Through the strategies contained in its business model, Eni aims to create long-term value for all stakeholders.
Eni’s business model targets long-term value creation by delivering on profitability and growth, efficiency, operational excellence and handling operational risks of its businesses.
Eni identifies as main challenge of the energy industry the balance between the maximization of the access to energy and the fight against the climate change, which necessarily involves a change in the energy mix, through the reduction of carbon footprint.
Eni engages in oil and natural gas exploration, field development and production, mainly in Italy, Algeria, Angola, Congo, Egypt, Ghana, Libya, Mozambique, Nigeria, Norway, Kazakhstan, the UK, the United States and Venezuela, overall in 46 countries.
Eni sells gas, electricity, LNG and oil products in the European and extra-European markets, also leveraging on trading activities. Products availability is ensured by oil and gas production in the upstream business, long-term gas supply contracts, CCGT power plants, Eni’s refinery system as well by Versalis’ chemical plants. The supply of commodities is optimized through trading activity. Integrated business units enable the company to capture synergies in operations and reach cost efficiencies.
Since 2015, the New Energy Solutions Department has been created for the development of renewable energy. Thanks to a distinctive business model, which allows to replace natural gas consumption of the assets with solar or wind energy, Eni is able to exploit industrial, logistical, contractual and commercial synergies to create people.
This business aspect creates value for stakeholders, the company and society as a whole over time. additional value in the projects. This approach allows to reduce the plants’ energy costs and to make available a greater quantity of gas for local consumption or export.
In addition, Eni is developing various projects, not related to its assets, which will allow the distribution of green energy to national networks, and in Countries of operations.
Also in the Downstream sector, Eni has developed, in addition to the traditional business, the green production of biofuels, through the conversion of the traditional refineries of Porto Marghera and Gela into biorefineries, and has integrated traditional chemistry with a range of products from renewable sources.
Over the past three years we have made significant progress in ensuring our company is even more robust. Eni has made its structure more efficient and as a result has succeeded in becoming an integrated oil and gas company. We have concentrated on our strategic upstream sector, both in terms of exploration and development, and accelerated the reorganisation of the mid-downstream sector.
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