5.1 bn
€
shareholder remuneration
Eni stands as a strategic investment opportunity for those seeking solidity and innovation within the global energy sector. Our clear growth strategy, supported by an integrated business model and an attractive shareholder remuneration policy, makes us an appealing choice for those aiming for diversification and stability in their portfolio.
Our ability to generate value even in complex contexts, coupled with strong financial goals, reinforces our appeal as a key investment opportunity. Most importantly, Eni shows significant financial resilience, which helps ensure the flexibility required to support investments and continue to reward shareholders in a beneficial way.
The latest financial data highlight strong economic results, supported by stable production and investments focused on innovation and decarbonisation. At the same time, we have reinforced our commitment to sustainability by reducing CO₂ emissions and expanding our renewable energy portfolio. Key growth indicators confirm a positive trajectory, aligned with long-term objectives, both from an industrial and an environmental point of view. Our shareholder remuneration policy confirms the increasing growth in value as we implement our strategy.
Are you a small individual investor looking to explore our strategy further? Visit our dedicated section.
Scammers on social media are offering quick-win schemes via digital platforms, investment courses or bogus job offers and use Eni’s name or that of high-profile figures to lend them credibility.
Eni is focused on the future through the development of cutting-edge technological solutions. To support these long-term growth plans, we continuously optimise our corporate structure, aiming for maximum efficiency. In this context, the satellite model is a key element of Eni's business growth plan, as it enables the creation of dedicated and financially autonomous entities, such as Enilive and Plenitude. These high-growth businesses are designed to support customers in decarbonisation through integrated value chains that attract specialised capital and accelerate the development of energy transition-related businesses, while also making their market value clear. As they continue to grow, these companies become an increasingly significant source of additional revenue, diversifying and enhancing our overall value. At the same time, we are continuing to develop traditional businesses through other subsidiaries controlled by the Group, focusing on advantageous, low-emission assets related to natural gas and LNG. The satellite model thus serves as the lever that allows us to actively pursue various aspects of the energy trilemma, providing greater flexibility, specialisation and access to capital for the different business lines, making the energy transition more effective and sustainable across all dimensions.
The global energy market analysis for 2024 highlights a complex environment, characterised by a dual challenge: ensuring supply security in the face of rising demand, while simultaneously accelerating the decarbonisation process.
In this context, Eni's strategy is proving particularly resilient and far-sighted. On the one hand, the strength of our Oil & Gas operations effectively addresses the growing global demand, which, according to our annual statistical review, the World Energy Review, in 2024 saw oil consumption rise to 102.8 million barrels per day, particularly in non-OECD countries (China, India, Latin America, Middle East), which accounted for over 60% of the global increase. This ability to meet a primary need ensures operational stability and generates the cash flow necessary to support investments and shareholder returns.
On the other hand, natural gas, despite experiencing a phase of uncertainty, has confirmed underlying growth in consumption, while renewable energy has reached a new record with around 560 GW of new capacity installed. This trend reaffirms growth opportunities in a sector where Eni is already positioned as a leading player.
Strategic energy sector indicators in 2024.
Robust operational efficiency and ability to generate value in a challenging scenario
Indicator | 2024 | 2023 |
---|---|---|
Profit per boe (1)(3)( ($/boe) | 11.3 | 14.5 |
Opex per boe (2)(4) | 9.2 | 8.6 |
Cash flow per boe | 17.3 | 19.4 |
Exploration and development cost per boe (b) | 22.7 | 26.3 |
Useful residual life of proven reserves (years) | 10.4 | 10.6 |
Organic replacement rate of reserves (%) | 124 | 69 |
Portfolio cash breakeven ($/boe) | >30 | >25 |
The 2024 Eni data, available in digital, interactive , and browsable format, show a clear trend: short-term profitability (Profit and Cash Flow per boe) decreased, an expected effect due to lower oil prices. Nevertheless, Eni continues to maintain strong cash generation.
The real news for investors, however, lies in the operational data, which demonstrate two strategic successes:
Despite market volatility, our management has achieved significant operational results. Eni has become more efficient and has secured its reserves for the future. These are the strongest signs of high-quality management and a solid long-term outlook.
Learn more on the Market Share page.
The global energy market analysis for 2024 highlights a complex environment, characterised by a dual challenge: ensuring supply security in the face of rising demand, while simultaneously accelerating the decarbonisation process.
In this context, Eni's strategy is proving particularly resilient and far-sighted. On the one hand, the strength of our Oil & Gas operations effectively addresses the growing global demand, which, according to our annual statistical review, the World Energy Review, in 2024 saw oil consumption rise to 102.8 million barrels per day, particularly in non-OECD countries (China, India, Latin America, Middle East), which accounted for over 60% of the global increase. This ability to meet a primary need ensures operational stability and generates the cash flow necessary to support investments and shareholder returns.
On the other hand, natural gas, despite experiencing a phase of uncertainty, has confirmed underlying growth in consumption, while renewable energy has reached a new record with around 560 GW of new capacity installed. This trend reaffirms growth opportunities in a sector where Eni is already positioned as a leading player.
Strategic energy sector indicators in 2024.
Robust operational efficiency and ability to generate value in a challenging scenario
Indicator | 2024 | 2023 |
---|---|---|
Profit per boe (1)(3)( ($/boe) | 11.3 | 14.5 |
Opex per boe (2)(4) | 9.2 | 8.6 |
Cash flow per boe | 17.3 | 19.4 |
Exploration and development cost per boe (b) | 22.7 | 26.3 |
Useful residual life of proven reserves (years) | 10.4 | 10.6 |
Organic replacement rate of reserves (%) | 124 | 69 |
Portfolio cash breakeven ($/boe) | >30 | >25 |
The 2024 Eni data, available in digital, interactive , and browsable format, show a clear trend: short-term profitability (Profit and Cash Flow per boe) decreased, an expected effect due to lower oil prices. Nevertheless, Eni continues to maintain strong cash generation.
The real news for investors, however, lies in the operational data, which demonstrate two strategic successes:
Despite market volatility, our management has achieved significant operational results. Eni has become more efficient and has secured its reserves for the future. These are the strongest signs of high-quality management and a solid long-term outlook.
Learn more on the Market Share page.
We offer solid returns to shareholders with growing dividends and buybacks. Our energy leadership is based on targeted investments, operational capability, and a consistent commitment to global exploration and development.
In 2024, the dividend increased to €1 per share (+4% vs 2023), and in 2025, it will rise to €1.05 (+5%). With over 10.7 million shares repurchased, we reaffirm our strength, confidence in the future, and commitment to delivering v
Eni’s global leadership is based on significant production data. Investments in exploration and the development of new resources ensure growth and a steady supply of energy to meet global demand.
According to our Strategic Plan 2025-2028, we forecast a gross investment plan of €33 billion, reaffirming our commitment to supporting growth and the energy transition. Taking into account the contribution of net proceeds from portfolio operations, total net investments amount to approximately €27 billion. In 2025 alone, gross investments will range between €6.5 billion and €7 billion, supporting core activities and low-emission projects.
For investors focusing not only on financial solidity but also on a responsible future for energy, we present a distinctive approach to sustainability. We propose a gradual and realistic transition model, where traditional energy sources coexist synergistically with new technologies. This technical and pragmatic approach is reflected in concrete data and ambitious objectives, outlined in the annual report Eni For 2024, a document through which Eni communicates its commitment to a Just Transition in an accessible and transparent manner.
In 2024, we recorded a 55% reduction in net greenhouse gas emissions in the Upstream sector (on an equity basis) compared to 2018. By 2025, we will strengthen our leadership in the energy transition through two parallel strategic paths. On one hand, we will accelerate the generation of clean energy and the development of electric mobility, aiming to reach 5.5 GW of installed renewable energy capacity and a network of over 24,000 electric vehicle charging points. On the other hand, we will lead the transformation of sustainable mobility, increasing our biorefining capacity to 1.65 million tonnes per year.
Eni demonstrates a profound commitment to enhancing human capital, translating this vision into clear and measurable objectives for the coming years. We actively promote inclusion and gender equality within our workforce, aiming to increase the female population by 4% by 2030 compared to 2020, with a particular focus on achieving a 3.8% increase in the presence of women in leadership positions (senior and middle managers) over the same period. Additionally, we foster a culture centred on continuous learning and valuing every individual contribution: strengthening our internal skills is also a strategic choice that provides us with a competitive advantage, while others have opted for outsourcing. Completing this holistic commitment, we extend our actions on a social level, aiming to reach over 20 million people by 2030 through local development projects, highlighting our willingness to make a tangible contribution to the well-being of communities.
Testo: For the future, in line with our long-term Strategic Plan, we leverage our strengths by integrating established activities with emerging initiatives, through solid and synergistic business models aimed at competitive growth and sustainable returns.
A strengthened financial structure supports a resilient, innovative and flexible business, capable of generating long-term value.
Activity area / Category | Target / Main data |
---|---|
GHG emissions | Upstream Net Zero Carbon Footprint (Scope 1+2) (1) |
Carbon offset | ~15 million tonnes/year in offset CO₂ emissions |
Retail | 15 million customers in our portfolio (2) |
Renewables | 15 GW installed electric generation capacity (2), (3) |
Electric vehicles | 40,000 charging points (2) |
Biorefining | > 5 million tonnes/year capacity |
Oil & gas | Production plateau with gas component higher than 60%(4) |
Carbon capture & storage | >15 million tonnes/year in CO₂ storage capacity (gross capacity before 2030) |