Targets & Commitments
We are committed to building a sustainable world worth living in – for everyone. Sustainability and circularity lie at the center of our Group strategy. We aim to become a net-zero-business by 2050, accelerate the energy transition, and proactively expedite the transition from a linear to a circular economy. We build positive relationships with our employees, communities, suppliers, and other stakeholders, including by addressing social and economic effects of the transition to an environmentally sustainable economy. Our Sustainability Framework is built around the three pillars Environmental, Social, and Governance (ESG).
Our Strategy 2030 is underpinned by this sustainability framework, with all business decisions being informed by our ambition to become a net-zero business. Within this sustainability framework, we have established five strategic focus areas: Climate Change; Natural Resources Management; Health, Safety & Security; People; and Ethical Business Practices. For each of these focus areas, we have formulated concrete commitments, targets, and actions to be achieved by 2030, which mark OMV’s contribution to the UN 2030 Agenda for Sustainable Development.
Intensity Targets
Carbon intensity of operations
–18%
Status 2021
Reduced carbon intensity of operations (Scope 1) vs. 2010
Reduce carbon intensity of operations (Scope 1) by ≥30% vs. 2010
Carbon intensity of energy supply
–2.8%
Status 2021
Reduced carbon intensity of energy supply vs. 2019
Reduce carbon intensity of energy supply by ≥20% vs. 2019
≥50%
Target 2040
Reduce carbon intensity of energy supply by ≥50% vs. 2019
Carbon intensity of the product portfolio
–5%
Status 2021
Reduced carbon intensity of product portfolio (Scope 3) vs. 2010
Reduce carbon intensity of product portfolio (Scope 3) by >6% vs. 2010
Methane intensity
0.6%
Status 2021
E&P methane intensity
Achieve an E&P methane intensity of 0.2% or lower
0.1%
Target 2030
Achieve an E&P methane intensity of 0.1% or lower
Absolute Targets
Scope 1
0.53 mn t
Status 2021
reduced through concrete emissions reductions initiatives and divestments since 2020
Achieve at least 1 mn t CO2 reductions in 2020–2025 from operated assets
Scope 1 and 2
-11%
Status 2021
Reduced Scope 1 and Scope 2 emissions vs. 2019
Reduce Scope 1 and Scope 2 emissions by ≥30% vs. 2019
≥60%
Target 2040
Reduce Scope 1 and Scope 2 emissions by ≥60% vs. 2019
Scope 3
+2%
Status 2021
Increased Scope 3 emission vs. 2019
Reduce Scope 3 emissions by ≥20% vs. 2019
≥50%
Target 2040
Reduce Scope 3 emissions by ≥50% vs. 2019
Flaring and Venting
410 mn m3
Status 2021
Volume of gas routinely flared in 2021 vs. 462 mn m3 in 2020
Zero routine flaring and venting of associated gas as soon as possible, but no later than 2030
Key Actions:
- Phase out routine flaring and venting
- Conduct energy efficiency programs
- Run methane leakage and repair programs
- Purchase 100% renewable energy in C&M
- Decrease fossil fuels production and sales (reducing oil and gas production levels to below 400 kboe/d and reducing crude distillation throughput by 2.6 mn t)
- Grow production of renewable mobility fuels and sustainable chemical feedstocks to approximately 1.5 mn t annually, including producing and marketing at least 700 kt of sustainable aviation fuels annually
- Develop CCS storage capacity of around 5 mn t/year CO2 net to OMV by 2030 (thereof 2 mn t/year at OMV Petrom)
- Build up around 10 TWh of renewable energy production (including geothermal, PV, wind)
- Pursue uptake of green gases, such as biogas and H2, primarily from trading, in gas sales portfolio mix
Circular materials
91 kt
Status 2021
of circular material (recyclates and biobased material) sold via Borealis; production capacity of 100 kt established at Borealis
Produce 350 kta recycled polyolefins
2,000 kta
Target 2030
Produce ~2,000 kta sustainable (includes recycled and biobased) polyolefins
Fossil resources
486 kboe/d
Status 2021
Production: 486 kboe/d; crude throughput:
15.7 mn t
Reduce natural resources use by reducing oil and gas production levels to below 400 kboe/d and by reducing crude distillation throughput by 2.6 mn t
Waste
68%
Status 2021
Waste recovery or recycling rate
Target 2025
Increase waste reuse and recycling from operations
Target 2030
Increase waste reuse and recycling from operations
Water withdrawal
332,901
Status 2021
megaliters of freshwater withdrawal
Reduce freshwater withdrawal
Target 2030
Reduce freshwater withdrawal
Key Actions:
- Build up capabilities for procurement of sustainable feedstocks (plastic waste and bio-feedstocks) for polyolefins
- Accelerate development of and scale advanced mechanical recycling business and chemical recycling business
- Develop and implement a sustainable product portfolio for biobased polyolefins
- Build up design for recycling and reuse businesses for polyolefins
- Optimize water management in operations
- Develop environmental targets
TRIR
0.96
Status 2021
Total Recordable Injury Rate (TRIR)
Achieve a Total Recordable Injury Rate (TRIR) of around 1.0 per 1 mn hours worked
<1.0
Target 2030
Stabilize Total Recordable Injury Rate (TRIR) at below 1.0 per 1 mn hours worked
Fatalities
3
Status 2021
work-related fatalities
Achieve zero work-related fatalities
0
Target 2030
Achieve zero work-related fatalities
Process Safety
0.23
Status 2021
Process Safety Event Rate
Increase waste reuse and recycling from operations
Target 2030
Increase waste reuse and recycling from operations
Key Actions:
- Develop HSSE Strategy and annual HSSE plans
- Continue Borealis integration
- Safety Leadership Program and Safety Culture Program
- Continuously improve process safety management
- Learn from incidents
Women in management
20.9%
Status 2021
Share of women at management level
Increase share of women at management level to 25%
30%
Target 2030
Increase share of women at management level to 30%
Women in executive management
26.7%
Status 2021
of Executive Board members are female
Min. 20% of Executive Board members are female (stretch target: 30%)
International experience
71.8%
Status 2021
Share of executives with international experience
Keep share of executives with international experience at min. 75%
75%
Target 2030
Keep share of executives with international experience at min. 75%
International management
60%
Status 2021
Share of international management
Increase average number of annual learning hours to a min. of 30 hours per employee
Employee training
18
Status 2021
hours of annual learning
Increase average number of annual learning hours to a min. of 30 hours per employee
Disability support
Status 2021
Disability included in diversity, equity, and inclusion strategy
Increase support for employees with disabilities at our main locations
Human rights awareness
54%
Status 2021
OMV Group employees trained in human rights
100%
Target 2025
Train all OMV Group employees in human rights
Human rights due diligence
8
Status 2021
assessments conducted in the last 5 years
Conduct human rights assessments and develop action plans for all OMV Group operations with a high level of human rights risks every 5 years
Community relations
7
Status 2021
out of 9 sites in Scope assessed
100%
Target 2025
Community Grievance Mechanism of all sites assessed against UN Effectiveness Criteria
Community investments
1.46%1
Status 2021
of Group investment directed toward social goals
Direct at least 1% of Group investment per year toward social goals (based on previous year’s reported net income attributable to stockholders of the parent)
Key Actions:
- Establish a global DEI Board/Council
- Conduct regular global people and culture surveys
- Regularly report on gender-related salary equality
- Regularly report on age distribution to identify gaps and foster inter-generational collaboration
- Introduce a non-discrimination policy
- Improve support for working parents
- Improve support for employees with disabilities
- Introduce yearly learnings awards
- Provide employees with the ability to self-monitor their learning hours
- Roll out new leadership training and assessment to reinforce inclusive and growth mindset behavior
- Introduce mandatory human rights e-learning
- Integrate climate change and Just Transition into the Human Rights Management System
- Pursue a social investment strategy addressing the UN SDGs and reflecting a continued increase in social spending
1 The reported net income attributable to stockholders of the parent in 2020 experienced significantly negative effects following the COVID-19 pandemic, reaching only EUR 1,258 mn. In 2021, OMV’s reported net income attributable to stockholders of the parent was EUR 2,093 mn. Strategic social investments totaled EUR 18.4 mn in 2021.
Supplier evaluation
Status 2021
OMV became a TfS member
Be an active member of TfS and run sustainability evaluations for all suppliers covering >80% of procurement spend
90%
Target 2030
Extend sustainability evaluations to suppliers covering 90% of procurement spend
Carbon footprint of suppliers
137
Status 2021
suppliers engaged with
Engage with suppliers covering 80% of procurement spend and assess their carbon footprint as a foundation to define and run joint low-carbon initiatives
Carbon footprint of suppliers
63%
Status 2021
of responding suppliers have a climate target in place
All suppliers covering >80% of procurement spend to have carbon reduction targets in place
Business ethics
16,020
Status 2021
employees in the OMV Group trained in business ethics
Promote awareness of ethical values and principles: conduct in-person or online business ethics trainings for all employees
Key Actions:
- Screen all suppliers against mandatory ESG criteria during supplier prequalification
- Foster the digital availability of compliance services and information, in particular by broadening the functions of the OMV Compliance app
- Operate a state-of-the-art compliance management system (verified and approved under IDW PS 980 standard in 2022)
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