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Welcome to the OMV Results January to March 2026 Conference Call and Webcast. [Operator Instructions]. Please be advised that today's conference is being recorded. At this time, I would like to refer you to the disclaimer, which includes our position on forward-looking statements. These forward-looking statements are based on beliefs, estimates and assumptions currently held by and information currently available to OMV.

By their nature, forward-looking statements are subject to risks and uncertainties that will or may occur in the future and are outside the control of OMV. Therefore, recipients are cautioned not to place undue reliance on these forward-looking statements. OMV disclaims any obligation and does not intend to update these forward-looking statements to reflect actual results, revised assumptions and expectations and future developments and events. This presentation does not contain any recommendation or invitation to buy or sell securities in OMV.

I'd now like to hand the conference over to Mr. Florian Greger, Senior Vice President, Investor Relations and Sustainability. Please go ahead, Mr. Greger.

Thank you. Good morning, ladies and gentlemen. Welcome to OMV's earnings call for the first quarter 2026. With me on the call are OMV's CEO, Alfred Stern; and our CFO, Reinhard Florey. Alfred and Reinhard will walk you through the highlights of the quarter and will discuss OMV's financial performance. Following their presentations, the 2 gentlemen are available to answer your questions.

And with that, I'll hand it over to Alfred.

Thank you, Florian. Ladies and gentlemen, good morning, and thank you for joining us today. Let me start with the extraordinary and challenging environment being faced by global energy markets. The closure of the Strait of Hormuz at the end of February following the escalation in the Middle East has had far-reaching repercussions not only for oil and LNG flows, but for global energy security as a whole. Our thoughts are with all those affected by the ongoing conflict, and we will continue to prioritize the safety and security of our people and assets in the region.

Despite the current circumstances, we delivered a solid clean CCS operating result of more than EUR 1 billion and cash flow from operations, excluding net working capital of more than EUR 1.6 billion.

Turning to the macro environment. International energy markets in the first quarter were characterized by extremely volatile price developments. Prior to the crisis, around 20% of total oil and gas supply transited the Strait of Hormuz. Following the closure of the Strait, the price of dated Brent experienced a significant upward momentum. The Brent price climbed from less than $70 per barrel in January and February to over $120 per barrel by the end of March, resulting in a quarterly average above $80 per barrel. more than 25% higher than the previous quarter and 7% higher year-on-year.

European natural gas markets have also been severely impacted. The initial reaction to the closure of this trade was even more pronounced in early March. Roughly 20% of LNG supply was stuck in the Persian Gulf and Qatari volumes were offline, causing the average DHE gas price to rise by 32% quarter-on-quarter. Despite this, the DHE gas price for the first quarter averaged EUR 41 per megawatt hour and was 13% below the exceptionally high prior year quarter.

Refining margins were also very volatile. Market shortages caused by the conflict in the Middle East drove prices and margins higher in March. The OMV refining indicator margin averaged $13.9 per barrel and was thus at a similar level to the previous quarter, but substantially above the prior year quarter, driven by tight middle distillate and gasoline supply in the region.

In Chemicals, olefin and polyolefin indicator margins posted varied developments. Olefin margins declined by 17% compared to the prior year quarter as margins in March got squeezed due to the conflict in the Middle East. Naphtha prices rose more strongly over the course of the month than olefin contract prices set at the beginning of March.

Polyolefin margins increased by 28% as polyolefin contract prices could be raised strongly in March, reflecting concerns regarding the security of supply following the breakout of the conflict in the Middle East. Although the extreme market volatility and ongoing conflict in the Middle East presented significant challenges, OMV achieved a solid performance and once again demonstrated resilience, thanks to its integrated business model.

In Energy, hydrocarbon production came in 7% lower than the prior year quarter as the Middle East conflict impacted output. We increased our fuel sales volumes, thereby reinforcing our position as a supplier of choice in the downstream sector. And in Chemicals, total polyolefin sales volumes, which included the joint ventures decreased only slightly year-on-year despite logistical constraints in a challenging environment.

Our Clean CCS operating result came in at more than EUR 1 billion, though this was down 12% year-on-year. The stronger chemicals result could not offset the lower energy contribution, while the fuel segment set a similar level to the prior year quarter. Clean CCS earnings per share amounted to EUR 1. Cash flow from operating activities reached almost EUR 800 million.

The decrease year-on-year and compared to the previous quarter was predominantly attributable to the significant net working capital build of around EUR 850 million. Excluding net working capital effects, the operating cash flow was substantially higher than in both periods, largely driven by a higher pricing environment while also benefiting from timing effects.

Before I discuss OMV's results in more detail, I would like to turn to the Borouge International transaction. which represents one of the most significant strategic steps in OMV's history and the pivotal move in the implementation of our Strategy 2030. On March 31, OMV and XAG, ADNOC's International investment arm announced the successful creation of Borouge International.

The combination of Borealis and Borouge and the subsequent acquisition of Nova Chemicals has resulted in the formation of the fourth largest polyolefin player worldwide, posting substantial scale and reach across the Americas, Europe, the Middle East and Asia. These regions are pivotal in determining future demand growth and long-term industrial relevance. Borouge International will be jointly owned by OMV and AG with each holding a 50% share.

To balance the shareholding, OMV injected EUR 1.5 billion into the new company. Our partnership is founded on clear governance, shared responsibilities and most importantly, a shared ambition to create long-term value and future growth. It is also a reflection of our belief in the value of this platform, which repositions OMV's Chemicals segment to deliver substantial global potential. We recently also announced the executive leadership team, which invites decades of senior leadership experience across the international chemicals, commodities and refining sectors with deep commercial and operational knowledge and a proven track record of strategic execution.

The combined businesses have historically delivered average pro forma EBITDA of approximately $4.5 billion despite recent years being more challenging. We expect EBITDA to increase significantly and reach more than $7 billion through the cycle. This will represent a significant enhancement in terms of earnings quality and cash flow generation, thereby also substantially strengthening OMV's long-term value creation. It will be achieved primarily by growth projects where we see strong progress and near-term execution, but will also be supported by considerable synergies and the expected normalization of the chemicals markets.

The asset usage agreement announced last month further underpins this growth path. It enables Borouge plc to operate and market the substantial Borouge 4 volumes, which will add 1.4 million tons of polyethylene once fully online. Lastly, the new company achieved strong investment-grade credit ratings, demonstrating substantial confidence in the balance sheet and the sustainability of future cash flows. Borouge International is a leader in operational excellence.

The strong results of Borouge International are also the result of the disciplined and consistent approach to managing its assets. Recent years showed that Borouge International is among the best operators in the industry, proven by both asset availability and plant utilization. The company has consistently operated at utilization levels above the industry average, supported by high asset availability and the use of advanced technologies to optimize maintenance costs and production planning.

Over the past 5 years, this focus has yielded significant outcomes. bringing the pro forma average utilization rate close to 90% compared with an industry average of just over 80%. This is supported by a modern, well-maintained asset base underpinned by substantial past investments. This higher utilization rate directly translates into stronger operational leverage, better customer service levels, more resilient cash flows and better financial outcomes through the cycle. But one thing also has to be clear.

Operational excellence does not stop at asset level. It is also founded on an unwavering commitment to health, safety and asset integrity. Product quality and pricing are of paramount importance to the strength of Borouge International. Borouge International's innovative positioning, consistently high quality of its products and substantial share of specialty products in its portfolio are clearly recognized by its customers, which directly impacts commercial outcomes.

Over the past 5 years, pro forma price premiums of almost 20% have been consistently achieved when compared with local market benchmarks. This is a structural advantage and not just a cyclical one. It forms a solid foundation and contributes significantly to the strength and resilience of the company's margins, which has demonstrated stability across various market conditions in previous years. It is crucial that this premium pricing remains consistent throughout the entire cycle.

And Borouge International has consistently demonstrated its ability to maintain premiums even at the bottom of the cycle. This underscores the technological innovation capabilities and the vital function of its products as well as substantial customer trust. This commercial strength is closely linked to the aforementioned operational excellence. Reliable supply, consistent product performance and strong customer relationships all reinforce the ability to price sustainably at the premium.

Let me turn to the historical earnings performance of Borouge International. Margins at Borouge International have been structurally higher than those of competitors, both when markets were strong and when conditions turned out to be more challenging. When comparing the pro forma EBITDA margins with those of specialty chemicals category leaders and global chemical players, the difference becomes clear.

In strong market environments, Borouge Internal margins are ahead of its peer group -- but most importantly, in weaker market conditions, EBITDA margins remain high and close to 20%, well above the broader industry level. For 2025, the margin level of Borouge International remained twice as high as above the industry average across global chemical players.

Specialty Chemicals leaders were in the same ballpark despite their materially different business models. Between 2021 and 2025, Borouge International proved to be the most profitable player through the cycle. And even at the bottom of the cycle, the margin profile were comparable with the very best in the specialty chemicals industry. This performance reflects everything we have already mentioned, operational discipline and advantaged feedstock, premium product positioning based on proprietary technologies and scale. It is the core reason why this platform delivers sustainable value no matter the market environment.

Let me now turn to OMV's performance in the first quarter of 2026. The clean operating result of the Energy segment declined year-on-year by 21% to EUR 723 million. The main driver of this was a lower result in Exploration and Production, which primarily reflected negative market effects and reduced sales volumes. In addition, the prior year quarter was supported by a positive onetime effect of EUR 48 million as a result of an arbitration award.

The realized crude oil price remained virtually unchanged year-on-year, averaging $72 per barrel, while Brent increased by 7% to $81 per barrel. This was largely attributable to different pricing mechanisms that in some countries have a delay of 2 months. OMV's average realized natural gas price fell by 19% to EUR 31 per megawatt hour. The stronger decline than the European benchmark, the TAG, which decreased by 13% was mainly due to the composition of the portfolio.

Hydrocarbon production declined by 7% to 288,000 barrels of oil equivalent per day. This was predominantly due to the temporary shut-ins caused by the conflict in the Middle East and natural decline in New Zealand and Romania. Production in Libya was slightly higher, which partially offset the declines elsewhere. Absolute production costs decreased as a result of various cost reduction measures. However, unit production costs rose to $11.6 per barrel. This increase resulted mainly from unfavorable exchange rate effects and lower production volumes.

Sales volumes decreased by 31,000 to 252,000 barrels of oil equivalent per day to a large extent due to lower production caused by the conflict in the Middle East and the lifting schedule in other countries. The gas marketing and power result decreased by EUR 30 million to EUR 72 million. The main driver of this was the missing positive effect of the arbitration award received in the first quarter of 2025. Gas West was further impacted by a lower storage result following decreased summer winter spreads.

The contribution of Gas East rose strongly, supported by the power market deregulation in Romania effective from July 2025. The clean CCS operating result of the fuels segment remained largely constant at EUR 113 million. Substantially stronger refining indicator margins were offset by several factors. Amongst them were operational one-off hedging losses amounting to around EUR 100 million related to equity production due to global disruptions in crude flows.

Lower utilization and a lower contribution from the marketing business were also offsetting. The European refining indicator margin more than doubled to $13.9 per barrel in the quarter. However, planned shutdowns, particularly in March, limited the ability to capitalize on the high March margins. Because of these maintenance activities, the refinery utilization rate declined from 92% in the prior year quarter to 87%. The marketing business contribution declined substantially as retail performance was impacted by lower fuel unit margins due to higher oil product quotations triggered by the conflict in the Middle East. Increased fuel sales volumes could only partly offset this.

The commercial business result also decreased because of lower margins, though higher sales volumes and a slightly improved contribution from the aviation business mitigated this to a certain extent. The contribution from ADNOC Refining and ADNOC Global Trading improved to EUR 7 million, mainly attributable to a better trading result. However, this was partly offset by impact resulting from the conflict in the Middle East.

The clean operating result of the Chemicals segment rose sharply to EUR 245 million, driven by improved polyolefin margins and the stop of Borealis depreciation. In our European business, we recorded unfavorable market effects totaling EUR 20 million, reflecting lower olefin indicator margins partly compensated for by higher polyolefin margins. Inventory effects were positive. The utilization rate of our European crackers was stable at 91%.

Nevertheless, the result of OMV-based chemicals decreased due to weaker olefin margins and lower butadiene results. The contribution from Borealis, excluding joint ventures rose to EUR 223 million to a large extent driven by the stop of depreciation. In addition, the results of Borealis-based chemicals and polyolefins increased. Borealis-based chemicals benefited from higher light feedstock advantage and positive inventory effects. The contribution of polyolefins grew because of better margins and increased sales volumes driven by improved specialty sales volumes in the energy and mobility sector.

Earnings from our joint ventures decreased by EUR 10 million, mainly due to a lower contribution from Borouge. Borouge performance was impacted by low pricing in January and February as well as logistics disruptions and cost increases in March caused by the conflict in the Middle East.

Thank you for your attention up to here, and I would like to now hand over to Reinhard.

Thanks, Alfred. Good morning, and welcome also from my side. Let's turn to some more financial details of OMV's first quarter. Starting with cash flows. Our first quarter operating cash flow, excluding net working capital effects, was very strong at EUR 1.6 billion, considerably higher than the previous quarter and the prior year quarter.

The main drivers were substantially stronger refining margins and improved Gas and Power Eastern Europe contribution as well as higher prices in fuels, which are not visible in the clean CCS to the CCS adjustment. Cash flow further benefited from realized gas derivatives. It is important to note that the higher prices also affected net working capital with the opposite effect.

Higher prices, together with increased inventory levels led to substantial net working capital build of approximately EUR 850 million. As a result, cash flow from operating activities for the quarter was around EUR 800 million. Organic cash flow from investing activities in the first 3 months of the year was around EUR 900 million related to ordinary ongoing business investments and major growth projects such as Neptun Deep, the PDH plant in Belgium, the SAF/HVO plant in Romania and green hydrogen in Austria. As a result, the organic free cash flow before dividends for the first quarter of 2026 came in at minus EUR 125 million.

Our balance sheet remains very strong. The impact of the Borouge International transaction on our leverage ratio was fairly limited. It rose from 14% to 17% at the end of the first quarter. This was mainly attributable to the impact of the Borealis deconsolidation on our equity and net debt as well as the capital injection of EUR 1.5 billion into Borouge International to equalize OMV's and [ ExerG ] shareholdings.

I think it is worth highlighting that even after this game-changing transaction, our leverage ratio remains well below the mid- and long-term threshold of 30%. This reflects our commitment to maintaining a robust capital structure and healthy balance sheet. At the end of March, OMV had a cash position of EUR 3.5 billion and EUR 3.1 billion in addition in undrawn committed credit facilities. Given the significance of Borouge International transaction, I'd like to briefly explain the impact on reported numbers.

Clean CCS net income amounted to EUR 495 million in the first quarter of 2026, only slightly lower compared with the EUR 561 million a year before. The deconsolidation of Borealis led to a gain in the amount of EUR 886 million, which reflects the difference between the fair value and the book value of Borealis at the time of deconsolidation. This gain is recognized in net income and reported as a special item. As a result, it is not included in the Clean CCS net income or the Clean CCS result.

Thus, reported net income rose to more than EUR 1.6 billion in the first quarter of 2026, largely impacted by the gain from the consolidation. In the prior year quarter, reported net income was EUR 288 million.

Let me now briefly walk you through the general financial implication of the Borouge International transaction going forward. In the first quarter, most financial metrics have been reported under the previous group structure, in line with the previous quarters. This applies to the clean operating results, net income and operating cash flow. At the same time, the balance sheet already captures the technical effect of closing.

This includes the EUR 1.5 billion capital injection into Borouge International and the deconsolidation of Borealis cash balances. From the second quarter 2026 onwards, Borealis will be fully deconsolidated and the new company, Borouge International will be accounted for as equity. This means in operating results and net income, we will report or least share of Borouge International's net income. In operating cash flow, we will reflect dividends received from Borouge International.

And on the balance sheet, Borouge International will be shown as an equity accounted investment as it is already shown at the end of the first quarter of 2026. This structure results in cleaner financials, stronger cash generation visibility through dividends and a more resilient earnings profile going forward. In addition, in the appendix, we provided high-level pro forma figures for the years 2024 and 2025, which show OMV excluding Borealis and Borouge that should help you with modeling.

Let me end with the outlook for this year. Recent escalations in the Middle East, including military activities and restrictions on shipping for Strait of Hormuz have significantly increased volatility in global energy markets. While we are constantly monitoring the latest developments, it remains difficult to predict the environment as the trajectory of the regional conflict is highly uncertain.

In light of these events, we currently forecast an average dated Brent price for 2026 of between $85 and $95 per barrel. The average DHG gas price is estimated to be around EUR 45 per megawatt hour, while the OMV average realized gas price is expected to be in the region of EUR 35 to EUR 40 per megawatt hour. In energy, we expect average oil and gas production for 2026 of between 280,000 and 290,000 barrels of oil equivalent per day, reflecting the current situation in the Middle East and subject to the timing and extent of the lifting of restrictions on the shipping to Strait of Hormuz. Unit production cost is now expected to be around $11 per barrel.

In fuel, the refining indicator margin is projected to be between $10 and $15 per barrel, a range that reflects current market disruptions and uncertainties. These disruptions are also leading to a significant widening of crude oil differentials to dated Brent, which are not reflected in the OMV refining indicator margin or in the full year sensitivities and thus could have a material adverse impact on the fuels business.

We anticipate the utilization rate of our European refineries to be above 90% with no major maintenance turnarounds planned at our refineries in the remainder of the year. Total fuel sales volumes are expected to be higher than last year, while retail and commercial margins are projected to be below the levels seen in 2025. Moreover, several European countries have implemented or are considering implementing initiatives to limit or reduce margins in the fuel business as a means of mitigating the surge in fuel prices.

In Chemicals, we expect the ethylene indicator margin to be above EUR 550 per tonne and the propylene indicator margin to be above EUR 420 per tonne. This increase reflects the current market situation in Europe with inherent supply disruptions and increases in restocking activities. The utilization rate of the olefin cracker is expected to be around 90% in 2026. There are no major turnarounds planned for the rest of the year. The clean tax rate for the full year is currently expected to be at the same level as in the first quarter of 2026, so slightly below 50%.

Thank you for your attention. Alfred and I will now be happy to take your questions.

[Operator Instructions]. We start the Q&A session with Gui Levy from Morgan Stanley.

If we could start talking a little bit about refining, perhaps if you could tell us about the refining margins that you're seeing at the moment? And also looking at the remainder of the year, the company highlighted risks to the fuel segment on the back of the volatility of crude differentials. I wondered what can you do in adjuvant to hedge or protect yourself against those type of risks?

And then secondly, on refining, thinking about storage, could you perhaps say a few words about current storage levels, your ability to procure crude over the coming months? If you could just remind us how much of your crude supplies come from spot transactions vis-a-vis long-term agreements that you might have, that would be great.

Okay. Thank you, for your question. Let me start a little bit with the refining margins. And as you could see, right, the refining indicator margins, in particular, in Europe, we saw after the closure of the straight per that they went up dramatically, I would say. And then after that some normalization happened, but continuing at a high level. We have seen April now to start at about $16 per barrel.

I think there's a couple of different things, I think, that probably play into this basket of crudes and crude pricing, of course, is quite a volatile thing. At OMV, we had very limited exposure -- physical exposure to crudes coming out of the Strait of Hormuz.

Our crude baskets were more focused on other crudes with a significant amount actually from Kazakhstan and then other crudes. So we -- our expectation, we have now for the rest of the year given a pretty broad range of $10 to $15 per barrel because we see really a significant volatility on the way forward around kind of an average assumption in that range. maybe to the storage of the crudes -- the storage of crude for the production to the refineries is actually rather limited, right, to a few weeks of storage as you -- so then if you look at our refineries, we are actually here in the Austrian refinery connected through a pipeline to the Adriatic Sea, also the refinery in Germany is connected to that pipeline here in Austria.

We also have some equity production, which makes about 10% of the feed. And then in Romania in the refinery, we are about integrated with 70-plus percent into equity production from the oil production in Romania with the oil there.

I don't know on hedging, if Reinhard has anything to add.

Yes, very briefly. Of course, in the downstream area, we do apply some hedging in order to mitigate risks. Of course, we also need to keep some flexibility in order to take also advantages. And then we also suffered from hedge in March, a loss of around EUR 100 million, and that was simply due to the situation that oil that was going to be lifted and transported to the Strait of Hormuz was physically not available while the hedge was on there. And therefore, one leg of the hedge disappeared, which had to be covered in the situation of rising oil prices. However, that's not uncommon situation. On the other hand, some of the hedges also protected us from further damage.

We now move on to Michele Della Vigna, Goldman Sachs.

Congratulations on the very good results given the unstable situation. There were 2 areas I wanted to concentrate on. First of all, on Borouge, I was wondering, is there a simple way to think about how the new ownership and reported structure would affect net income, let's say, how much higher or lower that would be if the new reporting structure had already been in place in Q1 for OMV?

And then secondly, I wanted to ask about jet fuel availability. This is certainly a concern going into the summer. Austria actually seems to be better prepared for it than some of the other European countries. But what is your view on the visibility, especially as we go into the late summer on the availability of jet fuel and the potential for dealing with relatively low amount of inventory days?

Yes. Thank you, Michele, for your excellent and your good question. I will start with the excellent one because I can answer it, and then I will ask Reinhard for help on the good question about the net income reflection. Jet fuel, it is indeed like this, Michele, that in Austria, we -- so maybe let me start different. We can say at the moment, we can supply all our contract customers with jet fuel, also including the required mandate of 2% renewable fuel addition, SAF addition. And that covers big airports, of course, in Munich, in Austria and then in Bucharest and a couple of smaller airports across that thing.

So our contract customers, we are covered. And because we are able to actually produce the most part of that by ourselves. In general, we do, of course, see in particular in Europe, but also globally that there is a shortage of jet fuel. There was significant amount of jet coming out of the straight going to Asia, but also Europe heavily depends on imports of jet fuel. So from an OV perspective, we can supply and provide security of supply to all our contract customers. And we, of course, try then to also maximize our business around those airports that I just mentioned before. And now for the good question.

Yes, Michele, it's not so difficult. So far, what we have shown in a net profit is a fully consolidated net profit of Borealis that also included the net profit of 36% of Borouge. Now in the net profit attributable to stockholders, we, of course, only showed the 75% of Borealis. So 75% of that full consolidation because 25% were minorities of ADNOC.

Now the situation with Borouge International changes that we consolidate at equity, which is 50% of the net profit of Borouge International. And that consists of 50% of Borealis, so a little bit less of Borealis, 50% of Borouge that is more than we had and 50% of Nova, that's completely new. And that plays a role because what we currently see in the current environment, Nova has a positive business environment at the moment. So we can also expect that there is a good contribution of Nova now for the rest of the year.

And the next question will come from Josh Stone, UBS.

Two questions. One on chemical margin outlook. Curious what you're seeing in the U.S. market in particular, given your now ownership of Nova. And also, is this a part of base start to make some money. So curious what you're thinking there.

And then secondly, on UAE, your net production capacity is around 50,000 barrels a day in the upstream and something like that. If you are asked to, do you think you can actually produce more from these fields? And obviously, I'm asking given the headline recently about the UAE leaving OPEC.

Yes. Thank you, Josh, for your questions and all the best for getting better there soon. I try to answer the questions. hopefully, I understood everything correctly. So the margin -- the chemical margins in the U.S., as Reinhard just explained, right, with Nova being in there with 50%, but then there's also Baystar that was previously part in the Borealis results. These entities benefit, let's say, of the current crisis of the Middle East.

What we have seen because of the closure of the Strait, right, it's not just oil and gas and oil products. It is also a significant amount of chemical products that came through there, in particular, also polyolefin products, but it's also been a significant amount of naphtha, so chemical feedstock that has come out and mainly went to Asia for the production there. So there's shortage on this. And in our view, the markets of Borouge International products have switched from being somewhat long to being short now.

And with this, we have seen significant price increases across the globe actually and so also in the U.S. the prices for the products have gone up. And with the margins have also expanded for those products. And in the U.S., in particular, what I think is maybe slightly different there is that, of course, U.S. gas on Henry Hub that is also a reference for ethane pricing, then that has not moved as much as gas prices in other regions.

So there will be some benefit of this move will benefit from this with better margins, but also the Bar joint venture will be able to benefit from these better margins. And also there is, of course, the opportunity or the potential opportunity that the global shortfall in can be supplied from some of this production. The second -- I hope that answers your question.

The second question that you had on the production in the UAE, I would confirm that last year, the average production there was about 50,000 barrels per day. We -- of course, in March, as we reported here, this -- this was affected by the supply chain issues with lower production coming out of the asset there. And at the moment, this is back online into production. How this will continue exactly, I think, is a bit volatile depending on the situation in the Middle East. Hence, also our guidance for the full year of the total production between 280 and 290.

We now come to Ram Kamath from Barclays.

My question is largely on the chemicals. As polyolefin prices have recovered strongly at the end of the first quarter and feedstock tied to polyolefin rates have also rising in a market where supply drives pricing and volumes are softer, how should we assess the effect on the margins? And the second one, possibly on Borouge 4 ramp-up, whether the current situation in the Middle East has impacted the ramp-up phase?

And if you can comment also on the feedstock pricing mechanism, particularly for Borouge 4, as I understand, it would be a new price mechanism that possibly the company will be entered into with the suppliers. So if you can comment on that.

Thank you for your question, Ram. Maybe I just start with the polyolefin price environment or maybe let me expand this a little bit because it's an integrated supply chain. So there's olefin and polyolefin prices. And what we have seen in March is that naphtha prices went up quite significantly. Feedstock prices went up significantly, while at the same time, olefin prices were then to a large degree, locked in from price discussions at the beginning of the month. Now this has changed significantly in April because olefin prices have red strongly in April, they have gone up by like EUR 400 to EUR 500 per ton and that is leading to a significant price expansion.

The polyolefin prices, they reacted a little bit faster already in March and the margins expanded there. But again, in beginning of April, so let me say, in March, also the contract prices have gone up, which helped that situation to expand the margins. In April, we have now seen additional price increases also in polyolefins with further expansion of the margins -- so it's -- at the moment, we have seen still continuing good demand, and it's more a question now of supply capability to make sure to be able to supply that demand.

We have -- with Borouge International, they are actually in a very strong position with this with the assets distributed quite well globally and with more than 70% of their production in advantaged feedstock position. I also presented. So this is the situation now. We will see how this is on the way forward.

I do want to highlight again, I don't want to go into all the same again. But as you could see the EBITDA margins, the margin capability of Borouge International is really exceptional. We are with Borouge International is significantly ahead of the competitors in their own field, but they are more playing from a margin level in specialty chemical kind of margin environment. So that we anticipate to continue reason the combination of good technology platform that gives innovative products that can get price premiums plus the good feed Borouge ramp-up, I can explain that throughout the year. So there's multiple production assets that are there.

And the plan has been and continues to be that throughout the year, we are bringing online the different assets to then have all of the assets online before the end of the year. As it is with all these huge -- there can always be some delays. But currently, our plan stays the same. And I can also report that the first asset in XLPE line has already been brought online for this.

On the feedstock, I want to emphasize again that about 70% of the feedstock in Borouge International is based on advantaged feedstock that will continue to be in this way with with some modification on the Borouge assets on the way forward where there will be some adjustments, but this will be compensated with additional capacities that are coming on stream with Borouge on the way forward.

We now move to Sasi Chilukuru from Jefferies.

I've got 2 left. The first was coming back to your refining margin indicator guidance. You've raised it to $10 to $15 per barrel, but have highlighted the widening of the crude oil differentials to have a material adverse impact. I was just wondering if you could quantify the level of these adverse impacts you have seen in April so far or currently.

The second one was regarding the dividends from your JVs. Are you expecting any dividends from ADNOC Refining and Trading this year and from Borouge International. I was just wondering if there was any risk to that updated dividend payments and also the timing for these payments to [indiscernible].

Thanks. I can start with the question on the dividend. In terms of the dividends from JVs, of course, we are expecting also a dividend from ADNOC Refining and specifically also ADNOC Global Trading. This is 2 entities where we have participation in. And while we are seeing that ADNOC Refining, of course, also bears some of the burden of the conflict, we are seeing for the rest of the year rather a stabilizing development in that. Whereas ADNOC Global Trading is doing a great job and is earning very good money, and we're expecting also dividends from that side.

On the Borge International dividends, we have announced that the anticipated dividends were in that way that we are taking only 50% of the anticipated minimum dividend in 2026. Why is that? Because the uncertainty around the situation in Middle East provided some safety measures of safeguarding the balance sheet, making sure that also this excellent rating that we have in the group stays in that way. However, we are not expecting that there are any further modifications to that. So we are expecting, of course, the other 50%, and we are expecting that for the second half of the year.

And let me take the -- your question on the refining indicator margins were as we -- as I described, right, we saw in the first quarter, let's say, January, February quite different than March, we saw significant increase in refining indicator margins, but important, and I think that's your question then to realize this is a very crude measure, right, a very rough measure of taking the fuel prices. It's a little bit more complicated in reality how we see this and the market distortions are also quite significant on the way forward.

For the second quarter, we expect some, let's say, adverse effects one from increased crude differentials that will depend on how the geopolitical issues and risks continue. We do definitely see tighter supply conditions, which we, of course, are continuously optimizing to make sure that we get ourselves in the best possible position.

In addition, we do see local supply dynamics working out and increasingly also in Europe, in particular, regulatory interventions and price caps that are affecting then also the results. And for this reason, we have also left the gap of the 10% to 15% to reflect this. And we will, of course, be managing to optimize our results in that volatile environment.

And the next question will come from Matt Lofting, JPMorgan.

Appreciate the update. Two things, if I could. First, I mean, you highlighted through the update that the strength of the balance sheet, which is quite right. And I guess lots of volatility, but the outlook for cash flows is better net-net than was expected at the beginning of the year. So going back to the update that was provided sort of last month on BGI and sort of the revisions to the next steps.

I just wanted to understand the thinking in terms of the feed-through on the lower BGI dividend payment to OMV and that impacting, I think, the dividend that you expect to pay to your shareholders by EUR 0.6 to EUR 0.7 per share for FY and why that perhaps couldn't be protected more strongly through the higher cash flows on the rest of the business and whether there is still scope to revise that view and take a more positive sort of stance on that?

And then second, I think there were some reports earlier this month on Austria being one of the countries that was pushing the EU to look at revised EU windfall tax measures on the energy sector in the context of sort of the price shock. Could you just share your understanding of the sort of the current status and situation there?

Yes. Thanks, Matt. Maybe let me take the first question regarding the outlook on dividends. The question that you raised was whether our improved outlook on cash flows would somehow put the EUR 0.6 to EUR 0.60 to EUR 0.70 lower dividends into question. And I would say "why not, " but it's too early to say. This is something where we believe that with the higher dividends that we could pay from operating cash flows. If the operating cash flows move up, then there is a part of the compensation of that EUR 0.60 to EUR 0.70 that we will miss from Borouge International.

So I wouldn't be too pessimistic to say the view of the first quarter or from the beginning of the first quarter on overall OMV dividends could not improve over the time. But nevertheless, there will be a little bit shift if we are lucky from dividends coming from the PGI, which will be EUR 0.60 to EUR 0.70 lower. to dividends coming from our operating cash flow where we dividend out 20% to 30%. And that could be a part mitigation compared to the view from the beginning of the year. But of course, the structure, as we have described it, stays exactly the same.

And let me try on the windfall tax. Maybe I stick with the facts a little bit here. Indeed, Austria was one of the signatories of a letter that was sent to Brussels up until this point that our information is that not more than that has actually happened than a letter being sent -- and hopefully, also in Europe, we will continue to pursue free market economy kind of principles with the possibility to manage this difficult supply and demand situation that we have around this. So at this point, I have no additional information about this...

We now move to Oleg Galbur from ODDO BHF.

I have one question, which includes -- which has 2 parts. So investors are keen to understand the overall impact of the Middle East crisis on OMV, and I hope you can help us provide them with a bit more detail. So firstly, could you please update us on the current status of the oil production in the UA and capacity utilization at Borouge, specifically to what extent is the closure of the Strait of Hormuz affecting OMV's ability to produce and more importantly, to sell crude oil and petrochemicals products producing the UIA?

And secondly, while you mentioned that Nova Chemicals is benefiting and is expected to positively contribute to these results, I hope you can tell us how are Borealis results being affected by the current market environment, which is characterized by significantly higher feedstock costs, particularly for Borealis.

Okay. Oleg, thank you for your question. And let me maybe pick up here and try and go through your questions. As you say, we also participate in assets in the Middle East and we are joint venture owner in the oil production there together with ADNOC. The production there was reduced in March, but it is now back in production and also then supplying the local demand there.

And we expect that this will also be optimized in the month before. On Borouge, I can tell you that in the first quarter, we had an asset -- Borouge had an asset utilization of 90%, close to 100% continues to also be able -- so they had preexisting contingency plan on exporting products in case of the waterways not being available and they activated this mechanism. And with this in March, they were able to export more than 90% of the production in March through the alternative logistics channels. And or more than 60%, I think I misspoke, more than 60% through those alternative logistics channels.

The additional production volumes, they put in storage for shipment in the second quarter of this year. And of course, they will continue to maximize their production levels as well. So there's alternative evacuation routes in order to keep up and storage capability to keep up the high production levels.

On Nova Chemicals and Borealis, maybe let me focus a little bit on the European market here because also that has quite -- has developed accordingly. There was very significant price corrections in the European market. We actually see that monomers, ethylene, propylene are quite short and that there is significant demand. We have seen modest price increase in ethylene and propylene in March, but then a significant step-up of EUR 400 to EUR 500 per tonne in April now.

I've also reported that our utilization of our crackers was about 91% the Borealis and OM crackers together, which is about more than 10% higher than the European average utilization rate. That's because all the crackers are either integrated into the refineries or they have a light feedstock advantage on the Borealis side. So that's for the olefins. But then also on the polyolefins, we have seen that the contract prices have gone up. We have actually seen some closing of the gap between spot and contract prices, which is always an indicator of tight markets.

And now in April, again, the prices have gone up around EUR 1,000 per ton for both polyethylene and polypropylene in the prices. So that is significant increases in the prices reflecting the market tightness. And we have also seen the demand levels to be good so that Borealis and Borouge International is able to take advantage of the better market environment.

Next is Adnan Dhanani from RBC.

Two for me, please. Just the first one on the European gas market. Can we just get your latest views? Obviously, we're now facing the second crisis in the LNG market in 4 years. And presumably, there's going to be more focus on domestic energy security in Europe. As a major producer of gas in Europe, how do you see that opportunity set for you in the coming years? And then related to that, any update on your search on Neptune Deep look like? And then just a question for Reinhard, maybe just on the results this morning, significant timing effects in your cash flow that benefited and drove quite a material beat versus market expectations. Just wondering what the moving parts are there? And do you expect those some effects to revert going forward?

Thank you, Adnan. I will start with the gas, and then I will ask for help from Reinhard on the timing effect on the cash flows. The gas market, indeed, it's also quite volatile kind of market environment. We are now giving an outlook of an increased average price for TAG for the German market benchmark of about EUR 45 per megawatt hour in the first quarter was around EUR 41, EUR 42 per megawatt hour that was -- that consisted of lower January and February and then significantly increased March versus the bump that we got in March. It has come down a little bit again to EUR 45, EUR 46 in the beginning of April. But then yesterday's announcement, again added increased the price again. So a very volatile situation.

As you know, the Qatar LNG represented a significant amount of LNG coming to the global markets. Most of the shipments did go to Asia. But as it is a global market, we have seen an increase in the prices. We have seen that after '24, '26, sorry, '24, '25 was slightly higher than '24 in the average annual price for the DG, but now it's gone up again back to more like the '23 type of levels. European storages are on the low side, and we do see some intermittent windows where we can lock in some summer winter spread and increase the storage.

So we have seen a little bit over the last week increases of the storage, but it's still on the low side, and we see the forward curves, they are more on the flat side to making that refilling of the storage is more complicated. And risk towards the winter that we will potentially enter with lower storage levels and the demand in the coming winter goes up, prices will strengthen in the market.

From Oorvels, [indiscernible] because Austria has in total about 1 year of demand storage capacity. And with the storage requirement is a bit lower at 35% and we are already above that storage requirement. So from that perspective on the way forward, we will commercially optimize what we are doing [indiscernible],se, here on the project, we continue to be on plan on executing on the project.

As we have reported previously, the first 4 wells on the more shallow they have been drilled and we have now started the drilling on the further 6 wells on the deeper end of things and advancing with the platform and the things are on plan so that we are still looking at the original time plan 2027 start-up. I do think that is the right moment to come because we see of import requirements into Europe opening up year-over-year on the way forward. So that will come into a good time to improve security of supply and the market that will be priced mainly from LNG import differentials.

Yes. And Adnan, regarding timing effects in cash flow, let me start with saying OMV has once again shown that we have a very strong and resilient cash flows. We have come up with EUR 1.6 billion, a little bit above EUR 1.6 billion of operating cash flow excluding net working capital and almost EUR 800 million of operating cash flow, including the net working capital effects.

Now the timing effects, you can more or less differentiate 3 different factors. One, of course, is the net working capital. This net working capital is an effect that came with a sudden increase of the prices where we both had on the inventories, but also in the netting of the payables and receivables, a significant negative impact, so a buildup of net working capital that negatively influenced the cash flow in first quarter. However, that's a little bit of a savings account.

And according to the development of the prices, this will come back. if prices normalize again. So therefore, I see that as a positive timing effect. On the other hand, there's a little bit of an opposite effect in the CCS in the valuation effects regarding our inventories. There, we have seen a gain from the CCS in the result that, of course, then also is visible in the cash flow. And if we see then prices going down again, this time difference effect also will go away. We are talking here about EUR 250 million positive from the first quarter.

And the third element actually is gas derivatives. This is really a timing effect where we have seen a positive effect, so something between EUR 100 million and EUR 150 million in the first quarter. And this, over time, when these derivatives then can be resolved, will have the adverse effect coming a little bit over the 3 quarters distributed. So yes, it will come back, but it will have a smaller impact on this. But in total, again, the basis cash flows have been resilient and strong. And I think this is what we will also keep for the rest of the year.

And now we come to Sadnan Ali from HSBC.

The first one, I just wanted to ask, I see for the first time, it looks like your country-level production split that you've grouped together the UAE and the Kurdistan region of Iraq. I just wanted to get a sense of your decision behind making that.

And secondly, just overall, it's been 2 months since the conflict started. Just kind of your thoughts on what you think you've managed well and what you think you could have done better?

Sadnan, maybe let me start with the first question of why we group together Middle East simply because this is a region that breathes and lives with geopolitical situations in that region. So if we would do that asset by asset, it would still have the same kind of volatility. So therefore, we have grouped that together. We are talking here about our assets participations in Kurdistan region of Iraq, KRI on the one hand side and our participations in the SAP and in the Umlulu fields in Abu Dhabi that together had a volume of around 60,000 barrels altogether. And you have seen in the past, it's 50,000 from UAE, it's 10,000 from KRI.

And we still see that putting that from a region together makes more sense to look at the volatilities that we have -- just to give you an example, temporarily, we have been impacted in both of these regions from the Gulf War. And as soon as these things is improving and being resolved, both will come back to full volumes. The real difference is KRI is gas and the Emirates volumes are oil. Otherwise, for the impact that we will show with that, they are very easily connected.

Yes. Sadnan, let me maybe try and follow up on what we think we have done well and what we could have done better. Maybe we -- so I think it was really timely to close on the Borouge International transaction. And as we try to describe, this is transformative for OMV. It will be very important on the way forward. It is a very strong company that we put forward. If we could have done that even earlier, that would have been good, but I think it's a fantastic step on the way forward. that will be important for our integrated business model in the future to come.

I also -- we have not talked about this specifically, but I do want to remind you we have our cash flow efficiency program that we are executing on. And part of that is also our cost reduction program. This is good online, and we continue to move forward because we believe this is still efficiency product is a key driver that we need to do on the way forward even if prices have gone up and higher today on what we could have done better.

I would say that hedge that Reinhard described before where we one leg was missing in the end. If we have had somehow the information that the Strait would close, I would have loved to forgo that piece quite honestly. But this is part of our normal business. And as Reinhard said, it's not unusual and was also compensated on some positive effects on the other side. And the last, but this is only half series, quite honestly.

If you remember a few years ago, we -- Borealis divested their fertilizer business and I still think that was a very important strategic move at the time and will continue to be so because it was mainly a European focused, it was only a European-focused production for ammonia or nitrogen-based fertilizer. But at this moment, of course, fertilizer globally is quite short and the prices are high, that would be something that at this moment could be quite fun.

We now are at the end of our conference call and would like to thank you for joining us. If you have any further questions, please contact the Investor Relations team. We will be happy to help. Goodbye, and have a nice day.

Thank you very much, and have a great day.

Thank you. Bye-bye.

That concludes today's teleconference call. A replay of the call will be available for 1 week. The replay link is printed on the invitation or alternatively, please contact OMV's Investor Relations department directly to obtain the replay link.

Welcome to the OMV Results January to December Q3 2025 Conference Call and webcast. [Operator Instructions] Please be advised today's conference is being recorded. At this time, I would like to refer you to the disclaimer, which includes our position on forward-looking statements. These forward-looking statements are based on beliefs, estimates and assumptions currently held by and information currently available to OMV.

By their nature, forward-looking statements are subject to risks and uncertainties that will or may occur in the future and are outside the control of OMV. Therefore, recipients are cautioned not to place undue reliance on these forward-looking statements. OMV disclaims any obligation and does not intend to update these forward-looking statements to reflect actual results, revised assumptions and expectations and future developments and events. This presentation does not contain any recommendation or invitation to buy or sell securities in OMV.

I would now like to hand the conference over to Mr. Florian Greger, Senior Vice President, Investor Relations and Sustainability. Please go ahead, Mr. Greger.

Thank you, and good morning, ladies and gentlemen. Welcome to OMV's earnings call for the fourth quarter 2025. With me on the call are OMV CEO, Alfred Stern; and our CFO, Reinhard Florey. Alfred and Reinhard will walk you through the highlights of the quarter and discuss OMV's financial performance. Following their presentations, the 2 gentlemen will be available to take your questions.

And with that, I'll hand it over to Alfred.

Thank you, Florian. Ladies and gentlemen, good morning, and thank you for joining us. Before I discuss the details of our fourth quarter performance, I would like to briefly reflect on the operational and strategic highlights of last year.

Despite the challenging economic and geopolitical backdrop, we achieved a strong performance across our 3 business segments. In Energy, we were able to almost reach the prior year oil and gas production level if we exclude the divestment of the Malaysian business. We slightly increased our Fuel sales volumes reinforcing our position as a supplier of choice in the downstream sector. And in Chemicals, total polyolefin sales volumes, which include the joint ventures, rose by 3% year-on-year, underscoring our product strength in a challenging market environment.

Our Clean CCS operating result reached a strong EUR 4.6 billion; however, decreased by 10% compared to the prior year quarter. Importantly, despite the difficult backdrop, our cash flow from operations, the basis for shareholder distributions amounted to EUR 5.2 billion and thus was just 4% lower than the year before. This resilience demonstrates again the strength of our integrated business model, delivering robust cash flows in a volatile market environment.

A particular achievement worth noting is that by the end of 2025, we have already surpassed 70% of our efficiency program 2027 target demonstrating our steadfast commitment to operational excellence and supporting our strong cash flow generation. We have maintained a disciplined approach to investments.

Our balance sheet remains very strong, reflected in a very healthy leverage ratio of only 14%. This strong financial position provides us with the necessary flexibility to navigate market uncertainties, while continuing to invest in future growth opportunities and OMV's transformation.

Ladies and gentlemen, as promised, our shareholders will directly benefit from our success. For the financial year 2025, we will propose to the Annual General Meeting a regular dividend of EUR 3.15 per share and again, an attractive additional dividend of EUR 1.25. In total, this will amount to a cash dividend of EUR 4.40 per share, resulting in a dividend yield of 9.3% based on the closing price of last year. This payout will represent 28% of our cash flow from operating activities. Despite the weaker economic environment, OMV will once again offer attractive shareholder distributions.

Let me briefly highlight our strategic progress in 2025. In the Energy segment, the flagship gas project of OMV Petrom, Neptun Deep remains firmly on track and within budget for a targeted start-up in 2027. This marks a major milestone in our ongoing commitment to diversifying and securing gas supply. We strongly believe in the Black Sea's potential for the region and have reinforced our position through further exploration in Bulgaria, partnering with NewMed Energy and the Bulgarian state. Exploration drilling in Han Asparuh began in December 2025 with the Noble Globetrotter 1 vessel contracted to drill 2 exploration wells.

Having 2 rigs simultaneously in operation, 1 offshore Bulgaria and another offshore Romania, represents a significant achievement of OMV Petrom. We have successfully diversified our cost portfolio, ensuring continuous and uninterrupted supply to all our customers since more than 1 year. As a result, we are no longer dependent on any single supplier and now have the strongest gas portfolio in OMV's history.

In Renewables, OMV Petrom achieved notable progress by expanding its renewable power capacity, advancing towards a leadership in Southeastern Europe. We have advanced geothermal energy projects. We completed drilling and the successful production test in Vienna and are on track to commission our first geothermal plant by 2028.

In October last year, we have made an oil discovery in Libya in the Sirte Basin with estimated recoverable volumes between 15 million and 42 million boe. What makes this especially promising is the location, just 7 kilometers from existing infrastructure.

Turning to Fuels. Our coprocessing plant is operational and producing renewable diesel. In April last year, we started up our 10-megawatt electrolyzer plant in Schwechat, the biggest of its kind in Austria. Construction of the SAF/HVO plant at Petrobras is progressing as scheduled with start-up targeted for 2028.

We are also investing in around 200-megawatt electrolyzer capacity in Austria and Romania. These green hydrogen projects are fully integrated with our refineries and primarily designed to supply our own facilities captive demand.

In Retail, we have nearly doubled our EV charging network in 2025 and rebranded our retail stations, underscoring our commitment to sustainable mobility and enhanced customer service.

In Chemicals, the game-changing agreement with ADNOC to form Borouge Group International establishes a global polyolefin powerhouse and more resilient chemicals growth platform. We successfully commissioned our ReOil chemical recycling plant and continue to advance key growth projects such as Kallo and Borouge 4. Kallo is expected to start up in the second half of this year, while Borouge 4 production is expected to ramp up through 2026, as units are commissioned and brought online. First unit of Borouge 4 should come online till this quarter.

Aligned with our Strategy 2030, we remain focused on an agile transformation, responding to evolving customer needs all while maintaining strong cash flow discipline and carefully managed investments to ensure attractive returns for our shareholders.

Let me update you on the status of Borouge Group International. We made very good progress regarding the closing of the transaction and expect this, as previously communicated, in the first quarter of this year. We are pleased to report that we have already secured all necessary foreign direct investment approvals as well as almost all the other required regulatory clearances. In addition, in preparation for the acquisition of Nova Chemicals, we have successfully completed our financing process. We have secured $15.4 billion ensuring that sufficient liquidity is in place to support the transaction. At this stage, the primary remaining tasks are to obtain the outstanding clearances. Discussions regarding the recruitment of BGI Executive Board and Executive Leadership team positions are nearly complete. Announcements regarding these appointments, along with nominations for the Supervisory Board will be made in due course.

Finally, the active collaboration between ADNOC, OMV, Borouge, Borealis and Nova Chemicals has resulted in detailed plans for day 1 and beyond. And we have established a robust framework from the very outset of the integration to realize the synergies of more than $500 million.

Overall, these developments clearly demonstrate strong momentum, and we remain confident in the successful closing and integration of Borouge Group International.

Let me now move on to the details of our fourth quarter performance. Our Clean CCS operating result reached around EUR 1.15 million, representing a decrease of EUR 222 million or 16% compared to the same quarter of 2024. Excluding the positive net effect of EUR 210 million arbitration award received in the fourth quarter of 2024, our Clean CCS operating result would have been broadly in line with the prior year quarter despite lower oil and gas prices.

The quarter was marked by significant geopolitical volatility. Brent crude prices declined, driven by weak short-term demand outlook and increased OPEC+ output. The introduction of new U.S. sanctions against major Russian oil exporters were somewhat supportive. European gas prices also fell despite the onset of the winter season as demand was easily met thanks to ample LNG supply. Refining margins increased further, supported by product tightness resulting from the announced sanctions on Russian refiners and unplanned outages at other refineries.

In the Chemicals market, we observed some improvement of the olefin indicator margins. However, overall demand remains subdued with many customers focused on reducing their inventories before the end of the year. The Clean CCS tax rate saw a significant decline from 50% to 36%. This was mainly due to a reduced share in the overall group of certain companies in the Energy segment located in high-tax countries as well as stronger contribution from equity-accounted investments.

As a result, Clean CCS earnings per share remained nearly stable at EUR 1.7 per share. At EUR 1.7 billion of cash flow from operating activities was truly exceptional this quarter, jumping by over 60% year-on-year. This very strong operating cash flow clearly demonstrates our continued ability to generate strong liquidity even in the face of a challenging market environment.

The clean operating result in the Energy segment dropped markedly to EUR 586 million. Around 40% of the decrease is explained by one-time effects. The Malaysia divestment and the net arbitration award of EUR 210 million received in the prior year quarter. The remainder approximately EUR 390 million was largely attributable to decreased oil and gas prices as well as lower sales volumes. The realized oil price fell by 13% to $62 per barrel, mirroring the movement in Brent prices.

Our realized gas price decreased by 14%, averaging EUR 26 per megawatt hour, thus less than European gas hub prices, which declined by 28%. This was mainly due to changes in portfolio composition following the divestment of SapuraOMV. Additionally, negative currency developments impacted our results by about EUR 80 million compared to the prior year quarter.

Production volumes decreased by 11% to 300,000 boe per day. The main reason was the sale of the Malaysian assets, which had contributed 24,000 barrels of oil equivalent per day in the fourth quarter of 2024. Excluding the effect from the divestment, E&P production declined by about 4% due to production declines in Norway, Romania and New Zealand, reflecting their fields natural decline, partly offset by slightly higher output in the UAE.

Unit production costs rose slightly to above $10 per barrel. This increase resulted mainly from lower production volumes and unfavorable exchange rate movements. Cost reductions -- cost reduction measures taken had a mitigating effect. Sales volumes decreased by 65,000 boe per day, thus stronger than production. In addition to the missing volumes from SapuraOMV, the sales in Norway and Libya were lower due to the lifting schedule.

The result of gas marketing and power declined to EUR 116 million, primarily due to the missing positive impact from the arbitration award received in the fourth quarter of 2024. Aside from the arbitration award, Gas West decreased mainly due to lower release of transport provision. The contribution of Gas East rose strongly, driven by excellent results across both the gas and power business lines, supported by higher gas sales volumes and increased production of the Brazi power plant in the context of power market deregulation.

The Clean CCS operating result of the Fuel's segment more than tripled to EUR 346 million, primarily driven by substantially stronger refining indicator margins, a significantly higher contribution from ADNOC refining and global trading and improved results of the marketing business. This strong performance was partially offset by, amongst others, negative production effects related to repairs at the Burghausen refinery.

The European refining indicator margin rose sharply to $14 per barrel, while the refining utilization rate remained high at 89%. The marketing business delivered a higher contribution compared to the prior year quarter with retail performance benefiting from slightly improved fuel margins due to a more favorable quotation development for oil products, higher nonfuel business profitability and slightly higher sales volumes following the acquisition of retail stations in Slovakia.

The performance of the commercial business came in slightly better as well, supported by higher contributions from the aviation business and increased sales volumes. The contribution of ADNOC Refining and Global Trading increased significantly to EUR 51 million, mainly due to a better market environment.

The Clean operating result of the Chemicals segment rose sharply to EUR 236 million, driven to a large extent by the stop of Borealis depreciation. In our European business, we recorded favorable market effects totaling EUR 58 million, reflecting higher olefin indicator margins. Inventory effects were slightly lower.

The utilization rate of our European crackers stood at 72%, which is significantly below the level of the prior year quarter. This was mainly because of weaker demand and inventory optimization measures at year-end. Nevertheless, the result of OMV-based chemicals improved due to stronger olefin margins.

The contribution from Borealis, excluding joint ventures, increased to EUR 89 million, mostly driven by the stop of depreciation. However, the results of both base chemicals and polyolefins declined. The base chemicals result was affected by lower utilization rate as well as decreased feedstock advantage and phenol margins. Improved olefin indicator margins in Europe and lower fixed costs provided some support.

For polyolefins, the contribution decreased primarily due to softer indicator margins and greater market discounts. This was partially counterbalanced by reduced fixed costs. Polyolefin sales volumes for Borealis, excluding joint ventures, grew by 4%, largely attributable to higher sales in the infrastructure and consumer product sectors.

Contributions from our joint ventures rose by EUR 41 million, mainly reflecting the deconsolidation of Baystar. The contribution from Borouge remained broadly stable versus the fourth quarter of 2024, as a less favorable market environment in Asia was compensated for by substantially higher sales volumes.

Thank you for your attention, and I will now hand over to Reinhard.

Thank you, Alfred, and good morning from my side as well.

At the beginning of 2024, we launched a comprehensive efficiency program aimed at generating at least EUR 0.5 billion of additional sustainable annual operating cash flow by the end of 2027. This initiative helps to mitigate inflationary cost increases we have experienced over the past years as well as effects from lower commodity prices.

In October, we had announced that even considering the BGI transaction and resulting deconsolidation of Borealis, we expect to achieve the originally targeted at least EUR 500 million, from the efficiency program, as we introduced a new cost savings program of EUR 400 million by end of 2027, further derisking the program's implementation. This program is well on track.

By the end of 2025, we successfully delivered more than EUR 350 million of additional cash flow compared to 2023, which represents around 70% of our 2027 target. We achieved this through technical improvements in oil production, optimization of gas flows, reduction of E&P cost base as well as various margin improvement measures and refining optimization related to utilities, crude supply and energy efficiency.

Overall, more than EUR 100 million are attributable to operational cost reduction measures. This builds upon our continued drive for operational excellence, following initiatives from prior years with the impact clearly visible on our cash flow from operating activities.

Turning to cash flows. Our fourth quarter operating cash flow, excluding net working capital effects, was EUR 821 million. This figure was impacted by a significant net cash outflow related to CO2 emission certificates of around EUR 330 million, which is always booked for the year-end in the fourth quarter.

In the fourth quarter of 2024, the net cash related to CO2 emission certificates was around EUR 270 million, largely offset by the one-off net gas arbitration award of more than EUR 200 million. The year-on-year decline also reflects a lower contribution from energy, partially compensated by lower tax payments and a higher contribution from fuels.

Net working capital cash inflows were very strong. At EUR 860 million, it more than reversed the minus EUR 400 million recorded in the third quarter of 2025. This was largely driven by substantial inventory reduction in the fourth quarter 2025, whereas in the prior year quarter, we recorded a negative effect of around EUR 140 million.

As a result, the cash flow from operating activities amounted to around EUR 1.7 billion in the fourth quarter of 2025, an increase of more than 60% compared with the previous year's quarter.

Let us now look at the full year's picture. At EUR 5.2 billion, cash flow from operating activities was once again very strong, only 4% below the high 2024 level. After payment of dividends of EUR 2.3 billion, our free cash flow stood at positive EUR 180 million, supported by inorganic cash inflows coming from the Ghasha divestment and Bayport loan repayment.

Our balance sheet remains very strong with a leverage ratio of only 14% at the end of 2025, despite ongoing macro challenges. Our financial strength is also reflected in our investment-grade credit ratings, A- from Fitch and A3 from Moody's, both with stable outlook. This strong rating underscores our healthy capital structure and prudent financial management.

Following the closing of the BGI transaction, we anticipate our leverage ratio to increase mainly as a result of the deconsolidation of Borealis equity and net debt from our balance sheet as well as the agreed equity injection of up to EUR 1.6 billion into BGI to equalize OMV's and ADNOC's shareholdings. I think it's worth highlighting that even after this game-changing transaction, we anticipate our leverage ratio to be in the low 20s by year-end, well below the mid- and long-term threshold of 30%.

This reflects our commitment to maintaining a robust capital structure and healthy balance sheet. Such a strong financial position provides us with the ability to do both, continue with attractive shareholder distributions and moving forward based on our headroom with our strategic growth initiatives.

We once again deliver on our promise and offer our shareholders attractive distributions. We will propose to the Annual General Meeting an increased regular dividend of EUR 3.15 per share plus an additional dividend of EUR 1.25 per share. Thus, we will distribute total dividends of EUR 4.40 per share, which is an attractive yield of 9.3% based on the closing price year-end 2025. With the total payout of 28% of our operating cash flow, we once again went to the upper part of the guided corridor of 20% to 30% of operating cash flow.

Since 2015, we have delivered every single year on our progressive dividend policy, which aims to increase the dividend every year or at least maintain it at the respective prior year level. Over that period, we have more than tripled our regular dividend from EUR 1 per share to now EUR 3.15 in [ 2022 ] to further enhance our shareholder distributions. We had introduced an additional variable dividend, which we now also paid for the fourth consecutive year. OMV remains committed to pay attractive dividends to its shareholders.

As announced on our Capital Markets update in October last year, we are introducing a new dividend policy effective as of this financial year that builds upon our previous approach and incorporates the clear benefits arising from the BGI transaction for our shareholders.

Under the new policy, OMV will distribute 50% of the BGI dividend attributable to OMV in addition to distributing 20% to 30% of cash flow from operating activities from our consolidated businesses. Our dividend will continue to consist of 2 components: a progressive regular dividend, which we strive to increase each year or at least maintain at the previous year's level; and an additional variable dividend, which will be paid if our leverage ratio remains below the 30% threshold.

This approach aligns with our commitment to deliver attractive and growing shareholder returns supported by strengthened cash flows and a solid capital structure. Based on the estimated closing in the first quarter of this year, we expect Borouge Group International to pay at least the floor dividend for the full year 2026, which means net to OMV at least USD 1 billion. The dividend will be paid in 2 tranches.

Now let me move to the outlook, beginning with capital spending. For the year 2026, we expect organic CapEx to be around EUR 3.2 billion, substantially lower than the past few years reflecting the deconsolidation of the Borealis business and our ongoing capital discipline. The major growth projects in 2026 are the Neptun Deep project, which is scheduled to start up next year, the South HVO plant in Romania and the green hydrogen plant in Austria and Romania.

In the following years to 2030, the average organic CapEx will be below the guided level of EUR 2.8 billion per annum outlined at our Capital Market updates. About 60% of our organic CapEx in 2026 will be allocated to energy with the majority of the remaining spend going to fuels. Following the BGI transaction and the deconsolidation of the Borealis business, organic investments explicitly shown in our financial statements in Chemicals will be relatively small, reflecting only our fully consolidated Chemicals business, specifically the refinery integrated crackers in Austria and Germany and the new plastic waste sorting plant in Germany. The latter is expected to start up this year.

Around 70% of our organic CapEx in 2026 is dedicated to growth, positioning OMV for the future. In addition to Neptun Deep, major organic growth project initiatives include developments in Norway, Austria, the UAE and renewable power initiatives in Romania. In the Fuels segment, we are advancing key projects like the SAF/HVO plant as well as the 2 hydrogen plants in Romania and Austria.

Around 30% of the investments planned for 2026 are allocated to sustainable projects in line with our average guidance for 2030. Please note that our guidance for organic CapEx of EUR 3.2 billion in 2026 excludes any expenditures related to Borealis.

Let me conclude now with our outlook for key market assumptions and operations for 2026. We forecast an average Brent price of around $65 per barrel. The average TAG gas price is estimated to be above EUR 30 per megawatt hour, while the OMV average realized gas price is expected to be below EUR 30 per megawatt hour.

In Energy, we expect average oil and gas production of slightly below 300,000 boe per day, reflecting natural decline and assuming no interruption in Libya. The unit production cost is expected to stay below $11 per barrel, supported by various plant cost initiatives. Exploration and appraisal expenditure for the group is expected to be below EUR 200 million, in line with previous year's spending.

In Fuels, the refining indicator margin is projected to be around $8 per barrel. We anticipate the utilization rate of our European refineries to be above 90%. No major maintenance is planned throughout the year at our refineries, supporting high operational availability.

Total fuel sales volumes are expected to be higher than last year. Retail margins are projected to be slightly below the levels seen in 2025, while commercial margins are also anticipated to decline. In Chemicals, we do not anticipate a significant market recovery in the first half of 2026. Following the closing of the BGI transaction, Borealis will become part of the new company in which OMV and ADNOC will hold equal shares.

BGI will be reported at equity within our financial statements. Hence, we will no longer report separate KPIs for the polyolefin business, these will henceforth be published by BGI. However, we will continue to provide an outlook for European olefin indicator margins, which will impact our fully consolidated Chemicals business. We expect market indicator margins to be slightly below the levels of the previous year with realized margins continuing to be affected by prevailing market discounts.

The utilization rate of our 2 crackers is expected to rise to approximately 90% in 2026. There are no major turnarounds planned for the year. The clean tax rate for the full year is expected to be around 45%.

Thank you for your attention. Alfred and I will now be happy to take your questions.

Thank you, Alfred and Reinhard. Let's now come to your questions. [Operator Instructions] We begin the Q&A session with Josh Stone from UBS.

Yes. Two questions. Firstly, on CapEx. It looks like there was a slight overspend in '25 as compared to your initial guidance. So anything you want to flag on what might have been driving that? And then also for 2026, at least the spending outlook a bit higher than what I had in or certainly higher than the long-term guide. So any comments around what the key building blocks within that? And any potential risks that you can see in this year's budget?

And then second one, I wanted to focus on your Chemicals result, particularly on the olefins side, which everyone has been extremely bearish on European chemicals and you've got sort of almost doubling of your monomers profit this quarter. What would you say is driving that better results? And any one-offs? And then if we're thinking about next year, given this is the business that will stay on your balance sheet, what should we be thinking?

Okay. Maybe let me start a little bit with chemicals and olefins part and then Reinhard will add and explain the CapEx.

On the Chemicals side, I would really say, as you could see, right, 2024 our Chemical sales went up some 10%, last year was plus 3%. And this is really because of the position that we have in the Borealis crackers with mainly Nordic crackers having light feedstock advantage. They are on the -- they are very cost competitive and thus able to run at high rates.

While the OMV crackers in Germany and in Austria are fully integrated into our refineries, and we can use that integration advantage to also optimize our margins. So while we see, as you can see on our outlook for 2026 more or less flat kind of margin expectation for ethylene and propylene. We do believe that we are in a strong position also as a local and integrated supplier here.

Yes, Josh. Regarding your CapEx observation, you're, of course, right. I would rather like to explain. We had guided for EUR 3.6 billion, we came out with EUR 3.7 billion. In fact, we only had an overrun of EUR 90 million, which is around 2%. And this happened very much in the downstream part with the new activities, specifically around our big projects with electrolyzers and the HVO plants where we already started with some spending on long lead items.

So this is more or less distributed among a variety of projects. There is not a significant big overspend in one project. In 2026, it is very clear that we start with a higher CapEx compared to the average of the years until 2030 because we still have the Neptun project in full, the HVO/SAF plant in full and also the main part of the spending on the electrolyzer plant.

So therefore, this average is, of course, a little bit distorted and we are geared towards a little bit higher but significantly lower though compared to 2025. So therefore, regarding risks that you see, we do not see significant risks of overspend because we have contracted out the projects in a very, very high degree. That is also true for Neptun project. And we are going with the speed that we anticipate in spending in order to make sure that 2027 is the year for start-up of Neptun project.

Thanks a lot, Josh, for your questions. We now move to Gui Levy from Morgan Stanley.

I have 2 questions, please. First one, maybe on working capital. The company, of course, enjoyed a very strong release in the fourth quarter. And you know it's still early in the year, but I was wondering if you could say a few words in terms of how much and how quickly you would expect that working capital release to reverse over the course of this year?

And then secondly, on exploration, if you could share with us if you have any initial results from your exploration well in Bulgaria, expectations in terms of drilling completion and also following the recent announcement of the Bulgarian Government joining the block, if you are currently happy with your stake in that asset? Or if we could -- you expect further dilution for OMV Petrom from here?

Let me start with the working capital. We indeed enjoyed a strong cash inflow from working capital optimization in the fourth quarter. However, this does not reflect any, I would say, unnatural levels. This, on the one hand side, reflects very much the business environment in which we operate and we were able to significantly also reduce our inventory levels actually in all 3 segments.

Why am I saying that because also the inventory levels in the Energy business with our gas storage are now at a lower level, maybe compared to earlier years. This is a attribute to the cold winter and also to the very, I would say, small summer-winter spreads that have been available throughout 2025. So we anticipate that also after first quarter, we will come out with even lower level of inventories of storage in there.

How fast will the recovery be? It depends very much on the boundary conditions that we see. If economy picks up strongly in both refining as well as in chemical, of course, also our inventories will go up. This is not what we expect as a situation in the first half of 2026. And we will also then, in Q2 and Q3, see how much of gas storage will be available for decent prices that we can lock in and then put the gas storages again on the level appropriate for surviving the next winter for all our customers.

So this is something that will come across the full year in smaller stages. But as I said, this is not an unusual levels of working capital that we have at this point of time.

Okay, Gui, and regarding the exploration in the Black Sea in Bulgaria. Maybe just to recap here quickly, OMV Petrom is operator with a 45% share, together with Newmet Balkan with 45% share and the Bulgarian Energy Holding with 10% share. And we have contracted the Noble's Globetrotter 1 drillship that will drill 2 offshore exploration wells. The first drill started in December.

And then as it is with all these explorations, right, we need to beat for the results what we get there. Maybe also on the estimated costs for the 2 wells, that's about EUR 170 million for the 2 wells together and the agreements that OMV Petrom made with the partners are such that total cost for OMV Petrom for both wells will be about EUR 30 million. But it's exploration, right, so let's wait and see what we find.

Thank you, Gui, for your questions. And now we come to Henry Tarr, Berenberg.

Two, if I may. The first, just on the Fuels business. We've obviously seen weaker refining margins this year. Where are you averaging sort of Q1 to date? And how do you see the outlook here for the rest of the quarter and then 2026?

You said 2 questions, Henry.

That's the first. I can come back on the second...

Yes, yes. Okay. Then let me try and answer your question. Yes, indeed, the refining indicator margins what we what we found in the fourth quarter last year, we were at about 14%, but with declining kind of thing through the quarter, right? So in December, we saw the margins coming down and then we picked up in January at around 8%.

So more or less, what we see as an expectation for the average for the year. I have to say, right, looking back at the last years refining indicator margins were extremely volatile, very difficult to predict. Supply chains are rearranging themselves, we see outages and so on. So our prediction would be around 8% January also started around that level. And I would see that maybe that's about what's the predictability of the segment, let's say, right?

Okay. That's great. And then the second question is just on BGI and the floor dividend. So I think you've said but I just wanted to double-check that if the merger goes ahead as planned and completes in Q1, you'd expect the floor dividend to be paid in 2026. I guess are there any -- if the merger takes a little bit longer, is there a risk that the dividend gets prorated or anything like that just for this year or is it fixed for '26 at that floor dividend level?

Yes. Thanks, Henry. The floor dividend contractually is fixed to be a full dividend for 2026. That is our expectation, and this is the way how we also calculate. Personally, I do not have any doubts that we will not close in Q1.

Thanks, Henry, for your questions. We now come to Adnan Dhanani from RBC.

Two for me, please. Just 1 follow-up on the BGI dividend. Just in the context of your comments earlier saying that the 2026 dividend would be at least at the floor level. I think at the CMD, you mentioned that the dividend would likely be the floor for 2 to 3 years. So is there a change in the thinking there that it could be at least floor level this year could be higher? Or is that still the thinking that it's going to be 2 to 3 years of just being at the floor level?

And then the second question, just on your upstream production guidance. Obviously, with the 2030 target that was upgraded, just wanted to get your view on the current M&A landscape and just how you're seeing the market right now for barrels?

Yes. Adnan, maybe on the first questions. You know me, I never lose my optimism. But realistically speaking, I expect that there will be the floor dividend, which already is a very attractive thing for the current situation of the market. But theoretically, if the market picks up and the whole economy fires up, then I'm confident that also the dividend policy will kick in and could have an upside. But realistically speaking, I calculate with the floor dividend level and enjoy around USD 1 billion coming to OMV.

Okay. And let me try on the upstream, Adnan. So just as a reminder, right, we said from 2025 level, we have natural decline and then we have organic projects. One is a very big Neptun project, which contributes directly the 50% share in OMV Petrom 70,000 barrels to our production target and then there's other organic projects that we have across our portfolio that contribute in the 70,000.

And that means we have about another 70,000 more or less that we need to close inorganically and we said our strategy will be that we want to strengthen the portfolio in and around Europe that we have to make sure we can move this forward. We are actively trying to fill a pipeline to do that. But at this point, nothing has progressed enough that I could give you specifics on any kind of deal.

Thank you, Adnan, for your questions. Before we come to the next, we have one more in the queue. [Operator Instructions] And now let's come to Oleg Galbur from ODDO BHF with the next question.

Congratulations on the robust results. I have 2 questions. The first one is on the Fuel segment and more specifically, the marketing business. In the past, you were disclosing the average EBIT contribution per filling station. And I wonder if you could already give us the number for 2025?

And my second question is on Chemicals. You mentioned earlier the startup expected at or planned PDH Kallo and Borouge 4. So taking into consideration that the recovery of the petrochemicals market is not yet in sight. What level of annual EBITDA would you expect to be delivered by PDH Kallo and Borouge 4 in the current market environment?

And since I'm at the end of the list, maybe I can take advantage and ask a very short third question. On Libya discovery, you mentioned earlier, when do we expect the new discovery to start contributing to production from Libya?

Oleg, thank you for your questions. Let me start with the fuel question on the marketing business. So what we did in the Capital Market update last year, we updated to give, let's say, a deeper look into our Fuels segment, we updated on the EBIT contributions of our retail marketing type of business.

We do not and we have not regularly in the quarterly updated on this number, right? But what I can tell you is that this is something that helped last year and also in the fourth quarter that we were able to continue to not just grow the contribution from the fuel business in retail, but also nonfuel has grown there and making good contributions and we continue to see this as a value growth driver that we can do.

This is our VIVA stores where we sell both [ gastronomy ] and other shop products, but it is also around EV charging, it is also around car washing and so on. So good contributions from this will continue to grow.

Then on your Chemical question. I would maybe go -- want to go back to also what we disclosed in the Capital Market update that hasn't changed. We think Kallo will contribute EBITDA after full ramp-up of about EUR 200 million. And then on Borouge 4, we have said it's about $900 million, yes, that will be at full ramp-up.

However, right, so we the Kallo or PDH more towards the second half of this year. And we see Borouge 4 is a very big complex with 1.5 million tonnes of production. And there is multiple plants involved, and you will see that we need to take those into operation step-by-step in stages.

The first stage -- first plants will come on stream in the first quarter, but then you will see that throughout the rest of the year ramping up. You were -- so and last, your question around the Chemicals segment. I do believe, and you can see in our sales volume growth that we have, both in Europe, but also with Borouge and our joint ventures, you can see that there is underlying demand there. However, the challenge is supply/demand and unbalance. There is too much supply, new capacity that has come on stream. And -- but what we see now is increasingly old, not optimal plants being taken out of operation.

In total, this is more than 20 million tonnes globally now, a big part of this is in Europe, a significant part in South Korea, but it looks like there are some first actions now also in China on rationalization with their evolution program that they have in China.

Thanks, Oleg, for your questions. We now come to Sadnan Ali from HSBC.

Two, please. The first one on -- just want to go back to Neptun Deep. I know you mentioned that the project is on track to deliver a start-up in 2027. I just wanted to check if you can provide any more clarity on when in the year we can expect it to start up? And what are the key milestones we should expect between now and then? And do you see any risks to that time line or any of those elements that would present more of a risk to delay if there's a delay in the project?

And secondly, just wanted to clarify, your comments today said I believe that post BGI closing, you're expecting leverage in the low 20s by year-end. Just want to clarify, if I'm not mistaken, the prior communication was, I think, it was at 22% after the deal closes, so does this now mean potentially that you expect something higher than 22% upon closing immediately and that's to taper off by year-end?

Let me maybe start with the Neptun project and then Reinhard will follow up on your second question. So project progress, right, just as to recall here, Neptun Deep consists of 2 fields. One is the Pelican field and the other one is the Domino field. In the Pelican field, which -- we -- OMV Petrom wanted to drill 4 wells. They have done so in 2025 and now the Transocean Barents rig is moving on to the deepwater wells in Domino field, where it's 6 wells that have to be drilled. Then there's, of course, not just the wells, but there's a lot of other activities that need to happen to bring this into production.

One was the construction of natural gas metering station, which is making good progress, is ongoing and the equipment is arriving there to the site. We have also finished a microtunnel that is basically bringing then the underground pipeline connection to the onshore. We have also made good progress on the shallow water platform that is moving ahead on the construction and then has to be transported into the Black Sea later this year with good progress on umbilicals, field support vessels and so on.

So all this is running. And so far, we are on track according to the plan. We have not finalized completely when in 2027 this startup will happen, but we will be able to do so in the course of the year.

Yes. And Sadnan, thanks for your question on the leverage. I admit that it's courageous to predict leverage on the single-digit percentage. I still stick to what we said that after close, we will be around 22%. And for the rest of the year, so if that happens in Q1, we still have Q2, 3 and 4. We want to reaffirm by that statement that we stay in the low 20s percentage, which should be really an affirmation of our statement of low leverage, including also the transaction of BGI.

Thank you, Sadnan, for your questions. There is a follow-up question from Oleg Galbur.

Yes. Well, it's rather the question that I asked, but was not answered about Libya discovery when do you expect it to turn into production?

Oleg, sorry, that we overlooked the third question. First of all, Libya has been a successful discovery and the beauty about this discovery is that it's only around 10 kilometers from existing infrastructure. This means that the tie-in of that well should go rather fast, and we're expecting it the latest by next year.

Apologies, Oleg, for not taking the third question, but now we come to Ram Kamath from Barclays.

I have a question on natural gas sales. So can you talk a little bit about what you are seeing in the gas business on demand side particularly? Because I note that the sales in your West business, in particularly, was -- I mean, has come down. I think possibly this year, it's averaging around 40 terawatt hours down from over 50. So how do you see shaping up here, particularly on if you can talk about if it is particularly on the industrial sector demand, which is coming down. And of this volatile time, how do you see this business evolving or the demand evolving?

Yes. Ram, let me try and provide some insights into this. I think if you look further back a little bit, we -- so before the Russian attack on Ukraine. Since then, we have seen significant decline in market demand, both in industrial areas, but also in household and other areas. I think this was driven by very high gas prices and so on.

However, last year, there was, in the markets, some rebound into the gas usage probably also again driven by normalization of the gas prices as we saw that last year. What we have done in OMV, of course, is also that we have also commercially optimized our gas portfolio, diversified it into different sources, and this is probably what you are seeing from our sales figures there.

However, looking out a little bit longer, we do see the demand signals now that Europe will remain a net importing gas region until 2050, at least. And this is also the opportunity that we want to address with our Neptun Deep or some of our other gas production projects.

Thanks, Ram, for your questions. We now come to the end of our conference call and would like to thank you all for joining us today. Should you have any further questions, please contact the Investor Relations team. We will be happy to help you. Thank you again, and goodbye, and have a nice day.

Thank you very much. Have a good day.

Thank you. Bye-bye.

That concludes today's teleconference call. A replay of the call will be available for 1 week. The replay link is printed on the invitation, or alternatively, please contact OMV's Investor Relations Department directly to obtain the replay link.

Welcome to the OMV Results January to September and Q3 2025 Conference Call and Webcast [Operator Instructions] please be advised that today's conference is being recorded. At this time, I would like to refer you to the disclaimer, which includes our position on forward-looking statements.

These forward-looking statements are based on beliefs, estimates and assumptions currently held by and information currently available to OMV. By their nature, forward-looking statements are subject to risks and uncertainties that will or may occur in the future and are outside the control of OMV. Therefore, recipients are cautioned not to replace undue reliance on these forward-looking statements.

OMV disclaims any obligation and does not intend to update these forward-looking statements to reflect actual results, revised assumptions and expectations and future developments and events. This presentation does not contain any recommendation or invitation to buy or sell securities in OMV. I would now like to hand the conference over to Mr. Florian Greger, Senior Vice President, Investor Relations and Sustainability. Please go ahead, Mr. Greger.

Thank you. Good morning, ladies and gentlemen, and welcome to OMV's earnings call for the third quarter 2025. With me on the call are OMV's CEO, Alfred Stern; and our CFO, Reinhard Florey. Alfred will walk you through the highlights of the quarter and discuss OMV's financial performance. After his presentation, both gentlemen are available to answer your questions. And with that, I hand it over to Alfred.

Thank you, Florian. Ladies and gentlemen, good morning, and thank you for joining us. As we held our Capital Markets update at the beginning of the month, where we gave a comprehensive update on our strategy 2030, I will focus today on the third quarter. Let me start with a quick overview of the macro environment. Oil prices in the third quarter were impacted by additional OPEC supply. However, increased crude processing by refineries driven by strong refining margins provided some support. As a result, Brent prices were slightly above the previous quarter, but 14% lower compared to the third quarter of 2024.

European gas prices have traded in a narrow range in recent months with muted Asian demand easing competition for flexible LNG and allowing prices to drift lower. Despite a significant year-on-year decline in inventory levels by the end of the third quarter, European gas hub prices decreased by 5% versus the prior year quarter. The OMV refining indicator margin rose strongly to $11.5 per barrel, thus more than doubled compared to the prior year quarter and was significantly higher than the previous quarter.

This was driven by strong gasoline and diesel crack spreads with unexpectedly high gasoline demand and a shift towards diesel production. Reduced Russian exports and maintenance at the Dangote refinery provided additional support. European middle distillate margins were further boosted by limited imports and tighter access to Russian crude and products. In Chemicals, European demand remained weak due to economic headwinds and increased imports, particularly from China and the U.S. European olefin indicator margins decreased compared to the previous quarter, but remained about 10% higher than the prior year quarter, supported by lower Naphtha prices and industry outages.

Polyolefin indicator margins in Europe showed a mixed picture. Polyethylene margins improved, while polypropylene margins declined versus prior year quarter. Both benefited from lower olefin costs, but polypropylene supply remained abundant due to continued high imports even as domestic producers reduced operating rates.

In this mixed economic backdrop, OMV delivered very solid financial results. Our clean CCS operating result rose to almost EUR 1.3 billion, an increase of about 20% compared with both the prior year quarter and the second quarter of this year, demonstrating the benefits of our strongly integrated portfolio. Main driver was a very strong result of the Fuels segment, which more than doubled compared to the prior year quarter.

Clean CCS earnings per share grew to EUR 1.82, driven by strong refining margins and increased E&P sales volumes. A lower tax rate and the positive onetime effect related to a litigation outcome in Romania provided further support. Cash flow from operating activities reached almost EUR 1.1 billion and thus was on a similar level as the previous quarter. However, it came in below the strong prior year quarter, primarily due to significant negative net working capital effects.

Excluding net working capital effects, the operating cash flow was slightly higher than in the prior year quarter. Our hydrocarbon production was 8% down year-on-year, primarily related to the divestment of our Malaysian asset last year. Fuel sales volumes remained broadly stable. Polyolefin sales volumes, including joint ventures in the third quarter declined by 8% year-on-year, partly attributable to the implementation of a new ERP system at Borealis.

The clean operating result of the Energy segment declined by 11% to EUR 622 million, mainly due to significantly lower oil prices, FX development and the missing contribution from the divestment of SapuraOMV. Increased sales volumes had a somewhat mitigating effect. The realized oil price fell by 15% to $66 per barrel, in line with the Brent price development.

In contrast to the European benchmark prices, our realized gas price increased by 10% to EUR 27 per megawatt hour, primarily due to the changed portfolio composition following the divestment of SapuraOMV. The unfavorable exchange rate development weighed on the results by around EUR 70 million compared with the prior year quarter. Production volumes declined by 8% to 304,000 BOE per day. This was mainly a consequence of the divestment of the Malaysian assets, which had produced 33,000 BOE per day in the third quarter of 2024.

The strong production increase in Libya to almost 40,000 BOE per day more than offset natural decline in New Zealand and Norway. Unit production costs slightly increased to $11 per barrel, predominantly due to the lower production volumes and the foreign exchange rate development, partly mitigated by reduced absolute cost. Sales volumes increased by 6,000 BOE per day due to substantially higher liftings in Libya, complemented by greater sales volumes in Norway and the United Arab Emirates, owing to favorable lifting schedules.

The result of Gas Marketing & Power declined by EUR 25 million, driven by a weaker supply result and a lower sales result in Gas West, only partially offset by an improved LNG contribution. Gas East delivered a better result stemming from the power business supported by power market deregulation in Romania effective from July 2025. The Clean CCS operating result of the Fuels segment more than doubled to EUR 413 million, driven by substantially stronger refining indicator margins, a significantly higher ADNOC refining and trading result and improved utilization rates of our refineries.

The European refining indicator margin rose sharply to $11.5 per barrel. We were able to benefit from the strong market environment through a high refining utilization rate of 91%. The contribution of the marketing business remained strong but was lower compared to the very high prior year quarter. Retail performance declined slightly, mainly due to reduced fuel margins driven by less favorable oil product quotations, partly offset by slightly increased sales volumes following the acquisition of retail stations in Austria and Slovakia.

The result of the commercial business decreased as margins declined driven by slow economic development. The contribution of ADNOC Refining and Global Trading increased significantly to EUR 52 million, mainly due to a better market environment and stronger operational performance. The clean operating result of Chemicals increased significantly to EUR 222 million, driven to a large extent by the stop of Borealis depreciation. In our European business, we recorded positive market effects of EUR 35 million attributable to rising olefin indicator margins, while inventory effects had a negative impact of around EUR 10 million. The utilization rate of our European crackers was 84%, slightly higher than the prior year quarter level.

The result of OMV base chemicals improved, driven by stronger olefin margins and higher steam cracker utilization rates. This was partly offset by weaker benzene margins. The contribution of Borealis, excluding joint ventures, increased by EUR 64 million, supported by the stop of depreciation. However, contributions from both base chemicals and polyolefins declined.

The base chemicals result was affected by a significantly lower light feedstock advantage, a lower phenol margin as well as a slightly decreased utilization rate of the Borealis steam crackers. These effects were partly offset by improved olefin margins in Europe and less negative inventory effect compared to the third quarter of 2024.

Polyolefin sales volumes of Borealis, excluding joint ventures, declined by 8%, largely attributable to the implementation of a new SAP system, which led to presales in the second quarter. Thus, when looking at the 2 quarters combined, polyolefin sales volumes at Borealis rose by 5% compared to the respective prior year period. The realized unit margins of standard products declined primarily due to stronger import pressure.

In contrast, the realized unit margins of specialty products remained strong and stable, underscoring Borealis' strength in the specialty segment. The contribution of the JVs increased to EUR 73 million, even though Borouge delivered a lower result due to softer sales volumes and weak demand in Asia. The increase of the JV result is explained by the reclassification of Baystar, which is no longer consolidated and was negative in the prior year quarter.

Turning to cash flows. Our third quarter operating cash flow, excluding net working capital effects, was very strong at around EUR 1.5 billion, an increase of almost 80% compared to the previous quarter. It was also 7% higher than the prior year quarter. Main drivers were strong refining margins and higher volumes in Libya. A positive onetime effect related to a litigation outcome in Romania was also supportive.

In the third quarter of this year, we recorded a substantial net working capital build of about EUR 400 million, while in the prior year quarter, we had a small positive effect from net working capital. As a result, cash flow from operating activities for the quarter was around EUR 1.1 billion, in line with the previous quarter, but 23% lower than in Q3 2024. Looking at the 9-month picture, cash flow from operating activities came in at EUR 3.5 billion, representing a decrease of 20% compared to the first 9 months of 2024.

Around half of the decrease is explained by a swing in networking capital effects, which were positive last year, but negative this year. Organic cash flow from investing activities in the first 9 months was around EUR 2.8 billion related to ordinary ongoing business investments and major growth projects such as Neptun Deep, the PDH plant in Belgium, the SAF/HVO plant in Romania and the green hydrogen plant in Austria.

Free cash flow before dividends in the 9 months of 2025 was 5% lower than in the same period of last year. Our balance sheet continues to be very strong with a leverage ratio at 16%. In the third quarter, we redeemed EUR 750 million of hybrid notes at its first call date. The fair value of the hybrid bond was reclassified from equity to short-term bonds and consequently repaid, leading to an increase of the leverage ratio. At the end of September, OMV had a cash position of EUR 4.6 billion and EUR 4.2 billion in undrawn committed credit facilities. Let me conclude with an updated outlook for this year.

We maintain our Brent oil price assumption of around $70 per barrel for full year 2025. However, geopolitical environment remains highly volatile. For gas, we now expect the full year average THE price to be slightly below EUR 40 per megawatt hour and the realized gas price is projected to be at the lower end of the EUR 30 to EUR 35 per megawatt hour range.

In the fourth quarter of 2025, we anticipate E&P production to be around 300,000 barrels per day thus expect for the full year 2025 an E&P production of slightly above 300,000 barrels of oil equivalent per day. E&P production costs are anticipated to remain stable at around $11 per barrel. In fuels, the refining indicator margin rose significantly in the third quarter and the start to the fourth quarter has also been very positive with refining margins above $12 per barrel.

As a result, we are upgrading our full year outlook to above $9 per barrel. Our refinery utilization is expected to be at the upper end of the 85% to 90% range. Retail margins have developed positively and are now projected to be slightly above 2025 levels, while we maintain our outlook for lower commercial margins. The European chemicals market continues to face significant pressure from persistent economic challenges and rising import volumes, driving further consolidation and ongoing cracker closures.

Supported by lower naphtha costs, olefin margins in the fourth quarter are estimated to be at a similar level as the average of the first 9 months. However, current high discounts are anticipated to have a somewhat mitigating effect. Polyolefin indicator margins are expected to decline in the fourth quarter due to lower seasonal demand and destocking at year-end.

Consequently, we now assume a lower utilization rate of our European steam crackers of around 85%. Polyolefin sales volumes at Borealis are expected to increase by 200,000 tonnes to around 4.1 million tons in 2025. However, not as strongly as previously anticipated. All other full year assumptions for the group remain unchanged.

We continue to make good progress on the Borouge Group International deal. We remain confident in our expectation to close both transactions related to PGI within the first quarter of next year. Thank you for your attention. Reinhard and I will now be happy to take your questions.

Thank you, Alfred. Let's now come to your questions. [Operator Instructions] we start today's Q&A session with Josh Stone, UBS.

Two, please. One on the very strong result for Fuels this quarter, which pretty much looks like it beat the refining benchmark despite retail and commercial being a bit weaker sequentially. So just expand on what's driving that very strong refining performance. And are you seeing some benefits if you think about specific to I'm thinking about some of the refinery outages we've read about in some of your neighboring countries and wondering if that's been helping some of the performance or is likely to help the performance this coming quarter? And then second, on chemicals.

I don't know if I've observed this correctly, but it seems like your tone has become a bit more cautious on the European market, given the role of imports and noting you're guiding towards lower runs despite being one of the lowest cost producers. So just maybe just talk us through that. And you mentioned these discounts you're seeing on the chemical market. So maybe just expand on how significant those discounts are and your expectation around those?

Yes. Thank you, Josh. Let me start with your question around Fuels. We -- the reception here wasn't very good. So I hope I got your full question. But yes, as you say, we more than doubled our fuels result in the last quarter. That was mainly driven by 2 different things, higher refining indicator margins and secondly, also a good capacity utilization in our refineries. The refining indicator margins drive was, in my view, result of multiple things happening. One is a supply-demand balance kind of thing. We saw strong gasoline demand in the driving season also in Q3. We saw healthy demand on the jet fuel side. And we also did see, let's say, demand-supply imbalance on the diesel side that was driving the diesel margins as well, which we could utilize in our refineries by making sure we are running them to also optimize the refinery margins.

Quarter 4 started very strong. So the first days here in October, we are above the $12 per barrel that I mentioned. And I would anticipate that we continue to see a similar supply-demand kind of picture for the fourth quarter, which is then also why we increased our guidance outlook to over 9%. Let me also just mention here briefly the ADNOC refinery because also there, in the third quarter, we saw an improvement of the margins.

Utilization there remains to be high, but the indicator margins helped to improve that and also the a strong start to the fourth quarter. On the -- your second question on the chemicals sector, indeed, we were very successful in driving the growth in the business in the first half of the year, partly driven by the SAP implementation. But as I said, we are still looking for the full year now at 4.1 million tonnes of sales, which compared to last year would be still about a 5% growth. So I would consider that rather healthy given the market circumstances. However, we are more cautious for the fourth quarter because we anticipate inventory management, cash management in the supply chain also with our customers and that we wanted to reflect in what I said here and in the outlook.

Last but not least, on the discounts, this is a usual thing, the reported contract prices for olefins -- polyolefins usually have discounts associated in the specific sales contracts and with customers. And in particular, in situations where the markets are longer, these discounts or spot prices then can -- the discounts can widen a bit. I anticipate that this will be the case due to the given situation in Q4.

Thank you, Josh, for your questions. We now come to Alejandro Vigil from Santander.

Two questions, please. The first one is about Libya. We have seen this volume increase year-on-year and quarter-on-quarter. If you can give us some color about the prospects for this country in your production profile? And the second question is about the Borouge-Borealis combination. You mentioned that everything is on track. If you can elaborate a bit about how you see all the regulatory -- potential regulatory issues and the fundamentals of the deal today.

Okay. Let me maybe start with Libya. On the Libyan production, or maybe three things. First, we had a higher lifting from Libya that was partly a result that was pulled in from the second quarter, but also we can -- it's difficult to time exactly quarter-by-quarter the lifting. So that was one effect. The second effect was the higher production, which is actually driven by a very good operational performance in Libya and activity there that we have in Nafoora to actually increase the production.

The second effect compared to last year there is also that last year, Q3, we still had reduced production from the unrest in Libya. On your Borouge Group international question, I want to report to you that we are actually making quite some good progress with regulatory approvals. We have received several of those -- of the required approvals.

And at the moment, we are anticipating that we should be able to close that transaction by the first quarter of this year. So far, we have not encountered any kind of delays or issues in any of the approvals. But of course, in the end, right, we need all of the approvals in order to have that. But we expect that Q1, we should be ready to close the transaction.

[Operator Instructions] Now the next questions come from Gui Levy, Morgan Stanley.

Two questions from me, please. First one, you commented on refining margins so far this quarter. I was wondering if you can say a few words about early next year, how quickly do you expect margins to convert to the $6 to $7 per barrel level that you used in your plan? And then second one, in terms of upstream M&A, can you share any thoughts regarding the appetite from sellers at this point? And how quickly could you see -- could we see the company active on that front? It's part of your 2030 targets, but any update as to how quickly that might be addressed would be great.

Yes. Thank you very much. On the refining indicator margins, at this moment, we have increased the outlook for this year to above $9 per barrel. The -- due to the -- as I said, right, we expect now in the fourth quarter, currently, we are even above $12 in the refining indicator margins just from experience this would look like a very high indicator margin and some normalization will happen on the way forward.

At the same time, we have seen over the last years, in particular, since the Russian attack in Ukraine, we have seen a very volatile environment in the refining indicator margins, and we have also seen some supply-demand balances. So this will not go away immediately in my view. However, we would anticipate that for next year, it will normalize more and not stay at the Q4 level.

On upstream M&A, what we said, key is that we want -- we are targeting now by 2030 about 400,000 barrel equivalent per day, and that would require some M&A because our organic activities and the projects that we have, they would result in some 320,000 to 330-ish BOE per day. So the first focus needs to be on successfully implementing and executing Neptun Deep and the other organic growth projects that we have.

There, I can report that we are on track, in particular, also Neptun Deep for the 2027 start-up. On the inorganic activities, we are filling a pipeline of different ideas and thoughts, but our focus will be not on the volume per se, but on making an accretive deal here. And with this we will -- the timing will be depending on when we can make such a deal. At this point, we are not far enough in any of the opportunities that I could report anything specific.

Next is Mark Wilson, Jefferies.

Okay I appreciate that. You've answered my questions on refining, I think. So could I ask -- could you just give us an update on the exploration that you're drilling, I believe, in the Black Sea in the Neptun area. Just remind us where that is and when that gets started, please?

Yes. Thank you, Mark. So the project that we keep citing Neptun Deep, there, of course, we are in the full execution of the project. We are on track with our plan production for 2027. I think you are referring to the Black Sea exploration project that we have started talking about, and that was in Bulgarian waters where we have also started looking in this neighboring Black Sea geology for an exploration drill and that we will start still this year with the first exploration well. And what we have also done a few months ago, we brought NewMed into this project for this exploration activity.

And if you could just remind us of what the target is, if that's going to happen this year or at least start this year, please?

So the exploration drilling will start this year, but we will have to continue exploration activities also in 2026, starting, however, this year.

Thanks, Mark. We now come to Ram Kamath, Barclays.

I have a couple. First of all, on the refining side, this time, ADNOC Refining made a sizable contribution after possibly 4 to 5 quarters of weak set of numbers earlier. So could you perhaps clarify what has changed, how it could be able to capture margin in 3Q, while performance was substantially weak in 2Q, while the benchmark refining was still healthy.

And on the chemical side, it looks like the contribution from Borealis, excluding joint venture increased by EUR 64 million, as you alluded in the remarks earlier, supported by stock of depreciation. Not adjusting for this depreciation, it looks like the unit performance was weaker than last year at the same margin level. Possibly, could you throw some light what is happening in the sector? And is it right assessment to say that the chemical margin is still facing challenges here?

Ram, let me start with refining and then about the chemical market and then maybe Reinhard can also comment some on the specific results here. In refining, what has really changed is, first, in the OMV refineries, we were able to run a high utilization rate. Secondly, the market environment has changed in terms of refining indicator margins. And I think it's really the new sanctions that have come about and then some operational issues in the industry, I would say that are driving some of the supply squeezes.

Dangote refinery is just one, but of course, also new kind of limitations on Russian crudes and things like this are driving refining indicator margins up. And that has been the case in all the refineries where we have participation, so not just in Europe, but also the ADNOC refinery. On the chemical question that you had, I would confirm your view of a more sideways move in the market side in Europe with the chemical margins still under pressure with high imports and lower economic activity in Borealis.

And specifically, we see a difference between the productivity commoditized segment and the specialty segments. While we have seen some margin reductions in the commoditized areas and the specialty margins, we have actually seen continued demand combined with good margin stability and price stability. And maybe for the specific Borealis result, Reinhard wants to add something.

Yes, Ram, your question was a little bit about how this compares also to last year, given that margins were not significantly different. So first of all, of course, if you deduct the depreciation effect, which makes Borealis' result actually look quite good this year, you have a situation that you are in comparison lower. And the reason mainly is that the market conditions are lower. So even if margins being at around the same level, the pressure on discounts is higher in this year.

And Borealis has been quite successful to defend the market shares and to make sure that sales volumes are up -- but of course, that does not mean that they were able to hold exactly the same net margin to the company in this difficult environment. So we are expecting still that there will be some recovery next year in the customer industries. But at the moment, this is a challenging market. And therefore, we are quite happy that Borealis with its ability, as Alfred mentioned, to also concentrate on specialty grades has still a good chance to provide profitability at the end.

We have a follow-up question from Alejandro Vigil from Santander.

It's about the net debt of the company expectations for the end of the year. I know working capital is very volatile, but if you can give us some indication about that. And also about the cash payment you're expecting to equalize your position in BGI, this cash payment, we should expect this to happen in the first quarter next year, right?

Yes, Alejandro, absolutely right to start with your last comment, the cash payment in the magnitude of up to EUR 1.6 billion will happen only with closing of the transaction. We are expecting that to happen in the first quarter. And therefore, we're expecting that cash out also only in the first quarter. Regarding the net debt, -- it has been mentioned that the net debt level has increased simply from the payout of our hybrid bond in Q3 that was EUR 750 million.

We also had a slightly negative free cash flow after dividends because there were some payouts from Borealis dividends as well as some hybrid bond dividends that were still there in Q3. So therefore, in total, net debt was increasing by about EUR 1 billion. However, we are seeing that the effect of the net working capital, which was quite negative in Q3 will be somewhat equalized in Q4. We are expecting that quite some of that will also flow back. The reason for the higher net working capital in effect have been on the one hand side, somehow elevated inventory levels, both in the fuels part as well as in the chemicals part due to a good production, but less sales activities at the end of the quarter.

Then we have now more gas in storage, which is quite normal for this period of the year. And that, of course, also keeps some of the capital bound. And the third is a little bit of a special effect, which definitely will come back in Q4 in Borealis. And that's -- around half of that total effect of net working capital. We had lower securitization and factoring opportunities due to the change in our ERP system, the upgrading of the ERP system, not all of those could be yet transferred into the new net working capital programs that we have, and this will happen certainly in Q4.

The next questions come from Adnan Dhanani, RBC.

Two for me, please. Just first on the gas market. Could we just get your views on pricing going into winter and how you see balances evolving, particularly as you mentioned, European storage levels currently are below where they have been at this point in recent years and just how that might impact your gas marketing results? And then second on the BGI deal, could we just get an update on where things stand as it relates to the recruitment effort for BGI's leadership given we're getting close to the targeted 1Q closure?

Okay. Let me start with your question around the gas market. We have actually seen that -- we have actually seen gas prices trending a bit lower over the year. Initially, we were anticipating [ THE ] hub price in Germany of about EUR 40 per megawatt hour. We now think it's going to be slightly below that EUR 40. If you look at the third quarter, we ended -- the average in the third quarter was about EUR 33 and the quarter before was about EUR 36.

So potentially, when the demand picks up in the winter months, that could provide for some upward movement, but let's see how that develops exactly. On the BGI development, selection of the leadership is, of course, one of the key activities that we do for getting ready for the closing of the transaction.

Also, we are proceeding to plan. We have a selection process where we are looking at both the internal candidates from the three different companies, but we also are looking and comparing to potential external candidates. And what we have agreed with ADNOC is that we would make a merit-based selection. So from this pipeline, we will ultimately then select what we think are the best candidates. We are confident that we will be ready by the closing to have those appointments.

We currently have one more in the line. [Operator Instructions] The next question is from Sadnan Ali, HSBC.

Two, please. The first one is just bigger picture on OMV. If we look back to the CMD in 2022, I think that was the first time you made a big push into chemicals and started reordering the segments and putting chemicals first and upstream third.

Now the CMD this year was the first time where energy was brought back to the forefront and now chemicals pushed back. So can you just talk about the thinking here and how you expect the market to think about OMV's identity bigger picture? And secondly, in refining, you touched upon it earlier, but can you just give us a bit more color on to the extent in which you are able to optimize your refineries to take advantage of the yields given the current market environment?

Yes, Sadnan, let me -- thanks for your questions. Let me start with the first one on the big picture. So I think I want to point out that we are pursuing a strategy to have an integrated business of three different segments. We are looking to create a company with integrated energy, fuels and chemicals segment. And we do see chemicals as a growth opportunity for OMV. And indeed, as you said, in 2022, we had chemicals in the focus.

And with this Borouge Group International deal, merging Borealis, Borouge and then adding Nova Chemicals to this, we believe we have made a major step forward in our chemical strategy. Now this Borouge Group International will require significant integration work. We have also said we want to extract synergies of at least EUR 500 million in this combination there, but there's also significant growth opportunities.

So we said from a pro forma average EBITDA delivery of $4.5 billion in the last year. We want to push that to above $7 billion with the growth projects that we have, biggest one is Borouge 4, but also adding the synergies to it. So this will be a major growth step in a world-leading Polyolefins company that has excellent feedstock position with more than 70% in advantaged feedstock has an excellent share of innovative premium materials due to the innovation and technology capability of Borealis. So that's what we want to drive, and that will allow us to pay interesting dividend to OMV with a floor of $1 billion to -- for the OMV share of this, right?

So this is what we will continue to push, and that will be the main growth vehicle at this point and the main focus for the chemical strategy. Then we have also seen that in our view, the demand for gas, in particular, will be stronger than it was anticipated previously. And we see this as an additional growth opportunity. We always had gas as a growth opportunity, but we see even more opportunity in this. Neptun Deep is obviously at the center of this, but we believe more growth can be added to this, and this is why we increased the production target in energy to 400,000 barrels from the 350,000, right?

I think that's how you should look at that. At the same time, we want to maintain our integrated strategy across the three different segments. We believe that gives us financial performance and cash flow delivery capability to pay dividends and make investments, but we also think there is operational integration benefits, in particular, also in this transition phase. So we will continue to invest into the transformation such as sustainable fuels and in Petrom, in particular, also renewable power and in the longer run, geothermal heating and circular economy chemical recycling activities.

I hope that answers your question or gives you a better feeling about this OMV identity, right? From our point of view, we continue in the direction of an integrated sustainable energy fuels and chemical company with our purpose being reinventing everyday essentials. So we will stick to our energy products, mobility products and chemical products. On the refining side, -- of course, what we have also part -- in our strategy is to adjust the, let's say, the input feedstock and the output product on our refineries. One piece is that more of the refinery output will go into the chemical integration. And -- the second piece is that more of the input raw materials will come from the sustainability side. So in the meantime, in the refinery in Schwechat, for example, we have a 160,000 ton coprocessing facility that inputs bio oils rather than crude oil.

We have a 10-megawatt hydrogen facility in operation that provides green hydrogen rather than gray hydrogen. And the piece that we continuously always monitor is also the crude slate that we deploy and the operating conditions to optimize then shifting more to the chemical integration and making sure that we also get our split between the other products, diesel, gasoline, jet in the right way. We were able to get access to more airports and can also increase our jet sales from this. And in addition, as you remember, last year, we made some acquisitions of some fuel stations and also commercial retail networks that have also contributed positively to the sales in our retail network.

Thanks, Sadnan, for your questions. We now come to the end of our conference call. Thanks a lot for joining us today. If you have any follow-up questions, please contact the Investor Relations team. We are happy to help. Thank you again, and have a nice day. Goodbye.

Thank you, and have a great day.

Thank you. Bye-bye.

Good afternoon, and welcome to OMV's Capital Markets Day 2025 here in Vienna. My name is Florian Greger, and I'm Senior Vice President, Investor Relations and Sustainability. On behalf of the entire management team, thank you for joining us today.

We are looking forward to providing an update on our Strategy 2030, the progress we have made and how we are adapting to ensure we continue to deliver on our transformation and create value for our shareholders. First, please note our disclaimer language that you can see here on the slide behind me. I would also like to point out for those in the room, the emergency exits here and behind the curtain. In case of an alarm or evacuation, please follow the marked emergency exit located throughout the venue. Use the staircase only, not the elevators. The assembly point is outside the building on the ground floor directly across from the dock zone. Please remain calm in case of an emergency and follow the instructions of the staff. Thank you.

Let us now take a look at the agenda. We will start today with a presentation from our CEO, Alfred Stern, who will give you an update on our Strategy 2030, our progress and outlook. Our CFO, Reinhard Florey, will then provide more details on our financial framework and update on the BGI transaction and our value drivers. We will then hear from Beri Gaso, Executive Vice President on our Energy business; and Martijn van Koten, Executive Vice President, Fuels and Executive Vice President, Chemicals on the respective businesses. Following the presentation, we will have an ample time for a Q&A session with the entire Executive Board.

And with that, I will hand it over to Alfred.

Thank you very much, Florian. Good afternoon, and welcome to OMV's Capital Markets Update here in Vienna. It is a real pleasure to see many of you in person, and thank you for joining us. I also extend a warm welcome to all participants who are following us online.

Today, we will provide an update on our 2030 Strategy, the progress we have made and discuss how we are responding to the market changes experienced over the past year. Our transition strategy presented in 2022 continues to guide us, and we are making significant progress. At the same time, it is clear that we need to adapt and adjust the pace of the transition to better reflect evolving market realities, regulation implementation and progress in maturing technologies. Our overall direction remains unchanged, and we are committed to leading an agile transformation and aligning with customer expectations.

Our goal continues to be to maintain robust cash flow generation and invest with discipline to deliver strong free cash flow to support attractive shareholder returns in the future. At the same time, we remain committed to achieving our emission reduction targets. The formation of Borouge Group International marks a significant milestone for OMV, opening up substantial growth opportunities.

As one of you recently noted, OMV has become synonymous with chemicals exposure for investors. While chemicals is indeed a major growth driver in our portfolio, today, we will demonstrate that growth is embedded across our entire portfolio. In particular, we are placing a strong emphasis on gas with Neptun Deep, the EU's largest gas development project on track to start production in 2027.

Our approach to the energy transition has not changed. We run the company on an integrated basis with 3 robust pillars, extracting benefits along the entire value chain and aiming to deliver returns of at least 12% in the mid- to long term. Within these pillars, we maintain a strong foundation in our traditional business while actively pursuing sustainable growth opportunities that meet our minimum double-digit return threshold.

Our goal is to maintain financial resilience through the cycle, which will allow us to distribute attractive returns to shareholders while realizing emission reductions. To do this, we carefully balance investments in new areas, be it traditional or sustainable while optimizing our core business. I mentioned earlier that growth is embedded in our entire portfolio, and you will hear more details about this from Beri and Martijn later in the presentation.

Let me touch on our strategic progress since June 2024. First, on the chemicals front, we have agreed with ADNOC to form Borouge Group International, creating a significantly larger and more resilient platform for growth. We have successfully started up the chemical recycling plant, ReOil at Schwechat. This facility is unique in terms of technology and capacity and represents a key step in our journey towards a circular economy. And we continue to make good progress on the development of the key growth projects, Kallo and Borouge 4.

The operational performance of Baystar has further improved with stable high cracker utilization and an extended product portfolio at the new Bay 3 polymer plant. In renewable fuels, our co-processing plant is now in operation, producing renewable diesel and the construction of the SAF/HVO plant at Petrobras is on track for a start-up in 2028. In addition, we are building around 200 megawatts electrolyzer capacity in Austria and Romania, which is fully integrated with our refineries.

The purpose of all our green hydrogen projects is to supply our captive demand in our refineries. Apart from driving the decarbonization of our sites, green hydrogen creates value by supporting differentiated higher-margin refinery products. In the mobility sector, we have nearly doubled our EV charging network and rebranded our retail stations, reflecting our commitment to sustainable mobility and enhanced customer experience. Our gas mega project, Neptun Deep is on track and in budget for a start-up in 2027, marking a major milestone in our efforts to diversify and secure our gas supplies. This project is a testament to our commitment to energy security and positions OMV Petrom as a leader in the region.

Additionally, our exploration activities have yielded positive results with a significant gas discovery in Norway in 2024, further enhancing our resource base. We have also successfully diversified our gas portfolio and supplied every single one of our customers without interruption. We are no longer dependent on any single supplier and have the most robust gas portfolio OMV ever had.

In renewables, OMV Petrom has made significant progress in building its renewable power capacities, positioning itself as a leader in South Eastern Europe. We have also made strides in geothermal energy, where we have completed drilling and conducted a successful production test in Vienna and are on track to decarbonize the heating of 20,000 households by 2028.

We have not only made significant progress in the implementation of our Strategy 2030, but also delivered strong financials. Over the last 4 years, we generated an operating cash flow of EUR 6.5 billion per year on average. All 3 segments contributed significantly, underpinning the benefits of our integrated business model. This has also translated into increased shareholder distributions. We delivered strongly on our progressive dividend policy and have increased our regular dividend by more than 30% over the last 4 years. A big step-up in shareholder distribution was the introduction of an additional variable dividend in 2022. As a consequence, total distributions more than doubled compared to 4 years ago. With a dividend yield of almost 13%, we delivered very attractive shareholder returns and were among the top performers in our sector.

Now let me look at our emission targets as this is a part of our transformation strategy. We continue to be committed to lowering our emissions. We have made substantial progress in reducing emissions across our operations, achieving a 23% reduction compared to the 2019 baseline. And a 17% reduction in Scope 3. In methane intensity as well as flaring and venting, we have already achieved a reduction of over 80% compared to 2019. These achievements are the result of improved energy and operational efficiency as well as a relentless focus on reducing routine flaring and venting. We are committed to further progress, and we remain on track to meet our 2030 emissions targets, leveraging technology and innovation to meet our net zero ambitions by 2050.

As we look at the current landscape, it is clear that we have entered a period of significant change and volatility, one that is reshaping multiple industries and the global economy. The resulting challenges are multifaceted and complex, but also provide opportunities and benefit companies with the right operational and financial setup. OMV has addressed this by launching a comprehensive strategic program to future-proof the company and make it more resilient and agile by streamlining operations and reducing complexity. OMV's Strategy 2030 uses the power of our integrated business model and targeted investments in innovative and sustainable business areas to capture the opportunities that are created by change.

We are seeing increased competition from both China and India alongside higher levels of geopolitical and macroeconomic volatility. The BGI transaction will help us to address this, providing greater geographical diversification, accessing advantaged feedstocks and global markets while leveraging the innovation and technology capabilities of Borealis to support more resilient cash generation.

Elsewhere, we are seeing a slower-than-anticipated pace of the energy transition. But this is not uniform. And our strategy is to focus on investing in those sectors where we believe we have a strategic advantage, such as SAF and geothermal. We also recognize that the shift in pace and the need to support European competitiveness means that we will need gas for longer and in greater volumes than previously expected, which is why we now expect our Gas business underpinned by the Neptun Deep project developed by OMV Petrom to play a bigger role.

Finally, these changes also bring additional clear opportunities. For instance, the benefits of accelerating automation through artificial intelligence are twofold. First, the rapid build-out of AI data centers is driving growing demand for firm energy. Second, we anticipate AI delivering increased efficiencies through automation in our business, improving our performance and delivering cost savings. Our OMV group efficiency program targets to leverage these state-of-the-art technologies.

Looking at more detail on the energy transition. Investments in renewable energy and new technologies are unprecedented. However, we can also see that industrial implementation takes longer than anticipated. We now consider that the steps scenario is the more likely trajectory for future demand evolution and can make important adjustments to derisk our investment portfolios. This means that while we remain committed to a low-carbon future, we continue to be pragmatic and responsive to market realities, driving an agile demand-led transformation. We are investing in future technologies until 2030. However, at a slower pace than previously planned, ensuring that we remain at the forefront of innovation and maturing technologies while maintaining our financial performance.

In the chemical sector, despite short-term challenges, we see rising demand in key areas such as packaging, automotive, construction and renewable energy. Gas remains a key driver of the energy transition, and we view it as a significant growth opportunity. By aligning our investments in sustainable businesses with market developments, we aim to derisk our transformation while maintaining strong cash generation. Our continued focus on cost and capital expenditure discipline as well as agility and resilience will ensure that we can adapt to changing circumstances and deliver value to our shareholders.

Our market assumptions for the coming years reflect this new reality. Our base case is a Brent oil averaging around $70 per barrel in the next 5 years. But as Reinhard will present later, that we are well insulated in terms of sensitivity to oil price changes. On the European gas price, we expect to be at around EUR 30 per megawatt hour. The refining indicator margins are expected to be between USD 6 and USD 7 per barrel. In Chemicals, we expect the market to gradually recover to healthier supply and demand balance in the next 2 to 3 years. Additionally, we foresee the price of CO2 increasing from EUR 70 to EUR 110 per ton.

As we look ahead, our commitment to transform and grow towards an integrated energy fuels and chemicals company remains unchanged. High cash flow generation, clear investment criteria and attractive, reliable shareholder returns remain our guiding principles. Our journey is guided by the ambition of achieving net zero emissions across Scope 1, 2 and 3 by 2050. Gas remains a strategic segment for OMV. We anticipate longer and robust gas demand also in Europe. And therefore, gas represents a significant growth opportunity. We are increasing investments in exploration and production, delivering key projects like Neptun Deep via OMV Petrom and pursuing inorganic opportunities. At the same time, we are selectively advancing renewables, ensuring that our transformation is both ambitious and aligned with market developments and demand evolution.

Our Fuels business continues to be a pillar of profitability, and we are capturing new opportunities in sustainable mobility. From expanding our EV network to developing renewable fuels and chemical feedstocks, we are adapting to changing consumer needs and regulatory landscapes. In the chemical sector, we are accelerating growth through Borouge Group International, driving feedstock integration and pioneering circular innovation. By leveraging technology and maximizing utilization of our assets, we are positioning OMV as a leader in the transition to circular chemicals. We are creating products that are not only high performing, but also environmentally responsible.

I want to briefly outline the strategic direction for each of our business segments, with my colleagues set to provide further detail later. Gas will be a key growth engine for OMV with major projects like Neptun Deep and other organic projects. In addition to organic growth, we are actively pursuing inorganic opportunities that will further strengthen our portfolio and position us as a leader in our European core markets. We are continuously monitoring market and regulatory developments to ensure our renewable energy investments are market-driven and remain agile and responsive.

In Fuels, our priority is to optimize across the value chain and deepen chemical integration while driving cost and margin efficiencies. We are expanding our retail and trading footprint and seizing new opportunities in renewable fuels, chemical feedstocks and sustainable mobility. For Chemicals, we are accelerating growth through Borouge Group International, focusing on a successful merger and integration, delivering organic growth projects and capturing operational efficiencies and synergies. For our core chemical assets in Austria and Germany, we are maximizing utilization and optimizing integration across the value chain. By leveraging technology and innovation, we are advancing circular chemical solutions to support a more sustainable, resource-efficient economy. All of this is underpinned by our commitment to efficiency, strong cash flow generation, disciplined investment and delivering attractive, reliable returns to our shareholders.

As we look ahead to the period from 2026 to 2030, our strategic focus is on making OMV more resilient by reducing CapEx levels, increasing focus and efficiency and derisking our transformation by carefully adjusting the pace of our sustainable investments. This approach ensures a market-driven transformation with strong financial performance. First of all, one of the key developments in our portfolio is the deconsolidation of the Borealis business following the formation of Borouge Group International. This new structure -- in this new structure, OMV will hold an equal share with ADNOC and the business will be consolidated at equity. This change results in an adjustment of our cumulative organic CapEx budget by approximately EUR 3.5 billion for the period 2026 to 2030.

In OMV's businesses, excluding Borealis, we are optimizing capital allocation by shifting investments from sustainable projects to our traditional business, resulting in a net reduction of organic CapEx by around EUR 1.5 billion until 2030. Some sustainable projects will be rescheduled to post 2030, allowing us to better balance risk and opportunity. At the same time, we are increasing investments in our traditional business, particularly by strengthening the E&P product pipeline -- project pipeline. This strategic adjustment in investment pacing not only supports the continued growth and stability of our traditional business, but also maximizes our free cash flow generation and improves OMV's resilience.

Targeted investments in sustainable opportunities will continue with a focus on projects where we see a strong ability of OMV to win in attractive markets. This will result in the best risk-adjusted returns and near-term delivery. Natural gas will continue to play a pivotal role in Europe's energy landscape for the long term, acting as a key enabler of the energy transition. Its low carbon footprint makes it an essential bridging fuel as Europe moves towards a more sustainable future, supporting the integration and growth of renewable energy sources.

Gas-fired power generation will remain critical for managing the intermittency of renewables such as wind and solar, ensuring the reliability and flexibility of the energy system by providing both baseload and peak power. European natural gas demand is expected to remain fairly robust and predictable through 2040, with only a modest compound annual decline rate of approximately 2% in alignment with the step scenario. However, domestic gas production in Europe is projected to decrease further, resulting in a substantial supply deficit estimated at around 300 billion cubic meters per year by 2040. To meet this shortfall, Europe will increasingly rely on both piped gas and LNG imports, utilizing its infrastructure for both supply routes.

With U.S. LNG serving as a marginal price setter, European gas prices are anticipated to remain higher than pre-COVID levels and will become increasingly decoupled from oil prices. This evolving pricing environment highlights the strategic importance and security of supply priorities that are strongly supported by European developments. Overall, natural gas will remain indispensable for Europe's energy transition, underpinning system reliability and supporting the continent's move towards a lower carbon future.

OMV is ideally positioned to benefit from these trends. Through the strategic transformation of our gas marketing and trading business, we are a leading, reliable and fully diversified gas supplier in our core region. Our production footprint in Europe, the Norwegian continental shelf and North Africa puts us in a strong position to benefit from this opportunity and further grow our footprint.

We expect significant growth in our oil and gas portfolio, driven by both organic and inorganic opportunities by 2030. One of the most transformative projects in our pipeline is Neptun Deep, a mega project that plays a pivotal role in our strategy. By 2030, we expect Neptun Deep alone to contribute approximately EUR 0.5 billion to OMV Petrom's Clean operating result, underscoring its significance to our business.

But our ambitions extend beyond Neptun Deep. We are actively pursuing further organic growth opportunities as well as cash flow accretive inorganic growth through targeted acquisitions and strategic partnerships. Our geographical focus will be in and around Europe. By 2030, our goal is to achieve total oil and gas production of around 400,000 boe per day. This growth will be supported by a disciplined approach to capital allocation, a robust project pipeline and a continued focus on maximizing free cash flow.

In Fuels, we aim to increase the cash flow from operations generated by this segment by more than 50% by 2030. To achieve this, we are committed to ensuring high asset utilization across our portfolio by harnessing the power of our direct sales channels and the benefits of integration. Our focus will remain on the most profitable segments, aligning the investments and offerings with the societal trends. We aim to optimize our asset portfolio and leverage the integrated value chain to extract the highest returns.

Finally, while our core business remains robust, we are also selectively investing in sustainable opportunities, in particular, in areas such as sustainable fuels and EV charging. We understand the importance of balancing traditional operations with the opportunities driven by market and regulatory developments to offer solutions for more sustainable mobility. By carefully choosing projects that align with our strategic goals and offer attractive returns, we can support the energy transition while maintaining financial strength.

In Chemicals, the agreement with ADNOC to create a joint growth platform for polyolefins is a major step in our strategy implementation. Going forward, chemicals will consist of our share in Borouge Group International, in short, BGI, and our 2 crackers integrated with OMV's refineries and BGI in Austria and Germany. In the short to midterm, we expect growth in chemicals to come from BGI. BGI brings together 3 complementary polyolefin companies. Borealis, an innovative polyolefin producer with high feedstock flexibility serving primarily European and North American markets. Borouge, a world-scale vertically integrated producer serving primarily Middle East and Asian markets and benefiting from a first quartile feedstock cost position and best-in-class margins. And NOVA Chemicals, a leading North American producer with advantaged feedstock access, proprietary technologies and a strong position in packaging solutions.

The combination of Borouge and Borealis cements a long history of strategic partnership between the 2 companies with access to high-growth markets, advantaged feedstock, best-in-class technology and strong innovation capabilities. The acquisition of NOVA will transform Borouge Group International into the largest truly global pure-play polyolefins player with a well-diversified geographic footprint and an enhanced portfolio of complementary products and technologies. BGI will benefit from a robust pipeline of sustainable and circular economy projects, enhancing our ability to meet evolving demand. The synergies from combining 3 leading companies are material. The formation of BGI delivers substantial benefits for OMV shareholders by streamlining the shareholding structure into a simpler, more efficient model with joint control and governance.

Let me highlight a few of the key benefits for OMV shareholders of the deal. OMV's production profile will shift significantly, moving from currently 60% of production in Europe to the future BGI footprint with 70% of production in the first quartile feedstock advantaged regions of the Middle East and North America. This geographic rebalancing towards highly competitive cost structures will support BGI's industry-leading profitability and robust cash flow generation through market cycles. The company's extensive range of proprietary technologies will provide a significant competitive advantage. Its industry-leading high share of specialty products not only results in higher and more resilient margins, but also allow us to benefit from the stronger growth of those applications.

With the combination of more than 16,500 granted patents and 7 well-invested innovation centers globally, Borouge Group International will solidify its global leading position in R&D and innovation. BGI's competitive cost base and integrated operations help to derisk growth supported by both organic projects and synergies. With ongoing growth initiatives, anticipated synergies and enhanced portfolio mix, and normalized market recovery, BGI is expected to deliver through-the-cycle EBITDA that exceeds $7 billion. Importantly, Importantly, BGI will provide OMV with a substantial minimum dividend contribution of approximately $1 billion net annually. This reliable and resilient dividend stream from BGI will be both free cash flow and Clean CCS EPS accretive for OMV, strengthening shareholder distributions and reinforcing OMV's position as a leading dividend payer in the oil, gas and chemical sectors.

Following the deal, OMV's leverage ratio will remain well below the 30% threshold, ensuring our continued financial flexibility and enabling the company to maintain additional variable dividends to shareholders. Overall, the formation of BGI enhances OMV's growth prospects, cash flow quality and shareholder returns while maintaining a strong financial profile. While we have revised some of our operational and financial targets, we remain fully committed to our emissions reduction goals, including our pledge to lower absolute emissions by 2030. Our objectives to achieve zero flaring and venting by 2030 as well as to reduce methane emissions to below 0.1% by 2030 are unchanged. Due to adjustments in the time lines of some projects, our expectations for carbon intensity reduction have been updated, and we now project a 10% decrease in carbon intensity by 2030.

Our focused efforts in innovation and technology have made significant progress to advance OMV's responsible transformation. To become a more innovative and sustainable company, we are actively developing a range of cutting-edge technologies for the circular economy and the energy transition. This is enabling OMV's agile transformation. Our proprietary ReOil chemical recycling technology is already in continuous operation at a 16,000 ton plant in Austria, driving our circular economy ambitions. The ReOil plant demonstrates chemical recycling at scale and has high potential for technology commercialization. Those of you with us in Vienna today will have an opportunity to visit the plant tomorrow.

The innovation work on sustainable fuels focuses cost competitive production of sustainable aviation fuel and olefins. Synthetic and bio-based routes towards these products are under development. By leveraging biotechnological processes, we are unlocking access to new feedstocks and enhancing our conversion flexibility. Our decarbonization focus will be supported by our proprietary CoolSwingCC technology currently being piloted in Austria. It is designed to deliver competitive low-cost carbon capture solutions.

Collaborations with geothermal technology leaders like ever support OMV's geothermal growth ambition by leveraging OMV's subsurface and drilling expertise for industrialization. Our group-wide innovation agenda is driven by a collaborative approach, harnessing the best ideas and expertise from both within OMV and through strategic partnerships. This ensures we continue to drive innovation and create value as we transition to a more sustainable energy future.

Let me provide a concise summary of our Strategy 2030. This overview builds on the framework I shared last year, and our core priorities remain the same. Our focus remains on maximizing cash generation from our core business. We continue to concentrate on optimizing and high-grading our exploration and production business. The closing, integration and synergy delivering of BGI, enhancing margin delivery from our refineries and retail operations and executing our expanded efficiency program that aims to deliver more than EUR 500 million positive operating cash flow impact by 2027.

Looking ahead, we have refined our future value drivers. Last year, our primary growth focus was on chemicals. And through the formation of BGI, we will have successfully advanced this area. We will continue to drive growth in chemicals through BGI going forward. For example, through the mega project, Borouge 4. In addition, we will now increase the focus to expand our energy position. We are committed to support OMV Petrom to lead the energy transition in Romania and South Eastern Europe with the Neptun Deep project as a cornerstone and the development of an integrated power business as a significant future growth opportunity.

Additionally, we are positioning ourselves to capture opportunities in sustainable mobility, fuel -- in sustainable mobility, particularly in sustainable aviation fuel, electric vehicles and chemical feedstock. Our overarching ambition remains unchanged to deliver attractive shareholder distributions and achieve net zero emissions by 2050.

Thank you for your attention, and I will now hand over to Reinhard.

So a very warm welcome from my side as well. After you have listened to Alfred, who gave you a very good overview about what has been achieved in our path on the strategy, about the extraordinary transaction, BGI, but also about the future that we are trying to achieve and that we have put on our way regarding the strategy.

Now I will concentrate giving you some more financial details, but also some transactional background to the transaction with BGI as well as the consequent new dividend policy that we have introduced and published on Friday evening, so you are all quite familiar with that. But let me start by highlighting the strong financial position due to a very strong financial steering framework that OMV has introduced and successfully implemented. Our balance sheet has benefited from the discipline this framework gives us, and it has led to very rich both revenues, results and cash flows over the past years.

As you can see, we are concentrating in this framework on cash flows, profitability, but equally also on the strength of the balance sheet and making sure that our return on investments always deliver at a level of above 12% in average. This leads us to a competitive shareholder return, our ability to have good dividends as well as strong investment-grade credit rating, where OMV has both with Fitch and with Moody's, a very strong credit rating in the A area.

Now how does this success look like? The past 4 years have been the past 4 best years in the history of OMV. With the support of a positive business environment with the support of a stringent financial framework. We have delivered in average EUR 6.5 billion of operating cash flow, and we have been able to invest in average EUR 3.5 billion. And you can see each of our segments contributed to this success positively. In these 4 years, we have made in average 14% return on capital employed, and we were able, on an average yearly basis to increase our dividends by 27% year after year.

Now this balance sheet has benefited from a strong deleveraging. Coming from a very difficult year, 2020, where we managed still to be in the ballpark of our target of 30% leverage, we have reduced the net debt significantly and deleveraged the company from 32% to below 10%. And even with quite some challenging 2 years, '24 and '25, we are still at 12% leverage. This enables us now that in the course of BGI, where we will invest EUR 1.6 billion to get equal rights, equal share with ADNOC in this new excellent venture, and also the deconsolidation of Borealis from our balance sheet, we will still only be at 22% of leverage ratio. That leaves us enough space for the strategic initiatives that Alfred has introduced to you. We can also see that on all the good ratings, in spite of quite some challenges in the economy these days, we have a stable outlook on an A- rating with Fitch on an A3 rating with Moody's.

Now let me switch a little bit to explain some of the details of the transaction around BGI. You're quite familiar with the setup as we have explained it. However, it's important to see the sequence and where we are today and what progress we have made. It starts with the merging of Borealis and Borouge and enabling this company to acquire NOVA Chemicals. All 3 companies will ultimately be owned 100% by the BGI, originally with a free float of around 6%, and that makes OMV and ADNOC 47% shareholders each of this new entity.

We will then, in the course of making sure that the initial listing in Abu Dhabi can also obtain an MSCI index inclusion will make a capital raise of up to $4 billion into this company from external, which will lead to a shareholding of OMV and ADNOC to around 43%. And that will enable the company to then also make the next acquisition step, which is taking Borouge 4, which is currently held by OMV and by ADNOC into the course, get all the synergies, get all the capacities into this company until that point of time where we're a little bit flexible on timing. This will be still operated by Borouge, but still held by its parents, OMV and ADNOC.

This whole transaction is fully financed. We obtained acquisition financing in the magnitude that it requires for the acquisition of NOVA. The company starts with a strong balance sheet, very low debt, USD 3.5 billion from Borouge and Borealis at the start, and that even reduced by the injection of fresh capital from OMV at the very start. The acquisition debt and the existing debt that we would have amounts to USD 13.4 billion, and we have been able to obtain a fully full financing of USD 15.5 billion for the acquisition. Not only the financing has been prepared, it is also clear that the capital raise will happen at some stage, at some time after that merging, and we are aiming to keep this company at a good leverage.

It is a target leverage for the company, of course, also building on the very strong cash flow generation of not more than 2.5x EBITDA, which also shows that this is a strong balance sheet deserving good credit ratings. Now we have taken it a step further in that respect. We have undertaken a confidential exercise and received confirmation that BGI will have a strong investment-grade credit rating from the beginning. This is important, and it is also evidence of the structure being very stable and also the flexibilities that we have built in contributing to master all the challenges we have in the market. It's also reflecting that not only it has a full strong investment credit rating, but also on a stand-alone basis, it has a solid investment-grade credit rating and then, of course, some uplift from the parent's support.

When we are looking to the impact on OMV, what we can see is that free cash flow will clearly benefit. Alfred has said it, it's accretive. It's free cash flow accretive, it's earnings per share accretive, it's dividend accretive. Now we can demonstrate this. If you will take this as a pro forma calculation, in 2024, we had EUR 2 billion of organic free cash flow. If you would take out all what it takes from the Borealis side as well as from Borouge dividends, replace it by the dividends we get from BGI, you clearly see that's more. That would be a pro forma increase of EUR 0.4 billion to above EUR 2.4 billion, just coming on a pro forma basis.

That said, you can see that the consolidation structure of BGI in OMV has, of course, some consequences on the KPIs, specifically on top line KPIs. Because what happens, Borealis has been so far consolidated for 100%, OMV only owning 75%, but 100% consolidated into the top lines of a Clean CCS operating result of an operating cash flow, but also on the Clean CCS EPS. All that will now shift to the percentages we have from BGI at an equity-based consolidation. This means that top line numbers will go down slightly, while bottom line numbers, the real numbers will benefit from the accretion that I have introduced.

We also see that the organic CapEx of Borealis had been 100% consolidated. And you saw it already on Alfred's table. This, of course, will move out of OMV, and we will more or less have no consolidation of CapEx from BGI or Borealis anymore in OMV. And then when it comes to the leverage ratio, of course, also there are some impacts. The impacts of having today the net debt and the equity of Borealis in there, but the net debt will increase by what goes out as an equity injection, but we will also benefit from the dividends that we get from BGI also on our balance sheet. So the equity BGI reflected via the returned earnings, that means that the net income will be the key number that goes into our balance sheet. Now that was a little bit technical, but it's important for you to make sure that the prognosis of our numbers can reflect all these kind of changes.

Let me come back to OMV. All this situation enables us to have a very strong focus on cash flow generation. One part of that is our efficiency increases. The efficiency increase has been manifested in a EUR 500 million improvement program for operating cash flow. The good news is we have already delivered EUR 200 million of that in 2024. If you then take our new program that we have announced, where we had said based on '24 numbers, we will have EUR 400 million of cost savings. This is a clear derisking of the original plans because we are taking it out of a market perspective into a cost savings perspective. You take EUR 400 million have an average tax impact on that. That already gives you EUR 500 million. And then you can increase it by what is in terms of margin improvements, customer interface as a benefit for the company.

I will not go too much into detail of this chart because it summarizes all our targets for the future, and you have seen it with Alfred already. EUR 6.5 billion Clean CCS, EUR 6 billion of operating cash flow, EUR 9 per share as target for the earnings per share. We keep our smaller than 30% leverage target. We keep our 12% in the Clean CCS target. We keep our sustainability targets.

Now how does that look like in practice? If you take 2024 numbers, you can see clear increases in the ambition that we have for OMV in spite of the deconsolidation of these top line numbers of the green bars, which has been Borealis. That shows that both the organic development as well as growth opportunities and the impact of BGI can strengthen OMV's performance, both in terms of Clean CCS operating result, cash flow and earnings per share.

What is also important is we have included a little bit of the sensitivities in there. So if you would take oil price sensitivities, gas price sensitivities, this shows the relative resilience of these targets against changes. So if you would take Brent price $10 down, the operating cash flow would change by a little bit more than EUR 200 million. If you take it $20 down, this will be still less than EUR 500 million, more EUR 400 million of an impact. The same with gas. This is just to reassure also that in the integrated business model, with Energy, Fuels and Chemicals, we have a very strong and resilient business model here.

The cash flow is also supported by new CapEx targets. Of course, with taking out the consolidation of Borealis CapEx, this goes down. On the other hand, we have also focused very much on where on our path forward, we will invest. And what's the level of investment that we anticipate. While we have anticipated in the last Capital Markets Day, a level of around EUR 3.8 billion as CapEx, and we have put our foot slightly on the brake already, as you can see, in '24 and '25 due to the volatility of the markets. We now anticipate it's EUR 2.8 billion. And Alfred has shown it to you. Big part of that comes -- so about 2/3 coming from the deconsolidation of Borealis, but 1/3 also from a reshuffling and refocusing of our investments to the target areas and lighthouses that we invest. And here, you can see 30% of that will be sustainable projects, 70% will be traditional business, and that does not include Borealis anymore because CapEx is out of Borealis.

This all leads to a clear improvement of free cash flow. And our anticipation is that free cash flow will improve by more than 50% from EUR 2 billion to more than EUR 3 billion by 2030. The major drivers for that next to the discipline on CapEx will be the cash flow coming in from all the projects that we have invested in the past that are now maturing and coming on stream. Neptun being one, the activities around the green hydrogen, the sustainable fuels, geothermal, all will contribute to new cash flows with, I would say, old CapEx that's already behind us. And this is the beauty about having a consistent value-oriented cash flow generation.

Now coming a little bit to our dividends and the shareholder return. We have now simplified a little bit the capital allocation priorities. Unchanged priority #1, organic CapEx to strengthen and future orient our portfolio. The second is our shareholder return policy, where we have a progressive regular dividend plus an additional variable dividend as long as we are below 30% of leverage. And both of that will have a basis that I will explain in the next chart. Then priority #3, and Alfred has pointed to it, already acceleration of growth and transformation, our opportunities to grow even inorganically. And then priority #4, to deleverage. Of course, if we are coming close or slightly above 30%, this will change and we'll prioritize then deleveraging over further M&A growth.

Now here's the new dividend policy. There's a lot of the dividend policy that stays as it is. It will consist of 2 parts. One is a progressive regular dividend as you have been -- have seen in the past, plus an additional variable dividend. And we aim to increase the regular dividends every year or at least leave it on the level of the previous year. Now the basis for what was formerly 20% to 30% of operating cash flow and operating cash flow now being different with the deconsolidation of Borealis is now to say starting with 2026, we will distribute 50% of the BGI dividends OMV receives directly to our shareholders as part of the basis. And then we keep 20% to 30% of operating cash flow as the rest of that basis. All that together is the basis on which these principles of regular plus additional variable dividends will be there. The current dividend policy is still applying for 2025. So the dividend paid out in '26 will still apply to what we have because BGI will close only in the beginning of first quarter 2026.

Now what does that mean? And we have shown you a little bit of a comparable pro forma of the dividend. In 2024, we have seen a cash flow from operations of EUR 5.5 billion. And we have seen a payout ratio of 28% within this range of 20% to 30%, and that gave a dividend per share of EUR 4.75. If we had done exactly the same on the same basis with the consolidation impact in 2024, the overall cash flow from operation would have come down from EUR 5.5 billion to EUR 5.2 billion. However, due to the dividend floor of BGI, the dividend per share would have increased by EUR 0.30. So we have seen that this as such, is already the accretiveness that we have promised.

The overall level of the BGI dividend is agreed, certainly. We have a floor of USD 2.2 billion that BGI will dividend out every year at a minimum. Out of that, 47%, later 43%, that is around USD 1 billion will flow into OMV. That's the basis of which 50% will be directly going to the shareholders. And there is, of course, an upside because it is a dividend policy that says there's a floor, but 90% of the net profit will be dividended out and there is an upside if free cash flow is even higher. So that is more or less the promise to say there's a minimum and there is an upside.

Let me come to one of my last slides to what I think is the most important about value creation and valuation for this group. This group has a value-generating portfolio. It is not only this first part cash providers that you see every day, our Oil & Gas business, Gas Marketing & Power business, Refining & Marketing, the Base Chemicals. This is what delivers today. On top, we have a participation value, value that is crystallizing in stock listings for BGI, for Petrom that can give you already a clear indication of the value that we hold as shareholdings.

On top of that, we have the future contributors, all what we have invested that will come in the future. This is Neptun Deep. It's the sustainable mobility, it's SAF. It's the renewable power in Romania. It's all the development projects also on the E&P side in Austria, Norway and the Middle East and North Africa. And on top of that, those are the strategic focus areas that will come on the longer term, the geothermal, circular economy and future M&A. All that together is the value portfolio that OMV can show.

You can see stock performance in this year was quite good. We are among the top 2 in our peer group. You know that better than I. I don't need to explain that furthermore. So let me end with 4 core messages. The first is we optimize cash generation. Second is we have a lower organic capital expenditures post BGI that will strengthen this cash generation. The BGI transaction is accretive and unlocks value. And we can safeguard the financial headroom with all our financial framework that allows us to grow also inorganically in the future.

Thank you very much. And I'll pass on to Beri now, Energy.

Good afternoon and let me also welcome you here in Vienna -- the ethics of Vienna, and it's fantastic to have a full room of analysts in front of us, and we can deep dive now also into an update for the Energy division of OMV.

Now I think we've heard also in the beginning in Alfred's presentation that we have acknowledged that the environment out there has changed and that we have, therefore, undertaken adjustments in our strategy. For the Energy division, specifically, this implies basically 2 things. Number one, we really see a bigger opportunity to grow in gas, and we want to go after that gas opportunity. So we're going to grow that gas position with the ambition to become a leading producer of gas for our European core markets. I think that's probably message number one.

Message number two is the energy transition out there is going in the same direction as 3 years ago. However, the pace at which we anticipated that in the past is a slower pace than what we are seeing today. And we are, hence, logically, as a result of that, also adjusting the pace at which we undertake renewable investments. In some areas, we accelerate. You will see that later on. We will try and we are trying to accelerate, for instance, renewables at OMV Petrom, but we are equally being more mindful on the geothermal side, where markets and technology readiness are dictating us to adjust the pace.

Now what type of energy division or E&P business would we like to have in the future? We would like to be a leading producer of gas, of course, in and around our European markets. You've seen, I think, a similar page like this, where we talked about 3 regions where we primarily want to be active. That's the North, where we have a strong position in Norway already today with operated exploration and we're present in 4 producing hubs. We have, of course, a strong position in Europe and in Central Europe, where we, besides Austria, also operate significant production in Romania. And with Neptun Deep, we will play a very significant role also in the Black Sea and the European part of the Black Sea going forward. We want to strengthen that, and we want to build on that. And then, of course, in the South, you can see here Libya and Tunisia, but alongside that, we, of course, also have positions in the UAE and in Kurdistan.

Now our new growth ambition translates basically into 400,000 barrels per day. Where is that growth going to come from? There is, number one, a very strong organic pipeline that is in place. And if you see our estimated production figures for 2025, they're roughly 300,000, right? With our organic pipeline, we already see growth by the year 2030 because we will land at some 320,000, 330,000 barrels per day. So there is already some growth implied from a robust organic pipeline that is in place. And you can, in simplified terms, think about 2 elements that contribute that. Number one is that huge Neptun Deep project that we run in the Black Sea with Romgaz, which is roughly 140,000 gross output. So net to us over an almost 10-year period, 70,000 barrels per day in addition.

But we have managed to build a quite robust pipeline also of other projects, operated and non-operated, which will roughly equally also contribute 70,000 barrels per day over that next 5-year period. If you deduct decline from that, you would still see a 10% growth. And then after that, in a second step, if value accretive, and I think many of you have heard me saying that I really love barrels, but I love dollars even more, okay? And remember that, we're going to do this only if accretive and if really kind of it adds value and cash flow at the end. So we're not chasing volumetric targets with the 400,000. We are after value creation here.

So Neptun Deep, a quick deep dive into the largest operated offshore project within the European Union. That's a fantastic definition to give because it excludes Norway technically. And hence, we can say that it is the largest in the EU27, which it is with 140,000 barrels per day that will come on stream over an 8- to 10-year plateau period, as I mentioned before, but with fantastic -- some really fantastic KPIs to remember, right? Below $3 in unit production cost, world-class, fantastic, fantastic basically resource that can be very efficiently deployed and translated into cash flow.

But the second thing I would like to highlight here is also the fantastic CO2 footprint of that -- of these gas molecules, right? We talk about 2.2 kilogram CO2 per barrel oil equivalent, European average 16 to 18, Atlantic Basin LNG imported to Europe, of course, because of liquefaction, transport and other things, would set you at 80-kilogram footprint, okay, which is another fantastic advantage of our Neptun project. Not only does it add to secure -- to supply security and energy resilience, especially in that part of Europe, it comes with fantastic financial and sustainability KPIs.

The project is on track. I think important side note maybe to mention, both on schedule and in cost. And we really expect first production in 2027 as we have announced that also when we FID that project. Now the project, as I mentioned, is not only important to OMV Petrom and OMV, it is very, very relevant also for South Eastern Europe for the energy supply and security of the region there. And in particular, of course, it has also relevance for Romania, which after the ramp-up of Neptun Deep will for the or after a long time, I think, again, become a net exporter of gas in the future, and you can see that basically on that page here.

I think important to say is also if you want to export gas molecules and you all know that, you also need to have the right transportation capacities and pipelines into all directions in order to export. And I can tell you that all of that is in place actually. So we are really ready with 2027, not only to serve the needs of Romania and Romanian customers, but to also help to further contribute to the energy independence and security of the region and to export some of these molecules. And there is also significant premarketing activities going on. You can see that, for instance, contracts with Uniper and others are being signed as we speak. So this is in full swing, and we can't wait for those molecules to basically come on stream in early 2027.

But besides that, I mentioned that already, a significant pipeline. I will not delve now into these projects, but you can see from operated, non-operated across gas, oil or both oil and gas, there's a robust pipeline of projects available, which will contribute another increment -- significant increment of 70,000 barrels per day from today until 2030. And on the right-hand side, of course, well workovers, we left that a bit unquantified because the primary purpose of that is to really fight natural decline, and we can see significant improvements in how we are doing that over the past 2, 3 years and a significant contribution also from these well workover activities especially on larger mature assets that we operate, where we are bringing down our decline rates, and we're dampening them.

Now exploration will remain important, and we are committed to spend another roughly EUR 200 million in exploration expenses annually until 2030. That translates roughly into 50 wells with some of these wells being very, very exciting wells. Very exciting, meaning there might be new hub openers or new play openers. We heard in the opening speech of Alfred that we had a fantastic gas discovery in Norway, the largest basically gas discovery drilled last year out of many exploration wells that were drilled there. We see that Voring Basin and that Haydn/Monn discovery significant additional potential, and we want to see how much of that we can derisk as we move forward.

But besides that, there is also some very exciting prospects that we are chasing, for instance, offshore Bulgaria. It's again Black Sea. It is still early days in exploration, but there is some significant lookalikes of something similar to Neptun that we are potentially having here. We will see that once we drill it out, of course, the nature of exploration is such that you don't know until you don't hit. And number three, besides those 2 hub plays, we will continue, of course, with infrastructure-led exploration across existing infrastructure that we have because that can very quickly be tied back and is super value accretive to what we do, and we do that across the portfolio. Well, on inorganic, I actually told you already, remember that we like barrels, we love dollars even more. It has to be accretive. It has to make sense. We are after the right opportunities here. And we will execute that if we really can see that this adds value.

Now besides that, relentless, I think, focus on cost and efficiency will remain. And I often call it when I -- when we talk to our teams or when I talk to my teams that efficiency must be the new normal. This is not a one-off exercise, unfortunately, especially after what we have seen in the past 2, 3 years with significant inflationary effects across all kinds of dimensions and categories that you can think of. And I don't think you're only in wages, I think here in many other cost items. We simply have to fight that if we want to remain competitive in the market. And therefore, 2 aspirations that we have here. One is a single-digit unit cost that we are striving for. We want to be below $9.

But an even stronger statement is actually the cash breakeven where we say we want to push that even below a highly competitive USD 30 barrel per oil equivalent cash breakeven. That is quite an ambition actually and speaks about the quality of the portfolio that we are aspiring to further build here. Second piece here, I think, is that still some optimization, high-grading of the portfolio and certain elements will be required and necessary. And with this, I do not think about entire countries that need to be restructured. It's more on asset level that we really need to remove a couple of things and maybe add a couple of other things in order to achieve that desired level of quality.

Now if I move over to the gas marketing and power business or the Gas & Power business of OMV, then we'll continue, of course, with our activities around gas storages, around importing and trading LNG that we do, the gas sales optimization and trading. You can see many of these things here being listed.

I think what we want to see here is a significant earnings contribution coming from the Gas & Power segment with an average of roughly EUR 300 million in clean operating result that we expect our Gas & Power division to contribute going forward until 2030.

Couple of sentences maybe also around recent movements in terms of fully liberalizing gas and power markets in Romania. You might have followed that the power market got fully liberalized in the meantime, Q3 2025. So that took place. And we anticipate now in the second quarter of 2026, also a full liberalization around gas pricing in Romania. I think we can welcome only these steps going forward.

However, I would say the overtaxation especially around domestic gas in Romania still poses a challenge to some extent. But this is the right direction to go. And then maybe a nice segue into our vision for OMV Petrom to become a leading power and market player in Southeastern Europe.

If you remember at the beginning on the first page, I talked about, basically, we are accelerating a couple of things on the sustainable investments, and we are pacing a little bit. This is clearly an opportunity where we say we want to accelerate the execution of a fantastic 1.3 gigawatt renewables portfolio that we have built the Petrom together around a 0.9 or 860-megawatt gas-fired turbine that we run for power production in the country. So if you take that traditional business, the renewables part and potentially even a battery business in the future, then you end up with a completely different integrated basically business model where you can run almost a virtual power plant.

And if you add [ Martijn's ] electrolyzers that he is building on top of that in the future in -- on the refining side as a significant customer, you can really see how this grows into a fully-fledged integrated business model, which, of course, comes with different economics than if you do wind or power or battery somewhere stand-alone. So a fantastic opportunity. We see that in Romania, and we want to grow in concentric circles around that.

We also see great opportunities now popping up in Bulgaria and in other adjacent markets, and we really want to make a difference here and ensure that Petrom becomes a leading power market player in Southeastern Europe as we move forward.

Now on geothermal. On geothermal, I think probably 2 things. Number one, we will still continue with that open loop -- with all the open-loop projects that we had in the -- and have in the portfolio. Of course, in particular, also with the joint venture, deeep that we run here in the city of Vienna, and I think we will visit that together tomorrow, if I'm not mistaken.

And you will see basically how the geothermal wells that we have drilled will supply 20,000 households starting 2028 with decarbonized basically heat coming from a source 24/7 base load, basically decarbonized heat source by really reaping the benefits of this underground treasure on which the city of Vienna sits. So that's going to continue.

We also see a second phase of additional 60 megawatts that we will roll out by 2030, and we have a vision to go to up to 200 megawatts. Just to put that in numbers, that's 200,000 households, that's half the city actually of Vienna. So a massive and great ambition here. On the other hand, for closed-loop systems, we're saying, we still like the technology. We remain invested in [ Edvard ], if you remember. And we're pacing those investments because of also technology maturity, technology readiness, market readiness and other things. That doesn't mean that we have canceled now that CapEx. This CapEx simply will take place or be executed somewhat later. That might be 2031, 2032, 2033. It's not anymore as fast as we've discussed and presented that in the past.

So to summarize that, I think our 2030 ambition on the E&P side will be, of course, to execute those fantastic organic projects that we have and deliver over 140,000 barrel per day in additional incremental production from the major projects that I have shown to you. We will continue our journey around efficiency and cash breakevens and high grading, and we will pursue those inorganic opportunities as long as they, of course, also make sense.

In Gas & Power, I think we really want to strengthen profitability by leveraging this multi-commodity trading platform that we have built now, both in Gas West and in Gas East. And we want to make sure that we see a stable basically contribution from that business. And on the renewable side, we really go full steam ahead with Petrom and that ambition to become a significant power player across Southeastern Europe.

We are accelerating on the execution of that, while we are adjusting somewhat the pace around geothermal. Now in numbers, just to summarize that also again for you, I think on the E&P side, roughly 400,000 barrel per day is the target, $30 -- cash breakeven below $30, below $9 in unit cost. On the Gas & Power side, we said roughly EUR 300 million in clean operating result that we expect there. And on the renewables, roughly 3.4 terawatt hours in output that we would like to see by 2030.

So with this, I'm coming to the end of my part, and I am now happily handing over to Martijn to explain you the fuels part. Thank you.

Good, also good afternoon from my side. I indeed will talk about fuels. And then later, I will continue talking about Chemicals. But first, fuels. I wanted to give you an overview of the market development in our region. I think everyone knows, right, in Western and Central Europe, you clearly see the demand shifting. And I say it on purpose like that because it is some good growth, for instance, jet, but also clearly declines in heating oil, for instance, and diesel.

And this is kind of posing us challenges, but also opportunities, and I'll talk about that later how we leverage that and capture those opportunities. In the East, of course, OMV Petrom, with the refinery there and [ petrol station ] business and the B2B business is having a more beneficial market environment. You clearly see there with build-out of the roads, build out more cars that there is still growth in the market in general. So we're well positioned to also leverage that.

And amongst both, you see increasing opportunities in renewable fuels. And also renewable feedstock for Chemicals, but especially the renewable fuels part is, of course, driven by the legislation, RED II, RED III, right? It's really happening. So the jet has currently 2% SAF in all the airports, right? And we already know what will happen in 2030. And we are well positioned to actually capitalize on that, both on the customer side as well as on the integrated production manufacturing side. So how do we do that?

Here you see our footprint. And what you immediately see, right, it's a nice integrated footprint, Central Europe, all the way stretching to Eastern Europe, where we can serve customers and derive good margins, and we also can integrate with Chemicals. And around that footprint, we can trade. And we see actually an opportunity from here to 2030 to grow the cash flow from operations. So that's exciting.

Now we see a 50% growth opportunity. So that's consistent also with previous Capital Markets Day, we're still on track. Now how do we do that? It's also a consistent recipe deeper integration to Chemicals, deeper integration with our customers, so in retail, in B2B and then capture the emerging opportunities in renewable fuels. So that recipe stayed consistent, and we're moving to deliver on that.

Here you see the first part. I'll come back to Chemicals later in the Chemicals part. It's a deeper integration with Chemicals. So here you see the first part on fuels. That's our retail business, B2C. We're very happy with how that develops. We, of course, have a strong fuel business, dual brand, and that's really helpful also in the different economic environment because we're positioned in a premium brand with OMV in all the markets, but we also have in the markets a value for money positioning. That's really important.

Also strong market shares, and that gives us the economy of scale. Also economy of scale then to develop our nonfuels business. So we've moved on with that, right? So we have a very strong cooperation in the West with key retailers, amplifying that nonfuels business sales and also in the East, you can see an example with Auchan. OMV Petrom has a big cooperation and see clear win-win there with Auchan on the food and also groceries also and on the [indiscernible] and you've been able to taste the coffee again.

And so this continues to be a story also from the last Capital Markets Day, we're building out that because you see in society, this kind of premium coffee is really an opportunity for us. Now of course, we want to keep this platform really relevant. And we think actually, and I'll come to that later when we sum it up, but EUR 500 million to EUR 600 million operating result growth opportunity from keeping the fuels offering strong also is differentiated fuels, so the MaxxMotion and then the nonfuels business. And then very important to keep -- this is kind of, of course, real estate at prime locations, right, keep the customers coming, also those customers that choose e-mobility.

So we have selected, and this is also consistent, the highly frequented along the road, high-performance e-mobility, and we're building that network out. And that, of course, also keeps the [indiscernible] offering. Now this pool on fuels and differentiated fuels then also kind of allows the refineries to be fully optimized over the next 5 years.

Just want to kind of say a few more words around e-mobility. Here you see actually how far that has now come. We set ourselves a job in 4 key markets, right, Austria, Slovakia, Hungary and Romania, with our OMV Petrom colleagues to gain a significant market position on these high-performance charges on the highly frequented road. And we have been quite successful there despite grid connection issues, et cetera, which is all about kind of the teamwork, and I'm very proud of the team to do that.

And we've moved into a top 5 position, which will extend into a top 3 position in the next years. we see actually that there's profitability there. So the Austrian business on e-mobility has been EBITDA positive since last year. And we also see that outlook for other markets. And on that basis, we decided then to do a market entry in Czech Republic, where we go with a partner, [indiscernible] and also OMV Petrom is looking at making an entry in Bulgaria. And there, of course, as the e-mobility wave comes from Northwestern Europe to Southeastern Europe, right, it's a play for the longer term.

But we think that we can have a very strong contribution. And what we're seeing is this strengthens the traditional fuel business because in the different legislations, right, it's all about kind of making the traditional fuel business emit less CO2. And you can do that by component blending, but you can also do that by being active in e-mobility and you can use those credits on the traditional fuel.

And this is an important play, important play in Austria and other markets. And that's also why we piloted e-mobility for trucks. We have actually established now 8 charging positions in Austria. You can imagine the truck is kind of the equivalent of 10 passenger cars. So you get a lot of credit from this. And we're actually quite happy with how it develops. So we also do that. And the beauty is also that we can do cross-selling.

So in keeping our traditional diesel sales up, right, we see a lot of logistics companies that are asked by some of their customers to decarbonize and then having a cross-sell opportunity is actually very helpful. So we have now 3 big logistics customers where we could do that cross-sell. I just want to talk a bit about [ you ] so that -- actually that you understand how this e-mobility fits for us in the overall offering.

Good. Then I move on to B2B. Now we have a strong B2B business. But actually, traditionally, we have been underfocusing on commercial road transport. So trucks on the road because the low-margin segment traditionally and also competition. But we actually see that the diesel demand there is quite strong and longer strong. And also, there's an opportunity there to cross-sell HVO, so renewable fuels, which is a nice synergy with our renewable fuels play.

So we have decided 2 years ago to actually enter more strongly in this segment. So we did an acquisition, right, the AP brand, which you saw on my first slide, which was focusing on truck stops on the big roads in Austria. And we're now building that out. So we want to increase our liters sold actually by 25% in the commercial road transport segment until 2030. So it's quite attractive for us in a declining market to actually see this strong growth in one segment. And we think we can do that from the position where we are. And also there then the cross-sell, the renewable fuels and the e-mobility for trucks.

On aviation, we explained that consistently, right, last year, we actually kind of do market entry. So we are getting active on more airports. This has proven, of course, in hindsight, really excellent because we see strong jet growth, we now benefit. So we have expanded the amount of airports where we're active. We are now active in 17 airports. Last Capital Markets Day, it was 14. And we're also working on access from the pipeline from the ARA region.

And again, you can recognize, right, with the diesel sales, with the jet sales, we're shielding our refinery platform, so we can optimize that with the trading and marketing around that and focus on cash flow delivery. A few more words about the renewable fuels opportunity. Now what's -- this is very interesting. It's a market with very big growth, but also very big swings in supply-demand balance, yes?

You see also the cross-region arbitrage. So as the Asia region and the U.S. region haven't moved as fast on this, you see a lot of arbitrage coming into Europe of renewable fuels. Now we are very happy actually with how we have approached this because for us, now it's about delivering what we have put on the road. So we've started up a co-processing plant. And those of you that will visit [indiscernible] tomorrow, you can hear more story about that. We have a 10-megawatt electrolyzer in operation. We have done a lot of learning also around that. So we derisked the other electrolyzer projects. And we have put on the road, so they are now post FID, they're in construction, important 4 more projects, right, the SAF/HVO plant from OMV Petrom. This plant can make all the SAF that we need by 2030, so until 2035 in the OMV Group.

So all the marketing we're doing for jet on the airports, right, is kind of also premarketing for this project because we can sell it into our own demand, which is nice because with the supply-demand swings, this is a stability of offering that we can offer also the airlines. Included in that project, right, are 2 electrolyzers boosting the value of the HVO and the SAF because you get extra credit for this. And then we have just on the groundbreaking last week, Monday on a huge electrolyzer here in Bruck an der Leitha, 20 kilometers from the refinery. You'll hear more about it tomorrow.

And Alfred explained importantly that this is into our own production. So we're not depending on any market developing for industrial hydrogen or for hydrogen in steel or hydrogen in mobility or whatever, right? We're using it in our own industrial production. It's -- again, all these are double-digit IRR business cases that we're now focusing on executing. And how does this work for such a big hydrogen plant, right? It's kind of Scope 1 reduction.

Obviously, that has value. And you saw in the outlook that we expect the CO2 price to go from EUR 70 to EUR 110. So that's good. So we'll reduce gray hydrogen production in the refinery. It amplifies the value of the traditional fuels. They need by specification more greenhouse gas mitigation every year, 1% more roughly in all the markets. So then the blending components in the green hydrogen gets a higher and higher value. Thirdly, renewable fuels. Also, you boost the value of HVO, you boost the value of SAF because they are kind of judged on the percentage of greenhouse gas savings that they achieve.

You can, of course, also stay at the minimum and take cheaper feedstock, which allows you to be more flexible in your feedstock selection. Fourthly, it improves the value of our chemical recycled feedstock. So we have now the real plants running 16 kilotons. We need to hydrogenate that. And you do that with green hydrogen, you get a better value, obviously, right, because it's all priced on CO2 savings. And the fifth opportunity is around e-fuels and olefins. This is a future step, which we're doing innovation on. Alfred explained that, but that gives clear upside also for such a big electrolyzer project. But I wanted to stress its all internal business case that we have own control to deliver.

What we'll then do is we'll kind of carefully watch the further development. So we have a number of projects in advanced stage, so Select and in FEED stage, which is the last stage before FID, but we can decide ourselves when we will actually take final investment decision and progress those. So I think that's also competitively seen a really good position we are in, right?

We can actually look at how the market develops, how the customers demand the products, and we can then trigger that. So that's the approach that we'll do. And so if Reinhard talked about switching some of the CapEx from sustainable to traditional, right, you can see how -- where that is part coming from. There's flexibility in my portfolio here. We think from the renewable fuels also EUR 200 million to EUR 300 million operating result contribution that's from all projects that are post FID that we're building or have already in operation.

Now then across that platform, and I explained the customer side, I explained the renewable fuels opportunity, we'll optimize and trade. But what's very important is to focus on efficiency. Now our refineries have a good position in cost benchmarks. And we've shown here -- we're shown you here the cost benchmark. You can see where we are positioned competitively. And that's a position where you can fully load the assets because you have an advantaged cost to serve and margin position.

And we can, of course, also outcompete the refineries more on the right-hand side of the curve. And that's the approach for the next 5 years. So we actually think that with all the announcements you've seen on rationalization, we'll be on the other side of the curve. We'll be pushing to actually optimize our business and serve the customers well.

Very important kind of concept, right? That is kind of an integrated approach. And with that, I'm going to summarize the ambitions for 2030. We'll transform in line with the market, and this is not the energy transition that I mean here. We'll transform as the yield shift in the market, yes. So as our customers demand more or less of the product, heating oil goes really quickly down over the next 5 years, right?

So we'll have a residue strategy, reoptimizing the refining platform. The Chemicals strength from our crackers still being good, right? And that means actually that we can start shifting more of the heavy part of the barrel into the crackers, and we'll do furnace modifications for this. We'll integrate into renewable fuels in this. So it's not the transition -- the energy transition, but it is more the market shifts that will make sure we transition with those shifts.

Then on the customer side, right, we'll keep the key to the customer and further develop that. I explained how we will do that on the retail network and also the shop and the EV, how that fits commercial. And then on sustainable fuels, we'll focus on the opportunities that we brought on the way, and they will come on stream '28, '29, right? And so we'll see that by 2030. And we'll watch when is the right moment to do final investment decision or M&A on the next part.

And with that, we think we can grow the cash flow from operation by 50% and also underpin the group's success. And Beri talked about the gas growth, grow retail and also make sure that we actually have a profitable business because that, for sure, will grow, right, the demand for renewable fuels and feedstock. And so actually getting this recipe right also is then allowing us to scale it. That's the fuel story.

So I'll move over to Chemicals. And I'm actually now kind of first talk about BGI because that's really our big growth step in Chemicals because this -- and Alfred explained it, but this is where Borealis and Borouge are coming together as 2 formidable companies. And then at the same time, the takeover of NOVA Chemicals. It's roughly 1/3, 1/3 , 1/3. So there's a big growth in there for OMV, an equal share and joint governance, right, which allows us to strategically work together with BGI. It's very important.

And so BGI, 3 complementary firms, geographically complementary and also complementary in product portfolio and customers. So that is giving us a lot of opportunity. I want to explain that now to you. I want to explain the competitive strengths now, but also how that then develops. What we're creating is a globally setup company, integrated, so between olefins and polyolefins, very important because then as the market has the cyclicality and the margin shifts between the 2 parts of the value chain, right, BGI will be well positioned to have through the cycle good returns and also kind of an in-build growth.

I'll come to that as well. And then an additional strength is in these technologies and differentiated products. Borealis has 4 key polyolefin technologies with a big market share in each of these, energy, health care, automotive, lightweighting cars and infrastructure pipe and can really play into that. NOVA comes with also SCLAIRTECH technology, right, it's advanced packaging, complementary. So that's very attractive because that's where the upside sits in the market through the cycles.

Actually, specialties tend to be project-based business, right, electricity cables for wind farms, Energy segment. You know this years in advance, right? And you sell with a good margin in there, very specialized product, must get right. But that is very different than the cyclical part of the productivity grade. So it's very important to have a big part of specialty sales in the portfolio.

Third key differentiator is, of course, now and Alfred talked extensively about this is, rotation for us from our perspective into advantaged feedstock. And you could say for Borouge, the rotation also in depth into the technologies and differentiated fuels. From our perspective, right, 70% is now in differentiated feedstock, advantaged feedstock. I'll come to that. And this altogether gives us very attractive shareholder returns.

First part, the integration along the value chain and global setup, and you see that here in one picture. See, Borealis traditional business in Europe, right, good share of olefins, where it wasn't fully backward integrated on propylene, right? That is where the Kallo project fits, world-scale PDH plant, right, propane to propylene and then polypropylene.

So you see there that green part, right, that is that project, further building the integration, strong position. And because it's so much leverage to differentiated products, we think also a continuing profitable position. Middle East Borouge, huge strength and also huge expansion on both sides, right, on olefins with Borouge 4 and on polyolefins, Borouge 4, but also there's -- I'll come to that, there's a significant revamp step of Borouge 1, 2, 3. So attractive.

And then the NOVA portfolio in North America also integrated with the advanced packaging focused strength on polyethylene. It's only polyethylene there. And you see it more heavily weighted on olefins, and that's logical in historic context and also beneficial going forward because in the U.S., it's all about the ethane, the advantaged ethane, right, and bringing that to markets and you do that via the cracker.

And then you need a certain amount of polyethylene to market, but that's why the olefin part is bigger. Now then you're well set up, right, to benefit from the market for sure. And the market in polyolefins, we see actually growing above GDP.

Yes. So that's our outlook for the next 10 years. That is an attractive opportunity. And of course, again, it's supply-demand that will determine the cycles, but the fundamental products are very desired by the customers. And that's because they solve so much societal topics, right, like energy transition, like light weighting cars, like health care, growing population, growing living standards. That's actually why we have this outlook. And what's special and you see that on the chart on the right for you, it's all regions.

So in Europe, there will be modest, very modest growth, North America as well. And Asia, huge growth, in China, of course. But in China, you see the economy and our outlook switching more to services. That's why it tapers off a bit, but it is a huge block, of course. And then the rest of Asia is strongly coming. And you see that here. It's India, it's Southeast Asia and so on. And I think then from the Middle East position that BGI has, you can really serve this well also from the Northern U.S. position and then with the specialties from Borealis.

On the specialties, right? So I want to bring that a bit more to point. I gave you the examples of what type of specialties. And you see that here highlighted, Borouge as well and then NOVA, and we've kind of shown you where they are regional leaders. So also within those specialties, actually, they're well positioned. And we, together, in BGI are really well positioned to benefit from increased growth in the market.

On the feedstock, I said 70% is advantaged, right? So that's ethane MiddleEast, ethane North America. And you can see in the chart actually how that gives you an advantage for naphtha-based crackers. And naphtha, of course, could be China, but naphtha here is also really Europe, yes. So that's an advantage. And what's special is the Borealis crackers in Europe, so in Sweden and in Finland, they are actually not European naphtha crackers at all, right? They kind of have been converted over the last 10 years more and more to now a position that they're fully light feedstock based. So it's ethane with long-term contracts and leased ships from the U.S. It is propane from the U.S. and the world markets, and it is also butane.

And those locations in Stenungsund and Porvoo, Finland, Porvoo, they have huge caverns. So there's also a lot of trading opportunity around the light feedstock advantage. So they are consistently in the benchmark also net cash margin first quartile because of that. That gives us a real competitive position also in a consolidating European market. Yes. And those things together, which I've explained, the setup, the integration of olefins, polyolefins, the differentiated products, light feedstock has also built a track record.

And here, you see the pro forma average EBITDA for BGI. You see on the left actually that on average, it's a superior return, 26% EBITDA margin. And on the right, we give you an idea of what the peak and the trough has been in these 5 years. And you see because of this setup, right, the trough -- and that's, by the way, the recent years, right? So the corona was kind of the peak because everyone was buying goods, right? So now we're in a difficult situation, but it's 19% EBITDA margin. Yes. So that gives us -- that track record shows actually the robustness in the platform.

And then we think actually that from the platform, right, there's a lot of growth to unleash. And that's why also BGI is for OMV a key way of participating in the Chemicals growth. Here you see a pro forma EUR 4.5 billion EBITDA level. And then the first big step is the already in construction or just finished but now maturing, right, growth projects, adding another EUR 1.6 billion. I'll come to that in the next slide.

NOVA had already an impressive efficiency program ongoing and also an effort to bring the assets to Q1, and that will continue and will deliver another EUR 0.2 billion. And then the synergies, right? Because now coming together, and that's, of course, also in competitive perspective in a difficult market, actually a huge opportunity because you can now leverage all kind of new synergies. And we guided EUR 500 million, but now that we're working on this for 5 months, the teams are working on it in the 3 companies, of course, watching the -- not the gun jump, right, but planning is ongoing. We see actually that this pipeline extends well beyond EUR 500 million, potentially double. So really, there's a lot of focus on the planning effort so that we hit the ground running from Q1 next year. I'll talk more about that. But then you see that stretch to EUR 7 billion EBITDA when the cycle also is fully normalized and mid-cycle.

And if you then put -- calculate, that actually gives you upside on the dividend that Reinhard talked about. So let me talk about each of the elements in more detail, the 5 growth projects. And we've also shown this when we announced the deal, right, they're spread across the 3 companies and also different kind of themes.

The PDH I explained is the backward integration for Borealis in Europe. You can also see why in a European consolidated market, this is a strength because now you're kind of reintegrating. It's actually some of our competitors, one competitor builds an ethylene plant, right, in Antwerp, same theme, integrate, right? And that actually means that others kind of lose their customers.

Yes. That's consolidating market. But for us -- for Borealis, it will be a real strength. Baystar, that's a polyethylene-focused joint venture in the U.S. with TotalEnergies has started up, reliability is improving. And now their focus is on getting the best of the Borstar technology. This is the first third-generation Borstar plant in the U.S., unique product on the infrastructure, for instance, on pipe, et cetera. And the teams are very focused now on actually addressing that in the U.S. market and capturing that upside from the specialty products.

If it fully matured, right, also significant EBITDA contribution to this EUR 1.6 billion. NOVA has started up the AST2 in 2025 and does the same, right? As I explained with Borstar, also, they have now the advanced packaging products and are developing the customer pipeline where you see the full benefit from these specialty grades and then unleash the upside.

And then Borouge, Borouge 4, phenomenal project, also with these 2 third-generation Borstar projects included. And they will be -- the polyolefin site will be starting up -- basically starting Q4 this year all the way through to end next year. And then the cracker comes on stream as well, giving a huge opportunity there. And then the Borouge 1,2,3 is a debottlenecking project.

So relatively CapEx efficient, right, and further stretching the capacity in Borouge, which all can aim at the growing Asian market. So this is a really nice in-build pipeline. So no acquisitions to be done in that sense or kind of FIDs to be taken. This is all focusing on actually what's there and maximizing the delivery, the performance.

Now synergies, I promised to say a few more words. What's obvious, yes, out of the EUR 500 million, there's a big part cost synergies, procurement, shared services, you can have shared marketing, shared operations, best practice. That's clear, cost driven, I call them. But what's also unique opportunity here is this complementary portfolio. So there is -- here is shown about 40%.

But if you look at that extended pipeline, which I talked about, above EUR 500 million, actually, we now are looking more at half marketing opportunities and supply and operations optimization opportunities where you kind of now globally optimize. Let me say a few more words around this, why is this special and why we are very excited about it. But this could mean -- or this will mean that NOVA can look at actually in the BGI context, once the deal closes, right, can we not bring our advanced packaging products to Europe?

Can we not bring our advanced packaging products better to Asia via also the Borouge sales force? Because now NOVA sells a lot of trading, et cetera, and Borouge has a lot of people on the ground. Borealis can look at globally selling the specialties much better. So then you can do the production wheels in European plants more efficient. So rather than every day a new grade, you go to kind of a couple of days, you have less nonprime, right, and you make more efficiently also the specialties can globally market, opportunities for Borouge to sell better in Europe. And actually, Europe is patchwork. Borealis is very strong in Central, in Northern Europe, right? But in the Mediterranean, big opportunity with also volumes from Borouge, right? So very exciting actually, exactly what you need in a difficult market. You can fire on all cylinders. So that's what's being prepared at the moment, right, and which underpins the staircase.

Now how are we doing on actually getting to the close? Very well. I think Reinhard also highlighted that. We see good progress on the regulatory approvals, still a few to go. We, of course, never know when that's done, but we're still kind of guiding for Q1 close. We have also taken already important steps on the company structuring side. So that -- because it's quite a complex transaction, as you can imagine, right, this is coming together of 2 companies and an acquisition at the same time. But that we make good progress. And we're looking at selecting the leadership and the Supervisory Board to have that on seat when the close happens and also the day 1 readiness.

But so far, it looks good and Q1 that should close if everything goes well. And then we go do that full play, including the staircase delivery. And that's a key contributor to OMV's chemicals growth. But I did say I will also talk about the OMV fee-based chemicals integrated in the refineries because that's important for the refineries.

We have two crackers, of course, one here in Vienna, one in Munich. And these crackers are also well positioned on the net cash margin curve. You see that here in the graph, and we regularly benchmark them. So there's a lot more focus on efficiency and reliability. But then it's all about this integrated team play with the refinery and with the customers. Important group of customers are the most important customers across BGI.

But it is also kind of the ethylene we market via pipeline. And in the [indiscernible], sorry, the chemical triangle in Southern Germany. So we're very focused on that also to make sure that we maintain high utilization rates until 2030. And we think actually that we can then deliver very good contribution to the cash flow from operations. And what's special is we like this renewable fuels, right, we have now a key strength in renewable chemicals, because the bio propane from the HVO/SAF plant is unique, of course, very good cracker feedstock.

The HVO is better than gas oil, which is a traditional cracker feedstock, so we can process that as well. So we have already starting on that business. We're selling now 20 kilotons very profitable renewable chemical feedstock chemical products. So it's not nothing, it's 20 kilotons, and we're growing that. We just looking at that opportunity, and we also have a unique circular chemicals position because we have our Rio plant in operation.

We're optimizing that at the moment. It's fully sold out. At the moment, all the chemical recycled products are sold via Borealis. But we also look at opportunities to sell circular C4s from workhouse and circular ethylene into Germany, right?

And we'll mature that opportunity and we look at the right moment to take FID for a larger project. So we are very happy with that position. We're ready when the market comes and then we'll pull in the leads that's the idea. So no change in strategic direction, but we'll look at the timing. And with that, we actually think that we are uniquely positioned to deliver very good results and upside from BGI, EUR 1 billion floor dividend, 90% cracker utilization for the OMV crackers. It's important. You heard the closure. So there's consolidation ongoing, and we actually kind of aiming to be on the other side of that. Doing the consolidation to the market, right, rather than having to consolidate ourselves.

And then EUR 200 million operating result contribution from the OMV Chemicals part. So that remains in OMV. So that's kind of the story, and that's how we think we'll have together a strong contribution in the OMV Group.

And with that, I'm handing back to you, Alfred, to summarize.

Thank you very much. Thank you also for staying here with us. I was looking around a little bit as we do with our own company, we try to stretch results. We do the same with you. So thank you for staying. I know it's getting a little bit long. So only 5 more minutes.

Ladies and gentlemen, as we conclude today's presentation, I want to reiterate why OMV stands out as a compelling investment case for the future. We are driving an agile transformation by reinventing Essentials for sustainable living. We are focused on delivering secure, affordable and increasingly sustainable energy fuels and chemicals to our customers.

Our capabilities in operational and commercial excellence are core to maximizing cash flows from our integrated business model. We drive growth in energy and hence, value in fuels and built a world-class position with Borouge Group International in chemicals. This is supported by disciplined capital allocation, and operational excellence to boost free cash flow by 2030. We are committed to an attractive and robust dividend policy.

Thanks to our integrated business and substantial BGI dividends. Our dividend policy is becoming less exposed to oil and gas price volatility allowing us to commit to a progressive regular dividend complemented by additional variable dividends.

In summary, OMV stands for agile transformation targeted growth, strong cash generation and attractive dividends, delivering sustainable value for all stakeholders.

With that, I would like to thank you for your attention.

And I hand back the floor to Florian.

Yes. Thank you, Alfred. Thank all of you for your presentations. Before we now come to the Q&A session, we take a 10-minute break so that we can set up the stage. And so we will meet again, I think, at -- yes, 10 minutes -- 18 past 4. Very exact.

[Break]

Welcome back to the Q&A session for which we have foreseen about 90 minutes. We will begin by taking questions from participants in the room.

[Operator Instructions]

So with that, I want to start with we'll start with Kris Copeland, then we have Alejandro, then we come to Paul, and then we'll come over here. And Kris?

Kris Copeland from Bank of America. This is particularly about energy, I think, where you've presented quite a bullish outlook, almost an acquisitive outlook. So I just wondered whether you can describe your view on which part of the cycle we're in. When you consider particularly M&A, you've sold a few assets, you're out here saying, "Hey, I want to get to 400 with inorganic steps? Where are we? Is this a better time to sell or to buy? What are you waiting for? That's question number one.

Question number two, of course, maybe for Reinhard. These 2030 financial targets, are they based on purely what you have today? Or did you already include some of the M&A excitement from your colleagues around the shop.

I'm not sure I would agree with bullish outlook. I think it's a factual outlook where we simply say -- and we've heard that today a couple of times, right, that the energy transition the pace of the energy transition is not taking place at the same pace as anticipated earlier. I think that was one reason.

Second reason was that we looked also a lot into demand specifically to European demand for gas, but also global demand for energy, for instance. And if you look into what the international energy agency published in March, for instance, then you see incrementally 2024, right, was almost 60%, 70% higher growth for energy than the comparable preceding 10-year period.

Where is they're coming from, right? That is -- there's a massive electricity hunger that is triggered by new sources of demand. One thing, Gen AI data centers, you name it. But second, of course, also decarbonization efforts because that translates into electrification. If you take that entire view, then I don't think that we are necessarily bullish with the outlook on gas demand in Europe.

I think for just simply acknowledging the fact and the reality out there. And you see that also underpinned for instance, with the recent discussion that German policymakers are having, where they say, of course, we want to push the renewables as much as we can and any form of energy that we can add to that massive demand is more than welcome. But we are equally realizing we can't do it with the renewables alone. We'll need gas-fired power plants in order to swing them on and swing them down as much as we can in order to stabilize the grid. So gas is going to be there for longer. It's going to be an important bridging technology and an important bridging fuel.

That is, I think, the basis of our thinking. And then we say we sit in Europe, and we sit in and around Europe, and we sit today already on some fantastic gas reserves and gas resources and some of the most exciting gas projects that can be developed in particular, piped gas projects to Europe, and we want to do more around that. So I think it's pretty logical in terms of how we derive that.

Second, to your question, where are we in the cycle? I mean that's a difficult cram long enough around not to tell you where we are in the cycle and what I believe are around oil and gas prices. I can tell you though, one thing and that is that independent of where you are in the cycle, if you get the right opportunity at the right price, you should go and execute.

And I understand the worries in this room about, "Oh my God, does this now imply billions of acquisitions and money that OMV wants to spend. Now what are they going to do? I can only repeat what I said earlier that I really like barrels, but I love dollars even more. My colleagues here think alike and think the same and so does also our Supervisory Board. We're not going to do something stupid just to chase a volumetric target. There is opportunities. There's not too many opportunities. It's not necessarily a bias market. But if you work hard, you can still find those opportunities. And apologies for the somewhat long answer.

Yes, Kris, I'm taking a try on your second question because I cannot give you a precise answer, but I can give you a clue. When we were talking about the targets of the previous strategic plan, we have reduced the inorganic part when it comes to CapEx, probably by around 50%. Why? Because first of all, we stay below 30% leverage.

Secondly, we are investing EUR 1.6 billion in BGI and thirdly, in the last plan, we were focusing inorganically very much on the chemicals side, which has higher multiples than what you would find when you're looking into be it on the field side or specifically on the energy side. So therefore, from the leverage from the stretch side, I'm relatively relaxed on that.

On the other hand, you can never anticipate M&A opportunity. You cannot see what is giving you the best value for money. That is what Beri is talking about.

Maybe it's a small deal with fantastic value, maybe it's a little bit larger, giving you a lot of long-term opportunity, we don't know yet. We wouldn't talk about it now. Even if we would know exactly, that's not what we can do. But I think it's important for you to understand this is not a quite resilient number of CapEx in there. It's around half of what was in the previous plan, and we still are almost there with the previous plan, taking even into account the deconsolidation of Borealis.

Alejandro?

Alejandro Vigil from Santander. Two questions about dividends. The first one is about the BGI transaction. How confident are you that these comments about dividend floor actually will be there in the sense that we are still probably early in the cycle, probably there are more capacity of ethylene coming to the market. So how confident are you about this floor?

And the second question is about the '25 dividend. Market expectations is that you're going to cut dividend by about 10%, so it's below last year. Do you think this is a fair assumption considering all the messages you're bringing today of growth and strength, you're expecting dividends to be lower this year?

I can take this. Alejandro, thank you very much. First of all, your first question, I hear that quite frequently because there is a not so exciting situation in the chemical markets. We see a big acquisition by Borouge Borealis to get NOVA on board. And we see a very attractive value of that floor.

What I can tell you the floor is a floor, is a floor. There has been agreement between the 2 major shareholders, and that is important for ADNOC and that is important for us. And if we have close to or north of 90%, you can imagine that we will do the utmost to take the dividend. Of course, equally important for us it is to look at the stability of the company in terms of the balance sheet, in terms of the ratings and all of that. That is important.

Now why am saying that? And you could now ask, well, what is now priority one? Both. And we have established a flexibility in order to also preserve the strength of the balance sheet. And the flexibility specifically is around this Borouge 4.

Just imagine today, we have started with low debt. I gave you the amount of debt that adds from the NOVA acquisition. But then there is a capital raise. That will strengthen with a double-whammy this company, creating equity on the one hand side, reducing debt on the other side.

And then there is another big acquisition. And the timing of the acquisition, we have agreed to be flexible in order to make sure that the balance sheet at all times is stable; at all times, gives you an investment grade; at all times, it gives you also the stability of the integrity of the company.

Now as you can see, there's a lot of additional cash flows coming in because with B4 being operated, if not owned, there is already some opportunity to get some cash with additional assets, Baystar running up, AST2 running up, also the PDH2 in Kallo coming in. That is a lot of assets from investments from the past that add additional cash flow.

So it's, I would say, a matter of time in correlation with the market to say, do we have to wait 1 year, maybe 2 years for the recontribution of B4, but we have that flexibility and that also has been agreed between the shareholders. So therefore, both are priorities: being able to deliver on the floor and being able to keep a stable balance sheet within investment credit rating.

Okay. We now go into the second last row...

Sorry, there was a second question, which I would love to skip. But I can ask for your patience because it will be January until we will announce the level of the dividend for the year 2025. The year 2025 is happening in a challenging environment. We don't need to discuss this, everybody knows it. On the other hand, the resilience of this group is able to also provide a cash level that we think is, compared to others, very stable, very resilient.

But certainly, we will discuss this. We will discuss it in the Executive Board, we will discuss it with our Supervisory Board because we still have this 20% to 30% range. And what's the adequate range, we will decide then at that point of time. So please be patient until January.

Good. I guess we have now answered all questions and come to the second last row to Paul.

Paul Redman from BNP Paribas. I just had 2 questions. The first is on the production guidance. I was just intrigued to know why you need to mention the 400,000 barrels a day, why that's important to you to show the market that you will go out and acquire and get up to 400,000 barrels a day?

You're already showing organic growth. You'd already committed to 350,000. Why is it important that everyone knows it's 400,000 is you say not the target, but it's clearly something you're thinking about?

And then secondly is when I think about the dividend you're now or the guidance you're giving on distributions, what decided 50%? Could it have been higher, could it have been lower? What drives that 50% commitment?

Do you want to start...

So the answer on 400,000 is pretty simple, quite honestly, right? The thought that we had was exactly what Beri said versus the anticipated speed of transformation in Europe. We are seeing industrial implementation and implementation in the markets, the regulation being a little bit slower than the hope that maybe society, let's just call it that, had 3, 4 years ago, which means we will need gas for longer and we will need more gas than we previously thought, right?

Also in Europe, we believe that because of the work that we have actually done over the last years to, first of all, create a fully diversified gas portfolio where we are no longer dependent on any single supplier makes us a stronger kind of gas player in Europe.

And secondly, with our current portfolio in and around Europe, we are in pole position to take advantage of that change in the market, right? And the -- in and around, right, the Neptun Deep project, Beri mentioned it. We also have some exploration ideas in the Black Sea. So there could be more kind of ideas what all we can do. And that was the signal we see that stronger than we saw even still last year when we said 350.

I don't know if you want to add anything, but if not, maybe Reinhard...

Yes, on the 50%. I can confirm that 50% has been a very deliberate and very analytic choice. Maybe the reasons in its sequence. First of all, very clearly, 50% of free cash flow is more than 20% to 30% of operating cash flow. So that was the first calibration that we did.

The second was that BGI dividend has a little bit of a different scheme than just 20% to 30% of the OMV operating cash flow. Why? Because it has both a downside protection and upside assurance, which means that for an asset that we do not control 200% or 275%, we see that the market fluctuations are very much covered by that kind of floor concept.

And that was true for both ADNOC and us. They're losing their clear majority on Borouge, we're losing that on Borealis. So we thought what's the best assurance for us to still get the money and the return on the investment that we need? And now we see that if market goes down, we are protected. If market goes up, there is an upside, and I mentioned that upside not only from the net profit side because probably you couldn't today take a model for how net profit looks like after a PPA of NOVA.

However, if you then compare it to, say, you have a net profit, 90% of that, wow, that's a high number. And then if free cash flow is higher, there's an upside to that, that gives you really an opportunity because if the market goes up, the cash flow -- free cash flow is the first thing to go up because you still have curb CapEx and a great operating cash flow then.

So therefore, this is a little bit more asymmetric than you would say 20% to 30% of operating cash flow, then you are fully exposed. On the other hand, OMV stands for integrated business model. And we keep our promise of 20% to 30% of operating cash flow with all the resilience that we have. So therefore, we viewed it as the both of best worlds.

So why then 50%? Because we said it's really our deliberate decision to pass on directly 50%, but we also need to keep 50% because OMV is there with 2 strong pillars that we want to grow, that we want to develop. And there is a lot of opportunity what we can do. And if we are so successful, then also our share of dividend is passed on from that with the operating cash flow gets higher.

Okay. Thank you. We now come here in the second row, then Michele, Josh and we move again to the other side.

Guilherme Levy from Morgan Stanley. I have 2 questions. The first one, if you could walk us through the trajectory of commodity price assumptions and refining margin assumptions that you have used in your plan. I see that the average Brent price is $70, it ends up at $75 by 2030, also refining margins at $6 to $7.

And then the second one, connecting the first question, but also going back to the M&A theme. Could you say a few words about how you see your firepower during the plan? How should we think about your appetite to get closer to the 30% gearing level, depending on which point of the cycle we are in?

Yes. Maybe I can start with the assumptions. Assumptions for the next few years is an oil price at $70. Only on the further end towards 2030, we would see a recovery to $75 again. But we have said and Alfred showed it in the average, it's around $70.

Gas prices also on a rather flat level with an average of $30. And the refining margins, well, we are not lured into high optimism from today's situation. I mean, today, we are talking double digit and really also not a perspective that this would end tomorrow. Nevertheless, we are keeping cautiously optimistic with this level of $6 to $7 per barrel. So this is around the assumptions.

M&A firepower. I think the firepower is very well defined. If you take 22% after BGI and headroom to 30%, this is where my discussion room is defined. If there is better or smaller opportunities, this is what we'll discuss and we'll see. But don't expect that we are spending EUR 10 billion on something. No, why? This is a company that keeps financial stability, predictability, also the dividend distribution opportunity as a very high value.

Thank you, Gui, for your questions. Michele, Josh and Adnan and then we move again to the other side.

Michele Della Vigna from Goldman Sachs. First of all, congratulations on the transformation of the company in the last 4 years. I wanted to ask you 2 questions. The first is more of a financial question. When we think about Borouge 4 being contributed at some point into BGI, how should we think about adjusting the 22% leverage for that? And what will be the impact on your balance sheet from doing that?

And then secondly, going back to the extraordinary growth you're going to see in Romanian gas. I was just wondering in a liberalized market, how should -- how should we think about the Romanian gas price in the liberalized market? Should we think about TTF plus, TTF minus? About a kind of insulated market? It's interesting because that region has really suffered from the lack of Russian exports and it is not as well connected to the LNG market as some of the other regions. So I was just wondering about how we should think about it in the modeling of Neptun Deep coming on stream in '27?

Yes. If I would take the first question. B4 is currently a company where we ultimately will hold 70% ADNOC, 30% OMV. Why is that? Borealis held 40% and OMV had 75% on Borealis that then calculates to 30% on Borouge 4. Why is that important? Because Borouge 4 is more or less financed by 2 things in its project phase.

The first is shareholder loans and the second is external financing. There is a majority of external financing in there. And then the shareholder loans is more or less distributed in the same ratio as the participation values to the individual shareholders. That means you can calculate this is about EUR 1 billion or a little bit higher than EUR 1 billion of skin in the game for OMV in B4. That is where the impact of a fast deleveraging of the 22% when the recontribution comes or somewhat later deleveraging if we strengthen the balance sheet of BGI. But that's about the value that you can have in your calculations.

Yes, maybe your question on the gas price is very good one. I would think about this on 3 levels, right? Number one is what is the amount of price caps introduced through regulation, which are going to disappear. Number two was a question on a different flying altitude that you asked, which is what is the marker quotation that will be used to price molecules in Romania in the future is something going to change?

And number three, I think you didn't mention it, but probably implicitly assumed is what are taxation effects that will matter? I would really suggest that you maybe with Florian go into a deeper discussion of that. The one thing that will be removed are the price caps. No change so far to the marker quotation, and that has implication and also on the third leg, which is the taxation plus the overtaxation. But I think IR can probably help you with a bit more details on that. For now, the price caps are gone. The taxation problem remains.

It's Josh Stone here from UBS. Two questions. Firstly, on the financial framework and updated targets. One thing that struck me was you reduced your CapEx on a like-for-like basis by about 8% and yet your operating result target in 2030 is unchanged. So maybe just talk about what's going into that? I mean I know there's a number of moving parts. The macro has got a number of pluses and minuses. But in particular, what are you assuming for like BGI net income within that? And do you assume some growth going through to 2030 within your financial targets?

And then second question, focusing on the petrochemical market. I'm curious as to if your view has changed at all since you did your last capital markets update on the outlook? We've seen U.S. margins been pretty abysmal really in the last 6 months. Europe has held up a bit better. What's your view on what's going on? And when do you think -- where are we -- you've asked about oil, where we are in the -- where are we in the cycle in petrochemicals? And if you could just share your views, that would be great?

You want to do the financial framework and Martijn -- we'll see if Martijn is also long enough in the game not to comment on cycles.

Yes. Let's start with that, Josh, I think this is a very, very good and clear question and observation that, of course, the level of the target changed in a different way. Now there are 2 explanations to that.

The first is the sensitivity of operating result and operating cash flow are very different. You see that also in our sensitivities of oil-gas -- oil prices and gas prices. Sensitivity is maybe half of what it is on the cash flow versus the operating result side, simply because of the tax that we have with around 50% in average. That is one thing.

The other thing is that in operating cash flow compared to operating result, there is much more from Borealis in there on the reference side that we had when the plans were on having still full consolidation of Borealis. So that means if you take out Borealis and replace it on the operating result side by net profit and on the operating cash flow with a dividend, then you automatically have a different level.

That is also why this dividend policy is so important because we want to demonstrate with the operating cash flow going down that does not mean that dividend potential goes down; on the contrary, there is an accretiveness also on the dividend. But that is the reason why there is this not in parallel development of the targets between operating result and operating cash flow.

Yes. Maybe add some color. Indeed, we don't know exactly how the cycles develop, but we think 2 to 3 years and then we see a normalization coming. And in order to understand that kind of it's important to see the different effects because there are multiple effects now that come on top of each other.

I think one key one that impacted the North America market were kind of the whole tariff uncertainty, which actually kind of led to kind of -- because U.S. normally is exporting a lot, right, also to Asia. So kind of these exports have been disturbed, which actually led to a short-term market [ wrinkle ] that we expect that to even out.

So then the next effect is the sluggish growth, Asia, China, especially, right, also kind of European market. We see that coming back. So and I guided that we think that polyolefin market, especially will grow above GDP on the midterm.

Third effect is actually simple supply demand, right, mostly supply, actually. There has been significantly extra capacity coming on stream, especially in U.S., also in China. And that coinciding with the other 2 effects, right, leads to kind of a tough market, especially in the U.S. And that swaps, of course, over to Europe. Imports, right, the whole pressure and that kind of now leads to kind of a number of European derivative producers having really difficult time and not so much polyolefins, but especially also other derivatives, right, everything from cosmetics, building materials and so on.

And so that actually then necessitates capacity rationalization. Now we see a lot of announcements in Europe. We also see announcements in Korea, China. And if they all happen, we actually think that, that will actually support the cycle coming back. If they would take longer to actually materialize, that's a different thing. So -- but you have to look through these different effects because they all come on top of each other.

But fundamentally, right, we still see chemicals, of course, as a midterm growth play. And we think we're well positioned and also BGI is well positioned to weather the storm, so to speak, right, and then come out and thrive when the cycle normalizes.

The only thing I would want to add is, right, that these closures that Martijn was talking about, they will not come at a certain moment, right? They will gradually happen over time. And we do see some capacity going out, in particular, in Europe has already happened, right? So this is interesting. But I also think it's not the time beyond cycles to just wait for improvement.

Self-help is critical. And Borouge Group International is exactly that. It's a consolidation, and we will drive the synergies, as Martijn pointed out, relentlessly because this is what we actually need. Already, BGI will be one-off, if not the best position from a feedstock position, right? So we are moving from Borealis 60% European to BGI 70% in advantaged feedstock, right?

So that is great. We are moving more geographic diversification and then we need to focus on synergies and first quartile performance in all geographies. And that's what we will drive so that we are more independent of what the cycles do can move forward. And last but not least, building on the innovation power of Borealis, as you know, right, 45% of our sales in Borealis are specialty products, and we continue to see those holding up pretty good, right, both from a volume perspective but also from a margin perspective because they are just addressing whether you have EVs or combustion engine cars, it doesn't matter. Lighter means less energy consumption. So more of these materials and things like this, right? So I think self-help is critical to do on the way forward.

Thank you, Josh. Now Adnan and Nash.

Adnan Dhanani, RBC. Two questions from me, please. The first, as it relates to your BGI dividend and the 2 priorities you said you have. Do you and ADNOC have an upper limit on the leverage that the business can have if the chems market worsens from here? And if that ceiling does get hit, how does that impact your thoughts on the floor dividend?

And the second one on the gas opportunity. Obviously, you emphasized it's a pretty strong opportunity out there in the coming years. Obviously, there's also a lot of LNG capacity coming online that might impact the prices. Some of your peers have acknowledged there might be a glut coming in the coming years. So how do you think about the pricing in that context?

Do you want to do the leverage and...

Yes. Very good question, and I tried to explain already what's the thinking. We said that on the long run, we have a target to be below 2.5x EBITDA in the net debt. That is, I would say, a more than adequate strong balance sheet. Of course, you start immediately after the acquisition of NOVA on a higher level.

You deleverage automatically with the capital raise and with the cash flows going in. That is why, in fact, we estimate that for the first 2, if not 3 years, probably we'll find ourselves at the floor of the dividend and then the upside will kick in. And on the other hand, I do not expect that in the first year, we will more or less force BGI to do the recontribution or the acquisition of B4. That is the flexibility that we have, and this is, I think, the way how we stabilize this.

But for you to say the upper limit of the leverage on the long run is 2.5x and in all our simulations and sensitivities, this gives a very stable picture. So that is also, I think, the proof that we have gotten, and this is really a good news for us, but also for you that the ratings we got in our exercise that we did with the rating agencies all pointed to a strong investment-grade credit limit already starting with a stand-alone credit grade investment -- grade credit limit. So that gives you some evidence about that knowing the rating agencies, you all know, they do not work without haircuts. So that gives us some confidence.

Yes. On your second question, and thank you for asking that. I think probably 2 things. Number one, yes, you're right. There's significant U.S. LNG, Qatar LNG, African LNG quantities potentially coming on stream and some of that might hit Europe and then that import parity pricing, first of all, will, of course, remain. It will remain priced versus LNG.

Second, and I really want to remind everybody in the room briefly, for decades, we have been operating on European gas prices of EUR 10 to EUR 15 a megawatt hour, right? That was below $5 MMBtu, if you wanted an MMBtu terms. That's half the price we see today basically for landed LNG -- landed U.S. LNG to Europe. And we've made some of the biggest discoveries in Europe and developed some of the most profitable fields. Just as a reminder, it since Ukraine that, that level roughly doubled or we're now at 2.5x that price, right? But for decades, it worked. That's one.

Second, even more so, I would argue that piped gas will have a competitive advantage if you sit on the right equity position. And if you look back at what we, for instance, presented with Neptun, $3 unit cost, it's a fantastic resource to sit on in such an environment, right? So I'm not worried about that.

Nash [Dominic] from Barclays. I also have 2 questions, please. The first one is on your EUR 6 billion CFFO target by 2030. I wonder if you can unpack that a little bit, please. What is the contribution come from Energy segment, for example, especially given that now you are adding CapEx for energy than cutting CapEx for some of the low-carbon segments?

And then my second question is on low carbon fuel. Some of your peers, they have decided to pull out from this niche segment. It's great to hear that you have done some pre-marketing. I just wonder if you can talk about some margins, economics and returns about your SAF plant or SAF HVO plant. What have you done right to make sure you can proceed on those projects?

Yes. Very good. Let's maybe start with the sustainable fuels. Martijn, is that okay? And then...

Yes. Happy to do so. So the sustainable fuels opportunity, right, if you think back, right, there were kind of a lot of concerns around that, concerns around the market, but that actually is now clear, with a 2% mandate in place and the 6% coming in 2030. This is a growing mandate segment.

And we've also done voluntary sales. We've launched also SAF business solutions, right? And we see also there an uptake, and we expect that to grow. So on the market side, we feel that we've derisked the opportunity. And I explained that we have the jet sales, right? And so with that have also the SAF market side.

On the feedstock side, that was another key concern, right? Do you have the feedstock for these renewable fuels projects? Now we have developed a huge pipeline, a mix of different type of feedstock sourcing. We've taken some equity stakes in collectors. We have developed a trading organization in Singapore. We've also bought into a trading operation in Milan. We have done long-term contracts.

So on the feedstock side, we also feel that we have derisked it. And the beauty is we have quite a lot of European sourced feedstock in there. So for instance for chemicals customers that want proof of origin or kind of traceability, we can supply that. So also on the feedstock side, we've derisked it.

Now on the SAF/HVO plant itself, what Petrom has done is they have actually built a smaller facility, which can do very high percentage SAF. And this in hindsight is actually really we like this. Because if you build a larger facility, which is 70% diesel and 30% SAF, I'm not sure, right, because the diesel part 2. This is actually where I talked about the arbitrage from outside, so a lot of diesel components coming in.

So actually be able to make for every molecule feedstock a lot of SAF, we feel this is actually the right thing. So that's the third thing we've done. Then actually, remember, we have 2 electrolyzers feeding this. And again, this gives the maximum upside per ton of feedstock that we have. So maximum upside SAF and then also the quality of the SAF with the greenhouse gas impact of the SAF. So we actually feel that we have 4 kind of tactics how we have derisked this opportunity.

So even with now the supply/demand on diesel components is not good. So some of kind of the shady feedstocks, now we know where the feedstock is coming from. We have derisked that. So we feel really good about this opportunity. But we then do the next one, that's actually what we're watching. So unfortunately, we are not yet building on the next one, but you can really look at when we will take the next FID.

Yes. Let me give a try on your first question. We have not disclosed any specific breakdown of the EUR 6 billion, but I can give you a little bit of a hint. The first, the easy one is from chemicals, you'll get as operating cash flow, the part of the dividend that we receive. Now this is EUR 1 billion-plus. Why do I say plus? Because we expect until 2030 that market in chemicals has picked up, gets into more or less to the normalization of the cycle, so therefore, we should be quite away from a floor dividend from a minimum dividend. So that's the first part that you can, I think, grab.

The second is that the rest of that, the larger part comes from energy, the slightly smaller part comes from fuels. Why is that? All the sustainable business that we are investing and that we are focusing on will have cash contributions at a later stage. So this is organic growth, and we'll have some of that in your area, Martijn, that will come in into this 2030 target, not in full yet.

Whereas on the energy side, we have most of the projects, be it the sustainable energy in Romania will be built by that time. Neptun will be built by that time. Norwegian organic parts will be built by that time. So that there is already quite good contributions from that side. And in addition, we can see that the parts that I explained in the very beginning about M&A. The beauty about M&A versus organic CapEx is you spend the money and you get the cash, the cash immediately from the operations. So there's a part in there as well. Therefore, the energy part is larger than the fuels part in that total. I hope that helped.

And then we go in the first floor, Tamas.

Yes. Tamas Pletser from Erste Bank. I got also 2 questions. First of all, you mentioned in the presentation the cost cutting, and I think it was a quite ambitious target of EUR 0.5 billion. Can you elaborate a little bit more on that because we haven't heard a lot about this?

And the second issue is your dividend from BGI, this floor, do you have an expiration of this dividend? So do you have a term for that? Or do you expect to receive it as long as you are a shareholder there?

Okay. Let me try to start with the cost cutting. The EUR 0.5 billion is not EUR 0.5 billion, but more than EUR 0.5 billion. And it's not cost cutting, but it's cash addition. And we have said that this was the original target of the last plan, and we have delivered already EUR 200 million in 2024.

Now at that time, when we first anticipated the EUR 500 million of cash addition, we said it's about 50-50 coming from cost savings and coming from market. That is the difference to what we have today because we have added on the top of the EUR 200 million we have captured already a EUR 400 million cost savings program, really cost savings. Why is that?

Because we see the opportunities in a challenging market to capture directly from the market as cash flow are more limited. So we have to look at quoting out for self-help. And that is why we say, okay, this is a group-wide program where we are really lowering our costs by EUR 400 million.

And of course, the EUR 400 million are a gross cost topic. So then if you take it to a real free cash flow addition, then you have to deduct the tax. And therefore, from the EUR 400 million, it's roughly EUR 300 million. And that's why I'm so confident because if you take EUR 200 million plus the EUR 300 million plus then still market opportunities, you are easily above the EUR 500 million.

Just a follow-up. So how do you -- what kind of actions do you do to make this?

Okay. Plenty of action, actually actions in measures of operational nature in Martijn's and in Beri's area, but also decisive areas in cutting our overhead costs here. And the measures that we are applying there is structural optimization in how we group functions, how we lead participations, how we look at portfolio optimization, but then very tangible things like standardization, automation, the use of digital areas.

You certainly remember we have taken all of the company now on SAP/4HANA. We have by far not exhausted all the opportunities that this new top technology provides us to get more efficient. And the last thing is we will take in a stronger emphasis on shared services, which means leveraging labor arbitrage, leveraging the opportunity of getting bundling of activities, having end-to-end use for process optimization, having functional areas more or less in centers of excellence that we can control for the group in a more efficient way.

So this is very concrete actions that we are currently developing that are going into operation over the next years that ultimately help us to save that. And the due date for that is end 2027. We are not talking about 5 years out. We're saying end 2027, we want all that delivered.

Yes. We've very deliberate also looked at how we can really be fit for the future. So on the operational measures that Reinhard talked to, it's, for instance, also improving the customer service. So we're looking at chemical customers, fuel customers, B2C, B2B, e-mobility, and really looking at kind of how can we serve these customers well with IT solution, a web platform, how can we then streamline the customer service behind, how we can do the pricing, how can we then also use the shared service concept. So that is really both kind of for the functional areas as well as for the business areas, a comprehensive program to make us fit for the future.

So the only thing that I would add is, as Reinhard said, the aim is to get there by 2027 and there's a whole bunch of different activities that we have. We will also not be able to avoid personnel actions, right? So in total, it will result in a reduction of workforce. Current estimate, right, we don't know because our target is EUR 400 million cost reduction, but the current estimate is that, that will be about 2,000 FTEs out of 24,000 today in the group.

And next question, Bertrand.

Bertrand Hodee, Kepler Cheuvreux. A question on fuels. So you have a very strong ambition, plus 50% in cash flow by 2030 compared to 2024. I'm always a bit suspicious when I don't see the base of this cash flow because it's been a bit resegmented. So can you give us a bit of a clarity on that?

And then I also noticed that in terms of CapEx, you're going to grow significantly this CapEx portion at least for the next 3 to 4 years or, let's say, 3 years from, let's say, a base of around EUR 800 million in the past years to something like EUR 1.1 billion. So wanted to correct, if my numbers are right? And then if you can a bit more explain on the moving pieces on the cash flow growth and also on the base.

Very happy to. Actually, you're spot on. So our CapEx is about EUR 1.1 billion. And why is that going up, right? That's because we've taken FID on the HVO SAF plant. We've taken FID on these 3 electrolyzers. And we also kind of announced for the electrolyzer here it is a mid-3-digit number, right? And the HVO SAF Petrom actually announced it was EUR 750 million.

So that's all in construction, right? And you can put it on top of the maintenance CapEx because we have turnarounds and the run-of-the-mill CapEx also for the retail business, right, and then you come to the figure that you have. So I think your model is pretty good. But we are comfortable with that because that's all projects that we have a clear idea how the business case will work, and there's lots of focus on making that happen.

Now we had -- in our Strategy 2030, we had also a lot of projects coming behind the next HVO SAF, big organic project and so on, where I've explained that we will take a look at that, what is the right moment to take FID and shifted a bit back in the time. So it comes at the right moment between 2030, 2035, so we're still in the lead. But we also kind of make sure that we don't kind of put CapEx on CapEx, right? And so that actually allows us to really have a good cash delivery.

Now then if I can easier talk about operating results and you can translate that into cash. We guided -- I mentioned that the retail business is EUR 500 million, and we see an outlook to EUR 600 million, EUR 200 million to EUR 300 million coming from this renewable fuel business on the projects under construction.

And then keeping healthy the underlying refining and trading business gives together this growth in operating result, which is roughly also kind of 40% and then with kind of the CapEx discipline that gives the 50% cash flow from operation and free cash flow roughly. So that's kind of the makeup. We don't disclose exactly all the details, but you could get the numbers I mentioned from the presentation. And I think you're quite spot on with the modeling.

Good. Are there the last row -- second last also -- but first here, Mark. Sorry, I didn't see you.

It's Mark Wilson from Jefferies. I'd like to ask more on the upstream, please, and it touches on some of these points about where we are in the cycle. Neptun Deep, clearly the highlight and more optimistic on gas demand in Europe, and you've got the 350,000 growth target and possibly 400,000.

Neptun Deep itself took like 10 years to get to FID, which is a comment on a cycle in itself. It has super majors leave over that time and markets come back. And growth in the upstream means more reserves and more resources to maintain in the future. So given that kind of length of bringing through developments to FID, what is the view on exploration and maintaining the 350,000 or the 400,000 longer term? A number of your European peers who produce about that same amount are really leaning into exploration in places like Norway. So I'd just like to know where you stand on that next leg of the cycle.

Thank you for the questions. I think, first of all, my recollection is that Neptun did -- the sanctioning of Neptun and the protracted length and how long it took to get there was much less about the resource base and the reserves, which are world-class. It had to do much more with fiscal stability and offtaking and getting that right actually, right?

So it was much more tied to basically the fiscal principles under which the [FID] can be developed. And once that was in place, we expedited the FID that was in 2023. It is unfortunate, and it also makes my heart bleed when I see such fantastic resources sitting around for 10 years and then not being developed, right? That is -- it doesn't feel right. That was not due to the subsurface, right? It was due to other reasons.

Second, what's the role of exploration? I think you've heard us saying today that we are going to continue to commit some EUR 200 million every year into exploration expenses or expenditures. We're going to drill 50-plus wells. Some of these wells are super exciting wells. Q4 this year, we're going to spot with Petrom, for instance, a fantastic Bulgarian offshore opportunity and lookalike in the Black Sea, which can be very, very exciting once it's delivered.

I don't think that we are thinking like 10 years ago in KPIs like what's my reserve replacement ratio and how much of that can I now deliver from exploration or from other sources, right? You've not seen us talking about that. The simple reason being that I think until 2030, we see gas growth as a fantastic opportunity. I think we will need to reassess from 2030 to 2040 in a new update, how the world out there will behave, right?

Today, we talk about that 5-year outlook. And I think there's going to be a time when we will reassess how attractive gas or unattractive oil might become by the point we reach 2030. Too early to say that.

Okay. Thank you. Mark, we now go to Sadnan in the second and then Oleg.

Sadnan Ali, HSBC. First of all, I just want to revisit the new distribution policy. I understand it was answered, but I just want to approach it from a slightly different angle.

In the past few years, peers have been increasing their percentage of CFFO payout. Obviously, you've opted not to approach from this angle. Just want to understand your thought process of opting not to follow the likes of peers.

And secondly, if I'm not mistaken, the CFFO historically has included dividend payments you receive. So for example, in 2024, it was some EUR 400 million of dividends received from Borouge. Going forward, the CFFO linkage is now sticking to 20%, 30%, but of course, not including dividends received from BGI directly as it's 50% separately.

My question is, on Page 37, when you're comparing the new dividend policy, in 2024, when you're showing the EUR 4.3 billion of CFFO, on a pro forma basis, does that also include the EUR 400 million received from Borouge? And is that not sort of double counting it on a pro forma basis on that chart because you're including the 50% from BGI, but does that not also already include the EUR 400 million from Borouge?

Yes. Let me start with the first question around why we are not directly following the peers, where I have to say the peers are also not following just one scheme. There are different scheme. And it's true that in terms of share buyback programs, some companies offer a special program on top of their dividend policy. That was one of the reasons why in 2022, we changed our dividend policy to at that time, progressive plus special dividend, because we wanted to make up with a full cash special dividend to make up for this non-full cash but indirect positive development of share buybacks.

Now we have upped that even in saying this is not a special dividend with the character of this may come or may not come to say there will always be additional variable dividend because we intend to be below the 30% threshold of leverage. And we also see that the ability to distribute 20% to 30% of our operating cash surpasses the regular dividend level.

So therefore, we just kept this kind of discretion between the 20% and 30% to adjust for 2 things. First of all, is there an economic environment that would not make it recommendable also from a shareholders' point of view to dividend immediately a very high dividend. And the second is, if you take it that you have, for instance, acquisition opportunity or something like that, that consumes a little bit of the cash, but preserves a lot of cash inflow in the future that you can also lower this in the promise of then having a higher distribution in the future.

Then regarding your question, you're right, the EUR 4.3 billion more or less stay the same in the comparison between old and pro forma. And we have on top what is more or less the operating cash flow from Borealis. So in the operating cash flow of Borealis, if I'm not wrong, we have the dividends of Borouge fully included. So there's not a double count in that respect. So that really means this dividend is already something that is according to our accounting and reporting rules in the operating cash flow and that gives us then the comparison right in terms of deducting that and adding back the -- at least floor dividend of BGI on top of the EUR 4.3 billion.

Thank you. Then we come to Oleg.

Oleg Galbur, ODDO BHF. I have 2 questions, and I guess both are for Mr. Florian. Could you please help us understand the difference between your new and previous financial targets? Specifically, I'm talking about clean CCS operating result and clean CCS EPS. And in case of the first one, we see the same number, more than EUR 6.5 billion.

However, I believe the moving parts are a bit different. One, I can think of is the synergies of EUR 0.5 billion, which I believe were not part of the previous financial target. So understanding which parts led to an increase and which led to a decrease would be very helpful for the operating results.

And for the clean CCS EPS, we see a decrease of 10% from the previous target. So it would be also helpful to understand what led to this development? And lastly, the second question, very short one, what level of effective tax rate would you see after the deconsolidation of Borealis? Would it be much different from the current one, which is around 50%?

Yes. Thank you, both, of course, relevant. In terms of the clean CCS operating result, there is about the same level, but there is a little bit of change in the composition. And if you anticipate a higher growth in energy compared to what was at that time, a higher share in chemicals, fully owned chemicals, you would see at the same level of an operational success a higher operating result on what comes from energy than compared to chemicals.

That is also why there's a higher multiple on chemicals than on that because it is before deducting the tax. So you have a situation that, of course, this shows a higher level on energy as a result because the operating result in comparison to the other areas is ultimately with a higher tax, but they're also with a higher starting point. So this composition has changed, and it has changed because you have from the chemical side, a bigger piece, but only at a net profit in there in the operating profit because equity consolidation of BGI only results in the bottom line being reflected in the top line.

And you have a difference between the original plans to say, let's grow our own business in chemicals compared to the much more profitable and much more success-oriented situation to combine that in the BGI. And that is a little bit the same effect on the EPS side. And that leads to the situation that the lower you get, the higher your impact of the different ratios gets because the EPS as such will be slightly lower compared to an operating result in energy.

And if you have a higher energy share in there, your bottom line gets slightly smaller. So therefore, that is a like-for-like translation with all the ambitions in there, which ultimately gives you specifically also when you have the earnings per share as such, these effects. However, we also anticipate that there is less of CapEx need for achieving this than the previous plans.

Your second question was...

Tax rate.

Yes, the effective tax rate, look, that depends, not a very good answer, but the effective tax rate is very different in the very different regions of upstream. And wherever the growth in upstream is stronger, you can either have a higher tax rate, the effective tax rate may grow above 50% or you have it in lower areas.

As such, the deconsolidation of Borealis leads to a higher tax rate in comparison because the tax rate of Borealis fully consolidated was lower. However, you have -- if you take it to the full, you have already post-tax net profit that you get in your equity consolidation, and that makes up for some of that disadvantage. So therefore, whatever our ultimate successes are, then you can see that we'll deliver because you have between tax rates of 30% and tax rates of 80% or 90%, all the range in the universe of upstream.

But I have to say Reinhard, I disagree with you. I think it depends is a very good answer. It's just not very useful to the guy that asking the question. But...

Now you see the experience of...

It depends...

Are there other questions here in the room? Yes, here in the first row, Roman?

It's [ Roman Eisenschenk ] from Kepler Cheuvreux. Just a quick 1, 2. The one is on governance. You said you will choose the management of BGI after the closing. So maybe you can help us, please, how it -- or walk through how it will be done?

And the second one is one on security. The one is on physical security, the other one on cybersecurity. On physical security, we are in a new geopolitical situation. We see these drones flying around everywhere and gas pipelines exploding and so on. So how can you -- or is it possible to secure your assets, A?

And the second one is on cybersecurity. We saw that airport is not working or whatever. And if you see any impact on your investments, CapEx going forward on the cybersecurity side?

Yes. I'll start with both answers. And then I see if maybe Reinhard wants to add something on cyber or maybe Martijn on physical security.

On the governance of BGI, it's actually such as we announced, right, we agreed: we will have a 2-tier system. It will be a company located headquartered here in Austria. So we have a 2-tier system. There will be a Supervisory Board, there will be a management, an Executive Board Management that consists of 3 people, a CEO, a CFO and a COO.

And on the Supervisory Board, we will have 5 members from ADNOC, 5 from OMV and then most likely to the legislation here if the Works Council decides so 5 from Works Council. So for the shareholder representatives, we are -- both sides are working on how we should set this up, we are making profiles and we're putting this together and are in a process so that when we come to the closing, we will have a functioning supervisory board, which is also needed in order to appoint and do things like this.

On the executive board management, also a process is being run, right, so maybe there was a misunderstanding, it's not -- we didn't mean to say that we will appoint them after, we will of course...

Appoint before, so...

We will need to appoint management before and there is a process running at the moment and we are very busy doing that right, so...

The point was we want flying start for BGI, so there will be a...

So that -- to your first question, the second one on security, I think you're absolutely right. I think both, as you know, OMV safety has a very high priority, with that also comes security and cybersecurity just as a sign of the times, right? This has been around for much longer than 2022, right?

So we invested into those areas. But I do have to say that in 2022 with the Russian attack on Ukraine, we did ramp up our efforts. So I would say today, we have both significantly increased measures on physical security, but also on cybersecurity, but this is a game that you cannot stop, you cannot -- it's different than building a plant where you maybe say, okay, now we built it and we turn it on.

I think everyday we learn new things and we need to strengthen our resistance against these kind of attacks. You potentially heard about an incident that we had where we had to separate from an employee because he provided -- there is a suspicion that he provided company information to a Russian spy.

We will find out what that is exactly, but that just highlights that we need to continuously and all the time increase our things. I think we are actually at a quite high level with our ethics and compliance work in the company where data security and who has access to what information is quite elaborate.

Also, we have limited significantly the possibility to export information through IT channels, right? So USB sticks or anything is not possible anymore in OMV. But it's a never-ending story. Maybe on cybersecurity.

Yes. On cybersecurity, actually, this is an area that is getting more and more complex and more and more, I would say, challenging. However, we had started 5 years ago, a quite significant effort to ramp up all the measures, the know-how, but also the physical, the IT-oriented equipment in OMV, and we have not stopped ramping that up. It's always a little bit of a cat and mouse game.

So far, I can say we are exposed to almost daily attacks. And some of them, specifically those who are not even very strictly hidden state-led attacks, they are heavy. And sometimes this is an hour long, sometimes a day-long defense battle. So far, knock on wood, we have won every of that. We had never had anybody intruding into our system.

We have secured massive bandwidth opportunities to withstand massive attacks. Of course, as Alfred says, after the Russian invasion in Ukraine, specifically, also the Romanian activities are under attack, there's a very close cooperation, even an opportunity to switch systems. So we feel we are on a very advanced level.

And we are also supporting Ministry of Interior and working together, so that is both party support because critical infrastructure, that's also Austria. So we have to be aware that this is not only a company issue, this is also a national issue. And for that, we have equipped ourselves.

Same on physical security. So we had that always integrated with the HCC departments already. But after 2022, we also kind of had a group-wide activity where we kind of have a very sophisticated approach, but we need to be humble. Also there, we see intrusions and attempts. Drones is an example that's often discussed also in public. And we're ramping that up. It's like safety. It's really trying to improve and improve and improve.

And same on the energy side, of course, as you can imagine, there is some places which are not picnic places where we operate. And that's not only the Black Sea where Neptun is developed. That's also Libya, for instance, which is a country that's been in significant turmoil for years.

Yes. I would say resilience is a serious part also of value. That's how we're focused on that.

Thank you. Are there further questions in the room?

Yes, just wait for the mic, please.

Tamas Pletser from Erste Group. Only one short question to how long this floor dividend will be paid? How many years?

Yes, just to clarify, a floor is a floor, which means it's always there. How long will it be paid only at the level of the floor is dependent on the ramp-up that we have, both in terms of the synergies, the integration, the operational excellence efforts, but also, of course, of the market. That's why I previously said I'm expecting that we are seeing more on the next 2 to 3 years, the floor side and the upside somehow later, but the floor will not stop existing. So that's always the fallback position.

That's exactly the answer I would like to hear.

Good. Any further questions? That doesn't seem to be the case. Then I'd like to thank you all for your questions and active participation. And this now concludes the webcast portion of the capital markets update. And I would like to thank all of you who joined virtually.

Welcome to the OMV Results January to June and Q2 2025 Conference Call and Webcast. [Operator Instructions] Please be advised that today's conference is being recorded.

At this time, I would like to refer you to the disclaimer, which includes our position on forward-looking statements. These forward-looking statements are based on beliefs, estimates and assumptions currently held by and information currently available to OMV.

By their nature, forward-looking statements are subject to risks and uncertainties that will or may occur in the future and are outside the control of OMV. Therefore, recipients are cautioned not to place undue reliance on these forward-looking statements. OMV disclaims any obligation and does not intend to update these forward-looking statements to reflect actual results, revised assumptions and expectations, and future developments and events.

This presentation does not contain any recommendation or invitation to buy or sell securities in OMV.

I would now like to hand the conference over to Mr. Florian Greger, Head of Investor Relations. Please go ahead, Mr. Greger.

Yes. Thank you. Good morning, ladies and gentlemen, and welcome to OMV's earnings call for the second quarter 2025. With me on the call are OMV's CEO, Alfred Stern; and Reinhard Florey, our CFO.

As always, Alfred will walk you through the highlights of the quarter and discuss OMV's financial performance. Following his presentation, both gentlemen are available to answer your questions.

And with that, I'll hand it over to Alfred.

Thank you, Florian. Ladies and gentlemen, good morning, and thank you for joining us. The second quarter of 2025 was marked by announcements of U.S. tariffs, which weighed on global economic sentiment and triggered a broad-based sell-off across many asset classes, including oil.

In early May, Brent prices dropped to their lowest levels in several years, briefly dipping below $60 per barrel. Recovery was limited by the accelerated OPEC+ unwind ahead of the Israeli Iran hostilities in June with Brent prices averaging $68 per barrel during the quarter.

European gas prices also saw a sell-off in April. However, this was followed by a moderate recovery and then a more pronounced rally in June, averaging EUR 36 per megawatt hour, 16% above the same quarter of 2024.

The refining indicator margin averaged $8.1 per barrel, thus higher than both the previous quarter and the same period last year, supported by global supply outages, rising geopolitical tensions in the Middle East and weaker feedstock prices.

European olefin indicator margins increased primarily due to lower feedstock costs and were further supported by both planned and unplanned outages as well as the permanent closure of European crackers. Polyolefin indicator margins in Europe showed a mixed trend. While the polyethylene indicator margin improved, supported by lower feedstock costs, the polypropylene indicator margin declined. The overall economic environment remained challenging.

Additionally, increased competition from lower-priced imports, particularly for commodity grades continues to exert pressure. While specialty grades, which are less exposed to imports have also faced soft demand and a difficult export environment, they have shown some resilience compared to commodity segments.

Looking at the second quarter, our polyolefin sales volumes, including joint ventures, grew by 5% year-on-year, driven by a particularly strong increase in volumes sold by Borealis.

Fuel sales volumes remained broadly stable. Hydrocarbon production was 10% down year-on-year, primarily related to the divestment of our Malaysian assets last year.

The Clean CCS operating result came in at around EUR 1 billion, 16% below the prior year quarter and 11% lower than the first quarter of this year. Clean CCS earnings per share amounted to EUR 1.18. Cash flow from operating activities reached almost EUR 1.1 billion, only 8% below the prior year quarter.

Before I go into the details of the second quarter financial results, let me give you a short update on OMV's strategic progress.

I'm pleased to provide you with an update on the progress of Borouge Group International. We have achieved several key milestones in recent months. We have secured foreign direct investment approval in Austria, and we have also obtained merger control clearance in important jurisdictions, including the European Union and China.

On the organizational side, discussions regarding recruitment for the post-closing Executive Board and executive leadership team roles are well underway. Several key positions are already in the advanced stages of evaluation, and we have engaged external advisers to ensure a robust and impartial selection process.

Finally, I'm pleased to report that active work streams between ADNOC and OMV are focusing on planning for day 1 readiness and establishing the framework for realization of synergies. These collaborative efforts are essential to ensuring a smooth and successful integration.

In the Black Sea, our Neptun Deep mega project is progressing according to plan, on schedule and within budget. In March, OMV Petrom started development drilling in the Pelican South field, while progressing with the fabrication of equipment and construction of the natural gas metering station. In addition, OMV Petrom continued its gas marketing activities.

In the Han Asparuh Block, adjacent to the Neptun Block, OMV Petrom has partnered with NewMed Energy in the exploration license, while maintaining its role as operator. The plan is to drill two exploration wells with the first well scheduled to begin in the fourth quarter of this year.

In Chemicals, Borealis announced the investment of over EUR 100 million in a new production line at its Burghausen site in Germany to triple the output of innovative, fully recyclable Daploy High Melt Strength polypropylene foam. Developed at Borealis Innovation headquarters in Austria, this lightweight and durable material supports circular solutions in automotive, consumer goods and construction sectors. It will help increase the share of specialty products, which command higher margins. The start-up is planned for the second half of 2026.

In Fuels & Feedstock, we announced the final decision to invest a mid-3-digit million euro figure in a new flagship green hydrogen plant in Austria. With an annual production capacity of up to 140 megawatts of green hydrogen, the new plant will be among the largest in Europe. Scheduled to start up at the end of 2027, the facility will use renewable energy from wind, solar and hydropower to produce green hydrogen, which will be used solely at our Schwechat refinery.

This new electrolyzer project will leverage the expertise gained from our new 10-megawatt electrolyzer facility that started operations in April this year. OMV expects to reduce CO2 emissions by approximately 150,000 tons per year. This reduction will lower the cost of CO2 certificates and will ensure OMV's compliance with the targets set by the European Renewable Energy Directive.

In Energy, OMV Petrom expanded its regional presence by acquiring a 50% stake in the Gabare solar project, one of Bulgaria's largest photovoltaic initiatives. The solar park will have an installed capacity of approximately 400 megawatts. The final investment decision is expected by the end of 2025, with commercial operations targeted for 2027.

The partners plan to invest around EUR 200 million in the project, including external financing. OMV Petrom has already secured 2.4 terawatt hours per year of prospective power production capacity by 2030, in line with the Strategy 2030.

Let me now discuss the performance of our business segments in the second quarter of this year. Compared to the second quarter of 2024, the clean operating result of Chemicals increased to EUR 200 million, supported by the stop of Borealis depreciation, improved olefin indicator margins and substantially higher sales volumes.

In our European business, we recorded positive market effects of EUR 75 million, attributable to rising olefin and polyethylene indicator margins. However, due to declining feedstock prices, inventory effects were significantly negative, weighing on the result by EUR 57 million compared with the second quarter of 2024. The utilization rate of our European crackers was 82%, thus at a similar level to the prior year quarter.

While lower rates at Stenungsund and Porvoo impacted last year's figures, this year's second quarter was affected by the planned CDU shutdown in Burghausen and turnarounds at some of our customers' facilities. The contribution of Borealis, excluding joint ventures, increased by EUR 72 million, supported by the stop of depreciation, while both the base chemicals and polyolefins contribution decreased.

The base chemicals result was affected by a significantly lower light feedstock advantage, more negative inventory effects and weaker realized margins. The polyolefin contribution was impacted by substantially negative inventory effects partly compensated for by higher sales volumes and higher realized margins in specialty products.

Polyolefin sales volumes of Borealis, excluding joint ventures rose by 17% due to a significant increase in consumer products, energy and infrastructure, and was supported by pre-sales activities ahead of the SAP migration in July.

Sales volumes in mobility and healthcare remained flat. The realized margin for specialty products increased significantly, driven by both higher unit margins and volumes, while the realized margin for standard products declined.

Additionally, a portion of the volumes sold was supplied by Borouge and Baystar, for which Borealis only receives a sales commission. The contribution of the JVs declined slightly to EUR 41 million. Due to the accounting effect of the reclassification, only the Borouge contribution is now included in the operating result as Baystar is no longer consolidated as of March. The Borouge results declined compared to the second quarter of 2024 due to lower sales volumes impacted by the planned turnaround at Borouge 3 and sluggish demand in Asia.

The Clean CCS operating result of Fuels & Feedstock declined by 21% to EUR 242 million, impacted by planned refinery shutdowns, a lower contribution from ADNOC Refining & Trading and higher utility costs.

The European refining indicator margin rose by 15% to $8.1 per barrel. This was partially offset by the lower refining utilization rate, which declined by 6 percentage points to 83% because of planned turnarounds at the Burghausen and Petrobras refineries. The contribution of the marketing business increased compared to the second quarter of 2024. The retail performance was better, driven by higher fuel margins and increased sales volumes following the acquisition of retail stations in Austria and Slovakia in 2024. The result of the commercial business was similar to the second quarter of last year. A strong aviation business was offset by lower contribution from other products.

The contribution of ADNOC Refining & Global Trading was zero. The decrease compared with the previous year quarter was mainly due to weaker operational performance and lower trading results.

The clean operating result of the Energy segment declined by 28% to EUR 588 million, primarily due to significantly lower oil prices and the negative impact of the euro-dollar exchange rate development. This was only partially offset by higher gas prices and a net positive impact from litigation outcomes in Romania. The realized oil price fell by 19% to $66 per barrel, in line with the Brent price development.

In contrast, the realized gas price increased by 25% to EUR 29 per megawatt hour, outperforming the rise in European benchmark prices. The unfavorable exchange rate development weighed on the result by around EUR 50 million compared with the prior year quarter.

Production volumes declined by 10%, mainly due to the divestment of the Malaysian assets, which contributed around 26,000 BOE per day in the second quarter of 2024. Production was impacted by planned maintenance and natural decline in Romania as well as lower well deliverability and natural decline in New Zealand. These effects were partly offset by higher output in Libya and Norway.

Unit production costs increased to $10.9 per barrel, because of lower production volumes. However, absolute cost decreased.

Sales volumes declined by 14%. In addition to lower production, the sales volumes in Norway and Libya decreased due to the lifting schedule. The result of Gas Marketing & Power reduced by minus EUR 6 million, driven by weaker supply margins and lower realized premium and gas sales to industrial customers in Gas West.

Gas East delivered a better result stemming from both the Gas and Power business lines. This was driven by higher gas sales volumes, increased output of the Brazi power plant and favorable market price developments.

The Power business continues to be affected by the regulations introduced by the Romanian government in April 2024, although the impact was less significant in the prior year quarter. These Power regulations have expired in June 2025. However, the Gas regulations will remain in effect until the end of March 2026.

Turning to cash flows. Our second quarter operating cash flow, excluding net working capital effects, was EUR 831 million, only slightly below the second quarter of 2024 as a significant negative impact of lower oil prices was partially offset by reduced income tax payments. The prior year period also included solidarity contribution payments in Romania.

Net working capital effects in the quarter were positive and amounted to around EUR 250 million. We received dividends, including Borouge and Pearl Petroleum in the quarter, totaling EUR 213 million. As a result, cash flow from operating activities amounted to around EUR 1.1 billion, only 8% lower than in the second quarter of 2024.

As part of investing cash flow, we recorded a significant cash inflow of around EUR 1.1 billion in the second quarter. This includes EUR 457 million from the divestment of our 5% stake in the Ghasha concession in the UAE and a EUR 656 million loan repayment from Bayport in the U.S.

As usual, the second quarter reflects the payment of our annual dividends, along with dividends to minority shareholders in OMV Petrom and Borealis, resulting in negative free cash flow for the quarter.

Looking at the half year picture, cash flow from operating activities came in at EUR 2.4 billion, representing a decrease of 19% compared to the first half of 2024, reflecting weaker oil prices and lower dividends received, partially compensated for by a lower income tax paid and the solidarity contribution paid in 2024.

Organic cash flow from investing activities in the first half year was around EUR 1.8 billion related to ordinary ongoing business investments and major growth projects such as Neptun Deep, the PDH plant in Belgium, the SAF HVO plant in Romania, and the green hydrogen plants in Austria. Free cash flow before dividends in the first half of 2025 was 8% higher than in the same period of last year.

Our balance sheet remained very strong. Proceeds from the divestment of our stake in Ghasha concession and the Bayport loan repayment were able to compensate for the high cash outflow related to the annual dividends. As a result, the leverage ratio remained stable at 12%. At the end of June, OMV had a cash position of EUR 6 billion and EUR 4.2 billion in undrawn committed credit facilities.

Let me conclude with an updated outlook for this year.

We maintain our full year forecast for the average Brent price of around USD 70 per barrel. We now expect the average THE price to be around EUR 40 per megawatt hour, while the realized gas price is projected to be between EUR 30 and EUR 35 per megawatt hour.

In the Chemicals market, some of the European indicator margins were stronger than expected in the first half of the year. Although demand remains subdued, margins benefited from lower feedstock costs and capacity closures at European crackers. We remain cautious for the second half of the year as demand is not expected to show significant improvement and the potential impact of tariff implementation on the market remains uncertain.

Considering developments in the first half year, we are increasing our outlook for the European olefin indicator margins to above the previously assumed values of EUR 520 per ton for ethylene and above EUR 385 per ton for propylene.

For polyolefins, we expect the polyethylene indicator margin to be significantly above EUR 400 per ton and the polypropylene indicator margin to be around EUR 400 per ton.

Borealis was able to grow volumes significantly in the first half of 2025, and we expect this positive trend to continue. As a result, we are raising our full year outlook for Borealis sales volumes by 200,000 tons to around 4.3 million tons.

In Fuels & Feedstock, the refining indicator margin improved significantly in the second quarter, driven by the strength of motor gasoline crack spreads. The start of the third quarter has also been encouraging. As a result, we are upgrading the full year outlook from $6 to over $7 per barrel.

Finally, we would like to inform you about changes in the Norwegian tax payment schedule. As of August, tax payments in Norway will be spread over 10 installments per year, replacing the previous schedule of 6 installments. Tax payments will be made each month with the exception of January and July. All other full year assumptions for the group remain unchanged.

Now thank you for your attention, and Reinhard and I will now be happy to take your questions.

Thank you, Alfred. Let's now come to your questions. [Operator Instructions] The first questions are coming from Michele Della Vigna, Goldman Sachs.

Congratulations on the good set of results. Two questions, if I may. First, on your hybrid issuance. I was just wondering how do you think about the relative attractiveness of this instrument versus a more traditional debt raising? And how much would it increase the quarterly cost of your hybrid?

And then second, we are seeing very, very attractive diesel prices, very attractive diesel margins, clearly, what looks like a brilliant outlook, especially for the third quarter for you. But how do you think about the sustainability of such high diesel margins at a time when the global economy is okay, but it's certainly not accelerating?

Michele, thanks for the question on the hybrid. I'll take that and then pass on to Alfred for the diesel margins.

Regarding the hybrid and its attractiveness, we always emphasize that hybrids are part of our diversified refinancing strategy. And we have indicated that we will keep the hybrid issuance at an average level of around EUR 2 billion over the years and keep that relatively constant.

Now we have an expiration of a hybrid bond in December this year. And we have already announced earlier this year that this will be repaid. So therefore, it was a good opportunity to then put up a replacement of that hybrid bond now here in Q2.

I have to tell you the markets have been challenging. However, the performance of this hybrid when we issued it was excellent. So we had a very high oversubscription, and we came out with a very good pricing of that hybrid so that I do not expect that there are changes in the financial result and in the overall interest payments compared to what we had in the past.

Of course, we will have a little bit higher of that still in Q3 as the old one will only be repaid by the end of Q3. And we hold the hybrid now new. But then, more or less everything stays the same. And the attractiveness of hybrid is clearly that it has a very long-term perspective as an instrument.

And on the other hand, it has this kind of positive effect on our balance sheet. As under IFRS, we can show that more or less is 100% equity. This clearly is an instrument that we have as complementing to the majority of our refinancing that we do in senior bonds. And that is, I think, the diversification that we see and the window for repricing was very favorable.

Yes, Michele, regarding your diesel question, I think maybe to start with, it would be good to say that we have seen the refining segment to be volatile over the last many quarters, right? So we have seen that increased agility is something that is important, and I think that we were able to also implement in OMV to react to those different things.

What we have done last year, just to recall your memory here, we have enlarged our footprint and bought into a commercial retail network in order to also have access more to that diesel market, because what we, of course, see is a change in the overall market portfolio, if you want.

We see less diesel individual cars, but we, of course, also have observed the positive development of the diesel cracks in the last weeks here, driven partly by some changes in the supply chain, by some outages in the production.

We are well prepared to capture this. As I said, we had a short stop Burghausen and Petrobras last quarter. But on the month before -- in the weeks and months before, we don't have that. And we have also seen July as a strong start with the refining indicator margin. So -- and as a consequence of that, we have significantly increased our outlook from previously 6% to over 7% now, which I think is reflective of how we look at that for the rest of the year.

Thank you, Michele. We now come to Josh Stone from UBS.

Two for me. One on the BGI merger, and thanks for the update on the progress there. I'm sure you would have seen the European Commission opened an investigation into the Covestro acquisition by ADNOC under the foreign subsidy regulation. And I just wondered, is that something that could impact this? Does that present any risk for you? Or is that something just we should not concern us, because of the approvals you already have?

And then second question, you've talked about in the past about having a Capital Markets Event in the second half of this year. I didn't see this mentioned in the release. And I just wondered, so is that still your intention? Or would you rather wait until the BGI merger closes?

Yes, Josh, thank you very much. Let me start with the BGI merger question here. Indeed, as you said, we are making pretty good progress. We have many work streams here that are looking at all the things that need to happen for the closing. And we are also receiving some of the approvals here like the foreign direct investment in Austria, the merger clearance, merger control clearance in Europe, in China, other places and moving this forward and have a good radar on monitoring the different things.

At this moment, FSI is not something that we see as a hurdle for us. But of course, this is something where we always depend on the authorities and other people. And we have everything on the screen monitoring those things. And in that far, we have also seen, of course, the Covestro proceedings. But so far, we are on track for the closing in the first quarter of 2026.

And maybe on the Capital Market update, Reinhard can answer the question.

Sure, Josh. We have not revised our intention to give the market an update in the second half of the year. We have not come up with a concrete date yet. But it is clear that as we progress also with BGI and we progress with the considerations on OMV going forward, there are certainly some messages that we would like to give to the market in the second half of the year.

Thank you, Josh, for your questions. We now come to Ram Kamath from Barclays.

I have a couple, please. So just on the Chemical part, excluding joint venture, it's clearly visible that the volumes -- sales volumes have improved possibly 17% year-on-year and 7% quarter-on-quarter. Is there -- and -- but in your prepared remarks, you mentioned that there was a sluggish demand in Asia. So I was just wondering whether there is a diversion, how do you see the demand growth in Europe and possibly sluggish demand in Asia? And how do you see that in the second half of the year?

And on the upstream, it looks like upstream production cost is moving up every quarter. I understand the production -- the declining production is one of the reason, but do you see inflationary cost pressure there and the cost per barrel could go up further in the second half with the drop in the production?

Yes. Let me maybe start with the Chemicals' sales volumes. Indeed, as you said, we had a 5% increase, including joint ventures at Borealis with polyolefins, which is showing the strong sales performance. When you look at the cracker utilization, right, despite the fact that our cracker in Germany in Burghausen was temporarily on a planned shutdown for a turnaround on the crude distillation unit. Despite that, we managed 82% cracker utilization. European average was about 75%, right? So you can see we are moving ahead quite good.

I think that can be owed to multiple things. One is the setup that we have made that already over the last couple of years. We have worked hard and made investments to position also our European crackers very well in the European cash cost curves. That allows us to do that. We have done that through in the Nordic crackers, either having flexible feedstock capability to take advantage of light feedstock such as ethane, LPG, butane and so on, right?

And making sure we can use that in Central Europe through the full integration of refinery crackers, petrochemical assets. So that gives us that capability in order to drive that.

Also, what we have seen is some of the imported volumes such as from Borouge and Baystar have increased that Borealis sales for them as a distributor basically. And here, I do think that is showing some of the strength of the setup that we have there. It was a little bit differentiated because we could, in particular, see some strong growth in consumer products and infrastructure pipe kind of products, but also the Energy segment, so Specialty went very well. And Mobility, we are still also seeing healthy demand more on a flat year-on-year kind of basis. But the Specialty segments are, of course, important to us because they have high margins.

The Asian sales were affected both by the market picture, but also we had a Borouge 3 turnaround. And Borouge 3 is the biggest asset that we have in Borouge. So that definitely had an effect in the quarter.

And last but not least, I do want to mention in Borealis, we had an upgrade to SAP S/4HANA that was in the beginning of July. Went well. We are a continuous operation. We had no interruptions and everything. But there was some pre-selling also from that in the second quarter to manage these kind of transitions.

So in total, and that you see from our outlook that we have revised, we went from 4.1 million tons that Borealis is intending to sell to 4.3 million tons. So you can see that we have an outlook that this trend will continue in the second half of the year.

On the upstream production cost, I would want to say that what we have there is -- your observation is correct, right? So through the reduction of production volumes, mainly through the divestment of Malaysia, we see that the cost per barrel has increased further slightly. However, our absolute cost has remained flat, and that is an effect of some significant cost reduction programs that we have in execution and that we will continue to execute in order to counteract that effect that you observed there.

We now move to Henry Tarr from Berenberg.

Two for me. One is, could you say a little bit more about what you're targeting in the new exploration in the Black Sea? That would be interesting. And then secondly, could you remind me what the loan to Bayport referred to? It's a sort of significant moving part in the cash flow, I guess, this quarter.

Okay. Let me start with the exploration in the Black Sea and then Reinhard can maybe answer the Baystar loan question. Exploration in the Black Sea is actually a license that we acquired also from TotalEnergies last year. And that is a license that is neighboring to Neptun Deep. So if you want in the neighborhood of our Neptun Deep project, where we believe maybe similar geology. However, it's in the Bulgarian waters in this case.

And what we are aiming to do -- what we have first done is that we brought -- OMV Petrom has brought NewMed in as a co-investor into this. And we are now targeting -- Petrom is now targeting as the operator to start some exploration drilling before the end of this year. And we want to then complete two exploration drills to identify what the recoverable reserves would be there actually.

Yes. And maybe, Henry, a quick comment to the loan to Bayport. Actually, Borealis has given to Bayport a share of the shareholder loan. So both parties, TotalEnergies as well as Borealis have provided loans to this asset. And those loans were actually externalized. So that this loan was paid back to Borealis. That's the cash inflow.

And Bayport took a loan from several local banks in the same amount so that the liquidity for the company is upright. And therefore, we can see this kind of liquidity increase and cash flow for Borealis coming in, in the magnitude of EUR 656 million. That was the totality of the shareholder loan.

If I could just have one follow-up from that. Does the 22% rough gearing guidance after the merger still hold?

That is exactly the prognosis, because we have kept our leverage ratio now for the second quarter exactly at the same level as the first quarter at around 12%, which is, of course, an excellent level. And nothing has changed also with the magnitude of the equity injection, which at a valuation level of 1st January 2025 was EUR 1.6 billion in effect. With all the balancing of the dividend payments, it will be around EUR 1.5 billion. And that is more or less the change in the leverage that we see. Other than that, we do not see a major deviation in the cash flows that we expect for the rest of the year.

And next is Matt Smith, Bank of America.

I just had one question around dividends. And it's good to hear you, sort of, reiterate the intention with the CMD later this year. And I think one of the obvious items that the market is looking for an update on is the dividend policy post the BGI transaction.

But as I understand it, that will be relevant for full year '26, which leaves full year '25 to come first. So the question really is whether you will be wedded to the 20% to 30% CFFO ratio for full year '25. And I think this is a bit of a focus area given as you highlighted, the cash flows in the first half year-over-year are now down 19%, at least the first half performance.

So I guess my question really was whether you were comfortable reducing the dividend, at least in a total DPS perspective for full year '25 before presumably returning to a growth trajectory with the benefit of BGI after that.

Thanks, Matt, for the question. So to your first statement, yes, of course, we can confirm that in the context of Capital Markets update, we will also comment on the dividend policy going forward with BGI then being present. But as you rightfully say, this will be as of 2026, the relevant dividend policy.

For this year's dividend, the current dividend policy will be applicable and nothing has changed with this dividend policy. So still the 20% to 30% range will apply. We are still clearly below 30%. So therefore, the dividend will again contain two parts, base dividend, which follows the progressive dividend nature as well as a special dividend according then to the range of the 20% to 30% that we have in operating cash flow.

And now we come to Matt Lofting, JPMorgan.

Two, please. Just on Chemicals, firstly, I guess EUR 200 million operating profit for the division in Q2 includes the benefit of not depreciating at this point, Borealis. And the quantum of uplift on your full year marker margins in the outlook sort of seemed a little cautious perhaps relative to the run rate that we saw in first half and Q2.

So I just wondered if you could share your sort of latest feelings on the outlook 3Q and beyond for the industry and the extent to which if there is some caution that is sort of influenced by tariff inclusive factors and the sort of the wait and see on that.

And then secondly, I just wanted to actually just follow up on the comments you made earlier on the BGI merger process. I wasn't fully clear from that, whether you think there is a possible read-through or not from the recent developments on Covestro ADNOC. And as part of that, perhaps if you could clarify whether there's any further EU-related approvals outstanding in addition to the merger control clearance, which I think you said had been received already.

Okay. Maybe let me start with the Chemicals market, and then we'll follow up on the BGI merger. So I would maybe start with saying if you look at our revised forecast, right, or revised outlook for the year, we have increased the European indicator margin outlook for ethylene and propylene.

When previously, we were at around EUR 520, around EUR 385 for ethylene and propylene, we have start saying now above EUR 520 and above EUR 385.

Polyethylene and polypropylene, we were around EUR 400 per ton, and we are now saying for polyethylene significantly above EUR 400 and continuing around EUR 400 for polypropylene. At the same time, we are also saying that our sales volumes will increase. Our outlook is going up from 4.1 million to 4.3 million.

And I think I would take that in a difficult market environment. We do see that we will continue to push very hard to take advantage of the strength that we have in segments, in particular, Specialty segment, but of course, also our setup on the cash cost curve in the European segments in particular.

So I think, Matt, it will continue to be a market environment that will provide both challenges and opportunities. And we will see how this continues to move forward. I think, we are in a strong position with the high specialty portion that we have in our sales and with the Feedstock flexibility that we have.

Borouge 3, the turnaround is finished and that will move forward. And while, of course, nobody can be happy with 15% tariffs, I think at least there's clarity and that will help to, let's say, move forward again on some of the wait-and-see positions.

Maybe on the BGI merger, I can ask Reinhard to help, maybe he can make it a little bit clearer.

Yes. Sure, Matt. I think, the scrutiny taken by EU on the Covestro deal, of course, is a completely different setup than what we are talking about in BGI. The Covestro is a public takeover process. In our case, this is a merger of two companies in which both parties are already invested in. And ultimately, both parties come out with equal rights and equal share.

We are also seeing that there was no investigation hindrance or delay when the shares in OMV were taken over by ADNOC, quite some time ago. So therefore, the whole topic that is now raised with Covestro didn't apply in that case, and we are not expecting it to be applied here.

I think Alfred made it very clear, we can never completely anticipate what happens in authorities. But from the legal point of view that we see and just from the facts of this transaction, this is completely different and cannot be directly compared. And with preconditions set, we do not believe that there is any reasoning for a delay or a change in attitude of EU. EU has given merger clearance already, and that's where we are continuing on that.

We now come to Oleg Galbur from ODDO BHF. I hope you can hear me well.

I have two and both are on the Energy segment. So first, could you please provide some details on the nature of the litigation gains in Romania? And maybe tell us how big was the impact in euro terms?

And secondly, on Electricity price regulation in Romania, now that the regulation has expired, where would you see the contribution of Gas and Power East business? In other words, is it fair to assume that the business can reach earnings levels seen before the regulation was introduced?

Yes. Thanks, Oleg, for the questions. Regarding the litigation gains in Romania, actually, this is concerning a case that is already quite some years ago when a VAT dispute was raised. And actually, the VAT that we had to pay at that time in OMV Petrom was contested by OMV Petrom, because they saw it as unfair and the legal litigation was successful. And therefore, this amount was awarded back to OMV. That is currently still only in the books. The money still has to flow.

And it contains of two parts. One is the award. The other is the interest, the forgone interest, because it is a couple of years ago. So therefore, this is a good development and a good success for OMV Petrom, and we expect the money to be flowing then also concretely in the second half of this year.

To your second question, electricity price development. Indeed, the difficulty with the regulation was that we were not able to really pass on the cost of the electricity production in an adequate way into the market. And the EU supported and actually required deregulation didn't happen for that period of time. This was for the local Romanian market, and there was just a cap on that price, which now again has been lifted and the market is open again.

Now yes, we are expecting that profitability will return. We are expecting that also no further regulations would be put in place. So in principle, the old level can be reached. However, we are expecting that markets are reacting cautiously over time. So this will be a recovery over a quarter of -- a couple of quarters. And so therefore, there will not be an immediate full recovery in our estimation in Q3, but we see that as a very positive development that also strengthens the profitability profile of OMV Petrom.

We now move to Sadnan Ali, HSBC.

My first one is on your cash flow. If I look at your pre-working capital cash flow, you've had quite large swings versus consensus expectations over the past few quarters. In 3Q '24, you had a 15% beat; in 4Q, a 10% miss. Last quarter, a 9% beat; this quarter, 13% miss. So do you have any thoughts here on what's going on? Are you doing a bad job at modeling your cash flow? Any thoughts there?

And secondly, please, Alfred, you've decided not to stand for reelection after your term ends next year. Do you have any thoughts or comments you'd like to share on this? And what can we expect in terms of timeline of succession announcements and plans going forward?

I'm happy to comment on the cash flows. Yes, you are right. There have been quite some swings. However, I have a certain suspicion that the market was not able to fully grasp the impact of the tax payments. So while in the P&L, we are booking the tax as they actually come in the average of the year.

In the cash flow, we, of course, have to show what we are indeed paying and we pay according to the required installments. And there are two special effects. First of all, in the past and that still applied to the first half of this year. In Norway, there were six installments, which were not evenly distributed throughout the year, but there was one in the first quarter, two in the second quarter, one in the third and two in the fourth. That means in the second quarter, we have double the impact in cash flow for paying taxes.

And the second applies to Romania, where there is no tax installment in first quarter, but then in second quarter, the whole tax for the full first half year. That means there is also an impact that there is a higher cash outflow from tax in Romania. That, of course, will smoothen now with the new tax legislation in Norway, where we have 10 installments, which means two in first quarter, three in second, two in third quarter, three in fourth quarter. So that means it is not entirely even, but the impact of difference is much lower.

And that, I think, helps also the predictability and the volatility of these cash flows. Then, of course, compared to Q2 2024, we have to see that, of course, also the basis for tax payments and the general cash flow from operations was significantly higher. There, 2025 was impacted by lower oil prices by adverse development of the exchange rates. And therefore, there is a seemingly lower specific operational cash flow number in energy in the second quarter. But again, this will level out in the third quarter again, and we are expecting a higher cash flow there.

Okay, Sadnan, and to your second question, maybe let me start with just saying, look, to not stand anymore is a personal decision that I took for myself, there's a right time for everything. And I thought this is the right time to hand the -- put on over to the next person here and go on the next steps.

I think so far, we were able to make very good and significant progress in the Strategy 2030 implementation and the transformation of OMV. And I'm also confident that there are several things that we can move significantly forward or finish before the end of my term here, such as the closing of Borouge Group International, for example. And I'm committed to make these things happen and drive them forward. I can see also in the company, everybody is focused, and we continue to work and be professional in driving this forward.

As to the replacement, this is -- or the succession, this is actually a process that is driven according to our governance by the Supervisory Board. But I can say that I wanted to make sure that enough time is available to have -- to run a proper process. And I and the Supervisory Board, we are committed to an orderly transition process. And that was important also why to give enough time. And of course, we will update you as soon as possible. Right now, it's a little bit too early, but we'll come forward because that transition process will -- is important to all of us.

We have now Bertrand Hodee, Kepler Cheuvreux.

I have just one, quite a direct one for you, Alfred. Would you be keen on having a role at BGI going forward?

Bertrand, thank you very much for your question. Look, I'm fully focused on delivering here progress with the strategy at OMV. My term ends next August, and I will continue to focus on the advancement of the OMV strategy. On Borouge Group International, we have agreed with ADNOC that on an Executive Board of three people, a CEO, a CFO and a COO. And we have agreed that we will make a merit-based selection of those people and the process has started. I'm committed to participate as OMV CEO in the selection of these people according to that merit-based process.

Thanks, Bertrand, for your questions. We now come to the end of our conference call and would like to thank you for joining us today. Should you have any further questions, please contact the Investor Relations team. We are happy to help. Goodbye, and have a nice day.

Thank you very much. Have a good day.

Thank you. Bye-bye.

That concludes today's conference call. A replay of the call will be available for 1 week. The replay link is printed on the invitation or alternatively, please contact OMV's Investor Relations department directly to obtain the replay link.