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 guided by our ambition to become a net-zero business. Within our 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 targets and actions to be achieved by 2030. These serve as OMV’s contribution to the UN’s 2030 Agenda for Sustainable Development.
Intensity Targets
Carbon intensity of operations
–20%
Status 2023
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
–1%
Status 2023
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
–1%
Status 2023
Reduced carbon intensity of product portfolio (Scope 3) vs. 2010
Reduce carbon intensity of product portfolio (Scope 3) by >6% vs. 2010
Methane intensity
0.3%
Status 2023
E&P methane intensity
Achieve an E&P methane intensity of ≤0.2%
≤0.1%
Target 2030
Achieve an E&P methane intensity of ≤0.1%
Absolute Targets
Scope 1
0.7 mn t
Status 2023
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
-25%
Status 2023
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
-10%
Status 2023
Reduced 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
53 mn m3
Status 2023
Volume of gas routinely flared and vented in 2023 vs. 240 mn m3 in 2022
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 the C&M business segment
- Decrease production and sales of fossil fuels (reduce oil and gas production levels to around 350 kboe/d and reduce crude distillation throughput by 2.6 mn t by 2030)
- Increase production of renewable mobility fuels and sustainable chemical feedstocks to approximately 1.5 mn t, and produce and market at least 700,000 t of sustainable aviation fuels by 2030
- Establish CCS storage capacity of around 5 mn t/year CO2 net at OMV by 2030 (thereof 2 mn t/year at OMV Petrom)
- Build up around 10 TWh of renewable energy production by 2030 (including geothermal, PV, wind)
- Pursue uptake of green gases, such as biogas and H2, primarily from trading, in gas sales portfolio mix
Circular materials
195.9 kta
Status 2023
Production capacity established
Establish production capacity of 600 kta sustainable (including recycled and biobased) polyolefins and other chemicals
2,000 kta
Target 2030
Establish production capacity of approximately 2,000 kta sustainable (including recycled and biobased) polyolefins and other chemicals
Fossil resources
364 kboe/d
Status 2023
Production: 364 kboe/d; crude throughput: 15.1 mn t
Reduce use of natural resources by reducing oil and gas production levels to around 350 kboe/d and by reducing crude distillation throughput by 2.6 mn t
Waste
74%
Status 2023
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
154,573
Status 2023
Megaliters of freshwater withdrawal
Reduce freshwater withdrawal
Target 2030
Reduce freshwater withdrawal
Key Actions:
- Build up capability for the procurement of sustainable feedstocks (plastic waste and bio-feedstocks) for polyolefins
- Accelerate development of and scale up the advanced mechanical recycling business and chemical recycling business
- Develop and implement a sustainable product portfolio for biobased polyolefins
- Establish design for recyclability and reuse businesses for polyolefins
- Optimize water management in operations
- Develop environmental targets
TRIR
1.37
Status 2023
TRIR per 1 mn hours worked
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
1
Status 2023
work-related fatalities
Achieve zero work-related fatalities
0
Target 2030
Achieve zero work-related fatalities
Process Safety
0.23
Status 2023
Process Safety Event Rate
Maintain leading position in
Process Safety Event Rate
Target 2030
Maintain leading position in
Process Safety Event Rate
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
24.4%
Status 2023
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
26.8%
Status 2023
Female Executive Board members
Min. 20% of Executive Board members are female (stretch target: 30%)
International experience
71.4%
Status 2023
Executives with
international experience
Maintain high share of executives with international experience at min. 75%
75%
Target 2030
Maintain high share of executives with international experience at min. 75%
International management
59.2%
Status 2023
International management
Increase share of international management to 65%
Employee training
30
Status 2023
Average number of annual learning hours
Increase average number of annual learning hours to at least 30 hours per employee
Disability support
Status 2023
Detailed actions for our roadmap until 2030 were implemented, with further initiatives planned for 2024
Increase support for employees with special needs at our main locations
Human rights awareness
71%
Status 2023
OMV Group employees trained in human rights
100%
Target 2025
Train all OMV Group employees in human rights
Human rights due diligence
6
Status 2023
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
8
Status 2023
Out of 9 sites in scope assessed
100%
Target 2025
Assess Community Grievance Mechanism at all sites against UN Effectiveness Criteria
Community investments
1.2%
Status 2023
Group investments 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 Diversity, Equity, and Inclusion (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 intergenerational collaboration
- Introduce a non-discrimination policy
- Improve support for working parents
- Improve support for employees with special needs
- 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 the continued increase in social spending
Supplier evaluation
40.6% of A suppliers (suppliers covering >80% Procurement spend) assessed
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
394
Status 2023
Suppliers engaged with via CDP
Engage with suppliers covering 80% of Procurement spend and assess their carbon footprint as a foundation from which to define and run joint low-carbon initiatives
Carbon footprint of suppliers
71%
Status 2023
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
9,285
Status 2023
Employees in the OMV Group trained in business ethics in 2023
Promote awareness of ethical values and principles: conduct in-person or online business ethics training 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 according to IDW PS 980 standard in 2022)
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