Preloader
Visual

Our strategy

We successfully implemented our strategy set in 1999 and led the consolidation in the oil & gas industry in Central Eastern Europe. Our integrated Upstream–Downstream business model remains the basis of our operation. This business model has provided stability in the fluctuating external environment and is expected to continue doing so in the forthcoming 10-15 years.

However, our external environment is changing more rapidly than ever before carrying the risk of decreasing demand for fossil fuels in the long-term, while at the same time customer habits and needs are also rapidly changing. We have the capability, the financial means, and the professional know-how to use the momentum to leverage previous successes and build on the opportunities provided by the changing environment.

Through the implementation of MOL Group 2030 we will deliver long-term growth and offer the financial community a best-in class investment case.

Welcome video from chairman
MOL Group 2030 Strategy
investor presentation
MOL Group 2030 Strategy Investor Presentation
Download
Downloadnow
SCROLL DOWN to learn more about our 2030 strategy

Strategic objectives

Strategic objectives
Strategic objectives

CASH ENGINES

Cash generation through our integrated business model

THE RISE OF CHEMICALS

Set up a new business line by driving an industrial transformation

GROWTH ENGINES

30% of EBITDA contribution from consumer services including retail and industrial services, and new demands and business lines

THE BEST CHOICE

MOL Group will be the choice of employees, customers and investors

Cash engines

INTEGRATED BUSINESS MODEL OF UPSTREAM AND DOWNSTREAM
Upstream: sustain our portfolio so that it creates value even in a low oil price environment

Upstream remains a core pillar of the integrated business model of MOL Group. Our ambition is to:

  • maximize value from our existing asset base;
  • keep production at least at today’s level;
  • keep unit cost competitively low (currently stands below 7USD per barrel);
  • opportunistically investigate and pursue inorganic growth opportunities.

Upstream

keep

unit cost

competitively

low

Upstream Upstream
Downstream: operate top-quality assets, and have an increased share of non-fuel products

In order to keep the Danube and Bratislava refineries among the top five most profitable in Europe, we will focus on ensuring highly efficient and flexible assets by:

  • investing in new technologies and upgrading current ones;
  • widening our crude oil portfolio;
  • transforming our production from fuel to more competitive goods by increasing the share of non-fuel products to 50% of overall production.

Core downstream Core downstream Core downstream
Core downstream Bratislava
refinery
Core downstream Danube
refinery
Core downstream

The rise of chemicals

A NEW BUSINESS LINE THROUGH INDUSTRIAL TRANSFORMATION
Chemicals: up to USD 4.5 billion investment (in 5-year cycles) to make MOL Group a leading chemicals company in CEE

We will implement an offensive growth strategy by 2030, adding new products along the value chain and entering new market segments. We will drive industrial transformation in the region by:

  • investing around USD 1.5 billion every 5 years until 2030 to upgrade existing assets and develop new business lines;
  • producing more valuable petrochemical products used in the automotive industry, as well as for packaging, construction and electronics;
  • seeking partnerships and organic growth opportunities to expand our value chain;
  • creating hundreds of jobs and supporting regional industry.

Petrochemicals
Petrochemicals
new product groups

Growth engines

MORE THAN 30% EBITDA CONTRIBUTION FROM CONSUMER SERVICES
Consumer services: MOL Group will be the customer’s first choice and the primary source of future demand solutions

Our aspiration is to leverage our market expertise, size and knowledge of our 10 million customers, 1 million daily transactions and 10 purchases per second to build a new business line in order to provide the best and most desirable services to people on the move, to take part in the reinvention of transportation in CEE and to offer competitive industrial services. We will:

  • strengthen our regional leadership position by increasing our market share from 20% to 25-30% in the CEE region;
  • be regional leaders in offering alternative fuels;
  • aim that customers will choose MOL Group for its high quality products, services and solutions (such as fuel and non-fuel products, online shopping, drive-through, pick-up points and automatic cashiers);
  • transform our retail business into a service provider to offer the most desired services to people on the move (e.g. car-sharing, electric mobility and operation of vehicle fleets, solutions for public transportation in cities);
  • aspire to increase our FMCG market share significantly, by getting closer to customers;
  • play an important role offering a wide range of oil and gas industrial services to operate large assets competitively to industrial third parties.

Future demand and services

Providing products and services to our daily

1,000,000 customers

Future demand and services
ROLL OUT
New businesses: seeking new business opportunities

In our core businesses and region, sizeable growth opportunities are limited due to the mature status of the industry and our existing market positions in the region. As a consequence, for high future growth potential, MOL Group intends to open up new investment in CEE. We will:

  • build on our size, knowledge and expertise to enter new businesses that are connected to MOL Group’s current core businesses and/or have an overlapping customer base;
  • generate at least 10% of Group EBITDA by 2030 through new businesses;
  • support innovation by investing sizeable funds in idea generation.

Innovations Innovations Innovations

The best choice

MOL GROUP WILL BE THE CHOICE OF EMPLOYEES, CUSTOMERS AND INVESTORS
First choice of employees: to attract the best people

With its 25% international staff, MOL Group is a real multinational company. We also care about the next generation, attracting hundreds of fresh graduates every year through our talent programs. MOL Group is among the most desirable companies in the region to work for. But for our new strategy to succeed, our aspiration is to develop and transform our corporate culture. To do that we will:

  • have a competitive and motivating reward and recognition framework within MOL Group, creating a transparent and strong environment in which to engage and retain people;
  • improve our organizational culture to provide a more open, cooperative, innovative, flexible and service-oriented environment;
  • build stronger relationships with universities and academic institutions to support education and maintain a talent pool for the industry.

Best-in-class investment case

  • We strive for providing a best-in-class equity story by offering a competitive return to our shareholders.
  • We continue to aim at gradually rising our annual nominal dividends in a sustainable way.
  • We support higher liquidity and free float of the shares in the medium-term.

Your browser is out of date!

Update your browser to view this website correctly. Update my browser now

×