This document summarizes an Eni seminar on the upstream oil and gas industry and Eni's strategy and positioning. It discusses the main challenges in finding, developing, and managing resources. It then outlines Eni's strategic approach to exploration focusing on conventional plays, its strong project pipeline, and industry-leading low decline rates. The document provides details on Eni's exploration strategy and performance in key areas like the Barents Sea, East Africa, West Africa pre-salt, and unconventionals. It also discusses Eni's efforts to strengthen project delivery and its robust portfolio of projects out to 2022, with Africa underpinning long-term growth.
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: 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 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.”
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$/bl. On this basis I will propose an interim dividend of €0.40 per share to the Board.”
Alkane Resource's corporate presentation at the Association of Mining and Exploration Companies (AMEC) Convention in June 2017. More info at alkane.com.au.
“Eni has markedly improved its financial and operational performance, driven by the ongoing execution of Eni strategy across all business segments. We expect that in 2017 organic cash generation, coupled with proceeds from disposals, will allow us to fully fund our capex and dividend requirements at an oil price well below the current level.”
Eni: second quarter and first half of 2016 resultsEni
Claudio Descalzi, Eni’s Chief Executive Officer, commented:
“Eni has achieved significant results in the first half of 2016, despite the weak but slowly improving market environment. Hydrocarbon production beat expectations, offsetting the suspension of activity in Val d’Agri and the disruptions in Nigeria. Our main developments are proceeding on time and on budget, allowing us to confirm our expected production growth of more than 5% in 2017. Our exploration, which is focused on near field activity, has allowed us to revise upwards our expectations for new discoveries in just six months. In mid and downstream, we have achieved positive results across all of our operations due to restructuring and efficiency measures which will continue as planned. Our strategy, including the optimization initiatives and a reduced cost base, has allowed us to absorb part of the impact of a low oil price scenario with a positive contribution of €1 billion to EBIT. We are maintaining our strong balance sheet, funding capex with our cash flow at a Brent price of 50$/bl. On this basis I will propose an interim dividend of €0.40 per share to the Board.”
Alkane Resource's corporate presentation at the Association of Mining and Exploration Companies (AMEC) Convention in June 2017. More info at alkane.com.au.
Objective Capital's Global Resources Investment Conference 2011
Stationers' Hall, City of London
27-28 September 2011
Day 1- Session 3: Strategic metals – the resources everybody wants
Speaker: Gary Billingsley, Great Western Minerals Group
Day 1 - Session 1: Strategic metals and the clean-tech revolution
Outlook for Tungsten
Objective Capital Global Mining Investment Conference 2010
Stationers' Hall, City of London
28-29 September 2010
Speaker:
Brian Wesson - Woulfe Mining
Investor presentation delivered by Kingsgate Consolidated's General Manager for corporate and markets Joel Forwood, at the Gold Investment Symposium held in Sydney, 8th and 9th October 2014
Syrah presentation for graphite conference November 2013saituysal
Graphite and Graphene conference in New York, on 25-26th November 2013. This presentation explains comprehensive analysis of market and market capacity for Graphite.
CCS technology development Norway - key activities - learnings – way forwardGassnova SF
GASSNOVA HAS A MAJOR AND
VERY DEMANDING MANDATE,
given to us by the nation of Norway: We are to help provide solutions
for CO2 capture and storage (CCS), so that humanity does not make
this world uninhabitable for coming generations.
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.”
Our performance in the third quarter, which allowed us to record cash flow from operations of €4.1 billion, double what we achieved in the same period last year and, even more remarkable, 35% higher than the
previous quarter. All the businesses have performed well, with the Upstream division showing that it can thrive in an
environment of either flat or increasing oil prices. The Mid and Downstream businesses continue their recovery,
demonstrating sustainable profitability despite an unfavorable environment."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3. 3
industry main challenges
Access to new material plays
Increasing complexityFinding resources
Harsher environments, more complex projects
Capacity constraints
Delayed project execution
Developing resources
High decline rates
Increasing maintenance costsManaging resources
Operational risk
Relationship with host countries
Preserving resources
4. 4
eni strategy and positioning
Industry challenges eni positioning
Exceptional exploration success
Strategic approach
Concentrated on material conventional plays
Strong project pipeline
Limited delays on some projects
Improving project delivery capacity
Industry-leading low decline rate
Leading performance on reservoir management
Operational efficiency
Risk management and eni model
Low-risk portfolio
eni model
Finding resources
Developing resources
Managing resources
Preserving resources
5. 5
Industry challenges eni positioning
Exceptional exploration success
Strategic approach
Concentrated on material conventional plays
Finding resources
eni strategy and positioning
Strong project pipeline
Limited delays on some projects
Improving project delivery capacity
Industry-leading low decline rate
Leading performance on reservoir management
Operational efficiency
Risk management and eni model
Low-risk portfolio
eni model
Developing resources
Managing resources
Preserving resources
6. 6
our approach: we have strengthened process and competences...
Objectives
Materiality and cost-
effectiveness
Short time to market
Coverage of emerging
basins and themes
Process
Centralized control of opportunities ranking
and selection
Leverage on geological knowledge of core
plays
Long-term strategic studies of new basins
60% of investments on proven basins and
near fields
Specific process and function to accelerate
appraisals
Investment in people and
technologies
Retain key knowledge owners
Investment in specific R&D
7. 7
0
1
2
3
4
5
6
7
2008 2009 2010 2011 2012 2008-12
... delivering increasingly strong results...
Per year Cumulative
Norway - Barents
Ghana
Mozambique
Emerging basinsCore areas/fast
time to market
Egypt
West Africa
Pakistan
Italy
Indonesia
Cumulative
production
Exploration performance Main discoveries
Bboe
> 6 Bboe
Average UEC 2008-12YTD: 1.3 $/boe
* *
* 2012 discoveries reflect only those included in H1
8. 8
... and underpinning our exploration strategy
Main exploration targets
Togo, Kenya
West Africa pre-salt
Unconventional
Egypt
Tunisia
Pakistan
Angola offshore
Pacific gas
GoM
East Africa (Rovuma
basin)
Barents Sea
(Norway and
Russia)
Gulf of Guinea
transform margin
High
Materiality
Emerging
basins and
themes
Time to
market
2012-2015 target: 1 Bboe of discoveries per year at 2 $/boe
9. 9
key exploration plays 2012-2015
Barents Sea – Mesozoic/Paleozoic West Africa Pre-saltWest Africa Post-salt Cretaceous Libya
Tertiary play Niger DeltaAustralia – Indonesia
JPDA/Timor- Jurassic Play
Cretaceous Turbidites ASIA – Plio
Miocene Plays
GoM – Plio/Miocene & Wilcox Clastic Play Nile Delta UnconventionalCreta and Jurassic
Western Desert
eni’s portfolio – key exploration plays 2012-15
Luca Bertelli, EVP Exploration
East Africa Tertiary Turbitides
10. 10
Barents Sea: emerging high-materiality basin
Norway: with Statoil,
leadership position in the area
500 Mbbl recoverable in
Skrugard and Havis, upside of
500 Mboe (100%)
5 wells in 2013
Russia: implementing
strategic agreement with
Rosneft
Strategic agreement signed in
April 2012
Implementation agreements well
under way
2D-3D seismic acquisition in
2013-2014
Start of drilling in 2015
Operated
Not operated
PL226
PL533
Salina
PL529
Bonna
PL201
PL489
PL229
Goliat
PL608 PL532
Skrugard/Havis
PL657 Shtokman
Central Barents
15,700 Km2
Fedinsky
38,100 Km2
11. 11
East Africa: leading player in an emerging province…
Early mover
advantage
Innnovative
geological models
Leadership in
terms of discovered
resources and net
acreage
Discovered equity resources (MMBoe) – Top 10
Eni Ophir Energy Total Statoil Camac Petronas Anadarko BG Petrobras Sasol
Eni Anadarko ENH Mitsui &
Co
BG Statoil Ophir
Energy
Videocon Bharat
Petroleum
KOGAS
Net acreage (km2) – Top 10
Source: WoodMac
Source: WoodMac
0
500
1,000
1,500
2,000
2,500
3,000
3,500
0
10,000
20,000
30,000
40,000
50,000
12. 12
… leveraging on our geological knowledge of Rovuma Basin
Tertiary turbiditic plays
Mamba complex discovery
Gas in place estimate up to 70Tcf
Unique characteristics:
Exceptional thickness (up to
500m)
Pressure communication and
hydraulic continuity along large
distances
Extremely productive wells
Rapid drilling and completion
Unprecedented size and characteristics
13. 13
West Africa pre-salt: consolidating position in a new play
Onshore and shallow waters
Congo – M’Boundi nearfield: 3 to 4
additional wells by end 2012
Congo – Marine XII: drilling in 2013
Angola – Cabinda: drilling to start in 2013
RDC: finalizing 2 prospects to be drilled
Deepwater – Angola block 35
3D seismic in progress
Drilling to start in 2014 Angola
Gabon Congo
DRC
Pre-salt acreage
14. 14
Pacific gas: high materiality with short time to market
Expansion in Pacific region
Indonesia
Expansion of the Jangkrik pliocene
play
New acreage in successful play
near existing LNG infrastructures
Australia
Significant equity entry into
potential LNG-style projects
China
Expansion in the Deep Water Pearl
River Mouth Basin
Vietnam
New country with high
prospectivityeni assets New acreage
Bukat/
Bulunggan
Jangkrik
Jangkrik NE
Arguni 1
NT/P68-Heron
NT/48-Evans Shoal
North Ganal &
East Sepinggan
3 licenses
30/27
15. 15
a targeted unconventional portfolio
Low unit
costs
Developed
infrastructure
Strong gas
market
Synergies
with existing
operations
~ 1 Bboe of prospective resources
Shale gas in USA
Barnett shales
ongoing operations
East Europe
Poland - three vertical wells
drilled; started fracking
campaign in 2H 2012
Ukraine: finalized agreement
for the exploration of 9
blocks in the Lviv Basin
China shale gas
Negotiations to access shale gas blocks
in Sichuan and Guangxi Basins
Indonesia Sanga Sanga CBM
Appraisal & pilot project, gas to Bontang LNG
plant. In 2013 drilling of additional clusters.
Pakistan
Regional study completed.
Shale gas prospective areas
identified
Unconventional oil
in Sub-Saharan
Africa
Tar sands Congo:
exploration in
Tchikatanga and a
mining pilot project in
2H 2012
Shale & tight gas
in North Africa
Algeria/Tunisia -
ongoing acquisition
of geological
information. Activities
will start in 2013.
16. 16
Industry challenges eni positioning
Developing resources
eni strategy and positioning
Strong project pipeline
Limited delays on some projects
Improving project delivery capacity
Exceptional exploration success
Strategic approach
Concentrated on material conventional plays
Industry-leading low decline rate
Leading performance on reservoir management
Operational efficiency
Risk management and eni model
Low-risk portfolio
eni model
Finding resources
Managing resources
Preserving resources
17. 17
DelayBudget
Industry performance
~20%
Industry average*
Capacity constraints in
construction/shipyards
Longer delivery time of critical
equipment
Lack of flexibility in EPC turn-key
models
Lack of performance during
commissioning
Extensive FEED review required
after sanction
project delivery: industry challenges
* IPA 2011
Project execution performance
Market capacity
18. 18
main 2012-2015 start-ups
eni positioning: a robust and diversified portfolio
Overall portfolio of
more than 120
projects over the next
10 years
40 projects with 2P
reserves >300 Mboe
Limited impact from
some project delays
>1.3 Mboe/d of new
production at 2022
19. 19
Stronger construction & commissioning
department
More effective supervision of project sites
Improved constructability and construction planning
Modularisation of major supplies
Long-term frame agreements
Market
capacity
Insourcing of core competences
Improved quality and control of front-end
engineering
Strengthened project execution skills and capability
New project management model
Strengthened project management capabilities
Reinforced monitoring on both operated and non
operated projects
Project
execution
performance
1,200 new hires in 4 years
new initiatives to further strengthen our position
20. 20
Barents Sea
Yamal
Far East
Kazakhstan
Sub-Saharan
Venezuela
North Africa
2012-2022: update on main hubs
Perla
Junin
Sankofa
Gye Nyame
OPL 245
Brass LNG
West Hub
East Hub
ALNG
Kizomba Sat.
Mamba
Jangkrik
Jau
Kutei Basin
Heron Blackwood
Evans Shoal
MLE
CAFC
EL Merk
Wafa compr.
Bahr Essalam Ph. 2
Goliat
Skrugard
Havis
Kashagan EP
Karachaganak ph 3
Samburskoye
Yaro/Yakhinskoye
Urengoskoye
Yevo Severo
7 major growth hubs
21. 21
Roberto Casula, EVP Africa & Middle East
Sub-Saharan
North Africa
The backbone of our production and growth
Africa
Sankofa
Gye Nyame
OPL 245
Brass LNG
West Hub
East Hub
ALNG
Kizomba Sat.
Mamba
MLE
CAFC
EL Merk
Wafa compr.
Bahr Essalam Ph. 2
22. 22
Equity production at 240 kboe/d in
FY2012
Successful restart of all fields
following crisis
Strong additional potential:
4 exploration licenses (Area A, B,
D, and Area 186 Kufra)
Accelerated development of
discovered resources onshore and
offshore
Libya
North Africa: legacy area with development potential
23. 23
Excellent track record on
continuity of operations
Successful near field exploration
at Emry Deep:
40 Mboe of oil (100%)
12 kboe/d production (100%)
Well cost <6M$
Time to market 4 months
Egypt
North Africa: legacy area with development potential
24. 24
North Africa: legacy area with development potential
MLE:
Wells delivered and central
processing facility progress >98%
Export pipelines completed
Start up by the end of 2012
CAFC:
Early gas start up by the end of
2012
Algeria
25. 25
West Africa: core growth area with major projects
Angola
Block 15/06 West Hub
Progress 13%
Drilling and FPSO refurbishment
ongoing
Start-up: 2H 2014
Block 15/06 East Hub:
FID in 2013
26. 26
West Africa: core growth area with major projects
OPL 245: giant deepwater
development of two oil discoveries
(Etan and Zabazaba)
eni operator with 50% interest
Reserves: >500Mboe (100%)
Early production from Etan
discovery with start-up within
2016
Early production peak: 40 kboed
(100%)
Nigeria
27. 27
West Africa: core growth area with major projects
Congo
M’Boundi field production on budget
at 44 kboe/d (100%)
Reservoir stimulation projects
ongoing
Water injection project functioning
at 120 kbw/d; system capacity
being upgraded to 200 kbw/d
Gas compression/injection project
to be completed by year end
28. 28
East Africa: the Mozambique development
Pemba
Beira
Maputo
Mamba
discovery
60 km
Gas in place: up to 70 TCF
Fast track approach
Integrated development
task force since early
exploration phases
Performed engineering
studies while progressing
reservoir data collection
Flexible organization
shaped for fast response
to project evolution
30. 30
US$ /
mmbtu
LNG marketing
Highly competitive
breakeven price
Partnerships in the
Far East for LNG
export
Regional gas
monetization
Experience in
domestic power
generation
Ongoing studies for
application of CNG
Mozambique: marketing and gas monetization
Break-even price of future LNG projects
Mozambique
Cumulative production MMcf/d
New model of global integrated gas hub
31. 31
Production growth
ensured by a
strong pipeline of
projects
Upside potential
from further
exploration
Africa to underpin
Eni long-term
production growth
Production growth
2000 20222011*
Building on a strong history and competitive position
* Libya adjusted for force majeur (180 kboe/d)
Africa: continuing long-term production growth
~3%
5%
32. 32
Far East
Kazakhstan
Jangkrik
Jau
Kutei Basin
CBM
Heron Blackwood
Evans Shoal
Kashagan EP
Karachaganak ph 3
Legacy super giants and presence in fast-growing regions
Kazakhstan and Far East
Massimo Mondazzi, EVP Central Asia, Far East & Pacific
33. 33
Huge potential
1.3 Bboe produced up to end of
2011
Remaining 100% reserves
estimated at about 5 Bboe
World-class performances
Running costs well below the
industry benchmarks
Phased future development
update on main hubs in Kazakhstan: Karachaganak and …
Karachanganak
34. 34
… Kashagan EP
Kashagan
Progress to start up at 99.8%
Commissioning and pre-start up
activities ongoing
Tranche 1 onshore and A island
expected to be handed over to
production operator by December
Start-up expected before the
contractual obligations
Equity capex up to 30 June 2012:
~ 6.9 B$
40. 40
Over 1.5bn boe of equity risked
potential, mainly operated
Growing expectations from
existing and new licenses
Rapid assessmentHigh potential
• Fast drilling program
• Estimated unit exploration cost
below 1 $/boe
50%
33%
17%
Resource potential by
country
Timing of resource
assessment
33,0%
50,0%
17,0%
Australia
Indonesia
Vietnam
17,0%
12,0%
31,0%
40,0%
Within 6
months
Within 12
months
Within 24
months
Longer than
24 months
Far East: fast track appraisal of prospects
41. 41
Kitan (Australia)
Start up in 3.5 years
Peak production (100%) >40 kbbl/d
>60% increase of 2P reserves
Near fields to be appraised
proven fast track development record: floating offshore…
Kitan
42. 42
…and conventional near field
Pakistan
Material near field conventional
opportunities (280 Mboe)
Average time to market: 6
months
Tight gas: additional short term
opportunityPakistan
43. 43
continuing our positive track record on future projects
WD@FPU120m
WD@Subsea500m
Production Flowlines
Umbilicals
Jangkrik Barge FPU
Condensate Export
Gas Export
Jangkrik Jangkrik NE
Gas & Condensates
Export to shore
Jangkrik (Indonesia)
Commercial discoveries in 2011 and
2012
FID expected in 2013;
start up in 2016
Peak production (100%): >80kbbl/d
Access to high LNG prices
Jangkrik
44. 44
Far East: rapid production growth
Production growth from
existing discoveries
ca.10% a year
Production growth
including risked
exploration potential ca.
17% a year
Updated production growth
>2015
10%
17%
Existing production/discoveries
Mature exploration activity
Risked exploration potential
>2020>2010
CAGR
0
50
100
150
200
250
>2010 >2020
48. 48
Yamal Peninsula
Samburgskoye
Yaro-Yakhinskoye
Severo-
Chaselskoye
Urengoskoye
Giant arctic development with
competitive cost position
Samburgskoye – execution update
Start-up achieved ahead of schedule in April
2012
Contribution to 2015 production ~30 kboed
Equity capex 900m euro
Urengoyskoye ph.1 - execution update
Drilling and processing plant early works
started
Start-up expected in 3Q 2014
Contribution to 2015 production ~50 kboed
Equity capex 650m euro
~1.6 Bboe equity 2P reserves
49. 49
Venezuela – Perla & Junin 5
Conventional gas and heavy oil giant
projects, with phased developments
Execution update – Perla Phase 1
Progress 22%
Commerciality published and
development plan approved in August
First gas expected by mid-2014
Equity 2015 production ~25 kboed
Equity capex ~400m euro
Execution update – Junin 5 Phase 1
Drilling started
Main engineering contracts for facilities
awarded
Phase 1 plateau (75 kboed) by 1Q 2015
Equity 2015 production ~30 kboed
Equity capex ~800m euro
~1.2 Bboe equity 2P reserves
Perla
Junin - 5
50. 50
Industry challenges eni positioning
eni strategy and positioning
Industry-leading low decline rate
Leading performance on reservoir management
Operational efficiency
Managing resources
Exceptional exploration success
Strategic approach
Concentrated on material conventional plays
Strong project pipeline
Limited delays on some projects
Improving project delivery capacity
Risk management and eni model
Low-risk portfolio
eni model
Finding resources
Developing resources
Preserving resources
51. 51
a dynamic field management approach…
Strong central functions
Production and maintenance
Reservoir management
Specific performance
enhancement programs
Production checks
Well-bore reviews
4% average decline rate, 43% average recovery factor on oil fields
Producer
Producer
Injector
Bu-Attifel
oil water
52. 52
… and high operational efficiency
Direct control of
maintenance activities
Shutdown program
review
KPI analysis for in-
depth surveillance
Detailed programs to
minimize down-time
Enhanced plant
availability
2011 2012
3.5 2.7
2011 2012
8.8 9.5
2012 budget 2012 forecast
63
27
%
%
kboed
Shutdown optimization
Operated downtime
Non operated downtime
53. 53
Industry challenges eni positioning
eni strategy and positioning
Preserving resources
Risk management and eni model
Low-risk portfolio
eni model
Finding resources
Developing resources
Managing resources
Exceptional exploration success
Strategic approach
Concentrated on material conventional plays
Strong project pipeline
Limited delays on some projects
Improving project delivery capacity
Industry-leading low decline rate
Leading performance on reservoir management
Operational efficiency
54. 54
Producing fields
Balanced portfolio with little
exposure to high risk projects
88% onshore or shallow water
12% deepwater exposure
47%44%
41%46%
12%10%
2012 2015
Onshore Offshore Conv. Offshore DW
Wells integrity
227
293
307
225
2000-04 2005-09 2010-11 2012
avg drilled wells per year
blow-out frequency (per thousand)
YTD August
2012
0.88
0.00 0.00 0.00
mitigating operational risk
55. 55
the six legs of the eni model
Business & technology development
Oil & gas integration
Access to energy & infrastructure
To be local
Local development
(agriculture, health, education)
International partnership
56. 56
Production growth
kboe/d
2021
Price scenario: 90$/bl 2012-13; 85$/bbl 2014-15; +2%/year afterwards
~3%
20152011 2015
Russia and Caspian
Sub-Saharan Africa
North Africa and ME
Latin America
Europe and North America
Far East
>3% adj
2015
Long term
optionality
Kashagan FF
Mozambique FF
Russian Barents
Sea
West Africa
Pre-salt and
transform margin
Unconventionals
exploration, development, optimization: a decade of growth...
2022
58. 58
operating costs: continuing to lead the industry
* RDS n.a.
** XOM, CVX, COP, BP, RDS, TOT, eni. Company data and Wood Mackenzie
Benchmark group**eni
5,8
6,4
7,3
3,00
4,00
5,00
6,00
7,00
8,00
9,00
10,00
11,00
08-10 09-11 12-15E
OPEX per barrel*
(USD/boe)
0
5
10
Italy
OECD
Production (kboed)
Other
Africa FSU
0 500 1,000 1,500
North Africa
Focus on 2011
5.8
6.4
7.3
11.00
10.00
9.00
8.00
7.00
6.00
5.00
4.00
3.00
59. 59
increased capital efficiency
E&P capital employed
0%
5%
10%
15%
20%
25%
30%
0%
20%
40%
60%
80%
100%
120%
2010 2011 2012 2013 2014 2015
Under construction Capital in service
ROACE on capital in service ROACE
60. 60
90
100
110
120
2010 2015
Brent
($/boe)
Cash flow/boe
85 85
@ 90
$/bbl
130
@115
$/bbl
increased value per barrel
Increased proportion of
oil vs gas
Higher production in
lower tax rate areas
Good capture ratio
supported by strong
contractual structure
Data rebased at 100
61. 61
eni strategy and positioning
Industry challenges eni positioning
Finding resources
Developing resources
Managing resources
Preserving resources
Exceptional exploration success
Strategic approach
Concentrated on material conventional plays
Strong project pipeline
Limited delays on some projects
Improving project delivery capacity
Industry-leading low decline rate
Leading performance on reservoir management
Operational efficiency
Risk management and eni model
Low-risk portfolio
eni model