2012 - 2015 Strategy

eni.com
2012-2015 Strategy
15 March 2012

2
eni: well-positioned to deliver a decade of sustainable growth
2012-2015 20212011
E&P
 Confirmed growth profile
 Start-up of giants with long plateau
 Increased investment in exploration
 Libya restart
 Strengthened
resource base
 A decade of
sustainable
growth
G&P
 Recover profitability in a difficult market
 Consolidate competitiveness of supply
 Focus on key segments and markets
 Strong position
to benefit from
market
recovery
R&M
Chemicals
 Continued efficiency
 Integration of refinery system,
consolidation of marketing
 Refocusing chemicals portfolio on
added-value products
 Selective
presence in
R&M
 Competitive
player in
Chemicals
 Streamlined
operations
 Improved
supply
 Growth in key
markets

3
E&P: consistent exploration success ...
 Mamba South
(Mozambique)
 Skrugard (Norway)
 Hadrian Nord (US-GOM)
 Jangkrik NE (Indonesia)
 Lira 1 (Angola)
 Gye Nyame 1 (Ghana)
 Sangos-Ngoma
(Angola)
 Kitan (JPDA)
 Culzean (UK)
 Sankofa (Ghana)
 Perla (Venezuela)
 Cabaca Norte (Angola)
 Area D (Libya)
 Heidelberg (US)
 Perla (Venezuela)
 Jangkrik (Indonesia)
 Sankofa (Ghana)
 Cabaca Sud Est
 Mpungi (Angola)
2008-2011
~4bn boe of
new
exploration
resources
New exploration resources
(mboe)
Total resources
(bboe)

4
... drives organic growth, in the plan period...
Adjusting for force majeure in Libya in 2012 (180k boe/d)
CAGR
Brent 2011-13: 90 USD/bl; 2014-15: 85 USD/bl
>3% CAGR 2011-15
in a higher oil price scenario
 Strong contribution from
exploration successes
 Confirmed focus on giant,
conventional projects
 Increased exposure to oil
 Best-in-class operating costs
 IRR of new projects over 20%
2011 2015
kboe/d
Production growth
>3% adj
Russia and Caspian
Sub-Saharan Africa
North Africa and ME
Far East
Latin America
Europe and North America

5
Production growth
kboe/d
Russia and Caspian
Sub-Saharan Africa
North Africa and ME
Far East
Latin America
Europe and North America
~3%
2015 2021
2015-21 CAGR increased from 2% to 3%
Price scenario: 85$/bbl 2015; +2%/year afterwards
Resilient contribution driven by Barents Sea
Junin 5 & Perla FF developments
Major contribution from Angola Block 15/06
and Mozambique, additional exploration
potential
Yamal giants, Kashagan ramp up, further
potential from Kashagan development
... and beyond

6
G&P: positioned to tackle difficult short term scenario...
* Adjusted for outcome of renegotiations and Libya impact
Marketing: facing difficult scenario
 Slower than expected demand
growth
 Spot/LT differential remains
significant in 2012
eni 2012-2015 strategy
 Leverage on more competitive
supply portfolio to grow market
share in Italy and key European
markets
 Further increase exposure to more
resilient retail segment
 Capture benefits of market
volatility through enhanced trading
capabilities
Gradual recovery in
profitability
 TMPC, TTPC, Greenstream, BSPC,
other regulated business
 Stable profitability and cash flow
throughout the plan
Snam
TAG/TENP/Transitgas
Other
G&P
Marketing
Regulated/
Low-risk
business
Asset
disposed/
to be disposed
 TMPC, TTPC, Greenstream, BSPC,
other regulated business
 Stable profitability and cash flow
throughout the plan
2011 EBITDA pro-forma adjusted*
(€ mln)

7
… and capture medium-term recovery opportunities
European demand recovery:
 Strong European market position
 Consolidated brand
 Expertise in innovative offering structure
 Diversified and flexible supply
portfolio
 Competitive cost position in tightened
market
 Increased equity gas supply
 New profit opportunities
 Enhanced LNG presence
 Cross-regional and cross-commodities
synergies in trading
EU 27 (bcm)
-8%
~18%
 Economic growth
 Energy/environmental policies
Tightening supply capacity:
 Increasing Far East demand
 Increasing MENA domestic gas consumption
 Declining European domestic production
 Limited LNG capacity for the Atlantic basin
Long-term scenario
Well positioned to capture
additional growth

8
R&M: increasing efficiency and complexity
 Refining: a cyclical business in a difficult
short term scenario
 Increased focus on complexity and efficiency
to benefit from potential scenario recovery
 EST completion by 2012
 Increased system integration
 Exploit flexibility and asset-backed trading
Optimisation
& efficiency
+ €400m
 Marketing: confirming profitability
 Consolidation of Italian leadership
 Network enhancement and automation
 Expansion of non-oil activities
Italian retail
market share
>30%

9
Chemicals: a new turnaround strategy
More efficient
and integrated  Savings >€200m by 2015
Enhanced
differentation
 Increase revenues from
added value products
from <30% to >40%
International
expansion
 > 10% of revenues from
outside Europe by 2015
 Licensing, production
alliances/JVs
Regaining
competitiveness
within chemicals
business
2015 target
> €400m of EBIT at
constant scenario

10
GalpSnam
Separation by September 2013
Process evaluated on 3 criteria:
 Benefits to eni shareholders
 Protection of the interests of Snam
shareholders
 Consolidation of eni balance sheet
Non-core shareholding
High potential business, with exciting
positions in Brazil, Mozambique
Upside from market value recovery
enhanced value creation opportunities from non-core listed assets

eni.com
Exploration & Production
Claudio Descalzi

12
 Strong focus on exploration strategy and execution
 Fast time-to-market of exploration discoveries
 Rapid and efficient development of project pipeline
 Effective reservoir management and production
optimization activities
 Leading-edge technology to fight depletion of giant fields
 Consolidate and deploy competencies and technology
 Increase direct control of assets through operatorship
 Maintain geographical diversification
 Phase financial exposure in large-scale, complex projects
Organic growth &
value creation
Managing
uncertainties
E&P strategic goals and drivers

13
Drilled wells
HSE results
Lost time injury frequency rate*
* n. of LTI/Mln of worked hours
Company Contractor Global
Avg 2007-2010 2011
0.66
0.77
0.73
0.41 0.42 0.41
2005 2008 2011
0.00 0.000.00
250
327
437
Drilled wells per year
Blow-out frequency
(per thousand)

14
 Materiality and
cost-effectiveness
 Short time to
market
 Focus on
emerging basins
West Africa
 Transform margin play in Ghana, Togo,
Liberia
 Pre-salt play in Angola, Congo, RDC
Near field exploration
East Africa Gas (Mozambique)
 Exploit full potential of tertiary
plays in the Rovuma basin
Barents Sea (Norway)
 Large upside
GoM (USA)
Pacific gas (Indonesia and Australia)
 High potential in profitable gas
market
Maintaining leadership on discovered volumes
and unit exploration costs
Drivers
Fontier high potential Proven basins/near field
exploration objectives

15
focus on exploration: Norway - Barents sea
2012-2015 work program
 Resources upside in the area: 500
mboe
 8 wells in the Barents Sea: €220m
equity investments
Synergies
 Havis/Skrugard hub servicing 50
km radius
 Onshore services
Additional prospectivity
 12 blocks for an acreage of 4,600
sqkm
 With Statoil, maintain leadership
position in the next round
Discoveries
 500 Mbbl of recoverable oil in
Skrugard and Havis
PL226
PL533
PL529
PL201
PL489
PL229
Goliat
PL608 PL532
Skrugard/Havis
PL657
Havis/Skrugard hub
operated
not operated

16
Area 4
Mamba
North 1
Tertiary
proven
gas play
Mamba
North East 1
Mamba
South 1
focus on exploration: Mozambique – Rovuma basin
 Up to 8 exploration and appraisal
wells
 2,000 sqkm of 3D and 2,100 sqkm
2D seismic
 €400m expected equity
investments
Synergies
 Unitization of Mamba complex with
Area 1
 Evaluation of additional stand-
alone resources in Area 4
Mamba discovery
 Gas in place estimate at 30 Tcf
 High gas quality
 Expected rate in production
configuration up to 140 mmsfcd
per well

17
 Resources upside: ~500 Mboe
 24 wells: €300m equity investments
Synergies
 Indonesia: Jangkrik hub
 Australia: upstream development
and synergies with LNG facilities
Additional prospectivity
 16,000 sqkm of new acreage
added in 2011
Discoveries
 ~700 Mboe already discovered in
Australia and Indonesia
eni assets New acreage
BUKAT/ BULUNGAN
North Ganal
JANGKRIK
JANGKRIK NE
Arguni 1
NT/P68-
Heron
NT/48-
Evans
Shoal
focus on exploration: Pacific Area

18
2012-2015
2012-152011-14
bln €
5.5
3.6
+~50%
By area By type
exploration capex

19
* P1 + P2 + P3 + contingent resources + risked exploration
bln boe
Brent
($/boe) 111
Life index
(years)
50
2P reserves Other reserves/
resources
90% with first oil in production
in <8 years
Mozambique
32.131.0
79
47
Total resources*
2009-2011
discoveries
time to market: from resources to production…

20
Main start-ups
4-year plan start-ups: ~700 kboed @ 2015
Samburskoye
Yaro/Yakhinskoye
Urengoskoye
ALNG
Kizomba Sat. Ph.1
West Hub
Perla EP
Junin 5 EP
Jangkrik
Jau
Kutai Basin
CBM FF
Skrugard/Havis
East Hub
Great Hadrian
area
2012-2015 Hubs
Jasmine
W.Franklin Ph.2
Culzean
OPL 245 FF
Brass LNG
Kashagan EP
Goliat
… through identified and solid start-ups
Yevo
Severo
Beyond 2015
Perla FF
Junin 5 FF
MLE
CAFC
El Merk
Wafa
compression
Mamba
Sankofa
Gye Nyame
Hadrian
South
Kashagan Ph.2
Karachaganak Ph.3

21
Yamal Nenets region: new gas giants
 Samburgskoye and Urengoskoye
sanctioned in 2011
 GSA signed with Gazprom
 Samburgskoye start up confirmed 2012
Samburgskoye
UrengoskoyeSevero- Chaselskoye
Yaro-Yakhinskoye
Samburgskoye Production (kboed, equity)

22
Barents Sea: Goliat first oil development
Barents Sea
 First oil development in the Barents Sea
 Subsea templates installation campaign
completed in 2011 and ready for drilling
 FPSO delivery in 2013
Production (kboed, equity)Goliat

23
Kashagan
Karachaganak
 Kashagan EP
 Construction completion and
commissioning ongoing
 Tranches 1&2 progress for KCP:
99%, in line with commercial
production start up within 2012
 Karachaganak
 Previous development phases
currently producing >100 kboed
equity
 Agreed settlement with Republic of
Kazakhstan
Kazakhstan Production (kboed, equity)
Kazakhstan: near-term growth and significant long-term potential

24
Venezuela: super giants with long-term plateau
Junín-5
Perla
 Perla
 Gas Sales Agreement and FID for Phase
1 achieved in 2011
 Phase 1: construction and installation of
three offshore platforms, 60-km pipeline
to shore, onshore processing facility
 Junìn EP
 Finalizing all the major engineering
contracts
 Seeking anticipated early production in
2012, using synergies with PDVSA
existing facilities
Venezuela Production (kboed, equity)

25
Sub-Saharan: legacy area with further growth prospects
 Development of Sangos, Ngoma, Cinguvu
fields (1,250-1,450m water depth)
 16 wells (10 producers, 6 injectors)
 First drilling campaign: ongoing
 FPSO will be delivered in 1Q 2014
* exploration potential excluded
Block 15/06 West Hub Production* (kboed, equity)

26
investment plan
Onshore
Offshore
Deepwater
By type
N. Africa/M. East America
Europe Asia Pacific
Central Asia/Russia West Africa
By area
bln €
Development
Exploration
Other
Capex 2012-2015
Mozambique
44.8
39.1
+14%
1.8
3.6
5.5
1.7
3.1
33.7 37.6

27
Brent
($/boe)
2012/2013 2014/2015 2015
90 85 +2%
>3%
~3%
CAGR
Organic production growth
 Strong production
growth of over 3% a
year to 2015 adjusted
for Libya in 2011
 Resilient to oil price
increases: 2011-2015
CAGR at 100$/bbl ~3%
 Long-term growth target
raised from ~2% to
~3%
our commitment: production
New productionLibya force majeure

28
our commitment: value
Solid cash generation
90
100
110
120
2010 2015
NPV 2P by areas
Sub-Saharan Africa
Europe & America Asia & Pacific
North Africa
CF/boe (%)
Brent avg
($/boe)
Cash flow
85 85

eni.com
Gas & Power
Umberto Vergine

30
European gas market: a difficult short term environment…
Persisting oversupply in Europe in the near term
Spot-LT price differential remains significant
Continuing competitive pressure
Supply Demand
 Weak economic situation in
Europe impacting industrial
clients
 Increased competition in
powergen from renewable
sources
 Relatively stable demand from
residential customers
 Increasing capacity from
Russia (North Stream)
 Availability of lower-priced
make up gas
 No additional LNG capacity
from Qatar
 Continued domestic production
decrease

31
... gradually rebalancing in the medium term
Progressive tightening in European market to 2015
Further market improvement beyond
Americas Pacific Basin
Europe
 Demand escalation in
emerging markets (+89
bcm)
 New high-cost
liquefaction capacity from
Australia (+15 bcm) fully
absorbed in the region
 Premium prices attract
supply from Atlantic
basin
 Demand recovery (+60bcm 2015
vs. 2011)
 Domestic production decline (-17
bcm)
 Marginal shale gas contribution
 Increased interconnectivity opens
new market opportunities (11
new projects)
 North American
production continues to
expand
 Effect of North
American exports
limited and subject to
regulatory uncertainty
 Increasing Latin
American demand for
spot LNG
Mena
 Increasing domestic
consumption in North Africa
 Qatari production at 2011 levels

32
Objective
• Alignment
between eni
cost position
and average
costs of supply
in the market
Implementation
• Negotiation of
market-like
prices in long-
term contract
price revisions
• Improved and
faster
responsiveness
to market
changes
• Reduction of
minimum
volumes,
possibility to
reopen
negotiations if
required
• Foundation for
competitive
positioning in
the market
Price Flexibility
Market
reflectivity
eni strategy: building on a more competitive supply portfolio …

33
… to grow sales to business customers…
Consolidation of leading
position in Europe
+18%
72
85
B2B volume increase
(bcm/y)• Dedicated and capillary direct sales
force to grow position in Italy and key
European countries
• Tailor made offers for different
segments
• Energy intensive customers
 Multi-country approach
 Flexible contractual structures
 Risk management services
 Market reflective pricing
• Small and medium enterprises
 Specific offers to reflect market
segmentation
 High quality post-sale service

34
... and increase exposure to the retail segment
Increasing penetration
into more resilient
customer segments
Retail customers
(mln)
• Larger retail presence in Italy and
Europe
 Organic growth
 Selected M&A opportunities
• Well-proven commercial mix
 Single brand identity
 Distinctive product portfolio
 Customer driven innovation
 Competitive cost to serve
• Well-balanced sales channels
 Agents
 Teleselling
 iweb
 eni energy stores
• Best In Class program ongoing
 Marketing & IT innovation
 Communication & brand awareness
 Customer care operations
+28%
9.4
12

35
gradual recovery in profitability
Marketing
 Supply cost improvement
 Benefit from retroactive
renegotiations in 2012
 Impact of retail tariff revision
in Italy
 Development of integrated
trading activities
International transport
 Resilient profitability despite
disposal of European pipelines
Pro-forma adj. EBITDA
Snam
Marketing & International transport
2.6
Bln €

eni.com
Financial Outlook
Alessandro Bernini, CFO

37
Snam deconsolidation: a resulting strong capital structure
bln €
Net debt
eni D/E 0.46x
Snam deconsolidation 0.30x
Including cash-in <0.20x
bln €
eni
65.3
Snam
15.4
Capital employed
eni ROACE 9.8%
Snam deconsolidation 10.4%
Including cash-in 11.4%
Mkt value of
eni’s stake
6.9
* data at year-end 2011
eni
9.9
Snam
11.2
Mkt value
of eni’s
stake
6.9

38
2012-2015 capex: supporting stronger growth
59.6
44.7
7.2
2.8
2.5
2.3
0.5
6.7
-1.1
53.3
39.1
7.5
2.9
2.4
1.4
E&PG&PR&MSaipemOthers
2011-14
capex plan
Forex
effect
E&P Others 2012-15
capex plan
Mozambique
OPL245
Jangkrik
Skrugard/Havis
Snam
Europe/
North
America
LatamFar
East
North
Africa/ME
Sub
Sahara
Russia/
Caspian
Uncom-
mited
Committed
bln €
Snam
Snam

39
selective capex plan
G&P R&M Chemicals
 Focus on projects for integration, efficiency and energy saving
 Targeted investment to boost organic growth in existing/new
profitable businesses
International
transport
0.1
Snam
6.2
Refining
1.9
Marketing
0.9
Marketing
0.9
Total €7.2 bln Total €2.8 bln Total €1.6 bln
Green
chemical
0.2
New
initiatives
0.8
Stay in
business
0.4
Efficiency
0.2

40
efficiency programme
 Almost €600m of savings achieved in 2011
 4-year target increased by €600m, mainly in
R&M and Chemicals
E&P 11%
G&P 6%
R&M 11%
Chemicals
20%
E&C
3%
Corporate
& others
49%
2004-05
achievements
2006-11
achievements
2012-15
target
bln €
2004-05 2006-11 2004-15
0.3
3.1
1.6
5.0

41
increasing cash flow to support investments and reduce debt
* @ 90$/bl in 2012-13; 85$/bl in 2014-15
 Organic cash-flow more
than covers capex
requirements
 Net debt to equity <40%
within the plan period at
constant perimeter
 Additional cash-inflows
expected from disposals
 Impact of Snam
deconsolidation on free
cash-flow broadly neutral
2012-15 cash flow*
bln €

42
a sustainable dividend policy
 2011: dividend +4% in line with our policy
 Dividend policy of growth in line with inflation
sustainable throughout the four-year plan
Confirmed
dividend
policy

eni.com
Closing remarks
Paolo Scaroni, CEO

44
entering a new growth phase
E&P
A decade of faster, sustainable growth
• Raised production targets to 2015 and beyond
• Increased exploration effort in highly promising basins
G&P
Consolidation of leading position in Europe
• Improved competitiveness of supply
• Medium-term recovery leveraging on secular gas demand growth
R&M
Chem
Restructuring potential
• Continuous focus on efficiencies
• Profit enhancement through integration, innovation and portfolio refocusing
Potential value creation from disposals

2012 - 2015 Strategy

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