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LLetter to shareholders

In 2017 Eni delivered outstanding results proving the effectiveness of our deep transformation process started in 2014. As a result of this, the Company is now on a strong footing and is able to create value even in the most difficult market conditions, such as the last price downturn that was among the most severe ever affecting the oil&gas industry.

In the last three years, we have grown our core upstream business and have substantially completed the turnaround process of our mid-downstream businesses, which in the past were unprofitable and cash-negative, while retaining a strong focus on the robustness of the financial structure.

These results helped us reduce our target Brent price of cash neutrality target to 57 $/bbl, 50% lower than the price that allowed us achieve in 2014 full coverage of capex and cash dividend with funds from operations.

Therefore, Eni is currently much more resilient in case of depressed market conditions, while it would be able to generate substantially greater results and cash flows should the commodity environment strengthen.

The upstream segment was boosted by exploration successes, which for the 10th year in a row, delivered outstanding results, once again reaffirming our distinctive skills and know-how.

We added 1 billion boe of equity resources to our portfolio, of which 800 million boe from exploration, at a competitive unitary cost of 1 $/boe.

Since 2014, additions to the Company’s resource backlog were approximately 4 bboe, almost doubling production level of the full period.

Our exploration effort has been equally split between near-field initiatives aiming at quickly supporting production and cash flows leveraging on the proximity to our existing producing facilities and the higher-risk exploration of material resources in new areas or in unexplored geological layers. The results were extraordinary, which underpinned the execution of our Dual Exploration strategy intended to dilute the high working interests retained in exploration assets, with a view of anticipating reserves monetization.

Emma Marcegaglia, Chairman (photo)

EMMA MARCEGAGLIA

Chairman

Claudio Descalzi, Chief Executive Officer and General Manager (photo)

CLAUDIO DESCALZI

Chief Executive Officer and General Manager

All in all, the actions identified in the industrial plan will underpin a strong cash generation and a reduction in the Brent price for the organic cash neutrality, after paying capex and dividend.

We expect to speed up the development of renewable sources business, planning 2018-2021 capex for more than €1.8 billion, including the R&D expenditure, to reach an installed capacity of 1 GW at the end of the plan period.

The industrial projects in the R&M and Chemicals segments are all targeting to reach a higher level of energy efficiency and strengthen the green platform. These actions, together with the increasing role played by natural gas in Eni’s portfolio and the steady reduction in the average price break-even price of upstream projects, will confirm the resiliency of our portfolio even in more conservative energy scenarios.

Prioritising the environment and safety

We launched a process of transformation that has seen us restructure Mid-Downstream, strengthen our Upstream business and above all invest funds in research and technology to protect both people and the environment.

HHighlights 2017

PRODUCTION GROWTH

Production growth (bar and line chart)

ROBUST FINANCIAL STRUCTURE

Robust financial structure (bar and line chart)

2017 FINANCIAL BALANCE

(€ billion)

2017 financial balance (bar chart)

MID-DOWNSTREAM ADJUSTED OPERATING PROFIT

(€ billion)

Mid-downstream adjusted operating profit (bar chart)

TRIR – TOTAL RECORDABLE INJURY RATE

(total recordable injuries/worked hours) x 1,000,000

TRIR – Total Recordable Injury Rate (bar and line chart)

EXCELLENCE IN UPSTREAM OPERATIONS

Excellence in upstream operations (bar and line chart)

RECORD HYDROCARBON PRODUCTION

1.82 MLN BOE/D

the highest ever level

NET CASH PROVIDED BY OPERATING ACTIVITIES

10 € BLN

up by 32% vs. 2016

NET DISPOSALS

3.8 € BLN

cash-in mainly relating to the Dual Exploration Model

NET BORROWINGS

10.9 € BLN

down by €3.9 bln vs. 2016

ORGANIC CASH NEUTRALITY

57 $/BBL

vs. 60$/bbl target Organic coverage = Capex + Dividend

VOLUMES OF GAS SENT TO FLARING

-68% vs. 2007

in line with long-term target of zero flaring in 2025

FINDING AND DEVELOPMENT COST

10.4 $/BOE

in 2015-2017 vs. 20 $/boe in 2012-2014

A transformation that has made us stronger

Over the past four years, our company has become more streamlined and robust as the result of an integrated strategy that has created value for shareholders by focusing on a diverse range of business areas.

PPerformance of the year

Adjusted results

Adjusted operating profit more than doubled to €5.80 billion (up by €3.49 billion vs. 2016), adjusted net profit of €2.38 billion compared to the loss reported 2016. This recovery in profitability was underpinned by the implementation of strategic drivers focused on upstream profitable growth, the turnaround and cost efficency initiatives in the mid-downstream business, leveraging on the scenario recovery.

Upstream

Adjusted operating profit doubled vs. 2016 to €5.2 billion.

Turnaround in the mid-downstream

Adjusted operating profit increasing by €1 billion in 2017:

  • G&P: operating profit structurally positive a year ahead of plans;
  • R&M: break-even refining margin below of 4 $/bbl and operating profit at record level from last eight years;
  • Versalis: all-time best operating performance.

Net capital expenditure

€7.6 billion, reducing by 18% vs. 2016.

Self-financing ratio of net capex at approximately 130%.

Cash neutrality

Organic cash neutrality covering capex and dividend at a Brent price of 57$/bbl; 39$/bbl, factoring in proceeds from disposals.

Gearing and Leverage

Eni confirms a solid financial structure with a gearing of 18%, the lower end of the European peer group and a leverage of 23%, leveraging on the excellence in operating cash flow generation, capex optimization and gains from disposals.

Dividend

The Company’s robust results and strong fundamentals underpin a dividend distribution of €0.80 per share of which €0.40 per share paid as interim dividend in September 2017.

Dual Exploration Model

Closed the 40% disposal of the super-giant Zohr gas field in Egypt offshore – through two different transactions with BP (10%) and Rosneft (30%) – and the 25% disposal of Area 4 in Mozambique to ExxonMobil. In March 2018, signed an agreement with Mubadala Petroleum for the divestment of a further 10% interest in Zohr.

Hydrocarbon production at record level

1.82 million boe/d, the highest ever level, with a 5.3% growth vs. 2016. Start-ups and ramp-ups additions of 243 kboe/d leveraged on Eni’s exploration and development integrated model, designed to optimize new projects’ time-to-market (Zohr in Egypt, East-Hub in Angola, OCTP in Ghana, Jangkrik in Indonesia, all in 2017) and on accelerate fields ramp-ups (Noroos).

Zohr development

Achieved production start-up at the super-giant Zohr gas field in record time-to-market: in less than two years from the FID and two and a half years from discovery.

Exploration resources

In 2017 added 1 bln boe of new resources, of which 0.8 bln boe from in house exploration with a discovery cost of approximately 1 $/bbl.

Mexico

Successfully completed the exploration campaign offshore Area 1, thanks to the appraisal of Tecoalli discovery which followed that of Amoca and Miztòn, resulting in a rise in estimated hydrocarbons in place of the Area to 2 bln boe, of which approximately 90% oil. Scheduled a fast-track development plan.

Exploration portfolio

Reloading of approximately 97,000 square kilometers of new acreage:

  • awarded 50% of the mineral rights of the Isatay Block in the Kazakh Caspian Sea;
  • signed an Exploration and Production Sharing Agreement (EPSA) of Block 52, offshore Oman;
  • acquired new exploration licenses in Morocco, Mexico, Cyprus and Ivory Coast.

Proved hydrocarbon reserves

7 billion boe with an organic replacement ratio of 103%. The ratio increases to 151% when excluding the reclassification of PUD reserves to the unproved category in Venezuela in accordance with the applicable US SEC regulation.

Coral project

Sanctioned by the partners the development project for the exclusive reserves in Area 4 in Mozambique amounting to 16 TCF in place. The Floating LNG facilities construction will be realized through a multi-source project financing of $4.7 billion.

International development in the Chemical business

Completed, in South Korea, the construction of the industrial complex for production of premium elastomers, leveraging on Versalis technology and through the 50:50 joint venture Versalis – Lotte Chemical, local operator.

Licensing EST technology

Enhanced the refining know-how through two licensing agreements with the Chinese companies Sinopec and Zhejiang

Petrochemicals for the use of the Eni Slurry Technology (EST) conversion proprietary technology.

Renewable energies

Eni’s committment for renewable energies was implemented by the start-up of operations for the set-up of plants in Italy and Algeria and the development of other initiatives in Italy and abroad. Signed the collaboration agreement with General Electric and with the Kazakh Ministry of Energy; finalized a Memorandum of Understanding with the Egyptian Ministry of Electricity to jointly realize new renewable plants.

Safety of Eni’s people

Total recordable injury rate (TRIR) reported a decrease of 6.8% vs. 2016. The reduction for the employees (down by 17.2%) and the contractors (down by 2%) was driven by specific program of education and awareness addressed to Eni’s people. In 2017, was launched the new Safety Training Center in Gela for training in health, safety and environmental issues.

Climate change

Accordingly to Eni’s carbon footprint reduction strategy, the development program on renewables was implemented by 20 projects on an executive phase or near to FID, which will contribute to increase Eni’s generation capacity by around 250 MW. Furthermore, Eni is part of the TCFD (Task Force on Climate-related Financial Disclosures) of the Financial Stability Board, targeted to a more trasparent disclosure about risks and opportunities relating to the climate change.

Commitment to flaring reduction

Eni joins the Global Gas Flaring Reduction Partnership (GGFR), sponsored by the World Bank, a public-private initiative involving international oil companies, governments and international institutions. Eni reduced gas flaring of approximately 68% in the last ten years and promoted access to energy for over 18 million people in the Sub-Saharan Africa.

GHG emissions

GHG emissions increased by 2.5% vs. 2016 due to the production growth. GHG emission index per barrel produced was down by approximately 3% vs. 2016 and by 19% vs. 2014 in accordance with the long-term target of a 43% reduction by 2025.

Oil spills due to operations

Oil spills due to operations (higher than one barrel), 94% of which relating to the E&P segment, more than doubled from 2016. This was mainly due to the spill from a tank located in COVA in Val d’Agri where the Company implemented all the remediation actions to reduce the environmental damage and to prevent any future accident through infrastructure upgrading.

Human rights

Started in 2017 the working group on Human Rights in the business supported by the Danish Institute for Human Rights. The comparison between Company’s processes and the International Standards (UN Guiding Principles on Business and Human Rights) allowed the definition of a roadmap aimed at further improvement of Eni’s performance on Human Rights.

Financial highlights

 

 

 

 

 

 

 

2017

2016

2015

(a)

Non-GAAP measures.

(b)

Attributable to Eni’s shareholders.

(c)

The amount of dividend for the year 2017 is based on the Board’s proposal.

(d)

Number of outstanding shares by reference price at year end.

Net sales from operations

(€ million)

66,919

55,762

72,286

Operating profit (loss)

 

8,012

2,157

(3,076)

Adjusted operating profit (loss)(a)

 

5,803

2,315

4,486

Adjusted net profit (loss)(a)(b)

 

2,379

(340)

803

Net profit (loss)(b)

 

3,374

(1,051)

(7,952)

Net profit (loss) - discontinued operations(b)

 

 

(413)

(826)

Group net profit (loss)(b) (continuing and discontinued operations)

 

3,374

(1,464)

(8,778)

Net cash flow from operating activities

 

10,117

7,673

12,155

Net cash provided from operating activities before changes in working capital at replacement cost(a)

 

8,458

5,386

8,510

Capital expenditure

 

8,681

9,180

10,741

of which: exploration

 

442

417

566

development of hydrocarbons reserves

 

7,236

7,770

9,341

Dividend to Eni’s shareholders pertaining to the year(c)

 

2,881

2,881

2,880

Cash dividend to Eni’s shareholders

 

2,880

2,881

3,457

Total assets at year end

 

114,928

124,545

139,001

Shareholders’ equity including non-controlling interests at year end

 

48,079

53,086

57,409

Net borrowings at year end

 

10,916

14,776

16,871

Net capital employed at year end

 

58,995

67,862

74,280

of which: Exploration & Production

 

49,801

57,910

53,968

Gas & Power

 

3,394

4,100

5,803

Refining & Marketing and Chemicals

 

7,440

6,981

6,986

Share price at year end

(€)

13.8

15.5

13.8

Weighted average number of shares outstanding

(million)

3,601.1

3,601.1

3,601.1

Market capitalization(d)

(€ billion)

50

56

50

Summary financial data

 

 

 

 

 

 

 

2017

2016

2015

(a)

Fully diluted. Ratio of net profit/cash flow and average number of shares outstanding in the period. Dollar amounts are converted on the basis of the average EUR/USD exchange rate quoted by Reuters (WMR) for the period presented.

(b)

One American Depositary Receipt (ADR) is equal to two Eni ordinary shares.

(c)

Ratio of dividend for the period and the average price of Eni shares as recorded in December.

Net profit (loss)

 

 

 

 

- per share(a)

(€)

0.94

(0.29)

(2.21)

- per ADR(a)(b)

($)

2.12

(0.65)

(4.90)

Adjusted net profit (loss)

 

 

 

 

- per share(a)

(€)

0.66

(0.09)

0.37

- per ADR(a)(b)

($)

1.49

(0.20)

0.82

Cash flow

 

 

 

 

- per share(a)

(€)

2.81

2.13

3.58

- per ADR(a)(b)

($)

6.35

4.72

7.95

Adjusted Return on average capital employed (ROACE)

(%)

4.7

0.2

1.8

Leverage

 

23

28

29

Gearing

 

18

22

23

Coverage

 

6.5

2.4

(2.4)

Current ratio

 

1.5

1.4

1.4

Debt coverage

 

92.7

51.9

76.3

Dividend pertaining to the year

(€ per share)

0.80

0.80

0.80

Total Share Return (TSR)

(%)

(5.6)

19.2

1.1

Pay-out

 

85

(197)

(33)

Dividend yield(c)

 

5.7

5.4

5.7

Key performance indicators

 

 

 

 

 

 

 

2017

2016

2015

Employees at year end

(number)

32,934

33,536

34,196

TRIR (Total Recordable Injury Rate)

(total recordable injuries/worked hours) x 1,000,000

0.33

0.35

0.45

of which: employees

 

0.30

0.36

0.41

contractors

 

0.34

0.35

0.47

Total volume of oil spills (> 1 barrel)

(barrel)

6,464

5,913

16,481

of which: due to sabotage and terrorism

 

3,236

4,682

14,847

operational

 

3,228

1,231

1,634

Direct GHG emissions

(mmtonnes CO2eq)

42.52

41.46

42.32

of which: CO2 equivalent from combustion and process

 

32.65

31.99

32.22

CO2 equivalent from flaring

 

6.83

5.40

5.51

CO2 equivalent from non-combusted methane and fugitive emissions

 

1.46

2.40

2.79

CO2 equivalent from venting

 

1.58

1.67

1.80

Exploration & Production

 

 

 

 

 

 

 

2017

2016

2015

(a)

Includes Eni’s share in joint ventures and equity-accounted entities.

(b)

Related to consolidated subsidiaries.

(c)

Three-year average.

(d)

Hydrocarbon production from fields fully operated by Eni (Eni’s interest 100%) amounting to 137 mln toe, 122 mln toe and 125 mln toe in 2017, 2016 and 2015, respectively.

Employees at year end

(number)

11,970

12,494

12,821

TRIR (Total Recordable Injury Rate)

(total recordable injuries/worked hours) x 1,000,000

0.28

0.34

0.34

Net proved reserves of hydrocarbons

(mmboe)

6,990

7,490

6,890

Average reserve life index

(years)

10.5

11.6

10.7

Hydrocarbons production(a)

(kboe/d)

1,816

1,759

1,760

Organic reserves replacement ratio

(%)

103

193

148

Profit per boe(b)

($/boe)

8.7

2.0

(3.8)

Opex per boe(a)

 

6.6

6.2

7.2

Cash flow per boe(a)

 

20.2

12.9

20.9

Finding & Development cost per boe(c)

 

10.4

13.2

19.3

Direct GHG emissions

(mmtonnes CO2eq)

23.45

21.78

23.54

CO2 emissions/100% operated hydrocarbon gross production(d)

(tonnes CO2eq/toe)

0.162

0.166

0.177

% produced water re-injected

(%)

59

58

56

Volumes of hydrocarbon sent to flaring

(mmcm)

2,283

1,950

1,989

of which: sent to flaring process

 

1,556

1,530

1,564

Oil spills due to operations (> 1 barrel)

(barrel)

3,022

1,097

1,177

Gas & Power

 

 

 

 

 

 

 

2017

2016

2015

Employees at year end

(number)

4,313

4,261

4,484

TRIR (Total Recordable Injury Rate)

(total recordable injuries/worked hours) x 1,000,000

0.37

0.29

0.89

Worldwide gas sales

(bcm)

80.83

86.31

87.72

of which: Italy

 

37.43

38.43

38.44

outside Italy

 

43.40

47.88

49.28

Customers in Italy

(million)

7.7

7.8

7.9

Direct GHG emissions

(mmtonnes CO2 eq)

11.23

11.17

10.57

GHG emissions/kWheq (Eni Power)

(gCO2eq/kWheq)

395

398

409

Installed capacity power plants

(GW)

4.7

4.7

4.9

Electricity produced

(TWh)

22.42

21.78

20.69

Electricity sold

 

35.33

37.05

34.88

Customer satisfaction rate

(scale from 0 to 100)

86.7

86.2

85.6

Refining & Marketing and Chemicals

 

 

 

 

 

 

 

2017

2016

2015

Employees at year end

(number)

10,916

10,858

10,995

TRIR (Total Recordable Injury Rate)

(total recordable injuries/worked hours) x 1,000,000

0.62

0.38

1.07

Oil spills due to operations (> 1 barrel)

(barrels)

194

134

427

Direct GHG emissions

(mmtonnes CO2eq)

7.82

8.50

8.19

SOx emissions (sulphur oxide)

(ktonnes SO2eq)

5.18

4.35

6.17

Refinery throughputs on own account

(mmtonnes)

24.02

24.52

26.41

Retail market share in Italy

(%)

25.0

24.3

24.5

Retail sales of petroleum products in Europe

(mmtonnes)

8.54

8.59

8.89

Service stations in Europe at year end

(number)

5,544

5,622

5,846

Average throughput of service stations in Europe

(kliters)

1,783

1,742

1,754

Balanced capacity of refineries

(kbbl/d)

548

548

548

Capacity of biorefineries

(ktonnes/year)

360

360

360

Production of biofuels

(ktonnes)

206

181

179

GHG emissions/products (crude oil and semifinished) processed in refineries

(tonnes CO2eq/kt)

258

278

253

Production of petrochemical products

(ktonnes)

5,818

5,646

5,700

Sales of petrochemical products

 

3,712

3,759

3,801

Average petrochemical plant utilization rate

(%)

73

72

73

Renewing our commitment every day

Eni’s people work in 71 different countries around the world to guarantee high quality standards in all the energy company’s operations, from technological research and offshore activities to planning and selling energy sources.

EEni's activities

Eni's portfolio of conventional oil assets with a low break-even price reference as well as the quality of the resource base with options for anticipated monetization represent the competitive advantages of Eni's upstream business. The large presence in the gas and LNG markets and know how in the refining business enable the company to catch joint opportunities and projects in the hydrocarbon value chain. Eni's fundamentals, such as the high portion of gas reserves and the opportunity to grow in the renewable sources segment leveraging on synergies with Eni's industrial plants, will sustain the path of the business model to a low carbon scenario.

Value chain

UPSTREAM

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.

MID-DOWNSTREAM

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.

Upstream, Mid-Downstream (graphic)