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OMV Aktiengesellschaft
Trabrennstrae 6-8
1020 Vienna, Austria
Tel. +43-1-40-440-0
Fax +43-1-40-440-27900
OMV
Home Library Business & Finance Hoover's Profiles
(Pink Sheets:OMVKY) (Vienna:OMV)
Type: Public
On the web: http://www.omv.com
Employees: 26,863
Employee growth: (9.4%)
Oil and chemicals group OMV is Austria's largest industrial company. A
leading oil and gas company in Central and Eastern Europe, it explores for
natural gas and crude oil; refines crude oil; and imports, transports, and
stores gas. In 2012 OMV reported proved reserves of 1.2 billion barrels of oil
equivalent; it produced about 303,000 barrels of oil equivalent per day and sold 13 billion cu. ft. of gas.
The bulk of OMV's sales come from refining and marketing, with the company operating five refineries
and more than 4,500 gas stations in 13 countries.
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9/5/2014 OMV: Information from Answers.com
Key numbers for fiscal year ending December, 2013:
Sales: $58,388.1M
One year growth: 3.6%
Net income: $1,600.1M
Income growth: (11.2%)
Officers:
Chairman, Supervisory Board: Markus Beyrer
CEO: Doris Bures
Deputy Chairman, Executive Board: David C. Davies
Competitors:
MOL
Royal Dutch Shell
Unipetrol
Home Library Business & Finance Company Histories
Incorporated: 1955 as sterreichische
MV is 74% owned by the state holding company, Austrian Industries. The rest of the company is
privately held. Currently in its fourth decade, MV has transformed itself from a domestic oil and gas
producer with no international presence into an integrated oil, gas, and chemical group with growing
interests and influence abroad. MV has become one of Austria's largest companies and is involved in
oil exploration, production, refining, and retailing, as well as gas production and transportation, and is
rapidly becoming a major producer of plastics in Europe. MV is a product of the political realignment in
Europe following World War II. Established in its present form in 1955, the company was originally known
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as sterreichische MineralOlverwaltung AG (OMG), but officially changed its name to MV
Aktiengesellschaft in 1974.
At the time of MV's formation in 1955, Austria was the largest producer of hydrocarbons in Western
Europe and energy self-sufficiency was envisaged for the years ahead. This did not occur. First oil and
then gas production declined, while domestic hydrocarbon consumption soared ahead. The dominant
theme of the 1970s and beyond became the need to find secure and diverse sources of energy supply.
The trend towards internationlization is becoming even stronger as the 1990s unfold.
Exploration for oil began in Austria in the late 1920s. Small quantities of crude were found in the Vienna
Basin, which remains the main producing area in Austria, and small-scale production took place from
1934 onward. Four companies were active in Austria at this stage: Rohlgewinnungs AG (RAG), a 50-50
joint venture of Shell and the U.S. company Socony-Vacuum; Van Sickle, a British company;
Erdlsproduktions-Gesellschaft AG, which was financed by Swiss capital; and Raky-Danubia, an Austro-
German collaboration.
Full-scale commercial production began after the Anschluss in 1938, when the Germans strove to achieve
maximum production for the sake of their military machine. German companies involved at this stage
were Elwerath, Wintershall, Preussag, and I.G. Farben. Production was concentrated in Zisterdorf near
Vienna and reached a peak of 1.21 million metric tons in 1944.
At the end of World War II, Austria was divided into four zones of occupation, each one under one of the
victorious powers--the United States, the Soviet Union, the United Kingdom, and France. All known
Austrian oil reserves were in the Russian zone. Production and refining were carried out by the Soviet
Mineral Oil Administration or were under its control. Distribution in the Russian zone was carried out by
the Soviet company ROP. Retaining and distribution were carried out in the rest of the country by
Western interests.
In the chaos of the immediate postwar years and as a result of the over-exploitation of Zisterdorf by the
Germans, oil production was initially below war levels but the discovery of the new fields between 1949
and 1951--Matzen, Aderklaat, and Blockfliess--contributed to production of 2 million metric tons by 1951,
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2.8 million tons by 1952, and a peak of 3.7 million tons in 1955.
All operational refineries, which had a total capacity of about one million tons per year, were located in
the Russian zone. Two of these refineries, with a combined capacity of 230,000 tons per year, were
owned by Shell Transport and Trading and by Socony-Vacuum. These foreign owners continued to
operate their refineries, but they were directed by the Soviet authorities and were required to sell back
their output to the Soviets at dictated prices.
Austria regained its sovereignty only after protracted negotiations. The legal basis of the Soviet hold over
Austria's oil stemmed from the Potsdam Agreement, which granted the USSR title to all German assets in
the occupied zone. The Western allies maintained that large parts of the Austrian oil industry never
legally belonged to Germany because they were obtained under duress, and disputed the Soviet claim to
these assets. The Austrian State Treaty was signed in 1955 and the Soviet Union handed over all former
German assets in its hands to the Austrian government on August 13 of that year.
Treaty provisions shaped the future of the Austrian oil industry. The return of most oil fields and
refineries to their pre-war non-Austrian owners was precluded by the treaty, and the government had to
find an adequate compensation formula for the former owners. Austria also agreed to send the Soviet
Union 1.2 million tons annually of crude oil until 1961 and one million tons annually for the following
four years. In 1957, the Soviet Union agreed that Austrian deliveries should immediately fall to one
million tons annually and in 1958 a 50% reduction in net crude deliveries was agreed from the beginning
of 1959.
Since the end of World War II, Austria had been ruled by a coalition of the Social Democrat Party and the
People's Party. After the country regained control of its hydrocarbon resources, the parties disagreed
about the future shape of the Austrian oil industry: the Social Democrats favored retaining state control
while the People's Party preferred a mixture of state and private Austrian ownership. The ad-hoc state
entity which took charge of Austria's oil assets pending a final decision, the Austrian Mineral Oil
Administration, evolved into MV. MV remained wholly in the public sector until the late 1980s.
MV's first major project was the construction of the 1.66 million ton a year refinery at Schwechat, which
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was completed in 1960. The refinery replaced four refineries in the Vienna province with a combined
capacity equivalent to that of Schwechat. By 1963, Schwechat's capacity had been raised to 2.5 million
tons and to 4 million tons by 1964. MV thus grew increasingly dominant in refining in Austria:
Schwechat capacity far outstripped the 200,000 tons per annum which foreign companies retained in
Vienna Province. Schwechat remains the only major refinery in Austria in 1991.
Two petrochemical plants were also built near Schwechat to take advantage of refinery gases as
feedstocks. One plant was owned by Petrochemie Danubia (PCD), a joint venture involving Montecatini
and sterreichische Stickstoffswerke (SW), and the other involved a partnership of MV and the West
German company, Farbwerke Hoechst. In 1972, MV and SW embarked upon the path which led to
their merger.
Although dominant in upstream activity in Austria from its early days, MV initially had a negligible
presence in the distribution and retail markets. The sales of final products were carried out by
subsidiaries of the oil majors. Shell was the market leader. In the early years, MV had no marketing arm
at all. There were two state distribution concerns, however, Martha and ROP, the former Soviet
company, which operated independently of MV and which together controlled about 15% of the market.
In 1965, MV acquired 100% of Martha, which had 550 distribution outlets, and 74% of ROP, later
renamed ELAN, which had 620 service stations. The remaining 26% of ROP was sold to the Austrian
private sector.
These acquisitions did not satisfy MV's retail ambitions. In 1971 MV bought 250 service stations from
Total-Austria, the fully owned subsidiary of French company, Compagnie Franse des Ptroles (CFP), and
currently has a 70% share in Total-Austria. By the beginning of the 1990s, through Total-Austria and its
sales subsidiaries MV Handels-Aktiengesellschaft and Stroh and Company, which was acquired in 1986,
MV accounted for 75% of the domestic retail market, up from 25% in 1970.
Oil production continued as a central activity, but output never returned to the 3.7 million ton levels of
the mid-1950s. During the 1960s, crude output ranged from 2.2 million to 2.7 million tons. However,
Austrian consumption of oil and oil products increased and quashed all ambitions of oil self-sufficiency.
In 1967, domestic crude production was 2.7 million tons compared with consumption of 3.8 million tons.
The gap between production and consumption continued to widen and Austria became increasingly
dependent on crude oil imports from the Soviet Union.
In 1960, negotiations began between MV and Shell, Mobil, British Petroleum, Esso, and Aquila--a CFP
subsidiary--for the construction of a crude oil pipeline from Trieste to Vienna. It was hoped that the 480-
kilometer-long pipeline, with an ultimate capacity of six million tons annually, would be completed by
1967 and would enable MV to develop a wider range of crude suppliers. However, negotiations dragged
on as MV attempted to link the pipeline with a package deal guaranteeing a permanent dominant
position in the refinery sector, and construction only began in 1968. The work was completed in July
1970. The pipeline took the form of a spur from the Trieste-Bavaria transalpine line. MV had 51% of the
equity, with Shell taking 14.5%, Mobil 12.5%, British Petroleum 7.5%, Esso 6.5%, CFP 4%, and ENI of Italy
4%.
Problems of supply security also occurred in relation to natural gas. MV had developed Austria's gas
resources and sold gas in the domestic market at very low prices. This pricing encouraged rapid growth
in consumption and large-scale utilization of gas in power stations and industry. In 1967, MV
announced that indigenous reserves did not justify the production of more than 1.3 billion cubic meters
of gas annually. Domestic demand, however, was running at 1.8 billion cubic meters of gas per year and
Soviet imports, which entered Austria through a 65-kilometer extension of the Ukraine-Czechoslovakia
pipeline, were needed to make good the shortfall.
Austria entered the 1970s with a growing dependency on hydrocarbons, a high percentage of which had
to be imported. Oil's share of total domestic energy consumption had risen from 15% in the 1950s to 27%
in 1962 and to over 50% for oil and gas combined in the early 1970s. These trends precipitated the
emergence of the two current guiding principles of MV strategy: diversification of energy supplies and
internationalization of the company.
In 1970, MV was primarily a domestically oriented company: it produced as much oil and gas as
possible domestically and imported the remainder of its requirements from the USSR. By 1980, its crude
supplies were more diverse, and supplies from Iran, Iraq, Libya, Algeria, and smaller OPEC states were
becoming more important. In 1980, Saudi Arabia promised to supply Austria with 1.7 million to 2 million
tons of crude oil yearly--roughly one-fifth of its import requirements. Gas supplies are still predominantly
from the Soviet Union but in 1986 MV, together with another Austrian company, Ferngas, signed a
contract with a consortium led by Statoil of Norway for the delivery of one billion cubic meters of gas
annually from the Troll field after 1993.
Potentially of even greater importance was the start of &Ouuml;MV exploration and production overseas.
By 1980, MV was active in Tunisia, Ireland, Libya, Egypt, and Canada. These foreign ventures remained
marginal until 1985 when MV acquired 25% of Occidental's production in Libya, giving it access to
about 600,000 tons of crude a year. In addition, the deal entitled MV to make additional Libyan crude
purchases. The company's official aim is to cover half of the crude requirements of the refineries at
Schwechat and at Burghausen from equity crude. Despite extensive domestic exploration efforts,
Austria's reserves continued to dwindle. By 1989, MV sourced 30% of its crude requirements from its
own ventures. MV's acquisition of shares in producing fields in the North Sea and Canada in 1990 will
guide MV towards its target.
Until the late 1980s, MV remained wholly in the public sector. In 1970, sterreichische Industrieholding
AG (IAG), renamed Austrian Industries (AI) in February 1990, was established as the state holding
company for nationalized companies. At its formation, IAG employed one-sixth of the Austrian work
force and owned one-fifth of Austrian industry, including 100% of MV.
As one of the largest companies in Austria and as a member of the IAG group, MV was drawn into
wider debates about the future of the Austrian economy. During the first half of the 1980s, IAG showed
heavy losses and was a severe drain on public finances. MV was one of the few state companies that
consistently made profits throughout this period. In 1987, OIAG was reorganized into seven sectors--oil,
steel, metals, chemicals, mining, electronics, and machinery--in preparation for privatization of its
holdings. MV was the first on the list. In November 1987, 15% of MV was sold to the public. A further
10% was sold in 1989. The original intention was that the sales should continue until 49% of the
company was in private hands. The government subsequently decided that privatization efforts should
be intensified and that the 49% limit on private shareholdings should be removed. Consequently, the
way is clear for full-scale privatization of MV in the early 1990s.
In the 1990s the company, believing that the domestic market has reached saturation point, is
rationalizing its retail network. MV cancelled its trademark agreement with Aral of West Germany
effective September 1990. MV plans to sell products under the ELAN brand in its older stations and has
introduced an MV brand in its other outlets. MV also intends to set up a foreign network under this
new brand.
Petrochemicals remain important to MV which is in the throes of transforming itself into a major player
in the European plastics market. The combined polyethylene and polypropylene sales of wholly owned
MV subsidiary PCD are approaching 600,000 metric tons annually of which 85% is exported. POB
Polyolefine Burghausen GmbH, a wholly owned subsidiary of MV, completed construction of a
polypropylene plant in 1989 and a polyethylene plant in 1990. Both plants are located in Burghausen
and are operated by another wholly owned MV subsidiary, DMP Minerall Petrochemie GmbH, with
sales handled by PCD. Other subsidiaries are engaged in the further processing of plastics.
On taking office in October 1990, the Social Democratic chancellor, Franz Vranitzky, pointed to two
international developments which have a tremendous bearing on Austria's future--the economic
integration of the European Community (EC) and the political and economic liberalization of the former
communist countries of Central and Eastern Europe. These two developments have had a significant
influence on MV strategy. The 1987 purchase of German subsidiary, Deutsche Marathon Petroleum
(DMP) from U.S. company Marathon Petroleum, gave &Ouuml;MV a foothold in the European Community.
MV has also acquired the geotextile holdings of the French company Rhne Poulenc, and a melamine
plant in Castellanza, Italy.
Because of Austria's traditional position as a staging post between East and West and because of its
long-term commercial relationship with the Soviet Union, MV is in a better position than most to benefit
from the changes in Eastern Europe. In March 1991, MV opened its first petrol station in Hungary. As
part of its joint venture with Hungarian state retailer, Afor, 30 more such stations are planned in the
immediate future. A joint venture has been formed with Petrol in Slovenia, Yugoslavia, to operate 25
petrol stations there. Negotiations are underway for similar ventures with the Czech company Benzinol,
and the Slovak company Benzina.
Despite the publicity about the opportunities which exist in the Soviet oil and gas industry, few solid joint
ventures are in place. MV, however, is more advanced than most in cementing a deal. MV has signed
a memorandum of understanding with the Soviet region of Yakutia in northeast Siberia to develop a
small field which would provide the feedstock for a one million to two million ton refinery at Lensk. The
feasibility study for the refinery is already underway, and the possibility of gas exploration is being
considered.
MV's strategy of diversification and internationalization will continue into the 1990s, as the company
strives to overcome its poor domestic resource base. The push into Europe will continue, particularly as
Austria presses its application for EC membership and attempts to break into the markets of Central and
Eastern Europe.
Principal Subsidiaries
Adria-Wien Pipeline GmbH; ErdlLagergesellschaft mbH (51%); MV (Angola) Exploration GmbH; MV
(Dnemark) Exploration GmbH; MV (Gabon) GmbH; MV (Indonesien) Exploration GmbH; MV Handels-
Aktiengesellschaft (96.07%); MV (Jordanien) Exploration GmbH; MV (Malaysia) Exploration GmbH; MV
Minerall-Vertriebsgesellschaft mbH; MV (Pakistan) Exploration GmbH; MV PEX l and Gas Exploration
GmbH; PROTERRA Gesellschaft fr Umwelttechnik; MV Suez Erdl-Aufsuchungsgesellschaft mbH;
Petrochemie Danubia GmbH; Stroh & Co GmbH; Trans-Austria-Gasleitung GmbH (51%); DMP Mineral&l
Petrochemie GmbH (Germany); OMV Exploration and Production Ltd.; OMV (UK) Ltd.; OMV of Libya Ltd.,
Douglas; OMV (Norge) A/S (Norway); OMV (Canada) Ltd.; POB Polyolefine Burghausen GmbH(Germany).
Further Reading
Debra Johnson
Wikipedia on Answers.com: OMV
Top
OMV Aktiengesellschaft
Type Joint stock company
Traded as WBAG: OMV
Industry Oil and gas
Founded 1956
Key
people
Gerhard Roiss (CEO)
Products Oil and gas exploration and
production, natural gas trading
and transportation, oil refining,
electricity generation
Services Fuel stations
Revenue 34.05 billion (2011)[1]
Operating
income
2,473 billion (2011)[1]
Profit 1,063 million (2011)[1]
Contents
1 History
2 Company facts
2.1 Group figures
2.2 Company strategy
2.3 Ownership structure
2.4 Shareholdings
3 Business units
3.1 Refining and marketing, incl. petrochemicals
3.2 Exploration and production
3.3 Gas and power
4 Controversies
4.1 Petrom
Home Library Miscellaneous Wikipedia
For other uses, see OMV (disambiguation).
This article needs additional citations for verification. Please help improve this article by adding
citations to reliable sources. Unsourced material may be challenged and removed. (September
2007)
OMV (formerly "sterreichische Minerallverwaltung", MV), is
an integrated international oil and gas company, headquartered
in Vienna. OMVs main business is in Exploration & Production
(E&P), Gas & Power (G&P) and Refining & Marketing (R&M). With
group sales of more than 34 billion[3] (2011) and a global
workforce of around 30,000 (2011), OMV is the largest listed
manufacturing company in Austria.
In 2011 OMV produced around 800,000 tonnes of oil and 1.3
billion cubic meters of gas in Austria. This corresponds to 86%
and 83% of Austrias total production respectively.
History
OMV (MV as it was
known then) originated
in 1956 as a joint-stock
company formed out
of Sowjetischen
Minerallverwaltung
(SMV). Four years later,
in 1960, the company
opened the Schwechat
refinery near Vienna.

Total
assets
28.41 billion (end 2011)[1]
Total
equity
13.48 billion (end 2011)[1]
Employees29,800 (end 2011)[2]
Website www.omv.com
4.2 MOL
5 See also
6 References
7 External links
[4]
At the end of 1987,
15% of OMV was
privatized, making it
the first public listing of a
state-owned company in
Austria. In 1989, OMV
acquired a 25% stake in
plastics group, Borealis.
In 1990 the company opened
its first filling station in
Vienna-Auhof on 24 June
1990.
The International Petroleum
Investment Company (IPIC) of Abu Dhabi acquired an initial 19.6% interest in the group at the end of
1994. The following year, the group changed its name from "MV" to "OMV" because the umlaut on the
"" is not commonly used in many languages. In the early 2000s, OMV expanded into Eastern Europe, by
acquiring around 10% of Hungarian oil company, MOL and in 2003 it acquired the upstream division of
Germanys Preussag Energie, expanding its filling station networks.
In 2004, OMV became the market leader in Central and Eastern Europe following the acquisition of 51%
of Romanian oil and gas group Petrom which constitutes the largest acquisition in OMVs history.
In the same year, OMV increased its share capital, meaning that more than 50% of the companys shares
were in free float for the first time. Following the sale of 50% of the subsidiary company Agrolinz
Melamine International GmbH to IPIC in 2005, the Borealis group was taken over in full together with IPIC.
In 2006, OMV acquired a 34% stake in Turkish oil group Petrol Ofisi - the largest Austrian investment in
The new OMV central office in the Hoch
Zwei skyscraper in Vienna
Turkey to date. In the same year, the board members of OMV and Verbund, the Austrian utility group
announced plans for a merger. However, this collapsed due to resistance from Austrian MPs.
OMV increased its stake in Hungarian oil group MOL to 20.2% in 2007. OMV then sold its entire stake in
March 2009 after MOL rejected a takeover bid in 2008 and the European Commission imposed tough
restrictions for an approval of the deal. OMV acquired the stake held by Dogan Holding in Petrol Ofisi in
late 2010, which further increased its stake in the company to 95.75%. In 2011, this stake was increased
again to 97%.
In September 2011, the company unveiled its revised corporate strategy, profitable growth. According to
the strategy, OMV intends to increasingly divert its investments from the refining and filling-station
business to the upstream business (Exploration & Production), where two thirds of future investments
will be made. OMVs plan is to increase the E&P weighting in the overall portfolio from 35% to 55% by
2021. At a regional level, the investment focus is to be on the Caspian Sea, Africa and the Middle East.
The group is currently evaluating the sale of its 45% stake in German refining network Bayernoil.[5]
OMV will sell its gas stations from Croatia and Bosnia to Gazprom in 2013 and it also plans to sell some of
its gas stations from Romania to Gazprom.
Company facts
Group figures
Figures for the year 2011:[1]
Group sales: 34.05 billion
EBIT: 2.5 billion
Market capitalisation: 7.64 billion
Employees: 29,800
Company strategy
In the coming years, OMV plans to turn itself into an integrated oil and gas company with a focus on
upstream. Upstream business refers to the exploration and production of oil and gas and will become a
much more important area for the group. OMV also plans a strong expansion of its gas business from
the extraction of gas, gas transport through to gas marketing. The planned Nabucco gas pipeline will
connect OMV gas fields in the Caspian region and the Middle East with the downstream markets in
Turkey via Romania and ultimately to Baumgarten in Austria. OMV will therefore have access to the
whole of Europe from its natural gas station in Baumgarten. A further addition to the OMV portfolio will
be modern gas power plants. The R&M business unit (refining and marketing) will continue to be an
important business area, but will have a much smaller weighting in the portfolio.
Ownership structure
IAG (31.5%)[4]
IPIC (24.9%)
Free float (43.6%)
Shareholdings
The most important shareholdings of OMV Aktiengesellschaft are listed below, with other shareholdings
held by the appropriate business units.[6]
OMV Refining & Marketing GmbH (100%)
OMV Deutschland (100%)
OMV Exploration & Production GmbH (100%)
OMV Gas & Power GmbH (100%)
OMV Solutions GmbH (100%)
Petrol Ofisi (97%)
Petrom SA (51%)
Borealis (36%)
Business units
Refining and marketing, incl. petrochemicals
OMV operates refineries in Schwechat (Austria) and Burghausen (South Germany), both of which produce
integrated petrochemicals. Together with the Petrobrazi refinery in Romania and the 45% stake in the
Bayernoil refining network in Southern Germany, OMV has a total refinery capacity of around 22.3 million
tonnes a year.
OMV is the market leader in Central and South East
Europe, operating 4,500 filling stations in 13 countries
under the OMV, Avanti, Petrom and Petrol Ofisi brands.
Today, around 1,000 of these filling stations also have a
VIVA caf / shop, the first of which opened in Oberwart in
1994. Customers of OMV filling stations also have access to
a wide range of additional services, including banking,
insurance, ticket sales for events and postal services. The
range of services varies by location and OMV is continuing
to establish partnerships with more companies to expand
the number of services available. Current partners include, sterreichische Post, Wiener Stdtische,
Western Union and Erste Bank.
Exploration and production
Exploration and production is the division associated with
the finding and production of oil and natural gas reserves.
OMV has an extensive international E&P portfolio which
focuses on:
Oil exploration and production
Gas exploration and production
Oil and Gas exploration and production
The company is mainly present in EU and OECD countries,
with approximately two thirds of production coming from
Romania and Austria. OMVs production is split 50/50
between gas and oil. However, in the core countries of
Romania and Austria, OMV concentrates on raising the
yields from mature fields through the use of new
procedures, rather than exploration. OMV plans to
concentrate its E&P activity on the Caspian region, the Middle East and Africa, where it has already been
The OMV refinery in Schwechat
World location of the OMV company, for exploration
and production activities
active for some time.
Gas and power
In Austria, OMV operates a 2,000 km (1,200 mi) gas pipeline network and sold a total transport capacity of
101.9 billion cubic meters in 2011. The compressor station in Baumgarten is an important distribution
hub for Europe and distributes around one third of Russian gas exports to Western Europe. In 2011, OMV
sold around 24 billion cubic meters of gas. Since 2007, OMV has also been involved in the construction of
gas-fired power stations, which primarily use gas from the companys own production.
A key gas project of OMV is the Nabucco gas pipeline, the objective of which is to transport gas from the
Caspian region to Europe via Turkey, Bulgaria, Romania and Hungary and finally to Austria.
Controversies
Petrom
The acquisition of 51% stake in Petrom was considered controversial as the privatization contract was not
been made public and it consists of several disputed clauses.[7] The privatization allegedly produced a
market monopoly. Critics say that OMV can use the resources Petrom owns until their exhaustion. Also
fixing of tax for gas and oil exploration at 3 to 13.5 percent from the final delivery price for 10 years was
criticized. Some critics claimed, that the price 1.5 billion was too low.[7]
MOL
In June 2007 OMV made an unsolicited bid to take over MOL, which was rejected by the Hungarian
company. MOL criticized OMV's advertisement in which OMV had suggested the two had already worked
together on the European market. MOL thought that to be misleading and unethical and asked OMV to
remove the name MOL from those advertisements. OMV dismissed its bid after negative results of the
investigation by the European competition authorities.[8][9]
OMV sold its entire stake to Surgutneftegas in March 2009.[10]
See also
Vienna portal
Energy portal
Companies portal
List of petroleum companies
References
^ a b c d e f "Five-year summary". OMV.
http://www.omv.com/portal/01/com/investor-relations/financial-figures. Retrieved 6 June 2012.
^ [1]
^ http://www.omv.com/portal/01/com/investor-relations/financial-figures
^ a b "OMV History". OMV.
http://www.omv.com/portal/01/com/!ut/p/c5/04_SB8K8xLLM9MSSzPy8xBz9CP0os3hfA0sPN89Qo1BHE08Dp
yDTEEtTAwgAykeaxRv4m1oEejk6G7kauHt6-HqYGhvA5PHrDk5J1ffzyM9N1S_IjSgHAJQfMPs!/dl3/d3/L0lHSkov
d0RNQUprQUVnQSEhL1lCZncvZW4!/
. Retrieved 6 June 2012.
^ lt. Financial Times Deutschland, 23 September 2011, S. 5.
^ OMV. "Shareholdings". OMV.
http://www.omv.com/SecurityServlet/secure?cid=1255738771338&lang=en&swa_site=wps.vp.com&swa_na
v=Investor+Relations%7C%7CDownload+Center%7C%7CAnnual+Reports%7C%7C&swa_pid=%5BObjectIDI
mpl+%276_M09HFIU2UA4I0BR54GM0000000%27%2C+CONTENT_NODE%2C+VP%3A+-32446%2C+%5BDom
ain%3A+rel%5D%2C+DB%3A+4281-16A4F8A4175E1109D62E045A00000000%5D&swa_lang=en
. Retrieved 6 June 2012.
^ a b Cristina Muntean (18 December 2006). "Petrom deal examined". CBW.
http://www.cbw.cz/en/petrom-deal-examined/3829.html. Retrieved 7 December 2008.[dead link]
^ "European Commission closes door on OMV-MOL merger plan". Realdeal.hu. 7 August 2008.
http://www.realdeal.hu/20080807/european-commission-closes-door-on-omvmol-merger-plan. Retrieved 7
December 2008.
External links
Official website
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^ "OMV gets EU objections statement over MOL takeover bid". Forbes. 24 June 2008.
http://www.forbes.com/afxnewslimited/feeds/afx/2008/06/24/afx5146214.html. Retrieved 6 December
2008.
^ "OMV sells MOL stake". OilVoice. 30 March 2009.
http://www.oilvoice.com/n/OMV_Sells_its_212_Stake_in_MOL/ef801d0a.aspx. Retrieved 30 March 2009.
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