- FINANCE, STRATEGY AND REPORTING
- ● PRICE SENSITIVE
Strong fundamentals across all business areas with Transition and Transformation strategy accelerating
Future growth opportunities through exciting new business combination in Indonesia-Malaysia and CCUS satellite intent in 2025
Growing energy supply and lowering emissions
Launch of unique Data Centres’ blue power approach with potential as significant new business area
Strengthened financial framework with gross capex reduced and strong positive impact from portfolio management; free cashflow raised; leverage outlook lowered
Enhanced shareholder payout and commitment to growing dividend
San Donato Milanese (Milan), 27 February 2025 - Eni’s 2025-28 Plan and Strategic Outlook presented today focusses on:
Claudio Descalzi, Chief Executive of Eni, commented:
“Eni continues to deliver in an ever-changing industry backdrop, demonstrating our track record for strong execution and our ability to manage the challenges that arise and seize the future opportunities that we see for our business. Eni is focussed on where we have distinctive competitive strengths, based around technology and integrated value chains, delivering competitive growth and attractive risk adjusted returns. Our consistent strategic approach has seen us adapt existing legacy strengths like Upstream; restructure and relaunch Chemicals activities; and build material new businesses across the breadth of our operations in the form of Plenitude, Enilive and now the CCUS satellite and the Indonesia-Malaysia business combination. Such achievements demonstrate the strength of our strategy and we expect to continue our delivery at pace in 2025 and make further important progress.
We have also evolved and strengthened our financial framework to support our growth and diversification strategy and to enable us to deliver highly attractive shareholder returns. Notably, by introducing aligned capital into our satellites, we are leveraging changes in capital markets, efficiently funding our growth, and most importantly, revealing material value creation.
In financial terms we expect to grow CFFO/share at over 14% per year through this decade via top-line growth and materially improving returns – we will improve ROACE by around 6 percentage points over the same period. Additionally, the sustainability of Eni is significantly improved: financial leverage will be in an historically low range, averaging 16%, 5 percentage points lower than previously. Importantly, we will continue to drive down operating emissions alongside providing a growing portfolio of zero and low carbon energy to our customers.
While building a more valuable company, we intend to reflect our progress by continuing attractive returns to shareholders – our commitment to a growing dividend is our priority even as we focus on reducing our four-year Plan average cash neutrality to below $40/bbl. The dividend will be supplemented with a share buy-back plan for an overall payout in the range of 35-40% of CFFO, raised from 30-35% previously, reflecting the strategic, operational and financial advances we have made. Furthermore, In the event of upside in cash generation, 60% of the additional cash will be distributed to shareholders. This means that for 2025 we will propose a dividend of €1.05/share, up 5% and a share buyback initially set at €1.5 Bln with upside up to €3.5 Bln.“
Claudio Descalzi along with Eni’s top management set out the details of the 2025-28 strategic plan and longer-term expectations to the investment community today.
Global Natural Resources
Eni is the leading international explorer, with a unique model of organic growth, dual exploration farm-downs, leading time to market and full realisation of equity production margins.
This joint venture will create significant opportunities for growth, both in Malaysia and Indonesia, and is expected to generate substantial synergies towards becoming a major LNG player in the region, while delivering in the medium term a sustainable 500,000 boe/d production. The joint venture will combine approximately 3 billion barrels of oil equivalent (boe) of reserves with an additional 10 billion boe of potential exploration upside.
Transition
In Plenitude and Enilive, we have created two high growth integrated businesses supporting our customers in decarbonizing their energy use. Our successful introduction in 2024 of aligned capital to support our growth confirmed the material value we are creating in these businesses. Not only are our Transition businesses material in their own right but they are increasingly bringing valuable diversification and resilience to the earnings and cashflows of the Eni group as a whole.
Transformation
Changes in the energy market require, in certain cases, a structural response in our legacy activities. An example of this is the changes we have made, since 2014, in converting our Italian refineries to biorefineries.
We are now underway in restructuring and transforming Versalis as a response to the uncompetitive position of petrochemicals manufacturing in Europe.
We are closing steam cracking, challenged by the European scenario, and we will continue to pursue our shift to new platforms such as compounding and specialized polymers, biochemistry, and circularity through chemical and mechanical recycling.
This transformation plan for Versalis also includes setting up of new industrial initiatives consistent with Eni’s strategy across both biorefining, energy storage and potentially data center and artificial intelligence.
We expect Versalis to achieve an EBIT break-even by 2027, an EBIT adjusted turnaround of around €900 million by 2028 (vs 2024), a reduction in capital intensity of ~€350 Mln versus the previous Plan leading to FCF break-even also by 2028, with a ROACE related to the new platforms of around 10% by 2030.
Financial
Our financial model supports the execution of our strategy across the cycle, providing financial resilience, alignment of capital, demonstration of value creation and returns to our shareholders.
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