Eni

The role of the administrative, management and supervisory bodies

BOARD OF DIRECTORS

The Board of Directors and the Chairman of the Board of Directors are appointed by the Shareholders' Meeting. In order to allow the presence of Directors designated by minority shareholders, the appointment of Directors takes place through the slate voting system. The current Board of Directors, appointed in May 2023 until the Shareholders' Meeting called to approve the 2025 financial statement, is composed of 9 members. Three Directors were appointed by shareholders other than the controlling one, thus guaranteeing minorities a higher number of representatives than required by law.

ENI'S GOVERNANCE MODEL

Eni's Corporate Governance is based on the traditional Italian model, which – without prejudice to the tasks of the Shareholders' Meeting – assigns responsibility for management to the Board of Directors, supervisory functions to the Board of Statutory Auditors (BoSA) and those of statutory audit to the Independent Auditors. The Board has entrusted the management of the Company to the Chief Executive Officer (CEO), who was last appointed on May 11, 2023, reserving the most significant strategic, operational and organisational responsibilities, in particular in the areas of governance, sustainability, internal control and risk management.

The Board of Directors has set up four internal committees, with preparatory, consultative and advisory functions: the Control and Risk Committee, the Remuneration Committee, the Nomination Committee and the Sustainability and Scenarios Committee, which report, through their respective Chairmen, at each meeting of the Board on the main issues examined.

The Board also confirmed the attribution to the Chairman of the Board of Directors of a significant role in internal controls, in particular with reference to the Internal Audit function, of which it proposes to the Board of Directors, in agreement with the CEO, appointment, dismissal, remuneration and resources, directly managing the relationship on behalf of the Board; the Chairman of the Board of Directors is also involved in the appointment processes of the other main Eni persons in charge of internal controls and risk management, such as the Officer in Charge of preparing the Company's financial reports, the members of the Supervisory Body, the Head of Integrated Risk Management and the Head of Integrated Compliance.

Composition and Diversity

The composition of the Board is also diversified in gender terms, in accordance with the provisions of applicable law and the By-laws, which were amended in February 2020 in view of the renewal of the corporate bodies. In particular, for 6 consecutive terms, the administrative and supervisory bodies must be composed of at least 2/5 of the less represented gender. The number of independent Directors present on the Board (7 out of the 9 Directors in office, of which 8 are non-executive and including the Chairman of the Board of Directors) is confirmed to be higher than the provisions of the By-laws and the Governance Code.

Information provided to and sustainability matters addressed by the Board

The Board of Directors has set up four internal committees, with preparatory, consultative and advisory functions: the Control and Risk Committee, the Remuneration Committee, the Nomination Committee and the Sustainability and Scenarios Committee, which report, through their respective Chairmen, at each meeting of the Board on the main issues examined.

Integrated Risk Management Process

The IRM function presents the relevant results to the CEO, to the Control and Risk Committee, as well as, where required, to the other control and supervisory bodies at least quarterly. The CEO submits the results of the analysis on Eni's main risks to the Board of Directors at least quarterly.

Governance attributes a central role to the Board of Directors (BoD) which defines, on the basis of the analyses proposed by the Chief Executive Officer (CEO) and with the support of the Control and Risk Committee (CCR), with reference to the four-year Strategic Plan, the nature and level of risk compatible with the company's strategic objectives, including in its assessments all the elements that may be relevant with a view to the sustainable success of the company.

Board Committees' Role

Control and Risk Committee: With reference to the composition of the Control and Risk Committee, Eni requires that at least two members shall have appropriate expertise and experience with accounting, financial or risk management issues, exceeding the Recommendation of the Governance Code which recommends only one such member. As of May 11, 2023, the Board of Directors assessed that 3 out of the 4 members of the Committee, including the Chairman, have the appropriate experience.

Sustainability and Scenarios Committee: The Board has established this committee to address sustainability matters and scenarios.

ESG and Sustainability Skills Development

The Directors' skills on ESG and sustainability, among others, have been further strengthened through a structured induction program launched at the beginning of the mandate and extensively developed in 2024.

Integration of sustainability-related performance in incentive schemes

Strategic Plan Integration

Integration of targets and sustainability projects (i.e. Community Investment) within the Strategic Plan and the management incentive program is part of Eni's treatment measures for managing relationships with local stakeholders.

Climate Strategy Incentives

Remuneration policy with short and medium terms incentive plans including targets related to the "climate strategy" in line with the strategic plan is implemented as part of Eni's climate change risk treatment measures.

Structured governance includes a key rule of the Board of Directors in managing the main issues related to the climate change, with specific committees supporting the Board, and the Strategic Plan foresees operational actions for each business to sustain the industrial transformation and to reach targets in the short, medium and long term.

Statement on due diligence

Human Rights Due Diligence

Eni guarantees respect for human rights in the context of its activities and promotes them with its partners and stakeholders, also pursuing operations based on the values of responsibility, integrity and transparency.

Respect and promotion of Human Rights through the implementation of the Human Rights Management Model, impact analysis and the integration of Human Rights perspective in the business processes is part of Eni's approach to managing relationships with local stakeholders.

Supply Chain Due Diligence

Eni promotes the sustainable development of its supply chain, recognizing its key role in the transformation path undertaken. Through a systemic and inclusive approach, Eni shares values, commitments and targets with its suppliers, supporting and involving them in the growth path.

ESG Assessments in Procurement

• Maintenance of ESG assessments in proceedings for more than 90% of the Italian procurement by 2025 compared to 2023
• Proceedings with ESG assessments for 90% of foreign procurement by 2026 vs. 2023
• 100% of strategic worldwide suppliers assessed on the path to sustainable development by 2025

Global Supply Chain Management

Eni's operations use a global supply chain for the procurement of capital goods, raw materials, works and services. The main assets procured were logistics support for the well area and ancillary services, offshore installations, engineering services for the oil and gas sector, professional services and well drilling services.

Stakeholder Engagement Due Diligence

Continuous dialogue with stakeholders to disclose the Eni's sustainable approach, also through social and local development projects and local content valorization, and collaboration agreements with national and international organizations towards Public Private Partnership (FAO, UNDP, UNESCO, UNIDO).

Risk management and internal controls over sustainability reporting

Integrated Risk Management Model

Eni has developed and adopted an Integrated Risk Management Model (IRM Model) supporting Eni's management awareness in taking risk-informed decisions through risk assessment and analysis with an integrated, comprehensive and prospective vision.

The IRM Model is based on a system of methodologies and skills that leverages on criteria ensuring consistency of the evaluations to improve the effectiveness of the analyses, adequacy of support for the main decision-making processes (definition of the Strategic Plan) and to guarantee the disclosure to the administration and control bodies.

Three-Level Control System

The IRM Model is characterized by a structured approach, based on international best practices and considering the guidelines of the Internal Control and Risk Management System, that is structured on three control levels:

Risk Assessment Process

The IRM process ensures the detection, consolidation and analysis of all Eni's risks and supports the BoD to verify the compatibility of the risk profile with the strategic targets, also in a medium/long-term approach.

In 2024, two assessment sessions were performed: the Annual Risk Assessment performed in the first half of the year and in the second half of the year the 4Y Plan Risk Assessment, to support the elaboration process of the 4Y Strategic Plan. The assessment involved all business lines in Italy and abroad (over 40 Countries). The two assessment results were submitted to Eni's management and control bodies in July 2024 and December 2024.

Three monitoring processes were performed on Eni's top risks. The monitoring of such risks and the relevant treatment plans allows to analyze the risks evolution and the progress in the implementation of specific treatment measures planned by management. The top risks monitoring results were submitted to the management and control bodies in March, July and October 2024.

Top Risks Portfolio

Eni's top risks portfolio consists of 20 risks classified in: (i) external risks, (ii) strategic risks and, finally, (iii) operational risks.

Governance Structure

Governance attributes a central role to the Board of Directors (BoD) which defines, on the basis of the analyses proposed by the Chief Executive Officer (CEO) and with the support of the Control and Risk Committee (CCR), with reference to the four-year Strategic Plan, the nature and level of risk compatible with the company's strategic objectives.

Eni's Chief Executive Officer (CEO) implements the BoD's guidelines; the analysis is based on the scope of the work and risks specific of each business area and processes aiming at defining an Integrated Risk Management policy. The CEO also ensures the evolution of the IRM process consistently with business dynamics and the regulatory environment.

Reporting Frequency

At least quarterly, the IRM function presents the relevant results to the CEO, to the Control and Risk Committee, as well as, where required, to the other control and supervisory bodies. The CEO submits the results of the analysis on Eni's main risks to the Board of Directors at least quarterly.

Strategy, business model and value chain

Business Description

Eni is an energy company, integrated along the entire value chain. It has a significant presence in the traditional activities of exploration and production of conventional oil and gas and in the marketing of gas/LNG through an extensive supply portfolio.

In the downstream oil/petrochemicals industry, a major process of transformation and reconversion is underway. Eni is engaged through innovative business models in the development of new energies and decarbonisation services: renewables from solar/wind, biofuels, biochemistry, CO2 capture/sequestration and research lines on new energy paradigms (magnetic fusion, chemical recycling of plastics).

Global Presence

Eni operates in 64 Countries worldwide with ~32,500 employees across:

EUROPE: Albania, Austria, Belgium, Cyprus, Czech Republic, Estonia, France, Germany, Greece, Hungary, Italy, Norway, Poland, Portugal, Romania, Slovak Republic, Slovenia, Spain, Sweden, Switzerland, The Netherlands, The United Kingdom, Turkey

AFRICA: Algeria, Angola, Congo, Côte d'Ivoire, Egypt, Ghana, Kenya, Libya, Mozambique, Namibia, Nigeria, Rwanda, Tunisia

ASIA AND OCEANIA: Australia, Bahrain, China, Hong Kong, India, Indonesia, Iraq, Kazakhstan, Lebanon, Malaysia, Oman, Pakistan, Qatar, Russia, Saudi Arabia, Singapore, South Korea, Timor Leste, Turkmenistan, United Arab Emirates, Vietnam

AMERICA: Argentina, Brazil, Canada, Colombia, Mexico, The United States, Venezuela

Strategic Approach

The Group's distinctive strategy is founded on competitive advantages, in-house expertise and proprietary technologies as reference points with the aim to grow, create value and transform the Company.

In traditional activities, growth and returns leverage on successful exploration, with an option for early monetisation of discoveries, efficient resource development and the establishment of independent entities in synergy with qualified partners, in focused geographic areas, to pursue development opportunities and profitability.

In activities related to the energy transition, Eni's satellite model involves the establishment of entities engaged in the development of products and solutions with reduced carbon footprint, capable, thanks to the entry of dedicated capital, of growing autonomously and financially independently, releasing value for the parent company, as evidenced by the successes of Enilive and Plenitude.

Business Model Framework

Eni's business model supports the company's commitment to a socially fair energy transition and is aimed at achieving solid financial returns and creating long-term value for the stakeholders through a strong presence along the energy value chain. The company's mission integrates the Sustainable Development Goals (SDGs) of the 2030 Agenda of the United Nations.

The business model combines the use of technologies, largely proprietary, enhancing the value of internal skills and a strategic network of collaborations, with the development of an innovative model which provides for the creation of dedicated companies capable of autonomously finance their growth and, at the same time, to bring out the real value of each business.

Value Chain Overview

Eni is present along the entire value chain – from exploration, development and extraction of resources to the marketing of energy, products and services to end customers – developing robust models of integrated business that enhance their industrial assets and customer base.

Upstream Activities: Oil and gas production, exploration and development, purchase of gas from third parties

Midstream Activities: Trading & shipping, transmission network

Downstream Activities: Traditional and biorefining and petrochemicals, electricity generation, purchase of bio and renewable raw materials, waste and residues, development of agri-feedstock

Customer-Facing Activities: Retail markets, business markets, sustainable mobility, e-mobility, services, food, energy efficiency, photovoltaic, network services, CCUS

Support Activities: Remediation, water and waste into development

Satellite Model

The satellite model is Eni's distinctive approach to creating value:

• Vår Energi (Upstream satellite)
• Azule Energy (Upstream satellite)
• Ithaca (UK Upstream satellite)
• Plenitude (Renewable energy and retail)
• Enilive (Sustainable mobility and biorefining)
• CCUS (Carbon capture utilization and storage)

Strategic Direction

Eni's industrial Plan aims to accelerate value growth and Group diversification, maximizing the benefits of the satellite model, maintaining a robust capital structure and a distribution policy at the top of the industry.

The main elements of the Strategic Plan include:

• Implementation of distinctive and consistent strategy addressing energy market transformation opportunities
• Focussed portfolio of established, new and emerging businesses with robust and integrated business models
• Strengthened financial framework enabling long term sustainable value creation
• Attractive investment proposition with enhanced shareholder distributions

Interests and views of stakeholders

Stakeholder Engagement Approach

Eni implements a transition strategy based on a technologically neutral and pragmatic approach, aimed at maintaining the competitiveness of the production system and social sustainability. Essential to achieve these objectives, the partnerships and alliances with stakeholders are used to ensure an active involvement in the definition of Eni's activities and in the transformation of the energetic system.

Local Communities and Development

According to the so-called "Dual Flag" approach, Eni's action is based on a deep respect for the individual, on knowledge of local instances and on the willingness to engage alongside countries to promote the sustainable development, also through partnerships with nationally and internationally recognized actors.

Eni aims to contribute to the reduction of energy poverty in the countries in which it operates, integrating the development of industrial projects and initiatives aimed at host communities, transferring know-how and skills to local partners.

Partnerships and Collaborations

Eni promotes initiatives to support local communities to promote, in addition to the access to energy, economic diversification, training, community health, access to water and sanitation and land protection, in collaboration with international actors and in line with National Development Plans and the 2030 Agenda.

Collaboration agreements with national and international organizations towards Public Private Partnership (FAO, UNDP, UNESCO, UNIDO) are part of Eni's approach to stakeholder relationships.

Customer Engagement

Eni supports its customers by offering cutting-edge energy solutions to help them play a leading role in the energy transition and communicates with them in an honest and transparent way, providing quality products and services in line with their needs.

Supply Chain Stakeholders

Eni promotes the sustainable development of its supply chain, recognizing its key role in the transformation path undertaken. Through a systemic and inclusive approach, Eni shares values, commitments and targets with its suppliers, supporting and involving them in the growth path.

Institutional Engagement

Institutional activities with relevant national and international counterparties are conducted to overcome crisis situations and manage geopolitical risks. This includes:

• Continuous environmental monitoring focused on critical political/institutional developments
• Regulatory issues monitoring which can potentially affect the businesses
• Monitoring and enhancement of Eni's presence and economic promotion initiatives in countries of interest

Community Investment and Local Development

Integration of targets and sustainability projects (i.e. Community Investment) within the Strategic Plan ensures stakeholder interests are embedded in business strategy.

Over 20 million people are targeted to be reached by 2030 through initiatives to support local communities in the energy access sectors (including clean cooking initiatives), education, water access, economic diversification, health and protection of the territory.

Dialogue and Transparency

Continuous dialogue with stakeholders to disclose the Eni's sustainable approach, also through social and local development projects and local content valorization, ensures ongoing engagement and transparency in communications.

Gas and Power Customer Base

Eni serves 101 million gas & power customers globally, demonstrating the scale of its retail stakeholder engagement.

Investments for local development totaled €88.8 million in 2024, showing concrete commitment to community stakeholders.

Material impacts, risks and opportunities and their interaction with strategy and business model

Strategic Risk Integration

The IRM process ensures the detection, consolidation and analysis of all Eni's risks and supports the BoD to verify the compatibility of the risk profile with the strategic targets, also in a medium/long-term approach. The IRM supports management in the decision-making process by strengthening awareness of the risk profile and the associated mitigations.

Top Risk Categories

Eni's top risks portfolio consists of 20 risks classified in: (i) external risks, (ii) strategic risks and, finally, (iii) operational risks.

Key Strategic Risks and Business Model Impacts

Climate Change Risk

Climate change refers to the possibility of changes in the scenario/weather conditions determining risks related to the energy transition (legislative, market, technological and reputational risks) and physical risk for Eni business in the short, medium and long term.

Treatment measures include:

• Strategic Plan foreseeing operational actions for each business to sustain the industrial transformation and to reach targets in the short, medium and long term
• Resilience through the flexibility of the Strategy, portfolio diversification by developing lower carbon businesses and products
• Assessment of the portfolio resilience through stress test based on low carbon scenarios

Commodity Price Scenario Risk

Commodity Price Scenario involves risks deriving from unfavourable commodities price fluctuation (Brent, natural gas and other commodities) compared to planning assumptions.

Strategic responses include:

• Focus on portfolio resilience and flexibility by monitoring traditional businesses cash generation, new businesses growth, portfolio and capital budgeting optimization
• Diversification of gas/LNG supply portfolio leveraging upstream and GGP integrated initiatives
• Development of biorefining capacity through conversion of traditional refining and selective partnerships

Fall in Demand/Competitive Environment

Risks relating to market demand and supply imbalance or increased competitiveness leading to sale volumes reduction, customer base difficulties, and adverse price trends.

Mitigation strategies:

• Growth in sustainable mobility business and selective development of service stations network
• Restructuring plan for basic chemicals and development of new platforms (specialized polymers, biochemicals, recycling)
• Growth in customer portfolio mainly abroad and increase in power customers share
• Maximization of integration synergies with production from renewable sources and with e-mobility

Material Opportunities and Strategic Alignment

Energy Transition Opportunities

The business model is designed to capture energy transition opportunities through:

Satellite Model: Creation of dedicated companies (Plenitude, Enilive, CCUS satellites) capable of autonomous financing their growth while unlocking value for the parent company

Technology Integration: Use of technologies, largely proprietary, enhancing internal skills and strategic collaborations

Portfolio Diversification: Development of renewables, biofuels, biochemistry, CO2 capture/sequestration and research on new energy paradigms

Operational Excellence Opportunities

Exploration Success: Eni is the leading international explorer with 1.2 Bboe of new resources discovered in 2024, creating future development opportunities and options for early monetization

Integrated Value Chains: Robust business models that enhance industrial assets and customer base across the entire energy value chain

Financial Framework Alignment

Strengthened financial framework to support business resilience and innovation while enabling long-term sustainable value creation, with:

• Leverage in the range of 10-20%
• Cumulative investments of €27 billion by 2028 (net of portfolio transactions)
• CFFO/share growing at 14% CAGR to 2028

Sustainability Integration

The operation of the business model ensures informed and strategic decisions through:

• Materiality analysis that explores the most significant impacts generated by Eni on the economy, environment and people, including those on human rights
• Integrated Risk Management process functional to assess risks and opportunities of the reference context
• Integration of business plan with principles of environmental and social sustainability

Description of the processes to identify and assess material impacts, risks and opportunities

Integrated Risk Management Process

Eni has developed and adopted an Integrated Risk Management Model (IRM Model) supporting Eni's management awareness in taking risk-informed decisions through risk assessment and analysis with an integrated, comprehensive and prospective vision.

The IRM Model is based on a system of methodologies and skills that leverages on criteria ensuring consistency of the evaluations to improve the effectiveness of the analyses, adequacy of support for the main decision-making processes (definition of the Strategic Plan) and to guarantee the disclosure to the administration and control bodies.

IRM Sub-processes

The process, regulated by the Global Procedure "Integrated Risk Management" is continuous, dynamic and includes the following sub-processes:

i) Risk strategy; ii) Integrated Risk Assessment; iii) Integrated Country Risk; iv) Integrated Project & M&A Risk Management.

Assessment Methodology

The risks are assessed with quantitative and qualitative tools considering both the likelihood of occurrence and the impacts that may results from the occurrence of the risk in a defined time horizon.

The assessment usually is expressed as both an inherent and a residual level (taking into account the effectiveness of the mitigation actions) and allows to measure the impact with respect to the achievement of the objectives of the Strategic Plan and for the whole life as regards the business.

The risks are represented on the basis of the likelihood of occurrence and the impact on matrices that allow their comparison and classification by relevance. Risks with economic/financial impact can be also analyzed in an integrated perspective on the basis of quantitative models that allow to define on a statistical basis the distribution of cash flows at risk or to simulate the aggregate impact of risks in the face of hypothetical future scenarios (what if analysis or stress test).

2024 Assessment Activities

In 2024, two assessment sessions were performed:

1. Annual Risk Assessment performed in the first half of the year
2. 4Y Plan Risk Assessment in the second half of the year, to support the elaboration process of the 4Y Strategic Plan

The assessment involved all business lines in Italy and abroad (over 40 Countries). The two assessment results were submitted to Eni's management and control bodies in July 2024 and December 2024.

Monitoring Process

Three monitoring processes were performed on Eni's top risks. The monitoring of such risks and the relevant treatment plans allows to analyze the risks evolution (through the update of appropriate indicators) and the progress in the implementation of specific treatment measures planned by management. The top risks monitoring results were submitted to the management and control bodies in March, July and October 2024.

Materiality Analysis Integration

The operation of the business model is based on the best possible use of all resources available to the organization through the implementation of the strategy. This includes:

• Materiality analysis that explores the most significant impacts generated by Eni on the economy, environment and people, including those on human rights
• Integrated Risk Management process, which is functional to ensure, through the assessment and analysis of the risks and opportunities of the reference context, informed and strategic decisions

Country and Project Risk Assessment

Integrated Country Risk (ICR): Activities regarding the integrated analysis of existing risks in the main Countries of presence or potential interest

Integrated Project & M&A Risk Management: Activities to support the decision-making process for the authorization of investment projects and main transactions

Governance Integration

Governance attributes a central role to the Board of Directors (BoD) which defines, on the basis of the analyses proposed by the Chief Executive Officer (CEO) and with the support of the Control and Risk Committee (CCR), with reference to the four-year Strategic Plan, the nature and level of risk compatible with the company's strategic objectives, including in its assessments all the elements that may be relevant with a view to the sustainable success of the company.

Risk Knowledge Management

Risk Knowledge, training and risk communication activities are carried out, aimed at increasing the dissemination of the risk culture, identifying, developing and strengthening the resources operating in the risk management field across Eni's various businesses and developing the risk knowledge management system.

Transition plan for climate change mitigation

Net Zero Commitment

Eni has embarked on a path that will lead to the decarbonization of processes and products by 2050, considering the emissions generated along the entire life cycle of energy products. This path, achieved through existing and evolving technologies, will allow Eni to break down its carbon footprint, both in terms of net emissions and net carbon intensity.

Target Pathway

Confirmed the Group pathway towards Net Zero by 2050, targeting:

• Net Zero Carbon Footprint upstream by 2030
• Net Zero Carbon Footprint Eni by 2035
• Net Zero GHG Lifecycle Emissions and Net Zero Carbon Intensity by 2050

Transition Technologies

The achievement of the Net Zero goal by 2050 involves the use of available technologies capable of immediately contributing to the reduction of emissions, such as:

Gas as Bridge Energy

Gas component as a bridge energy source in the transition, flanked by investments to reduce CO2 and methane emissions. Eni believes that natural gas has a role as a bridge energy source in the transition, following its accessibility, reliability, versatility and reduced carbon content compared to other fossil fuels.

Biofuels from Organic Sources

Traditional refining technologies applied in the production of biofuels, using raw materials of organic origin, not competing with the food chain in the context of the development of agri-business to contribute to the decarbonisation of transport without sudden changes to existing infrastructures.

Renewable Energy Integration

Renewables through increased installed capacity and integration with the retail business, leveraging a large customer base. Growth of PLENITUDE's installed renewable energy capacity to 15 GW by 2030, enabling it to almost double proforma EBITDA by 2028, to €1.9 billion and grow further to over €2.5 billion by 2030.

Carbon Capture and Storage

Carbon Capture Utilization and/or Storage (CCUS), able to provide a concrete contribution to the reduction of emissions, in particular in hard-to-abate sectors, thanks to the development of hubs for the storage of CO2. Launch in 2025 of the new satellite company related to the CCUS business consolidating the projects in a single entity and leveraging its technical and financial expertise.

Circular Economy Solutions

Technologies for the production of bioplastics and mechanical recycling of used plastics. Versalis transformation includes development of new business platforms such as compounding and specialized polymers, biochemistry and circularity through chemical and mechanical recycling.

Breakthrough Technologies

The scale use of these solutions together with research and development of breakthrough technologies, such as magnetic confinement fusion, can contribute to change the energy paradigm in the long term. Eni is progressing technologies that promise to become breakthrough, namely the magnetic confinement fusion for generating zero-emission electricity, with the goal of starting commercial production at the beginning of the next decade.

Investment Plan

For the next four years, Eni has launched a €33 billion investment plan, equal to €27 billion when considering the contribution of net proceeds from the portfolio program, which will be self-financed through operating cash flows.

Planned expenditures will target:

• Development of upstream projects, mainly gas ones
• Exploration for reserves' replacement
• Build-up of renewable capacity
• Expansion of biorefineries
• Versalis' transformation
• Traditional refinery reconversion

Near-Term Emissions Reduction

Our most recent upstream projects, Baleine in Côte d'Ivoire and Argo/Cassiopea in Italy, are designed to achieve net zero emissions (Scope 1 and 2) from the start-up phase; thanks to these and other efficiency initiatives, net Upstream emissions, in equity share, decreased by 55% in 2024 (vs. 2018 baseline), in line with the Net Zero Upstream goal by 2030.

Methane Emissions Target

In 2024, we published the first Methane Report, reaffirming our goal of reaching near-zero methane emissions by 2030.

Portfolio Transformation

Enilive's target of more than 5 million tonnes of biofuel production capacity by 2030 along with the optionality of SAF to account for more than 2 million tonnes.

Confirmed ENILIVE's target with the capability to generate over 15% of ROACE and probable external investments up to participating interest of about 30%.

Policies related to climate change mitigation and adaptation

Eni expresses its commitment to combating climate change in its corporate mission and through various company policies. The commitment to combat climate change is integrated into governance, strategy and business model through the following policies:

Code of Ethics

• Key content/principles: Eni's commitment to combating climate change is expressed through the Code of Ethics
• Integration: The decarbonization strategy aimed at achieving Carbon neutrality by 2050 is an integral part of the company's strategy and is implemented through a structured Corporate Governance system
• Link to business model: The commitment to combat climate change is embedded in the guidelines that steer management performance, through the remuneration policy

Supplier Code of Conduct

• Scope: Value chain
• Key content/principles: Promotes responsible conduct along the value chain, guided by core principles outlined in the Supplier Code of Conduct

Assessment of Industry Associations' Climate Policy Positions

• Key content/principles: Guides Eni's conduct in advocacy activities related to climate policy

Internal procedures for GHG emissions identification and calculation

• Key content/principles: Eni has implemented internal procedures to identify emission sources and methodologies for calculating direct and indirect GHG emissions, using a bottom-up approach
• International standards: Inspired by recommendations of main international standards and industry best practices, including WBCSD/WRI GHG Protocol Initiative and IPIECA/API/IOGP Petroleum industry guideline for reporting greenhouse gas emissions 2011
• Monitoring: Specific procedures and appropriate control measures have been implemented to ensure a robust and structured data collection and control process
• Scope: Activities of over 600 companies in 64 Countries

Monitoring and performance management

• Key content/principles: The monitoring of GHG emission reduction targets follows a structured process that encompasses strategic planning, the setting of objectives related to management remuneration and the biannual review of performance indicators to identify any gaps and adjust priorities for the next cycle

Note: For further information, the company refers to the "Policies and Climate Governance" section and "Reporting principles and criteria: Policies" section.

Actions and resources in relation to climate change policies

Capital Allocation to Decarbonization

Scope: Own operations and value chain
Time horizon: 2024 actual; 2025-2028 planned
Resources allocated:

• 2024: €2.6 billion total expenditure on lower carbon projects (over 20% of total expenditures)
• 2025-2028: €13 billion planned (more than 30% of total spending over the four-year period)
• Over 40% of planned spending for 2025-28 is aligned with the EU Taxonomy

Breakdown of planned expenditures 2025-28:

Link to policy/targets: Supports Eni's Decarbonization Plan and Net Zero strategy; includes energy efficiency initiatives and routine flaring abatement; contributes to emission reduction targets.

---

Research & Development (Patents and Innovation)

Scope: Own operations and technology development
Time horizon: 2024 actual; 2025-2028 target
Resources allocated:

• 2024: €178 million total R&D expenditure
  • €145 million allocated to decarbonization-related aspects
• Target 2025-2028: 70% of R&D spending allocated to decarbonization aspects

Focus areas:

• Reducing carbon footprint of processes
• Circular economy
• Renewable energy exploitation
• Magnetic confinement fusion
• Biorefining
• Chemistry and energy production from renewable sources (including biomass)
• Energy storage
• Capture, transport, storage and reuse of CO₂
• Process carbon footprint reduction
• Green hydrogen production

Expected outcomes:

• 2024: 39 patent application first filings
  • 23 related to renewable energy sources

Link to policy/targets: Innovation is integral to Eni's Code of Ethics; supports decarbonization commitments and climate strategy.

---

Energy Efficiency Measures

Scope: Primarily upstream operations (over 82%)
Time horizon: 2024 actual
Resources allocated: Not separately quantified (included in GHG emissions reduction expenditure above)

Expected outcomes:

• Primary energy savings of over 308 ktoe/year compared to baseline consumption
• Emission reduction benefit of approximately 816 thousand tons of CO₂eq
• Including Scope 2 emissions, net CO₂ savings rise to about 778 thousand tonnes of CO₂eq

Link to policy/targets: Contributes to GHG emission reduction targets and decarbonization plan.

---

Renewable Energy Production and Infrastructure

Scope: Own operations and customer base
Time horizon: 2024 actual
Resources allocated: Included in capital allocation breakdown above (€1.0 billion in 2024; €4.1 billion planned 2025-28 for electricity production from renewable sources)

Installed capacity and production:

• Renewable installed capacity: 3,851 MW (2024) vs. 3,056 MW (2023)
• Production of energy from renewable sources: 4,665 GWh (2024) vs. 3,984 GWh (2023)
• Renewable energy consumption: 587,259 MWh (2024), 62% increase vs. 2023

Expected outcomes:

• Infrastructure enabling low carbon road transport (construction, maintenance, and operations of electric charging points for EV, performed by Plenitude)
• Transport by motorbikes, cars and light commercial vehicles (Enjoy rental service with internal combustion, hybrid and electric vehicles)

Link to policy/targets: Supports transition to lower carbon product portfolio; aligns with renewable energy targets.

---

Biofuels and Biorefineries

Scope: Own operations (production facilities in Gela, Venice, Crescentino)
Time horizon: 2024 actual; 2025-28 planned
Resources allocated:

• 2024: €0.5 billion
• 2025-28: €2.8 billion planned

Production capacity and output:

• Capacity of biorefineries: 1.65 million tonnes/year (unchanged from 2023)
• Sold production of biofuels: 982 thousand tons (2024) vs. 635 thousand tons (2023)
• Production of biofuels by hydrogenating bio-feedstock or waste organic materials (HVO)
• Cogeneration of heat/cool and power from bioenergy utilizing forestry biomass at Crescentino plant

Link to policy/targets: Supports lower carbon product portfolio and decarbonization; reduces CO₂ emissions from combustion when blended with or replacing fossil fuels.

---

Carbon Capture and Storage (CCS)

Scope: Own operations; depleted reservoirs
Time horizon: Medium to long-term (ongoing projects)
Resources allocated: Not separately quantified

Key projects:

• HyNet hub in UK: Upgrading depleted reservoirs in Liverpool bay to permanently store CO₂ emitted by local businesses in hard-to-abate industries
• Ravenna hub, Italy: Underground permanent geological storage of CO₂ in depleted reservoirs operated by Eni

Link to policy/targets: Supports decarbonization strategy and residual emissions management; aligns with climate targets.

---

Circular Economy and Waste Management

Scope: Own operations and waste processing
Time horizon: 2024 actual; 2025-28 planned
Resources allocated:

• 2024: €0.3 billion
• 2025-28: €1.6 billion planned (Circular Economy and Other initiatives including recycling, bio chemistry, NCS and Venture Capital)

Activities:

• Anaerobic digestion of biowaste: biogas production and cogeneration for electricity, as well as compost production (Po' Energia Srl plant)
• Construction, extension and operation of wastewater collection, treatment and supply systems
• Manufacture of plastics in primary form (biodegradable and compostable polyesters via Novamont)

Link to policy/targets: Supports circular economy objectives and decarbonization; eligible for EU Taxonomy.

---

Internal Carbon Pricing

Scope: Investment decisions across portfolio
Time horizon: Ongoing
Resources allocated: Non-financial (governance and decision-making tool)

Description: Eni applies internal carbon pricing to ensure that new investments are consistent with decarbonization targets and to assess portfolio resilience to mitigate stranded asset risks.

Link to policy/targets: Supports capital allocation aligned with Net Zero strategy and transition risk management.

---

Climate Advocacy and Institutional Engagement

Scope: External engagement with policymakers, trade associations, and stakeholders
Time horizon: 2024 actual; ongoing
Resources allocated:

• Internal costs relating to Public Affairs Department activities
• Expenses towards third parties for intermediary activities with EU institutions (disclosed via EU Transparency Register)
• No political contributions or donations to political parties

Activities:

• Participation in economic promotion initiatives, meetings and round tables on energy transition
• Engagement at international multilateral forums (B7, B20, COP29)
• Published third edition of report assessing alignment between Eni's positioning and business associations on climate advocacy
• Membership in Extractive Industries Transparency Initiative (EITI) since 2005; appointed Alternate Member of EITI Board in 2023

Link to policy/targets: Supports development of policies and standards for energy transition; promotes Eni's climate positioning and decarbonization strategy.

---

EU Taxonomy-Aligned Activities

Scope: Multiple activities across value chain
Time horizon: 2024 actual; 2025-28 planned
Resources allocated: Over 40% of planned spending for 2025-28 aligned with EU Taxonomy

Eligible activities include:

• 3.17 Manufacture of plastics in primary form (Novamont)
• 4.1 Electricity generation from renewable sources
• 4.8 Electricity generation from bioenergy
• 4.10 Energy storage facilities (Italy and United States)
• 4.13 Manufacture of biogas and biofuels for transport
• 4.20 Cogeneration of heat/cool and power from bioenergy
• 5.3-5.4 Wastewater collection, treatment and supply systems
• 5.7-5.8 Anaerobic digestion of biowaste
• 5.12 Underground permanent geological storage of CO₂
• 6.5 Transport by motorbikes, cars and light commercial vehicles (Enjoy rental service)
• 6.15 Infrastructure enabling low carbon road transport (EV charging points via Plenitude)

Link to policy/targets: All activities make substantial contribution to climate change mitigation and comply with DNSH criteria; support decarbonization targets.

Targets related to climate change mitigation and adaptation

Net Zero Targets Timeline

Confirmed the Group pathway towards Net Zero by 2050, targeting:

• Net Zero Carbon Footprint upstream by 2030
• Net Zero Carbon Footprint Eni by 2035
• Net Zero GHG Lifecycle Emissions and Net Zero Carbon Intensity by 2050

Methane Emissions Target

Reaching near-zero methane emissions by 2030 - reaffirmed through the publication of the first Methane Report in 2024.

Upstream Emissions Reduction Target

Net Zero Carbon Footprint upstream by 2030, with significant progress already achieved - net Upstream emissions, in equity share, decreased by 55% in 2024 (vs. 2018 baseline), in line with the Net Zero Upstream goal by 2030.

Business-Specific Targets

Renewable Energy Capacity

Growth of PLENITUDE's installed renewable energy capacity to 15 GW by 2030, enabling it to almost double proforma EBITDA by 2028, to €1.9 billion and grow further to over €2.5 billion by 2030.

Plenitude's renewable capacity is expected to reach 10 GW in 2028, more than double the current level of 4.1 GW.

Biofuel Production

Confirmed ENILIVE's target of more than 5 million tonnes of biofuel production capacity by 2030 along with the optionality of SAF to account for more than 2 million tonnes.

Biofuel production capacity will increase to over 3 million tons/year by 2028, with an important flexibility lever given by SAF optionality.

Chemical Business Transformation

Versalis EBIT break-even by 2027 through transformation plan including setting up of new industrial initiatives consistent with Eni's strategy across biorefining, energy storage initiatives, and development of new business platform of around 10% ROACE by 2030.

Project-Level Targets

Our most recent upstream projects, Baleine in Côte d'Ivoire and Argo/Cassiopea in Italy, are designed to achieve net zero emissions (Scope 1 and 2) from the start-up phase.

CCUS Development Target

Launch in 2025 of the new satellite company related to the CCUS business consolidating the projects in a single entity and leveraging its technical and financial expertise.

Carbon Intensity Reduction

Eni will break down its carbon footprint, both in terms of net emissions and net carbon intensity, achieved through existing and evolving technologies by 2050.

Energy consumption and mix

Renewable Energy Production

Energy production from renewable sources: 4.71 TWh in 2024, compared to 4.0 TWh in 2023 and 2.6 TWh in 2022.

Installed Renewable Capacity

Installed capacity from renewables at period end: 4.1 GW in 2024, compared to 3.0 GW in 2023 and 2.2 GW in 2022.

Power Generation Activities

Thermoelectric production: 20.16 TWh in 2024, compared to 20.66 TWh in 2023 and 21.37 TWh in 2022.

Power sales in the open market: 26.55 TWh in 2024, compared to 27.30 TWh in 2023 and 30.86 TWh in 2022.

Energy Mix Evolution

The business model supports the commitment to a socially fair energy transition through:

• Gas component as a bridge energy source in the transition, flanked by investments to reduce CO2 and methane emissions
• Renewables through increased installed capacity and integration with the retail business
• Development of technologies for bioplastics and mechanical recycling of used plastics
• Carbon Capture Utilization and/or Storage (CCUS) technologies

Future Energy Capacity Targets

Growth of PLENITUDE's installed renewable energy capacity to 15 GW by 2030, with intermediate target of 10 GW in 2028, more than double the current level.

Technology Integration

Eni's technological progresses and the development of new energy solutions will exploit the vast computational capacity of the new HPC6 supercomputer, which represents an essential lever in all business phases and for achieving the Net Zero goal by 2050. This asset complemented by existing space at industrial sites and electricity supplied by gas-fired power plants decarbonized thanks to CCS.

Gross Scopes 1, 2, 3 and Total GHG emissions

Scope 1: Direct GHG emissions

Consolidated subsidiaries (100% operated assets, operatorship criteria)

Note: KPIs refer to 100% of the operated assets, consolidated and unconsolidated, with reference to the operatorship criteria expressed in the standards of the Sustainability Statement. The 2023 and 2022 data are reported accordingly. Scope 1 sub-breakdown by emission source (stationary combustion, mobile combustion, process emissions, fugitive emissions) not disclosed.

Scope 2: Indirect GHG emissions from purchased energy

Consolidated subsidiaries (100% operated assets, operatorship criteria)

Note: KPIs refer to 100% of the operated assets, consolidated and unconsolidated, with reference to the operatorship criteria expressed in the standards of the Sustainability Statement. Location-based and market-based breakdown not disclosed.

Net Carbon Footprint (equity share basis)

Eni equity share (includes equity-accounted entities)

Note: KPIs are calculated on an equity basis. Considering the update of the Global Warming Potential coefficients by the IPCC in 2024, the 2023 and 2022 data are reported accordingly.

Scope 3: Indirect GHG emissions from value chain

Note: GHG Protocol Category 11 - Corporate Value Chain (Scope 3) Standard. Estimated on the basis of the upstream production (Eni's share) in line with IPIECA methodologies. Only Category 11 disclosed. Other Scope 3 categories (1-10, 12-15) not disclosed.

Net GHG Lifecycle Emissions (Scope 1+2+3) and Net Carbon Intensity

Eni equity share

Note: Net figures, equity basis. Calculated in line with IPIECA methodologies.

Total GHG emissions

No total consolidated GHG emissions (Scope 1 + 2 + 3) figure on a 100% operatorship basis disclosed. Only equity-based lifecycle emissions (Scope 1+2+3) reported at 395 mmtonnes CO₂eq. for 2024.

GHG intensity

Net Carbon Intensity (Scope 1+2+3, equity basis): 65.2 gCO₂eq./MJ in 2024 (65.6 gCO₂eq./MJ in 2023; 66.3 gCO₂eq./MJ in 2022).

No revenue-based intensity (tCO₂eq. per M€) disclosed.

Regulated emissions (EU ETS)

Not disclosed.

Biogenic CO₂ emissions

Not disclosed separately.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Phase-in exemption

Eni applies the phase-in exemption for ESRS E1-9 (Anticipated financial effects from material physical and transition risks and potential climate-related opportunities).

The following specific datapoints under E1-9 are also subject to phase-in:

• ESRS E1-9 Par. 66 – Exposure of the benchmark portfolio to climate-related physical risks (Benchmark Regulation)
• ESRS E1-9 Par. 66 (a) – Disaggregation of monetary amounts by acute and chronic physical risk (Pillar 3)
• ESRS E1-9 Par. 67 (c) – Breakdown of the carrying value of real estate assets by energy-efficiency classes (Pillar 3)
• Par. 69 – Degree of exposure of the portfolio to climate-related opportunities (Benchmark Regulation)

The datapoint ESRS E1-9 Par. 66 (c) – Location of significant assets at material physical risk is not marked as phase-in.

Policies related to pollution

The excerpts provided do not contain detailed information about specific policies related to pollution (ESRS E2-1). The document includes a cross-reference table that indicates policies related to pollution are disclosed elsewhere in the reporting structure:

• Cross-reference to "Environment and Eni's management system"
• Cross-reference to "Pollution: Policies"
• Cross-reference to "Reporting principles and criteria: Policies"

The excerpts mention the Code of Ethics in the context of whistleblowing and remediation mechanisms, which can be used in the event of alleged violations. However, specific details about pollution-related policies, their scope, governance, content, approval processes, links to international standards, or monitoring mechanisms are not disclosed in the provided excerpts.

The document also references environmental policies in the context of the European Works Council (EWC), which "focuses on issues relating to business plans/investments/acquisitions or disposals, employment prospects, health and safety at work, environmental policies and sustainability," but does not provide detailed policy information.

To access the full disclosure of policies related to pollution, reference should be made to the sections indicated in the cross-reference table.

Targets related to pollution

Targets for the reduction of methane emissions and flaring in the Upstream business (operated and cooperated assets)

The document explicitly cross-references pollution targets to the climate change chapter:

Reference in ESRS E2-3 mapping table (page 257):

• E2-3 Targets related to pollution → Cross-reference: "Pollution: Targets and commitments"

However, the excerpts provided do not contain the actual content of the "Pollution: Targets and commitments" section. The document does reference:

Methane and flaring targets mentioned in E1-4 mapping:

• The climate change chapter includes "Targets for the reduction of methane emissions and flaring in the Upstream business (operated and cooperated assets)" (referenced on page 255)

Pollution metrics referenced (E2-4):

• Oil spills (>1 barrel) - operating and from sabotage
• Chemical spills and volumes
• Other pollutants listed in Regulation 166/2006 (E-PRTR)

The specific quantified pollution targets are not disclosed in the provided excerpts, though the reporting structure indicates they exist in sections not included in these extracts.

Pollution of air, water and soil

Oil Spills

Total volume of oil spills (> 1 barrel): 2,815 barrels in 2024, compared to 12,719 barrels in 2023 and 5,628 barrels in 2022.

Breakdown by cause:

• Due to sabotage: 2,140 barrels in 2024, compared to 5,094 barrels in 2023 and 5,253 barrels in 2022
• Operational: 675 barrels in 2024, compared to 7,625 barrels in 2023 and 375 barrels in 2022

Air Emissions Data

Direct GHG emissions (Scope 1): 21.2 mmtonnes CO2eq. in 2024, representing direct air pollution from operations.

Direct methane emissions (Scope 1): 16.0 ktonnes CH4 in 2024, compared to 16.6 ktonnes CH4 in 2023 and 26.4 ktonnes CH4 in 2022.

Water Management

Freshwater withdrawals: 127 mmcm in 2024, compared to 109 mmcm in 2023 and 101 mmcm in 2022.

Re-injected production water: 51% in 2024, compared to 42% in 2023 and 43% in 2022.

Reuse of fresh water: 90% in 2024.

Pollution Prevention Measures

Eni is committed to protect the environment through the search for innovative solutions aimed at reducing the impact of its operations, ensuring efficient use of natural resources, the protection of biodiversity and water resources, and the promotion of development models based on regenerative principles of the circular economy.

Reporting Scope

KPIs refer to 100% of the operated assets, consolidated and unconsolidated, with reference to the operatorship criteria expressed in the standards of the Sustainability Statement. The 2023 and 2022 data are reported accordingly.

Anticipated financial effects from pollution-related impacts, risks and opportunities

Eni has applied the phase-in exemption for this disclosure requirement. No anticipated financial effects from material pollution-related risks and opportunities are disclosed for the 2024 reporting period.

Policies related to water and marine resources

The excerpts provided indicate that Eni has policies related to water and marine resources, with cross-references to:

• "Pollution: Policies"
• "Water resources: Policies"
• "Reporting principles and criteria: Policies"

However, the excerpts do not contain the actual policy content from these referenced sections. The index table shows that E3-1 disclosures are located in sections titled "Pollution: Policies", "Water resources: Policies", and "Reporting principles and criteria: Policies" within the 2024 Sustainability Statement, but these sections are not included in the provided excerpts.

The excerpts note that ESRS E3-1 paragraph 13 regarding "Dedicated policy" is marked as "NOT APPLICABLE – Policies cover all sites", indicating that Eni has policies covering all sites rather than dedicated site-specific policies.

Without access to the referenced policy sections, the specific policy names, scope, governance, content, public availability, links to international standards, and monitoring mechanisms cannot be extracted.

Water consumption

Water Withdrawals

Fresh water withdrawals: 127 mm³ in 2024, compared to 109 mm³ in 2023 and 101 mm³ in 2022.

Water Reuse and Efficiency

Reuse of fresh water: 90% in 2024, demonstrating strong water efficiency practices.

Re-injected production water: 51% in 2024, compared to 42% in 2023 and 43% in 2022, showing improved water management and reinjection practices.

Water Positivity Target

Declared the ambition to achieve water positivity by 2050 in its operated sites, through an approach that also takes into account actions at the river basin level, inspired by the principles of the Net Positive Water Impact proposed by the CEO Water Mandate.

As part of the CEO Water Mandate initiative, Eni is engaged in achieving water positivity by 2035 in at least 30% of our operated sites, with withdrawals greater than 0.5 Mm³/year of fresh water in water-stressed areas.

Water Resource Protection

Eni is committed to protect the environment through the search for innovative solutions aimed at reducing the impact of its operations, ensuring efficient use of natural resources, the protection of biodiversity and water resources, and the promotion of development models based on regenerative principles of the circular economy.

Reporting Methodology

KPIs refer to 100% of the operated assets, consolidated and unconsolidated, with reference to the operatorship criteria expressed in the standards of the Sustainability Statement. The 2023 and 2022 data are reported accordingly.

Transition plan and consideration of biodiversity and ecosystems in strategy and business model

Integration of biodiversity in corporate strategy and business model

Eni has integrated biodiversity considerations into its strategy and business model through the development of site-specific Biodiversity Action Plans (BAPs) for priority sites overlapping areas of high biodiversity value. The company uses the TNFD (Taskforce on Nature-related Financial Disclosures) framework to help manage risks and opportunities related to nature and biodiversity.

The company also utilizes the Inevitable Policy Response (IPR) "FPS" (2023 report) Land and Nature scenario, which integrates the energy sector with the land use sector and models the impact of forecasts of more than 300 policies on the real economy until 2050, describing how variables impact the environment in terms of emission levels and biodiversity.

Geographic and value-chain scope

Eni has identified priority sites overlapping areas of high biodiversity value across multiple geographies:

• Italy: Val D'Agri oil and gas production concession (52.6k hectares), Collarmele Wind Farm (234 hectares), and pipeline operations
• Alaska: Nikaitchuq and Oooguruk oil and gas production concessions (25.1k hectares) - sold on 4th November 2024
• Ghana: Onshore reception facility of the Offshore Cape Three Point production site (96 hectares)
• United Kingdom: Liverpool Bay pipeline (4 hectares)
• Spain: Bonete (193 hectares)

The company reports that 81% of concessions overlapping with protected areas are found in Europe (Italy and the Netherlands) and the United Kingdom. About 90% of certain operations are in Italy, with the remaining 10% in Spain and France. Operations span O&G Downstream, Enilive, Plenitude, Enipower and Versalis.

Biodiversity targets

Eni has established specific biodiversity targets for priority sites:

• Ghana (Offshore Cape Three Point): Goal to ensure "No Net Loss" of natural habitat over the 20 years of the project (until 2040), with restoration of 11 ha of deforested areas and conservation actions on about 22 ha of natural forest to offset the non-restorable habitat
• Italy (Val D'Agri): Target of restoring 100% of the restorable areas (167 ha) by 2026; as of 2024, 154 ha have been under restoration (92% of target)

Investment commitments

Val D'Agri oil and gas production concession (Italy)

• €223k expenditure in 2024
• €800k planned for 2025-2028

Collarmele Wind Farm (Italy)

• CapEx €180k for mitigation actions (detection cameras, acoustic deterrent and shutdown systems)
• About €12k/year for monitoring effectiveness

Nikaitchuq and Oooguruk production concessions (Alaska)

• €570k expenditure in 2024

Offshore Cape Three Point (Ghana)

• €150k expenditure in 2024 (of which €82k for offset)
• €7,216k allocated for environmental studies and monitoring in 2025-2028

Liverpool Bay pipeline (United Kingdom)

• €68k expenditure in 2024
• €270k expected for 2025-2028 period

Bonete (Spain)

• Approximately €30k/year for 2024-2028

Priority sites and biodiversity action plans

Use of frameworks

• TNFD (Taskforce on Nature-related Financial Disclosures): Used to help manage risks and opportunities related to nature and biodiversity
• Inevitable Policy Response (IPR) Land and Nature scenario: Used for forecasting scenario that integrates the energy sector with the land use sector, modeling the impact of more than 300 policies on the real economy until 2050
• IFC performance standards and guidelines: Applied in Ghana with quarterly and annual audits through independent consultants
• IUCN Red List: Used for assessing conservation status of animal and plant species

Linkage to nature-related risk assessment

The company identifies systemic risks arising from the breakdown of the entire system, characterised by modest tipping points combining indirectly to produce large failures with cascading of interactions of physical and transition risks.

Eni's approach includes identification of concessions and sites overlapping with protected areas including KBA, IUCN protected areas (I-VI), Natura 2000, WHS, Ramsar and other nationally and internationally protected areas from global databases.

Policies related to biodiversity and ecosystems

The excerpts provided do not contain detailed disclosure of specific named policies related to biodiversity and ecosystems as required by ESRS E4-2.

The content cross-references indicate that biodiversity policies are disclosed in sections titled:

• "Biodiversity: Policies"
• "Reporting principles and criteria: Policies"

However, the actual policy content, names, governance structures, approval processes, and implementation details are not included in the provided excerpts.

The excerpts primarily contain:

• References to international frameworks (TNFD, IUCN)
• Details of specific Biodiversity Action Plans (BAPs) at priority sites in Italy (Val D'Agri, Collarmele), Alaska (Nikaitchuq and Oooguruk), and Ghana (Offshore Cape Three Point)
• Mitigation and monitoring actions at these sites
• Cross-reference tables indicating where policies are disclosed elsewhere in the report

Specific policy references mentioned in the cross-reference table include:

• Sustainable land/agriculture practices or policies (paragraph 24, letter b)
• Policies to address deforestation (paragraph 24, letter d)
• Sustainable oceans/seas practices marked as "NOT MATERIAL"

Without access to the actual policy disclosure sections referenced, the specific policy names, content, governance, and implementation details cannot be extracted.

Actions and resources related to biodiversity

Natural Climate Solutions (NCS) and REDD+ Projects

Scope: Own operations and value chain (Africa, Latin America, Asia)

Description: Forest protection and conservation initiatives under the REDD+ (Reducing Emissions from Deforestation and forest Degradation) scheme, involving forest conservation activities with goals of reducing emissions and improving natural CO₂ storage capacity, while promoting alternative development models for local communities.

Main initiatives:

• Luangwa Community Forest Project (LCFP), Zambia
• Lower Zambezi REDD+ Project (LZRP), Zambia
• Kafue, Zambia
• Ntakata Mountains, Tanzania
• Makame, Tanzania
• Mai Ndombe, Democratic Republic of Congo
• Great Limpopo REDD+ Project (GLRP), Mozambique
• Amigos de Calakmul, Mexico
• New (Nov 2024): Agreement with Côte d'Ivoire's Ministry of Water and Forests to conserve and restore forest area, aligned with zero emissions in the Baleine project development

Expected outcomes:

• Carbon credits portfolio: ~5.3 mmtonnes CO₂ included in 2024
• Expected carbon credits: ~15 MtCO₂eq. by 2030, ~20 MtCO₂eq. by 2040, <25 MtCO₂eq. by 2050
• All credits verified according to internationally recognized standards (Verra's VCS, Gold Standard)
• Additional certifications: CCBS or SD VISta for socio-environmental benefits

Sustainable Agriculture Land Management (SALM)

Scope: Kenya (launched 2024), with evaluation underway for Africa, Latin America, and Asia

Description: Promotion of agricultural practices to increase crop yields while increasing organic carbon content in soils.

Time horizon: Ongoing evaluation of further NCS initiatives in restoration and sustainable ecosystem management context

Eni for Clean Cooking Program

Scope: Sub-Saharan Africa and Asia

Description: Projects promoting improved cooking systems to reduce woody biomass consumption, improve health conditions, and promote forest conservation. Industrial approach develops entrepreneurship and local economy.

Geographic coverage:

• Côte d'Ivoire
• Congo
• Mozambique
• Angola
• Rwanda
• Tanzania
• Expansion to other Countries in Sub-Saharan Africa and Asia under evaluation

Outcomes to date:

• 2024: ~1.2 million people reached in Sub-Saharan Africa
• Total since start-up: 1.5 million people reached

Time horizon: Feasibility studies launched in 2024 for transition to:

• Induction stoves in urban areas
• Pyrolysis stoves in rural areas (using agricultural waste from Eni's agri-feedstock supply chain)

Partnerships:

• Signatory to "Clean Cooking Declaration: Making 2024 the pivotal year for Clean Cooking" (Paris Summit)
• Alignment with IEA scenarios and UN SDG 7

Agri-Feedstock Activities

Scope: Kenya, Congo, Côte d'Ivoire

Description: Development of agri-hubs for vegetable oil production from sustainable sources.

2024 production: 130 ktonnes vegetable oil (tripled vs. prior year)

Key sites:

• Kenya: Two operational agri-hubs with 70 ktonnes/y oil capacity, developed over >80,000 hectares; 2024 production 48 ktonnes (including waste/residues)
• Congo: Agri-hub with 30 ktonnes/y capacity completed Q4 2024, first production expected 2025
• Côte d'Ivoire: Industrial-scale production from rubber seed forest residues valorization; 4.5 ktonnes produced (including waste/residues)

Certification: Activities certified according to voluntary standards recognized by EU Commission for biofuels (EU RED II)

Biodiversity Action Plans (BAPs) for Priority Sites

Scope: Operational sites and concessions overlapping or adjacent to protected areas and Key Biodiversity Areas (KBAs)

Sites under management:

• 32 concessions (~655.5k hectares) in upstream O&G overlapping priority biodiversity areas
• 28 operational sites (~3.8k hectares) across other business lines (including 18 renewable energy sites)
• 41 concessions (~137.7k hectares) and 62 sites (3.03k hectares, including 40 renewable sites) adjacent to priority areas

Example: Val D'Agri (Italy) - Oil and gas production concession

Area: 52.6k hectares

Main impact: Land use change, loss or degradation of forest habitat from pipelines and well pads

Affected areas:

• Parco nazionale dell'Appennino Lucano-Val d'Agri-Lagonegrese
• Riserva regionale Abetina di Laurenzana
• 1 KBA Agri Valley
• 11 Natura 2000 sites

Resources allocated:

• 2024 expenditure: €223k
• 2025-2028 planned: €800k

Actions:

• Habitat restoration: 154 ha restored since 2003 (92% of target to restore 100% of restorable areas, 167 ha, by 2026)
• Partnerships with NGOs, universities, and local experts
• Periodic monitoring (at least until 2026) to verify effectiveness and confirm presence of endangered species
• Confirmed presence of Apennine toad (endangered), wildcat, and wolf (trigger species for critical habitat)

Priority intervention areas across all BAPs:

1. Restoration of natural habitats that have been modified or degraded
2. Monitoring campaigns to confirm presence of endangered species and assess impacts on conservation status

BES Management Model

Scope: All operated sites

Description: Systematic approach to address and monitor effects on biodiversity and ecosystem services in priority conservation areas (protected areas and KBAs).

Process:

1. Mapping sites relative to protected areas and KBAs
2. Conducting BES Assessments to characterize context and identify direct/indirect impacts
3. Confirming priority sites with significant residual impacts
4. Designing and implementing BAPs for priority sites
5. Stakeholder engagement through dedicated consultations/workshops with communities, indigenous peoples, and local stakeholders

Resources: Integrated within HSE Management System and ISO 14001:2015 certification processes

Targets related to biodiversity and ecosystems

Ghana - Onshore reception facility (Offshore Cape Three Point)

Target metric: No Net Loss of natural habitat

Target scope: Amansuri wetlands (KBA)

Target year: 2040 (over 20 years of the project)

Target description:

• Goal to ensure "No Net Loss" of natural habitat over the 20 years of the project (until 2040)
• Restoration of 11 ha of deforested areas
• Conservation actions on about 22 ha of natural forest to offset the non-restorable habitat

Resources allocated:

• Expenditure of €150k in 2024 (of which €82k for offset)
• €7,216k allocated for environmental studies and monitoring in 2025-2028

Progress to date:

• Replanting of the deforested areas has been completed (in line with planning)
• Monitoring of offset and restoration of deforested areas through different indicators (Leaf Area, forest bird diversity and species richness)
• Progress of 25%, in line with the planning

United Kingdom - Liverpool Bay (pipeline)

Target metric: Restoration of dune habitat

Target scope: Gronant Dunes and Talacre Warren SSSI, Dee Estuary Ramsar Site

Target description:

• Restoration program for the dunes of Gronant and Talacre (4 ha) impacted by the laying of the pipeline
• Launched in 1994

Resources allocated:

• €68k expenditure in 2024
• €270k expected for the 2025-2028 period

Progress to date:

• A further 66.7 hectares of dunes have been acquired to ensure long-term management and monitoring
• Implementation of the management plan is ongoing
• Two species have been successfully reintroduced: the natterjack toad and the sand lizard

Spain - Bonete Solar plant

Target metric: Implementation of Biodiversity Action Plan (BAP)

Target scope: Natura 2000: Área esteparia del este de Albacete; KBA: Pétrola-Almansa-Yecla

Resources allocated:

• Approximately €30k/year for 2024-2028

Actions (qualitative targets):

• Vegetation management plan for the solar plant
• Replanting with native species around the facilities and regular monitoring
• Measures to support wildlife (installation of nests for birds and bats and water troughs, modification of fences)
• Collaboration with neighboring farm to implement agri-environmental measures supporting steppe birds
• Environmental monitoring of fauna and the effectiveness of conservation measures

Impact metrics related to biodiversity and ecosystems change

Forest Protection Initiatives

Launched Great Limpopo project in Mozambique to protect forests and counteract deforestation causes in line with the UN REDD+ protocol.

Land Protection Commitment

Eni promotes initiatives to support local communities to promote, in addition to the access to energy, economic diversification, training, community health, access to water and sanitation and land protection, in collaboration with international actors and in line with National Development Plans and the 2030 Agenda.

Environmental Protection Approach

Eni is committed to protect the environment through the search for innovative solutions aimed at reducing the impact of its operations, ensuring efficient use of natural resources, the protection of biodiversity and water resources, and the promotion of development models based on regenerative principles of the circular economy, with the aim of maximizing the recovery and valorization of waste and scraps.

Regenerative Development Model

Promotion of development models based on regenerative principles of the circular economy, demonstrating commitment to ecosystem restoration and biodiversity enhancement rather than just impact mitigation.

Anticipated financial effects from biodiversity and ecosystem-related impacts, risks and opportunities

Eni has applied the phase-in exemption for this disclosure requirement and has not reported anticipated financial effects from material biodiversity and ecosystem-related risks and opportunities in the 2024 reporting period.

Policies related to resource use and circular economy

The excerpts provided do not contain the actual content of ESRS E5-1. The table shows that E5-1 'Policies related to resource use and circular economy' cross-references to sections titled 'Resource use and circular economy: Policies' and 'Reporting principles and criteria: Policies' in the 2024 Sustainability Statement, but the substantive policy information is not included in the excerpts provided.

Without access to the referenced sections of the sustainability statement, the specific policies, their scope, governance, content, public availability, links to international standards, and monitoring mechanisms cannot be disclosed.

Actions and resources related to circular economy

Transformation Plan of the Chemical Business

Action: Transformation, decarbonization and relaunch of Eni's Chemical business (Versalis)

• Launch date: October 2024 (announced March 2024)
• Scope: Own operations (Versalis chemical sites in Italy)
• Time horizon: To be implemented by 2029
• Resources allocated: Investments of around €2 billion
• Expected outcomes:
  • Reduction of about 1 mmtonnes of CO2 emissions (approximately 40% of total Versalis emissions in Italy)
  • Positive impact in terms of employment
• Key activities:
  • Restructuring of basic chemistry with shutdown of cracking plants in Priolo and Brindisi
  • Strong downsizing of polymer production with shutdown of polyethylene in Ragusa
  • Construction of new industrial plants in areas of bio, circular and chemical specialties, as well as biorefining and energy storage

Decarbonization Process of Traditional Refining - Livorno Biorefinery Conversion

Action: Conversion of traditional Livorno plant into a biorefinery

• Scope: Own operations (Livorno refinery)
• Time horizon: Start-up expected in 2026
• Status: Final investment decision reached; awaiting official authorisations
• Key features:
  • Construction of biogenic feedstock pre-treatment unit
  • Ecofining™ plant
  • Facility for production of hydrogen from natural gas
  • Hub to be allocated to Enilive
  • Follows successful model adopted in Gela and Venice

Circular Economy Initiatives - Versalis Product Development

Collaboration with Crocco (SpA SB)

• Action: Production of food packaging film with recycled post-consumer plastics
• Scope: Downstream value chain (flexible packaging sector)
• Target: Mass production for large-scale retail market

REFENCE™ Launch

• Action: Launch of REFENCE™, an innovative range of recycled polymers for food contact packaging
• Scope: Product development and market offering
• Technology: Developed using NEWER™ technology
• Integration: Enhances Versalis Revive® portfolio from mechanical recycling
• Partnership: Collaboration with Forever Plast

End-of-Life Tires Recycling Agreement

• Action: Transform end-of-life tires (ELTs) into new tires
• Scope: Downstream value chain (tire industry)
• Partnership: Agreement with Bridgestone and BB&G Group
• Expected outcome: Circular and sustainable production cycle for tires

ReUp Brand Launch

• Action: Launch of ReUp brand for furniture and home decor sector
• Scope: New market segment
• Products: Plastic solutions obtained in whole or in part from renewable or recycled sources

Tecnofilm SpA Acquisition

• Action: Acquisition of 100% of Tecnofilm SpA
• Scope: Compounding specialization
• Strategic fit: Strengthen market share in high value-added segments
• Timing: Finalized in 2024

Strategic Partnership with Lummus Technology

• Action: Licensing of technologies in the phenol chain
• Timing: Signed January 2025
• Partnership: Versalis with Lummus Technology
• Expected outcome: Develop more sustainable technology solutions and maximize efficiency for productivity, energy efficiency, and sustainability goals

Circular Economy - Biorefining Portfolio (Enilive)

Action: Production of advanced biofuels and biomethane

• Scope: Own operations (biorefineries)
• Current capacity: 1.65 million tons/year
• Target capacity: Over 5 million tons by 2030
• Existing facilities:
  • Porto Marghera (operational since 2014)
  • Gela (operational since 2019)
  • Livorno (start-up expected 2026)
• Feedstock: Waste-based (used cooking oils, residual vegetable oils, organic residues from agricultural/agro-industrial waste, livestock wastewater, organic waste)
• Value chain integration: Certified supply chains including soil recovery initiatives in Africa, Southeast Asia and Central Asia through cultivation of oilseed plants; by-products transformed into animal feed and fertilizers

Waste to Chemicals - Sannazzaro

Action: Transform non-recyclable waste into circular methanol and hydrogen

• Scope: Own operations (Sannazzaro site)
• Status: Currently assessing the process
• Technology: Waste to Chemicals technology

Chemical Recycling - Porto Marghera Plastic Recycling Plant

Action: First plant for recycled plastic processing

• Scope: Own operations (Porto Marghera site)
• Status: Construction completed in 2024
• Time horizon: Start-up scheduled for early 2025

Chemical Recycling - Hoop® Demonstration Plant (Mantua)

Action: Transform mixed plastic waste into recycled oil for polymer production

• Scope: Own operations (Mantua, Italy)
• Technology: Pyrolysis process
• Status: Activities to launch demonstration plant continued in 2024
• Output: Recycled oil usable to produce polymers with same characteristics as virgin ones
• Target waste: Mixed plastic waste non-recyclable through mechanical process

Eni Rewind - Produced Water Treatment Plant (Viggiano)

Action: Treatment and recovery of produced water from hydrocarbon extraction

• Scope: Own operations (Viggiano, PZ)
• Time horizon: Implementation planned over next three years
• Expected outcome: Prevent liquid waste management by tanker; waters recovered, treated and reused in industrial processes

Eni Rewind - Bio-remediation Plant (Ponticelle)

Action: Valorisation of soil from remediation activities and environmental platform for industrial waste sorting

• Scope: Own operations (Ponticelle, RA)
• Time horizon: Construction planned within next two years
• Activities:
  • Bio-remediation of soil
  • Sorting and preparation of industrial waste to maximize waste management and valorisation

Asset Repurposing Initiatives

Action: Repurpose mature assets at end of production phase

• Status: Projects currently under screening phase
• Examples:
  • Reuse of platforms for offshore data center facilities (feasibility studies planned in 2025 in Adriatic Sea)
  • Repurposing of onshore sites for wind and solar power plants (in 2024 preliminary feasibility evaluations conducted for Italian industrial areas)
• Focus: Reuse of single components and recycling of materials

Plenitude - Plant Life Extension

Action: Revamping and repowering studies to extend useful life of renewable energy assets

• Scope: Own operations (Plenitude renewable energy plants)
• Activities: Research on decommissioning scenarios for renewable energy production plants

Circularity Measurement Model

Action: Development and implementation of circularity measurement model

• Partnership: Scuola Superiore Sant'Anna of Pisa
• Validation: Third-party certification entity
• Collaboration: UNI (Italian Standards Organization) and ISO working groups
• Standard application: Pilot project launched in 2023 for UNI TS 11820 experimental standard
• Status: Standard finalized in 2024; assertion verified by third-party auditor for offices, laboratories, business support functions and service companies ("Support Function")

Waste Management Digitization (Eni Rewind)

Action: Digitization project to improve efficiency and monitoring of waste management process

• Launch: 2020 (continued in 2024)
• Scope: Own operations (Italy)
• Management entity: Eni Rewind
• Strategy:
  • Use only authorized third parties
  • Favor recovery solutions over disposal
  • Select plants at shorter distance from waste production site
  • Conduct audits on environmental suppliers
• Awareness activities: Promotion among foreign subsidiaries through dissemination and sharing of initiatives and experiences

Resource inflows

Hydrocarbon Resource Development

Net proved reserves of hydrocarbons: 6,497 mmboe in 2024, compared to 6,614 mmboe in 2023 and 6,628 mmboe in 2022.

Organic reserve replacement ratio: 124% in 2024, compared to 69% in 2023 and 47% in 2022, demonstrating successful reserve replacement.

Exploration Success

1.2 Bboe of new resources discovered in 2024, mainly in Indonesia, Côte d'Ivoire, Cyprus and Mexico, creating future development opportunities and options for early monetization of discoveries, consistent with Eni's dual exploration model.

Raw Material Procurement

Purchase of bio and renewable raw materials, waste and residues as part of the value chain for biorefining operations.

Development of agri-feedstock through dedicated initiatives, including agreements such as the one with International Finance Corporation (IFC) for a total financing of $210 million for agri-feedstock development in Kenya.

Supply Chain Resource Inflows

Eni's operations use a global supply chain for the procurement of capital goods, raw materials, works and services. The main assets procured were:

• Logistics support for the well area and ancillary services
• Offshore installations
• Engineering services for the oil and gas sector
• Professional services
• Well drilling services

Water Resources

Fresh water withdrawals: 127 mm³ in 2024, compared to 109 mm³ in 2023 and 101 mm³ in 2022.

Energy Resource Inputs

Oil & gas exp/development licenses: 211 thousand km²

Circular Economy Resource Flows

Promotion of development models based on regenerative principles of the circular economy, with the aim of maximizing the recovery and valorization of waste and scraps.

Development of technologies for the production of bioplastics and mechanical recycling of used plastics as part of resource circularity initiatives.

Resource outflows

Hydrocarbon Production

Hydrocarbon production: 1,707 kboe/d in 2024, compared to 1,655 kboe/d in 2023 and 1,610 kboe/d in 2022.

Energy Products Output

Natural gas sales: 50.88 bcm in 2024, compared to 50.51 bcm in 2023 and 60.52 bcm in 2022.

• Italy: 24.40 bcm in 2024
• Outside Italy: 26.48 bcm in 2024

LNG sales: 9.8 bcm in 2024, compared to 9.6 bcm in 2023 and 9.4 bcm in 2022.

Power Generation Output

Thermoelectric production: 20.16 TWh in 2024, compared to 20.66 TWh in 2023 and 21.37 TWh in 2022.

Power sales in the open market: 26.55 TWh in 2024, compared to 27.30 TWh in 2023 and 30.86 TWh in 2022.

Energy production from renewable sources: 4.71 TWh in 2024, compared to 4.0 TWh in 2023 and 2.6 TWh in 2022.

Refined Products

Refinery throughputs on own account: 24.21 mmtonnes in 2024, compared to 27.39 mmtonnes in 2023 and 27.12 mmtonnes in 2022.

Retail sales of petroleum products in Europe: 7.70 mmtonnes in 2024, compared to 7.52 mmtonnes in 2023 and 7.50 mmtonnes in 2022.

Biofuel Production

Sold production of biofuels: 982 ktonnes in 2024, compared to 635 ktonnes in 2023 and 428 ktonnes in 2022.

Capacity of biorefineries: 1.65 mmtonnes/year in 2024, compared to 1.65 mmtonnes/year in 2023 and 1.10 mmtonnes/year in 2022.

Chemical Products

Production of chemical products: 5,685 ktonnes in 2024, compared to 5,663 ktonnes in 2023 and 6,856 ktonnes in 2022.

Waste and By-products

Total volume of oil spills (> 1 barrel): 2,815 barrels in 2024, compared to 12,719 barrels in 2023 and 5,628 barrels in 2022.

Re-injected production water: 51% in 2024, compared to 42% in 2023 and 43% in 2022.

Circular Economy Outputs

Development models based on regenerative principles of the circular economy, with the aim of maximizing the recovery and valorization of waste and scraps.

Technologies for the production of bioplastics and mechanical recycling of used plastics represent circular economy resource outputs.

Customer-Facing Products and Services

Service stations in Europe at year end: 5,254 in 2024, compared to 5,267 in 2023 and 5,243 in 2022.

EV charging points: 21.3 thousand in 2024, compared to 19.0 thousand in 2023 and 13.1 thousand in 2022.

Retail and business gas sales to end customers: 5.51 bcm in 2024, compared to 6.06 bcm in 2023 and 6.84 bcm in 2022.

Retail and business power sales to end customers: 18.28 TWh in 2024, compared to 17.98 TWh in 2023 and 18.77 TWh in 2022.

Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities

Phase-in exemption

Eni has applied the phase-in exemption for ESRS E5-6 as indicated in the cross-reference table on page 260.

Waste

Waste Management Overview

Eni Rewind manages waste treatment for the purpose of remediation activities at Eni sites and owned by Eni Rewind. The company managed a total of about 1.9 million tons of waste in 2024, an increase compared to 2023, sending it for recovery or disposal at external plants. This increase is due to the increase in liquid waste, managed for disposal at external plants, produced in the Refining Evolution and Transformation (REVT) area for the emergency safety measures (MISE) activities of the Sannazzaro site and the land produced in the REVT area in Livorno, for the preparatory activities for the construction of the Biorefinery.

Waste Recovery Performance

The recovery index (ratio of recovered/recoverable waste) was 76.3%, up from 2023 (75%), due to the analytical and granulometric characteristics found in the waste managed during characterization, which made it possible to maximize the start of waste recovery.

Hazardous waste amounts to 27% of the total.

Compared to the total volumes managed by Eni Rewind in 2024, the part relating to Eni customers currently makes up about 80% of the total.

Corporate Level Performance

Total waste managed: ~1.9 million tons

Recovery vs. total recoverable waste: ~77%

Policies related to own workforce

People Value Recognition

Eni recognizes the value of its people as a fundamental element for the success of the company and for this reason guarantees a working environment free from any form of discrimination that favors the full development of everyone's potential, promoting the development of a culture based on dissemination of knowledge.

Health and Safety Standards

Eni also complies with the highest international standards in terms of health and safety and adopts appropriate measures aimed at protecting people and assets.

The achievement of the Net Zero goal by 2050 involves operational excellence, asset integrity and HSE culture of protecting the safety of people in the workplace, communities, the environment, and property from the intrinsic risk associated with the complexity, reach and scale of activities.

Safety Commitment and Culture

The tragic event occurred at the Calenzano storage hub, with its tragic toll of human lives, is absolutely in contrast with our corporate culture and values that prioritize the safety of people and the integrity of our assets. The organization maintains and strengthens its commitment to operational safety and the pursuit of the goal of zero accidents in the workplace, which we continue to support with significant professional and economic resources.

Diversity and Inclusion

Eni guarantees a working environment free from any form of discrimination that favors the full development of everyone's potential.

Knowledge and Skills Development

Eni promotes the development of a culture based on dissemination of knowledge, recognizing the importance of continuous learning and development for workforce success.

Taking action on material impacts on own workforce

Overview of Actions Taken in 2024

Eni's business model is based on internal skills and continues to invest in human capital alignment with business needs. The evolution of the business involves commitment to increase the value of human capital over time, giving priority to workers' programs in line with the Just Transition path.

Key Action Areas

1. Skills Development and Business Transformation

• Action: Implementation of initiatives aimed at disseminating and assimilating a new model of skills and behaviours aimed at effectively managing the transition into processes and internal culture
• Scope: Own operations
• Details:
  • Launched internal processes to revise professional models and update skills (both soft and hard skills)
  • Training initiatives on topics such as circular economy, decarbonization and renewable energy
  • Aimed at ensuring continuous upskilling

2. New Resource Management Model

• Action: Launched a new resource management model that defines development paths throughout the company lifecycle
• Scope: Own operations
• Details:
  • Development paths diversified and consistent with the new business model
  • Designed to enhance various professionalism and talents in an inclusive logic
  • Promotes motivation, a sense of belonging and proactivity of people

3. Industrial Conversion Management

With regard to the impacts on workers related to the industrial conversion process, Eni commits to:

• (i) Skills Replacement Process: Continue the process of skills replacement to support Eni's transformation in line with decarbonization objectives and targets defined as part of the energy transition process

• (ii) Satellite Model and Organizational Efficiency:

  • Pursue the development of the satellite model
  • Recovery of organizational efficiency on transversal functions in support for the business
  • Industrial reorganization of traditional business sectors
  • Initiatives aimed at enhancing internal skills available with appropriate training and internal mobility programs

4. Talent Attraction and Employer Branding

• Action: Talent Attraction plans and Employer Branding campaigns
• Scope: Own operations
• Details:
  • Vertical plans linked to specific sectors for both expert and junior profiles
  • Global Ambassador Programme to prepare pools of people to represent Strategy and businesses
  • Implementation of structured orientation programs to accompany new generations
  • Recruiting campaigns on main digital and traditional media channels
  • Over 70 research projects carried out in 2024 involving over 130,000 actual and potential customers

5. Diversity & Inclusion Initiatives

Seven main areas of action (as referenced):

• (i) Women's empowerment: Actions to attract female talent through organisation and promotion of initiatives for students to orient themselves towards STEM subjects
• Coordination by a corporate function dedicated to D&I topics
• External partnerships and networking (e.g. Women X Impact)
• Membership in national and international D&I associations (e.g. Parks and Valore D)
• (vii) Culture of inclusion: External communication actions, awareness-raising in schools (Eniscuola and Valore D projects), digital content (podcasts and webinars), participation in external events

6. Feedback and Evaluation Systems

• Action: Continuous and widespread use of feedback tracked through company systems
• Scope: Own operations
• Details:
  • Contributes to development and engagement during institutional processes (performance evaluation)
  • Ongoing basis whenever need for mutual discussion arises
  • Evaluation based on objectives consistent with Eni's strategy
  • For Executives and Senior Managers: business and behavioural objectives
  • For others: qualitative/quantitative objectives with adaptable behavioural objectives

7. Remediation Actions for Violence and Harassment

• Action: Intervention following ascertained cases of violence and harassment (physical, psychological or verbal)
• Scope: Own operations
• Year: 2024
• Details:
  • Cases detected through whistleblowing channel
  • Actions: dismissal and suspension from work against perpetrators
  • Actions against other employees whose behavior compromised work environment

Link to Policies

All actions are linked to:

• Code of Ethics
• ECG Policy Respect for Human Rights in Eni (approved 2023 by Board of Directors)
• Whistleblowing and Grievance Mechanisms
• Internal regulatory system procedures

Resources Allocated

Non-financial resources:

• Organizational function dedicated to D&I topics
• Partnerships: Women X Impact, Parks, Valore D associations
• Training programmes including board induction for Directors and Statutory Auditors
• Over 70 research projects in 2024

Note: No specific financial resources (capex/opex amounts) are quantified for S1-4 actions in the provided excerpts.

Expected Outcomes

• Alignment of workforce skills with business transformation needs
• Support for Just Transition path
• Enhanced employee motivation, belonging and proactivity
• Improved work environment free from violence and harassment
• Better customer satisfaction through skilled workforce

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Health and Safety Targets

Confirmed of the TRIR ≤0.40 over the 2025-2028 four-year period

Training and Development Targets

+15% hours of training by 2028 compared to 2024

Gender Diversity Targets

+4 percentage points of female population by 2030 compared to 2020

+3.8 percentage points of female staff in positions of responsibility (Managers and Executives) by 2030 compared to 2020

Zero Accidents Goal

The organization maintains and strengthens its commitment to operational safety and the pursuit of the goal of zero accidents in the workplace, which we continue to support with significant professional and economic resources.

Characteristics of the undertaking's employees

Total Workforce

Total Group employees: 32,492 in 2024, compared to 33,142 in 2023 and 32,188 in 2022.

Business Segment Distribution

Gender Composition

Women in the Labour force: 28.3% in 2024.

Characteristics of non-employees in the undertaking's own workforce

Eni reports non-employee workers in its own workforce as part of its total workforce metrics. The disclosure focuses primarily on contractors working at Eni's operational sites.

Number of non-employee workers

As of December 31, 2024:

As of December 31, 2023:

Methodology

The metrics are reported on a headcount basis as of December 31 for each respective year. The category "atypical temporary employees" includes agency workers, contractors, and similar arrangements.

The scope of consolidation and methodologies for calculating indicators are detailed in the Reporting principles and criteria section of Eni's Sustainability Statement.

Multi-year comparison

The number of non-employee workers decreased significantly from 2,793 in 2023 to 1,433 in 2024, representing a decrease of approximately 49%. This reduction was observed across both genders, with male non-employees decreasing from 2,109 to 907 and female non-employees decreasing from 684 to 526.

Additional context

Eni's disclosure notes that the company monitored "over 3,000 suppliers in Italy and abroad" through its Safety Competence Center (SCC) in 2024, which provides HSE operational support and specialized training to contractors. However, this supplier count appears to represent a broader category than the non-employee workers in own workforce reported above.

The company reports safety metrics (TRIR) separately for employees and contractors across its operated assets, but these contractor safety metrics cover 100% of operated assets rather than being limited to non-employees in own workforce.

Collective bargaining coverage and social dialogue

Coverage of collective bargaining agreements

Scope: Within the European Economic Area, only Italy is considered as it is identified as the only Country in which Eni operates that has at least 50 employees and represents at least 10% of the total number of workers.

Social dialogue bodies and arrangements

European Works Council (EWC): Eni established its European Works Council in 1995, which focuses on issues relating to business plans/investments/acquisitions or disposals, employment prospects, health and safety at work, environmental policies and sustainability. It includes representatives of Italian and European Eni's workers, representatives of Italian trade unions, and a representative of the European trade union: the IndustriAll European Trade Union.

European Observatory for the Health, Safety and Environment of Workers: A European tool where data, analysis and management tools are shared on topics including injuries, accidents and occupational diseases, regulatory evolution, environmental and health aspects, monitoring of climate issues and energy efficiency.

Meeting frequency:

• At least one annual meeting of the European Works Council
• At least one annual meeting of the European Observatory for the Health, Safety and Environment of Workers
• At least three annual meetings of the EWC Select Committee with the competent management

Global Framework Agreement: Main employment data and related trends are shared with workers' representatives at the European Works Council and the Global Framework Agreement, to present and comment on their developments.

National industrial relations (Italy)

Consultation mechanisms:

• National Observatory on Health, Safety and Environment
• Periodic meetings with national trade union representatives on various topics including reconversion of production sites and significant organizational reviews (every six months or when necessary)
• Bilateral Commission on Agile Work: verifies the application of the agreement on Agile Work, analyses its impacts on the organization of work, manages local critical issues and periodically reports results to signatory parties

Methodology note

Both in Italy and abroad, employees covered by collective bargaining are those employees whose employment relationship is governed by collective contracts or agreements, whether national, category, company or site, with the exclusion of individual agreements. For this indicator, tenured employees (companies with which the employee enters into the employment contract) are considered.

In Countries where employees are not covered by collective bargaining, Eni ensures in any case full compliance with international and local legislation applicable to the employment relationship as well as some higher standards of protection guaranteed by Eni throughout the group through the application of its company policies worldwide.

Diversity metrics

Gender Diversity

Women in the Labour force: 28.3% in 2024.

Women in managerial positions: +3.4% vs. 2020.

Gender Diversity Targets

+4 percentage points of female population by 2030 compared to 2020

+3.8 percentage points of female staff in positions of responsibility (Managers and Executives) by 2030 compared to 2020

Board Diversity

Female Directors: 4 out of 9 (44%) on the Board of Directors

Male Directors: 5 out of 9 (56%) on the Board of Directors

The composition of the Board is diversified in gender terms, in accordance with the provisions of applicable law and the By-laws, which were amended in February 2020. For 6 consecutive terms, the administrative and supervisory bodies must be composed of at least 2/5 of the less represented gender.

Inclusion Policy

Eni guarantees a working environment free from any form of discrimination that favors the full development of everyone's potential, promoting the development of a culture based on dissemination of knowledge.

Adequate wages

Benchmark Used

Eni does not use a living wage benchmark. The company explicitly states:

"The references that Eni uses for the comparison are the minimums established by law or by contract in each Country and the market minimums of medium-large local companies, which are well above the poverty thresholds established by Eurostat for the European Union and by the Wage Indicator for other Countries."

While Eni references that its wages are "well above the poverty thresholds established by Eurostat for the European Union and by the Wage Indicator for other Countries," this is used as a contextual comparison rather than as the primary benchmark for wage adequacy assessment.

Primary Benchmarks

1. Legal minimum wages in each country
2. Collective bargaining agreements (national contracts)
3. Market minimums of medium-large local companies

The company notes that these benchmarks exceed poverty thresholds, but does not implement a systematic living wage assessment methodology.

Coverage and Scope

No specific coverage percentage or geographic scope is disclosed for wage adequacy assessments.

Gender Pay Gap

The document reports:

• Global Gender Pay Gap: +6.8% (2024)
• The increase compared to 2023 is attributed to acquisitions/divestments of foreign companies
• The indicator may be influenced by objective non-discriminatory factors: professional category, role, seniority, working hours, shifts and allowances, individual performance, and distribution of female population across countries and categories

CEO Pay Ratio

• Total remuneration ratio (CEO/median employee): 157 (2024, down from 2023)
• Fixed remuneration ratio: 34 (2024)

Minimum Wage Definition

The reporting methodology states:

"Minimum wages are defined by law in the various Countries or, where not provided, by national collective agreements separately for each Country. They are calculated for the lowest salary category, i.e. with reference to the fixed and total remuneration of blue-collar level employees or, for Countries where Eni does not have blue-collars, white-collar employees."

Targets and Commitments

No specific targets or forward-looking commitments related to adequate wages or living wage implementation are disclosed.

Methodology Details

Eni conducts further analyses when objective factors (professional category, role, seniority, working hours, performance, geographic distribution) are equal "in order to highlight any unjustified gaps and take adopting any corrective actions."

Social protection

Coverage metrics

Parental leave coverage:

Collective bargaining coverage:

Healthcare and retirement benefits

Present value of employee benefit liabilities (2024):

Specific benefit provisions (2024):

• Eni Plenitude SpA Società Benefit (specific employee category): €47 million
• Jubilee Awards: €25 million
• Other long-term plans: €18 million
• Deferred monetary incentive plans: €134 million
• Expansion contracts: €86 million
• Isopensione plans (post-retirement benefit): data provided

Methodology notes

Parental leave: Rate calculated as ratio between number of people who used parental leave during the year and number of employees entitled (100% of Eni employees).

Collective bargaining: Employees covered are those whose employment relationship is governed by collective contracts or agreements (national, category, company or site), excluding individual agreements. Calculation based on tenured employees only.

Geographic scope: In Italy, 100% of employees covered by collective bargaining according to current regulations. Abroad, coverage at 40.10% in relation to specific regulations in individual Countries. In Countries without collective bargaining coverage, Eni ensures compliance with international and local legislation plus higher standards through company policies.

Healthcare: Liability for healthcare costs determined based on contributions paid by the Company. Present value estimated using actuarial techniques.

EEA reporting: Within the European Economic Area, only Italy considered as it is the only Country where Eni operates with at least 50 employees representing at least 10% of total workforce.

Persons with disabilities

Eni has indicated that disclosure requirement S1-12 (People with disabilities) is subject to PHASE-IN.

No quantitative metrics regarding the percentage of employees with disabilities are disclosed in the provided excerpts for the 2024 reporting period.

No information is provided regarding:

• Overall percentage of employees with disabilities
• Methodology or definition used (self-identification, official registration, etc.)
• Country-specific exclusions where disability status reporting is restricted
• Multi-year comparative data

The company has applied the phase-in provisions allowed under ESRS transition rules for this disclosure requirement.

Training and skills development metrics

Training Hours

Training hours: 1,027 thousand in 2024.

Training Growth Target

+15% hours of training by 2028 compared to 2024

Knowledge Development Culture

Eni promotes the development of a culture based on dissemination of knowledge, recognizing the importance of continuous learning and development.

Eni recognizes the value of its people as a fundamental element for the success of the company and guarantees a working environment that favors the full development of everyone's potential.

Skills Enhancement

The Directors' skills on ESG and sustainability have been further strengthened through a structured induction program launched at the beginning of the mandate and extensively developed in 2024.

Technology and Innovation Skills

Eni's technological progresses and the development of new energy solutions will exploit advanced capabilities, representing an essential lever in achieving business objectives and the Net Zero goal by 2050.

Compensation metrics

Pay gap

The Gender Pay Gap is calculated as the difference between the average hourly wage of the male population and the average hourly wage of the female population divided by the average hourly wage of the male population. The gender pay gap is calculated on fixed remuneration and overall remuneration, which from 2024 includes benefits in kind and allowances.

Gender Pay Gap: 6.8% (2024) and 3.4% (2023)

The increase compared to 2023 depends on the acquisition/divestment of foreign companies and may be influenced by objective non-discriminatory factors not considered by the indicator, such as: level of professional category and role held, seniority in the role, working hours and conditions (e.g. shifts and related allowances), individual performance, as well as the number and distribution of the female population in the different Countries and professional categories compared to the male population. Therefore, Eni carries out further analyses, all the objective factors mentioned above being equal, in order to highlight any unjustified gaps and take appropriate corrective actions. In particular, in 2024 the analysis of the same level of role/seniority showed an average global pay gap of 2.1%.

Remuneration ratio

The Total Remuneration Ratio is calculated as the ratio of the highest paid employee in the organization and the median of other employees, globally, on fixed remuneration and overall remuneration which from 2024 includes benefits in kind and allowance.

Total remuneration ratio: 157 (2024) and 180 (2023)

Fixed remuneration ratio: 34 (2024)

The indicator in 2024 is down compared to 2023 and is equal to 157 for total remuneration and 34 for fixed remuneration.

Methodology

In order to guarantee decent wages, Eni applies, in each Country in which it operates, reference wage policies that are well above the legal/contractual minimums, as well as the 1st decile of the local wage market, and annually verifies the salary positioning of its people, adopting any corrective actions.

More details on total remuneration ratio, pay gap and minimum wage indicators and Eni remuneration policies are reported in the Report on the 2025 Remuneration Policy and remuneration paid 2024.

Health and safety metrics

Workforce coverage

100% of employees and contractors are covered by Eni's HSE management system. All companies with employees are required to adopt an HSE management system; those with more than 250 employees or carrying out industrial activities must obtain ISO 45001 and ISO 14001 certification.

Occupational safety metrics

Workforce combined metrics

Occupational health metrics

Methodology note: Metrics refer to 100% of operated assets (consolidated and unconsolidated) based on operatorship criteria. The 5 contractor fatalities in 2024 occurred at the Calenzano storage hub incident in December 2024. In 2024, 34 occupational disease claims were received in total: 8 from current employees and 26 from former employees.

Scope clarification: Eni also monitors a broader scope (pre-ESRS boundary) for internal target-setting purposes. Under that scope, 2024 workforce TRIR was 0.48 (employees: 0.51, contractors: 0.47).

Work-life balance metrics

Parental leave entitlement and take-up

Parental leave policy provisions

In all Countries where it operates, Eni recognizes as a minimum treatment (in the absence of more favorable applicable legislation):

• 10 working days paid at 100% to both parents
• A minimum of 14 weeks of leave for the primary carer as per the ILO agreement
• Payment of an indemnity equal to at least 2/3 of the salary received in the previous period

Eni adopted the Corporate Governance Code for companies in favour of maternity, and in 2024 established an Inter-Functional Working Table aimed at introducing new measures for parenting, their effective communication to Eni's people and formalising a Gender Equality Management System.

Smart working provisions

Eni's Smart Working model (agreement signed in October 2021) provides:

• Italy: 8 days/month for office locations and 4 days/month for operational sites
• Numerous welfare options to support parenthood, disability, health of employees or their cohabiting family members
• Progressively adopted in other Countries, in line with local regulations

Methodology

The rate of use of parental leave is calculated through the ratio between the number of people who used it during the year and the number of employees who are entitled to use parental leave (100% of Eni employees).

Incidents, complaints and severe human rights impacts

Whistleblowing Files on Human Rights Violations

(a) Net of the 11 Whistleblowing Files referring to anonymous whistleblowing reports. The indicator is available from 2024.

(b) Assertions that do not contain circumstantial, precise and/or sufficiently detailed elements and/or, for which, on the basis of the investigative tools available, it is not possible to confirm or exclude the validity of the facts reported.

(c) Assertions in which the facts reported coincide with the subject of pre-litigation, litigation and ongoing investigations by public authorities. The assessment shall be carried out after the opinion of the Legal Affairs function or other relevant functions.

(d) The alleged episodes of discrimination have not shown any valid grounds.

(e) Both assertions relating to this whistleblowing file have not shown any valid grounds.

Severe Human Rights Impacts

During 2024, the investigation of 63 files was completed, of which 32 referred to human rights, mainly relating to potential impacts on workers' rights and occupational health and safety. In particular, 64 assertions were verified, for 10 of which the reported facts were confirmed, at least in part, and corrective actions were taken to mitigate and/or minimise their impacts, including: (i) actions on the Internal Control and Risk Management System, relating to the implementation and strengthening of existing controls; (ii) awareness-raising actions on the issues of the Code of Ethics and the Policy ECG Zero Tolerance against violence and harassment in the workplace; and (iii) actions against employees, including disciplinary measures, according to the collective agreement and other applicable national laws.

Following ascertained cases of violence and harassment of a physical, psychological or verbal nature (detected through a whistleblowing channel), Eni intervened, with dismissal and suspension from work, both against the perpetrators of the harassment and against other employees whose behavior had contributed to compromising the work environment.

Disputes and Fines

In 2024, Eni did not receive any convictions that have become final for violations of laws, regulations or other human rights law, regulations or other legal institutions.

Value Chain Workers

More than 1,000 human rights audits were carried out in 2024, both on documents and on contractors and subcontractor's sites, more than double the number of audits performed in 2023. Suppliers that have shown deficiencies have been limited from participating in Eni tenders and a corrective action plan has been agreed with them to ensure respect for human rights. In particular, during an audit on a supplier, a case of discrimination at work was found in the pre-employment phase, resulting in the supplier's limited ability to participate in procurement procedures, while sharing a remediation plan whose implementation will be verified by Eni through on-site audits.

Following the ascertainment of certain impacts on the working conditions of workers in the value chain (overload in working hours) through the whistleblowing channel, Eni took procedural and contractual actions to avoid the relapse of non-compliant events.

Grievance Mechanism

Eni has defined and applies guiding principles for "Grievance Mechanisms" management whose responsibility, at the operational level, is placed on all the subsidiaries and the districts who analyse and agree on the solution with the claimants (individuals or communities). Any request or complaint received is managed and monitored until closure through agreements with the parties involved, providing a response even if they are not related to Eni's activities. All grievances received are analyzed and managed by subsidiaries and are tracked in the Stakeholder Management System application, and are classified by topic and relevance, verifying the percentage of those resolved.

Methodology Note

Severe human rights incidents were calculated on the basis of cases identified in 2024 through grievance mechanisms and whistleblowing reports. With regard to cases concerning Eni's workforce and workers in the value chain, reliable cases of forced labour, human trafficking, child labour and health and safety were considered. No grievances or relevant and reliable reports were received in the context of local communities or end consumers.

Files of reports (assertions) relating to respect for human rights: relating to Eni SpA and its subsidiaries, closed during the year and relating to human rights; the number of allegations broken down by outcome of the investigation conducted on the reported facts (well-founded and unfounded/unascertainable/not applicable) is reported. Anonymous reports, by their nature, have not been taken into account for the purposes of calculating reports relating to employees.

Policies related to value chain workers

Eni has established several policies applicable to value chain workers, grounded in internationally recognized human rights frameworks including the UNGPs, OECD Guidelines, and ILO Declaration on Fundamental Principles and Rights at Work.

Code of Ethics

• Scope: Applicable to Eni SpA and its subsidiaries; sets requirements for suppliers and business partners
• Key content: Reaffirms culture of responsibility, legality, transparency, and commitment to act with correctness, integrity and equity in compliance with contractual commitments; adoption of rules and controls to prevent and combat corruption risk
• Governance: Referenced as expressing commitment in corporate mission
• International standards alignment: Aligned with anti-corruption principles
• Public availability: Publicly accessible

Supplier Code of Conduct

• Scope: All suppliers; applicable to Eni SpA and its subsidiaries
• Key content: Inspired by principles in Code of Ethics, Anti-Corruption MSG, and Policy ECG Respect for Human Rights in Eni; describes requirements and expectations for suppliers on social responsibility, health and safety, child labour, irregular labour, trafficking in human beings, modern slavery, fair working conditions, trade union freedoms; represents a pact guiding relations with suppliers; commits suppliers to safeguarding their people and promoting adoption of these principles in their supply chain
• Governance: Process Owner: Procurement
• International standards alignment: Aligned with ILO Declaration on Fundamental Principles and Rights at Work; references UNGPs, OECD Guidelines
• Public availability: All companies required to sign to acquire or maintain supplier status
• Monitoring: Suppliers expected to make reporting mechanisms available to workers and communities; refer to Eni channels if they lack their own; Eni conducts human rights audits (over 1,000 in 2024); suppliers showing deficiencies are limited from participating in tenders with agreed corrective action plans

ECG Policy Respect for Human Rights in Eni

• Scope: Eni SpA and its subsidiaries; extends to value chain workers
• Key content: Describes commitment to respect human rights in operations and value chain
• International standards alignment: References UNGPs, OECD Guidelines, ILO Declaration on Fundamental Principles and Rights at Work
• Public availability: Referenced as publicly accessible policy

Anti-Corruption Management System Guideline (MSG)

• Scope: Applicable to Eni SpA and its subsidiaries
• Key content: Prohibition without exception of all forms of corruption (active, passive, direct, indirect) in favor of and by anyone (Eni Persons, third parties at risk, anyone acting in Eni's interest); defines mechanisms for prevention of corruption and money laundering; rules for ethical and reputational reliability assessment of counterparties through preventive checks/due diligence; provision of contractual clauses/declarations to third parties; training and awareness initiatives for Eni's people and third parties
• Governance: Process Owner: Integrated Compliance; Approved by Board of Directors of Eni SpA
• International standards alignment: References anti-corruption laws including UN Convention against Corruption, OECD Convention on Combating Bribery, US Foreign Corrupt Practices Act, UK Bribery Act, Italian Legislative Decree 231/2001; best guidances and practices on anti-corruption management systems
• Public availability: Publicly accessible
• Monitoring: ISO 37001:2016 and 37301:2021 certifications maintained; continuous improvement program; training for medium and high-risk personnel

MSG Procurement

• Scope: Applicable to Eni SpA and its subsidiaries
• Key content: Governs procurement processes with focus on human rights safeguards throughout supplier lifecycle (qualification, tendering, contract execution); adoption of transparent, impartial, consistent and non-discriminatory conduct in supplier selection, bid evaluation and contract verification; human rights assessment using risk-based model based on country risk and activity risk
• Governance: Process Owner: Procurement
• International standards alignment: References anti-corruption and anti-money laundering laws; UNGPs, OECD Guidelines, ILO Declaration on Fundamental Principles and Rights at Work
• Monitoring: Risk-based model provides controls inspired by SA8000 standard; over 1,000 human rights audits conducted in 2024 (double 2023 levels); documentary analysis and on-site audits; improvement plans for suppliers with gaps; limitation/inhibition from tenders for non-compliance

Whistleblowing reports management received by Eni SpA and by its Subsidiaries

• Scope: Applicable to Eni SpA and its subsidiaries; available to value chain workers
• Key content: System to encourage reporting of misconduct; guarantees confidentiality of whistleblower identity; protects whistleblowers and other protected parties from retaliation; suppliers expected to make own mechanisms available or refer to Eni channels
• Governance: Process Owner: Internal Audit; Approved by Board of Statutory Auditors of Eni SpA as Audit Committee pursuant to SOA regulations
• International standards alignment: References EU Directive 2019/1937 and transposing laws, Sarbanes-Oxley Act of 2002
• Public availability: Publicly accessible document
• Monitoring: Remediation processes in place for reported impacts

Eni's Position on Conflict Minerals

• Scope: Applicable to Eni SpA and subsidiaries; addresses value chain risks
• Key content: Pursues objective of reducing risks of human rights violations, including indirect ones, in relation to extraction, production and supply of certain minerals in conflict areas of Central Africa subject to influence of illegal armed groups
• Governance: Responsibility of Head of accounting and financial statements
• International standards alignment: References SEC regulations of the United States
• Public availability: Publicly available position statement

Policies related to affected communities

The excerpts provided constitute an index/table of contents that cross-references ESRS disclosure requirements to specific sections within Eni's 2024 Sustainability Statement. The index indicates that:

• S3-1 Policies related to affected communities is addressed in sections titled "Local communities: Policies" and "Reporting principles and criteria: Policies"
• ESRS S3-1 paragraph 16 (Human rights policy commitments) cross-references to the same sections
• ESRS S3-1 paragraph 17 (Non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines) also cross-references to "Local communities: Policies" and "Reporting principles and criteria: Policies"

However, the actual content of these referenced sections is not included in the excerpts provided. The excerpts only show the index mapping disclosure requirements to document sections, not the substantive policy information itself.

No specific policy names, scopes, governance structures, policy content, public availability information, or monitoring mechanisms are disclosed in the excerpts provided. To extract the required information for ESRS S3-1, access to the actual "Local communities: Policies" and "Reporting principles and criteria: Policies" sections of the 2024 Sustainability Statement would be necessary.

Taking action on material impacts on affected communities

1. Integration of targets and sustainability projects within the Strategic Plan

Action description:

• Integration of targets and sustainability projects (including Community Investment) within the Strategic Plan and the management incentive program

Scope: Own operations

Resources allocated:

• Financial: €88.8 million in local development investments by sector of intervention (2024); €95.0 million (2023)
• Breakdown by sector (2024):
  • Economic diversification: €46.0 million
  • Education and vocational training: €25.4 million
  • Health: €7.1 million
  • Compensation and Resettlement: €4.8 million
  • Life on land: €3.9 million
  • Access to water and sanitation: €0.9 million
  • Access to energy: €0.7 million
• Future allocation: Over €362 million for local development over next four years (2025-2028)

Expected outcomes:

• Company profitability, corporate reputation, relationship with stakeholders, local development

2. Continuous dialogue with stakeholders

Action description:

• Continuous dialogue with stakeholders to disclose Eni's sustainable approach through:
  • Social and local development projects
  • Local content valorization
  • Community engagement activities

Resources allocated:

• Non-financial: Stakeholder Management System application for mapping relationships and tracking grievances

KPIs/Outcomes:

• 61 grievances received in 2024 (140 in 2023)
• 43 grievances resolved (of which 34 received during 2024)
• Grievance categories: community relations management, environmental aspects, land management, supplier management

3. Collaboration agreements with national and international organizations

Action description:

• Collaboration agreements with national and international organizations towards Public Private Partnership (FAO, UNDP, UNESCO, UNIDO)

Scope: Own operations and value chain

4. Respect and promotion of Human Rights

Action description:

• Implementation of the Human Rights Management Model
• Impact analysis and integration of Human Rights perspective in business processes

Resources allocated:

• Non-financial: Implementation and monitoring of Action Plans relating to HRIA/HRRA carried out in previous years (continued in 2024)

5. Local development projects by sector

2024 Projects by initiative:

(i) Access to energy:

• Distribution of improved cooking systems in Côte d'Ivoire, Mozambique, Congo and Angola
• Installation of photovoltaic panels in Tunisia
• Development of micro-grids in rural areas
• Supply and installation of electrical components or solar panels
• Construction of transmission lines and connection to national grid
• Support in access to improved cooking systems and awareness-raising activities on energy efficiency

(ii) Economic diversification:

• Support to sustainable agriculture and/or fishing practices in Mexico, Egypt, Italy and Mozambique
• Local handicrafts in Côte d'Ivoire

(iii) Access to education:

• Primary and secondary education in Mexico, Ghana, Mozambique and Iraq
• Vocational and tertiary training in Côte d'Ivoire, Egypt and Libya

(iv) Access to water:

• Construction and maintenance of water supply systems in Egypt, Congo and Mozambique
• Construction of water treatment plants in Iraq

(v) Protection of the territory:

• Environmental awareness and planting activities in Italy, Indonesia, Ghana and Mozambique

(vi) Health development:

• Initiatives in 13 Countries (Angola, Côte d'Ivoire, Egypt, Mozambique)
• Strengthening of skills of health personnel
• Construction and rehabilitation of health facilities and equipment
• Information, education and awareness on health issues
• Redevelopment of health system in Italy (Gela, Milan and Pavia)

6. Water resource management actions

Scope: Own operations, particularly sites in water-stressed areas

Specific actions in water-stressed areas:

Wastewater reuse:

• Livorno Refinery: water reuse plant for industrial wastewater (operational since 2023)
• Ravenna petrochemical hub: wastewater reuse plant (operational from 2025)
• Brindisi Petrochemical plant: reuse of about 0.4 Mm³/y wastewater (operational by 2026)
• Gela biorefinery: increased reuse of urban wastewater for industrial purposes (since August 2024)
• Ferrara: memorandum of understanding signed May 2024 with local stakeholders; wastewater recovery and reuse system to be activated by 2025

Remediated water:

• Eni Rewind sites (Porto Torres, Priolo, Assemini, Manfredonia, Gela): treatment of contaminated groundwater for industrial use
• Studies launched to evaluate increased use in Porto Torres and Priolo industrial sites (also Mantua, not under stress)

Produced water:

• Val d'Agri (Basilicata): project to treat and recover produced water (72 m³/hour plant) for industrial use, replacing high quality fresh water (start in 2027)
• Meleiha site (Agiba, Egypt): upgraded old reinjection plant in 2023; new plant built during 2025 for total reinjection
• Turkmenistan (Burun site): elimination of reinjection for disposal from October 2024

Desalinated water:

• Egypt: elimination of fresh water withdrawals at Zohr site (since beginning of 2022)
• Abu Rudeis site: minimized fresh water withdrawals (since November 2022)

Resources allocated:

• About half of total expenditure allocated to interventions at sites in water-stressed areas

7. Compensation and resettlement actions

Action description:

• Adoption of fair, transparent and sustainable compensation methods for individuals with activities or residing in Eni's areas of activity
• Application of IFC PS5 international standard on involuntary resettlement

2024 specific actions:

• Mozambique: PAPs potentially impacted by relocation of agricultural activities (future bio-oil production plant) already compensated based on Country legislation in 2023; additional compensation scheme in line with IFC standards under development
• Congo: preliminary studies launched for minimization of impacts on communities in development of new LNG project infrastructure

Resources allocated:

• €4.8 million (2024), including €4.6 million in Mozambique for Rovuma LNG project, €0.2 million in Kazakhstan for Berezkova project, €0.01 million in Ghana
• €10.4 million (2023)

8. Security activities aligned with human rights

Action description:

• Management of security operations in compliance with Voluntary Principles on Security and Human Rights (VPI)
• Expectation that Business Partners manage security activities in collaboration with Eni according to same principles

Link to policy: ECG Policy Respect for Human Rights in Eni

9. Grievance mechanism management

Action description:

• Tracking of grievances through Stakeholder Management System application
• Classification by topic and relevance
• Monitoring of timeliness and trend analysis
• Quarterly special reviews on state of grievances in relevant Countries
• Prohibition of retaliation against workers and stakeholders who report critical issues

Channels:

• Online channels (dedicated email addresses, institutional websites of local companies)
• Physical channels (administrative/operational headquarters, collection boxes in project areas)

Link to policy: ECG Policy Respect for Human Rights in Eni

Policies related to consumers and end-users

Eni's consumer and end-user policies are primarily implemented through its subsidiary Plenitude, which manages retail customer relationships for electricity, gas, and mobility services.

Human Rights Due Diligence Model

• Scope: Integration of human rights issues in all business lines and external relations with Third Parties
• Key content/principles:
  • Complaint mechanisms and reporting channels
  • Training initiatives for functions responsible for processes impacted by salient human rights issues
  • Awareness-raising initiatives dedicated to Third Parties
• Link to international standards: Implementation of UNGPs on Business and Human Rights and OECD Guidelines (referenced in the disclosure framework)

ECG Privacy and Data Protection Policy

• Scope: Customers and all those with whom Eni establishes relationships
• Key content/principles:
  • Guarantees protection of personal data
  • Ensures correctness and transparency of processing of personal data
  • Provides rules for data retention
  • Management of reports related to privacy topics from customers
• Implementation: Plenitude is equipped with an organizational function responsible for verifying compliance with consumer protection legislation for all business initiatives and customer communications, with the aim of providing clear, complete, truthful and non-misleading information

Consumer Protection Framework

• Key content/principles:
  • Ensures customers are able to choose freely and consciously through correct commercial communication
  • Prevents unclear advertising campaigns or misleading or aggressive business practices
• Monitoring:
  • Customer service performance monitored monthly through business reviews using specific KPIs
  • Customer satisfaction tracked (percentage of customers rating >7 out of 10)
  • Net Promoter Score monitoring
  • Complaint rate tracking
  • Annual meetings with national representatives of consumer associations
  • Joint Conciliation Protocol (out-of-court dispute resolution procedure with Consumer Associations using Alternative Dispute Resolution method)
  • Listening initiatives including research projects (>70 projects involving >130,000 customers in 2024) and call monitoring

Incidents of corruption or bribery

Confirmed incidents

In 2024, the number of ascertained corruption cases relating to Eni SpA amounted to 0 (zero). Consequently, there were no dismissals related to these cases.

Convictions and fines

In 2024, the Company or members of senior management were not involved in any criminal proceedings that resulted in a final conviction for violations of anti-corruption regulations.

Eni did not receive any convictions that have become final for violations of laws, regulations or other human rights law, regulations or other legal institutions.

Disciplinary actions

As stated above, the number of ascertained corruption cases in 2024 was 0, and consequently there were no dismissals related to corruption cases.

Whistleblowing reports on human rights violations

During 2024, Eni completed the investigation of 63 whistleblowing files, of which 32 referred to human rights issues (mainly relating to potential impacts on workers' rights and occupational health and safety). Of 64 assertions verified, 10 were confirmed (at least in part), leading to corrective actions including:

• Actions on the Internal Control and Risk Management System
• Awareness-raising actions on Code of Ethics and zero tolerance against violence and harassment
• Actions against employees, including disciplinary measures

Investigation procedures and speak-up mechanisms

Eni has adopted internal regulations for whistleblowing reports management (updated March 2024), aligned with EU Directive 2019/1937. The system allows Eni's people and third parties to report alleged violations acquired in the context of work through a dedicated platform (https://whistleblowing.eni.com).

Key features:

• Guarantees confidentiality of whistleblower identity
• Prohibits retaliation or discrimination against whistleblowers
• Managed by a "Whistleblowing Team" with competence, independence and absence of conflict of interest
• Quarterly Whistleblowing Reports examined by Eni's Board of Statutory Auditors
• Protection mechanisms: no person may be fired, demoted, suspended, threatened, harassed or discriminated against for submitting a report

Anti-corruption compliance program

Since 2009, Eni has adopted and implemented an Anti-Corruption Compliance Program based on rules, controls and organizational controls in compliance with national and international regulations. The program includes:

• Risk-based compliance risk assessment and monitoring
• Preventive checks/anti-corruption and anti-money laundering due diligence on third parties
• Specific contractual clauses and declarations to third parties
• Training and awareness-raising initiatives

In 2024, more than 1,000 human rights audits were carried out on suppliers (more than double compared to 2023). During one audit, a case of discrimination at work was found in the pre-employment phase, resulting in the supplier's limited ability to participate in procurement procedures.

Audits

In 2024, anti-corruption checks were performed in 26 audits carried out in 12 Countries. Additionally, 13 supervisory activities were carried out on the 231/Compliance Models of Italian/foreign subsidiaries.

Training

Anti-corruption training activities are aimed at covering 100% of resources at risk. Training programs are divided into online courses and classroom training such as general workshops and "job specific training" for professional areas with specific corruption risk.

Political influence and lobbying activities

Political engagement approach

As part of its partnerships and advocacy activities, Eni dialogues with policymakers both directly and indirectly through trade associations. In 2024, Eni's main engagement activities with national, international and European institutions focused on:

• Participation in economic promotion initiatives, meetings and round tables on issues related to business and new businesses, geopolitical and energy scenarios, sustainable development and new technologies
• The representation of Eni's positioning on the energy transition and decarbonization at public events and major international multilateral forums (e.g. B7, B20, COP29)
• The engagement and dialogue with institutions, including in the context of partnerships and memberships, with think tanks, associations and international organizations regarding the definition of policies and standards pertinent to their business activities and in particular on energy and ecological transition, innovation and sustainable mobility
• The presentation of projects, and the organization of visits by associations, institutional and political delegations to industrial facilities, operational sites and research centers

Eni participates in the definition of strategies and regulations aimed at accelerating the transition to Net Zero, supporting and sharing, in a clear and transparent manner, its positioning on climate change and related strategy issues.

The activities and commitments relating to Eni's dialogue with institutional stakeholders, including lobbying, are under the responsibility of the Director of Public Affairs (reporting directly to the CEO), who participates in the meetings of the Management Committee and the Risk Committee, and regularly reports to the CEO on the issues of competence.

Eni Principles on Climate Advocacy

Eni recognizes the value of active participation in the work of business associations to develop and share best practices and develop advocacy positions aimed at promoting the energy transition. Eni's principles on climate advocacy are:

1. Paris Agreement: Eni supports the objectives of the Agreement and the policies they pursue in conjunction with the goal of sustainability, energy security and protection of industrial competitiveness on the path towards Net Zero by 2050
2. Role of gas: Eni recognises the role of natural gas in the energy transition and supports the implementation of specific regulations for the reduction of methane emissions and routine flaring
3. Carbon pricing: Eni supports the implementation of credible and cost-efficient carbon pricing mechanisms
4. Energy efficiency and low carbon technologies: Eni promotes actions and policies to support energy efficiency and technologies necessary for decarbonization such as renewables (both in the form of electrons and molecules in the liquid/gaseous state), CCS, Carbon Dioxide Removal, hydrogen
5. Sustainable mobility: Eni supports the implementation of complementary solutions for the decarbonization of transport, such as sustainable biofuels and electric mobility, and policies based on a technology-neutral approach that promote the most mature and cost-efficient technologies
6. Role of carbon credits: Eni supports the development of enabling policies for investments in Nature and Technology Based Solutions and the use of credits to offset hard-to-abate residual emissions
7. Transparency and disclosure: Eni supports the development of best practices for transparent disclosure on climate actions and climate advocacy

Ethical standards and guidelines

Eni's Code of Ethics states that the Company does not use Company resources for electoral contributions and political advocacy activities or towards non-governmental organizations, except for internal costs relating to the activities of the Public Affairs Department, and any expenses towards third parties for intermediary activities with the institutions of the European Union.

Political contributions

Eni does not make donations to political parties and does not use Company resources for electoral contributions and political advocacy activities or towards non-governmental organizations, except for:

• Internal costs relating to the activities of the Public Affairs Department
• Any expenses towards third parties for intermediary activities with the institutions of the European Union

Eni supports a series of scientific, cultural and social initiatives around the world: every request from these programs is subjected to rigorous due diligence to ensure that Eni's contribution is not misused and/or misinterpreted.

EU Transparency Register and disclosure

Eni is registered in the EU Transparency Register (Registration number: 99578067285-35) and adheres to the relevant code of conduct, which regulates its relationship with the institutions of the European Union.

Through the Register, Eni provides extensive information on its activities, including:

• The objectives of the organization
• Membership of trade and business associations
• Expenses related to the activities covered by the Register in the previous year

Country-level registers

• Italy: Eni is listed in the registers established at the Ministry of Enterprise and Made in Italy (formerly the Ministry of Economic Development) and at the Chamber of Deputies

  • Expenses related to lobbying activities in Italy are reported in the transparency register of the Ministry for Enterprise and Made in Italy
  • The Chamber of Deputies publishes Annual Reports on the activities of registered companies

• United States: All activities and expenses under the Lobbying Disclosure Act are reported on a quarterly basis and are available to the public. Any public position submitted to stakeholders and regulatory bodies of the USG (e.g. SEC, BOEM - Bureau Ocean Energy Management) shall be published on the relevant websites of such stakeholders and regulatory bodies

Trade association memberships

Eni is a member of ~10 territorial associations and 3 categories within Open-es.

In 2024, Eni published the third edition of the report assessing the alignment between Eni's positioning and that of the business associations in which the Company participates on issues related to climate advocacy. Eni is proactively committed to directing the positions of each association, in particular associations whose positions diverge from the Eni Principles on Climate Advocacy.

Key associations mentioned include:

• Extractive Industries Transparency Initiative (EITI): Eni has been a member since 2005. In 2023, Eni was appointed Alternate Member of the Board of EITI. At local level, Eni actively participates in the initiatives promoted by EITI in 7 Countries, both directly through the Multi Stakeholder Groups and indirectly through trade associations
• Membership of ~200 companies involved in a sustainable growth path through advocacy organizations and trade associations

Focus areas and advocacy topics

Main topics for institutional engagement:

• Climate change, energy transition and decarbonization of industry and transport
• Sector discipline
• Strategic industrial projects
• Innovation, digitalization and cyber security
• Sustainable development
• Community health
• Human rights
• Local development and access to energy
• Energy security
• Sustainable mobility
• Blue economy
• Open-es platform implementation
• Promotion of sustainable supply chain strategy

Partnership and collaboration activities

Eni participates in major initiatives including:

• Participation in the "Pact for the Decarbonization of Air Transport" (PACTA), an initiative promoted together with Aeroporti di Roma
• Collaboration with national oil companies (NOCs) and joint venture partners, including EGAS, Sonatrach and SOCAR, to share expertise in managing and reducing methane emissions
• Partnerships with energy-intensive companies to develop and promote lower carbon solutions
• Over 200 companies involved through advocacy organizations in sustainable growth paths
• Events and workshops to promote the use of biofuels (HVO) and accelerate the decarbonization of the maritime and land-based sector
• Support together with trade associations for activities in the field of green and blue economy

Business conduct policies and corporate culture

Eni has established a comprehensive set of policies and governance structures to address business conduct and corporate culture, integrated within its broader governance and sustainability framework.

Code of Ethics

Scope: Applies to members of the Board of Directors, members of other corporate bodies, employees, and any third party who collaborates or works in the name or on behalf of or in the interest of Eni.

Governance: Adopted by the Board of Directors; the Code of Ethics is a founding component of Eni's Internal Control and Risk Management System.

Key content: Prescribes correct conduct for business management, expressing corporate values including integrity, respect for and protection of human rights and the environment, transparency, promotion of development, operational excellence, innovation, teamwork and collaboration. The Code addresses legality, transparency, responsibility, fairness, equity, and compliance with contractual commitments. It prohibits corruption in all forms and promotes rules and controls to prevent and combat corruption risk.

Public availability: Published on the Company's website.

Link to international standards: Based on internationally recognized principles and standards.

Monitoring: The Internal Control and Risk Management System monitors compliance. Eni has adopted whistleblowing regulations allowing employees and third parties to report conduct violating laws, regulations, the Code of Ethics, Model 231, and internal regulations. In 2024, 63 investigation files were completed, of which 32 referred to human rights.

ECG Policy: Respect for Human Rights in Eni

Scope: Applies to all Eni activities and business partners from whom the same commitment is required.

Governance: Approved by the Board of Directors in 2023; monitored by the Sustainability and Scenarios Committee.

Key content: Illustrates the human rights due diligence process covering identification and assessment of salient human rights issues, stakeholder engagement, complaint mechanisms, and remedy measures. Addresses workers' rights (including prohibition of child labor, forced labor, and discrimination), freedom of association, collective bargaining, working conditions, security-related issues, land rights, indigenous peoples' rights, women's rights, and communities' health and wellbeing.

Public availability: Available on Eni's website.

Link to international standards: Based on the United Nations Guiding Principles on Business and Human Rights (UNGPs), OECD Guidelines for Multinational Enterprises, and ILO Declaration on Fundamental Principles and Rights at Work.

Monitoring: Human rights performance indicators are included in management incentives. The Board of Directors and Sustainability and Scenarios Committee receive annual updates on the human rights management system.

ECG Policy: Zero Tolerance against violence and harassment in the workplace

Scope: Applies to all Eni personnel.

Governance: Approved by the Board of Directors in 2023.

Key content: Prohibits without exceptions all forms of violence and harassment at work within the company.

Monitoring: Violations reported through whistleblowing channels are investigated and result in disciplinary measures including dismissal and suspension.

ECG Policy: Diversity & Inclusion

Scope: Applies to all Eni operations and business practices.

Key content: Recognizes commitment to avoid discrimination based on color, sex, religion, ethnic origin, political opinion, social origin or national ancestry, disability status, gender identity, sexual orientation, social status, age or any other form of diversity. Promotes gender equality, equal opportunities, integration, non-discrimination, and work-life balance. Ensures communications avoid gender stereotypes.

Monitoring: The policy has been adopted by Eni's companies and subsidiaries.

Management System Guideline: Anti-corruption

Scope: Applies to all Eni Persons, third parties at risk, and anyone acting in Eni's interest.

Governance: Part of the Anti-Corruption Compliance Program implemented since 2009.

Key content: Prohibits without exception all forms of corruption (active, passive, direct and indirect) in favor of and by anyone. Defines mechanisms for prevention of corruption and money laundering, rules for assessing ethical and reputational reliability of counterparties through due diligence, provision of specific contractual clauses, and promotion of training initiatives.

Public availability: Publicly accessible.

Link to international standards: Developed in line with national and international regulations, applicable best practices and guidance. Eni maintains ISO 37001:2016 and 37301:2021 certifications.

Monitoring: Structured Compliance Risk Assessment and Monitoring process identifies, assesses and tracks corruption risks.

Supplier Code of Conduct

Scope: Applies to all suppliers.

Key content: Based on Code of Ethics, Anti-Corruption MSG, and Policy ECG Respect for Human Rights in Eni. Describes requirements and expectations suppliers must comply with, covering health and safety, child labor, irregular labor, human trafficking, modern slavery, fair working conditions, and trade union freedoms. Commits suppliers to operate with integrity, safeguarding people and promoting these principles in their own supply chain.

Public availability: Available to suppliers.

Link to international standards: Aligned with ILO Declaration on Fundamental Principles and Rights at Work.

Monitoring: Suppliers subject to contractual obligation to comply with UNGPs, OECD Guidelines, and ILO Declaration. Risk-based assessments and audits conducted throughout procurement process. In 2024, over 1,000 human rights audits were performed on suppliers.

Whistleblowing reports management

Scope: Available to anyone - employees and third parties - to report conduct violating laws, regulations, Code of Ethics, Model 231, Compliance Models, and internal regulations.

Governance: Regulated by public document published on Company website since 2006.

Key content: Governs the process of receiving, analyzing and processing reports. Ensures confidentiality of whistleblower identity and protects against retaliation.

Public availability: Regulations published on the Company's website.

Monitoring: In 2024, 63 investigation files were completed, with founded assertions resulting in corrective actions including awareness initiatives and disciplinary measures.

Position on water

Scope: Applies to all Countries where Eni operates and all phases of activities.

Key content: Commits to protection of water resources, evaluation of withdrawals at sites in water-stressed areas, actions to reduce high-quality fresh water withdrawals, and stakeholder engagement for water management. Sets ambition to achieve water positivity by 2050 in operated sites.

Public availability: Published publicly.

Link to international standards: Eni endorsed the CEO Water Mandate. Approach inspired by Net Positive Water Impact (NPWI) principles.

Eni's positioning on Biodiversity and ecosystem services

Scope: Applies to both new and existing projects throughout entire lifecycle. In joint ventures where Eni is not operator, commitment is to promote good management practices with partners.

Key content: Outlines process for identifying, assessing and managing dependencies and impacts on biodiversity and ecosystem services. Applies the Mitigation Hierarchy (avoid, minimize, restore, compensate) prioritizing preventive over corrective measures, aiming for no net loss or net gain of biodiversity.

Public availability: Published publicly.

Link to international standards: Based on international best practices.

Eni's No-Go Commitment

Scope: Applies to hydrocarbon exploration and development activities.

Key content: Formal commitment not to carry out hydrocarbon exploration and development activities within boundaries of Natural Sites included in UNESCO World Heritage List (as of May 31, 2019).

Public availability: Published publicly.

Eni's Position on Biomass

Scope: Applies to agricultural practices, procurement and consumption of raw materials.

Key content: Sets general principles ensuring sustainable management including traceability and transparency along supply chain, selection of suppliers meeting ESG criteria, and contractual clauses ensuring supply of only certified biomass. Certifications ensure biomass does not originate from cropland converted from areas of high biodiversity value or ecosystems providing crucial ecological services.

Public availability: Published publicly.

Position on Conflict Minerals

Scope: Applies to extraction, production and supply of certain minerals in conflict areas of Central Africa.

Key content: Reiterates objective of reducing risks of human rights violations, including indirect ones, in relation to minerals subject to influence of illegal armed groups.

Public availability: Published publicly.

ECG Privacy and Data Protection Policy

Scope: Applies to Plenitude and protects personal data of customers and all those with whom Eni establishes relationships.

Key content: Guarantees protection of personal data, correctness and transparency of data processing, and provides rules for data retention and management of privacy-related reports from customers.

Corporate Governance Code

Governance: Eni's Board of Directors adhered to the Corporate Governance Code on December 23, 2020.

Key content: Identifies "sustainable success" as the objective guiding administrative body action, substantiated in creating long-term value for shareholders while considering interests of other stakeholders relevant to the Company. Since 2006, Eni has considered interests of stakeholders other than shareholders as necessary references Directors must evaluate in making informed decisions.

Link to international standards: Governance Code recommendations.

Model 231

Scope: Addresses corporate administrative liability.

Governance: Part of Eni's Internal Control and Risk Management System.

Key content: Together with Code of Ethics and Integrated Compliance model, ensures people contributing to business objectives operate in full compliance with integrity rules and applicable laws and regulations.

Integrated Compliance model

Scope: Applies to all Eni operations.

Key content: Developed with risk-based approach for managing non-compliance prevention activities. Risk assessment methodologies modulate controls, calibrate monitoring, and plan training according to compliance risk. Process designed to integrate those working in business activities with corporate functions overseeing various compliance risks.

Market Information Abuse (Issuers) internal rules

Governance: Approved by Board of Directors on CEO proposal with favorable opinion from Control and Risk Committee.

Key content: Lays down principles of conduct for protection of confidentiality of corporate information, promoting maximum compliance with Code of Ethics and corporate security measures. Recognizes information as strategic asset requiring protection of Company, shareholders and market interests.

Regulatory instrument on conflicts of interest

Governance: Eni has adopted regulatory instrument on identification and management of conflicts of interest and regulatory instrument on transactions with interests of Directors and Statutory Auditors and transactions with related parties (updated in 2023 by Board of Directors with unanimous favorable opinion of Control and Risk Committee).

Key content: Requires Eni's people to promote Company interests by making decisions objectively and avoiding situations where conflicts of interest could arise. Regulations on Board functioning (approved May 11, 2023) require each Director and Statutory Auditor to indicate any interests before discussion of agenda items and Directors with interests do not normally participate in discussion and resolution on relevant issues.

Payment practices

Average payment time to suppliers

2024: 53 days

Payments to Eni's suppliers were made within 53 days, in line with contractual provisions.

Standard contractual payment terms

Eni provides, in its standards, a payment term to suppliers equal to:

• 60 days for contracts entered into under the private regime
• 30 days for contracts falling within the scope of the Public Contracts Code (Italian Legislative Decree 36/2023)

Individual contracts of Eni SpA and its subsidiaries adopt these terms, with exceptions deriving from any regulatory provisions applicable to the contract or from specific business needs.

Legal proceedings for late payments

For the reporting period, there are no pending legal proceedings in Italy against Eni SpA and its Italian subsidiaries concerning late payments to their suppliers.

Prompt payment code participation

Eni SpA has adhered to the Italian Code for Responsible Payments that Assolombarda established in 2014.

Reporting boundary and methodology

The average payment time of suppliers is calculated with reference to Eni SpA and the subsidiaries whose payment activities of suppliers are carried out centrally by Eni SpA.

The number of legal proceedings for late payments is recorded with reference to:

• Cases related to sums recognised and not disputed (on the merits and/or in their amount) by Eni to the supplier
• Pending in Italy
• Includes disputes pending in the reporting year, even if initiated previously or concluded during the year
• Relates to procurement contracts for the purchase of goods, execution of works and supply of services
• Covers Eni SpA and its Italian subsidiaries

Excluded entities (data not currently available): Agenzia Giornalistica Italia SpA, Eni Gas Transport Services Srl, Eni Insurance SpA, Eni West Africa SpA, Enimoov SpA, Finproject SpA, Industria Siciliana Acido Phosforico - ISAF - SpA - in liquidazione, Mater-Agro Srl, Mater-Biotech SpA, Matrìca SpA, Novamont SpA, REWAVE S.r.l., SeaPad SpA, Tecnofilm SpA.

Multi-year comparison

Data are only available for 2024, as these are new indicators monitored from this year.