous year’s reported net income attributable to stockholders of the parent company. The target was defined according to the OMV Strategy 2030, fully linked to OMV’s strategic and mid-term planning to increase social investments. We will review the target periodically with the aim of adjusting or redefining it in response to economic and socio-political changes. The target was proposed by Group Sustainability with the support of an external consultant. The proposed target was then discussed in internal meetings with relevant business functions such as Group Strategy, Finance, and HSSE. It was approved by the EB and SB. OMV has not made any changes to this target, related metrics, or methodologies.
Status 2024:
We directed 2.4% social investments, based on the previous year’s reported net income attributable to stockholders of the parent toward social goals. The target is monitored quarterly and reviewed annually.
The target-setting process for both our targets involves a comprehensive evaluation of our current performance, identification of key improvement areas, and extensive consultations with business divisions, HSSE subject matter experts, senior management, and our Executive Board. Although we did not directly engage with affected communities or their representatives, the target was established with the understanding that human rights assessments are essential to identify any actual or potential human rights impacts on rights holders (including affected communities), related business risks, and to address them accordingly. Benchmarking exercises were conducted against industry standards to set realistic targets. We monitor performance against this target annually. The year-on-year figures provide insight into the effectiveness of this action. This target is largely dependent on the previous year’s reported net income attributable to stockholders of the parent company.