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Eni's 2019-2022 strategic plan

Creating value for stakeholders through the energy transition

Fast. Efficient. Responsible.

Building on the strong foundations laid in previous years, the 2019-2022 Strategic Plan marks a new era in the company's evolution towards becoming a world-leading global energy provider. Having completed the transformation of its own business model, which is now more straightforward and faster, with a more efficient value chain, Eni is able to consolidate its own organic growth across all of its businesses by capitalising on three main strengths: integration, efficiency and use of technology. Technology will play a strategic role in all sectors, contributing to global recognition of Eni's operational excellence, facilitating the decarbonization of all our activities and developing industrial efficiency through the circular-economy model.

2019–2022 Goals

Integrating our business along the value chain while maintaining a relentless focus on efficiency and on the deployment of new technologies is the cornerstone of Eni's strategy. We are building a stronger, more integrated company, strengthened by new drivers of growth that will make Eni even more resilient to price cycles. Business integration combined with rigorous financial discipline and a strong commitment to digitalization and decarbonization will create new opportunities for growth and generate added value for shareholders.


How we have changed, the results we have achieved and the goals we have set for ourselves.

Eni's 2019-2022 Strategy: creating value through the energy transition

We have transformed ourselves into forerunners of change, acquiring the knowledge and tools to make us faster every day. By investing in technology and skills, we have achieved one of the fastest times to market and one of the lowest break-even points on the market. Thanks to new exploration and development contracts, we have expanded our range and increased our refining capacity. Decarbonization, sustainability and circular economy have become integral parts of our business. 

Decarbonization as a priority

Decarbonization is structurally embedded in our overall strategy and represents a significant part of our ambitions for the future. It is integrated in our business model and translates into in short-, medium- and long-term actions with an unwavering commitment to scientific and technological research, as we seek to achieve maximum efficiency and find innovative solutions to ease the energy transition.

As a first step, our goal is to achieve net zero emissions (Scope 1) in our Upstream business by 2030. Our strategy includes:

  • Increased efficiency to minimise direct Upstream CO2 emissions. We will eliminate process flaring and reduce methane leakage by 80% by 2025.
  • Growth in low-carbon sources, making gas a greater part of our portfolio and focusing on biofuels.
  • An increase in zero-emission sources, such as renewables and, in the longer term, magnetic fusion.
  • A key role will be played by the deployment of new technologies, aimed at both capturing and using carbon emissions from our operations, as well as further research in innovative solutions that can be implemented throughout all our businesses.
  • We expect forest conservation to become a key focus.
  • There will be a renewed focus on circular-economy principles within the decarbonization process.