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Eni for 2016 | Sustainability Performance

Pay gap

2014 2015 2016
Pay gap senior managers (women vs men) (%) 97 97 98
Pay gap middle managers and senior staff (women vs men) 96 97 97
Pay gap white collar workers (women vs men) 97 97 97
Pay gap blue collar workers (women vs men) 101 97 95
Total pay gap (women vs men) 97 97 97

In 2016 the gender pay gap assessment process was 48 Countries). The results of the analysis at a global level
updated, with reference to the new perimeter according show a substantial alignment between the pay of female
to the consolidated Eni methodology which neutralizes, workers and that of male workers for the same role and
in the pay comparison, any effects deriving from seniority. There is a slight difference compared to previous
differences in role and seniority. This measurement was years but it is statistically irrelevant. For the sake of uniform
conducted at a worldwide level on a sample of more than comparison, the pay gap data from the years 2014 and
90% of the Eni population (over 30,000 resources in over 2015 were updated to the new perimeter.

Remuneration

In 2016, the pay ratio between fixed remuneration of the 28, slightly lower than in 2014 and 2015, as shown in the
CEO and average fixed remuneration of employees is table below:

2014 2015 2016
Pay ratio between fixed remuneration of the CEO and average fixed remuneration
of employees 29 29 28

The CEO’s overall pay mix is significantly focused sustainability targets, with a strong prevalence of the
on variable components, which are also linked to long-term component, as shown in the table below.

Policy mandate 2014-2016
Target Maximum
% of CEO remuneration linked on long term objectives (%) 46 51
% of CEO variable remuneration on sustainability objectives 25 33

The incidence of the long-term variable component the remuneration policy if the target or maximum level
is calculated as the ratio between long-term incentives company objectives are achieved.
and the CEO’s total remuneration, as provided for by