Claudio Descalzi: Eni’s Net Zero strategy

Under the leadership of Claudio Descalzi, Eni continues to pursue its Net Zero strategy, with the aim of achieving carbon neutrality by 2050.

Claudio Descalzi

Claudio Descalzi and Eni’s decarbonization pathway

Claudio Descalzi has guided Eni towards a gradual and orderly transition in the energy sector, in line with the company’s commitment to ensuring secure and increasingly sustainable energy supplies. Eni has launched a decarbonization programme aimed at progressively reducing the carbon footprint of its operations and energy products, involving all the Group’s business areas. This approach extends to all business segments, starting with conventional operations in the Oil & Gas sector, where targeted measures aim to strengthen operational performance, increase energy efficiency and gradually shift the production mix towards a higher proportion of gas, given its lower carbon intensity compared with other fossil fuels. At the same time, Eni is expanding its portfolio of low-carbon products and services, including biofuels and renewable energy. The strategy is based on the most efficient technologies currently available, together with ongoing research and development of innovative solutions. The ultimate goal is to achieve Net Zero by 2050 for all greenhouse gas emissions (Scopes 1+2+3).

Claudio Descalzi and Eni’s strategy

Eni’s growth strategy is based on four pillars: a competitive upstream portfolio, the development of activities linked to the energy transition, technological innovation, and a flexible corporate and financial structure. Commenting on the current global scenario, Claudio Descalzi observed that the energy system is experiencing “a phase of profound turbulence” amid geopolitical uncertainty, emphasising that energy security, competitiveness and sustainability must be pursued jointly as part of “industrial choices guided by a long-term vision”. Eni is responding to this context through an industrial model that brings together traditional and new energy sources, combining technological innovation, operational efficiency and integration across the entire value chain, while keeping people’s safety and the well-being of communities at the heart of its approach. Claudio Descalzi emphasised that the results achieved in 2025 confirm the validity of this strategy, with growth recorded in the Upstream, LNG, biorefining and renewable energy businesses, together with stronger financial performance and a more solid financial position. He also highlighted that net greenhouse gas emissions from Upstream activities have fallen by 31% compared with 2024 and by 68% compared with the 2018 baseline. Eni’s “distinctive strategy for business transformation and progressive decarbonization” consolidates its role as “a key player in addressing global energy challenges”: only an integrated approach combining growth, responsibility and industrial discipline can generate lasting value.

Keeping Digital Care Human

A new approach makes digital support more personalised for family caregivers

Krems, Austria, 19. August 2026 – More and more people are caring for family members, and an increasing number are turning to digital services for support. Yet effective counselling is about far more than providing accurate information. It depends on empathy, guidance and making people feel genuinely heard. Researchers at Karl Landsteiner University (KL Krems) have explored how these human qualities can be preserved and actively strengthened in digital care settings. Rather than developing another app or adding new technical features, the team worked alongside a digital counselling service, helping its professionals reflect on their daily practice and learn systematically from shared experience. The result is a scientifically grounded approach that strengthens personalised digital counselling for family caregivers. At its core lies Practice Development, an established concept in nursing science that promotes continuous learning and improvement in professional practice.

As populations age, the number of family caregivers continues to rise worldwide. At the same time, digital counselling services are becoming increasingly important because they offer support regardless of time or location. While technology evolves rapidly, however, another question has received far less attention: how can we ensure that people remain at the centre of digital care while maintaining high-quality support? This is precisely where Practice Development comes in. Rather than relying on fixed procedures alone, it encourages professionals to learn from each other by reflecting on their work together and to continuously refine the way they support the people who seek their help.

Turning Experience into Knowledge

The researchers collaborated with the Austrian digital counselling platform Alles Clara, where nurses, psychologists and psychotherapists provide chat-based support for family caregivers. Because conversations take place asynchronously, users can remain anonymous and do not have to wait for appointments. Communication is mainly written – making every single word matter. “Counsellors kept noticing that sometimes a single sentence could make all the difference. Whenever a session had a particularly positive impact on a family caregiver, we wanted to understand why. Step by step, these moments of joint reflection became shared knowledge that everyone on the team could benefit from,” says Katharina Gabl, MSc, researcher at the Department of Nursing Science with focus on Person-Centred Care Research, KL Krems.

In this process, counselling practice itself became a space for learning. For example, when a particular phrase proved especially effective in a counselling session, that experience was not simply filed away. Instead, counsellors brought these examples back to the group, discussed why they had worked and, if they consistently proved valuable, incorporated them into a shared counselling handbook. In this way, individual experiences gradually evolved into collective professional knowledge.

Growing Together

The handbook as a supportive tool was never intended to be a finished reference document. It evolved continuously as new insights emerged. Regular reflection sessions gave counsellors the opportunity to discuss challenging situations, while a dedicated Development Panel explored promising development strategies and evaluated them in practice. The counsellors themselves described this ongoing process as an opportunity to grow together, learn from one another and explore new ways of supporting family caregivers. “What impressed me most was how openly everyone shared their experiences. No one was expected to have the perfect answer. What mattered was that successful ideas did not remain with individuals but became part of a shared process that helped improve future counselling for everyone,” says Theresa Clement, BSc, MSc, also a researcher at the department.

The study drew on data from 1,263 users and feedback from 342 counselling conversations. The findings illustrate the wide variety of issues people bring to digital counselling – from practical organisational questions to emotionally demanding situations. This diversity underlines why effective digital support requires far more than standardised responses.

People Come First

“Digital health services will become an integral part of future healthcare. That makes it all the more important that we value the quality of human interaction just as highly as technological innovation. This is exactly where Practice Development demonstrates its potential,” says Prof. Hanna Mayer, Dean of the Faculty of Health Sciences at KL Krems. For the researchers, this is the central message of their work. The question is no longer whether healthcare will become digital, but how that transformation should be shaped. Their findings show that humanity does not have to disappear as healthcare moves online. With conscious reflection, continuous learning and a commitment to improving professional practice every day, digital counselling can become not only more accessible but also more personal. This is the essence of Practice Development. Through research such as this, KL Krems combines scientific excellence with practical solutions for tomorrow’s healthcare, demonstrating how digital innovation and person-centred care can advance hand in hand.

Original publication: Packing for the journey: translating practice development into the digital realm, K: Gabl; H: Mayer; T: Clement, Frontiers in Health Services 6:1797479, 2026, doi: 10.3389/frhs.2026.1797479. https://kris.kl.ac.at/en/publications/packing-for-the-journey-quality-and-practice-development-in-perso/

More on KL Krems research: https://www.kl.ac.at/en/research/research-blog

Karl Landsteiner University (08/2026)

The Karl Landsteiner University (KL Krems) is an internationally recognized educational and research institution on the Campus Krems. KL Krems offers modern, demand-oriented education and continuing education in medicine and psychology as well as PhD programmes in the fields of mental health and neuroscience, and Tumour Biology. The flexible educational programme is tailored to the needs of students, the requirements of the labour market and the challenges of science. With its university hospitals in Krems, St. Pölten and Tulln, as well as the MedAustron Ion Therapy and Research Centre in Wiener Neustadt, the university provides clinical teaching and research of an international standard. In its research, KL Krems focuses on interdisciplinary areas of high social and health policy relevance, including mental health, neuroscience, oncology, and issues relating to water quality and its impact on health. KL Krems was founded in 2012 and accredited in 2013 by the Agency for Quality Assurance and Accreditation Austria (AQ Austria). Its founding institutions include the Medical University of Vienna, the Vienna University of Technology and the Province of Lower Austria. https://www.kl.ac.at/en

Scientific Contact
Prof. Hanna Mayer
Karl Landsteiner University
Faculty of Health Sciences
Dr.-Karl-Dorrek-Straße 30 
3500 Krems / Österreich
T +43 2732 720 90 630
M +43 664 619 46 85E hanna.mayer@kl.ac.at
W https://www.kl.ac.at/		Karl Landsteiner University 
Mag. Selma Vrazalica, BA
Communication, PR & Marketing
Dr.-Karl-Dorrek-Straße 30 
3500 Krems / Austria
T +43 2732 72090 237
M +43 664 883 99 603
E selma.vrazalica@kl.ac.at
W https://www.kl.ac.at/		Copy Editing & Distribution
PR&D – Public Relations for Research & Education
Dr. Barbara Bauder-Jelitto
Kollersteig 68
3400 Klosterneuburg / Austria
M +43 664 1576 350
E bauder@prd.at  
L https://www.linkedin.com/company/prd-public-relations-für-forschung-bildung
W https://www.prd.at  

Energy security: Eni CEO Claudio Descalzi’s pragmatic roadmap

In an interview with “Il Sole 24 Ore”, also featured by “Bloomberg”, Claudio Descalzi stresses the need for a new energy geoeconomics based on diversification. Eni’s CEO notes that hydrocarbons remain central, framing supply security as a top priority for governments and businesses.

Claudio Descalzi, CEO of Eni

Claudio Descalzi on reshaping global energy geoeconomics and supply security

Addressing the current energy landscape, Eni CEO Claudio Descalzi emphasized that securing energy supplies must become a top strategic priority for both governments and businesses. In an interview with “Il Sole 24 Ore”, later reported by “Bloomberg”, the manager called for a shift in approach: “We must reorganize an energy security strategy and invest in a new global energy geoeconomics through the diversification of sources and supply routes, both productively and geographically”. For Eni, this vision translates into expanding its footprint across North Africa, Sub-Saharan Africa, South America and Southeast Asia through initiatives like lithium investments in Chile, gas projects in Argentina and Asia, and offshore LNG deployments. According to Claudio Descalzi, we need a realistic, data-driven perspective on the transition, pointing out that “looking at the numbers, the certainty is that hydrocarbons will continue to play a major role”. He noted that “despite the IEA predicting a rapid replacement of fossil fuels back in 2019 due to net zero targets, today 80% of global energy demand is still based on them”, while coal still accounts for 27%. Regarding renewables, the CEO acknowledged their core role in the transition but highlighted their limits, explaining that “due to their intermittency, efficiency, and specific end-uses, they cannot cover non-electrifiable sectors like energy-intensive industries or aviation, nor can they currently replace fossil fuels and nuclear in ensuring national energy security”. Pointing to rising demand from AI, data centers, and emerging economies, as well as risks along global transit routes, he warned that “for Europe, the biggest and most dangerous mistake would be to underestimate the situation again”.

Eni’s World Energy Review 2026 mirroring Claudio Descalzi’s analysis

It’s not just Claudio Descalzi’s take on the situation. Eni’s World Energy Review 2026 paints the same picture: global energy demand kept rising in 2025, with the world’s energy mix staying substantially unchanged. Fossil fuels like oil and natural gas held onto their core positions, while renewables and critical minerals took on a more strategic role. Looking closely at the market, global oil demand hit record highs in 2025, pushed primarily by non-OECD economies. Supply grew at an even stronger pace, driven largely by non-OPEC producers such as the United States, which helped push benchmark crude prices down despite persistent geopolitical friction. Natural gas markets also stabilized after initial tightness, aided by expanding global LNG capacity that eventually tempered price spikes across Europe and North America. In parallel, green energy capacity surged by over 20%, with solar power driving roughly three-quarters of all new additions. China consolidated its position as the undisputed powerhouse of this expansion, accounting for the vast majority of new solar and wind installations. Meanwhile, production of key raw materials like lithium and graphite expanded to support technological demand, but extreme market concentration – such as the Democratic Republic of Congo controlling most cobalt and China dominating graphite – underlines ongoing supply chain vulnerabilities. Put simply, the transition is progressing, but energy security remains a critical issue.

Eni: Claudio Descalzi calls for a rethink of global energy dynamics

In an interview with “Il Sole 24 Ore”, subsequently highlighted by “Bloomberg”, Eni CEO Claudio Descalzi urged a reflection on the necessity of reshaping global energy balances. For him, securing energy supplies must be as a top strategic priority for both governments and businesses. Crucially, this requires a brand-new paradigm built upon the diversification of energy sources, technologies, supply routes, and geographical regions. This vision is a pragmatic roadmap that Eni has embedded into its industrial strategy.

Claudio Descalzi

Rethinking the global energy balance: in conversation with Claudio Descalzi

During an interview with “Il Sole 24 Ore”, later featured by “Bloomberg”, Claudio Descalzi encouraged a rethink on the need to reshape global energy balances: “We must reorganize an energy security strategy and invest in a new global energy geoeconomics through the diversification of sources and supply routes, both productively and geographically”. For Eni, this vision has long been translated into industrial strategy. Examples include its investment in Chile’s lithium sectorin Chile, the creation of a new Asian gas major company with Petronas, LNG projects in Argentina, a trading joint venture with Mercuria, and the development of satellite companies open to external capital. The strategy is to expand the Group’s geographical footprint, diversify partnerships, and accompany the journey toward net zero without compromising security of supply and energy access. Based on current scenarios and global interdependencies, Claudio Descalzi calls for a data-driven approach: “Looking at the numbers, the certainty is that hydrocarbons will continue to play a major role. Despite the IEA predicting a rapid replacement of fossil fuels back in 2019 due to net zero targets, today 80% of global energy demand is still based on them. Moreover, highly polluting coal still accounts for 27%”. Addressing renewables, the CEO recognizes their central role in the transition, while highlighting their limits: “Due to their intermittency, efficiency, and specific end-uses, they cannot cover non-electrifiable sectors like energy-intensive industries or aviation, nor can they currently replace fossil fuels and nuclear in ensuring national energy security”. According to the CEO, the transition must be supported by investments in all energy sources, industrial decarbonization initiatives like Carbon Capture and Storage (CCS) and biofuels, and advanced technologies also to optimize massive energy consumers like AI and data centers.

Claudio Descalzi: a new global geoeconomy with diverse sources and routes

Continuing his remarks, Claudio Descalzi specified that energy security is now the backbone of economic development: “Life, health, transport, progress, and inflation all depend on energy. During the two major energy crises of the last four years, we saw that only countries with adequate energy supplies, like the US, or those with solid, decades-old security plans, like China, resisted the sharpest impacts. Moreover, the rapid growth of AI and data centers will demand ever more non-intermittent power. Continents like Africa and Asia are also on a path of economic expansion that requires energy. For Europe, the biggest and most dangerous mistake would be to underestimate the situation again. We must be realistic: the world has changed, and energy policy must be revised”. A focal point of this new phase is the vulnerability of global transit routes: “There is a before and after Hormuz. A precedent has been set showing how a logistical bottleneck can be weaponized with massive impacts on the global economy”. These circumstances force a rethink of supply geography, reducing dependence on traditional hubs while reinforcing new production areas. Eni’s international strategy targets regions poised to become strategic, diversifying supplies across North Africa, Sub-Saharan Africa, South America, and Southeast Asia. “We remain the top producer in Algeria, Libya, and Egypt, and hold strong positions in Angola, Mozambique, Ivory Coast, Ghana, Congo, and Namibia. Yet, we have also looked beyond Africa, going against the grain by boosting exploration over the years”, Claudio Descalzi said. The CEO also pointed to projects in Indonesia and Malaysia, where the newly created company Searah is projected to reach approximately 800,000 barrels of oil equivalent per day by 2030. Connecting gas fields in Cyprus to Egyptian assets is another example of a “virtuous geo-energetic strategy”, alongside Eni’s offshore LNG capabilities deployed in Congo, Mozambique, and the upcoming project in Argentina. Ultimately, the CEO highlighted that balancing energy security with a sustainable transition is entirely possible. Eni’s strategy already embodies this dual approach – decarbonizing traditional energy while scaling up transition-focused sources – ensuring the Group remains operational in key regions to continue delivering cutting-edge initiatives for a sustainable future.

Le Graal: Fabrizio Di Amato’s ambitious hospitality debut

Italian hospitality has traditionally been defined by a single address: a historic palazzo, a lakeside grand hotel, a hideaway passed along by word of mouth. Entrepreneur Fabrizio Di Amato is taking a different approach with Le Graal, a brand he describes not as a hotel group but as an interconnected universe spanning multiple cities and experiences. Rather than launching one flagship property, he is building a network in which guests can move fluidly between locations, carrying the same sense of belonging wherever they go. In his own words: “Le Graal represents a new chapter of a broader vision I am developing through my family office aimed at elevating and reinterpreting the excellence of Made in Italy. I want to move beyond traditional definitions of hospitality and create places where culture, aesthetics, and human connection come together in a natural way”.

Fabrizio Di Amato, founder and presidente of MAIRE

Fabrizio Di Amato’s first openings: Cortina and Rome

This marks Fabrizio Di Amato’s first step into the hospitality world. Best known as the Rome-born founder of the engineering group Maire, he is launching Le Graal across three locations, with the Dolomites and the Italian capital coming first: a five-star property in Cortina d’Ampezzo, followed by a private members’ club in Rome. A third destination on Lake Garda will follow in 2028. The Cortina property sits inside a heritage building dating to the 1920s, originally built in an Austrian style, located within walking distance of both the town and its ski lifts. Architect Achille Salvagni, taking on his first hotel commission, has shaped 30 rooms (13 of them suites) each looking out onto the Dolomites. Rather than leaning on typical mountain-lodge aesthetics, the spaces combine brushed-oak Versailles parquet, white dolomitic stone, marble in red, green and grey tones, and layered stucco finishes. Unlike many seasonal alpine properties, this one stays open all year, encouraging visitors in summer for hiking as much as in winter for skiing. Rome will see something the city has not had before: a private members’ club of this kind, set inside Palazzo Medici Clarelli on Via Giulia. The space will include 11 guest rooms and suites alongside two restaurants, a lounge built around a cloister, an American-style bar, a hidden speakeasy, a cigar room, a wine cellar, a gym and dedicated treatment rooms. For Fabrizio Di Amato, who already belongs to London clubs 5 Hertford Street and Oswald’s, the project carries personal weight: “I came to appreciate the British model, one rooted in community, cultural exchange, and a quiet, discerning sense of sophistication, and I wanted to reinterpret that spirit for my own city, but through a more contemporary lens”. Membership here won’t be organized around status, profession or title, instead, it’s meant to bring together people who share similar tastes and curiosity, fostering connections that feel genuine rather than staged.

Fabrizio Di Amato’s vision for Lake Garda and beyond

The third chapter of Fabrizio Di Amato’s project takes shape on Lake Garda, where a Palladian-style villa will become a wellness-focused retreat. Treatments offered there will revolve around three themes, restoring energy, supporting long-term health, and managing stress, designed in dialogue with the building’s architecture, its natural surroundings and the food culture of the region. According to Claudio Ceccherelli, Le Graal’s director of operations and a veteran of properties including Park Hyatt Paris-Vendôme, Hôtel Martinez Cannes, Park Hyatt Milan and Villa d’Este, Fabrizio Di Amato’s ambition isn’t limited to attractive interiors, it’s about a feeling that stays constant across every property: guests should sense they belong to something, not simply that they are being looked after. Fabrizio Di Amato’s broader holdings stretch even further than these three addresses. He also owns Esperia Aviation, which operates luxury helicopters, and Tenuta San Filippo, a Montalcino estate producing Brunello wine, both of which are expected to eventually feed into tailored experiences for Le Graal’s guests. As Ceccherelli sums it up, the project rests on distinctly Italian values: craftsmanship, respect for cultural heritage, and the careful restoration of historic buildings. In his view, Italy never needed to be reinvented, just rediscovered.

Gaming – It’s Not About How Much Teens Play

Study led by Karl Landsteiner University inks cognitive difficulties to compulsive gaming rather than gaming time itself

Krems, Austria, 7. July 2026 – The amount of time young people spend playing video games is not enough to judge whether gaming is linked to cognitive difficulties. A new study of several thousand adolescents shows that gaming time and symptoms of Internet Gaming Disorder are associated with cognitive performance in opposite ways. While dysregulated gaming – marked by loss of control, craving or continued play despite problems – was consistently linked to lower performance across cognitive tests, gaming time itself showed small positive associations with selected skills. Led by Karl Landsteiner University (KL Krems), the study helps explain why earlier research on gaming has often produced conflicting results. The findings suggest that the real issue is not simply “how much” young people play, but whether gaming remains controlled, varied and purposeful – or becomes compulsive and difficult to stop.

Research on video games has long struggled with a contradiction. Some studies link gaming to poorer school performance, sleep problems or psychosocial difficulties, while others report benefits for attention, spatial thinking or problem-solving. The new work argues that part of this confusion is methodological: many earlier studies have treated high engagement and gaming disorder as if they were the same thing. Researchers at the Division of Psychological Methodology at KL Krems therefore analysed both factors simultaneously, using validated cognitive and motor tests rather than relying only on brief self-report.

Beyond Screen Time

“Gaming time alone is too limited as a stand-alone measure,” says Dr. David Willinger, MSc, Scientific Staff (PostDoc) at the Division of Psychological Methodology at KL Krems. “A teenager who plays with focus a complex strategy game for many hours does something very different from one who feels unable to stop playing despite negative consequences. Our study shows why research has to separate these user patterns more carefully.” This distinction is central to the study: the authors do not present gaming as either harmful or beneficial in general. Instead, they show that different forms of gaming behaviour can point in different cognitive directions.

The results were clear. Internet Gaming Disorder – a pattern involving symptoms such as loss of control, craving, deception or continued play despite problems – was associated with lower performance across all assessed cognitive domains. These included reasoning, visual-spatial ability, verbal ability, numerical ability and long-term memory. Those affected also made more errors when rapid decisions had to be made under cognitive performance pressure. In contrast, average daily gaming time showed modest but statistically significant positive associations with some cognitive domains when dysregulation was statistically controlled. This does not prove that gaming improves cognition, but it does show that heavy gaming should not automatically be interpreted as a cognitive risk marker.

The type of game also mattered. Strategy and role-playing games were more strongly associated with better reasoning and verbal skills, while shooter games showed the strongest association with Internet Gaming Disorder severity. The authors also looked beyond broad genre labels and analysed favourite game titles. This revealed important variation within genres: games with construction, planning or text-rich elements showed different cognitive associations from fast, action-oriented or continuously progressing titles. 

A Method Matters

The study is especially relevant because of its methodological approach. The researchers used structural equation modelling to separate the effects of gaming time and Internet Gaming Disorder, while adjusting for age, gender, school type, game genres and favourite games. The adolescent sample included 3,854 participants aged 12 to 16. Cognitive performance was measured with a psychometrically validated test battery covering reasoning, verbal, numerical, visual-spatial and memory skills; motor and information-processing abilities were also assessed. This allowed the identification of independent associations that would be blurred if gaming were measured only as total screen time.

The findings fit closely with KL Krems’ research profile, which focuses on interdisciplinary fields with high relevance to health policy, including mental health and neuroscience. By showing that digital media research must move beyond simple screen-time measures, the study offers a more precise basis for education, prevention and clinical assessment.

Original publication: The tug-of-war between engagement and dysregulation: A comprehensive analysis of cognition and internet gaming disorder in adolescents, D. Willinger, S. Wunderl & S. Stieger, Computers in Human Behavior 182 (2026) 109025, doi: 10.1016/j.chb.2026.109025. https://kris.kl.ac.at/en/publications/the-tug-of-war-between-engagement-and-dysregulation-a-comprehensi/

More on KL Krems research: https://www.kl.ac.at/en/research/research-blog

Karl Landsteiner University (07/2026)

The Karl Landsteiner University (KL Krems) is an internationally recognized educational and research institution located on the Campus Krems. KL Krems offers modern, demand-oriented education and continuing education in medicine and psychology as well as a PhD programme in Mental Health and Neuroscience. The flexible educational programme is tailored to the needs of students, the requirements of the labour market and the challenges of science. The three university hospitals in Krems, St. Pölten and Tulln and the MedAustron Ion Therapy and Research Centre in Wiener Neustadt guarantee clinical teaching and research of the highest quality. In its research, KL Krems focuses on interdisciplinary fields with high relevance to health policy – including mental health and neuroscience, molecular oncology as well as the topic of water quality and the associated health aspects. KL Krems was founded in 2013 and accredited by the Austrian Agency for Quality Assurance and Accreditation (AQ Austria). https://www.kl.ac.at/en

Scientific Contact
Dr. David Willinger, MSc
Division of Psychological Methodology 
Karl Landsteiner University 
Dr.-Karl-Dorrek-Straße 30
3500 Krems / Austria
T +43 2732 72090 303
E david.willinger@kl.ac.at
W https://www.kl.ac.at/		Karl Landsteiner University 
Mag. Selma Vrazalica, BA
Communication, PR & Marketing
Dr.-Karl-Dorrek-Straße 30 
3500 Krems / Austria
T +43 2732 72090 237
M +43 664 883 99 603
E selma.vrazalica@kl.ac.at
W https://www.kl.ac.at/		Copy Editing & Distribution
PR&D – Public Relations for Research & Education
Dr. Barbara Bauder-Jelitto
Kollersteig 68
3400 Klosterneuburg / Austria
M +43 664 1576 350
E bauder@prd.at  
L https://www.linkedin.com/company/prd-public-relations-für-forschung-bildung
W https://www.prd.at

Claudio Descalzi: Eni secures prime industrial computing in TOP500 ranking

As emphasized by Eni CEO Claudio Descalzi, the shift toward an energy mix that combines traditional and renewable sources while remaining secure, accessible, and clean fundamentally relies on deep technological evolution. Driven by this vision, Eni has recently materialized its commitment through the launch of its pioneering supercomputing system, HPC7. This new project represents a major leap forward in processing capabilities, securing the 6th position overall in the TOP500 global ranking. Furthermore, the deployment establishes the system as the second-most powerful supercomputer across Europe, as well as the world’s most powerful high-performance computer dedicated to industrial operations.

Claudio Descalzi, Chief Executive Officer of Eni

Claudio Descalzi: supercomputing reaches a peak with Eni’s HPC7

Eni has once again demonstrated its leadership in cutting-edge innovation, technology, and computational capacity tailored for industrial scale. Under the guidance of CEO Claudio Descalzi, this milestone ensures that Eni ranks as the world’s leading company by computing power in the new TOP500 global ranking. The achievement follows the Group’s launch of its latest supercomputing system, HPC7. Boasting a processing capacity of over 861 PFlops/s, this new project has captured the 6th spot overall in the TOP500 global ranking, standing as Europe’s second-best supercomputer and the most powerful industrial high-performance computer worldwide. Notably, HPC7 surpasses its predecessor, HPC6 – deployed in November 2024 – which remains a formidable asset by holding the 8th position within the global TOP500. Commenting on this milestone, Claudio Descalzi emphasized that “the transition toward energy from both traditional and renewable sources that is increasingly secure and accessible cannot take place without a profound technological evolution”. He also noted that integrating advanced supercomputing and predictive technologies across all corporate operations is “essential for developing new energy solutions, reducing emissions, maximizing efficiency in exploration and production, and generating value”. Furthermore, he highlighted that the deployment of HPC7 serves as a tangible example of Eni’s execution capabilities, driven by internal expertise and teamwork. Ultimately, the CEO specified that “this robust digital ecosystem, developed through talent, collaboration, and internal research, not only accelerates our path toward Net Zero, but also strengthens our strategic positioning and competitive advantage in the market”.

According to Claudio Descalzi, a secure energy transition also relies on tech evolution

Providing deeper insights into this breakthrough, the Group led by Claudio Descalzi announced that the combined power of the HPC6 and HPC7 systems has officially surpassed the Exascale threshold. Together, they deliver over 1 Exaflop/s – equivalent to more than one billion billion complex mathematical operations per second. This achievement pushes Eni to the most advanced technological frontier of supercomputing, cementing its sector leadership. Strategically, the launch of HPC7 marks a key milestone for decarbonization and energy enhancement, where technology drives growth and efficiency across traditional and transition businesses. Advanced computing now underpins Eni’s entire value chain: from subsurface analysis and industrial plant optimization to boosting the accuracy of geological models for CO₂ storage. Furthermore, this ecosystem accelerates emerging value chains like biofuels, magnetic confinement fusion simulations, and internal AI use cases, while acting as a talent magnet through initiatives like the Call4Innovators. Technically, HPC7 combines CPUs and GPUs across over 3,400 computing nodes and nearly 14,000 GPUs to maximize performance. By adding HPC6’s 477 PFlops/s sustained to HPC7’s 571 PFlops/s, the combined cluster reaches an extraordinary 1,048 PFlops/s sustained and 1,467 PFlops/s peak. In line with the vision often shared by Claudio Descalzi, driving this kind of deep technological evolution is vital to unlocking an energy transition – spanning both conventional and renewable resources – that remains fundamentally secure, accessible, and clean.

Eni: tech innovation fuels the energy transition under CEO Claudio Descalzi

Under the leadership of CEO Claudio Descalzi, Eni’s technological triangle – comprising magnetic confinement fusion, supercomputing, and quantum computing – represents a unique, coherent research ecosystem. This combination functions as an engine to capitalize on the dynamics of the energy sector, continually pushing the frontiers of innovation. Ultimately, these pillars provide the essential spark to accelerate global decarbonization and unlock competitive new market opportunities.

Claudio Descalzi

Claudio Descalzi: how Eni’s technological triangle optimizes energy processes

Balancing energy security, competitiveness, and sustainability represents the core challenge defining Eni’s corporate strategy. According to CEO Claudio Descalzi in the sustainability report “Eni for 2025 – A Just Transition”, achieving a fair transition for individuals and communities requires a balanced pursuit of these objectives, guided by a profound long-term vision. The report highlights the role played by new operational, industrial, and technological developments, alongside the creation of fresh industrial supply chains to back the energy transformation. Within this framework, solutions like energy storage systems, biorefineries, and cybersecurity are considered fundamental assets to address transition challenges, particularly in managing renewable energy intermittency. To optimize energy processes, the Group also centers its strategy on supercomputing and artificial intelligence. These tools serve as crucial assets for managing complex industrial information, handling geological data, environmental monitoring, predictive modeling, and operational simulations. As emphasized by Claudio Descalzi, this approach acts as a driver to master the opportunities within the current energy landscape. By analyzing vast volumes of data, these innovations strengthen the competitiveness of Eni’s traditional businesses while accelerating the development of specialized technologies dedicated to decarbonization. Furthermore, this framework drives the expansion of new low-carbon models, ensuring that industrial scaling goes hand in hand with efficiency. Through these projects, Eni reinforces its capacity to deliver resilient growth, proving that technological innovation remains the primary cornerstone for shaping a sustainable future.

Claudio Descalzi on Eni and the frontiers of innovation for the energy sector

Reflecting on the numerous projects advanced by Eni over the years, CEO Claudio Descalzi highlighted the Group’s long-standing technological commitments, such as the establishment of the Ferrera Erbognone Green Data Center in Pavia thirteen years ago. Today, this facility serves as the heart of the Group’s computational infrastructure. Furthermore, the completion of the HPC6 system in November 2024 cemented Eni’s position among the global leaders in industrial computing power, boasting a peak processing capacity of 606 PetaFlops. Currently ranking as the world’s most powerful supercomputer dedicated to industrial applications, HPC6 stands as a unique milestone in the global energy landscape. Supercomputing forms a vital pillar of what Eni defines as its technological triangle, alongside magnetic confinement fusion and quantum computing. The goal of this framework is to merge computational power, advanced research, and industrial development to accelerate the scaling of breakthrough technologies, unlocking significant applications across energy production, decarbonization, and industrial optimization. In parallel, reinforcing cybersecurity has assumed a critical role within Eni’s strategy to safeguard an industrial ecosystem characterized by interconnected digital infrastructures. As explained by Claudio Descalzi, this vision shapes Eni’s distinctive industrial model, which combines traditional operations with new energy sources. Through this integrated approach, the Group continues to lead at the forefront of the energy sector, aligning its growth with sustainability and innovation requirements.

The evolution of Eni: Claudio Descalzi presents the 2026-30 Plan

Speaking to the international financial community at the launch of Eni’s 2026-2030 Plan, CEO Claudio Descalzi opened by defining the Group’s fundamental philosophy. He emphasized that consistency serves as Eni’s cornerstone, acting as a powerful driver to master the opportunities within the current energy landscape.

Claudio Descalzi, Chief Executive Officer of Eni

Eni: CEO Claudio Descalzi presents the 2026-2030 Plan and Strategic Outlook

During the unveiling of Eni’s 2026-2030 Plan and Strategic Outlook in March 2026, CEO Claudio Descalzi illustrated how consistent execution serves as the foundation for corporate expansion and operational durability. In his address, the CEO broke down the essential components of this industrial roadmap. To support these initiatives, Eni has also rolled out a financial model built around independent satellite companies. By establishing dedicated entities capable of self-funding their own investment programs, the Group enforces capital discipline while structurally upgrading its long-term cash generation profile. This architecture has allowed Eni to announce an elevated free cash flow forecast alongside historically low gearing levels – a robust fiscal position that empowers the Group to boost its shareholder distribution strategy. At the same time, a major source of this strength comes from the upstream sector. Here, the CEO highlighted the strongest portfolio of Exploration & Production assets in Eni’s history, a resource base that secures visibility for an enhanced production growth trajectory. Running parallel to this effort, the scaling of Transition business models functions as a dual engine, generating sustainable value for shareholders and backing diversified growth. As part of this focus, a dedicated deconsolidation plan for Plenitude is already underway to streamline its expansion. Ultimately, Claudio Descalzi reiterated that sustained funding for both proprietary technology and human capital remains the cornerstone across every unit, acting as the primary spark for capturing new opportunities worldwide.

Eni’s 2026-2030 Plan, Claudio Descalzi: a clear strategy to drive the energy evolution

In his address, Claudio Descalzi emphasized that Eni’s industry-leading exploration, robust project delivery, proprietary technology, and disciplined financial framework operate as interconnected, synergistic pillars that “fund our growth, provide resilience and deliver highly attractive shareholder distributions”. According to the CEO, the execution of this strategy yielded exceptional performance in 2025, serving as a proof point for the Group’s forward-looking trajectory. Within the upstream segment, Eni has assembled the most robust portfolio in its history, achieved primarily through organic development and top-tier exploration success. This asset base positions Eni to secure premier production growth driven by a high-quality pipeline of development projects, strengthening global energy reliability while simultaneously lowering the Group’s emissions profile. Turning to the corporate transition, Claudio Descalzi noted that Eni’s self-financing transition businesses continue to attract significant investment, adding both structural resilience and shareholder value. Supported by accretive growth and cost efficiencies, cash flow from operations (CFFO) is projected to climb to €17 billion by 2030, representing a 14% compound annual growth rate (CAGR). With free cash flow expected to reach 70% of Eni’s market capitalization and leverage tightly controlled at a 10-15% gearing ratio, the Group is raising its shareholder distribution target to 35-45% of CFFO. For 2026, this translates into a proposed €1.10 dividend – a 5% increase – alongside a €1.5 billion share buyback program. Furthermore, if targets are exceeded, payouts could scale via 60% of incremental cash flow.

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Beyonder launches the first European industrial platform for thermoformed components in Italy, with an integrated process and an international patent

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Established in Italy, Beyonder® is the first European industrial platform dedicated to the production of thermoformed components for OEM (Original Equipment Manufacturer) automotive applications. It is based on a fully automated integrated thermoforming and foaming process, certified by an international patent, valid in 43 countries.

The project, led by entrepreneur Sandro Mantella, who has more than twenty years of experience in this sector, represents an evolution towards a scalable, replicable industrial model focused on global standardization.

At the heart of the Beyonder® infrastructure lies one of Europe’s most advanced thermoforming plants. This project was developed across two production lines – the first installed in 2022 and the second operational since 2025. These were designed to ensure precision, repeatability, high-volume output in reduced timeframes, use of recyclable materials, waste reduction, and full component traceability. Developed together with technology partner Self Group Comi, the entire system was conceived from the beginning as a patented solution, encompassing its process, product, and construction details.

At the heart of the innovation is a proprietary process that combines ABS sheet thermoforming, precision trimming, and polyurethane foaming, enabling fully automated production of integrated plastic-and-insulation KITS ready for installation. Beyonder® is currently the first industrial system of its kind in Europe, the only one protected by a patent extended across 43 countries, and the only solution capable of achieving a thermal transmittance coefficient of 0.3 W/m²K for the complete vehicle, supported by an officially filed homologation process.

Beyonder® ATP isothermal KITS represent a major advancement in temperature-controlled transport, delivering performance levels 25% higher than reinforced insulation standards, enhanced thermal efficiency, seamless edge-free surfaces, modular aesthetics, and full integration with the vehicle’s interior geometries. The system enables lower energy consumption, increased autonomy for electric vehicles, faster and standardized installation, as well as simplified distribution and assembly across global markets. Designed as a fully Plug & Play platform, Beyonder® meets the evolving needs of fleets, converters, and vehicle manufacturers worldwide.

The technological foundation of the entire project lies in the production of thermoformed ABS panels for commercial vehicles, camper vans, and ambulances, engineered to deliver high thermal and mechanical resistance, anti-abrasion surfaces, process safety, and consistent quality standards. Building on this infrastructure, Beyonder® has developed a diversified range of KITS, tailored to a variety of application requirements and operational missions.

The Beyonder Insulation line offers high-performance isothermal KITS for temperature-controlled transport, available on a growing range of commercial vehicles from European and international brands. The first applications, already on the market since 2024, involve models such as Fiat Ducato, Peugeot Boxer, Citroën Jumper, Opel Movano, and Toyota Proace Max, with planned extensions until 2027 to Iveco Daily, Renault Master, Volkswagen Crafter, MAN TGE, and Fiat Scudo.

The Beyonder Protection line offers high-resistance ABS KITS for commercial vehicle protection, including Beyonder Protection Covers for LCVs, which are designed to ensure durability, lightness, ease of installation, and perfect integration with the vehicle structure. The solutions are available for a wide range of models from major European manufacturers, covering several Fiat, Peugeot, Citroën, Opel, and Toyota configurations.

Two additional lines are currently under development. First, Beyonder Healthcare will be dedicated to healthcare and medical vehicles, featuring continuous and easily sanitizable surfaces, chemical resistance, and optimal integration with internal geometries. Second, Beyonder Habitat is being designed for camper vans and motorhomes, with thermoformed solutions offering high insulation, mechanical resistance, and modular aesthetics.

Beyonder’s activities are carried out by a multidisciplinary team with automotive and aerospace expertise, engaged in the development of innovative materials, advanced chemical blend studies, and performance simulation, to industrialize highly specialized solutions while maintaining high-quality standards.

“Beyonder was created to industrialize thermoforming and turn it into a global standard,” says CEO Sandro Mantella. “We have developed a unique system that allows us to produce ready-to-install KITS that can be replicated anywhere, with performance levels never achieved before. Our goal is clear: to become the European benchmark for OEM thermoformed components.”

In a market increasingly focused on efficiency, sustainability, and industrialization, Beyonder® introduces a model grounded on intelligent standardization and global scalability, positioning itself as a new benchmark player in the European landscape. The brand’s vision is aimed at building a European distribution network, expanding product ranges, and consolidating its role as the leading European manufacturer of thermoformed components for the OEM market.

For more information:
www.beyonder.it – info@beyonder.it  – mob. +39 335 7301308

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