2020 Facts&Figures by MAIRE

PROCESSING ENERGY 2020 FACTS & FIGURES

EDITED BY Group Institutional Relations, Communication & Sustainability Carlo Nicolais Head of Group Institutional Relations, Communication & Sustainability Massimo Dapoto Editorial Coordinator Patrizia Sciglitano Graphic Supervisor

GRAPHIC DESIGN Visualmade, Milano PHOTOS Maire Tecnimont Group Image Bank

CONTENTS A YEAR OF TRANSFORMATION

GROUP HIGHLIGHTS

ONE-YEAR TIMELINE

OUR RESILIENCE STORIES

TRANSFORMING ENERGY

OUR NEW SUSTAINABILITY STRATEGY

PEOPLE

OPEN INNOVATION

TECHNOLOGICAL PORTFOLIO

DIGITAL TRANSFORMATION

HEALTH, SAFETY, SOCIAL ACCOUNTABILITY & ENVIRONMENT CULTURE

VALUE-DRIVEN GROWTH

CHAPTER 3

CHAPTER 2

YEAR IN REVIEW

THE FORMULA OF OUR SUCCESS

CHAPTER 1

OUR ENTREPRENEURIAL VALUES

BUSINESS MODEL

OUR STRATEGY A TECHNOLOGICAL APPROACH TO GREEN ENERGY

28 30

OUR PRESENCE IN THE WORLD

GOVERNANCE 96

OUR BUSINESS OFFERING

FINANCIAL HIGHLIGHTS

100

SHAREHOLDER NOTEBOOK

102

CHAPTER 4

OUR PURPOSE

PROCESSING ENERGY 2020 FACTS & FIGURES

YEAR IN REVIEW

GROUP HIGHLIGHTS

ONE-YEAR TIMELINE

OUR RESILIENCE STORIES

The Covid-19 pandemic forced companies around the world to quickly adapt to unprecedented conditions. Thanks to the talent, flexibility and dedication of our teams, we succeeded in using our already adopted digital technology to continue serving our clients despite lockdowns. As the pandemic recedes in many areas of the globe, the transformations already underway now return to center stage. The world keeps moving. Companies need to be extremely adaptive when markets shift value creation to different production chains, linked to new energy sources, channeled through digital platforms. In this scenario, we are confident about our prospects for market leadership both in the core business and in the energy transition thanks to the unique portfolio of NextChem, a Maire Tecnimont company for energy transition. Our digital transformation passed a “stress test” in 2020. We are more certain than ever that we have the right tools to meet the market’s challenges and opportunities in nothing less than a digital Fourth Industrial Revolution. With our multiple roles as technologists, contractors and entrepreneurs, we are uniquely equipped to navigate through the historical shift from a carbon-intensive, centralized energy environment to a low-carbon, decentralized energy ecosystem.

A YEAR OF TRANSFORMATION | 1

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

YEAR IN REVIEW “OUR GROUP REACTED TO THIS UNPRECEDENTED DISRUPTION BY RELYING ON THE ENTREPRENEURIAL APPROACH THAT IS PART OF OUR DNA”

Dear all, We hear a lot about technological “disruption.” But last year we all experienced a different sort of disruption, in our daily lives. Businesses, schools, families, and governments around the world were forced to cope with new restrictions often literally overnight. As I look back, my first instinct is to thank all of our People for their extraordinary work. This is what made it possible for us to keep pushing ahead. Our Group reacted to this unprecedented disruption by relying on the entrepreneurial approach that is part of our DNA. When entire project teams were suddenly forced to carry out complex operations remotely, everyone rolled up their sleeves and found a way to make it work for our clients.

Our company NextChem is at the forefront of green technological innovation to accelerate the global energy transition. We are excited about progress in this area in the coming years. We are seeing signs of economic recovery as vaccination campaigns and health measures start to take hold. All the geographies where the Group operates are demonstrating a greater propensity to invest than in the recent past, and in Europe the Next Generation EU will focus fresh attention on green investments. We are ready to grow in 2021!

As a result, we stuck to our project schedules and even demonstrated we were able to still keep winning new awards in the middle of a pandemic. This is a tangible sign of our clients’ trust in us. Last year was also the 15th anniversary of the incorporation of Maire Tecnimont, an important milestone on our Group’s growth and development path. Italy was a chemicals pioneer in the past, and it will continue to be one in the future.

Fabrizio Di Amato Maire Tecnimont Chairman and Major Shareholder 4

A YEAR OF TRANSFORMATION

CHAPTER 1

“WE ENSURED OUR BUSINESS CONTINUITY BY IMPLEMENTING ROBUST SAFETY PROCEDURES TO KEEP OUR ONSITE STAFF SAFE”

CHAPTER 2

Dear all,

We ensured our business continuity by implementing robust safety procedures to keep our onsite staff safe. Our HSE commitment, in fact, resulted in a Lost Time Injury Frequency of zero in 2020. All our main projects are up and running, and new

We moved forward, despite the pandemic. And it shows: our order intake was €2.7 billion and our 2020 commercial pipeline was more than €59 billion, the highest ever. Green Chemistry at NextChem was an important driver of that pipeline, with a particular focus on hydrogen, plastics recycling, bio feedstocks, and biofuels. We believe 2021 will start to show the fruits of our efforts in this area. The pandemic in fact has not shifted our attention away from the biggest challenge facing our generation: the energy transition from fossil fuels to the decarbonized industry as we know it. Our portfolio of circular economy and green chemistry solutions means we can act as enabler and facilitator in integrated innovation programs for our clients to make it happen, from technology to construction and financing. I want to thank each person on our staff for going the extra mile in 2020.

Pierroberto Folgiero Maire Tecnimont Group CEO and Managing Director 5

CHAPTER 4

I’m proud to say that our People were really incredible, we stood our ground, and we are emerging stronger than ever. We were able to respond quickly when pandemic lockdowns and remote working became the “new normal,” because we already had the digital tools in place. Staff around the world switched almost seamlessly to remote working, and interacted with onsite colleagues through technologies like smart helmets. With staff working from home, we managed to hold 6 major kickoff meetings; started construction at the new Amursky Gas Chemical Complex site in Russia; and delivered 450,000 square meters of material around the world. All during lockdown.

developments are gaining pace. A major achievement!

CHAPTER 3

Last year 2020 will be remembered in the history books as a year of unprecedented challenges, when the entire world had to fight against an invisible enemy. For Maire Tecnimont, with operations in 45 countries, a supply chain of 27,000 companies, and staff of 74 different nationalities, the Covid-19 challenge was especially complex, particularly because much of our expertise is delivered in person, onsite, in hard-to-reach areas.

PROCESSING ENERGY 2020 FACTS & FIGURES

GROUP HIGHLIGHTS PRESENCE We are a truly international company, with a strong local presence, a constantly expanding geographical footprint and a diversified business strategy across different sectors.

~45

OPERATING COMPANIES

COUNTRIES WHERE MAIRE TECNIMONT OPERATES

FINANCIAL With many signed projects in our pipeline, new orders steadily coming in and a history of healthy revenues we offer an appealing value proposition to the discerning investor.

€2.6 bn REVENUES*

€6.0 bn BACKLOG

€2.7 bn ORDER INTAKE

(*) The 2020 revenues were affected by Covid-19 impact vs 2019 revenues of 3.4 bn.

TECHNOLOGY The capacity to translate cutting edge research into technological solutions solving industrial challenges is our quintessence: we facilitate the energy transition through applied innovation.

1,725

PATENTS

INNOVATION CENTERS

INNOVATION PROJECTS

SUSTAINABILITY We don’t just talk about sustainability; we walk the talk by continuously striving to offer new solutions and technology answers to make possible an economic development today that doesn’t threat the environmental safeguard and the social equality tomorrow.

2011

OFFICIALLY JOINED THE “UNITED NATIONS GLOBAL COMPACT” ITALY FOUNDING MEMBER

A RATING

MORGAN STANLEY CAPITAL INTERNATIONAL RESEARCH

B RATING CARBON DISCLOSURE PROJECT

A YEAR OF TRANSFORMATION

PEOPLE The depth of our engineering and technological expertise is matched only by the cultural breadth of our people. We thrive on both complex challenges and the diversity of the People who tackle them.

5,960

PEOPLE

3,081

EMPLOYEES

ENGINEERING DEGREE

+3,000 74

NATIONALITIES

CHAPTER 1

~9,000

PROFESSIONALS IN ELECTRICAL AND INSTRUMENTATION

40,000 CA. WORKERS OVERALL IN THE WORLD, INCLUDING DIRECT AND INDIRECT STAFF.

SUPPLY CHAIN

€2.2 bn

TOT GOODS AND SERVICES ORDERED IN THE YEAR

4,700+ SUPPLIERS

CHAPTER 2

The creation of value goes only so far as the supply chain allows. Bad supply chain, poor value. Our strong, resilient, locally-based and flexible supply chain makes it the best transmission belt of our value.

53%

GOODS AND SERVICES PURCHASED LOCALLY**

(**) Referred to 20 projects that best represent the business of the Group both in terms of progress and as a type of product and technology.

CHAPTER 3

TRAINING We are experts in our fields, we believe in expertise and we constantly update our skills and know-how according to the latest technical and scientific developments.

1.27 mn

39 mn

MAN-HOURS WORKED ON SITE

HOURS OF TRAINING (INCL. HSE AND SUB-CONTRACTORS)

CHAPTER 4

HSE The health of People and the protection of the environment are inherently linked in our approach to life. And it shows in both respects, in concrete ways, through our safety and environmental performance.

52,529 t EMISSIONS CO2EQ***

LTIR ON SITE**** (LOST TIME INJURY RATE)

0.077

TRIR**** (TOTAL RECORDABLE INJURY RATE)

(***) Referred to Home Offices and Construction Sites. (****) Referred to Hydrocarbons Business Unit.

PROCESSING ENERGY 2020 FACTS & FIGURES

ONE-YEAR TIMELINE EXCELLENCE IN PERFORMANCE Pengerang (Malaysia) Propylene production started at the Spherizone unit, making an extensive range of different HDPE pellets on two dedicated production lines for PETRONAS.

INNOVATING IN BIOFUELS SECTOR London (UK) Agreement signed with UK Export Finance to establish cooperation and financial support in order to expand Maire Tecnimont’s UK supply chain for as many as eight projects around the world.

GUARANTEEING BUSINESS CONTINUITY DURING PANDEMIC Donges (France) France’s Total Group and other clients awarded Maire Tecnimont and its subsidiaries contracts for around €220 million, including the construction of a Hydrotreatment unit at the Donges Refinery, a third project for Total in the last decade.

Milan (Italy) Carbon Disclosure Project (CDP) confirmed its “B” rating awarded for the Group’s successful efforts to implement its sustainability strategy to fight climate change.

Rome (Italy) NextChem announced its alliance with Saola Energy to license technology for the production of Renewable Diesel from vegetable oils and residual fats, the fastest-growing segment in the biofuels industry.

JANUARY

FEBRUARY

MARCH

Yanbu (Saudi Arabia) Maire Tecnimont achieved the speedy reinstatement of production at NATPET’s Polypropylene Plant after serious fire damage in 2018, by implementing a fast-track program that completed the job achieving 1 million hours without LTI.

Mumbai (India) ExxonMobil’s Denise Burcham, who leads Baytown Chemical Expansion Project, addressed female employees in a motivational session at Tecnimont India celebrating the “International Day of Women and Girls in Science,” followed by a Diversity Lunch.

Gemlik (Turkey) Tecnimont entered the Turkish market when it signed a contract for around €200 million to build a new Urea and UAN plant 125 km south of Istanbul for Gemlik Gubre, part of the diversified multinational group Yildirim Holding.

Milan (Italy) Borealis, Lukoil and others award contracts worth around $10 million for technology-driven services. These awards after the outbreak of the Covid-19 pandemic were guaranteed thanks to Maire Tecnimont’s Digital Advantage Smart Platform, deployed from 2015.

A YEAR OF TRANSFORMATION

ONE OF WORLD’S BIGGEST GAS PROJECTS EMPHASIZING BEST PRACTICES ON SAFETY

Amurksy (Russia) Maire Tecnimont led a consortium that won a €1.2 billion contract from Sibur Group to develop the Amur Gas Chemical Complex (AGCC), one of the world’s largest energy projects. The several new large-scale polyolefin units will be fed with gas from the nearby sister plant.

Touggourt (Algeria) A fifth major award since the start of the pandemic: $400 million to double the oil processing facility at the Bir Seba and Mouiat Outlad Messaoud oil fields, from Sonatrach, Petrovietnam Exploration Production Corporation, and PTT Exploration & Production Algeria.

APRIL

MAY

JUNE

• World Day for Safety and Health at Work in 2020 was more important than ever during the pandemic. Maire Tecnimont’s top management connected with 33,500 people at 20 construction sites at a two-day event to share best HSE practices and SafethinkCovid-19 experiences.

Ain Sokhna (Egypt) Tecnimont finalizes $550 million contract with Egypt Hydrocarbon Corporation (EHC) for a new ammonia plant producing 1,320 MTPD to feed an adjacent EHC-owned ammonia nitrate facility, thereby further contributing to development of Egypt’s fertilizer industry.

Rome (Italy) Chairman Fabrizio Di Amato illustrated NextChem’s "Green Circular District" model that converts brownfield sites into new green chemistry industrial plants at States General economic development conference organized by Italy’s Prime Minister Giuseppe Conte.

• Tecnimont joined Building Responsibly, which promotes the rights and welfare of construction industry workers, one of the most important assets for an E&C company, taking our daily commitment to a higher level and sharing expertise and experiences.

CHAPTER 3 CHAPTER 4

Rome (Italy) Chairman Fabrizio Di Amato held an online lecture in the Master Classes series at Rome’s university LUISS on “Using Open Innovation to Recover from the Crisis” debating with professor Henry Chesbrough, UC Berkley-Haas School of Business.

CHAPTER 2

STRENGTHENING A CIRCULAR ECONOMY PARTNERSHIP

Milan (Italy) • As the Covid-19 virus spread, our group supported the Policlinico Gemelli hospital in Rome, the Sacco Hospital in Milan, and the ASST hospital in Bergamo. We worked hard to guarantee the speedy opening of the Alba-Bra Hospital in Piedmont.

CHAPTER 1

Aswan (Egypt) Quickly adapting to new Covid-19 safety guidelines, the Tecnimont team at Aswan successfully handed over the completed Ammonia & Urea Plant to Egyptian Chemical & Fertilizers Industries (KIMA).

Taranto (Italy) Eni and NextChem strengthened their partnership to develop circular district technologies with a feasibility study for a new plant in Taranto to produce circular gas from waste through a chemical recycling process, contributing to the energy transition in the steel industry.

PROCESSING ENERGY 2020 FACTS & FIGURES

PUTTING COMPANIES AT THE CENTER OF THE ENERGY TRANSITION A NEW CIRCULAR ECONOMY LICENSE

NEXTCHEM LAUNCHES MYREPLAST

São Paulo (Brazil) NextChem announced its strategic partnership with Brazilian group GranBio to worldwide licence 2G Ethanol biofuel technology, thereby adding cellulosic ethanol to NextChem’s growing energy transition portfolio in a partnership to pioneer manufacturing plants around the world.

Rome (Italy) • NextChem launches MyReplast™ trademark for Upcycling technology in a step forward in its circular economy sector business strategy. MyReplast combines mechanical recycling with chemical processing to make premium quality products from rigid plastic waste.

JULY

AUGUST

SEPTEMBER

Rome (Italy) Our EVOLVE Talk focused on the European Green Deal and how companies can be at the center of the energy transition. Group Top Management gave a detailed presentation of the "Green Circular District" process developed by NextChem at the Head of the European Commission Representation in Italy.

Svobodny, Amur Region (Russian Federation) On-site work started at the Amur Gas Chemical Complex (AGCC) Project amid Covid-19 safety restrictions, the first step in building one of the biggest polyolefins complexes in the world. Geotechnical investigations and topographical survey are proceeding ahead of schedule.

• Maire Tecnimont celebrates 10th anniversary of its merger with KT - Kinetics Technology with a digital town hall looking back on a decade of exponential growth that generated value for KT with multiplication of volumes and margins.

Milan (Italy) Group management met online with 130 Italian SMEs who are active in Russia, to discuss commercial opportunities after recent awards. A first step in the Maire Tecnimont UP program to enhance synergy with Group’s Italian and international supply chain. Moscow (Russia) Our team at CORU Project achieved an important milestone for Gazpromneft refinery Euro+ near Moscow that started full operation during an official ceremony.

Peravia (Dominican Republic) The Punta Catalina 752 MW Thermoelectric Power Plant was inaugurated, built with other partners, for the Dominican Corporation of State Electrical Companies, reducing the cost of electricity from 14 cents to 4 cents per kWh.

Milan (Italy) Our Group participated in the first edition of "il Verde e il Blu Festival - Idee e progetti per il futuro del pianeta” the event dedicated to a green, sustainable and digital future, beyond the crisis. Other virtual conferences were attended by Group Top Management with industry and trade groups in Poland and India.

A YEAR OF TRANSFORMATION

BRINGING THE CIRCULAR ECONOMY TO INDIA

A BEST PLACE TO WORK

Milan (Italy) • NextChem launched a new circular economy subsidiary, MyRechemical, focusing on meeting market demand for its technologies for chemical conversion of plastic waste for the production of hydrogen, methanol, ethanol and “circular” derivatives.

WITH ENEL GREEN POWER IN NORTH AMERICA Milan (Italy) CEO Pierroberto Folgiero was recognized in the Sustainability category at the CEO Awards 2020 by Fiera Milano-BI and Forbes Italia. United States NextChem signed a MoU with Enel Green Power North America to build a plant that will convert solar energy into green hydrogen supplied to a bio-refinery.

CHAPTER 1

Moscow (Russia) Tecnimont finished the newgeneration Euro+ combined oil refining unit (CORU) at the Gazprom Neft Moscow Refinery. The refinery will produce gasoline and diesel distillates in compliance with EURO 5 specifications.

Mumbai (India) NextChem and Indian Oil Corporation signed a memorandum of understanding to develop the country’s first circular economy projects that include plastics recycling, biofuels production, and making chemicals from non-recyclable waste.

Dumad (India) Awarded an EPCC contract for about $255 million by Indian Oil Corporation Limited (IOCL) for a plant located in the state of Gujarat producing high added-value chemical products.

• Our subsidiaries were granted approximately €100 million in new awards for licensing as well as engineering and procurement (EP) services for prestigious international clients in North America, Europe, and South East Asia.

OCTOBER

NOVEMBER

DECEMBER

Rome (Italy) State-backed lender Cassa Depositi e Prestiti (CDP) and Maire Tecnimont signed a memorandum of understanding to support strategic suppliers in Maire Tecnimont’s Italian value chain through access to CDP’s financial products and services.

• Our annual SEENERGY supplier event moved online, attended by 100 top managers from 200 leading companies who heard a keynote speech by UC Berkley-Haas School of Business Henry Chesbrough, the “father” of open innovation. This year’s focus was Resilience & Innovation.

Milan (Italy) • On the occasion of the Group's 15-year anniversary, our Milan offices were illuminated to thank all our People. A message of hope addressed to the whole city, to wish us a new beginning.

Milan (Italy) Italian utility Hera Group signed an agreement with NextChem to use its MyReplast recycling and upcycling technology in a new plant of plastic waste into high value-added polymers.

Amur (Russia) Tecnimont and its consortium partners working on the Amur Gas Processing Plant - UI&O agreed with client JSC NIPIgazperabotka for an additional compensation worth approximately €500 million to speed up work necessary to reduce the Covid-19 pandemic impact.

CHAPTER 2

Milan (Italy) Maire Tecnimont Group ranked in first place in the Top Job - BEST Employers 2021 survey by Italian newspaper La Repubblica, in the “Engineering, construction and infrastructure” category, and was named among the 300 best places to work in Italy.

CHAPTER 3

Rome (Italy) NextChem and Japan’s JFE Eng. Corp signed a commercial agreement to develop ways to use waste to produce low carbon chemicals products.

CHAPTER 4

• Stamicarbon joined a consortium led by the Dutch Institute TNO that was awarded an European grant of €21 million to develop ways to convert residual steel gas emissions into resources for urea production.

VIDEO

OUR RESILIENCE STORIES

Discover more about the Resilience Stories

WEBSITE

PROCESSING ENERGY 2020 FACTS & FIGURES

Discover more about Maire Tecnimont’s response to Covid-19

In 2020, Covid-19 forced companies around the world to change the way they worked, often literally from one day to the next. Maire Tecnimont was able to adapt quickly to new circumstances during the pandemic because of our years of planning and investment in digitalizing our core processes. But having the right technology is only part of the story. Our resilience comes from our people: their tenacity, their flexibility, their talent, and their passion for what we do. Here’s a look at some of their stories.

TECHNOLOGY RESILIENCE We’ve always believed in technology. Our digital preparation gave us the resilience we needed during lockdowns to guarantee we could deliver our projects to our clients.

MAINTENANCE CREW IN SIBERIA ACHIEVES PLANT TURNOVER WITH SMART HELMETS Our managers from process, piping, static equipment and fired heated equipment worked from home, liasing with construction professionals to successfully support one of our most important Russian clients during the routine turnover of the SIBUR Tobolsk complex in Siberia. Enrico Anzoino, Layout & Piping Head of Department, said Tecnimont’s prior experience in managing remote walk around via Smart Helmet was the key factor. Remote team members virtually walked along with 12

the client in the plant, providing all the engineering hints and tips the client needed for the turnover, from the process ones right down to the correct spring support settings.

“TECNIMONT’S PRIOR EXPERIENCE IN MANAGING REMOTE WALK AROUND VIA SMART HELMET WAS THE KEY FACTOR”

STAMICARBON HELD ITS FIRST REMOTE OPERATOR TRAINING

A YEAR OF TRANSFORMATION

AL SHAHEEN PROJECT KICK-OFF MEETING FOR 40 PEOPLE SHIFTED TO REMOTE WORKING Given the Covid-19 travel restrictions, suddenly it became difficult to organize a smooth kick off meeting for the project startup of a low-density polyethylene plant near the Al Shaheen oil field in Qatar. In less than a week the appointed team in TPI, Tecnimont and Tecnimont India working in smart mode from Germany, Italy, India, and Indonesia developed all the contents for the “Smart Kick Off Meeting,” and worked with IT support to deploy and test all the necessary software. More than 40 professionals in five different countries joined forces online, said Antonio Zanghi, Project Manager and Thomas Lutgens, TPI Managing Director.

CHAPTER 2

MANAGERS HELD COURSE AT POLITECNICO OF MILAN VIA TEAMS

“MORE THAN 40 PROFESSIONALS IN FIVE DIFFERENT COUNTRIES JOINED FORCES ONLINE”

CHAPTER 3

Discover more about Resilience in our magazine Evolve n.6.

CHAPTER 4

MAGAZINE

Tecnimont has funded the “Chemical Project Engineering and Management” course at Politecnico of Milan since 2017. Our managers and directors make an important contribution to preparing the educational material for the classes (lessons, practical training and exercises, reviewing student projects) as well as provide in-class seminars and training. The Covid-19 lockdown forced us to re-design our course at the Politecnico of Milan, recounted Barbara Picutti, Head of Research, Innovation and Development. We were able to deliver our contribution using Teams.

CHAPTER 1

Stamicarbon’s first remote operator training took place, with experienced engineers sharing their knowledge in granulation technology via videoconferencing. On both sides, participants maximized distance between each other and a translator helped with communication.

PROCESSING ENERGY 2020 FACTS & FIGURES

PEOPLE RESILIENCE Time and time again, in country after country, our People showed their commitment and dedication by walking the extra mile to get the job done, coming together as a team, and reaching out to colleagues when they needed a hand.

KIMA EGYPT TEAM FINISHED TEST RATHER THAN ABANDON PLANT On March 15, the Egyptian government announced a national lockdown, forcing the staff at KIMA to make a difficult choice: either go home to families, or stay and do the scheduled performance test. Staying meant not knowing when they could return home. But leaving meant the test would be postponed indefinitely, placing the plant, our hard work, and its assets at risk. The KIMA Tecnimont team decided to stay on site to achieve our goal. Project Manager Pawan Gambhir and Site Manager Mauro Attuati Travostino lead the team to successfully complete the performance test a week later on March 22.

CHINA CHEMICAL ENGINEERING SENT 5,000 MASKS AS A SURPRISE When Covid-19 spread to Italy, our subcontractor in Angola, China Chemical Engineering Secong Construction Company, (CCESCC) helped us out by sending 5,000 masks from China as a surprise. Our CEO Pierroberto Folgiero sent a heartfelt letter of gratitude to CCESCC expressing his thanks for the great generosity and the spirit of solidarity. Thanks to this donation, Maire Tecnimont was able to support hospitals in northern Italy, including AlbaBra’ Covid-19 Hospital, whose construction was carried out by our Group and where a just-opened Intensive Care Unit welcomed its first Coronavirus patients on March 31, 2020.

“CHEMICAL ENGINEERING SECONG CONSTRUCTION COMPANY (CCESCC) HELPED US OUT BY SENDING 5,000 MASKS FROM CHINA”

INDIA STAFF COPED WITH LOCKDOWN THROUGH EXERCISE, MEDITATION, AND EVEN COOKING LESSONS It did not take long to realize that a prolonged lockdown could be frustrating and stressful. Tecnimont India launched a communication campaign with a focus on keeping employees engaged, healthy and productive, with a series of messages on time management, positive attitude, meditation, exercise, and even cooking, that can be done with family members or individually. Our colleagues received every day a digital card with useful insights on the day’s tip.

KT - KINETICS TECHNOLOGY COLLEAGUES STARTED A VIRTUAL “HAPPY HOUR”

A YEAR OF TRANSFORMATION

To help cope with this stressful environment, project managers started a “We Are Family” campaign to create a sense of belonging. Ramadan and Eid-alFitr, or “breaking of the fast,” was another opportunity to share and celebrate the multicultural environment: tasty traditional food was served; and expats showed respect to the local community by not eating in public areas during the month-long Ramadan period.

MUMBAI SENDS HUNDREDS OF COMPUTERS TO STAFF FOR HOME OFFICES

“WITH THE SUPPORT OF THE MILAN ICT TEAM, TECNIMONT INDIA MANAGEMENT ACHIEVED MISSION IMPOSSIBLE”

CHAPTER 4

Staff at the Amur Gas Processing Plant (AGPP) in Siberia was kept safe during lockdown so that work on one of the world’s largest energy projects could continue. But the isolation of being in Siberia far away from families made Orthodox Easter on April 19 an even more difficult time. For Easter, the site offices hosted a colorful buffet with painted eggs, and traditional Easter sweets like Pashka cheesecake and Kulich bread. It was a welcome occasion for our team to unwind and observe the holiday.

CHAPTER 3

AGPP PROJECT STAFF CELEBRATED ORTHODOX EASTER ON-SITE DURING LOCKDOWN

CHAPTER 2

Our operations team use high-powered computers and large screen monitors for their work, and when we suddenly had to shift to home working, thousands of staff needed this equipment virtually overnight. With the support of the Milan ICT team, Tecnimont India management achieved “Mission Impossible".“It was a huge challenge to order such a large amount of equipment, install every single PC and provide remote support to employees to setup their systems at their residences", recalled Darshan Desai, Tecnimont India General Manager of ICT. Employees now have easy access to the necessary software tools which have connected all departments to deliver seamlessly.

CHAPTER 1

Before the lockdown started, sometimes Marino Miccio, KT Technology Licensing Engineer, and his group of colleagues would meet after work to hang out, unwind, and get to know one another better. But with Covid-19, they had to stop. Why not do it digitally? Why not gather around the cameras of our computers instead of meeting at a corner bar? “We decided to overcome one of the pandemic’s biggest side-effects: keeping people apart!” said Marino.

BREAKING RAMADAN FAST DURING AT ZCINA WITH “WE ARE FAMILY” CAMPAIGN Work continued at the ZCINA LPG plant in Algeria during lockdown, two important milestones were achieved during the month of Ramadan, when all the local workers were fasting far away from family. 15

PROCESSING ENERGY 2020 FACTS & FIGURES

HEALTH AND SAFETY RESILIENCE Keeping people safe on our sites and in our offices in the 45 countries where we operate was our top priority when the pandemic broke out. MORE LIVING SPACE BUILT FOR WORKERS AND STAFF AT PUNJAB, INDIA SITE Guaranteeing safety on worksites was a top priority when the pandemic broke out. At the two petrochemical units being built in northern India, our subsidiaries hired additional rooms for 54 workers so that they respected social distancing rules. Local shops and vendors provided an uninterrupted supply of food and essential items for this staff in cafeterias. For families living together in apartments, food was prepared by the employees themselves supplied to the apartments by vendors. A hospital in Bathinda near the site was standing by to care for employees with any medical needs beyond Covid-19 infections.

“A HOSPITAL IN BATHINDA NEAR THE SITE WAS STANDING BY”

HSE IMPLEMENTED QUICK AND EFFECTIVE MEASURES FOR A COVID-19 HOSPITAL SWITCHOVER Our team had already begun the testing phase of the New Alba-Bra Hospital in Italy when pandemic Covid-19 broke out, and regional authorities decided to dedicate the facility solely to Covid-19 patients. HSE was present constantly to implement safety measures quickly and effectively: Tool Box Meeting performed on the square in front of the hospital and repeated by staff before the start of each shift; enhanced signage to draw more attention to strict prevention and safety measures; new emergency PPE. This was crucial to strengthen the awareness of the importance of correct behaviours and, at the same time, to reassure all the staff involved and their family members.

SONAGOL REFINERY PROJECT IN ANGOLA TOOK A HEAD START ON HEALTH PROTECTION Our project team started to reduce business trips and request quarantines even before the Angolan government enacted local healthcare restrictions. As the pandemic progressed, two private medical facilities under contract (one on site and one in Luanda) ensured Covid-19 tests were available. Staff had a full supply of cotton washable respiratory masks with a replaceable “TNT” filter. In addition, helmets used for daily site supervision were equipped with plastic face shields, and social distancing was required during transportation and in the office. Workers stayed safe with daily body temperature checks, numerous hand-gel dispensers, a deep cleaning service and continuous Tool Box Meetings to stay focused.

A YEAR OF TRANSFORMATION

GETTING COMFORTABLE WITH THE UNCOMFORTABLE IN MALAYSIA

Our project was able to keep on track because the construction team on the Urea plant took preventive health care actions at the outbreak of the pandemic, such as a mandatory two-week quarantine for newcomers at the site followed by a Covid-19 test; strict hygiene rules; social distancing; avoiding public transportation; wearing masks on site; and, in the city, substituting physical meetings with online meetings whenever possible. Engineering in design centers in Italy, India and Russia continued remotely, and our procurement team was able to minimize impact on delivery dates.

In the space of just a few weeks in March, Malaysia recorded the largest cumulative number of confirmed Covid-19 infections in Southeast Asia, and the country went into lockdown. Our staff working at the RAPID P27 Flexi HDPE unit site in Pengerang could no longer leave. We kept them safe by using masks, sanitizers, daily temperature readings, and by maintaining social distancing during commuting, in meetings and in dining halls. We carried out regular and aggressive cleaning schedules for buildings. Above and beyond those measures, we put in place alternate-day schedules to reduce congestion and then also made sure we reduced our seat capacities during staff transport.

CHAPTER 1

“ONE TEAM ONE GOAL” AT VOLGAFERT UREA PLANT

CHAPTER 2 CHAPTER 3 CHAPTER 4

“OUR PROJECT WAS ABLE TO KEEP ON TRACK BECAUSE THE CONSTRUCTION TEAM ON THE UREA PLANT TOOK PREVENTIVE HEALTH CARE ACTIONS AT THE OUTBREAK OF THE PANDEMIC”

“OUR STAFF WORKING AT THE SITE IN PENGERANG COULD NO LONGER LEAVE”

PROCESSING ENERGY 2020 FACTS & FIGURES

BUSINESS RESILIENCE Thanks to our digital know-how, creative problem solving, and the flexibility of our people, we succeeded in meeting deadlines on even the most complex projects.

KT TEAMS ALL SHIFTED TO SMART WORKING IN JUST ONE WEEK Over a one-week period, Maire Tecnimont’s ITC teams managed to configure our information infrastructure so that 20 different software programs could be used remotely. This allowed all our project activities to continue on schedule as well as ensuring the same level of productivity as before. We were able to use Microsoft Teams for Hazop sessions, 3D Model Reviews, and kick off meetings on several projects. “KT - Kinetics Technology teams have shown huge enthusiasm and an open mindset to implement Smart Working systems and have reacted by increasing their commitment to ensure the continuity of project activities without loss of productivity", said Michele Bruno, Production Vice President.

EFRA PROJECT IN GDANSK POLAND CONTINUED TO FLY THE FLAG Thanks to the Group’s digital systems and smart working know-how, activity on site was able to continue, said Luca De Blasis, Construction Manager at the Gdansk refinery. Staff was kept safe by stringent Group HSE guidelines to prevent any risk of contamination. Health protection equipment and sanitary instructions were provided all over the site. The project team attended all client meetings remotely, and shared project documentation online.

“WE WERE ABLE TO RECONFIGURE 20 DIFFERENT SOFTWARE PROGRAMS TO USE REMOTELY”

A YEAR OF TRANSFORMATION

NEXTCHEM’S INNOVATION FOR ENI PUSHED FORWARD DESPITE COVID-19

Teams in Milan and Mumbai succeeded in completing a FEED and cost estimate during the beginning of the outbreak of the pandemic for a client wanting to make a major investment in Aliağa, Turkey. They kept the focus and worked together from their homes to issue the entire FEED package relevant to the PTA portion of the facilities on time, in quality and to the satisfaction of client. Project Manager Stefano Sergio recounted that the client messaged the project teams expressing “gratitude for the timely completed task in this difficult time for us all".

Covid-19 did not stop the NextChem team from completing the Basic Engineering Package for the “waste to chemicals” plant project to produce hydrogen from plasmix and RDF for Eni’s Venice refinery. The team sent the last deliverables as it worked from home. The Venice project with Eni and NextChem is designing a plant that will produce 25,000 Nm3/h of pure hydrogen and will recover 190,000 ton/year of waste plastics and refusederived fuel, giving this waste a more sustainable destination than energy recovery or landfill. This will allow the refinery to improve its carbon footprint and to reduce its environmental impact.

CHAPTER 1

ACHIEVED A FEED AND COST ESTIMATE EVEN WHILE OFFICES WERE CLOSED

CHAPTER 2

LUANDA REFINERY EXPANSION PROJECT HELD FINAL DESIGN REVIEWS REMOTELY CHAPTER 3

Thanks to our IT and digital systems, our project team shifted to home working and was able to organize the final design reviews in shared remote mode, with the full co-operation of the other project stakeholders. “Our attitude is proof of our resilience and demonstrates that with the support of technology we can guarantee the same productivity”, said Project Manager Luca Vernaschi.

CHAPTER 4

“WITH THE SUPPORT OF TECHNOLOGY WE CAN GUARANTEE THE SAME PRODUCTIVITY”

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR PURPOSE

OUR ENTREPRENEURIAL VALUES

BUSINESS MODEL

OUR STRATEGY

A TECHNOLOGICAL APPROACH TO GREEN ENERGY

OUR PRESENCE IN THE WORLD

OUR BUSINESS OFFERING

The energy transition grows more urgent with each passing year, as the effects of climate change become increasingly visible. Companies can and must play a key role in driving common efforts coordinated at a global level that can produce significant improvements. New technological solutions are now being developed that can help reduce carbon emissions. The next decade will be crucial. Over the past 10 years, this growing awareness of the risk of global warming has led us to strengthen our core set of engineering skills as technologists, contractors and entrepreneurs, progressively expanding our field of action from the hydrocarbon sector to the green sector. As we continue to excel in our core business, where we are among the market leaders, we are striving to find ever new ways to respond to the unstoppable transition to a different energy mix and to the quest for new raw materials for industrial use. Our experience and reliability in hydrocarbon processing have provided us with the keys to open new doors, to implement and accelerate the energy transition. Through our green chemistry company NextChem we are offering new solutions for a more sustainable chemicals and energy industry, future-proofing our business as we enter the Fourth Industrial Revolution. Our know-how in developing large technological plants will help us implement innovations for our clients in waste recycling, biofuels and more, integrating green chemistry into a circular economy.

TRANSFORMING ENERGY | 2

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR PURPOSE TO CONTRIBUTE TO A HIGHER QUALITY OF LIFE WITH OUR TECHNOLOGICAL SOLUTIONS AND LARGE-SCALE EXECUTION SKILLS AT THE CROSSROAD BETWEEN ENERGY AND BASIC MATERIALS FOR MANUFACTURING AS WELL AS FOR FOOD CHAIN.

OUR MISSION To orchestrate the transformation of natural resources into value-added derivatives both in the hydrocarbon economy and progressively in the green economy fostering energy transition technologies for the higher purpose of the climate change global target.

OUR STRENGTH Managing complexity, geography and technology thanks to our People’s world-class competencies and care for the environment.

OUR PROMISE A healthy environment, a sustainable economy, a stable climate are the ultimate goals of our times, and we will pursue all of them with the same resolve that has allowed us to never step back from a challenge, ever. 22

TRANSFORMING ENERGY | 2

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR ENTREPRENEURIAL VALUES Entrepreneurship is a state of mind before being a life choice and a work activity. Everyone at Maire Tecnimont goes about their work with spirit of ownership and personal pride for the contributions they make. We strive to give clients, partners and employees the tools and opportunities to bring their best ideas to life. Our entrepreneurial spirit makes us value especially:

FINDING BETTER TECHNOLOGIES FOR NEW CHALLENGES Whatever the natural resource to be transformed is, we have been bringing cutting-edge research from the lab into the field for decades, offering our clients chemical engineering innovations that actually work from day one.

INNOVATION

With more than 1,700 patents, we find custom solutions that fit a rapidly changing environment. We breathe life into raw materials and create new solutions for the energy transition.

BEING EQUALLY AT HOME ANYWHERE The global presence we have cultivated for decades gives us a true international identity. We know how to operate in all parts of the world, because our projects always have local content. And we can work in every natural environment under any climatic condition.

MULTICULTURALISM

We don’t have just a superficial appreciation for cultural diversity and distinct business sensibilities, we can adapt to different industrial systems and environments because multiculturalism is in us, diversity in action is us, no matter the continent we are in.

TRANSFORMING ENERGY

MAKING PEOPLE THE ENGINE FOR EVERYTHING WE DO

PEOPLE

We don’t have cranes, vessels, technical infrastructures but our key assets are the know-how and the distinctive competence of our People along with our proprietary technologies and patents.

CHAPTER 2

THRIVING IN COMPLEXITY We are orchestrators of complexity. We turn seemingly dissonant needs into harmonious technical solutions. We pride ourselves in being experts in the art and science of making order and clarity emerge out of complexity. We make good things happen when complexity looks insurmountable, taking difficult decisions under uncertain conditions. Problem-solving is what we do best. The harder the problem, the deeper our commitment. We have forged our temper in some of the most challenging circumstances around the world and we look at obstacles as opportunities to excel.

CHAPTER 3

COMPLEXITY

CHAPTER 1

Whether it’s a technologist studying a new solution, an engineer designing a blueprint, a technician building a system, a client turning a plant on for the first time or a final user enjoying a better quality of life thanks to something we did, we are in the People business.

BOOSTING RESPECTFUL GROWTH

SUSTAINABILITY

We believe technical inventiveness is best guided by respect for ethical values, respect for health and safety, respect for people and the environment. We believe there is no real economic growth without social and environmental sustainability.

CHAPTER 4

We configure our presence in the world so the communities we serve and economies we are part of can express their greatest potential in the present, while preserving natural and social diversity for the next generations.

PROCESSING ENERGY 2020 FACTS & FIGURES

BUSINESS MODEL We are a leading provider of engineering & construction, we provide technology & licensing, we develop energy business-ventures worldwide: in other words, we are a company providing a diverse set of clients with the best tools and technologies to transform natural resources into innovative products for countless everyday uses. To some of our clients we are the people with the hard hats on, building an intricate set of structures and equipments as main contractor for an oil & gas refinery. To other clients we are the people with the lab coats and safety glasses on, doing applied research and licensing cutting edge technologies.

To others still we are the people in suits and ties, forging energy business ventures around the world. Our technological roots are deep and spread wide, from the hydrocarbon chemical engineering industry to a diverse set of contiguous sectors, all of them focusing on processing raw resources in an increasingly sustainable way. We are also equipped to deliver large-scale conventional and renewables generating plants. We provide proprietary and third-party technologies for the design, engineering and manufacture of a wide range of processing plants. We offer a broad scope of services, comprising licensing, engineering, procurement of materials and equipment, construction supervision and project management, including digital services for operation & maintenance. Engineering, Procurement & Construction is our bread and butter: we have built many full EPC turnkey complex projects, maximizing local content and sharing value with our stakeholders in every part of the world. Our work, health and safety performance are worldclass, significantly ahead of industry benchmarks. Finally, we also engage in the very early stages of clients’ investment initiatives, identifying the best market fit for potential products or services, hidden low-hanging fruits that clients may have access to.

TRANSFORMING ENERGY

OUR THREE SOULS: WHO WE ARE, WHAT WE DO CONTRACTORS ENGINEERING, PROCUREMENT, CONSTRUCTION

CHAPTER 1

A well-rooted legacy in engineering design, along with a sound track record in managing large, integrated, and complex projects, has allowed us to maintain a leading position as an international contractor. A highly technological focus provides access to the best available state-of-the-art processes, guaranteeing us recognized world leadership as a contractor. Through our network of international engineering centers, we provide clients with services and knowhow ranging from conceptual studies, through technology selection, to process engineering and detailed design. The services we provide benefit from business synergies and cross-fertilization across the Group, profiting from all our companies’ skills and specializations.

ENERGY TRANSITION ENABLERS

Our history, expertise, knowledge and leadership in transforming natural feedstocks make us an industrializer of innovative and sustainable industrial-scale plants. From scouting, pivoting, industrializing, and finally marketing a portfolio of sustainable technologies dedicated to decarbonization and green chemistry, we are committed to accelerating the energy transition, making it real for our clients and communities.

CHAPTER 4

ENTREPRENEURS BUSINESS DEVELOPMENT AND VENTURES

CHAPTER 3

The Maire Tecnimont technology portfolio consists of more than 130 patent families and more than 1,700 individual patents and patent applications in many countries. In addition, the innovation pipeline (IPL) process has been rolled out across the Group, resulting in over 70 new innovation projects in the Green Acceleration project and more than 54 new patents in different fields. Maire Tecnimont’s research activities fall mainly into the following categories: development of new raw materials for petrochemicals production; improvement of current technologies; and development of innovative and sustainable new technologies. The continuous cooperation with Universities and Research Centers makes us frontrunners in open innovation and R&D, remaining on the cutting-edge of our industry.

CHAPTER 2

TECHNOLOGISTS TECHNOLOGY AND LICENSING

Thanks to our extensive know-how in research, licensing, engineering and construction of processing plants we provide solutions for the energy transition.

We pursue opportunities assisting potential clients from the early stages of the investment process, leveraging our advanced technical and financial skills to promote projects in which the Group can play a pivotal role in coordinating the whole process and the various financial, institutional, and technical actors involved. The Group itself initiates projects, bringing together investors and resources to establish a company to build and operate a plant. It entails playing a key role to steer strategic development – from concept to execution – of largescale projects.

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR STRATEGY

Evolve the traditional business model leveraging digitalization and the energy transition while adapting to geopolitical changes. Focus our operational strategy on planning and execution with maximum financial discipline of our backlog gives us very good visibility on the business dynamics for the next years.

A DISTINCTIVE PROJECT DEVELOPMENT APPROACH Leveraging our technological skills and financing capabilities, we pursue project development opportunities through an early involvement in clients’ investment initiatives.

LEADERSHIP IN REVAMPING Commercially, our leading role in the petchem and fertilizers sector puts us in the ideal condition to keep assisting clients in brownfield revamping projects.

GROWING THROUGH TECHNOLOGY & SERVICES We will continue to invest in technology and in our best-in-class services engineering. We are promoting our new technologies in sour and acid gases and we continue exploring new ways to leverage our urea/fertilizers technological leadership into adjacent sectors.

EXCELLING IN COMPLEX INTEGRATED PROJECTS We will continue to enhance our execution capabilities in larger and more complex integrated projects, in order to better accommodate increasing market demand for multidisciplinary efforts. We are progressing fast track on our own digital transformation.

MOVING TOWARDS GREEN CHEMISTRY & RENEWABLES Our vision on renewable energies is driven by demand for very large plants in new geographies. In order to best address new market dynamics, Maire Tecnimont is developing, through NextChem, several technological initiatives for the energy transition. We will contribute to the transition by scouting, researching, pivoting, industrializing and finally commercializing a portfolio of sustainable technologies.

EXPANDING INTO NEW GEOGRAPHIES Downstream developments in the United States retain their central role in our business, and we keep expanding in areas where we have traditionally been less present, such as Sub-Saharan Africa, South-East Asia and Turkey.

TRANSFORMING ENERGY

DEDICATED REVAMPING INITIATIVES: • NNPC REFINERY, NIGERIA • HDP, PP BATANGAS, PHILIPPINES EARLY INVOLVEMENT IN INVESTMENT

• ACID GAS REMOVAL (DCCDTM)

• BURGAS REFINERY FCC, BULGARIA

• H2S CRACKING

INITIATIVES: KUIBYSHEVAZOT RUSSIA

REVAMPING

• FURNACES ELECTRIFICATION

TECHNOLOGY & SERVICES

PROJECT DEVELOPMENT

NEW GEOGRAPHIES

CHAPTER 2

FOCUS ON BUSINESS EXECUTION INTEGRATED PROJECTS ENHANCING DIGITALIZATION COMPETENCES TO TACKLE INCREASING SCALE AND COMPLEXITY OF PLANTS

GREEN CHEMISTRY & RENEWABLES

CHAPTER 3

• SUB-SAHARAN AFRICA

CHAPTER 1

• TECHNOLOGIES ADJACENT TO UREA (ANNA) AND SPECIALITIES (PURSELL AGRI-TECH)

• INDONESIA • TURKEY

NEOSIA RENEWABLES

• UPCYCLING • WASTE TO FUELS AND WASTE TO CHEMICALS TECHNOLOGIES • BIO-BASED PRODUCTS • CARBON CAPTURE • GREEN HYDROGEN

• WIND • SOLAR

CHAPTER 4

NEXTCHEM

PROCESSING ENERGY 2020 FACTS & FIGURES

A TECHNOLOGICAL APPROACH TO GREEN ENERGY PETROCHEMICALS

FERTILIZERS

52%

HYDROCARBONS

WELL ROOTED TECHNOLOGY ORIENTATION: MARKET LEADER (#1) FOR INSTALLED CAPACITY (LAST 10YS)

30%

MARKET SHARE IN POLYOLEFIN PLANTS

50%

MARKET SHARE IN LDPE PLANTS

SINCE 1970

MARKET SHARE IN LICENSING UREA PLANTS TECHNOLOGY (#1 WORLDWIDE)*

33%

MARKET SHARE IN LICENSING UREA GRANULATION TECHNOLOGY (#2 WORLDWIDE)*

SINCE 1924

MORE THAN

210

GREEN ENERGY

POLYETHYLENE AND POLYPROPYLENE PLANTS**

175

AMMONIA AND UREA PLANTS**

•

PLASTIC UPCYCLING

•

GREEN AMMONIA

•

PLASTIC CHEMICAL RECYCLING

•

WASTE TO CHEMICALS

UREA AND NITRIC ACID BASED ON SUSTAINABLE FEEDSTOCK

•

GREEN CIRCULAR DISTRICT

•

BIO-POLYMERS

TECHNOLOGIES FOR ENERGY TRANSITION:

1,725

MORE THAN

PROPRIETARY

CUMULATED PATENTS

UNDER PARTNERSHIP FOR EXCLUSIVE LICENSING

STRONG COMMITMENT TO TECHNOLOGY DEVELOPMENT

TRANSFORMING ENERGY

(*) Data are based on corporate analysis. (**) Completed.

ENERGETIC & NEW POWER

WELL RECOGNIZED LEADERSHIP IN

21GW

INSTALLED WORLDWIDE

LICENSING HYDROGEN TECHNOLOGY AND IN LICENSING SULPHUR RECOVERY AND TAIL GAS TREATMENT TECHNOLOGY

7th

WORLD CLASS TRACK RECORD IN LARGE GAS TREATMENT PLANTS AND REFINERY PROCESS UNITS

RANK ENR WORLD TOP-10 POWER MARKET ENGINEERING COMPANIES 2016

SINCE 1962

MORE THAN

250

•

SUSTAINABLE AVIATION FUEL FROM HVO

•

2G BIO-ETHANOL

•

CO₂ CAPTURE AND VALORIZATION

OVER

€56 MN

INVESTED IN INNOVATION

OVER

•

RENEWABLE ENERGY

•

GREEN HYDROGEN (ELECTROLYSIS)

•

ELECTRIC BLUE HYDROGEN (ELECTRICAL SMR)

•

ELECTROCHEMISTRY/POWER TO X

•

WASTE TO ENERGY

RESEARCH PROJECTS WITH A ROLE OF PARTNER / COORDINATOR

R&D PROJECTS

CHAPTER 4

WITH A ROLE OF INTEGRATOR & EPC

280

CHAPTER 3

RENEWABLE DIESEL (HVO)

MORE THAN

POWER GENERATION PROJECTS*

HYDROGEN AND SULPHUR RECOVERY UNIT PROJECTS**

•

CHAPTER 2

SINCE 1971

CHAPTER 1

OIL & GAS REFINING

IN GREEN ACCELERATION (LAST 5ys)

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR PRESENCE IN THE WORLD

~1,500

MILAN

TOTAL DELIVERED PROJECTS At home in the world with projects in every continent and in every climate, both in industrial and remote areas.

COMPANIES Fifty different companies, three synergic business souls, one integrated group covering the next frontier of energy transition.

COUNTRIES A global presence and a geographical footprint strongly leveraging local content dynamization.

HOUSTON

HEADQUARTERS

MAIN OFFICES AND ENGINEERING CENTERS

SUBSIDIARIES, BRANCHES AND REPRESENTATIVE OFFICES

MAIN PROJECTS (ONGOING AND RECENTLY COMPLETED)

TRANSFORMING ENERGY

CHAPTER 1

SITTARD

BRAUNSCHWEIG

MOSCOW

CHAPTER 2 CHAPTER 3 CHAPTER 4

ROME

MUMBAI

PROCESSING ENERGY 2020 FACTS & FIGURES

TRANSFORMING ENERGY

OUR BUSINESS OFFERING

We have roots in petrochemicals and oil & gas refining, we have branched out into power and we have finally blossomed with fertilizers and green chemistry.

We have three souls: we are contractors offering engineering, procurement and construction; we are technologists offering proprietary know-how and licensing cutting-edge innovations; we are entrepreneurs, seizing early-stage opportunities with our clients through our technical and financial capabilities. We are committed to the sustainable transformation of natural resources into energy and innovative products, applying our deep technological expertise at the crossroads between energy generation and industrial manufacturing. We are different, our business offering is different.

CHAPTER 3

Our technologies seek to reduce the environmental impact of the oil & gas sector, develop waste to chemicals, waste to fuels and plastic recycling, and find oil

substitutes for fuels or plastics from renewable sources.

CHAPTER 2

We are a different species from your typical hyper-specialized, single-product, mono-service company.

CHAPTER 1

Our business has always been built on solid technological foundations, laid first in the downstream industry and then in innovative projects geared toward the energy transition and decarbonization.

PETROCHEMICALS FERTILIZERS CHAPTER 4

OIL & GAS REFINING ENERGETIC & NEW POWER GREEN CHEMISTRY & RENEWABLES

PROCESSING ENERGY 2020 FACTS & FIGURES

PETROCHEMICALS WE ARE A FIRST-CLASS PROVIDER OF POLYOLEFINS TECHNOLOGIES We manage and execute several projects at a time, using different technologies, ensuring confidentiality and preserving licensors’ know-hows.

WE HAVE BEEN SHORTLISTED AS PREFERRED ENGINEERING CONTRACTOR FOR MANY PATENTED TECHNOLOGIES Tecnimont thanks to its experience, know-how and references is included in the shortlist of all major Licensors as preferred Contractor and so is allowed to perform detailed activities such as FEED and EPC for their technologies.

WE ARE A FULL-SERVICE, GENERAL CONTRACTOR FOR PETROCHEMICAL COMPLEXES WORLDWIDE We provide a complete suite of services, from feasibility studies to basic and detailed engineering, from equipment and materials supply to supervision of erection, construction and commissioning. We work as an Engineering, Procurement, and Construction provider on a Lump Sum Turn-key basis (EPC – LSTK), also specialized in plant start-up, operation & maintenance, revamping, preservation, de-commissioning and relocation.

OLEFIN

We have a successful track record of several Olefin plants, developed from different feedstock using various technologies.

POLYOLEFIN

Our history goes back to Giulio Natta, the Italian Nobel Prize winner in chemistry and inventor of polypropylene (also known as “Italian plastic”). The wide and consolidated know-how and expertise has positioned Tecnimont as a leader in the polyolefins market worldwide.

BUTADIENE, RUBBERS AND STYRENICS

We have a long-lasting experience in the design and construction of Butadiene plants via Extraction and via De-Hydrogenation, Synthetic Rubbers plants.

AROMATICS AND DERIVATIVES

Thanks to the synergy between our business lines, Tecnimont has the capability and know-how to provide the full production cycle.

BIOCHEMICALS

Tecnimont, jointly with NextChem, is strongly committed to the development of green chemistry. We are cooperating with all the major providers of Bio and Fermentation technologies.

OTHER CHEMICALS

We can boast a wide and diversified competence in the design and construction of Chemical and Petrochemical plants.

TRANSFORMING ENERGY

MORE THAN SINCE

1924

210

POLYETHYLENE AND POLYPROPYLENE PLANTS

CHAPTER 1 CHAPTER 2 CHAPTER 3

COUNTRIES

CHAPTER 4

30%

MARKET SHARE IN POLYOLEFIN PLANTS (#1 WORLDWIDE FOR CAPACITY INSTALLED IN THE LAST TEN YEARS), INCLUDING A

50%

SHARE IN LDPE

18 17 11

31 6 27

15 28

19 20

16 21 26 4 24 9 8 25

5 2

ONGOING PROJECTS 1

AGCC PE/PP/LAO Svobodny, Russian Federarion Client: AMUR GAS CHEMICAL LLC Contract type: EPCs ACRYLIC ACID AND BUTYL ACRYLATE UNITS Dumad, Vadodara, Gujarat state, India Client: INDIAN OIL CORPORATION LIMITED (IOCL) Contract type: EPC NEW HDPE, PP REVAMPING Batangas, Philippines Client: JG Summit Contract type: EPC (In JV) BOROUGE PP5 Project Ruwais, United Arab Emirates Client: BOROUGE (JV ADNOC – Borealis) Contract Type: EPC

HDPE-PP Plants (EPCC1-EPCC2) Bathinda (Punjab), Northern India Client: HPCL-Mittal Energy Ltd. (HMEL) Contract Type: EPCC

BAYTOWN CHEMICAL EXPANSION PROJECT Texas, USA Client: ExxonMobil Contract Type: EPC NEW EUROPEAN PDH KALLO PROJECT Kallo (Kieldrecht), Belgium Client: BOREALIS KALLO N.V. Contract Type: EPCM BOROUGE 4 Ruwais, United Arab Emirates Client: BOROUGE (JV ADNOC – Borealis) Contract Type: FEED

LLDPE-HDPE-PP PLANTS Sohar, Oman Client: LIWA Plastic Industries Complex ORPIC Contract type: EPC LDPE PLANT (DEHP) Yantai, Shandong Province, China Client: WANHUA CHEMICAL GROUP CO. LTD. Contract Type: Pre-FEED + Eng. Services PE PELLETIZING AND BAGGING AREAS OF PRODUCTION PLANT NO. 4 Budyonnovsk, Russian Federation Client: OOO Stavrolen - a subsidiary of PJSC Lukoil Contract Type: EPC PDH/PP Plant Tan Thanh, Vietnam Client: PHU MY Plastic Production JSC Contract Type: FEED + CE

30 13 19

LDPE/EVA PLANT Yantai, Shandong Province, China Client: SHANDONG YULONG PETROCHEMICAL CO. LTD Contract Type: Eng. Services STEAS MERCURY PROJECT Aliaga, Turkey Client: SOCAR TURKEY ENERJİ A.Ş Contract Type: FEED + OBCE

LDPE PLANT Bratislava, Slovak Republic Client: Slovnaft Petrochemicals s.r.o. (MOL Group) Contract type: EPC PDH PLANT Police, Poland Client: Polska S.a Contract type: FEED + CE POLYOLEFINS COMPLEX Rabigh, Kingdom of Saudi Arabia Client: Petro Rabigh (jv Aramco - Sumitomo) Contract type: EPC (In consortium) LDPE PLANT Veracruz, Mexico Client: Etileno XXI Services BV Contract type: EP PDH-PP PLANTAl Jubail, Kingdom of Saudi Arabia Client: Al Waha (jv Sahara, LyondellBasell) Contract type: EPC (In consortium) PDH PLANT Tobolsk, Western Siberia Client: Tobolsk Polymer LLC (JSC Sibur Holding) Contract type: EPC LLDPE-HDPE-PP PLANTS Dahej, Gujarat, India Client: OPAL (jv ONGC,GSPC, GAIL) Contract type: EPC

POLYOLEFINS COMPLEX Ruwais, United Arab Emirates Client: BOROUGE 3 (jv ADNOC - Borealis) Contract type: EPC (In JV) PE-NAO PLANTS Mesaieed, Qatar Client: Qatar Chemical Company II Contract type: EPC (In consortium) HDPE PLANT Corpus Christi, Texas, USA Client: Exxon-Sabic Contract type: FEED + CE PDH PLANT Undisclosed Client: UOP Contract Type: FEED PP-U&O / HDPE PLANT Sumgayit, Azerbaijan Client: SOCAR Polymer Contract type: EPC PP PLANT (RAPID) Pengerang, Malaysia Client: PRPC Polymers Sdn Bhd (PETRONAS) Contract type: EPCC (JV HQC) PP PLANT Sines, Portugal Client: REPSOL POLYMER S.A. Contract Type: FEED LDPE EVA PLANT Daesan, Korea Client: HYUNDAI CHEMICAL Contract Type: Pre-FEED, FEED, DEHP MOTIVA POLYETHYLENE PROJECT Port Arthur - Texas, USA Client: MOTIVA ENTERPRISES LLC Contract Type: FEED + CE

CHAPTER 4

HDPE PLANT (RAPID) Pengerang, Malaysia Client: PRPC Polymers Sdn Bhd (PETRONAS) Contract type: EPCC (JV HQC)

POLYOLEFINS COMPLEX Ruwais, United Arab Emirates Client: BOROUGE 2 (jv ADNOC - Borealis) Contract type: EPC

CHAPTER 3

CHAPTER 2

LDPE PLANT Sadara, Kingdom of Saudi Arabia Client: Sadara Chemical Company (JV Saudi Aramco - Dow Chemicals) Contract type: EPC

CHAPTER 1

TRANSFORMING ENERGY

MAIN COMPLETED PROJECTS

10 14

< 200 Mn Euro 200 to 500 Mn Euro 500 to 1,000 Mn Euro > 1,000 Mn Euro

PROCESSING ENERGY 2020 FACTS & FIGURES

MAIN AVAILABLE TECHNOLOGIES PRODUCT

LICENSOR – TECHNOLOGY

COUNTRY

PP (POLYPROPYLENE)

BASELL POLIOLEFINE – Spheripol, Spherizone BOREALIS – Borstar PP CHEVRON PHILLIPS EXXONMOBIL GRACE (former DOW CHEMICAL) – Unipol PP INEOS – Innovene PP JAPAN POLYPROPYLENE Co. – JPP Horizone Process LUMMUS TECHNOLOGY – Novolen MITSUI CHEMICAL – Hypol II SUMITOMO

ITALY AUSTRIA USA USA USA UK JAPAN USA JAPAN JAPAN

LLDPE / HDPE (LINEAR LOW DENSITY / HIGH DENSITY POLYETHYLENE)

BASELL POLIOLEFINE – Spherilene BOREALIS – Borstar PE INEOS – Innovene G NOVACHEM - Advanced Sclairtech SUMITOMO UNIVATION – Unipol PE

ITALY AUSTRIA UK CANADA JAPAN USA

LDPE (LOW DENSITY POLYETHYLENE)

BASELL POLYOLEFINE – Lupotech T, Lupotech A EXXONMOBIL (EXCEPT HP DESIGN) SUMITOMO VERSALIS

GERMANY USA JAPAN ITALY

HDPE (HIGH DENSITY POLYETHYLENE)

BASELL POLYOLEFINE – Hostalen CHEVRON PHILLIPS EXXONMOBIL INEOS – Innovene S MITSUI CHEMICAL – Cx

GERMANY USA USA UK JAPAN

POLYSTYRENE (EPS, HIPS, GPPS)

VERSALIS

ITALY

ABS

VERSALIS

ITALY

RUBBERS

GOODYEAR (SSBR) JAPAN SYNTHETIC RUBBER (SSBR) MICHELIN (PBR) SIBUR (IIR, BUTYL RUBBER) VERSALIS (ESBR, SBS, SB, LCBR, HCBR, EPDM, SSBR)

USA JAPAN FRANCE RUSSIA ITALY

STEAM CRACKING (FOR ETHYLENE, PROPYLENE, ETC)

KBR LINDE LUMMUS TECHNOLOGY TECHNIP / STONE & WEBSTER

USA GERMANY USA FRANCE / USA

PDH (PROPANE/ISOBUTANE DEHYDROGENATION)

LUMMUS TECHNOLOGY – Catofin UHDE – Star UOP – C3 Oleflex YARSINTEZ

USA GERMANY USA RUSSIA

EO/EG (ETHYLENE OXIDE & ETHYLENE GLYCOL)

PETRON SCIENTECH INC. SCIENTIFIC DESIGN / SABTEC SHELL GLOBAL SOLUTIONS

USA USA / KSA HOLLAND

ACN (ACRYLONITRILE)

INEOS NITRILES (former BP, former SOHIO)

USA

PTA (PURIFIED TEREPHTHALIC ACID)

GRUPO PETROTEMEX (GPT) – Integrex iPTA MITSUBISHI CHEMICALS BP

MEXICO JAPAN UK

BUTADIENE

LUMMUS TECHNOLOGY / BASF (Extraction) LUMMUS TECHNOLOGY (Dehydrogenation) – Catadiene NIPPON ZEON (Extraction)

USA USA JAPAN

DICYCLOPENTADIENE

AXENS

FRANCE

ACETONE CYANOHYDRIN & MMA (METHYL METHACRYLATE)

REPSOL

SPAIN

CUMENE / PHENOL / ACETONE

UOP

USA

LAB (LINEAR ALKYLBENZENES)

UOP

USA

LAO (LINEAR ALPHA OLEFINS)

AXENS CHEVRON PHILLIPS LUMMUS TECHNOLOGY - OCT MITSUBISHI CHEMICALS SINOPEC TECH

FRANCE USA USA JAPAN CHINA

NYLON 6, NYLON 6.6

STAMICARBON (former NOY)

ITALY

PET (POLYETHYLENE TEREPHTHALATE )

GRUPO PETROTEMEX (GPT) – Integrex iPET STAMICARBON (former NOY)

MEXICO ITALY

1. VERSALIS 2. ZAT 3. AQUAFIL

ITALY POLAND ITALY

CPL (CAPROLACTAM): 1. AMMOXIMATION 2. From CYCLO HEXANE 3. BECKMANN REARR. + CPL PURIFICATION

KEY NUMBERS Capacity of 87.5 tons/hour (740,000 tons/year)

10,000 tons of steel structures 20,000 tons of equipment 1,800 km electrical & instrumentation cables

THE CHALLENGE The biggest PDH plant in Europe and one of the biggest in the world. Our first challenge is to build this project without any injuries by establishing world-class safety performance jointly with Borealis and deliver it as an HSE Benchmark. We had to fit the Reactor Compressor and Heating Pump Compressor within relevant critical process circuits, addressing the suppliers design to comply with all process requirements, and customizing the system around those two large machines. We had to accommodate all operating modes, paying particular attention to the commissioning, start-up phases and safety oriented to the energy saving of the plant.

This plant will produce the basics for other chemicals, and so it has

We used intelligent software that allowed systems to interact with one another. Our plant engineering software managed all the documentation, as well as the monitoring of procurement follow-up, construction works and all certificates required/used for the commissioning activities. These systems gave us an efficient, quick, smart and intuitive analysis of the status and details of across the entire project. COVID-19 RESPONSE We had six operating centers simultaneously involved in conducting Hazop Sessions and 3D Model Reviews. We carried out Material Inspection Releases remotely. Construction activity was reorganized to guarantee social distancing following the implementation of Covid-19 measures in effect in Belgium.

“THIS INVESTMENT IS PUTTING ANTWERP BACK ON THE MAP” KALLO

CHAPTER 4

CHAPTER 3

LOCAL VALUE

INNOVATION

CHAPTER 2

33,500 cubic meters of concrete

Project Director

CHAPTER 1

CLIENT Borealis

Maria Selli

Credits photo: Borealis, Flywel

WHERE Kallo, Belgium

STATUS Ongoing

TRANSFORMING ENERGY

a very large effect on neighboring companies and a positive knock-on effect for the surrounding area. It will create a significant number of additional jobs for the Antwerp region.

PDH KALLO

SECTOR Petrochemicals

PROCESSING ENERGY 2020 FACTS & FIGURES

community, and continued employment for the Russian personnel already at the site will contribute to the economic development of the Amur-Oblast Region.

AMUR GAS CHEMICAL COMPLEX WHERE Russian Federation Svobodny, Amur Region SECTOR Petrochemicals CLIENT Sibur STATUS Ongoing COMPLETION DATE Mechanical completion is expected within 2024; startup and test run in 2025 KEY NUMBERS Construction will require around 148,000 cubic meters of concrete 37,000 tons of steel structures 7,000 km of electrical and instrumentation cables

SVOBODNY

Giovanni Bico

Project Director

THE CHALLENGE This will be one of the largest polymer production units in the world. The project will require every bit of our expertise and capabilities from our decennial experience in polyolefins. We need to coordinate the development of the complex technology of four different licensors, supply highly specialized equipment and a large quantity of materials, and deliver them on time in this harsh and remote area of the Russian Federation. LOCAL VALUE The AGCC project is part of the Russian Federation’s strategic plan for natural gas treatment and downstream end of polymer production. New infrastructures and site services, and new job opportunities for the local

INNOVATION A strong focus on automation and remote monitoring of the units, to reduce the need of local operation, will be applied where feasible, by means of an high extent of digitalization. Lastly, health monitoring software solutions will be widely used, in order to extend the plant up time and reduce the equipment failure rate. COVID-19 RESPONSE We discovered that the wide application of Smart Working already implemented by the Group facilitated the immediate deployment of efficient communication tools during the lockdown. It allowed us to continue working remotely and requiring minimum presence in the offices without any loss of efficiency.

“THE AMUR GAS CHEMICAL COMPLEX IS THE LARGEST EVER REALIZED BY MAIRE TECNIMONT”

CLIENT RELATIONSHIP

As a result, we were able to work together to come up with a bulletproof schedule of 65 engineering milestones that was both challenging, fair and achievable. SHARED STAFF We have shifted a large number of people from AGPP to AGCC, having the possibility to re-deploy 40% of the engineering staff, ensuring a smooth transition from one project to another by capitalizing immediately on experiences and lessons learnt taken from AGPP. The same re-deployment process is considered crucial at site for field engineering, a fact that is already ongoing for civil discipline in the current days, avoiding all issues relevant to relocation nowadays present because of COVID-19

FAMILIAR SUBCONTRACTORS Even though the two projects used different technologies, they share common features regarding application of Russian Regulations. It is therefore an asset the experience that Maire Tecnimont has gained with local engineering companies (RDIs), very well known in AGPP Project, among which we have selected the most suitable for a work of such a high technological complexity like AGCC Project. Because we deeply know RDIs, and they know Client and our working methods since AGPP Project, we had the opportunity to select also the most suitable people within each design center that was already experienced AGPP challenges.

Watch the video about Amursky, a story of mutual trust

CHAPTER 3

The close working relationship of mutual trust and esteem we developed with the client during the AGPP project continued with that same client for AGCC. When we negotiated a new set of milestones for AGCC, we started on the basis of our previous experience together.

Project Engineer Manager and Deputy Project Director

CHAPTER 2

Amur Gas Processing Plant (AGPP) and the adjacent Amur Gas Chemical Complex (AGCC) are completely different in terms of technological content. However, all AGPP experiences were transferred to AGCC project in all applicable fields, taking the advantage of Maire Tecnimont’s Contractor experience gained in 3 previous years by working within the same complex environment.

Carlo De Simone

CHAPTER 1

TRANSFERRING KNOW-HOW

TRANSFORMING ENERGY

worldwide situation: having people already mobilized in such a remote location, ready to move to AGCC project, is a huge plus that has created a competitive advantage since bidding phase.

VIDEO

AMURSKY: A STORY OF MUTUAL TRUST

“IT’S NATURAL FOR A CLIENT TO TRUST US WHEN THEY KNOW US"

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

TRANSFORMING ENERGY | 2

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

FERTILIZERS WE PROVIDE A WIDE AND INTEGRATED RANGE OF SERVICES We take care of every fertilizer development requirement: from feasibility studies to basic engineering, from selecting licensors to developing lump-sum turnkey projects.

WE EXCEL IN THE ENGINEERING AND CONSTRUCTION OF AMMONIA-UREA PROJECTS Thanks to our expertise in ammonia-synthesis plants based on steam reforming of natural gas, we offer large scale methanol plants with the most reliable and advanced technologies in the world.

MORE THAN 260 UREA MELT PLANTS WORLDWIDE HAVE BEEN AWARDED A LICENSE TO USE OUR TECHNOLOGIES We offer procurement and construction services of new urea plants and revamping existing ones. Thanks to our company Stamicarbon we license the best technologies and provide equipment supply, training and commissioning services. At Stamicarbon, we develop, design and license future-proof fertilizer plant technologies, with urea and nitric acid being our core businesses. Using almost 75 years of knowledge and experience, we offer our clients customized-solutions and services to maintain, improve and optimize plants in every stage of their life-cycle. Besides the urea melt plants we have realized more than 110 revamping projects and have licensed more than 30 urea granulation plants.

ENHANCING TECHNOLOGY PORTFOLIO THROUGH CONTINUOUS INNOVATION WE CONTINUOUSLY INNOVATE AND DEVELOP RELIABLE, SAFE AND SUSTAINABLE FERTILIZER SOLUTIONS. Our Ultra-Low Energy Design that results in the lowest energy consumption of urea plants in the world by reducing the steam consumption considerably. It can be applied in grass root urea projects, as well as in revamping existing urea plants, irrespective of the original technology or age of the plant. Since its introduction in 2012 already 4 plants have been licensed with this innovative technology.

Our MicroMist™ Venturi & Jet Venturi Scrubbing systems that reduce emissions of urea granulation and prilling plants to unrivalled low levels. These innovative, high-performance scrubbers, that have been developed together with EnviroCare International, can remove submicron urea dust particles at extremely high efficiencies, which is more-and-more necessary as fine particle emission regulations are becoming increasingly strict worldwide.

Our Stami Digital portfolio has been extended by Stamicarbon’s acquisition of IT specialist company Protomation. The portfolio offers digital process solutions and services to help fertilizer plants achieve operational excellence by turning real-time process data into meaningful information to improve plant effectiveness and boost plant productivity. This digital suite includes remote guidance, process monitoring and automatic plant optimization. Also part of the suite is a high fidelity real-time dynamic training simulator for urea and granulation plants, as well as for the adjacent ammonia, nitric acid and urea ammonium nitrate (UAN) plants. Next to urea, we design nitric acid plants with maximum energy recovery, reliable operation and minimal greenhouse gas emissions.

TRANSFORMING ENERGY

SINCE

1924 CHAPTER 1 CHAPTER 2 CHAPTER 3

75+

UREA PLANTS

100+

AMMONIA PLANTS

MARKET SHARE (#1 WORLDWIDE) IN LICENSING UREA SYNTHESIS PLANTS

CHAPTER 4

52%

33%

MARKET SHARE (#2 WORLDWIDE) IN LICENSING UREA GRANULATION TECHNOLOGY

13 21

16 2

22 11

10 4 24

23 6

9 8

20 5

ONGOING PROJECTS 1

AMMONIA UREA PLANT Kingisepp 2, Russian Federation Client: EuroChem Mineral and Chemical Company Contract Type: EPC

UREA PLANT Togliatti, Russian Federation Client: Volgafert LLC Contract Type: EPC

AN, CAN, ASN GRANULATION PLANT Wloclawek, Poland Client: Anwil S.A. Contract Type: EPC

MAIN COMPLETED PROJECTS 5

FERTILIZERS COMPLEX Aswan, Egypt Client: KIMA Contract type: EPC AMMONIA DEBOTTLENECKING Annaba, Arzew, Algeria Client: Fertial Contract type: E

AMMONIA/UREA NPK PLANT Ethiopia Fertilizer Project ISBL Client: OCP Morocco Contract Type: E UREA DEBOTTLENECKING & GRANULATION PLANT Shuaiba, Kuwait Client: P.I.C. Contract type: EPC

AMMONIA PLANT NANGAL Punjab, India Client: National Fertilizers Ltd. Contract type: EPC

IOWA FERTILIZER COMPANY Wever, Iowa, USA Client: Orascom Construction Industries Contract type: EP

TRANSFORMING ENERGY

UREA LICENSING BUSINESS 14

16 15

AMMONIA UREA PLANT Nevinnomyssk, Russian Federation Client: EuroChem Mineral and Chemical Company Contract type: E YARA SLUISKIL Sluiskil, The Netherlands Client: Yara International ASA Contract type: EPC

EVOLVE PRODUCT™ Grodno, Belarus Client: P.O. Azot, Grodno Contract type: Licensing and PDP LAUNCH MELT™ Pool Condenser Design Talcher, India Client: Talcher Fertilizers Ltd. Contract Type: Licensing, PDP LAUNCH MELT™ Pool Reactor Design Ain El Sokhna, Egypt Client: El Nasr Company for Intermediate Chemicals (NCIC) Contract Type: Licensing, PDP, and Equipment

Client: Confidential client Contract Type: Licensing, PDP, and Equipment

EVOLVE CAPACITY™ Enid, Oklahoma, USA

Client: Koch Nitrogen Contract Type: Licensing, PDP 24

LAUNCH MELT™ Ultra Low Energy Design and Granulation Gemlik, Turkey

Client: Gemlik Gubre Sanayii A.S., Turkey Contract Type: Licensing, PDP and Equipment 25

LAUNCH MELT™ Pool Condenser Design and LAUNCH FINISH™ Granulation Design Kingisepp 2, Russian Federation Client: Eurochem Northwest Contract type: Licensing, PDP and Equipment LAUNCH MELT™ Ultra Low Energy Design XLX-2, Jiujiang, China Client: Henan Xinlianxin Chemicals Group Co., Ltd. Contract type: Licensing, PDP and Equipment

CHAPTER 4

UREA, UAN PLANT Gemlik, Turkey Client: GEMLIK GÜBRE SAS Contract Type: EPC

LAUNCH MELT™ Ultra Low Energy Design XLX-1 Jiujiang, China Client: Jiujiang Xinlianxin Chemical Fertilizer Co., Ltd Contract type: Licensing and PDP

EVOLVE CAPACITY™

CHAPTER 3

LAUNCH MELT™ Pool Reactor Design and granulation Togliatti, Russia Client: PJSC KuibyshevAzot Contract type: License, PDP, BEP, PDP and Equipment

LAUNCH MELT™ Pool Reactor Design and Granulation Pervomayskiy, Tula Region, Russia Client: ShchekinoAzot, Russia Contract Type: Licensing, PDP, and Equipment

CHAPTER 2

LAUNCH MELT™ Pool Condenser Design Brunei, Brunei Client: Brunei Fertilizer Industries Contract type: Licensing and PDP

CHAPTER 1

26 14

LAUNCH MELT™ Ultra Low Energy Design Sanning, China Client: Hubei Sanning Chemical Industrial Co., Ltd Contract type: Licensing, PDP and Equipment

AMMONIA PLANT Kingisepp, Russian Federation Client: EuroChem Mineral and Chemical Company Contract Type: EPC

< 200 Mn Euro 200 to 500 Mn Euro 500 to 1,000 Mn Euro > 1,000 Mn Euro

PROCESSING ENERGY 2020 FACTS & FIGURES

VOLGAFERT

SECTOR Fertilizers CLIENT KuibyshevAzot STATUS Engineering completed Under construction (approx 40% progress achieved) KEY NUMBERS 32% - owned by METDEV1 Srl (Maire Tecnimont) 1,500 tons/day urea production capacity 9,000 tons of equipment and material shipped at site Site construction about 3 MN man-hours

TOGLIATTI, SAMARA

Luigi Giovanni Bottazzi Project Director

THE CHALLENGE

COVID-19 RESPONSE

This project called for a new approach because Maire Tecnimont was not only the contractor but also invested in the plant.

Our first priority was to keep all people on-site safely. Our engineering activities were carried out in smart working mode. Material and equipment supply was organized to minimize the delivery and transportation time, with a strong cooperation with all vendors affected by Covid-19.

LOCAL VALUE The new plant will create operation and maintenance jobs for the local community. Once completed, the increased urea production in the region will help reduce urea imports from other regions or countries. INNOVATION We developed the project using all the latest innovative technical solutions available on the market in order to obtain a plant that will be a reference point in the sector.

VIDEO

WHERE Russian Federation, Togliatti, Samara

Watch the video about Volgafert urea plant

“THIS UREA PLANT IS THE MOST ADVANCED IN THE WORLD”

TRANSFORMING ENERGY | 2

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

INNOVATION

KINGISEPP 2 WHERE Russian Federation, Kingisepp SECTOR Fertilizers CLIENT EuroChem Mineral STATUS Ongoing KEY NUMBERS 1 MN man-hours home office 17 MN man-hours construction 25,000 tons of steel structure 100,000 cubic meters of concrete 13,000 tons of piping 2,300 km cables

KINGISEPP

Giampaolo Atzori

Project Director

THE CHALLENGE Kingisepp 2 Project is the largest single-train ammonia plant worldwide. We were able to successfully identify several design solutions allowing a significant containment of the overall costs. LOCAL VALUE We employ local resources during the construction phase, and our onsite staff contributes to local commerce. Our staff takes advantage of work-life balance benefits from our previous project in Kingisepp, when we contributed to the construction of a new church, helped refurbish a school gym and competed in various sports tournaments with local teams.

The digital transformation is now delivering incredible results after the introduction of new tools for engineering, procurement and construction management. But the most important innovation is the change of mentality we are seeing in each single employee. COVID-19 RESPONSE The company already had systems in place that enabled us to work from home on day-by-day activities. We held all client, vendor and subcontractor meetings by videoconference (Teams). We were able to complete some key events, such as 60% 3D model review and HAZOP, working remotely.

“THIS PROJECT BUILDS ON THE SUCCESSFUL COMPLETION IN 2019 OF KINGISEPP’S FIRST PHASE”

TRANSFORMING ENERGY

CHAPTER 1 CHAPTER 2

Kingisepp 1 Ammonia Plant completed

CHAPTER 3 CHAPTER 4

Kingisepp 2 Ammonia/Urea Plant - 3D model

PROCESSING ENERGY 2020 FACTS & FIGURES

OIL & GAS REFINING WE ARE EXPERTS WITH NUMEROUS REFERENCES We are established upstream and downstream players through our Tecnimont and KT – Kinetics Technology subsidiaries, with contracts for mega-gas processing complexes, oil field development mega-projects and refinery process units.

WE HAVE MATURED A FIRST-CLASS INTERNATIONAL REPUTATION We have successfully completed Engineering, Procurement & Construction (EPC) contracts on world wide basis. We’re currently executing major contracts in the Russian Federation, CIS, Europe (Poland), Azerbaijan, India and Algeria.

WE PROVIDE OUR OWN PROPRIETARY TECHNOLOGIES Our KT - Kinetics Technology subsidiary offers proprietary technologies in Sulphur Recovery and Hydrogen Production Units. It also supplies critical equipment internationally, with significant EPC and EPC management refinery projects under way at the SOCAR Baku Refinery, the GAZPROMNEFT Moscow and OMSK Refineries (new complete hydroskimming refinery, new DCU unit) and the LOTOS Gdansk Refinery (DCU complex, naphtha hydrotreater, vacuum distillation, HPU).

GOOD POSITIONING AND STRONG SKILLSET

We intend to focus on oil & gas refining through our Tecnimont and KT - Kinetics Technology companies, leveraging the synergy of their complementary capabilities. We are well positioned to take advantage of some key drivers in the industry – the quest for technologies increasing the conversion rate of oil barrel processing and the demand for “clean fuel programs” in both mature and emerging countries. In the oil and gas market a worldwide trend is also arising, consisting of the combination of refining and petrochemical units into large integrated complexes, improving efficiency. Our companies’ skills are not limited to process engineering, but cover all aspects of project management, from the feasibility to the commissioning phase, guaranteeing our clients design-to-cost engineering and a construction-driven approach.

OUR ONGOING PROJECTS

Examples of ongoing projects include the OMSK Delayed Coker, in which the improvement of output efficiency and the mitigation of environmental impacts are combined with partnerships with strategic suppliers and local subcontractors; the upgrading of important major refineries, like the Socar Baku Modernization Project, which represents a milestone in downstream refining. It includes also Rijeka Delayed Coker, a mix of complexity and engineering challenges wich strengthen Maire Tecnimont positioning in the refining business, in particular in the “bottom of the barrel” technologies such as the delayed coking. The Group will provide the full technological cycle of crude oil processing, a key driver to meet the growing market for cleaner fuels and to ensure a higher output of high-margin products.

NEWLY AWARDED PROJECTS

We won an ISBL Package, in the framework of the HORIZON Project, by Total Raffinage France, part of Total Group, the third project for Total in the last decade. The Scope of Work relates to Engineering, Procurement, Construction, and Commissioning (EPCC) of a new Hydrotreatement Unit to be realized in the Donges Refinery, in Western France. The Hydrotreater will have a capacity of 40,000 barrel per day. We’ve also been awarded of two EPC contracts by SOCAR’s subsidiary Heydar Aliyev Oil Refinery for the execution of new generation refining units in Baku (Azerbaijan).

130,000 BOPD

CRUDE REFINERY CAPACITY, CORU MOSCOW REFINERY UPGRADING PROJECT

TRANSFORMING ENERGY

73,000 BOPD

OIL TREATMENT CAPACITY, ADCO AL DABB’IYA PHASE III PROJECT

CHAPTER 1

88,000 TONS STEEL STRUCTURES GAZPROM (NIPIGAS) AMURSKI GAS PROCESSING PLANT

CHAPTER 2 CHAPTER 3 CHAPTER 4

370 KM 2,150 MMSCFD

GAS TREATMENT CAPACITY, GASCO HABSHAN 5

GATHERING AND EXPORT PIPELINE NETWORK, ADCO AL DABB’IYA PHASE III PROJECT

8 20

31 18

29 1

5 16 10

7 2

4 24

38 21 32

23 39

34 33 22 15

ONGOING PROJECTS 1

NEW DELAYED COKING COMPLEX FOR THE RIJEKA REFINERY Rijeka, Croatia Client: INA – Industrija Nafte d.d. Contract type: EPC FCC GASOLINE HYDROTREATING UNIT Baku, Azerbaijan Client: SOCAR HAOR Contract type: EPC NEW HYDROGEN PRODUCTION UNIT CADEREYTA REFINERY Cadereyta (Monterrey), Mexico Client: Pemex Refinación Contract type: EPC

HYDROGEN PLANT Al Daura, Iraq Client: Midland Refineries Company Contract type: EPC OIL AND GAS TREATMENT “TEMPA ROSSA” Corleto Perticara, Italy Client: Total E&P Italia SpA (Total Group) Contract type: EPSCC

AMURSKI GAS PROCESSING PLANT, UI&O PACKAGE 3 Svobodny, Russian Federation Client: JSC NIPIGas (General Contractor for GAZPROM) Contract type: EPC (In consortium) MODERNIZATION BAKU OIL REFINERY, HAOR PROJECT Baku, Azerbaijan Client: SOCAR HAOR Contract type: EPC (JV TCM-KT) DELAYED COKING UNIT (DCU) OMSK REFINERY Omsk, Russian Federation Client: JSC Gazprom Neft Omsk Refinery Contract type: EPCm EPC WORKS FOR 5 PROCESS REFINERY UNITS Kstovo, Russian Federation Client: LLC Lukoil Nizhegorodnefteorgsintez Contract type: EPC

LPG TRAIN 4 – ZCINA Hassi Messaoud, Algeria Client: SONATRACH Contract type: EPC BURGAS REFINERY FCC UNIT REVAMPING Burgas, Bulgaria Capacity: 250 t/h Client: Lukoil Neftohim Burgas AD Contract Type: EPC PROPANE/PROPYLENE SPLITTER UNIT STORAGE & INTERCONNECTING Rijeka, Croatia Client: INA - Industrija Nafte d.d. Contract Type: EPC ENGINEERING, PROCUREMENT, CONSTRUCTION, INSTALLATION AND COMMISSIONING OF A NEW PLATFORMING Luanda, Angola Platforming 1,100 t/d Client: ENI Angola Exploration B.V. for Sonaref Refinery Contract Type: EPC Contractor: Consortium with KT ANGOLA

BIR SEBA II AND MOM FIELD DEVELOPMENT Touggourt Area, Algeria Client: Groupement Bir Seba Contract type: EPC LPG MERCAPTAN OXIDATION UNIT AND AMINE TREATMENT AND LPG PRETREATMENT UNIT Baku, Arzebaijan Client: SOCAR HAOR Contract type: EPC

AROMATICS COMPLEX Shuaiba, Kuwait Client: Kuwait Paraxylene Production Company (KPPC) Contract type: EPC (In consortium)

WAFA GAS PLANTS PROJECT Mellitah and Ghadames Basin, Libya Client: AGIP GAS BV Contract type: EPC (In JV) LNG TERMINAL CHENTOUJIA Guangdong, China Client: Guangdong LNG JEO Contract type: EPC (In JV)

SULPHUR RECOVERY UNIT Burgas, Bulgaria Client: OOO Lukoil Neftochim Burgas AD Contract type: EPC MODULARIZED HYDROGEN PRODUCTION PLANT Perm, Russian Federation Client: Lukoil Permnefteorgsintez Contract type: EPC MILD HYDROCRACKING UNIT Busalla, Italy Client: IPLOM Contract type: EPC

29 HYDROGEN GENERATION PLANT Rijeka, Croatia Client: Ina Industrija Nafte Contract type: EPC

HORIZON PROJECT, ISBL LOT A, VACUUM GASOIL HYDROTREATMENT UNIT Donges, France Client: Total Raffinage France Contract Type: EPCC

REFINERY OFF GAS (ROG) PROJECT Antwerp, Belgium Client: Total Olefins Antwerp Contract type: EPC SULPHUR RECOVERY UNIT, ZOHR DEVELOPMENT PROJECT Port Said, Egypt Client: Belaym Petroleum Co. (PETROBEL) Contract type: EP OIL GATHERING, TREATMENT, EXPORT AL DABB’IYA PHASE III Abu Dhabi, United Arab Emirates Client: ADCO (Adnoc Group) Contract type: EPC IGD EXPANSION PROJECT (IGD-E1), GAS TREATMENT AND MARINE WORKS Das Island, United Arab Emirates Client: ADGAS (Adnoc Group) Contract type: EPC (In consortium) PHRC REHABILITATION PH-1 Port Harcourt, Nigeria Client: NNPC Contract Type: E DELAYED COKER COMPLEX PROJECT AND HYDROWAX VACUUM DISTILLATION Gdansk, Poland Client: Lotos Asfalt SP. ZO.O Contract type: EPC COMBINED OIL REFINING UNIT (CORU) MOSCOW REFINERY Russian Federation Client: JSC Gazprom Neft Moscow Refinery Contract type: EPCm SULPHUR RECOVERY UNIT FOR RAMP-UP TO PLATEAU, ZOHR DEVELOPMENT PROJECT Port Said, Egypt Client: Belayim Petroleum Co. (PETROBEL) Contract Type: EP

CHAPTER 4

HYDROGEN GENERATION UNIT (HGU), REFINERY EXPANSION PROJECT (MREP) Mumbai, India Client: Hindustan Petroleum Corporation Limited (HPCL) (PETROBEL) Contract type: EPC (Consortium TCMPL)

INTEGRATED GAS DEVELOPMENT, HABSHAN 5 Abu Dhabi, United Arab Emirates Client: GASCO Contract type: EPC (In JV)

SULPHUR RECOVERY UNIT & TAIL GAS TREATMENT Nynashamn, Sweden Client: Nynas Refinery AB Contract type: EPC

CHAPTER 3

HYDROGEN PRODUCTION UNIT Mostorod, Egypt Client: Egyptian Refinery Company (ERC) Contract type: EP

CHAPTER 2

MODULARIZED DEWAXING OF DIESEL FUEL PROJECT Omsk, Russia Client: JSC Gazprom Neft Contract type: EP – LS

CHAPTER 1

NEW SULPHUR RECOVERY UNIT Alexandria, Egypt Client: Middle East Oil Refinery (MIDOR) Contract Type: EP

TRANSFORMING ENERGY

MAIN COMPLETED PROJECTS

NAPHTA HYDROTREATER & SULPHUR RECOVERY UNIT Rabigh, Kingdom of Saudi Arabia Client: Petro Rabigh Contract type: EPC

< 200 Mn Euro 200 to 500 Mn Euro 500 to 1,000 Mn Euro > 1,000 Mn Euro

PROCESSING ENERGY 2020 FACTS & FIGURES

INNOVATION

ZCINA WHERE Algeria SECTOR Oil & Gas Refining CLIENT Sonatrach STATUS Ongoing KEY NUMBERS About 2 MN construction man-hours €200 MN equivalent lump sum portion

Alfredo Montagliani Project Manager

THE CHALLENGE ZCina was impacted by Covid-19 during the manufacturing phase but the project team actively reacted. We had to organize smart working with our key supplier, and to assist them in engineering follow-up as well as inspection phase. For example, we performed several Factory Acceptance Tests for automation processes via Teams, and we did drawings online with our steel structure supplier.

We have implemented several smart solutions like 3D feasibility analysis for the structure. We will continue with something similar for piping and electrical & instrumentation cables. This approach is helping the site team to better manage the construction sequence and define the work front. COVID-19 RESPONSE We put new HSE procedures in place on the site with excellent results. We increased our use of all “smart” solutions to create solutions like virtual field engineering team assistance, and virtual inspection approach. Now we will try to convince our vendor and client that we can do several jobs virtually by using tools like smart helmets and others.

LOCAL VALUE More than 70% of our site management team is local, and is now perfectly integrated with us. Considering that ZCina is Maire Tecnimont’s first project in Algeria, this is an important achievement.

ALGERIA

“MAIRE TECNIMONT HAS CREATED AN INTEGRATED TEAM FOR ITS FIRST PROJECT IN ALGERIA”

TRANSFORMING ENERGY | 2

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

ENERGETIC & NEW POWER WE ARE EXPERTS IN THE ENGINEERING, DESIGN AND CONSTRUCTION OF ADVANCED ELECTRICITY GENERATION PROJECTS INTERNATIONALLY

WE DELIVER RELIABLE POWER PLANTS BASED ON NATURAL GAS, USING STATE-OF-THE-ART TECHNOLOGIES IN OPEN AND COMBINED CYCLE SOLUTIONS

Our references include design and construction of simple and combined-cycle gas turbines, cogeneration, coal-fired plants, biomass plants, electricity generating units for own oil & gas business, petrochemical and fertilizer projects, electricity distribution grids for civil and industrial use and district-heating networks.

Our technologies guarantee the highest plant efficiency, reducing emissions and environmental impact to a minimum.

WE PROVIDE PROJECT MANAGEMENT CONSULTANCY AND DUE DILIGENCE SERVICES, ALONG WITH FEASIBILITY STUDIES AND FRONT-END ENGINEERING DESIGN Our engineering services meet all the energy-sourcing requirements and specific needs of our clients. We deliver reliable facilities based on the most advanced technologies, with minimum environmental impact, ensuring energy costs remain low along the whole supply chain and minimizing the impact on end users and stakeholders.

Based on these technologies but also on our references and capabilities we can ensure that project costs remain low throughout the whole development and supply chain, minimizing the impact of energy costs on final consumers and project stakeholders. Technologies implemented in the plants we build also allow more flexibility in operations, guaranteeing either the safe production of energy from natural and renewable resources, and, at the same time, adjusting the energy production to sustain and feed the different regional and national grids each country has.

TRANSFORMING ENERGY

SINCE

1962 CHAPTER 1 CHAPTER 2

21,000 MW INSTALLED

CHAPTER 3

COUNTRIES CHAPTER 4

280 PROJECTS

5 3 4 5

10 1 13

7 8

ONGOING PROJECTS 1

FERTIZER COMPLEX 27 MW Aswan, Egypt* Client: KIMA Contract type: EPC

AMMONIA COMPLEX 18 MW Kingisepp, Russian Federation* Client: Kingisepp Russia Contract type: EPC

PDH COMPLEX 16 MW Kallo, Belgium Client: Borealis Contract type: EPC

TRANSFORMING ENERGY

MAIN COMPLETED PROJECTS 4

COAL POWER PLANT 720 MW Ceará, Brazil Client: MPX Pecem Geraçao de Energia S.A. (MPX and EDP) Contract type: EPC Third Line “Pecem 2” 365 MW (In consortium) COAL POWER PLANT 370 MW Coronel, Chile Client: Colbun Electricity Company Contract type: EPC (In consortium) BOCAMINA COAL POWER PLANT 370 MW Coronel, Chile Client: ENDESA Chile Contract type: EPC (In consortium)

WAFA GAS PLANTS PROJECT DESERT & COASTAL 120 MW Mellitah and Ghadames Basin, Libya** Client: AGIP GAS BV Contract type: EPC (In JV) COMBINED CYCLE 97 MW Valona, Albania Client: Albanian Electro-Energy Government Authority (KESH) Contract type: EPC IOWA AMMONIA COMPLEX 20 MW Wever, Iowa, USA* Client: ORASCOM E&C Contract type: EP PULVERISED COAL POWER PLANT 2X376 MW Punta Catalina, Dominican Republic Client: CDEEE Contract type: EP (In consortium) OIL AND GAS TREATMENT “TEMPA ROSSA” 38 MW Corleto Perticara, Italy* Client: Total E&P Italia S.p.A. (Total Group) Contract type: EPSCC

CHAPTER 3

COAL POWER PLANT 360 MW Maranhão, Brazil Client: Diferencial Energia Empreendimentos e Participaçoes Ltda (MPX) Contract type: EPC (In consortium)

CHAPTER 2

COMBINED CYCLE 840 MW Piacenza, Italy Client: Edipower Contract type: EPC (In consortium)

CHAPTER 1

COMBINED CYCLE 850 MW Turbigo, Italy Client: Edipower Contract type: EPC (In consortium)

CHAPTER 4

*Utility plant **Power utilities projects < 200 Mn Euro 200 to 500 Mn Euro 500 to 1,000 Mn Euro

PROCESSING ENERGY 2020 FACTS & FIGURES

GREEN CHEMISTRY & RENEWABLES

emissions released from existing plants; Circular Economy – technologies for the mechanical recycling (Upcycling) of plastic waste and chemical recycling (conversion) of non-recyclable plastic waste, RDF and other dry waste; Green-Green – technologies which use biomass or biological raw materials to produce intermediates, biofuels and bio-plastics.

NEXTCHEM: THE COMPANY AND BUSINESS AREAS

NEXTCHEM’S GREEN CIRCULAR DISTRICT MODEL

NextChem is the Maire Tecnimont Group’s company for green chemistry and energy transition, founded in 2018. The company has a portfolio including proprietary technologies, exclusive licensed technologies, technology integration platforms, and EPC contracts. NextChem plays partner and coordinator role in more than 10 international research projects. NextChem’s roadmap is focused on three areas of activity: Greening the Brown – technologies for the reduction of pollutant and GHG

NextChem has developed a "Green Circular District" model which integrates Upcycling technology and chemical recycling of non-recyclable plastics and dry waste into syngas and “circular” chemicals with technologies for the production of hydrogen from renewable sources by electrolysis. This model integrates proprietary and licensed technologies already proven, available and ready to be industrially implemented, and it allows to realize industrial projects which are environmentally, socially and

NEXTCHEM PLAYING FIELD

2020

2021 - 2023

>2023

1st Generation Bio-Fuels 2nd to 3rd Generation Bio-Fuels

CREATE

IES

Bio-Polymers for High Added Value Applications

Integrated Recycling (Mechanical & Chemical)

IMPROVE

Waste to Fuels

RE NE

WA BL

Plastic Waste Upcycling (Mech. Recycling)

Waste to Chemical

REDUCE

Renewable Energy to Chemicals & Fuels Carbon Capture & Natural Gas Exploitation

RENEWABLE ENERGIES

VIDEO

TRANSFORMING ENERGY

Watch the Green Circular District video

BIOFUELS FOR ENERGY TRANSITION: THE RENEWABLE DIESEL

THE PARTNERSHIPS WITH LANZATECH AND JFE ENGINEERING CORPORATION

CHAPTER 3

In July 2020, NextChem and LanzaTech signed an agreement to promote circular ethanol production. NextChem’s Green Circular District model has been enriched: in addition to hydrogen and methanol derived from the chemical conversion of non-recyclable plastics and dry waste, it will be possible to obtain ethanol, an important chemical for sustainable fuels and disinfectant production. In December 2020, NextChem signed an agreement with JFE Engineering Corporation for the production of low carbon chemical products from waste through waste to chemical technology.

CHAPTER 2

NextChem signed a partnership with Saola Energy to license at international level a technology for the production of Renewable Diesel (Hydrotreated Vegetable Oil, HVO), from vegetable oils and residual fats. NextChem and Saola Energy will combine their know-how and expertise to deliver a turnkey solution to the marketplace. NextChem will be the licensor of the combined technology and will provide clients with EPC services and training to ensure successful deployment of the technology. Saola Energy’s patented technology consists of a hydrotreatment step followed by isomerization to produce high-quality Renewable Diesel fuel from oils and residual fats. The technology can process at industrial scale a wide range of feedstocks and is ideal to capture the increased value in low-carbon fuels across multiple jurisdictions.

CHAPTER 1

economically sustainable. The Green Circular District model is mainly aimed at green recovery of industrial brownfield sites, above all in petrochemical and steel sectors. The aim of the Green Circular District is to replace fossil sources in industrial processes (as natural gas or hydrogen from methane) with feedstocks (renewable or circular) with a lower carbon footprint, which allow to reduce CO2 emissions of industrial sites and to increase recycling, improving circular economy. NextChem’s model is a virtuous one for the economy’s green relaunch: it combines circular economy with decarbonization goals, for the development and sustainable recovery of traditional sites based on fossil sources, it is useful for a green relaunch of local economy, to create employment and new skills. Finally, the production of chemicals which are building blocks for industry allowing the reduction of using existing sites and waste as feedstock, allows to reduce virgin raw materials supply, cutting down the reliance of importing countries (like Italy) from abroad.

CHAPTER 4

2G ETHANOL: THE PARTNERSHIP WITH GRANBIO Among biofuels technologies, in August 2020 NextChem signed a partneship with Brazil's GranBio to develop 2G technology for bio-ethanolproduction. This new advanced technology allows the production of second generation ethanol from cellulosic biomass. GranBio Technology, licensed worldwide by NextChem, has great flexibility and an enormous market potential. Our advertising campaign on 2G Ethanol

PROCESSING ENERGY 2020 FACTS & FIGURES

THE PRODUCTION FLOW OF 2G ETHANOL

NEXTCHEM’S UPCYCLING TECHNOLOGY: MYREPLASTTM PRODUCTS AND THE AGREEMENT WITH ALIPLAST – HERA GROUP NextChem, together with its subsidiary MyReplast Industries, launched the MyReplastTM trademark for the proprietary Upcycling technology and relative product portfolio: granulates and flakes of recycled polymers. NextChem’s MyReplastTM Upcycling is an innovative technology that combines mechanical recycling with chemical processing. The technology is installed in northern Italy (Brescia) in a 40kt plant, with up to 95% recycling efficiency, managed by NextChem’s subsidiary, MyReplast Industries. The Upcycling technology allows to flexibly produce premium quality products from rigid plastic waste, tailored to customer requirements. These new recycled products have chemical and physical characteristics equivalent to those of virgin polymers of fossil origin. At present, the catalogue includes polypropylene and polyethylene families. MyReplastTM products are available in fully formulated colors, in separate colors, color groups or as multicolor mix. In October 2020, NextChem signed an agreement with Aliplast, Hera Group’s subsidiary for the 66

collection, recycling and conversion of plastics, to build a plant with NextChem’s proprietary MyReplastTM technology to recycle plastic waste into high value polymers. NextChem will provide technology and EPC services.

NEXTCHEM PROPOSAL FOR A LOW CARBON HYDROGEN Hydrogen is a key topic in the discussion about energy transition. NextChem has a wide portfolio of solutions to produce hydrogen: green hydrogen, produced by electrolysis using renewable energy; blue hydrogen, produced with traditional technologies from gas but with CO2 capture, or ElectricBlue where the captured CO2 is recovered and the use of renewable energy replaces the heat process of furnaces; circular hydrogen, produced from waste recovering its carbon and hydrogen content through chemical conversion technologies. NextChem’s technology for the production of circular hydrogen allows to deploy production plants today, economically sustainable and with important environmental benefits not only for the climate impact point of view, but also for the improvement of circular economy, solving the problem of plastic

VIDEO

Watch the NextChem strategy video

Watch MyReplast Industries video

CHAPTER 2

NextChem’s proposal offers not only a low carbon hydrogen, but also the creation of a virtuous system that is entirely circular.

In December 2020, NextChem and Enel Green Power North America, Inc. (EGPNA) signed a Memorandum of Understanding of a project to produce green hydrogen via electrolysis, which is expected to be operational in 2023. The project will convert renewable energy from one of EGPNA’s solar plants in the United States into green hydrogen to be supplied to a bio-refinery. Under the agreement, NextChem will act as technology and engineering partner and full turnkey EPC contractor, providing Enel Green Power with the necessary technical assistance in relation to the development and implementation of the project.

CHAPTER 1

The plants for circular hydrogen production, with technologies ready and already validated today, can be installed in traditional industrial sites, getting functional to their decarbonization; they can be also placed near plants of selection and treatment of waste, to optimize the supply chain and reducing even more the environmental impact.

TRANSFORMING ENERGY

GREEN HYDROGEN

VIDEO

waste. Circular hydrogen, when used instead of the grey one, allows a strong reduction of carbon footprint. If the process uses also hydrogen by electrolysis from renewable energy, it can reach carbon neutrality in the production phase too. The production cost is competitive compared to traditional hydrogen from fossil sources, thanks to the delta of the cost of disposal.

CHAPTER 3 CHAPTER 4

A phase of our Upcycling process for plastic waste recycling

PROCESSING ENERGY 2020 FACTS & FIGURES

NEXTCHEM LAUNCHES MYRECHEMICAL SUBSIDIARY FOR WASTE TO CHEMICALS TECHNOLOGIES NextChem created MyRechemical in November 2020, a new subsidiary totally focused on technologies for chemical conversion of non-recyclable plastics and RDF (Refuse Derived Fuel) for the production of hydrogen, methanol, ethanol and “circular” derivatives. This Waste to Chemicals process leads to a reduction of CO2 emissions when used in place of

products derived from hydrocarbons. It also helps avoid emissions generated by waste incineration, increasing the recycling rate. The inert granulate, going out from the plant as waste, can also be recovered and used in the civil works sector. This solution combines environmental benefits of the circular economy and of decarbonization, and fits with the world-wide need for refineries to be converted into green processes that contribute to the energy transition from fossil fuels to renewable energy.

COMPETITIVE PRICES

Giacomo Fernando Rispoli

MyRechemical Managing Director

TWO ADVANTAGES This type of solution combines two great advantages. It makes it possible to recover waste that would otherwise be sent to the waste-to-energy plant, thus avoiding the emission of large quantities of CO2 into the atmosphere. And, at the same time, we can produce hydrogen or other fuels with a low environmental impact, all at competitive costs.

GREEN HYDROGEN

H2 FROM WATER ELECTROLYSIS

100%

By using waste as a starting point, the raw material becomes a revenue item rather than a cost. Because of the efficiency of the technology developed by NextChem, which has now become the 'core business' of MyRechemical, we are able to produce low-carbon hydrogen at very competitive prices, not too far from those of traditional H2, or “Grey Hydrogen,” but with a much lower environmental impact. HIGH YIELD The process has a high yield, around 10 percent.

ELECTRIC BLUE HYDROGEN H2 FROM NG WITH ELECTRIFIED SMR

From 200,000 tons of waste per year, which is the estimated requirement for one of our standard modules, about 18,000 tons of hydrogen can be generated, which can then be distributed on a large scale for use as a clean fuel or for other purposes. AGREEMENTS WITH ENI NextChem has signed agreements for MyRechemical with Eni for some of its refineries in different italian locations. In Taranto, Eni and NextChem are conducting a feasibility study examining the integration of a Waste to Chemicals process into steel production.

CIRCULAR HYDROGEN H2 FROM PLASTIC WASTE CHEMICAL CONVERSION

95%

45%

less CO2 production

Waste (feedstock)

less CO2 production Pre-treatment

Electrified SMR Water (feedstock)

Renewable Energy (power)

Nat. Gas (feedstock)

CO2

Renewable Energy (heating)

Inert

CO2

TRANSFORMING ENERGY

MAJOR INFRASTRUCTURE SYNERGIES WITH NEXTCHEM

We operate worldwide in the wind and solar power sectors through our dedicated Neosia Renewables subsidiary.

The Group strategy is based on the view that renewable energy projects have been increasing their size in many geographies and the project management experience of a reputable engineering contractor such as Maire Tecnimont can be positively recognized by international operators. Neosia Renewables provides high quality services along the whole value chain, from development and design to EPC, leveraging the Group global network. Neosia’s expertise in renewable energy infrastructure creates strong synergies with NextChem for green hydrogen production powered by sustainable energy sources.

Neosia Renewables provides high quality services along the whole value chain, from development and design to engineering, procurement and construction, leveraging our Group’s global network. Renewable energy projects have been increasing in size in many countries and our wide and deep project management experience in the engineering and contracting sectors for large projects positions us well to satisfy the most stringent requirements of all international operators. In 2019, Neosia completed work a 300 MW windfarm in Amistad, Mexico.

CHAPTER 1

NEOSIA RENEWABLES: EPC CONTRACTOR FOR SUSTAINABLE POWER GENERATION

CHAPTER 2 CHAPTER 3 CHAPTER 4

4 15

5 9

11 2

13 18

14 6 8

7 10

ONGOING PROJECTS 1

GREEN HYDROGEN PLANT USA Client: Enel Green Power United States

PLASTIC UPCYCLING Italy Client: Aliplast (HERA Group)

WASTE TO METHANOL Italy Client: ENI

BIO-REFINERY Europe Client: Producer of Renewable Fuels

PLASTIC UPCYCLING India Client: Dalmia

BIO-REFINERY Switzerland Client: Producer of Renewable Fuels

PLASTIC UPCYCLING India Client: Shakti

CIRCULAR ECONOMY SOLUTIONS India Client: IOCL - Indian Oil Corporation Limited

MAIN COMPLETED PROJECTS 9

WASTE TO HYDROGEN Italy Client: ENI

PLA ENGINEERING WORKS Thailand Client: Leading Sugar Producer

PLASTIC UPCYCLING Italy MyReplast Industries SAOLA TECHNOLOGY LICENSING Kansas, USA Client: EKAE

BIO-LUBRICANTS PLANT Italy Client: So.G.I.S. AMISTAD WIND FARM Coahuila, Mexico Client: Undiscolsed

TECHNOLOGY PARTNERSHIPS 15

RENEWABLE DIESEL USA Partner: Saola Energy 2G BIO-ETHANOL Brazil Partner: GranBio

CIRCULAR ETHANOL USA Partner: Waste to Chemicals WASTE TO SINGAS Japan Partner: JFE

CLIENT Enel Green Power North America STATUS Engineering phase

Over 10,000 tons/year C02 emissions avoided through Green Hydrogen production

NextChem Business Development Vice President

THE CHALLENGE To make the project economically viable. Green hydrogen costs four times more than standard hydrogen. We found a way to use the green hydrogen produced by Enel Green Power’s plant to make renewable diesel in Texas at Permian biofuel’s nearby plant. This renewable diesel has a lower carbon intensity so it will be valued by the market at a premium.

COVID-19 RESPONSE Thanks to the fact that we have very professional and expert local presence in Houston, and to our IT software, we have been able to manage the project during lockdown without any issues.

CHAPTER 2

KEY NUMBERS 1,500 tons/year of Green Hydrogen produced that will be utilized for the production of 30,000 tons/year of Renewable Diesel produced

Valerio Coppini

We are deploying a technology for green hydrogen on a large scale for the first time. The plant will convert 30 MW of renewable energy, to produce 1,500 tons per year of green hydrogen. This is 10 times more than the biggest electrolysis unit in operation now. Moreover, we are implementing a renewable diesel facility with our proprietary technology that transforms triglycerides from local industry feedstock.

CHAPTER 1

SECTOR Green Chemistry & Renewables

TRANSFORMING ENERGY

INNOVATION

GREEN HYDROGEN WHERE United States

LOCAL VALUE

CHAPTER 3

A new decarbonization solution that opens doors for hydrogen utilization. Thanks to the production of green hydrogen, we can optimize the use of renewable energy from sun and transform it, through a bio-refining process, into fuel for cars, or trucks.

“THIS PROJECT SHOWS THERE’S AN ECONOMICALLY FEASIBLE WAY TO PRODUCE GREEN HYDROGEN”

CHAPTER 4

UNITED STATES

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR NEW SUSTAINABILITY STRATEGY

PEOPLE

OPEN INNOVATION

TECHNOLOGICAL PORTFOLIO

DIGITAL TRANSFORMATION

HEALTH, SAFETY, SOCIAL ACCOUNTABILITY & ENVIRONMENT CULTURE

The pandemic showed yet again that our People and our technologies are the Group’s most valuable assets, enabling us to continue working safely through lockdowns around the world. Competence, entrepreneurship and adaptability are integral to our success, in a long-term sustainability vision. Maire Tecnimont reinforced its sustainability approach through a new medium long-term strategy, focused on the ESG targets linked to the UN Sustainable Development Goals. Energy Transition and Digital Transformation are the two drivers of change in our industry and the Group is actively engaged in order to progressively move towards a low-carbon and digital economy. Innovation is the key of this change. We recognize the power of open innovation, of leveraging the experience of as many people as possible to make new technologies more resilient and effective, even in the context of jealously guarded proprietary knowhow. That’s why we have adopted an open-collaboration system within our Group and a network of partners. In our case, the ability to forge partnerships between technology providers and energy companies on one hand, and companies managing raw materials like industrial waste and agricultural biomass on the other, has been a crucial success factor for the development of our green business. We have also infused our processes with digital capabilities, giving us powerful tools to engage clients, partners and stakeholders with a wealth of new data, which will generate new business opportunities.

THE FORMULA OF OUR SUCCESS | 3

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR NEW SUSTAINABILITY STRATEGY In 2020, Maire Tecnimont strengthened its sustainability commitment through a new medium and long-term strategy, with a particular focus on the energy transition. Our knowledge of the extraordinarily multi-layered potential of chemistry is a key asset in this strategy. Green chemistry can be used to recreate the molecules that until now have been made by fossil-fuel based chemistry. We are quickly developing a portfolio of transition-enabling technologies with our subsidiary NextChem, in order to mitigate the climate impact of traditional technologies and help reduce CO2 emissions into the atmosphere.

In the social arena, our Group is taking steps to create a truly multicultural, inclusive community within our organization. Because of the very nature of our business, our success will be increasingly determined by our future impact – in terms of economic, employment-related and social value, and improved quality of life and education – in the local communities where we work. We will continue to work together with our suppliers and local staff in a process of shared steps to continue to improve this positive impact.

CLIMATE, CIRCULAR ECONOMY, ENVIRONMENTAL SUSTAINABILITY

VALUE FOR TERRITORIES AND COMMUNITIES

SUSTAINABILITY STRATEGY

ce an n r

G o ve rn

CREATION OF INNOVATION THAT BRINGS WELL-BEING

ce an

OUR PEOPLE AND THE VALUE OF H&S AND DIVERSITY

Go ve 74

At a cultural and educational level, our work on research, open innovation and partnerships with universities is all geared towards providing know-how, tools, and new ideas for the energy transition. We are investing a lot of energy in promoting multi-stakeholder working groups, which are essential for pooling knowledge in order to create the basis on which to build a new sector and new skills.

e nc na er ov

Go ve rn an

In line with this new strategy, our 2021–2025 Industrial Plan approved by the Maire Tecnimont Board of Directors includes ESG targets linked to the UN Sustainable Development Goals for 2030. Our Sustainability office has been strengthened, a technical CO2 task force is being set up, and project groups have been created for the various lines of action in the sustainability plan. We have initiated significant internal stakeholder engagement and are now implementing this externally.

On the technological level, we are working on green platforms that symbiotically integrate the “new” chemistry and integrated waste chemistry. We are also launching projects aimed at improving the GHG emissions performance of traditional technologies. We are capitalizing on the efforts made in the area of digitalization in order to reap all its benefits, also in terms of reducing the carbon footprint of our activities.

THE FORMULA OF OUR SUCCESS

ENABLER OF THE ENERGY TRANSITION

ACCELERATING TOWARDS CARBON NEUTRALITY

ENABLER OF AN HYDROGEN ECONOMY

CO2 INTERNAL TASK FORCE

PETROCHEMICALS: ENABLER OF PLASTICS SUSTAINABILITY ACROSS LIFE CYCLE

Discover more about our priority goals towards 2025 on Sustainability Report 2020 (page 23).

CHAPTER 2

REPORT

NEW POWER: ENABLER OF A SUSTAINABLE USE OF GAS AS A CO-PLAYER IN ENERGY TRANSITION AND DEVELOPER OF RENEWABLES

IMPROVER OF ENVIRONMENTAL PERFORMANCES OF THE TRADITIONAL PLANTS

CHAPTER 1

FERTILIZERS: IMPROVERS OF MORE SUSTAINABLE PROCESSES AND PRODUCTS

OUR COMMITMENT WITH THE UN GLOBAL COMPACT

CHAPTER 4

MAIRE TECNIMONT IS COMMITTED TO THE FOLLOWING 14 SUSTAINABLE DEVELOPMENT GOALS ON A TOTAL OF 17 GOALS IDENTIFIED BY THE UN

CHAPTER 3

Our adoption of the UN Global Compact almost a decade ago marked the beginning of a journey of increased commitment to aligning the way we do business and create value for shareholders and stakeholders with the Compact's 10 principles. In 2020 we took another step forward in this process by signing the Women's Empowerment Principles promoted by the UN Global Compact and UN Women. The 7 principles not only provide a roadmap to help the private sector to make gender equality a reality, they also clearly and concretely mark out the actions we are committed to pursuing in order to achieve inclusion and gender equality in the workplace, in communities and in the marketplace.

PROCESSING ENERGY 2020 FACTS & FIGURES

LOCAL CONTENT IN OUR MOST REPRESENTATIVE PROJECTS

LOCAL CONTENT AND ECONOMIC DEVELOPMENT

BAYTOWN CHEMICAL EXPANSION PROJECT Texas, USA

Our extensive global presence enables us to contribute to social development, the economy and employment in many countries, including in geographical areas that are plagued by social inequity, pockets of intense poverty and low average education and employment levels. Through our presence with our offices, operational activities related to the engineering and construction projects we carry out, and our construction sites, we create job opportunities, development and stability for thousands of people. The value we create in the countries where we operate is crucial to our sustainability. It relates to our relationship with our suppliers’ supply chain and with our own supply chains, as well as to our direct contribution to them. Historically, the opportunities for local companies and workforce to participate in the engineering and construction sector have been limited. Maire Tecnimont has launched a program that encourages workforce development, the local procurement of goods and services and the improvement of the business environment to support the socio-economic development in our local communities. In 2020, Maire Tecnimont intensified its focus on the In-Country Value (ICV) requirements of each country and combined the Group’s regional approach with an integrated business plan, thereby creating a competitive advantage for the Group and the entire supply chain in the face of global challenges related to ICV issues. We develop a distinctive local approach in our projects in this area in order to respect local differences. To better evaluate the positive effects of our activities on local economies and societies, the Group has developed an internal model to quantify its footprint when operating in a territory that takes into consideration economic development, local employment and Human Capital growth. In particular, we looked at 27 key projects around the world and calculated the total spend on goods and services, together with the economic development of labour and training in the local environment. At the end of December 2020, the total amounted to approximately €3.2 billion, corresponding to 53% of the costs of the projects. 76

VACUUM GASOIL HYDROTREATMENT UNIT Donges, France NEW DELAYED COKING COMPLEX Rijeka, Croatia PROPANE/PROPYLENE SPLITTER UNIT, STORAGE & INTERCONNECTING Rijeka, Croatia

€3.2 bn

TOTAL SPEND ON GOODS AND SERVICES IN THE LOCAL ENVIRONMENT

53%

OF THE PROJECT COSTS

MAIRE TECNIMONT UP SUPPORTS SMEs To enable the sustainable growth of the Group and its supply chain, Maire Tecnimont UP supports SMEs by leveraging our experience and know-how. The Group has always been committed to ensuring the growth and flexibility of its supply chain of 5,000 Italian and foreign companies, one of the key factors of competitiveness on foreign markets thanks to their technological excellence.

The Group has provided its support to its strategic Italian suppliers, by facilitating access to credit; supporting the internationalization processes; and by strengthening training to encourage sustainable innovation. In particular, Maire Tecnimont UP includes coaching and training activities aimed at areas such as co-engineering, product and process innovation, project management, credit management, digitalization and finalization of strategic partnerships in foreign markets. Maire Tecnimont's Italian supplier base will be analyzed and categorized in order to identify the suppliers defined as 'champions' on the basis of the operational and strategic/sustainability dimensions.

EPC WORKS FOR NO. 5 REFINERY PROCESS UNITS Kvstovo, Russian Federation AMMONIA UREA PLANT Kingisepp, Russian Federation

PE PELLETTIZING AND BAGGING AREAS OF PRODUCTION PLANT N°4 Budyonnovsk, Russian Federation

AMURSKY GAS PROCESSING PLANT, UI&O PACKAGE 3 Svobodny, Russian Federation

UREA PLANT Togliatti, Russian Federation

AN, CAN, ASN GRANULATION PLANT Wloclawek, Poland

DELAYED COKING UNIT (DCU) OMSK REFINERY Omsk, Russian Federation

CHAPTER 1

FCC UNIT REVAMPING Burgas, Bulgaria

AGCC PE/PP/LAO Svobodny, Russian Federation

MODERNIZATION BAKU OIL REFINERY-HAOR PROJECT Baku, Azerbaijan

UREA UAN PLANT Gemlik, Turkey

HDPE PLANT Bathinda (Punjab), Northern India

LPG TRAIN 4 ZCINA Hassi Messaoud, Algeria

HYDROGEN GENERATION UNIT Mumbai, India

FERTILIZER COMPLEX Aswan, Egypt

TYPE OF PROJECTS: FERTILIZERS PETROCHEMICALS

EPCI OF A NEW PLATFORMING UNIT Luanda, Angola

OIL&GAS REFINING

Due to the evolution of the Covid-19 pandemic in 2020, the interconnection between our social role and the urgent – at times very tangible – needs of the regions, became even tighter. After listening to the support needs of healthcare structures, we took action to make our contribution and help at a time when

PP PLANT (RAPID) Pengerang, Malaysia HDPE PLANT (RAPID) Pengerang, Malaysia

hospitals and health personnel were under the greatest pressure, providing the necessary tools required by the emergency, as well as resources for research into possible solutions to combat the virus. Our focus continued after the first phase of the pandemic. Throughout 2020, and especially in the areas close to our construction sites, we continued to listen carefully and provide solid support for communities. In addition to the focus on Covid-19, we also kept our long-standing commitment to female empowerment in disadvantaged social communities and to training for the development of high-level skills needed by the new professional roles required by the energy transition.

Discover more about Corporate Giving on Sustainability Report 2020 (page 138).

CHAPTER 4

Corporate Giving exists and grows in synergy with the strategic actions of the Maire Tecnimont Group's Sustainability Plan. By its very nature, Corporate Giving is a tool that matches the emerging social needs of the countries where the Maire Tecnimont Group operates with the resources it makes available to contribute to community development, assisting with resilience building and returning value to local stakeholders, with an approach not only based on give-back but also on sharing skills and mutual growth.

NEW HDPE, PP REVAMPING Batangas, The Philippines

CHAPTER 3

CORPORATE GIVING

BOROUGE PP5 PROJECT Ruwais, UAE

CHAPTER 2

NAPHTA HYDROTREATHER AND SULPHUR RECOVERY UNIT Rabigh, Saudi Arabia

PP PLANT Bathinda (Punjab), Northern India

REPORT

NEW EUROPEAN PDH PLANT PROJECT Kallo (Kieldrecth), Belgium

PROCESSING ENERGY 2020 FACTS & FIGURES

360° WOMEN EMPOWERMENT VIDEO

Mumbai, India

The Group continues to invest in education and vocational training opportunities for Indian women in socially marginalised situations, seeing economic independence as the first step in steering the discussion on gender equality. Working with the local NGO CORP, for the fifth year running our Group has promoted the active participation of women living in Mumbai's slums in the economic life of their communities, through vocational courses capable of generating quality employment and micro-enterprises (tailoring, beauty parlours, training programmes, computer literacy and income generation). Full-time support services for childcare are available at the training centres, as well as study help and monthly health monitoring. In 2020, due to the spread of Covid-19 and the particular fragility of communities living in Mumbai's slums (mainly day labourers in precarious housing conditions), the women empowerment project continued in virtual form, with no face-to-face classes for both women and children, to allow for health risk awareness sessions and offer solid support to families most affected by the pandemic. Once again, the Maire Tecnimont Group has taken on board emerging needs and responded proactively, looking to the long term without forgetting the everyday life of communities and the need to support their resilience and capacity to react. Watch the video about the women empowerment project in Mumbai

CORPORATE GIVING FOR HIGH-LEVEL TRAINING VIDEO

Mangalore, India

In March 2020, a partnership was set up by the Group’s Indian subsidiary TCMPL with the National Institute of Technology Karnataka, Surathkal (NITK) (Mangalore), one of the country’s most recognised universities and research center in engineering and technology. The partnership included the creation of a pilot plant to use food waste to generate biogas. The pilot plant was designed to serve as a convenient facility for training students in the use of waste as a raw material, with a view to creating new technical skills for the energy transition. When fully operational the plant will be able to cover part of the campus’ electricity need. The Group has also set up scholarships to give even the neediest students access to quality technical training. The one-year scholarships are awarded on the basis of merit, income and gender balance. Watch the video about our cooperation with NITK

ECONOMIC DEVELOPMENT HAND IN HAND WITH CULTURAL INTEGRATION VIDEO

Svobodny, Russian Federation

Amur Gas Processing plant, located 13 km north of the city in the Amur Region of the Russian Federation, will be the largest gas processing plant worldwide with a capacity of 42 billion cubic meters of natural gas per year. Over 32,000 people of 20 nationalities are engaged in building the plant, with the UI&O P3 project involving about 20,000 people alone. Together with Amur Gas and Chemical Plant, the second project located nearby and launched in 2020 with the participation of the Group, over 40,000 people will be engaged in the joint project in its peak phase. The remoteness of the location, the size of the projects, and extreme climate conditions create a higher level of complexity both in terms of project execution and social and cultural integration, but at the same time it will represent an important opportunity for local economic development as well as a goal within the sustainability challenge. Aware of the delicate social environment in which the mega-project will be completed, an AGPP P3 Programme for Social and Cultural Integration has been set up and is in its second year of development, including several initiatives implemented at local level (volunteer programmes, sports competitions, educational programmes, scientific and cultural initiatives). In 2020 the Plan underwent a necessary remodelling in order to overcome the restrictions related to the spread of the pandemic. Inevitably, some initiatives had to be stopped, while others were implemented to respond more promptly to the needs of the local community, and in particular to relieve specific hardship situations and support the local healthcare structures serving the area. Watch the video about our social and cultural integration activities in the Amur region

PEOPLE

The environmental and digital transformation underway calls for companies to have access to new and diversified expertise. Our People are at the heart of this transformation. Therefore, the cornerstone of our Human Resources Policies is built on investing in protecting their health and safety, and promoting well-being and professional growth.

The Maire Tecnimont Group complies with the employment legislation in the various countries it operates in and the conventions of the International Labour Organization (ILO) on workers' rights, systematically promoting dialogue between the parties and constantly searching for a adequate level

(*) Without considering HSE and Social Accountability training hours.

of agreement and sharing of objectives and company strategies between parties. Promoting equal opportunities is a business priority which, through the extension of access to technology and skills development initiatives, can encourage the evolution of the company in the direction of increasing effectiveness, resilience and innovation. BREAKDOWN OF TRAINING BY CONTENT

OTHERS

PROJECT MANAGEMENT

SOFT SKILLS

34%

ICT & CYBERSECURITY

27%

HSE & SOCIAL ACCOUNTABILITY

26%

SPECIALIZED/ TECHNICAL

CHAPTER 4

During the Covid-19 pandemic, the Maire Tecnimont Group took actions – both centrally and locally – to ensure the operational continuity and coordination of around 50 national and international sites, with the primary goal of fully safeguarding and protecting the health and safety of our People.

During the pandemic the Group quickly and efficiently redesigned the delivery approach and methods for training and development activities. This effort was made possible by advanced digital and social collaboration tools already widely in use under the Group’s ongoing digitalisation process and through the MET Academy. The entire institutional training catalogue was rapidly taken online, providing for distance participation in the courses offered and the maintenance of a high level of remote interactivity for participants. Maire Tecnimont Group’s training activities boomed during 2020, increasing the number of hours by 76% to more than 110,000*. This increase in training hours was particularly significant for two particular types of instruction. Firstly, specialist technical training - like for example at our construction site in Russia, in order to get the technical certifications required by local legislation. In the area of ICT, great emphasis was placed on training for the use of IT tools and increasing awareness related to cybersecurity issues.

CHAPTER 3

To this end, last year we stood out in terms of our excellence on health and safety in every area of our business and in all phases of project execution, with zero hours lost to injury. We also achieved independent recognition for our social accountability journey aimed at ensuring the utmost focus on and protection of all the People along our supply chain. We will expand investment in continuing education through the constant improvement of the content and courses offered by our MET Academy learning platform.

MET ACADEMY TAKES THE CHALLENGE AND REDESIGNES TRAINING OFFER

CHAPTER 2

To make sure we achieve this twin transformation, the Maire Tecnimont Group fosters an environment that allows everyone's talent to emerge, through the launch of programs that promote innovation and enable our People to fully express their strengths, capabilities and potential.

THE FORMULA OF OUR SUCCESS

CHAPTER 1

Our People are at the heart of our transition towards an increasingly sustainable and more digital company. Their safety and professional growth are the foundation for our success.

PROCESSING ENERGY 2020 FACTS & FIGURES

INTERNATIONAL AND DIVERSE HUMAN CAPITAL In 2020, Maire Tecnimont Group's headcount was equal to 5,960 employees, of which 85.3% on permanent contract, registering a decrease of around 6% compared to 2019. In addition to the slow-down in hiring, this drop – above all in the Middle East, India, and the Far East areas – can however be ascribable to the normal turnover, as a result of the completion of the construction stage for several projects, which employs the greatest number of staff. In Italy, on the other hand, this decrease concerned mainly fixed-term employees. Despite the severe economic and labor market crisis caused by the outbreak of Covid-19, the company has not planned any personnel reduction activities, thereby confirming that our People are a fundamental asset in overcoming and successfully facing the current challenges.

The average age in the Maire Tecnimont Group is 42 years old, almost in line with 2019. Our People came from 74 different countries in 2020, and 88% of the 410 new recruits taken on during the year in the various regions where the Maire Tecnimont Group operates were local. For the recruitment carried out in the North Africa and Sub-Saharan Africa Region, 100% of people hired were local resources. In the Russian & Caspian Region, which had the highest numbers of new hires, the recruitment of local staff stood at around 87%. In Europe too, particularly in projects in Poland, Belgium and Croatia, the recruitment of local staff amounted to 76%.

OUR PEOPLE IN THE WORLD BREAKDOWN OF EMPLOYEES BY OPERATIONAL GEOGRAPHIC AREA

When it comes to gender diversity, 21% of the Maire Tecnimont Group's entire population were women in 2020, up 1% compared to 2019. The current rate is slightly higher than the European O&G Services sector average. As far as equal pay is concerned, 2020 data from the Maire Tecnimont Group's main European companies confirms a gender pay gap average of 93% which, for the middle manager and white-collar population, stands at an average value of 97%. Entry wage conditions are substantially equal for men and women. To provide a more structured guarantee of equal opportunities as a business priority, new expanded welfare policies were introduced in 2020, like parental leave, along with an “Equal Opportunities and Inclusion” committee. Despite the lower number of hires compared to the previous two years and the initial forecasts for the financial year, the Maire Tecnimont Group continued to invest in young people, with 32% of permanent recruitment in 2020 related to staff aged 30 or lower, 90% being graduates in engineering and other technical disciplines, and around 40% female.

AMERICAS REGION*

(*) In this representation "North America Region" and "Central and South America Region" are shown together as "Americas Region".

THE FORMULA OF OUR SUCCESS

~9,000

ITALY AND REST OF EUROPE

187

PROFESSIONALS IN ELECTRICAL AND INSTRUMENTATION

MIDDLE EAST REGION

285

RUSSIA AND CASPIAN REGION

747

INDIA, REST OF ASIA AND AUSTRALIAN REGION

CHAPTER 4

NORTH AFRICA AND SUB-SAHARAN AFRICA REGION

+3,000

EMPLOYEES

CHAPTER 3

2,712

5,960

CHAPTER 2

PEOPLE

CHAPTER 1

All the above confirms the consolidation of the local content strategy put in place some time ago, as a result of the continuous search for efficiency and quality, to develop a competitive positioning advantage and generate added value through the transfer of skills and know-how, also by including workforce along the local supply chain All the above confirms the consolidation of the local content strategy put in place some time ago, as a result of the continuous search for efficiency and quality, to develop a competitive positioning advantage and generate added value through the transfer of skills and know-how, also by including workforce along the local supply chain.

2,001

PROCESSING ENERGY 2020 FACTS & FIGURES

OPEN INNOVATION In a fluid, dynamic world, Open Innovation is more than a new cultural approach. It is also a strategic imperative. In order to create value and to compete in the marketplace, companies are choosing to make use of solutions, tools and technological expertise from outside their own walls. An Open Innovation management strategy therefore becomes a critical competitive edge. Technological and organizational innovation is important for business, and is crucial for environmental and social sustainability. Innovation for sustainability is a new area that is changing the way that sectors of industry work together. For example, Maire Tecnimont’s range of new waste-to-chemicals projects bring together the refining and waste industries for the first time.

Another example is the biofuels sector, which is based on the connections between agriculture and industry. Think of hydrogen: it calls for a change industrial processes, mobility systems, storage systems and network infrastructures. Businesses must operate as a system to promote supply chain agreements, and to make joint research and study platforms more widespread. Companies must be guided on how to use the resources that will become available over the next few years, to set up forward-looking and innovative projects with a longterm time horizon. The Maire Tecnimont Group believes that we can play an important role as enablers of this paradigm shift, both as engineering developers, and also by developing projects from technological concept through to project financing schemes. This will involve forging partnerships, engineering innovations, creating a governance structure, implementations, and even management co-participation. Our Group believes in this new approach and is funding the first University Chair in Open Innovation in Europe, at LUISS (Rome). The ecological transition is changing the geopolitical scenario, and it will require innovation in the field of politics and international relations. The drive towards environmental and social sustainability, accompanied by an ever-increasing volume of online information, is raising awareness about equity and justice. This awareness is changing our political and institutional systems, and will require new humanistic expertise and innovative forms of public decisionmaking to accompany this great change. That contribution is innovation. Continuous, growing innovation on a technological, organizational, and humanistic level.

OPEN INNOVATION, COLLABORATIONS AND STRATEGIC INITIATIVES IN 2020

VIDEO

THE FORMULA OF OUR SUCCESS

Discover more about Open Innovation

CHAPTER 1

We are one of the founders of The Milano Innovation District, or MIND, which brings together the academic world, educational and research institutions, companies, start-ups, incubators and accelerators to exchange and share resources, knowledge and technologies. Within MIND, Maire Tecnimont is leading the GreenTech thematic area together with other big energy players. Our active contribution is twofold: to offer a technological platform to facilitate commercial uses for interesting solutions, and to offer our commercial platform for the international launch of these solutions.

CHAPTER 2

In 2020, NextChem partnered with OPEN ITALY, the innovation ecosystem created within the Elis Consortium. The aim of OPEN ITALY is to foster dialogue and collaboration between large firms, Italian start-ups/SMEs and innovation enablers such as accelerators, research centers, venture capitalists and young talents through tangible innovation projects. Our participation in OPEN ITALY allows us to develop a dealflow of solutions that represent opportunities for the development of green projects.

CHAPTER 3

Discover more about MIND

Discover more about OPEN ITALY

CHAPTER 4

Maire Tecnimont picked 10 managers to take part in the SHARE YOUR TALENT pathway, the digital platform dedicated to mentoring in the field of co-innovation. SHARE YOUR TALENT brings together managers and start-ups that take part in Elis Consortium projects. It has more than 40 corporate members from different industries, and a repository that currently hosts more than 300 start-ups; its aim is to increase that number to over a thousand within a few years. The aim of the platform is to use mentoring, training and community exchange to create a virtuous circle of exchange and continuous improvement for all participants.

Discover more about SHARE YOUR TALENT

PROCESSING ENERGY 2020 FACTS & FIGURES

TECHNOLOGICAL PORTFOLIO Our technological portfolio of over 1,700 patents is a key strategic asset for the Group. We leverage our intellectual property assets and technological expertise in order to develop new commercial projects, technology alliances and licensing. Our innovation track record reaches back to the beginnings of the chemicals industry in the late 19th century. It is one of the prime areas of competitive advantage for the Group as we face an energy transition. Our R&D staff grew in 2020 in order to continue building our portfolio of proprietary innovative technologies, so that we can boost our position as a technology provider for the green chemistry, petrochemicals, fertilizers, oil&gas refining and power industries. Last year we carried out 81 innovation projects.

INNOVATION AND R&D

INNOVATION CENTERS

INNOVATION PROJECTS

PARTNERSHIPS FOR TECHNOLOGICAL DEVELOPMENT

PEOPLE INVOLVED IN RESEARCH & DEVELOPMENT

targeted investments in start-ups and partnerships, in order to create a portfolio of technologies that responds to the new needs of the ongoing revolution in energy and chemistry.

KT - Kinetics Technology and NextChem are working on an innovative proprietary technology to produce hydrogen by using natural gas and electricity from renewable sources to reduce the CO2 generated during the process by up to 45%, thus facilitating its total recovery.

We cooperate with leading research centers and industrial partners in 25 partnerships. Maire Tecnimont is funding a 15-year professorship in Chemical Engineering and Project Management at Politecnico of Milan, launched in 2018, renewing ties that date back to 1927. In 2019, we launched a professorship for Open Innovation at the LUISS Guido Carli University. Important collaborations are ongoing with Rome’s La Sapienza University in the field of energy transition technologies and socio-economic studies, and with Campus Bio-Medico, in the context of a master's degree course in Chemical Engineering for Sustainable Development. Other cooperations are in place with Salerno and Messina Universities.

The technology to produce this ‘Electric Blue Hydrogen” is also highly flexible, and this means it can be easily modularized and therefore adapted to distributed and centralized applications. Today, about 75% of hydrogen is known as “grey hydrogen”, and is responsible, along with that generated by coal, for almost 3% of global CO2 emissions. It is therefore essential to find solutions for more sustainable hydrogen production.

At global level, since 2018 we developed a collaboration in Azerbaijan with BHOS (Baku Higher Oil School). In 2020, we started a partnership in India with the National Institute of Technology in Karnataka. Further projects are underway with the Technical University of Eindhoven, the École des Mines in Paris and the Spanish research center Tecnalia.

Over the last five years, Maire Tecnimont has invested around €37 million in innovation projects, including

A SUSTAINABLE APPROACH TO PRODUCING HYDROGEN WITH REDUCED CO2 EMISSIONS

THE FORMULA OF OUR SUCCESS

DIGITAL TRANSFORMATION

Today, our Group manages a digital portfolio of initiatives within the two areas described above. Our progress has allowed us to better manage our EPC work sequences, leading to improved control of project execution times, and also greater control of HSE aspects during construction.

MAIN AREAS OF DIGITAL TRANSFORMATION FOR IMPROVING EPC PROCESSES

The Group’s digital transformation program has two main areas. The first is the digitalization of our own core processes in several different ways: by using digital enablers to increase competitiveness by reducing costs for Maire Tecnimont Group companies and for their customers, and by speeding up the bidding process and project execution.

CHAPTER 2

EXTENDED ORGANIZATION APPROACH AND ADVANCED DESIGN COLLABORATION

ROBOTIZATION AND MACHINE LEARNING

Digitalization of our own core processes enabled us to guarantee business continuity during the pandemic. During the spring of 2020, meetings on the Group's collaboration platform (Teams) increased from a few hundred to over 3,000 events per day.

SMART NETWORK MANAGEMENT

CHAPTER 3

ADVANCE REPORTING THROUGH BUSINESS INTELLIGENCE

The second main element is to create a digital advantage as an EPC contractor by incorporating digital services for new and existing clientsby improving plant productivity, by reducing operating costs and by increasing plant sustainability. We are identifying new value-generating and technology-enabled offerings; improving customer experience and therefore our business proposition; and deploying opportunities to enhance the generation of In-Country Value (ICV) in the regions where we do business.

FIELD WORKFORCE CONTROL (HSE)

ADVANCE ANALYTICS AND ARTIFICIAL INTELLIGENCE

CHAPTER 4

The Group currently manages a portfolio of different projects, newly acquired ones can be run as natively digital. The portfolio as a whole contributes to reducing the Total Cost of Plant Ownership (TCO) that we can offer our clients.

CHAPTER 1

In 2020, our digital transformation enabled us to keep working during the global pandemic, and we continue to push forward to increase our own efficiency and competitiveness though digital tools. We have already achieved a digital advantage and we added new digital services to our value proposition for new and existing clients.

Discover more about the Digital Advantage Program

VIDEO

PROCESS INNOVATION

BENEFITS:

time

quality

safety

costs

PROCESSING ENERGY 2020 FACTS & FIGURES

At the same time, by developing an ecosystem of qualified partners, Maire Tecnimont is expanding its digital portfolio to include products and services that can reduce the operating costs of industrial plants, helping to increase their sustainability by lowering CO2 emissions (for example by using process optimizers), reducing the risk of accidents affecting people and the environment through predictive maintenance facilitating the transfer of skills, and creating new job opportunities (such as advanced training systems).

Digital solutions increase worker safety during plant construction and commissioning stages, as potentially dangerous inspections can be carried out remotely, and they allow for a better analysis of “congested” work areas. The reduction of 2% of steam and of 0.5% of electricity yearly consumed by a medium-sized fertilizer plant (1500 MTPD) leads to avoiding emission of around 1,600 tonnes of CO2 per year. We can pursue this target using the new generation of process optimizers, which are under development for all the licensing companies in the Maire Tecnimont Group.

The continuous development of our digital infrastructure is one of the priority goals as we move towards 2025.

SUSTAINABLE DIGITAL TRANSFORMATION Digital transformation plays an important role in all sustainability issues. On the one hand, it dematerializes the physical concept of the workplace in favour of remote working, while on the other, it makes information and data fully transparent and accessible, eliminating role and generation gaps as well as gender and disability gaps. Our digital transformation is therefore intertwined with our sustainability strategies. Three quarters of our digital solutions support transparency and inclusiveness. Seventy percent of these solutions support good HSE practices and C02 reduction. And 25% support knowledge and skills transfer in the countries where we do business. The Covid-19 pandemic made us experience major changes in many of the basic aspects of our working environment: our concept of the workplace, the way we relate to each other, and our colleagues’ work-life balance. Remote working for office staff is just part of this shift. By dematerializing work processes, remote digital solutions also significantly reduce the environmental impact of the Maire Tecnimont Group's activities and of the operational plants. Digital transformation also encourages the transfer of know-how to local workers in the countries hosting our projects; for example, remote collaboration tools facilitate on-the-job training throughout the various stages of project development. 86

DIGITAL SOLUTIONS TO SUPPORT ESG ISSUES

75%

OF SOLUTIONS SUPPORT TRANSPARENCY AND INCLUSIVENESS

70%

OF SOLUTIONS SUPPORT HSE & CO2 REDUCTION

25%

OF SOLUTIONS SUPPORT ICV / KNOW-HOW TRANSFER

CYBERSECURITY As part of the acceleration of the digitalization process in 2020, we maintained the highest standards of IT security as an essential and integral part of our development model. As a result, no security vulnerabilities were found in the system. By leveraging an advanced IT infrastructure and through staff training we also guaranteed full data protection for customers and partners. In 2020, the Maire Tecnimont Group obtained ISO:27001 certification for the management of corporate information.

Digitalization delivers a reduction of OPEX and increases the plants’ productivity, reliability and maintainability by gathering and elaborating data through Artificial Intelligence and Machine Learning techniques.

stat rotating

PROCESS OPT. ENGINE

Maire Tecnimont Llicensed Other Licensed

PRESCRIPTIVE MAIN. SUITE

(CMMS integrated with 3d model)

COMPETENCES' IMPROVEMENT OTS + VR DIGITAL TRAINING

CONNECTED FIELD OPERATIONS HSSE PLATFORM DIGITAL FIELD FORCE

CHAPTER 3

Prescriptive and Predictive Maintenance Suite: traditional maintenance suites are improved by merging a conventional maintenance database with a 3D model of the plant. Moreover, statistical and machine learning algorithms are used to identify abnormal operating conditions and predict failures in advance. This reduces OPEX by reducing unplanned maintenance and unexpected shutdowns.

PLANT PRODUCTIVITY PREDICTIVE MAIN. SUITE

CHAPTER 2

Process Optimization Engine: by capturing process data from plant operations in a digital replica of plant processes that use machine learning models, plants can run at the nearest possible level of optimum design, in a safe and efficient manner. This cuts energy consumption, thereby reducing a plant’s carbon footprint.

MAIN AREAS OF DIGITAL TRANSFORMATION FOR IMPROVING PLANT OPERATION & MAINTENANCE CHAPTER 1

Maire Tecnimont has demonstrated that digital transformation makes possible to generate real value for Plant Owners by improving also the sustainability of industrial complexes in terms of health, safety and environmental impact perspectives.

THE FORMULA OF OUR SUCCESS

experts across geographical regions. This approach saves money and also reduces injury risk.

ASSET DIGITAL TWIN

OUR DIGITAL SUITE FOR PLANT OPERATION & MAINTENANCE

CHAPTER 4

Virtual Reality (VR) digital training and Operator Training Simulators (OTS): the virtual simulation scenario allows for safe tests for any potentially dangerous plant conditions, without creating any real risk for human beings and the environment. Plant operators are trained in advance using these tools ahead of start-up, maximizing effectiveness from the very first months of plant operation. Connected field operations: a digital HSSE platform connects operators via smart devices so they can be monitored remotely to avoid potential harm to themselves or the environment. In a fully connected plant, a Digital Field Force has data at its fingertips through mobile applications linked to a central repository and experts. Remote assistance can be provided in real time while limiting the circulation of 87

PROCESSING ENERGY 2020 FACTS & FIGURES

HEALTH, SAFETY, SOCIAL ACCOUNTABILITY & ENVIRONMENT CULTURE We are fully committed to involving colleagues, clients and subcontractors in our HSE culture, because HSE is a value in which we must all believe in and identify with.

SAFETHINK: HSE AWARENESS PROGRAM In 2018, we launched a five-year plan with the aim of defining a new multi-stakeholder approach to HSE culture. Our ongoing goal is to facilitate general empowerment of HSE awareness at Maire Tecnimont with the innovative “Safethink” brand as the basis of a new shared HSE culture and identity. In 2020 we strengthened our activities by adapting our goals to the emergency situation.

HSE COMMUNICATION CAMPAIGN We launched a “spinoff” of our proprietary Safethink brand with SafethinkCovid-19 and the related HSE campaign, to adapt to the rapidly changing scenario of the Covid-19 emergency. In addition, we issued the “Safethink Rules for Life Guidelines” to provide instructions and tools for the Rules implementation in our sites.

HSE & SA ENGAGEMENT INITIATIVES As part of its “humanizing” process, Maire Tecnimont Group decided to organize two-day workshop, bringing together 20 construction sites totaling about 33,500 people, including Maire Tecnimont's

construction team and direct and indirect workers, across eight time zones. It was an opportunity to share best practices on how staff at each site is carrying out its normal daily activities, facing the current global emergency proactively and with a strong spirit of adaptation.

HSE CELEBRATION DAYS The HAOR project celebrated 7 million hours worked without LTIs (injuries with lost working days), thanks to an exceptional HSE commitment. At the Kstovo Refinery in Russia, KT won the competition as best contractor in the HSE field and celebrated the milestone of 5 million hours worked without LTIs.

RAISE PROGRAM “Reinforce Awareness in Safety & Environment” (RAISE) is an intensive program within a TecnimontExxon Mobil Project aimed at spreading and consolidating HSE awareness and consciousness through Team building, in the form of a series of workshops on specific safety topics.

HSE & SA MULTISITE CERTIFICATIONS In 2020, we achieved the challenging SA8000 Multisite certification. With reference to the Multi-site HSE certification, we also transitioned to the new Health and Safety ISO 45001:2018 international standard. A dual goal which improves the synergies between the various companies, despite the pandemic.

HSE & SA SOCIAL INITIATIVES These social initiatives on HSE and social accountability topics are geared towards the development of local areas, engaging in activities which best reflect the Maire Tecnimont Group’s values.

TRAINING TOOLS Group's Site HSE managers achieved the important certification of their skills as HSE managers, in accordance with UNI 11720:2018, and auditor certification, in accordance with the ISO 14001:2015 and ISO 45001:2018 international standards. The Group provided over 1.2 million HSE and SA 8000 training hours in 2020 for employees at home offices and construction sites, and sub-contractors' workers.

THE FORMULA OF OUR SUCCESS

Watch the Safethink One Team, One Goal video

CHAPTER 1 CHAPTER 2 CHAPTER 3 CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

HSE CULTURE BY THE NUMBERS Over the last three years, a total of more than 301 million man-hours were worked at the Maire Tecnimont Groups home offices and construction sites worldwide. GROUP MAN-HOURS WORKED 2018

2019

2020

7,485,863

8,169,147

8,349,884

SITE MAN-HOURS EMPLOYEES & SUB-CONTRACTOR

132,635,629

105,483,828

39,220,459

TOTAL MAN-HOURS WORKED

140,121,492

113,652,975

47,570,343

HEADQUARTERS MAN-HOURS EMPLOYEES

By their nature, events categorised as LTIs(1) have a very low rate of occurrence, therefore, in order to value their trend over time it is necessary to embrace a much longer observation period than the single year; for this purpose, the IOGP, whose statistical data we use as a sector benchmark for HSE, has adopted a five-year rolling formula for the LTIR indicator and our organization has made similar processing. LTIR FIVE YEAR ROLLING AVERAGE

LTIR ﬁve-year rolling average (per million hours)

IOGP Overall benchmark

0.50

0.45

IOGP Construction benchmark

0.43

0.40 0.30

0.22

0.21

0.40

0.20

0.06

0.03

0.33 0.29

0.27

0.15

0.18

0.17

0.03

0.04

0.05

0.04

0.05

0.04

2011 2015

2012 2016

2013 2017

2014 2018

2015 2019

2016 2020

0.20 0.10

0.38

Maire Tecnimont hydrocarbons

0.00 2009 2013

2010 2014

Analysis of the trends of the last few years shows the Maire Tecnimont Group's commitment to excellence in injuries prevention. In fact our figures consistently remain well below the IOGP benchmarks, and over the last five years the trend is decreasing, as one can immediately see in the above graphic.(1) In 2020, no fatal accidents were recorded. In 2020, the Maire Tecnimont Group recorded 38.7 million LTI free man-hours worked in the Hydrocarbons BU. This is evidence of the intense focus on health and safety issues, as documented by an average injury rate (LTIR) constantly below the sector average, with a peak of zero accidents in 2020 (0.015 for 2018, 0.096 for 2019 year and 0 for 2020). Furthermore, maintaining the same reference data(2) of 2019 for 2020, the TRIR (3) indicator recorded is 9 times lower than the benchmark. (1)

Lost Time Injury (LTI) is the sum of fatalities and lost work day cases. (2) 2020 data for IOGP is not available yet (as benchmark data will be published in the second quarter 2021) and for this reason the Maire Tecnimont Group will maintain the same 2019 benchmark data also for 2020. (3) Total recordable injury rate (TRIR) is the number of recordable injuries (fatalities + lost work day cases + restricted work day cases +medical treatment cases)/man-hours worked per 1 million exposure hours. The TRIR indicator takes into account: fatalities, injuries with lost days, restricted work day cases and medical treatment cases.

365 DAYS WITH NO LTIs Despite all the difficulties faced over the last months, activities at our sites and offices have continued, ensuring both full production and the prevention of incident for Clients, and this is thanks to the huge effort made by all of us. This year our ability to perform to high standards has not changed: we reached a remarkable safety milestone, one year without Lost Time Injuries - LTI free in the Group. A total of 45 million man-hours were worked in the Maire Tecnimont Hydrocarbons Business Unit, which includes 23 construction sites across 8 time zones, from North America, Europe, Africa, the Middle East and Russia to South East Asia, with a global average on-site workforce of around 35 thousand people, including Maire Tecnimont’s construction teams and direct and indirect workers. To make this possible, on a daily basis, we adopt the correct behaviour on construction sites and at all times during our activities, to ensure that we all consistently make the right choices. We are implementing the very essence of the second Safethink campaign on “Behaviours”, within which we have defined and launched our “Safethink Rules for Life”.

VIDEO

WEBSITE

3 Discover more about SafethinkCovid-19

THE FORMULA OF OUR SUCCESS

Watch the video about resilience on our construction sites

The Covid-19 emergency called for an unprecedented safety campaign. The Maire Tecnimont Group launched a spin-off of its proprietary Safethink brand called SafethinkCovid-19, putting together a dedicated HSE effort in record time that was shared by the Group everywhere.

ENVIRONMENT

CHAPTER 2

Thanks to this communication campaign and the dedicated webpage, Italian and foreign offices and construction sites were all constantly aligned and updated with uniform downloads and material.

CHAPTER 1

Working across departments, staff developed a “Covid-19 Health Information” webpage to share guidelines and other useful information needed to cope with the Covid-19 pandemic: during a global health emergency, accurate information is essential in order to effectively manage risk and deal with critical issues. Information materials like pictograms, banners, templates, posters and roll-ups were all quickly customized and distributed. Specific HSE Policy & Behaviours documentation was drawn up and circulated, such as Maire Tecnimont Group’s entry policy for Italian and foreign offices; Construction Site Guidelines; data sheets: posters; Safety Tips; and Safety Moments to reinforce procedures to be adopted.

linked to progress on the various construction sites and the changes in the project phases and on the other the constant focus on environmental issues. The decrease in Scope 3 emissions in 2020 compared to 2019 is mainly due to the different mix of bought-in materials and the vehicles used for their transport, different phases of the projects that affect the mix of waste produced by the construction sites in the year and the lower number of business trips and/or employee travel due to the pandemic.

CHAPTER 3

With regard to Scope 1 and Scope 2 emissions, in 2020 the Maire Tecnimont Group significantly reduced the intensity of GHG emissions at its home offices and construction sites, compared to 2019 and 2018. The reduction in offices emissions is specifically due to the reduced office usage following the Covid-19 emergency. For the construction sites, this reduced impact reflects on the one hand the decrease in the hours worked

GHG EMISSIONS* SCOPE 2 EMISSIONS [tonnes of CO2 eq.]

SCOPE 3 EMISSIONS [tonnes of CO2 eq.]

Year

HQs

Construction Sites

Total

HQs

Construction Sites

Total

2018

814

221,262

222,076

9,256

22,331

31,587

n.a.

2019

501

168,643

169,144

10,089

39,700

49,789

974,049

2020

327

35,957

36,284

6,789

9,456

16,245

944,738

CHAPTER 4

SCOPE 1 EMISSIONS [tonnes of CO2 eq.]

(*)The table above shows the aggregate volume of direct greenhouse gas emissions in tonnes of CO2 equivalent generated by Group activities (Scope 1 emissions), indirect emissions from electricity consumption (Scope 2 emissions) and other indirect GHG emissions (Scope 3 emissions).

MULTI-SITE SOCIAL ACCOUNTABILITY CERTIFICATION: A SINGLE SA8000 MANAGEMENT SYSTEM AT INTERNATIONAL LEVEL Maire Tecnimont is the first group in Italy as well as the first group worldwide in the technology, engineering and construction field of the energy industry to certify a unique social accountability management system at a multi-geographic level, confirming its commitment to the well-being of its people in offices and on construction sites. Respect for human rights, the protection of individuals and the promotion of their well-being: it is thanks to its strong commitment to these fundamental values that the Maire Tecnimont Group has received a multi-site certification from Bureau Veritas Italia in accordance with the SA 8000:2014 standard. An ambitious goal, the result of a complex coordination effort among the various Group entities that were already individually SA8000 certified, particularly those with offices in Italy (Tecnimont SpA, KT - Kinetics Technology SpA, M.S.T. Manutenzioni & Servizi Tecnici s.r.l.), Germany (TPI GMBH) and the Netherlands (Stamicarbon B.V.). Today Maire Tecnimont, thanks to the invaluable collaboration of Bureau Veritas Italia, is extending its SA8000 social accountability certification beyond national borders, once again confirming its role as a pioneer in change: the certification highlights the synergies among the different corporate entities, which share a solid core of Group values, first and foremost of which is the protection and growth of people, the primary asset at the center of Maire Tecnimont's business in every country in which it operates.

WEBSITE

PROCESSING ENERGY 2020 FACTS & FIGURES

Pierroberto Folgiero, CEO and MD of Maire Tecnimont Group, commented: “The certification we have received represents an important milestone: it is another fundamental step in our journey to ensure that the utmost attention is paid to the protection of all the people who share Maire Tecnimont's DNA and values, and at the same time reinforces our commitment to the entire supply chain, an essential element of a company that firmly believes in its code of ethics. With this result we value the important work carried out in previous years, which has led to the implementation of robust and mature management systems by each of the companies included in the scope of certification”. Diego D’Amato, President and CEO of Bureau Veritas Italia, commented: “For many years, in the long history of SA8000 certification, certificates could not "cross borders" and were limited to the national perimeter. Today, the new rules provided by SAI (Social Accountability International) and SAAS (Social Accountability Accreditation Services) foresee the possibility of including sites belonging to different countries in a single certificate, provided that there is a single, centralized management, capable of guaranteeing an effective and homogeneous system for managing social accountability. Maire Tecnimont's biggest challenge was to bring together the various SA8000 certifications that already existed for the Group's individual companies under a single umbrella. Bureau Veritas is particularly proud to have certified this groundbreaking system, paying tribute to Maire Tecnimont's great organizational capacity and commitment to values that know no geographical boundaries”.

Having multi-site certification extended to different countries allows the Group to standardize procedures and methods, optimize audit times, as well as further strengthen the dynamics of exchange along its supply chain, increasing the market competitiveness of each individual entity and the Group as a whole. Discover more on the Forbes article

Discover more about the Round Table with Bureau Veritas

THE FORMULA OF OUR SUCCESS

HSE CELEBRATION DAY – HAOR PROJECT Despite the critical issues related to the Covid-19 pandemic, the Maire Tecnimont Group continues to express its commitment to HSE issues also through specific events held on construction sites, in compliance with all the necessary prevention measures.

CHAPTER 1

On the right we note the celebration day, an established practice in the Maire Tecnimont Group, of the important milestone reached in Azerbaijan, at the HAOR project construction site. In the project managed by the joint venture of subsidiaries Tecnimont S.p.A. and KT - Kinetics Technology S.p.A., 7 million man-hours were worked without LTIs (injuries with lost working days according to OSHA - Occupational Safety and Health Administration).

CHAPTER 2

This remarkable result was made possible thanks to an exceptional HSE commitment by both the HSE team and the Construction team . Maire Tecnimont top management continued to join in with the celebrations on each construction site to express its gratitude to everybody who made this significant result possible.

The HSE commitment expressed and disseminated by the Group has resulted in the Maire Tecnimont Group’s subsidiary KT - Kinetics Technology S.p.A. receiving significant recognition from an important Russian client, Lukoil.

There can be no better award for KT to celebrate the excellent milestone of 5 million man-hours worked without LTIs (injuries with loss of working days according to OSHA - Occupational Safety and Health Administration). This is a very significant achievement in a difficult working environment, rewarding all the HSE team and the Construction team’s effort, who gave their full commitment to safety and showed incredible resilience during this critical historical period. Discover more about the award

CHAPTER 4

As part of the project within the Kstovo Refinery, KT won the competition as best contractor in the HSE field, thanks to its excellent statistics and proactive approach in fully applying the values of the Maire Tecnimont Group's “SAFETHINK” culture. During the awards ceremony, Lukoil raised the KT flag at the refinery’s main entrance.

CHAPTER 3

SAFETY AWARD - LUKOIL PROJECT

PROCESSING ENERGY 2020 FACTS & FIGURES

GOVERNANCE 96 FINANCIAL HIGHLIGHTS

100

SHAREHOLDER NOTEBOOK

102

Our stakeholders’ trust in us is based on the cornerstone of our strong ethical standards, the full compliance with laws and regulations, and the scrupulous and profitable management of our finances. Our ethical principles and values go beyond compliance and guide our daily interactions with clients, suppliers, staff and other stakeholders. There can be no long-term growth without a solid ethical base. Our governance is geared toward creating sustainable value by responding to a world where the energy business is rapidly shifting from a fossil-fuel based to a much more renewable-rich type of ecosystem. This type of bottom-up reorganization of the energy industry is reflected in the much more inclusive nature of business processes, both inside and outside the company. As an international Group, our governance mirrors our awareness that individual and cultural diversity greatly contributes to the creation of both tangible and intangible value.

VALUE-DRIVEN GROWTH | 4

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

PROCESSING ENERGY 2020 FACTS & FIGURES

GOVERNANCE

Maire Tecnimont’s governance focuses on creating sustainable shareholder value, based on maintaining and strengthening stakeholder confidence through constantly ethical and compliant behaviours. Our governance system actively promotes ethics and compliance with all laws and regulations among all managers, workers and employees, fighting corruption and ensuring everybody in our group behaves with integrity in their everyday actions. Ethics and compliance are the key factors in maintaining and strengthening stakeholder confidence, which is in turn crucial to ensure our governance's main goal: creating sustainable shareholder value over the medium-long term. In order to promote business ethics and compliance, we have created two internal committees with advisory functions, the Remuneration Committee and the Control Risk and Sustainability Committee. This last committee enacts an Internal Control and Risk Management System, consisting of a set of rules, controls and grievance mechanisms to prevent illicit behavior and protect our global reputation. The cornerstones of this system are our Group Code of Ethics, our Organization, Management and

Control Model as per Italy’s Legislative Decree 231/2001 (“231 Model”), our Group Standard Procedures and the execution of audits by both the Internal Audit Department and the Supervisory Body as per Italy’s Legislative Decree 231/2001. The Board of Directors has also established a Related Party Committee with the task to carry out the duties set out by CONSOB, the Italian Authority for public companies. Maire Tecnimont’s governance is based on a traditional model, comprising a Shareholders’ Meeting, a Board of Directors and a Board of Statutory Auditors. The Board of Directors and the Board of Statutory Auditors are appointed by the Shareholders according to a slate-voting system that protects also the rights of the minorities. The number of independent directors – 5 out of 9, all non-executive directors – exceeds the requirements of both Italian regulations and Maire Tecnimont’s By-Laws. Similarly, Committees are composed of nonexecutive directors, the majority of whom are independent, including the Chairperson. Regarding gender diversity, the Board of Directors in force, with 4 women out of 9 directors, is fully compliant with the most recent laws and regulations. The Board of Directors is also well-balanced in terms of training, professional and managerial background, age, geographical origin and international experience, and compliant with the “diversity guidelines” approved by the Board of Directors in 2019.

VALUE-DRIVEN GROWTH

2 CHAPTER 1

(*) Appointed for the three-year period 2019-2021.

BOARD OF DIRECTORS* 1 FABRIZIO DI AMATO Chairman

3 LUIGI ALFIERI Director, Non Executive

5 ANDREA PELLEGRINI Independent Director Remuneration Committee Chairman

6 PATRIZIA RIVA Independent Director 7 VITTORIA GIUSTINIANI Independent Director

CHAPTER 4

2 PIERROBERTO FOLGIERO Group Chief Executive Officer and Managing Director

4 GABRIELLA CHERSICLA Independent Director Control Risk and Sustainability Commitee Chairman, Related-Party Committee Chairman

8 STEFANO FIORINI Director, Non Executive 9 MAURIZIA SQUINZI Independent Director

BOARD OF STATUTORY AUDITORS* 10 FRANCESCO FALLACARA Chairman Board Statutory Auditors

11 GIORGIO LOLI Standing Statutory Auditor

CHAPTER 3

BOARD OF STATUTORY AUDITORS

CHAPTER 2

BOARD OF DIRECTORS

12 ANTONIA DI BELLA Standing Statutory Auditor 97

PROCESSING ENERGY 2020 FACTS & FIGURES

GROUP MANAGEMENT TEAM

1 FABRIZIO DI AMATO Chairman

8 FABIO FAGIOLI Group General Counsel

2 PIERROBERTO FOLGIERO Group Chief Executive Officer and Managing Director

9 FABIO FRITELLI Group Finance Vice President

10 MARIANO AVANZI Group Planning, Control & Contract Management Vice President

4 FRANCO GHIRINGHELLI Human Resources, ICT and Process Excellence Senior Vice President

11 ENRICO ROLANDELLI Tecnimont Engineering & Projects Vice President

5 GIOVANNI SALE Group Corporate Strategy Senior Vice President, Central and South America Region Vice President

12 CONSTANTIN CIMPUIERU Tecnimont Integrated Projects Vice President

7 GIANNI BARDAZZI Group Special Initiatives and Regions Coordination Senior Vice President, Russia and Caspian Region Vice President 98

13 DARIO PRINA Tecnimont Construction & Subcontracting Vice President 14 SATHIAMOORTHY GOPALSAMY Tecnimont Services Projects Vice President, Tecnimont Engineering, Technology and Research & Development Vice President, Tecnimont Private Limited Managing Director

3 ALESSANDRO BERNINI Group Chief Financial Officer

6 PEJMAN DJAVDAN Technology President, Stamicarbon Managing Director

15 ANDREA BONACINA Head of Group Contract & Subcontract Management 16 PAOLO MONDO Group Performance Improvement & Supply Chain Excellence Vice President 17 GIUSEPPE BANFI Tecnimont Procurement Vice President 18 ROBERTO PACE KT Procurement Vice President 19 MARCO MEZZANOTTE KT Projects Execution Vice President 20 VINCENZO ACCURSO NextChem Chief Operating Officer 21 GIACOMO FERNANDO RISPOLI MyRechemical Managing Director, NextChem Waste to Chemical Senior Executive

23 OSCAR SPALMACH NextChem Chief Engineering & Projects Officer 24 VALERIO COPPINI NextChem Business Development Vice President 25 MASSIMO SICARI Middle East Region Vice President

27 SCOTT WISEMAN North America Region Vice President 28 ANDREA VENA Europe Region Vice President, KT Commercial Vice President 29 PONZIANO PRANDI North Africa Region Vice President

30 MILIND V. BARIDE Group Project Control, Contract & Subcontract Management Vice President, India Region Vice President 31 STEPHEN ZWART Stamicarbon Licensing Vice President 32 ROBERT SMULDERS Stamicarbon Innovation Vice President 33 MICHELE BRUNO KT Production Vice President 34 ALDO ALESSANDRO BERTOZZI KT Construction & Subcontracts Construction Vice President 35 GIUSEPPE GUADAGNO Tecnimont Project Risk/Opportunity Management Vice President 36 INHO JEE South East Asia and Australian Region Vice President

37 HENRI SMOLENAERS Stamicarbon Services Vice President 38 MICHELE COLOZZI NextChem Technology Carbon and Emission Reduction Vice President 39 SALVATORE ESPOSITO MST Managing Director 40 NICOLA COLACINO Neosia Renewables Managing Director and Chief Operating Officer 41 CARLO NICOLAIS Head of Group Institutional Relations, Communication & Sustainability 42 SIMONA DOLCE Head of Group Corporate Affairs, Governance & Compliance 43 DAMIANO D’ALESSANDRO Group HSE, Project Quality and Risk Management Head of Department

CHAPTER 4

26 DAVIDE PELIZZOLA Sub-Saharan Africa Region Vice President

CHAPTER 3

22 GAETANO IAQUANIELLO KT Innovation Strategy Vice President

CHAPTER 2

VALUE-DRIVEN GROWTH

CHAPTER 1

PROCESSING ENERGY 2020 FACTS & FIGURES

FINANCIAL HIGHLIGHTS 2020: SOLID FINANCIAL PERFORMANCE IN SPITE OF AN EXTREMELY CHALLENGING YEAR EBITDA

REVENUES

€2.6 bn

€172 mn

UNDERPINNED BY STRONG PROJECTS EXECUTION DESPITE COVID RELATED CHALLENGES

EBITDA MARGIN

ORDER INTAKE

BACKLOG

6.5%

€2.7 bn

€6.0 bn 2.2X

THE HIGHEST BOOK TO BILL RATIO IN THE LAST 3 YEARS

BACKLOG COVER* (*) Defined as the ratio between backlog and LTM (last twelve months) revenues.

HYDROCARBONS BU BACKLOG BY TYPE 2020

2019

3.8%

12.4%

3.4% 22.3%

E + EP: €1.0 BN

83.8%

74.3%

EPC

E + EP: €1.5 BN

GOOD MIX BETWEEN E, EP, AND EPC

100

VALUE-DRIVEN GROWTH

A LEADING PLAYER IN GAS MONETIZATION AND TRANSITION FUELS

58% 6%

CHAPTER 1

4% 88%

OF BACKLOG IS GREEN-FOCUSED

26% Petchem from Oil: use of crude oil for petrochemical products

Transition Fuels & Processes: greenfield plants for the clean fuel production as well as revamping of brownfield plants for the improvement of operation efficiency, CO2 reduction, recovery of bottom of the barrel

Other: Gas-oil separation plants, O&G traditional refining unit operations, Power

CHAPTER 2

Gas Processing & Monetization: gas treatment, use of natural gas for downstream processes (petchem & fertilizers)

BU Green: Green Business Unit

BACKLOG BY GEOGRAPHY (Dec. 2020)

(**) Out of which the vast majority pertains to the Russian Federation.

CHAPTER 3

EUROPE**

63% ASIA

2% NORTH AMERICA

10%

AFRICA

CHAPTER 4

18%

7% MIDDLE EAST

SOLID AND DIVERSIFIED BACKLOG

101

PROCESSING ENERGY 2020 FACTS & FIGURES

SHAREHOLDER NOTEBOOK Maire Tecnimont S.p.A has been listed on the Milan Stock Exchange since November 2007 (ISIN code: IT0004931058, ticker: MT).

MAIRE TECNIMONT S.P.A. SHARE CAPITAL As of December 31, 2020 EXPRESSED BY SHARES

EXPRESSED BY VOTING RIGHTS

SHARE CAPITAL

€ 19,920,679

TOTAL (# OF SHARES)

328,640,432

496,305,566

FLOAT (# OF SHARES)

160,975,298

n.a.*

48.982%

n.a.*

FLOAT (%)

(*) Following the amendments to Article 2.2.1. of the “Regulation for markets organised and managed by Borsa Italiana”, in force since March 4, 2019, the calculation of the free float was made only on the basis of the number of shares and not on the number of votes.

MAIRE TECNIMONT GROUP’S SHAREHOLDERS VOTING RIGHTS**

ORDINARY SHARES

36.64%

51.02%

24.26%

67.57%

3.13% 5.04% 4.73% 7.61% GLV Capital S.p.A.

Cobas Asset Management SGIIC SA

Other Investors

Arab Development Establishment (ARDECO)

Based on the latest official information communicated to Maire Tecnimont (e.g. shareholders’ register, official filings) (**) Pursuant to Article 120, Paragraph 1 of the Legislative Decree no. 58 of 24 February 1998 and to Article 6 bis of the By-Laws ("Voting right increase"), share capital of Maire Tecnimont S.p.A. refers to the total number of voting rights equal to 496,305,566.

102

VALUE-DRIVEN GROWTH

MAIRE TECNIMONT SHARE PERFORMANCE MAIRE TECNIMONT

The financial markets experienced a very complex 2020, with the Covid-19 pandemic putting a great deal of pressure on stock prices and on the prices of certain commodities, including oil. During the first half of the year in particular, stock prices fell sharply, especially in the oil and gas industry, as did the price of oil, driven downward both by the heightened uncertainty as to the potential developments in the health emergency and in the economic landscape and by the slowing and, at times, shutdown of local economies due to the restrictions put in place in various countries. In the second half of the year, the world’s financial and commodities markets saw a gradual recovery on the back of expectations for a resolution of the health emergency thanks to the pending approval of the first vaccines.

Within this challenging, complicated landscape, Maire Tecnimont’s stock posted a better performance for the year than our main European competitors. This is thanks to our flexible, resilient business model focused on the monetization of gas and on leading the energy transition and the green-chemicals segment. Throughout 2020, Maire Tecnimont remained keenly committed to investor relations and adapted quickly to the new means of remote interaction required during the pandemic. Maire Tecnimont interacted virtually with more than 160 investors in 2020 in the primary European and American markets.

CHAPTER 1

COVID-19

The average daily trading volume in 2020 was 1,482,358 shares, at an average price of Euro 1.71. 01/01 - 31/12/2020

HIGH (FEBRUARY 20, 2020)

2.70

LOW (OCTOBER 29, 2020)

1.09

AVERAGE

1.71

YEAR END (DECEMBER 30, 2020)

1.82

STOCK MARKET CAPITALIZATION (AT DECEMBER 30, 2020)

CHAPTER 2

MILAN STOCK EXCHANGE ORDINARY SHARE PRICE (EURO)

598,782,867

CHAPTER 3

MAIRE TECNIMONT 2020 SHARE PERFORMANCE AGAINST MAIN EUROPEAN COMPETITORS 120 110 100 90 80 70

CHAPTER 4

60 50 40 30 20 1-Jan-20 Maire Tecnimont

1-Apr-20 Saipem

1-Jul-20 TechnipFMC

1-Oct-20 Tecnicas Reunidas

1-Dec-2020 Petrofac

103

PROCESSING ENERGY 2020 FACTS & FIGURES

OUR MOTTOS

1. RIDE THE TURNAROUND!

2. TAKE THE CHALLENGE!

The challenge of our Group: impeccably deliver our portfolio through operational and financial discipline.

Managing uncertainties is the core of our job… As a sailor faces the sea every day.

MASTER THE CHANGE, BE ACTIVELY PART OF IT!

LET THE PASSION FOR RESULTS DRIVE YOUR ACTIONS!

3. EVERY SINGLE DECISION COUNTS!

4. STEP UP AND MAKE THINGS HAPPEN!

5. BE ADAPTIVE!

Our work-success is the result of a thousand single choices made in the right sequence. There is no time for procrastination.

Talk and listen directly to your colleagues. Sending an e-mail could not be a solution. Let’s keep our doors open.

Fast changes in the market create discontinuities while opening also opportunities to the most responsive players.

YOUR CONTRIBUTION MAKES A DIFFERENCE!

BEAT THE BUREAUCRATIC APPROACH!

AGILITY IS THE KEY!

6. WE ARE RESILIENT!

7. NOT JUST THE COMPANY, THIS IS YOUR COMPANY!

8. OUR TOMORROW IS NOW!

Recovering quickly from drastic changes is part of our noble and precious DNA. We live in a tough environment, but adversity made us stronger.

Building together the success of our Group creates shared value to everyone.

These are extraordinary times. If we stay focused on our corridor of growth we will be ready to build the next decade of Maire Tecnimont.

LET’S CAPITALIZE ON LESSONS LEARNT!

BE ENTREPRENEUR IN A NETWORK OF ENTREPRENEURS!

THE FLOOR IS OURS!

104

CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

105

mairetecnimont.com