Or , our new artificial intelligence tool.
The establishment of specialised companies accelerates the development of both traditional and high-potential new businesses.
We address the challenges and opportunities of energy markets through our distinctive satellite model. This is achieved by creating focused, lean companies capable of attracting new capital. These entities are dedicated to value creation, leveraging operating and financial synergies to accelerate growth. These autonomous entities, the satellites, unlock the potential of traditional and innovative high-potential energy businesses through specialised management and the involvement of strategic partners. We carve out the most dynamic and market-attractive activities from our portfolio, entrusting them to new companies built on synergies between Eni and third parties. The entry of partners into these satellites through stake sales achieves two fundamental goals: it confirms the market value of new businesses and immediately frees up additional resources to support the growth and industrial transformation necessary to remain a leader in the energy transition.
Consequently, cash flow from traditional businesses remains protected and is primarily allocated to shareholder returns. Since its introduction, the model has enabled satellites to generate value, while Eni provides support through technological know-how, stability, and strategic vision.
Carving out high-potential businesses into specialised entities capable of self-funding through dedicated external capital.
The entry of strategic partners and external capital frees up resources to pursue new strategic objectives.
Shareholder returns are ensured by the traditional cash flow generated by Eni.
Transformation is supported by the additional cash flow provided by partners.
Eni ensures stability, industrial vision, and technological know-how.
The success of the satellites translates into increased value for the entire company.
We apply the satellite model through targeted strategies across diverse business contexts. Within the energy transition, the model is operational through Enilive, Plenitude e Eni CCUS Holding, entities that have consolidated their market value thanks to the entry of strategic partners or specialised funds. In the Upstream sector, the model is applied to targeted geographical areas and low-emission production. The goal is to unlock capital and maximise growth through independent or integrated entities such as Vår Energi in Norway, Azule in Angola, SEARAH in Malaysia and Indonesia, and Ithaca, in the UK. This path towards autonomy will extend to biochemical activities with Novamont, through the launch of a new satellite company dedicated to this business.
Download document
