eni applies a unique model across its upstream business activities that focuses on being local, deploying in-house competences, and mitigating risks. Some key aspects of the model include developing local staff and suppliers, providing power to local communities, managing assets to reduce environmental impacts, and using a mix of conventional and unconventional assets to ensure production growth while improving safety and efficiency. eni's model has led to industry-leading performance such as low costs, high recovery rates, and reserves replacement exceeding 130%.
Eni: Integrated Model for Sustainable Energy Resource DevelopmentEni
Developing sustainable energy: Eni’s Integrated Model is a presentation to investors of the basic principles that feature the sustainability of Eni’s way of working.
Eni: second quarter and first half of 2016 resultsEni
Claudio Descalzi, Eni’s Chief Executive Officer, commented:
“Eni has achieved significant results in the first half of 2016, despite the weak but slowly improving market environment. Hydrocarbon production beat expectations, offsetting the suspension of activity in Val d’Agri and the disruptions in Nigeria. Our main developments are proceeding on time and on budget, allowing us to confirm our expected production growth of more than 5% in 2017. Our exploration, which is focused on near field activity, has allowed us to revise upwards our expectations for new discoveries in just six months. In mid and downstream, we have achieved positive results across all of our operations due to restructuring and efficiency measures which will continue as planned. Our strategy, including the optimization initiatives and a reduced cost base, has allowed us to absorb part of the impact of a low oil price scenario with a positive contribution of €1 billion to EBIT. We are maintaining our strong balance sheet, funding capex with our cash flow at a Brent price of 50$/bl. On this basis I will propose an interim dividend of €0.40 per share to the Board.”
“Eni has markedly improved its financial and operational performance, driven by the ongoing execution of Eni strategy across all business segments. We expect that in 2017 organic cash generation, coupled with proceeds from disposals, will allow us to fully fund our capex and dividend requirements at an oil price well below the current level.”
""Over the past three years, we have transformed Eni into a leaner and more resilient company. We have built a high margin portfolio consisting of a large number of mature projects, which will secure our production growth over the medium and long term, and a huge amount of reserves, which will give us flexibility and value."
Eni: Integrated Model for Sustainable Energy Resource DevelopmentEni
Developing sustainable energy: Eni’s Integrated Model is a presentation to investors of the basic principles that feature the sustainability of Eni’s way of working.
Eni: second quarter and first half of 2016 resultsEni
Claudio Descalzi, Eni’s Chief Executive Officer, commented:
“Eni has achieved significant results in the first half of 2016, despite the weak but slowly improving market environment. Hydrocarbon production beat expectations, offsetting the suspension of activity in Val d’Agri and the disruptions in Nigeria. Our main developments are proceeding on time and on budget, allowing us to confirm our expected production growth of more than 5% in 2017. Our exploration, which is focused on near field activity, has allowed us to revise upwards our expectations for new discoveries in just six months. In mid and downstream, we have achieved positive results across all of our operations due to restructuring and efficiency measures which will continue as planned. Our strategy, including the optimization initiatives and a reduced cost base, has allowed us to absorb part of the impact of a low oil price scenario with a positive contribution of €1 billion to EBIT. We are maintaining our strong balance sheet, funding capex with our cash flow at a Brent price of 50$/bl. On this basis I will propose an interim dividend of €0.40 per share to the Board.”
“Eni has markedly improved its financial and operational performance, driven by the ongoing execution of Eni strategy across all business segments. We expect that in 2017 organic cash generation, coupled with proceeds from disposals, will allow us to fully fund our capex and dividend requirements at an oil price well below the current level.”
""Over the past three years, we have transformed Eni into a leaner and more resilient company. We have built a high margin portfolio consisting of a large number of mature projects, which will secure our production growth over the medium and long term, and a huge amount of reserves, which will give us flexibility and value."
Supporting the Chilean government in developing a NAMA proposalLeonardo ENERGY
Ecofys supported the Chilean government to develop a proposal for a NAMA in “self-supply energy systems based on non-conventional renewable energy” in Chile. The proposal was developed in cooperation with Fundación Chile and financed by the International Climate Initiative of the German government through the Mitigation Momentum project (www.mitigationmomentum.org). The development of the proposal was undertaken in a consultative process involving key governmental, private sector and civil society stakeholders, building on existing knowledge and initiatives in the sector as well as the government’s immediate and longer-term policy and development objectives.
The full study is available at ecofys.com
Flash presentation given by Lisa O’Donoghue, University of Limerick, at the 2015 Horizon 2020 SC5 Information Day, 21/10/2015, Herbert Park Hotel, Dublin
Short and medium term strategy updated: costs and capex optimization increased; energy transition targets confirmed, and investments in businesses linked to decarbonization raised. New shareholders’ remuneration policy put in place.
Today, Eni’s Board of Directors approved the Group results for the first quarter of 2019 (unaudited). Commenting on the results, Claudio Descalzi, CEO of Eni, remarked:
“I am very pleased of the excellent industrial and financial performance delivered by Eni in IQ 2019. Particularly, in light of a substantially unchanged market scenario, the E&P business has improved its operating profit by 25% compared to the first quarter of 2018, confirming our expectations of the business growing cash generation for the full year. The results of the G&P segment also improved; the 16% increase in operating profit to €372 million puts us on the path to achieving our €500 million profit target for the full year. The performance of the Downstream R&M and Chemicals business offset the effect of weaker margins and we expect to see a broad recovery over the next nine months, particularly in oil Refining and Marketing. Overall, first quarter operations generated a cash flow of €3.42 billion, up 8% and €1.5 billion greater than the investments for the period of around €1.9 billion, which is in line with the expectations of €8 billion for the whole year. The Group confirms that it can leverage on the quality and robustness of its asset portfolio, capable of covering costs, investments and dividends at a Brent price of US$ 55, in addition to generating a cash surplus in the event of higher prices, as in current trading conditions.”
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
1. eni’s upstream model –eni s upstream model
the key to business development
13 May 2013
Claudio Descalzi
eni.com
2. exploration & production: a global presence
2012: 43 countries2007: 34 countries2005: 30 countries
2012 production 1,701 kboed
55% 22% 14% 7% 2%
Africa Europe Asia America Others
2
3. e&p: we apply our unique model throughout the business
Resource
access and
de-risking
Project
development
Asset
management
Business Activities
Being local:
unique model
for local
relationships
eni model for
resource
access
local content
and training
developing power
for local
communities
local community
i t t
Deployment of
in-house
innovative
approach to
exploration
in-sourcing
project
management to
investment
strong
competences on
reservoir
eapproach
in house
competences
exploration management to
better control
project delivery
design and
reservoir
management and
maintenance
improving
Distinctive
asset selection
Mitigation of
costs and
operating risk
development
focused on risk
prevention
safety, asset
integrity and
cost efficiency
focus on
conventional
rigorous
screening
3
4. e&p: we apply our unique model throughout the business
Resource
access and
de-risking
Project
development
Asset
management
Business Activities
Being local:
unique model
for local
relationships
eni model for
resource
access
local content
and training
developing power
for local
communities
local community
i t t
Deployment of
in-house
innovative
approach to
exploration
in-sourcing
project
management to
investment
strong
competences on
reservoir
eapproach
in house
competences
exploration management to
better control
project delivery
design and
reservoir
management and
maintenance
improving
Distinctive
asset selection
Mitigation of
costs and
operating risk
development
focused on risk
prevention
safety, asset
integrity and
cost efficiency
focus on
conventional
rigorous
screening
4
5. access to resources through strategic partnership
2012 production
Projects tailor-made to
country requirements
Prepared to invest
with a long-term view
Strong stakeholder
engagement
Tunisia
1961
Algeria
1981
Libya
1959
Egypt
1954
924
kboed
2012 production
Nigeria
1962
Congo
1968
Gabon
1981/2008
Ghana
2009
RDC
2010
Togo
2010
Kenya
2012
Liberia
2012
451
490
713
Angola
1980
Mozambique
2006
Presence since
Exploration and Production
Exploration
/ 2010
304
442
451
largest IOC in Africalargest IOC in Africa
Exploration and Production
South Africa
2011 (MOU) 94
5
largest IOC in Africalargest IOC in Africa
6. developing local staff and businesses
local managers*local employees*
Number Number
~500%~500%59%
4,613
2,898 1,198
200
local procurement** 2012
2002 2012 2002 2012
Africa and Asia
6,650 suppliers
90%
98%
73%
, pp
€10.5 bn procurement
Nigeria Indonesia Egypt
6
* Consolidated E&P subsidiaries only
** Analysis based on the Country of Registration of the Legal Entity each contract has been assigned to
7. developing power for local communities
First IOC to invest in power
generation in Africa using
Existing projects
MOUs new projects
P t ti l MOU generation in Africa using
associated gas
Major power generator: 4 plants
in Congo and Nigeria serving up
to 13 million people
Potential MOUs
to 13 million people
60% of Congolese electrical
production
20% of Nigerian electrical
production
Nigeria
Congo
MoUs for new power projects in
Angola
Further potential in Mozambique
Mozambique
Angola
access to energy for developmentaccess to energy for development
7
8. managing assets to reduce environmental impact
6030
MSm3/d Flaring intensity
Gas flaring
40
50
20
25
20
30
10
15
0
10
0
5
2007 2008 2009 2010 2011 2012 2013 2014
zero flaring by 2017zero flaring by 2017
Nigeria Congo Libya Other countries Flaring Intensity (toe/ktoe)
8
9. being local: a driver of eni’s development
Africa to underpin eni’s
Africa - production growth
kboed
3% Africa to underpin eni s
long-term production
growth
Production growth
5%
3%
ensured by a strong
pipeline of projects
African projects average
IRR >20%IRR >20%
Upside potential from
further exploration
2000 2012 2022
CAGR
building on a strong history and competitive positionbuilding on a strong history and competitive position
9
10. e&p: we apply our unique model throughout the business
Resource
access and
de-risking
Project
development
Asset
management
Business Activities
Being local:
unique model
for local
relationships
eni model for
resource
access
local content
and training
developing power
for local
communities
local community
i t t
Deployment of
in-house
innovative
approach to
exploration
in-sourcing
project
management to
investment
strong
competences on
reservoir
eapproach
in house
competences
exploration management to
better control
project delivery
design and
reservoir
management and
maintenance
improving
Distinctive
asset selection
Mitigation of
costs and
operating risk
development
focused on risk
prevention
safety, asset
integrity and
cost efficiency
focus on
conventional
rigorous
screening
10
11. deployment of in-house competences
exploration development asset management
Leverage on geological In-sourcing of core Strong central functions
knowledge of core plays
Centralized ranking and
opportunity selection
competences
New project
management model
for production,
maintenance, reservoir
management
Specific performance
Focus on near field
exploration, fast track
appraisals
k k l d
Stronger construction &
commissioning
department
d l f
p p
enhancement programs
Detailed programs to
minimize down-time
Retain key knowledge
owners
Investment in specific
R&D
Modularization of major
supplies Direct control of
maintenance activities
strong focus on training, development, knowledge managementstrong focus on training, development, knowledge management
11
12. deployment of in-house competences: our results
exploration development asset management
4% decline ratebln boe kboed
7.5 43% average recovery on oil
fields
Excellent efficiency in
operated assets
% t d
>700
from
new
j t
>2,000
3.2
3.5 2.7
2011 2012
% operated
downtime
projects
1,701
2011 2012
9.5
% non operated
downtime
2012 2016
2008-2012 discoveries
2008-2012 production
8.8
2011 2012
2012 2016
12
13. e&p: we apply our unique model throughout the business
Resource
access and
de-risking
Project
development
Asset
management
Business Activities
Being local:
unique model
for local
relationships
eni model for
resource
access
local content
and training
developing power
for local
communities
local community
i t t
Deployment of
in-house
innovative
approach to
exploration
in-sourcing
project
management to
investment
strong
competences on
reservoir
eapproach
in house
competences
exploration management to
better control
project delivery
design and
reservoir
management and
maintenance
improving
Distinctive
asset selection
Mitigation of
costs and
operating risk
development
focused on risk
prevention
safety, asset
integrity and
cost efficiency
focus on
conventional
rigorous
screening
13
14. de-risking growth through the selection of conventional assets
Production will continue to be mainly
conventional
Producing fields
Equity
production
2012 2016
conventional
85% of production onshore or
shallow water in 2016
Deepwater exposure 15% in 2016
onshore shallow water deepwater
Operatorships
Increased operatorship:
Competences & know how
Enforcement of technical & HSE
standards
Equity
production
standards
Cost efficiency
Organizational unit dedicated to
non-operated assets
2012 2016
operated non operated
14
15. major drilling incidents - prevention strategy
critical* wells operated ‘dual barrier’ policy ‘vendors feedback
Processes Technology Supply chain
by eni
headquarter real time
operations monitoring
on site eni’s supervisors
always in place
portfolio of proprietary
and distinctive
technologies to
process’ captured in the
bidding evaluation
phase
HSE performance based
critical wells operated
by others
headquarter preventive
approval of well
programs
enhance safety &
performance
contract strategy for
well construction
Conventional vs Lean Profile
p g
Operations follow-up
Notify rejection to the
operator in case of non-
compliance with eni’
standards
36”
28”
2828””
17 1/217 1/2””
Volume
Objective
to improve safety and
well performance of
our suppliers
standards
23”
17 1/2”
14 3/414 3/4””
Reduction: 56%
15
* HP/HT, deep – ultra deep water and environmentally sensitive areas
16. managing assets to mitigate oil-spill risks: new technologies
Cube TM Clean Sea
eni patented system for capturing a
subsea oil spill
innovative underwater robotic system
for asset integrity, environmental
monitoring
16
17. solutions for sensitive areas: Goliat in the Barents Sea
Technology
New concept rounded FPSOp
Use of new monitoring technology
New and improved oil-spill equipment
Additional safety features
Mechanical recovery and dispersion
from standby and supply vessels
New operational concepts for coastlinep p
Stakeholder role in response plan
Designed to minimise impact
U f h i i i COUse of onshore power to minimise CO2
emissions
Reinjection of produced water
17
18. case study: bunkering in Nigeria
Number of events
oil spills due to sabotage/bunkering
350
400
450
200
250
300
0
50
100
150
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
online reporting of all spill events by 2014online reporting of all spill events by 2014
18
20. eni actions: suspending production
Swamp area
Bayelsa bunkering losses
reached 60% of total
production
unsustainable level both on
personal safety and damage
to environment
March 22nd: eni declared
force majeure closing the
activities in the Swamp Area,
in Bayelsa State
Sabotage and illegal bunkering spills
Operational control
20
21. oil spill prevention & remediation
Fibre-optic distributed acoustic
sensing
Increased collaboration with
local authorities and
technologies asset integrity
Satellite imaging
Chemicals and plugging materials
Pressure monitoring systems
communities
Investments in asset integrity
Modified Carry Agreement to
sustain planned projectssustain planned projects
Upgrading oil spill management
remediation
Upgrading oil spill management
system for rapid reaction
Effective remediation and clean-
up certified against international
standards
CLOUGH
CREEK
TEBIDABA
standards
Pilot test of alternative
remediation technology ready to
be finalized by 2013
)))))))((((((
21
22. operational results: safety and efficiency
1.76 1.84 1.82
293 307 320
TRIR ZERO blow-outs
safety
0.51
0.32
1.04
0.880.91
0.73
0 0 0
AVG 2007-2011 2012 2013 Jan./Apr.
company contractor global
2005-09 2010-11 2012
Blow-out frequency
(per thousand)
avg drilled operated
wells per year
efficieny
7 96
8
10
12
Industry-leading low opex
Focus on conventional assets
efficieny
$/bbl
5.8
6.4 6.8
7.9
0
2
4
6
08-10 09-11 10-12 13-16E
Focus on conventional assets
Safety processes part of efficient
management systems
22
Benchmark group** eni
* n. of Total Recordable Incidents/Mln of worked hours
** XOM, CVX, COP, BP, RDS, TOT, eni. Company data and Wood Mackenzie
23. conclusions: the benefits of our distinctive approach
Resource
access and
de-risking
Project
development
Asset
management
Business Activities
Being local:
unique model
for local
relationships
2013-2016 strategic plan
Deployment of
in-house
eapproach
1bn boe/yr of new discoveries
Unit exploration cost of $2/boe
in house
competences
Distinctive
Proved Reserves Replacement Ratio >130%
Production growth CAGR >4% to 2016 and >3% to 2022
Mitigation of
costs and
operating risk
Internal Rate of Return of new projects around 20%
23
Strategic plan price deck: 90$bbl 2013-2016 +2%/year afterwards
25. eni model: focus on compliance and control
Top Level Commitment
Legal Support Unit
Top Level Commitment
Board of Directors
Top Executives
Ad ti d I l t tiLegal Support Unit
Anti-bribery & corruption legal focal point
Risk assessment approach
Constant updates of the programme
Reports to the control bodies
Management System Guidelines compulsory to all
Eni and subsidiaries in Italy and abroad
Best effort made to apply the model to non
operated Joint Ventures
Due Diligence on partners
Adoption and Implementation
Management System Guidelines approved
by the Board of Directors
Anti-Bribery & Corruption Programme
Due Diligence on partners
by the Board of Directors
Comprehensive rules and procedures
Reinforcing “Zero Tolerance”
Disciplinary measures to employees and
suppliers
Best in class anti-bribery policies and
processes
Extensive compulsory training: e-learning
and workshops
25