Ready for a changing and volatile world
Well positioned for rewarding shareholders
1. Integrated and balanced
- Integrated and balanced portfolio of Upstream and Downstream assets provide resilient cash generation
2. Upgraded portfolio
- Portfolio restructured, costs down, earnings and cash generation up
3. Growth ahead
- Focus on executing attractive project pipeline coming with growing cash flows
4. Progressive dividend policy
- Record dividend of EUR 1.75 per share for 2018 proposed
(+17% vs. 2017)
- We are committed to delivering an attractive and predictable shareholder return through the business cycle
- Progressive dividend policy: OMV aims to increase the dividend or at least maintain it at the respective previous year’s level
OMV Upstream explores and produces oil and gas in its five core regions Central and Eastern Europe, Russia, the North Sea, Middle East and Africa, and Asia-Pacific. Daily production in 2018 was 427 kboe/d (equal to 156 mn boe). While gas production accounted for 57% of production, oil amounted to 43%. At year-end, proven reserves amounted to 1.27 bn boe.
Downstream Oil (incl. Petrochemicals) operates three refineries in Austria, Germany and Romania, an international multibrand filling station retail network, and a high-quality commercial business. In 2018, OMV processing capacity was 17.8 mn t. Downstream Gas operates across the gas value chain from the wellhead to the burner tip of the end customer with a fully integrated gas business.1 It includes the Group’s power business activities, with one gas-fired power plant in Romania.
1 OMV’s gas business is operated in strict adherence to the applicable gas unbundling rules.
More information on OMV's financial figures can be found in the Annual Report 2018.
|Sales 2||in EUR mn||22,930||20,222||19,260||22,527||35,913|
|Operating Result||in EUR mn||3,524||1,732||(457)||(2,006)||969|
|Profit from ordinary activities||in EUR mn||3,298||1,486||(230)||(1,909)||792|
|Taxes on income||in EUR mn||(1,305)||(634)||47||654||(265)|
|Net income for the year||in EUR mn||1,993||853||(183)||(1,255)||527|
|Net income attributable to stockholders of the parent||in EUR mn||1,438||435||(403)||(1,100)||278|
|Clean CCS Operating Result 3||in EUR mn||3,646||2,958||1,110||1,390||2,238|
|Clean CCS net income attributable to stockholders of the parent 3||in EUR mn||1,594||1,624||995||1,148||1,132|
|Balance sheet total||in EUR mn||36,961||31,576||32,112||32,664||33,855|
|Equity||in EUR mn||15,342||14,334||13,925||14,298||14,514|
|Net debt||in EUR mn||2,014||2,005||2,969||4,038||4,902|
|Average capital employed||in EUR mn||16,850||15,550||17,943||19,972||19,760|
|Cash flow from operating activities||in EUR mn||4,396||3,448||2,878||2,834||3,666|
|Capital expenditure||in EUR mn||3,676||3,376||1,878||2,769||3,832|
|Organic capital expenditure 4||in EUR mn||1,893||1,636||1,868||2,749||3,580|
|Free cash flow||in EUR mn||1,043||1,681||1,081||(39)||272|
|Free cash flow after dividends||in EUR mn||263||1,013||615||(569)||(377)|
|Net Operating Profit After Tax (NOPAT)||in EUR mn||2,097||987||(88)||(1,119)||627|
|Clean CCS NOPAT 3||in EUR mn||2,196||2,169||1,325||1,522||1,697|
|Return On Average Capital Employed (ROACE)||in %||12||6||0||(6)||3|
|Clean CCS ROACE 3||in %||13||14||7||8||9|
|Return On Equity (ROE)||in %||14||6||(1)||(9)||4|
|Equity ratio||in %||42||45||43||44||43|
|Gearing ratio||in %||13||14||21||28||34|
|Earnings Per Share (EPS)||in EUR||4.40||1.33||(1.24)||(3.37)||0.85|
|Clean CCS earnings per share in EUR 4||in EUR||4.88||4.97||3.05||3.52||3.47|
|Cash flow per share 5||in EUR||13.46||10.56||8.82||8.68||11.24|
|Dividend Per Share (DPS)||in EUR||1.75||1.50||1.20||1.00||1.25|
|Payout ratio||in %||40||133||n.m.||n.m.||147|
|Employees as of December 31||20,231||20,721||22,544||24,124||25,501|
|Proved reserves||in mn boe||1,270||1,146||1,030||1,028||1,090|
|Total refined product sales||in mn t||20||24||31||30||31|
|Natural gas sales volumes 6||inTWh||114||113||109||110||114|
|Lost-Time Injury Rate (LTIR)||per mn h worked||0.30||0.34||0.40||0.27||0.44|
1 As of 2015, figures for 2014 were adjusted according to IAS 8
2 Sales excluding petroleum excise tax
3 Adjusted for special items. Clean CCS figures exclude inventory holding gains/losses (CCS effects) resulting from the fuels refineries and OMV Petrol Ofisi.
4 Organic capital expenditure is defined as capital expenditure including capitalized Exploration and Appraisal expenditure excluding acquisitions and contingent considerations.
5 Cash flow from operating activities
6 As of 2015, this KPI reflects only third-party volumes and excludes trading volumes, historical figures were adjusted accordingly.