Impianto fotovoltaico

Integrating sustainability into our business model

For Eni, sustainability means contributing to a socially just energy transition that guarantees access to energy for everyone, while protecting the environment.

A just transition to create long-term value

The challenges faced by the global energy system, in the near future and in the coming years, are increasingly complex: in addition to environmental sustainability and universal access to energy, energy security has become one of the key objectives of the coming decades.

Eni recognises the need to be lean and flexible in coping with this trio of energy issues by adopting a model based on diversification of energy types and geographical sources, development of new technologies and the central role of natural gas. In this context, we are leveraging alliances with the countries in which we have been investing for years, focusing our objectives on a socially equitable and just energy transition.

For Eni, the energy transition is above all a technological transition that requires strong industrial and innovation capacity, along with a deep focus on social issues.

In this context, Eni aims to achieve carbon neutrality by 2050, i.e. reducing its carbon footprint to zero, thus adhering to the provisions of the Paris Agreement to hold the increase in global warming within a threshold of 1.5°C till the end of the century.

By focusing first and foremost on our customers, we want to offer them energy products and services that are fully decarbonised, taking into consideration all emissions generated along the entire life cycle (Scope 1, 2, 3).

Indeed, our activities extend to our end markets, where we sell gas, electricity and products to retail and business customers and local markets. And in order to support our growth and that of our host countries, we have incorporated the 17 United Nations Sustainable Development Goals (SDGs) into our mission , making specific commitments for each of them.

Eni's business model

Eni organically includes the principles of environmental and social sustainability in its business plan, structuring its range of actions on three levers: Operational Excellence, Carbon Neutrality by 2050 and Alliances for Development.

The Eni business model is developed on these three pillars, focusing on internal competencies and combining the use of the proprietary technologies that underlie the traditional businesses with development of a satellite model.
This integrated model is supported by the Corporate Governance system, based on the principles of transparency and integrity, the Integrated Risk Management process, functional to ensuring informed, strategic decisions through the assessment of risks and opportunities in the context of reference and the materiality analysis, which explores the most significant impacts generated by Eni on the economy, environment, individuals and human rights.

Our integrated strategy for sustainability

Eni's strategy is characterised by the use of proprietary technologies and the diversification of energy sources and makes it possible to control the whole energy value chain.

Eni articulates its actions through three levers of the business model:

Operational excellence, our commitment to enhancing the value of people, their health and safety, the integrity of assets, environmental protection, the respect of human rights, resilience and the diversification of operations and financial solidity.

Carbon Neutrality by 2050, our pathway to the total  decarbonization of products and processes which includes specific steps that will allow us to reduce our carbon footprint and achieve the decarbonization of processes and products thanks to technology. In this context, natural gas is the bridge energy source in the transition.

Alliances for development, Eni aims to reduce energy poverty in the countries where it operates by developing infrastructure related to its traditional business, but also the new frontier of renewables, with the goal of generating value in the long term, transferring its know-how and competencies to local partners (the "dual flag" approach). In those countries, we promote initiatives in support of local communities to foster not only access to energy, but also economic diversification, training, community health, access to water and hygienic services and protection of the territory, in collaboration with international actors and in line with the National Development Plans and 2030 Agenda.

Priorities, commitments and results

Sustainability is part of every aspect of our business. This connection is achieved by integrating the 17 Sustainable Development Goals of the UN 2030 Agenda into our mission. For each of them, we have set targets to be achieved in the short (2023-2026), medium (2026-2030) and long term (by 2050), linking them to specific commitments and targets, which are summarised in the table below.

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Eni's activities: the value chain

Eni is a global energy company that has a presence along the entire value chain, with high technological content, including exploration, oil and natural gas development and extraction, power generation from cogeneration and renewable sources, traditional and bio-based refining and chemicals and the development of circular economy processes. Eni’s reach extends to its end markets, selling gas, electricity and products to retail and business customers and local markets.

One of our competitive advantages is the ability to reduce the time-to-market of reserves, which together with efficient exploration helps to ensure a resilient asset portfolio to the scenario.

Pannelli solari e pale eoliche

Eni's value chain

Consolidated expertise, technologies and the geographical distribution of assets in 62 countries are the levers that strengthen our presence along the value chain.

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Sustainability governance

Eni’s corporate governance system, based on the principles of integrity and transparency, reflects the desire to integrate sustainability into the business model e della strategia d’impresa. This approach is confirmed by the adherence to the 2020 Corporate Governance Code, applied by Eni since 1 January 2021, which identifies “sustainable success” as the objective that must guide the actions of the Board of Directors and that consists of creating long-term value for the benefit of shareholders, taking into account the interests of other stakeholders relevant to the company. Evidence of solid, world-class governance is provided by the central role played by Eni's Board of Directors in managing the main issues relating to climate change and sustainability, as well as the debate within the company on strategic issues, supported by the Sustainability and Scenarios Committee (SSC) and specific Committees.

Learn more about Eni's governance

Roles and responsibilities of the Board of Directors on sustainability topics

Board of Directors
  • the Corporate Governance system;
  • the fundamental lines of the organisational, administrative and accounting set-up and the guidelines of the internal control and risk management system;
  • the strategic lines and the objectives, pursuing their sustainable success and monitoring their implementation, as proposed by the CEO.
It reviews or approves:
  • the fundamental outlines of the internal Regulatory System and the main corporate regulatory instruments;
  • the main risks, including socio-environmental ones;
  • the Policy for the Remuneration of Directors and managers with strategic responsibilities;
  • financial and non-financial reporting.
Chief Executive Officer Chairman
  • The person in charge of managing the Company, without prejudice to the tasks reserved to the Board;
  • Implements the resolutions of the BoD, informs and submits proposals to the BoD and to the Committees.
  • Central role in the internal control and risk management system;
  • Steers the BoD’s activities and ensures that Directors are trained on sustainability matters.


Sustainability and Scenarios Committee Control and Risk Committee Remuneration Committee Nomination Committee
It has propositional and advisory functions with respect to the BoD on issues relating to the integration of strategy, development scenarios and business sustainability, particularly in terms of climate transition and the protection of human rights. It supports the BoD in evaluations and decisions relating to the internal control and risk management system, and in particular in the quarterly review of the main risks, including ESG risks, and the approval of periodic financial and non-financial reports. It informs, makes proposals and provides advice to the Board of Directors on remuneration topics, and in this context proposes annual and longterm incentive systems, defining their objectives, also supporting the guidelines adopted on sustainability issues. It supports the BoD in the appointments, in the periodic assessments of the directors’ requirements and in the self-assessment process, formulating opinions to the BoD on the composition of the BoD and of its Committees also with respect to required competencies.
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