Eni's Plan to Scale its Energy Transition Strategy

Moving from a traditional oil and gas company to a diversified energy technology business takes more than changing what is produced. 

It means rethinking financial models, operations, and social responsibilities. 

Eni’s 2025 Sustainability Report outlines this journey, showing how strong management and new business structures are helping the company create long-term value in a fast-changing global market.

Decarbonisation through operational excellence

Operational efficiency is at the core of Eni’s plan to cut emissions.

In 2025, Eni stopped routine flaring at all its sites, reaching this goal ahead of international targets.

This was made possible by major investments in gas recovery, particularly in countries such as the Republic of the Congo.

Eni also leads the industry in managing methane emissions. 

With advanced detection and continuous monitoring, the company kept upstream methane intensity at 0.09%, well below the industry’s "near-zero" target. 

These actions have helped reduce net Scope 1 and 2 upstream greenhouse gas emissions by 68% compared to 2018.

“We firmly believe that only through an integrated approach, capable of combining growth, responsibility and industrial discipline, can lasting value be generated,” says Claudio Descalzi, CEO at Eni.

“We will therefore continue to operate with vision and pragmatism, contributing to the development of an energy system that is more secure, inclusive and progressively more sustainable."

The satellite model as a transition accelerator

A key part of Eni’s strategy is its satellite business model. 

This means setting up separate companies that each focus on a part of the energy transition, like Plenitude for renewables and retail, and Enilive for biorefining and sustainable mobility. 

These independent units can attract outside investment and better show the value of their businesses.

This setup gives Eni greater financial flexibility to expand in low-carbon areas while keeping its core business strong. 

Plenitude’s rapid growth shows this works, with renewable capacity reaching 5.8GW in 2025, up 41% from the year before.

Portfolio rebalancing and biofuel expansion

To reach carbon neutrality by 2050, Eni is rebalancing its energy portfolio. 

The company sees natural gas as an important bridge fuel because it produces less carbon than other fossil fuels and can provide steady power alongside renewables. 

Eni aims to have gas make up more than 60% of its production by 2030.

At the same time, Eni is quickly growing in the biofuels market. 

Through Enilive, it is turning traditional facilities into large biorefineries. In 2025, Eni processed 1.65 million tonnes of renewable feedstock, and new projects are starting in Italy, South Korea and Malaysia. 

The company’s goal is to reach over five million tonnes of capacity by 2030, with a special focus on making more sustainable aviation fuel (SAF) for sectors that are hard to decarbonise.

Integrating the social dimension

A fair energy transition should benefit the communities where a company works. 

Eni demonstrates its commitment through local development programmes, particularly by addressing energy poverty. 

One key effort is the Clean Cooking Programme, which gave out about 440,000 improved cookstoves by 2025 and aims to help 20 million people in Sub-Saharan Africa by 2030. 

By replacing old, polluting cooking methods, Eni is improving health, cutting deforestation, and supporting women and girls who usually collect fuel. 

This broad approach to sustainability makes the energy transition a driver for inclusive social and economic growth.