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–  Webcast on May 14, 2014, available to all shareholders.

–  Conference calls with institutional shareholders.

–  Executive Compensation Overview brochure issued to all shareholders.

2015 Executive Compensation Overview

Key Focus Areas

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Level of Stock Awards: New illustration of how the CEO’s stock-based award level was determined by the Compensation Committee (page 7).

Common Programs: All U.S. executives, more than 1,000 including the CEO, participate in common programs (the same salary, incentive, and retirement programs).

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EXXONMOBIL  2015  EXECUTIVE  COMPENSATION  OVERVIEW

 3  Free Cash Flow⁽⁴⁾

Industry Group

ExxonMobil’s superior cash flow preserves capacity for investments and shareholder distributions.

¡  Generated $117 billion of free cash flow since beginning of 2010.

¡  Reflects strong business performance and disciplined capital allocation approach.

 4  Total Cash Distribution Yield⁽⁵⁾

Industry Group

ExxonMobil maintains industry-leading shareholder distributions through the business cycle.

¡  Dividends per share up 10 percent per year over past 10 years.

¡  Distributed 46 cents of every dollar from operating cash flow and asset sales generated from 2010 to 2014.

 5  Total Shareholder Return⁽⁶⁾

Industry Group

ExxonMobil leads the industry in total shareholder return (TSR) in all performance periods.

¡  The most relevant TSR comparison is across companies in the same industry of comparable size and scale.

 6  10-Year Cumulative Returns⁽⁶⁾

Industry Group and Compensation Benchmark Companies

ExxonMobil generated superior returns through a range of economic environments and business cycles.

(4) Competitor data estimated on a consistent basis with ExxonMobil and based on public information. BP excludes impact of GOM spill and TNK-BP divestment. For more information on Free Cash Flow, see page 45 of the Summary Annual Report included with the 2015 Proxy Statement.

(5) Competitor data estimated on a consistent basis with ExxonMobil and based on public information. Total shareholder distributions divided by market capitalization. Shareholder distributions consist of cash dividends and share buybacks. For more information, see page 45 of the Summary Annual Report included with the 2015 Proxy Statement. (6) Annualized returns assuming dividends are reinvested when paid. (7) BP, Chevron, Royal Dutch Shell, and Total weighted by market capitalization. Shareholder return data for Total available from 1992. (8) AT&T, Boeing, Caterpillar, Chevron, Ford, General Electric, IBM, Johnson & Johnson, Pfizer, Procter & Gamble, United Technologies, and Verizon weighted by market capitalization.

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EXXONMOBIL  2015  EXECUTIVE  COMPENSATION  OVERVIEW

ExxonMobil CEO’s

realized pay is

below the median of

the compensation

benchmark companies

for most of his tenure.

*39 percent of ExxonMobil CEO’s realized pay in 2011 was from the exercise of stock options that were granted in 2001 and would have expired in 2011. No stock options have been granted since 2001.

ExxonMobil CEO’s combined realized and unrealized pay is at the 41st percentile of the compensation benchmark companies.

¡  With pension value and nonqualified deferred compensation included, the orientation is between the 36th and 71st percentiles, depending on the method of quantifying pension values.

11 CEO Realized and Unrealized Pay vs.

    Compensation Benchmark Companies – Cumulative

ExxonMobil

CEO’s Tenure 2006 to 2013*

Percentile

Rank Position

 Realized Pay

23%    

10 of 13  

 Combined Realized and Unrealized Pay

*2014 comparator company data not available at time of publication; analysis will be updated to include 2014 in a supplemental filing.

12 Scale of ExxonMobil vs. Compensation Benchmark Companies⁽⁴⁾

The Compensation Committee places the most emphasis on individual performance and business results in determining compensation levels.

¡  Size and complexity of ExxonMobil are considered among several factors.

(dollars in billions)

Revenue⁽⁵⁾

Market

Capitalization

Assets⁽⁶⁾

Net Income⁽⁷⁾

Capital

Expenditures⁽⁷⁾

 Comparator Companies

Median

90th Percentile

 ExxonMobil

 ExxonMobil Rank (Percentile)

 ExxonMobil – Multiple of Median

For definitions of the terms “reported pay,” “realized pay,” and “unrealized pay” as used in this Overview, as well as a list of our compensation benchmark companies, see Frequently Used Terms on the back page. (1) Interest rate changes: from 3.5% for 2011 to 2.5% for 2012; to 3.5% for 2013; to 3.0% for 2014. (2) In 2013, the change in pension value was negative (-$6.24 million), but under SEC reporting rules, a negative change in pension value must be shown in the Summary Compensation Table as zero. (3) Reported pay values shown correspond to the companies with the highest, median, and lowest realized pay values. (4) Financial data estimated based on public information. Market capitalization is as of December 31, 2014. (5) Trailing twelve months (TTM); excludes excise taxes and other sales-based taxes, if applicable. (6) Excludes General Electric due to lack of comparability resulting from how assets are quantified and reported for its financial business. (7) Trailing twelve months (TTM).

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EXXONMOBIL  2015  EXECUTIVE  COMPENSATION  OVERVIEW

Chart 15 provides an example of how the Committee assessed ROCE as an input to arriving at the top category performance assessment and stock-based award. Similar analyses were conducted with the other key metrics and strategic business results to arrive at an overall assessment. The size and complexity of the business and the CEO’s experience are also factors.

The Committee does not use narrow, quantitative formulas in determining compensation levels. For the Company to be an industry leader and effectively manage the technical complexity and global scope of ExxonMobil, the most-senior executives must advance multiple strategies and objectives in parallel, versus emphasizing one or two at the expense of others that require equal attention.

Highest Performance Standards for Executive Officers, Including the CEO

All 21 executive officers are expected to perform at the highest level or they are replaced. If it is determined that another executive would make a stronger contribution than one of the current officers, a succession plan is implemented and the incumbent is reassigned or separated from the Company.

Performance must be high in all key performance areas to receive an overall superior evaluation. Outstanding performance in one area will not cancel out poor performance in another. For example, a problem in safety, security, health, or environmental performance could result in a reduced incentive award even if the officer’s performance against financial and other metrics was superior.

The risk and consequences to officers of performance that does not meet the highest standards are increased as officers do not have employment contracts, severance agreements, or change-in-control arrangements.

(1) Competitor data estimated on a consistent basis with ExxonMobil and based on public information. For more information concerning ROCE, see pages 44 and 45 of the Summary Annual Report included with the 2015 Proxy Statement. (2) BP, Chevron, Royal Dutch Shell, and Total. Data for Total 1999 through 2014 only.

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EXXONMOBIL  2015  EXECUTIVE  COMPENSATION  OVERVIEW

Chart 18 illustrates how the high degree of variability and earlier payout of the alternate formula-based program described in Chart 17 is misaligned with the investment profile of a typical ExxonMobil project. As shown by the blue line in Chart 18, this has the potential to result in unintended consequences that include:

Frequency and Pace of Payouts for Annual Grants of 100 Shares (Same Cumulative Payouts Under Both Programs Shown)

Approximately 70 percent of cumulative stock-based awards granted over the illustrated time period for the ExxonMobil program will remain unvested and at risk during employment, versus approximately 30 percent for the alternate program.

¡  After retirement, the ExxonMobil senior executive will continue to have grants unvested and at risk of forfeiture for 10 years.

¢

Annual investment required and cash flow generated by a typical ExxonMobil project.

¢

ExxonMobil equity program: 50 percent of an annual grant of restricted stock or restricted stock units vests in 10 years or retirement, whichever is later, and the other 50 percent vests in five years.

¢

Hypothetical alternate program:  ¡  Percent of target shares that pay out are shown in Chart 17 and depend on ExxonMobil’s relative three-year TSR rank versus our primary competitors: BP, Chevron, Royal Dutch Shell, and Total.  ¡   TSR ranking has been determined by a Monte Carlo simulation that applies equal probability to each rank position. The Monte Carlo simulation method is consistent with U.S. GAAP accounting principles for valuing performance stock awards.

(1) Includes shares granted to the CEO between 2002 and 2005 before his appointment to CEO. (2) Assuming retirement at age 65 in 2017, 50 percent of shares granted in 2002 will vest at retirement in a 15-year vesting period. The vesting period for 50 percent of shares granted in 2003 is 14 years; 2004 is 13 years; 2005 is 12 years; 2006 is 11 years; and 2007 is 10 years. (3) Average vesting period of 2014 formula-based programs.

Frequently Used Terms

Please also read the footnotes contained throughout this Overview for additional definitions of terms we use and other important information.

Reported Pay is Total Compensation reported in the Summary Compensation Table, except for years 2006 to 2008, where the grant date value of restricted stock as provided under current SEC rules is used to put all years of compensation on the same basis.

Realized Pay is compensation actually received by the CEO during the year, including salary, current bonus, payouts of previously granted Earnings Bonus Units (EBU), net spread on stock option exercises, market value at vesting of previously granted stock-based awards, and All Other Compensation amounts realized during the year. It excludes unvested grants, change in pension value, and other amounts that will not actually be received until a future date. Amounts for other companies include salary, bonus, payouts of non-equity incentive plan compensation, and All Other Compensation as reported in the Summary Compensation Table, plus value realized on option exercise or stock vesting as reported in the Option Exercises and Stock Vested table. It excludes unvested grants, change in pension value, and other amounts that will not actually be received until a future date, as well as any retirement-related payouts from pension or nonqualified compensation plans.

Unrealized Pay is calculated on a different basis from the grant date fair value of awards used in the Summary Compensation Table. Unrealized Pay includes the value based on each compensation benchmark company’s closing stock price at fiscal year-end 2013 of unvested restricted stock awards; unvested long-term share and cash performance awards, valued at target levels; and the “in the money” value of unexercised stock options (both vested and unvested). If a CEO retired during the period, outstanding equity is included assuming that unvested awards, as of the retirement date, continued to vest pursuant to the original terms of the award.

Compensation Benchmark Companies consist of AT&T, Boeing, Caterpillar, Chevron, Ford, General Electric, IBM, Johnson & Johnson, Pfizer, Procter & Gamble, United Technologies, and Verizon. For consistency, CEO compensation is based on compensation as disclosed in the Summary Compensation Table of the proxy statements as of August 31, 2014.

Statements regarding future events or conditions are forward-looking statements. Actual future results, including project plans, schedules, and results, as well as the impact of compensation incentives, could differ materially due to changes in oil and gas prices and other factors affecting our industry, technical or operating conditions, and other factors described under the heading “Factors Affecting Future Results” in our most recent Form 10-K.

The term “project” can refer to a variety of different activities and does not necessarily have the same meaning as in any government payment transparency reports.

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